PLATINUM2024

Northwest Michigan Arts and Culture Network

Connecting Arts, Culture & Our Creative Communities

Traverse City, MI   |  www.nwmiarts.org

Mission

The mission of the Northwest Michigan Arts and Culture Network is to support and strengthen the collective power of artists, culture bearers and the creative sector to cultivate vibrant communities. Based in Traverse City, MI, the Network serves as the regional arts agency for 10 primarily rural counties in Northwest Lower Michigan (Antrim, Benzie, Charlevoix, Emmet, Grand Traverse, Kalkaska, Leelanau, Manistee, Missaukee, Wexford). Backbone services, advocacy and programming benefit approximately 150 arts and cultural organizations, 1,500 individual artists of all disciplines, community projects and creative sector entrepreneurs. We further our mission through our strategic priorities: Connecting, Capacity Building and Communicatiions.

Notes from the nonprofit

The mission of the Northwest Michigan Arts & Culture Network is to support and strengthen the collective power of artists, culture bearers, arts and cultural organizations and the creative sector to cultivate vibrant communities. Similar to a regional arts council serving the ten, primarily rural counties of Northwest Michigan, the Network furthers its mission through programming and services to connect, build capacity and communicate. We strive to strengthen the ecosystem supporting arts and culture, and to work collectively and collaboratively so all can succeed. No other organization in Northwest Michigan serves this function without conflict. The Network serves a 10-county, primarily rural region of Northwest Michigan: Antrim, Benzie, Charlevoix, Emmet, Grand Traverse, Kalkaska, Leelanau, Manistee, Missaukee and Wexford, with at least 150 arts and cultural organizations, 1500 individual artists and culture bearers, and numerous communities and creative endeavors.

Ruling year info

2018

Convener/Executive Director

Mary Bevans Gillett

Main address

PO Box 1859

Traverse City, MI 49685 USA

Show more contact info

EIN

83-1282144

NTEE code info

Arts Service Activities/Organizations (A90)

Mutual/Membership Benefit Organizations, Other N.E.C. (Y99)

Arts Council/Agency (A26)

IRS filing requirement

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

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Communication

Programs and results

What we aim to solve

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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?

Stakeholder Engagement

The Network convenes and engages the region’s arts and cultural stakeholders with each other, the creative sector and local communities in meaningful involvement with each other and the network overall, Stakeholders including artists, performers, writers, musicians, historians, museums, galleries, theatres, performing venues, creative entrepreneurs and arts and cultural organizations. Activities will include developing a membership structure, recruiting members and prospective resource partners, offering networking and social activities, building professional relationships, identifying opportunities and serving as the regional convening entity for arts, culture and the creative sector.

Population(s) Served
Adults
Artists and performers

The network will serve as an educational resource and provider for its members and community stakeholders. Activities will include professional development workshops, training and presentations applicable to membership, creative sector and communities served. Additional activities include establishing a resource library and electronic toolbox, partnering with regional educational providers and promoting educational opportunities offered by others. Specific attention is directed at programming to address needs of and support for individual artists.

Population(s) Served
Artists and performers
Adults

The network promotes the region’s arts, culture and creative sector throughout the region and the state of Michigan. Activities will include comprehensive marketing communications strategies including branding, social media, website, print and electronic advertising, media relations, co-operative advertising, member directories, public relations, broadcast, presentations and events.

Population(s) Served
Adults
Artists and performers

The Network provides “backbone” services that support the regional arts and cultural community and creative sector as a whole, such as networks communications, member database, online platforms, industry representation, shared resources, business development, community relations, and cross sector engagement with and support for arts and cultural assets. Additional activities will include access to shared professional services (i.e. accounting, legal, financial) that will be used at the individual artist or organizational level.

Population(s) Served
Artists and performers
Adults

The network will implement an active fundraising program to support the work of the organization. Activities will include donor identification, cultivation, solicitation and stewardship. Additional activities include administration of minigrants and related grant administration for the MCACA Regional Regrant program.

Population(s) Served
Artists and performers
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 dollars paid to artists

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

Artists and performers

Related Program

Fund Development and Grant Administration

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Context Notes

Reflects minigrant award reporting by grantees on funds paid directly to artists, including minigrant award plus organizations' matching funds

Hours of expertise provided

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

Artists and performers

Related Program

Education, Professional Development & Artist Support

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Providing individual, group & board consulting, workshops, training and related capacity building, backbone services to individual artists, grantees, and arts/cultural organization staff and leaders.

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

Goals & Strategy

SOURCE: Self-reported by organization

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We demonstrated a willingness to learn more by reviewing resources about feedback practice.
done We shared information about our current feedback practices.
  • How is your organization using feedback from the people you serve?

    To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We share the feedback we received with the people we serve, We tell the people who gave us feedback how we acted on their feedback, We ask the people who gave us feedback how well they think we responded

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback, We don’t have the right technology to collect and aggregate feedback efficiently, It is difficult to find the ongoing funding to support feedback collection, Staff find it hard to prioritize feedback collection and review due to lack of time, Organization is small, new and underfunded

Financials

Northwest Michigan Arts and Culture Network
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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

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

Northwest Michigan Arts and Culture Network

Board of directors
as of 06/20/2024
SOURCE: Self-reported by organization
Board chair

Gary Gatzke

Interlochen Center for the Arts

Term: 2023 - 2025

Amanda Kik

Crosshatch Center for Art & Ecology

Kristi Wodek

Crooked Tree Art Center

Diana Baribeau

City Opera House (retired)

Mercedes Bowyer

Grand Traverse Regional Community Foundation

Nick Walsh

A-Peel-Design; Basement Art Shows

Amy Gillard

Harbor Springs Festival of the Book

Brett Sinclair

Raven & Lotus

Chad Lindsey

City Opera House

Rebecca Childs

Traverse Symphony Orchestra

Sue Brown

NAMI Grand Traverse

Michelle BIen

Atelier Bien

Gary Gatzke

Interlochen Center for the Arts

Megan Holtrey

Dennos Museum Center

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 ? Not applicable
  • 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 5/30/2024

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

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Female, Not transgender
Sexual orientation
Heterosexual or Straight
Disability status
Person without a disability

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

Disability

We do not display disability information for organizations with fewer than 15 staff.

Equity strategies

Last updated: 06/14/2020

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

Data
  • We ask team members to identify racial disparities in their programs and / or portfolios.
  • We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
  • We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • 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 use a vetting process to identify vendors and partners that share our commitment to race equity.
  • We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • 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 help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
  • 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.