SILVER2022

OZARK ARTS COUNCIL INC

Enriching Lives by Promoting the Arts

aka OAC   |   Harrison, AR   |  thelyric.org

Mission

To enrich lives by promoting the Arts in North Arkansas through exhibitions, performances, and education.

Ruling year info

1996

Executive Director

Mrs. Julianna Hamblin

Main address

115 W. Rush Ave.

Harrison, AR 72601 USA

Show more contact info

EIN

71-0782255

NTEE code info

Arts Council/Agency (A26)

Theater (A65)

Music (A68)

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

Paying off the theater's mortgage and completing the updating of the facilities in a debt-free status would allow us to meet operational expenses entirely on the basis of current operating income levels, which would allow us to expand our programming and to incorporate more of the public by bringing in events of interest at an affordable level and/or to subsidize the attendance of those who would otherwise be unable to attend.

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?

Theatre

We maintain the Lyric Theater for the use of our member organizations—NorthArk Drama and Theatre Company of the Ozarks.

Population(s) Served
Adults

The Lyric Theater is used for concerts by local and touring artists.

Population(s) Served
Adults

Painting, Sculpture, Sketching, Mixed Media, Etc.

Population(s) Served
Adults

Where we work

Our results

SOURCE: Self-reported by organization

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

Total number of performances

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

Age groups, Social and economic status

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

This became extremely important in 2020, when it seemed that we would have no performances at all and that, indeed, we would end up losing the theater. Now, we must rebuild awareness of our existence.

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.

We wish to enrich lives through exposure to and education in the Arts. To do this for as many as possible, we need to wipe out our current facility debts as quickly as possible, so that we can 1) focus on programming and 2) budget ongoing repairs and upkeep for our 90-year-old building in a way that is fully sustainable without constant special appeals.

We are seeking artists with a high value-to-cost ratio and applying extra amounts to the capital on our mortgage as much as possible. While this may temporarily lessen the breadth of what we wish to present, it paves the way for a much greater breadth in the future. As we approach the theater's 90th birthday in 2019, we are seeking donations to bring this to pass even more quickly.

Because of the dedication of our Executive Director and Board, we have been able to slash costs and to bring in new revenue. Going forward with the greater advertising we have just recently started to be able to afford and a little bit of 90th anniversary fundraising, we should be able to meet these goals by the end of FY 2019 and have a dramatic expansion in our programming and the ability to make it accessible to a greater audience.

Between November 2015 and June 2019, we have reduced our debt by over $35,000 and increased public awareness of our performances and the public's perception of the quality of the same, such that we are selling more tickets. As we increase donors and donations in this 90th anniversary year of our theater, we are gearing up for the 100th anniversary, as well, by which time we hope to have a steady stream of high-quality artists coming across our stage and displaying work in our office-gallery. We have managed to add younger board members and attract a broader audience in the past year, as well as integrating the work of our member organizations, so that all of them are giving each other more exposure.

Financials

OZARK ARTS COUNCIL INC
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Operations

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

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Connect with nonprofit leaders

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  • 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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OZARK ARTS COUNCIL INC

Board of directors
as of 05/25/2022
SOURCE: Self-reported by organization
Board co-chair

Rev. Eric Stefanski

Holy Trinity Evangelical-Lutheran Parish, UAC

Term: 2021 - 2020


Board co-chair

Mr. Jim Johnson

Stone Bank

Term: 2020 - 2021

Rebekah Wilson

Floyd's Metal Buildings

Jim Johnson

Stone Bank

Eric Stefanski

Holy Trinity Evangelical-Lutheran Parish, UAC

Michael Mahoney

North Arkansas College

Clark Middleton

Theatre Company of the Ozarks

Jamie Stevens

North Arkansas College

Tom Fitton

Fitton Pest Control

Mary Bishop

FedEx Freight

Susan Sangren

NWAEDD

Rebekah Wilson

Floyd's Metal Buildings

Cindy Linn

Ann Graffy

Roxanne Thompson

Harrison Art League

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