Arts, Culture, and Humanities

The Art League of Marco Island, Inc.

  • Marco Island, FL
  • www.marcoislandart.com

Mission Statement

To promote Education and Appreciation of the Arts

Main Programs

  1. Exhibitions
  2. Events
  3. Adult Education
  4. Children and Youth Education Initiative
Service Areas

Self-reported

Florida

As of the census of 2010, there were 16,413 people, 7,517 households, and 17,134 housing units in the city. The population density was 1,352.0 inhabitants per square mile. There were 14,826 housing units at an average density of 1,402.1 per square mile The racial makeup of the city was 95.9% White, 0.5% African American, 0.1% American Indian, 1.1% Asian and 7.1% Hispanic or Latino. There were 7,517 households out of which 9.4% had children under the age of 18 living with them, 46.7% were 65 years of age or older. The median income for a household in the city was $73,373, and the per capita income was $52,089. 2.1% of the population were below the poverty level. Collier County continues to experience significant growth and is becoming increasingly diverse. As of the 2010 census, the county's population had increased to 321,520, an increase of 27.9% over the 2000 census. As of 2012, the United States Census estimates the county's population at 332,427, an increase of 3.4% since the 2010 census. As of the 2010 census, 65.7% of the population was non-Hispanic whites, 25.9% was Latino or Hispanic, 6.6% was African-American and 1.1% was Asian. For the 2010 census, the Latino or Hispanic ethnic group represented the greatest source of population growth since the 2000 census, growing from 49,000 (19.6% of the total population) to 83,177 (25.9% of the total population. As of the 2010 census, the greatest source of population growth in the county since the 2000 census came from the Latino or Hispanic population which grew from 49,296 (19.6% of the total population) to 83,177 (25.9% of the total population). The average medium income is higher than the state but so are housing costs and poverty level.

ruling year

1970

Principal Officer since 2014

Self-reported

Hyla Crane

Keywords

Self-reported

Arts, Arts Education, Galleries, Exhibitions,Events

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EIN

59-1754367

 Number

1192147295

Also Known As

Marco Island Center for the Arts

Contact

Cause Area (NTEE Code)

Arts, Cultural Organizations - Multipurpose (A20)

IRS Filing Requirement

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

Programs + Results

How does this organization make a difference?

Programs

Self-reported by organization

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

Program 1

Exhibitions

*Innovative and unique art exhibitions are fundamental to the work of the Art Center. Exhibitions feature artwork in various mediums and genres. *Major exhibitions are presented in the Lauritzen Gallery and the Rush Gallery, while smaller exhibitions can be found in La Petite Galerie. *Exhibitions change monthly in the gallery spaces resulting in approximately 25 exhibitions each year. *The majority of the exhibited artwork is offered for sale. All gallery exhibitions are free and open to the public

Category

Population(s) Served

Adults

Aging/Elderly/Senior Citizens

Budget

Program 2

Events

Second Tuesday Art Receptions - A reception each second Tuesday of the month to open each new exhibition. *Typical attendance : 100-150 people per event Art Flicks - A morning series of theme-based art films followed by lively discussions which takes place at the local movie theater *Typical attendance: 80+ people per event Cars as Art - An outdoor show that brings together antique cars and artwork with automobiles as the subject matter *Takes place in the parking lot of the Art Center *Historic attendance: 1000+ people Weekend Outdoor Arts and Crafts Shows - Approximately 40 artists and craft people display their work *Historic attendance: 2000 per weekend The Marco Island Festival of the Arts - Weekend-long event is a juried fine art show and outdoor festival that brings together approximately 140 award-winning artists and art enthusiasts. *Historic attendance: 3500 Performing Arts Series - Includes musical performance, lectures, speakers, book signingsand theatrical workshops. *Typical attendance: 80+ people per event

Category

Population(s) Served

Adults

Other Named Groups

Budget

Program 3

Adult Education

The Art Center provides intellectual and cultural programming for adult life-long learners. Adult Classes and Workshops *Over 100 adult classes workshops in many disciplines offered by local established instructors and nationally recognized artists *Classes and workshops offered through the entire year Renaissance Academy *Adult continuing education including programs in a wide variety of disciplines from world politics to computer and ipad use. *The Art Center is the designated center by Florida Gulf Coast University on Marco Island

Category

Population(s) Served

Adults

Aging/Elderly/Senior Citizens

Budget

Program 4

Children and Youth Education Initiative

Art Talks *Docents from the Art Center to provide presentations and readings about various artists to elementary school children Picture the Music *Students listen to classical music and then use their imagination to interpret the music into visual art through drawing and/or painting The Young Artists Academy *Saturday morning series workshops in multiple fine arts disciplines for youth in middle and high school. Art teachers at various schools select and refer students based on the student's interest and ability in art. Summer Art Enrichment Workshops *Workshops for children and youth in various visual arts and performing arts Scholarship and Merit Award Competition *Provides juniors and seniors at all of the Collier County high schools a chance to compete for scholarship money for seniors and cash prizes for juniors.

Category

Population(s) Served

Children and Youth (0 - 19 years)

Budget

Charting Impact

Self-reported by organization

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

  1. What is the organization aiming to accomplish?
    The desired impact of the Marco Island Center for the Arts is to be an essential and sustaining part of the culture of Marco Island and the surrounding area and the preeminent advocate and center for the arts. The Art Center seeks to provide open and economically viable access to art, programs, quality educational opportunities and functions to all people of the Marco Island area while serving as a venue for all the arts. The Marco Island Center for the Arts brings to a wide variety of arts to the community including the. Through dynamic monthly art exhibitions, engaging educational programs for children and adults and a diverse assortment of visual arts, performing arts and literary events, the Art Center encourages art appreciation and community cohesion while promoting social goals, such as improved academic performance for young people and economic growth. The Art Center is a hub for community arts activities on Marco Island.
  2. What are the organization's key strategies for making this happen?
    Ensure Financial Sustainability * Manage balanced budget with consistent excess of revenues over expenses annually * Secure sufficient revenues to build reserve fund equal to 25% of annual operating budget * Attract and secure significant philanthropic support for ongoing programs and establish endowment fund with earnings equal to 15% annual operating budget Enhance Human Resources * Reduce turnover by providing positive work environment and appropriate support, compensation and benefits * Hire and retain competent, capable and welcoming staff * Define clearly roles, responsibilities and lines of authority between Executive Director, Board President and Board of Directors * Provide excellent leadership on the Board of Directors representing all of the Art Center's constituencies * Engage active volunteers who are passionate and enthusiastic in their support of the Art Center and its ongoing programs Establish Center for the Arts as the Cultural Epicenter * 'Grow' Art Center to be the 'place to visit' and 'go to place for the Arts' for all (children, youth and adults) on Marco Island and surrounding areas * Increase number of visitors and foot traffic to Art Center * Conduct exceptional art classes and workshops that draw students from a broader geographic area as well as attracting more participants from Marco Island * Upgrade and develop the gift shop to become an exceptional opportunity for unique, high-quality, desired items for adults and children encouraging visitors and increased gift shop sales * Identify ways to further improve the exterior appearance (curb appeal) and interior ambience of the Center, lobby, galleries, classrooms and other spaces to maximize overall utilization of the building that meets and exceeds expectations of students, instructors, members and volunteers
  3. What are the organization's capabilities for doing this?
    Strengths +Facility, building, structure oLengthy history - founded in 1969 oArt identity on Marco Island oBuilding and facility, structure, space and galleries; the building defines us oGrounds, especially sculpture garden and exterior painting oGift shop +People oStrong, engaged and aggressive Board of Directors oEnthusiastic volunteers and volunteer coordinators oArtists and Clay Guild; good rapport with artists oMembers oPatrons +Programs - Exhibitions, Events, Art Education for adults, children and youth oPrograms, speakers and events at Art Center including FGCU Renaissance Academy oClasses and workshops; caliber and dedication of instructors, variety of classes for adults, children and youth oQuality of shows in the galleries
  4. How will they know if they are making progress?
    I.Ensure Financial Sustainability Measurements 1.Exceed budgeted net income by $10,000 or more annually beginning with year ending December 31, 2014 2.Exceed philanthropic support of budgeted total amounts collectively by 15% or more annually in the following categories: Dedicated DonationsDonationsEndowment ContributionsCorporate SponsorshipGrants II.Enhance Human Resources Measurements 1.Improved staff relations and overall satisfaction as measured in overall positive satisfaction survey results to be measured annually. IIIEstablish Center for the Arts as the Cultural Epicenter Measurements 1.Measure foot traffic into Art Center and document increased foot traffic annually by 10% or more. 2.Membership retention on annual basis is 75% or greater. 3.Increase attendance at all Art Center events by 20% or more (gallery openings, fundraising events, Renaissance Academy, etc.) annually. 4.Increase class enrollment and class participation by 10% or more annually. 5.Increase visibility compared to other Southwest Florida arts organizations in local publications.
  5. What have and haven't they accomplished so far?
    Action Steps Metric for Success Achieved Strategic Initiative Yes In Progress No Ensure financial sustainability Analyze sources of revenue compared to benchmarks for other art centers Comparison completed and analysis of Art Center to others identifies areas for improvement X Ensure financial sustainability Conduct member survey of current and lapsed members Membership survey written, distributed and completed by 50% recipients X Ensure financial sustainability Analyze current and past class offerings to determine popularity and financial viability Class offerings analysis completed including 2013-2014 with recommendations for 2014-2015, 2015-2016 year X X Ensure financial sustainability Create Advocacy Council with 5+ members; convene first meeting; secure support to recruit more members at $1000+/year Advocacy council is created and first meeting/reception is convened X Ensure financial sustainability Create Development Plan addressing annual, major and endowment funding Development plan is drafted and presented to Board for approval X Enhance HR Evaluate ED salary, incentive plan and secure ED Salary and incentive plan finalized, candidates assessed and ED hired X Enhance HR Review and revise job descriptions for all Art Center employees Job descriptions reviewed, revised and approved X Enhance HR Review, revise, develop annual performance guidelines for all staff Performance guidelines completed X Enhance HR Prepare information book for volunteers; recruit volunteers to serve as reception Information book drafted; volunteers recruited and working as reception X Enhance HR Develop skills matrix for current Board and identify gaps Skills matrix developed; gaps identified; prospective board members identified X Establish Cultural epi-center Organize and host annual fine arts show Annual fine arts show scheduled for 2014, 2015 and beyond X Establish Cultural epi-center Work with City of Marco to install cultural signs Signage approved and installed X Establish Cultural epi-center Explore collaborative efforts with others to increase visibility and PR Discussions underway with Historical Society, Arts Council, Marco Players and von Liebig Art Center X X Establish Cultural epi-center Conduct satisfaction survey of class/workshop participants Survey prepared, distributed and results analyzed for 2013-2014 year X Establish Cultural epi-center Conduct survey of class instructors for ideas, suggestions and feedback Survey prepared, distributed and results analyzed for 2013-2014 year X
Service Areas

Self-reported

Florida

As of the census of 2010, there were 16,413 people, 7,517 households, and 17,134 housing units in the city. The population density was 1,352.0 inhabitants per square mile. There were 14,826 housing units at an average density of 1,402.1 per square mile The racial makeup of the city was 95.9% White, 0.5% African American, 0.1% American Indian, 1.1% Asian and 7.1% Hispanic or Latino. There were 7,517 households out of which 9.4% had children under the age of 18 living with them, 46.7% were 65 years of age or older. The median income for a household in the city was $73,373, and the per capita income was $52,089. 2.1% of the population were below the poverty level. Collier County continues to experience significant growth and is becoming increasingly diverse. As of the 2010 census, the county's population had increased to 321,520, an increase of 27.9% over the 2000 census. As of 2012, the United States Census estimates the county's population at 332,427, an increase of 3.4% since the 2010 census. As of the 2010 census, 65.7% of the population was non-Hispanic whites, 25.9% was Latino or Hispanic, 6.6% was African-American and 1.1% was Asian. For the 2010 census, the Latino or Hispanic ethnic group represented the greatest source of population growth since the 2000 census, growing from 49,000 (19.6% of the total population) to 83,177 (25.9% of the total population. As of the 2010 census, the greatest source of population growth in the county since the 2000 census came from the Latino or Hispanic population which grew from 49,296 (19.6% of the total population) to 83,177 (25.9% of the total population). The average medium income is higher than the state but so are housing costs and poverty level.

Additional Documents

External Reviews

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Financials

Financial information is an important part of gauging the short- and long-term health of the organization.

Art League of Marco Island Inc
Fiscal year: Oct 01-Sep 30

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Operations

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

The Art League of Marco Island, Inc.

Leadership

NEED MORE INFO ON THIS NONPROFIT?

Free: Gain immediate access to the following:
  • Address, phone and website
  • Forms 990 for 2015, 2014 and 2014
  • Board Chair and Board Members
  • Access to the GuideStar Community
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Principal Officer

Hyla Crane

BIO

Hyla Crane is presently the Executive Director of the Marco Island Center for the Arts. Prior to moving to Southwest Florida, Ms. Crane was the Director of Education at Stepping Stones Museum for Children.From 1996 - 2006, Ms. Crane ran education departments in professional theatres including the Long Wharf Theatre and Yale Repertory Theatre in New Haven, CT and the Westport Country Playhouse under the direction of Joanne Woodward.Ms. Crane was one of the founders and the original Executive Director of the Elm Shakespeare Company which will celebrate 18 years of producing free Shakespeare in the park this summer.Prior to entering the non-profit art field, Ms. Crane was an attorney and a member of both the Connecticut and New York Bar Associations. AWARDS *Award recipient of the MetLife Foundation and Association of Children's Museums Promising Practice Award in 2011 and the MetLife Foundation Replication Award in 2014 for ""Mulitmedia Global Connections Initiative"" *Red Apple Award recipient from the Maritime Aquarium in Norwalk, CT, in recognition of service to the community and work to benefit young people *First Connecticut member team with the Greenwich Public Schools to be accepted into the Kennedy Center Partners In Education Program PUBLICATIONS *Carter, Kevin and H. Crane, Multimedia Global Connections, Hand to Hand, Association of Children's Museums, Fall 2011 *Crane, Hyla, Westport Country Playhouse Children's Programs, Acts of Achievement: The Role of Performing Arts Centers in Education,The Dana Foundation, the Association of Performing Arts Presenters and the John F. Kennedy Center for the Performing Arts, Spring 2002 CONFERENCE PRESENTATIONS: *""From PeeWee to Piaget: Creating Developmentally Appropriate Shows"" International Museum Theatre Alliance Global Conference - Monterey, CA, August 2009 *""Invigorating Museums through Creative Dramatics and Video productions"" Mid Atlantic Association of Museums Annual Conference - Saratoga Springs, NY,October 2009 *""Theatrical Play is Child's Play"" - Childhood Conversations Conference, Windsor, CT, April 2011 *""Theatrical Play is Child's Play' - Association of Children's Museum InterActivity, Houston, TX, May 2011 *""Vocabulary Development for Preschool Age Children at Stepping Stones Museum for Children"" - Developing Preschool Children's Language and Pre-Literacy Skills Workshop, Norwalk, CT 2011 *""Mulitmedia Global Connections Initiative"" (Met Life Association of Children's Museums Promising Practice award 2011) - Association of Children's Museum Interactivity Conference, Portland, OR May 2012 *""Muttigrees in Museums"" - 21st Century Schools Annual Conference, Little Rock, AK July 2012 Education JD, Washington and Lee University School of Law, Lexington, VA BA, Philosophy, Trinity College, Hartford, CT Phillips Academy, Andover, MA

Governance

BOARD CHAIR

Rosemary Wick

BOARD LEADERSHIP PRACTICES

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BOARD ORIENTATION & 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?


RESPONSE NOT PROVIDED

CEO OVERSIGHT

Has the board conducted a formal, written assessment of the chief executive within the past year?


RESPONSE NOT PROVIDED

ETHICS & TRANSPARENCY

Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?


RESPONSE NOT PROVIDED

BOARD COMPOSITION

Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?


RESPONSE NOT PROVIDED

BOARD PERFORMANCE

Has the board conducted a formal, written self-assessment of its performance within the past three years?