Two-Year Operating Support Grant
Two-Year Operating Support Grant
Support to reorganize operations and develop succession plan for the Grand Marais Playhouse.
Adam Guggemos: graphic designer, art events promoter; Michelle Ronning: jewelry designer and maker; Tara Makinen: Executive Director of Itasca Orchestra and Strings, musician; Moira Villiard: visual artist, Cultural Programming Coordinator at American Indian Community Housing Organization; Jeanne Doty: Retired Associate Professor UMD Music, pianist; Amber Burns: choreographer, dancer, actor, middle school art teacher; Margaret Holmes: visual artist, poet, and former Children's Theatre employee; Tammy Mattonen: visual artists, co-founder of Crescendo Youth Orchestra; Kayla Schubert: Native American craft artist, writer, employee at MacRostie Art Center; Ariana Daniel: mixed media artist, arts instructor; Emily Fasbender: student liaison, visual artist
Michelle Ronning: jewelry designer and maker; Tara Makinen: Executive Director of Itasca Orchestra and Strings, musician; Moira Villiard: visual artist, Cultural Programming Coordinator at American Indian Community Housing Organization; Jeanne Doty: Retired Associate Professor UMD Music, pianist; Amber Burns: choreographer, dancer, actor, middle school art teacher; Margaret Holmes: visual artist, poet, and former Children's Theatre employee; Tammy Mattonen: visual artists, co-founder of Crescendo Youth Orchestra; Kayla Schubert: Native American craft artist, writer, employee at MacRostie Art Center; Ariana Daniel: mixed media artist, arts instructor; Emily Fasbender: student liaison, visual artist
ACHF Arts Access ACHF Arts Education ACHF Cultural Heritage
The Grand Marais Playhouse (Playhouse) will embark on a four-year transitional process that will increase educational opportunities while maintaining high quality theatrical offerings with and for the local community and its visitors in a sustainable environment. To achieve this the Playhouse will develop a four-year strategic plan that will include: Clarify staff and board roles and responsibilities for transitional period; Evaluate current schedule and develop plan to offer theatrical opportunities for current participants, and engage a wider community in participation and support; Develop plan to increase educational opportunities and increase income from theatrical learning; Determine leadership structure of the organization; Create a sustainable staffing structure; Create a succession plan The Playhouse will develop a calendar that will include deadlines for each step of the strategic plan. The list will include data collection, research, membership meetings, community surveys and participant surveys, and facility use agreements. The strategic plan will be completed by the end of 2018. Implementation of the strategic plan will begin in January of 2019 Reorganization will be completed by 2021.
Other,local or private