St Petersburg, FL   |


The St. Petersburg Arts Alliance is the umbrella organization serving this vital arts and cultural community. We do so by driving arts-related economic development and funding, advocating for art and artists, educating at all levels and facilitating the growth of our City of the Arts.

Notes from the nonprofit

Additional affiliations: St. Petersburg Area Chamber of Commerce; St. Petersburg Downtown Partnership; Florida Cultural Alliance. Awards include: City Beautification Award for SHINE-2016; Community Arts Award for ArtWalk from the Downtown Neighborhood Association-2017; Local Shops Award-2016. The Arts Business Academy is a collaborative certificate program with St. Petersburg College's Workforce Institute.

Ruling year info



Terry Marks

Main address

100 2nd Ave N Ste 150

St Petersburg, FL 33701 USA

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NTEE code info

Alliance/Advocacy Organizations (A01)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

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Programs and results

What we aim to solve

SOURCE: Self-reported by organization

The St Petersburg Arts Alliance (SPAA) was founded in 2012 as a 501(c)3 organization to fill a need for arts advocacy and arts community cohesion. As our organization grows and matures, the programs to service the arts and cultural community of St. Petersburg need to grow concurrently. As a “Chamber of Commerce for the Arts," the St. Petersburg Arts Alliance provides resources available nowhere else. Especially important is helping creatives to understand and apply best business practices. The most pressing needs to accomplish our vision include consistent funding sources to expand our Arts Resource Center (ARC) as an incubator for arts and cultural businesses and organizations, assisting them to grow and develop into stable and sustainable entities. In spite of the pandemic, the organization is in excellent fiscal health and in an excellent position to help others figure out what the New Normal will be.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Individual Artist Grant Program

Grants for local artists

Population(s) Served

We support and advocate for arts education programs in the public schools through our ACE committee.

Population(s) Served
Children and youth

The Arts Alliance is committed to supporting student artists with financial need. Funds may be used for tuition for summer arts programs; after school arts programs; musical instrument rental, purchase or repair; dance shoes, music books and art supplies; and individual instruction or master class tuition.

Population(s) Served
Children and youth

City-wide promotion of monthly ArtWalk, serving 100+ studios and galleries, attracting over 4,000 visits each month. The program includes funding free trolley transportation to all five arts districts in St. Petersburg.

Population(s) Served

The annual SHINE® St. Petersburg Mural Festival illuminates the power of art in public spaces by revitalizing areas, inspiring dialogue, and uniting our community—while cultivating new standards of artistic excellence reflecting St. Petersburg's creative and vibrant spirit. By using the walls and streets as canvas, SHINE transforms our shared spaces into a world-class outdoor gallery featuring top contemporary local, national, and international artists. Produced by the St. Petersburg Arts Alliance, SHINE has created more than 100 murals throughout downtown and the surrounding arts districts since 2015.

Population(s) Served

Professional Continuing Education: Serving arts entrepreneurs and creative businesses. The Arts Alliance provides on-going arts education and professional development workshops and seminars on topics including grant writing, marketing, social media. and business best practices. Speakers volunteer their time to give back to the arts and culture community.

Population(s) Served

Established an Arts Endowment at the Community Foundation of Tampa Bay to support St. Petersburg’s arts and culture non-profits. Contributions are added annually.

Population(s) Served

Where we work

Affiliations & memberships

Americans for the Arts 2015

Americans for the Arts 2016

Americans for the Arts 2017

Americans for the Arts 2018

Americans for the Arts 2019

Florida Cultural Alliance 2018

Florida Cultural Alliance 2019

Florida Cultural Alliance 2020

Florida Cultural Alliance 2021

Americans for the Arts 2020

Americans for the Arts 2021

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of job skills training courses/workshops conducted

This metric is no longer tracked.
Totals By Year
Population(s) Served


Related Program

Arts Business Academy

Type of Metric

Output - describing our activities and reach

Direction of Success


Context Notes

Prof dev workshops in-person & online: Marketing, pr & social media, intellectual property, taxes & accounting for non-profits, grantwriting, branding, pricing your art & more.

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

The St. Petersburg Arts Alliance (SPAA) serves as an arts incubator and resource center that helps build capacity and infrastructure for the arts and cultural community of St. Petersburg.

SPAA’s vision is that St Petersburg will become an arts destination with generous and ongoing support from the City, the business community and all who live and work here.

Organizational values: collaborative, inclusive, accountable, passionate, practical, catalytic, creative.

Organizational goals include:
• Advance and strengthen the arts and culture community, including ALL the arts (visual, performing, literary, etc.)
• Lead and support the implementation of major economic development/marketing initiatives
• Expand and strengthen strategic advocacy efforts
• Ensure operational stability and growth of the organization

SPAA’s Board maintains a rolling 3-year strategic plan to inform and shape a realistic and timely planning process.

SPAA’s 3-year Strategic Plan is updated annually and closely tied to the Executive Director’s annual goals and evaluations. Strategies for achieving organizational goals include:

• Develop and improve programs supporting the artists, arts venues, and non-profit and for-profit creative businesses with a view towards increasing their number, breadth and impact
• Continue to provide and disseminate data that demonstrates the economic and social impact of arts and culture and promote better understanding of the broader contribution of the arts to our community
• In collaboration with the Chamber, City, CVB, museums, theatres, hotels, etc. market the arts to defined audiences
• Produce innovative marketing programs, including publishing (guides), multi-media and website
• Continue to build relationships with funding agencies and corporations at the state, county and local levels.
• Continue to build a more robust individual contribution base.
• Continue to build a strong and inclusive board with pro-active committees.

Strategies for achieving the Sustainable Development Goal of Decent Work and Economic Growth include:
• Stepping up to provide arts business education monthly, online & in-person
• Expand the 6-week Arts Business Academy certificate program to 2 times a year
• Creating marketing/video/web resources to help creatives sell their work online
• Partner in marketing strategies for the benefit of the entire arts and cultural community

Since 2015, the Arts Alliance has moderated its growth becoming an organization of substance and financial stability.

Our Board is a working board. They are active in both the governance and programs of the Arts Alliance - without micromanaging. Every board member personally contributes to SPAA. According to a recent BoardSource survey, 68 percent of nonprofit organizations have a policy requiring board members to make a personal contribution on an annual basis. Boards average 74 percent participation in giving; however, on the average only 46 percent of boards had a 100 percent participation. The St. Petersburg Arts Alliance is in that 46 percent.

Past achievements are a clear indication of our capabilities. To date, SPAA has:
• Provided support and resources to non-profit and creative businesses in marketing, fiscal sponsorships, professional development and co-sponsorships
• Partnered with the City to launch the Artist Grant Program – 21 artist community engagement projects last year (2020)
• Created online resources: e-newsletter, website, online directory, YouTube, and social media platforms for our arts community
• Organized and established Second Saturday ArtWalk as a marketing strategy for the city's arts districts as a single arts destination with free trolley service
• Developed co-sponsorships to incubate and produce city/regional festivals, including the internationally known SHINE St. Petersburg Mural Festival
• Produced 8 Arts & Economic summits and/or reports since 2015, illustrating arts economic impact for the city and county
• Lead advocacy efforts for arts education, arts organizations and cultural tourism
• Established a strong board capable of leading, guiding and supporting the organization
• Established an Arts Endowment to support St. Petersburg arts

The St. Petersburg Arts Alliance (SPAA) was founded to fill a need for arts advocacy and arts community cohesion. SPAA's vision is to function as the go-to center for the arts and cultural community, providing resources, guidance and marketing programs.

Creative businesses had to pivot as COVID catapulted the artists of all disciplines, studios and galleries, non-profit and for profit, onto the internet to survive and grow.

"How do I construct a virtual presence for my organization or artistic practice”? "Can you show me how to become an “adult” and finally make my arts a business”? These are the major questions we have been receiving en-masse over the last months. The St. Petersburg Arts Alliance is working to build innovative opportunities for engagement, education, and equitable economic development that may be implemented now and sustained long-term via software platforms and expanded collaboration and training.

SPAA realizes that as an advocate of the arts and culture industry, we are in a unique position to gather many of the available options in one place, offer context with these tools, and provide resources on how to get started with some of the more common avenues used to take programming and artistic content online.

The Arts Alliance has stepped up to provide arts business education online. Zoom webinar software, enhanced technology, staff time, video (filming 27 separate gallery tours to date), and online workshops accessible to all help our arts community grow business on digital platforms.

SPAA has just launched its new website, serving as creative business directory, incubator; providing resources and opportunities, arts education and much more. We have added a COVID Arts Relief resource page to our website with curated, relevant information, which is also shared through the Arts Alliance email newsletter (ArtBeat) and through social media.

SPAA recently created a virtual St. Petersburg Gallery and website: CURATE ST. PETE ( The website provides video tours for studios and galleries that do not have the ability or resources to establish and maintain a virtual business on their own as well as provide marketing reach for the established galleries.

The CURATE ST. PETE videos are different from most gallery videos: the story is not about the storefront. The story is about the artist or gallery owner who is devoting his or her life to their creative business. The videos are much more personal visits than the typical sterile gallery tour without a host.

SPAA is developing as the city's Arts Resource Center, offering individualized mentorships and other services to help businesses succeed in difficult times. ARC enables artists and performing artists to tell their stories and earn income more effectively, creating longer term value for themselves and for our community. Now is the time to teach artists how to “fish,” supporting themselves beyond just emergency relief.



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The people, governance practices, and partners that make the organization tick.


Connect with nonprofit leaders


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Connect with nonprofit leaders


Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

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Board of directors
as of 06/27/2022
SOURCE: Self-reported by organization
Board chair

Helen Hansen French

Dancer - BEACON & St Petersburg Dance Alliance

Term: 2021 - 2023

Wayne Atherholt

City of St. Petersburg

Mary Anna Murphy

MAM Exhibit Design

Kelly Lee McFrederick


Jim Woodfield

Woodfield Fine Art Gallery

Helen Hansen French


Michelle Tannu

Principal, Shared Vision Marketing

Melissa Finley Williams

Attorney, Finley Williams Law, PA

Steve Beaty

President, Dex Imaging

Kimberly Jackson, Esq

ED Institute for Strategic Policy Solutions at St. Petersburg College

Danyell Bauer

Duncan McClellan Gallery

Veatrice Farrell

ED Deuces Live

Sharon McCaman


Roger Ross

Morean Center for the Arts

Paul Carder

Retired Executive

Kelcy Coleman

Digital Marketing Professional

Mila Turtle

Turtle Moon Graphics, Inc.

David Walker

ZEN Glass

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes

Organizational demographics

SOURCE: Self-reported; last updated 5/5/2022

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.


The organization's leader identifies as:

Race & ethnicity
Gender identity
Sexual orientation
Gay, lesbian, bisexual, or other sexual orientations in the LGBTQIA+ community
Disability status
Person without a disability

Race & ethnicity

No data

Gender identity

No data


No data

Sexual orientation

No data


No data

Equity strategies

Last updated: 02/17/2021

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.