Elizabeth Lane Oliver Center for the Arts (Oliver Art Center)
Celebrating Art and Artists Since 1948
Elizabeth Lane Oliver Center for the Arts (Oliver Art Center)
EIN: 38-2420743
as of September 2024
as of September 09, 2024
Mission
The purpose of the Elizabeth Lane Oliver Center for the Arts is to maintain an educational program and facility for the advancement of the arts. The Art Center also works to promote and develop the visual, performing, culinary, and literary arts in Benzie County and the surrounding area.
Ruling year
1984
Executive Director
Tamara Hoffbauer
Gallery and Program Director
Julie Pierce
Main address
PO Box 1513 132 Coast Guard Rd.
Frankfort, MI 49635 USA
Formerly known as
Crystal Lake Art Center
EIN
38-2420743
Arts and culture
Education
Community service
Population served
Adults
Children and youth
Artists and performers
Students
Teachers
NTEE code
Arts, Cultural Organizations - Multipurpose (A20)
Community Recreational Centers (N31)
IRS subsection
501(c)(3) Public Charity
IRS filing requirement
This organization is required to file an IRS Form 990 or 990-EZ.
Tax forms
Communication
Programs and results
Reports and documents
Download other documentsWhat we aim to solve
Arts and culture too often are left out of community and economic development discussions, removed from school curricula, and not given the support they need to flourish. We desire to place arts and culture at the center of discussions, at the heart of business and economic development, and back into schools. Making a living as a "working artist" is something of a unicorn in today's society; we wish to change that.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Art Exhibits
Art exhibits of local, regional, national artists along with member works rotate throughout the year. Programs are accompanied by artists' talks and guided explorations of the work on display.
Classes and workshops
80+ art classes and workshops presented for adults, children, and families. Classes include painting, drawing, ceramics, culinary arts, writing and poetry, art-ecology tie-ins and more.
Concerts
Annual Series of music concerts held in partnership with regional orchestras, music schools and local/regional/national musicians. Classical chamber music, original music, choral music and more.
Wellness, Movement, Culinary Arts
Movement and dance, yoga, meditation, somatic inquiry and other classes are offered throughout the year. Additionally, healthy cooking and general culinary arts classes are provided for adults and children.
HealthsmART for Youth
HealthsmART provides early culinary skills and healthy eating guidelines for underserved children in Benzie County. Students age 8-12 are taught how to read and follow recipes and basic kitchen skills while creating meals to share during class. Students also participate in a related art project to boost their creativity. Each student is then provided with food to take home and cook for their families based on the skills they learned in class.
Artists' Gift Shop
Our on-site gift shop features works of all kinds for sale by local and regional artists. We also host an annual Winter Market which triples the size of our display area for the month of December, and we host an outdoor art fair in the summer.
Where we work
Awards
2014 Building Award 2014
Michigan Historic Preservation Network
LEED Platinum Certification 2011
United States Green Building Council
Approved 2009
State Historic Preservation Office, Michigan
Affiliations & memberships
Benzie Chamber of Commerce 2023
Frankfort-Elberta Chamber of Commerce 2023
Northwest Michigan Arts & Culture Network 2023
Crystal Lake Communty Business Association 2023
Photos
Videos
Our Sustainable Development Goals
Learn more about Sustainable Development Goals.
Goals & Strategy
Learn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
Elizabeth Lane Oliver Center for the Arts strives to present art and art education of superlative quality to an ever-growing audience, to constantly grow and improve its programs, partnerships, and financial outlook for the benefit of the community, and to act as a crucial economic multiplier in the City of Frankfort, MI, while providing a leadership role in regional arts initiatives. We are working to expand our community impact and regional reach in furthering arts and culture. We strive to increase our programming to serve a more diverse population, and to maintain a balanced and healthy budget.
What are the organization's key strategies for making this happen?
Elizabeth Lane Oliver Center for the Arts applies a broad range of strategies and tactics in order to achieve its goals, including hosting art exhibitions, classes and workshops, artist talks, concerts, conferences, and by partnering with regional arts organizations and governmental institutions.
What are the organization's capabilities for doing this?
Elizabeth Lane Oliver Center for the Arts has a 12-member Board, two full-time staff, twohourly staff, a corps of 70 volunteers, and a broad and committed donor base that allow it to fully exploit its programs and operations in a 10,000-square foot, historic, and LEED Platinum facility on the shore of Lake Michigan.
What have they accomplished so far and what's next?
Elizabeth Lane Oliver Center for the Arts consistently and continually improves its ability to deliver on its mission to establish and maintain an educational program and facility for the advancement of the arts, and to promote and develop visual, performing, culinary, and literary arts. Our attendance grows yearly, our class and program offerings expand, and our artists sell more work. We strive to reach a more diverse audience every year, and to impact more organizations, citizens, and communities in a positive way.
How we listen
Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.
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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
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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 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
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What challenges does the organization face when collecting feedback?
Staff find it hard to prioritize feedback collection and review due to lack of time
Financials
Financial documents
Download audited financialsRevenue vs. expenses: breakdown
Liquidity in 2023 info
34.48
Months of cash in 2023 info
12.9
Fringe rate in 2023 info
8%
Funding sources info
Assets & liabilities info
Financial data
Elizabeth Lane Oliver Center for the Arts (Oliver Art Center)
Revenue & expensesFiscal Year: Jan 01 - Dec 31
Elizabeth Lane Oliver Center for the Arts (Oliver Art Center)
Balance sheetFiscal Year: Jan 01 - Dec 31
The balance sheet gives a snapshot of the financial health of an organization at a particular point in time. An organization's total assets should generally exceed its total liabilities, or it cannot survive long, but the types of assets and liabilities must also be considered. For instance, an organization's current assets (cash, receivables, securities, etc.) should be sufficient to cover its current liabilities (payables, deferred revenue, current year loan, and note payments). Otherwise, the organization may face solvency problems. On the other hand, an organization whose cash and equivalents greatly exceed its current liabilities might not be putting its money to best use.
Elizabeth Lane Oliver Center for the Arts (Oliver Art Center)
Financial trends analysis Glossary & formula definitionsFiscal Year: Jan 01 - Dec 31
This snapshot of Elizabeth Lane Oliver Center for the Arts (Oliver Art Center)’s financial trends applies Nonprofit Finance Fund® analysis to data hosted by GuideStar. While it highlights the data that matter most, remember that context is key – numbers only tell part of any story.
Created in partnership with
Business model indicators
| Profitability info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Unrestricted surplus (deficit) before depreciation | $4,852 | $112,771 | $33,434 | $27,978 | $241,093 |
| As % of expenses | 1.7% | 46.2% | 14.1% | 9.5% | 54.8% |
| Unrestricted surplus (deficit) after depreciation | -$89,463 | $20,802 | -$58,657 | -$64,794 | $148,579 |
| As % of expenses | -23.1% | 6.2% | -17.8% | -16.7% | 27.9% |
| Revenue composition info | |||||
|---|---|---|---|---|---|
| Total revenue (unrestricted & restricted) | $300,223 | $270,952 | $305,204 | $322,304 | $636,251 |
| Total revenue, % change over prior year | 18.5% | -9.7% | 12.6% | 5.6% | 97.4% |
| Program services revenue | 91.9% | 50.9% | 51.3% | 52.4% | 45.8% |
| Membership dues | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Investment income | 0.3% | 0.0% | 0.0% | 0.2% | 0.0% |
| Government grants | 4.3% | 6.7% | 6.0% | 0.0% | 3.1% |
| All other grants and contributions | 3.6% | 42.2% | 37.4% | 38.2% | 44.4% |
| Other revenue | 0.0% | 0.2% | 5.3% | 9.2% | 6.6% |
| Expense composition info | |||||
|---|---|---|---|---|---|
| Total expenses before depreciation | $292,322 | $243,981 | $236,775 | $294,326 | $440,158 |
| Total expenses, % change over prior year | 7.9% | -16.5% | -3.0% | 24.3% | 49.5% |
| Personnel | 32.3% | 41.3% | 39.6% | 37.3% | 32.6% |
| Professional fees | 1.4% | 1.4% | 4.9% | 4.0% | 1.5% |
| Occupancy | 10.7% | 9.4% | 9.8% | 8.2% | 7.8% |
| Interest | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| Pass-through | 0.0% | 0.0% | 0.0% | 0.0% | 0.0% |
| All other expenses | 55.6% | 47.8% | 45.7% | 50.4% | 58.1% |
| Full cost components (estimated) info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Total expenses (after depreciation) | $386,637 | $335,950 | $328,866 | $387,098 | $532,672 |
| One month of savings | $24,360 | $20,332 | $19,731 | $24,527 | $36,680 |
| Debt principal payment | $0 | $0 | $0 | $0 | $0 |
| Fixed asset additions | $0 | $0 | $0 | $0 | $0 |
| Total full costs (estimated) | $410,997 | $356,282 | $348,597 | $411,625 | $569,352 |
Capital structure indicators
| Liquidity info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Months of cash | 6.8 | 9.0 | 12.7 | 11.6 | 12.9 |
| Months of cash and investments | 6.8 | 9.0 | 12.7 | 11.6 | 12.9 |
| Months of estimated liquid unrestricted net assets | 2.3 | 8.3 | 10.0 | 9.2 | 12.6 |
| Balance sheet composition info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Cash | $165,002 | $182,280 | $251,361 | $284,902 | $471,643 |
| Investments | $0 | $0 | $0 | $0 | $0 |
| Receivables | $0 | $105 | $0 | $6,564 | $3,527 |
| Gross land, buildings, equipment (LBE) | $3,557,880 | $3,557,880 | $3,563,129 | $3,563,129 | $3,567,644 |
| Accumulated depreciation (as a % of LBE) | 20.8% | 23.4% | 25.9% | 28.5% | 31.1% |
| Liabilities (as a % of assets) | 0.4% | 0.2% | 0.3% | 0.8% | 0.5% |
| Unrestricted net assets | $2,874,002 | $2,894,804 | $2,836,147 | $2,771,353 | $2,919,932 |
| Temporarily restricted net assets | N/A | N/A | N/A | N/A | N/A |
| Permanently restricted net assets | N/A | N/A | N/A | N/A | N/A |
| Total restricted net assets | $95,722 | $10,000 | $45,000 | $45,000 | $0 |
| Total net assets | $2,969,724 | $2,904,804 | $2,881,147 | $2,816,353 | $2,919,932 |
Key data checks
| Key data checks info | 2019 | 2020 | 2021 | 2022 | 2023 |
|---|---|---|---|---|---|
| Material data errors | No | No | No | No | No |
Operations
The people, governance practices, and partners that make the organization tick.
Documents
Executive Director
Tamara Hoffbauer
Tamara brings a wide range of nonprofit, business and artistic experience to her work as executive director at the Elizabeth Lane Oliver Center For The Arts. She has served in various roles with nonprofit foundations, including as a board member, director of communications and development, and membership manager. She has also worked as CEO of a brand marketing company with many years of business administration experience. Tamara earned a BFA in design from DePaul University in Chicago, where she spent several years working in professional theater. A lifelong creator, she has an early background in arts and crafts throughout the Midwest and is an amateur photographer. Tamara has produced and led several workshops focused on teaching artisans how to turn their craft into a business, with lessons on marketing, pricing, sales channels, and how to register and set up a business entity. A creative problem solver with a passion for the arts, Tamara is now focused on nonprofit work full-time.
Gallery and Program Director
Julie Pierce
Julie earned a Bachelor’s in Studio Art from Albion College, with concentrations in Ceramics and Painting. She earned a Master’s Degree in Art History from Virginia Commonwealth University with a concentration in Non-Western Art. She has studied in Italy, Greece, Spain, Denmark, Guatemala, and Ecuador. With a diverse background in gallery sales and art education, Julie brings a range of abilities to her work at the Elizabeth Lane Oliver Center For The Arts.
Number of employees
Source: IRS Form 990
Elizabeth Lane Oliver Center for the Arts (Oliver Art Center)
Officers, directors, trustees, and key employeesSOURCE: IRS Form 990
Compensation data
There are no highest paid employees recorded for this organization.
Elizabeth Lane Oliver Center for the Arts (Oliver Art Center)
Board of directorsas of 05/20/2023
Board of directors data
Kelly Winter
Retired
Term: 2025 - 2022
Susan Wenzlick
Ordinary Virtues
Lesa Huget
Kristen Vigland
Hallie Christian
Lauren Everett Finn
Beth Fitzsimmons
Jennifer Flynn
Betsie Hosick
Mica Jones
Rick Rodes
Pam Spicer
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
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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
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:
The organization's co-leader identifies as:
Race & ethnicity
Gender identity
Transgender Identity
Sexual orientation
Disability
Equity strategies
Last updated: 05/20/2023GuideStar 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 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 community representation at the board level, either on the board itself or through a community advisory board.
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