Arts Council of Johnson County
8788 Metcalf
Suite 2500
Overland Park KS 66212
2013 Shooting Stars Gala
Web and Phone Contact
Telephone (913) 894-2720
Mission Statement
The Arts Council of Johnson County enhances the quality of life in the community by strengthen the arts.
Leadership
CEO/Executive Director Ms. Sarah D. VanLanduyt
Board Chair Abby Beckloff
Board Chair Company Affiliation Reece Nichols
History and Background
Year of Incorporation 1992
Former Names
Arts and Humanities Association of Johnson County
Financial Summary
Revenue Expense Area Graph

Comparing revenue to expenses shows how the organizations finances fluctuate over time.

Source: IRS Form 990

 Breakdown
Net Gain/Loss:    in 
Note: When component data are not available, the graph displays the total Revenue and/or Expense values.
Statements
Mission Statement The Arts Council of Johnson County enhances the quality of life in the community by strengthen the arts.
Background Statement
Established in 1992, the Arts and Humanities Association of Johnson County (original name) was formed as a non-profit agency to service the area of Johnson County, KS. 
 
The agency developed the Suburban Arts Business Plan in 2003, changing the organization's name to the Arts Council of Johnson County (ACJC). Within about the same time-frame the Arts Council of Johnson County also served as a member of the steering committee that would create a new regional arts council: the Arts Council of Metropolitan Kansas City. Focusing on arts advocacy, specifically suburban Johnson County's economic and cultural development through the arts within a metropolitan context, ACJC launched the Suburban Arts Business Plan in 2004. As a result, ACJC introduced a series of Arts & Economic Development Symposiums specifically to educate the metropolitan region's business, political and arts leaders about the arts' significant contribution to quality of life; a component that in turn attracts people, companies and even tourists to a city thereby contributing to a community's or region's economy. The Symposiums presented topics such as public funding for the arts and a County sponsored 1% for public art program, which was adopted as a Johnson County policy in 2006.
 
In 2010, ACJC held a series of forums for arts educators, organizations, and artists, to gain a better understanding of how to support their work in the community and to learn about their concerns and challenges within the current economic and political climate. From those conversations four general trends emerged that still hold true today: a need for a central source for arts related information; a desire to share resources and ideas; a need to create a sense of community within the suburban arts sector; and the existence of a significant disconnection between the suburban and urban arts community. The forums also sparked a partnership with what would become the InterUrban ArtHouse: a gathering place for artists, a catalyst for small business development and a physical link to the greater regional arts sector.
 
In 2011, the Arts Council of Johnson County rebranded and reimagined to better align its look, feel, and initiatives with community needs and constituency demographics. Today, ACJC serves as a central hub of information, a connector among its different constituencies, and a link between urban and suburban arts communities and local and regional resources. 
Impact Statement

More than an advocate for the Arts, The Arts Council of Johnson County is dedicated to the enrichment of our community through the Arts. Some of our previous work includes developing the Arts Business Plan, a road map for arts/cultural development in Johnson County, acting as lead advocate for Johnson County’s One Percent for Public Art Program which was adopted as a County policy in 2006, and partnering with ArtsKC and the Kansas City Area Development Council on the America's Creative Crossroads campaign. 

Much of ACJC's focus remains on serving as a central hub of information, a connector among its different constituencies, and a link between the arts community and local and regional resources. Moreover, in many regards ACJC serves Johnson County as an Office of Cultural Affairs; meeting the unique cultural needs of its locale and fostering an environment in which arts, artists, and arts organizations can flourish.  
 
Some of ACJC's most recent major accomplishments include being awarded an NEA grant for a new artist in residence program at the new Johnson County Arts & Heritage Center, smART exchange, a roundtable discussion that explores how arts and non-arts fields can work together to address community needs; the creation of a new internship program, and the growth of ACJC as a resource for professional development, fundraising, partnership and advocacy for the cultural sector. 
 
Goals for 2016-17 include sustaining the newly established marketing and social media internship; implementing the new Artist-in-Residence program at Johnson County Arts & Heritage Center, focusing on art and mental health for smART Exchange 2017, enhancing the Shooting Stars Scholarship Program with college and career workshops for high school students; and developing cooperative support services for the cultural sector with Johnson County based arts organizations.
Needs Statement

The Arts Council of Johnson County's most pressing needs include support for capacity building and initiatives. 

More specifically:
  • Financial support for capacity building, including sustaining and growing ACJC's internship program and professional development support for staff.
  • Digital storytellers to help share the impact and value of the arts in suburban Johnson County.
  • Partners for 2017 smART Exchange series focusing on arts and mental health
  • Sponsorship for Shooting Stars College & Career Readiness workshop
Service Categories
Arts & Humanities Councils & Agencies
Management & Technical Assistance
Citizen Participation
Areas of Service
KS - Johnson County
CEO/Executive Director/Board Chair Statement As a result of the still recent transition in organizational leadership and the addition of staff, ACJC continues to evaluate and strengthen its infrastructure.  The development of a 15 month short term strategic development plan allowed the agency in identifying areas for growth which in turn led to a new organizational structure. Specifically, the Arts Council has put in place a Resource Development, Marketing, Governance & Nominating, Operations & Finance, and Creative Communities committees. As the Council moves through 2016 and into 2017, the challenge is not only to continue cultivating a strong volunteer base and constituent support but also balancing organizational goals with available resources. 
Programs
Description

Celebrating emerging artists. The Shooting Stars Program is one of a few programs in the community to honor high school students and their arts educators for artistic excellence in Literature, Performing Arts and Visual Arts. Nominated by their high school arts teachers, Finalists audition or submit a portfolio of work for review by independent judges. All participating teachers and students are honored and scholarship recipients announced at the Annual Shooting Stars Gala in the Spring. Since its creation the Shooting Stars Program has recognized 1,000 high school seniors and awarded over $250,000 in college scholarships and almost $65,000 in teacher honorariums. 

Program Budget $50,000.00
Category Arts, Culture & Humanities, General/Other General Arts Education
Population Served Other Named Groups, ,
Short-Term Success The annual Shooting Stars event will recognize the achievements of approximately 100 high school artists and nine teachers. The event will generate $22,000 for scholarships for outstanding seniors and awards for outstanding teachers. It will also provide an arts college/ career readiness workshop for 11th and 12th grade artists.
Long-Term Success Increase the skills and augment the credentials of young Johnson County artists – as these artists develop, they more likely will call Johnson County home, launch their careers and enhance their skills.
Program Success Monitored By Shooting Stars program success is monitored by number of high schools and high school students participating. Since 2010, the goal has been to engage at least 20 high schools each year and at least 100 students. Additional metrics include fundraising totals ($50,000), and the addition of new educational components like the college/ career workshop. 
Examples of Program Success Scholarship winners are developing their skills in professional and academic settings throughout the country. New students are also receiving support from Shooting Stars through educational workshops and there is a greater spotlight locally on the impact arts education can have on future professionals in the creative industries.
Description smART exchanges are opportunities to explore topics relevant to our regional and local arts communities and to connect creative individuals of all genres with each other and other professionals. Topics will have a wide range from convening to convening but each individual exchange will explore a specific theme, seek good debate, promote exploration and yield results that are not always predictable.
Program Budget $15,000.00
Category Arts, Culture & Humanities, General/Other
Population Served Other Named Groups, ,
Short-Term Success Since the program's start in 2013, smART Exchange has supported artist residencies in local government, a new arts corridor in Lawrence, the Johnson Count Public Art Master Plan, Kansas Alliance for Arts in Education's statewide A+ School initiative, art therapy services for individuals with cognitive challenges and their caregivers, and neighborhood revitalization through local food systems.
Long-Term Success The public and policy makers will have a better understanding of the value the arts bring to economic and cultural development in our community.  Additionally, partnerships with other arts and non-arts not for profits will help ACJC expand its audience and reach.
Program Success Monitored By Program success is primarily monitored by attendance as well as adoption of new policies and programs after the smART Exchange event. Recently, ACJC has also implemented a new evaluation form. The evaluation gauges attendees' understanding of the information presented, whether or not guests would attend another smART Exchange and their overall satisfaction with the program. Though its only been in use for one smART Exchange this year, guest satisfaction is at 99%.
Examples of Program Success In 2016, the Arts Council of Johnson County partnered with JCCC Culinary Academy and Hardesty Renaissance Project to explore how Kansas City is developing its own local cuisine and how local food systems from food production, agricultural schools, and food industry training can contribute to the economic development and revitalization of a neighborhood.
Description Though not a traditional program but still a major component of the Arts Council's activities, ACJC serves as Johnson County's voice and legislative liaison. ACJC partners in many regional and local initiatives, including the Local Arts Index research project, the Kansas City Creative Crossroads Campaign and the InterUrban ArtHouse, as a resource and as the voice for Johnson County. ACJC also works side-by-side with policy makers and legislators to ensure the community’s voice is heard and well-represented while at the same time keeping constituents and stakeholders informed of arts-related legislative activity at the local, state and federal levels. 
Category Arts, Culture & Humanities, General/Other Arts, Culture & Humanities, General/Other
Population Served General/Unspecified, ,
Short-Term Success With the creation of the new Kansas Creative Arts Industries Commission, ACJC played a significant role in connecting the KCAIC executive director with constituents and stakeholders in Johnson County. ACJC also held a strategic planning session for the new KCAIC. The session gathered input from artists and arts organizations on their funding and support needs.
Long-Term Success The cultural sector and voting public will be more informed on departments, policies, legislation and programs that impact the arts in our community.
Program Success Monitored By The Arts Council predominantly measures its success as a legislative liaison through its ability to share information quickly and in a timely manner with our constituents.  
Examples of Program Success The Arts Council has successfully kept stake holders up to date on the development of our new state arts agency as well as federal policies impacting National Endowment for the Arts and National Humanities Council funding. Most recently the Arts Council launched a successful advocacy campaign for its 2015 public funding.
Description

An initiative of the Arts Council of Johnson County and established as a cooperative marketing group in the early 2000s, Arts JoCo has since transformed and expanded its purpose. In 2014, with membership feedback, Arts JoCo shifted its focus to not only include shared marketing opportunities but also networking, advocacy, resource sharing and peer-led professional development.

Category Arts, Culture & Humanities, General/Other Arts, Culture & Humanities, General/Other
Population Served General/Unspecified, ,
Short-Term Success
Short term success includes a more connected Johnson County cultural sector so much so that after several years of team building work within the group we have identified goals for the 2016 calendar year. 
 
This year Arts JoCo is focusing on volunteer management, board maintenance, fundraising and program development.  The program calendar for the year is organized by the Arts JoCo task force with member feedback. Task Force members are identifying contacts they have who can lead one hour professional development sessions.
Long-Term Success

Over the last two years the group has concentrated on methods for audience development, increasing program partnerships and connecting with artists for programs and exhibitions. With the ultimate goal of strengthening Johnson County and the Metro’s cultural sector while also strengthening individual organizations by connecting them with resources, expertise and program partners. In short for the last two years this 30 member group has concentrated on:

  • Networking with peers
  • Resource & idea sharing
  • Advocacy updates
  • Part of a collective group of organizations who value arts and culture in our community
  • Identifying potential partnerships among and between organizations who attend Arts Jo Co meetings

Program Success Monitored By Success is monitored by the Task Force a subcommittee of Arts JoCo members who represent private nonprofit, public agency, small and large organizations. Agendas and topic discussions are ultimately guided by member feedback.
Examples of Program Success Last year much of Arts JoCo's work focused on identifying member needs and opportunities as a way to foster more program partnerships. One of the most successful results of those discussions was a partnership between the Barn Players, Johnson County Library and InterUrban ArtHouse.
CEO Comments

Established in 1992, the Arts and Humanities Association of Johnson County (original name) was formed as a nonprofit agency to serve Johnson County. In 2003, the agency developed the Suburban Arts Business Plan, changing the organization's name to the Arts Council of Johnson County. Focusing on arts advocacy, ACJC introduced a series of Arts & Economic Development Symposiums specifically to educate the metropolitan region's business, political and arts leaders about the arts' significant contribution to quality of life, economic and cultural development. The Symposiums explored topics such as public funding for the arts; a County sponsored 1% for public art program, which was adopted as a Johnson County policy in 2006; and a museum & policy center for suburban studies. 

In 2010, the Arts Council of Johnson County held a series of forums with the arts sector to gain a better understanding of how to support their work in the community and to learn about their concerns and challenges within the current economic and political climate. From those conversations four general trends emerged that remain relevant today: a need for a central source for arts related information; a desire to share resources and ideas; a need to create a sense of community within the suburban arts sector; and the desire to better connect with urban/regional counterparts. In 2011, ACJC underwent rebranding and reimagining to better align its look, feel, and initiatives with community needs and constituency demographics.
 
While still working to raise the arts profile of Johnson County and the Kansas City region, ACJC serves Johnson County residents today as an office of cultural affairs. Fulfilling an important need for the Johnson County community, ACJC works on behalf of the arts sector as an intermediary organization; advocating for the arts, providing elected leadership with arts research to help inform and shape policy decisions, opening the doors for communication and cooperation for regional projects like the One ArtsKC Regional Cultural Plan; and connecting the county’s cultural community to the arts services they need to be successful including peer learning opportunities, professional development, and resource development tools. The Arts Council of Johnson County not only meets the unique cultural needs of its community; fostering an environment in which arts, artists and arts organizations can flourish but it’s also a vital regional partner in Kansas City creative sector.
Executive Director/CEO
Executive Director Ms. Sarah D. VanLanduyt
Term Start Sept 2008
Experience
Sarah VanLanduyt joined the Arts Council of Johnson County in September 2008.  Prior to joining ACJC, Sarah served as Program Manager for Organizational Support for the Kansas Arts Commission. While at the Kansas Arts Commission she focused much of her work on best practices and professional development for local arts organizations. 
 
Before returning to Kansas, Sarah spent 4 years in Wisconsin as the Executive Director for the Manitowoc County Historical Society and 2 years as their Education Program Coordinator. 
 
Sarah received her bachelors degree from Baker University and has a master of arts in historical administration from Eastern Illinois University.
Co-CEO/Executive Director
Term Start 0
Compensation Last Year
Senior Staff
Title Administrative Assistant
Staff
Paid Full-Time Staff 1
Paid Part-Time Staff 1
Volunteers 40
Paid Contractors 1
Retention Rate 100%
Formal Evaluations
CEO Formal Evaluation Yes
CEO/Executive Formal Evaluation Frequency Annually
Senior Management Formal Evaluation Yes
Senior Management Formal Evaluation Frequency Annually
Non-Management Formal Evaluation No
Non-Management Formal Evaluation Frequency N/A
Plans & Policies
Organization Has a Fundraising Plan Under Development
Organization Has a Strategic Plan Yes
Management Succession Plan No
Organization Policy and Procedures Yes
Nondiscrimination Policy No
Whistleblower Policy No
Document Destruction Policy No
Collaborations
Collaborations are a key to the Arts Council of Johnson County's success.
Standing partnerships include the Arts JoCo Marketing Co-op, a 16 member marketing cooperative and advocacy roundtable for Johnson County arts organizations.    
 
Additional significant collaborations include smART exchange and the InterUrban ArtHouse.  smART exchange is curated by a steering committee that includes the Nerman Museum of Contemporary Art, the Kansas City Jewish Museum of Contemporary Art, Johnson County Museum, the Lawrence Arts Center, the Spencer Museum of Art and Charlotte Street Foundation.  ACJC is a partner for the InterUrban ArtHouse's professional and small business development workshops and its community-based arts programs. 
Government Licenses
Is your organization licensed by the government? No
CEO Comments One of the benefits of the Arts Council of Johnson County's size is its ability to quickly respond to changing community and constituent needs. However, as ACJC continues to grow its outreach and advocacy planning as well as develop a strategic financial plan, limited staff will be a challenge. Over the course of the next year, ACJC will work as an organization to identify opportunities to bring in additional support through internships or possibly part time staff.
Board Chair
Board Chair Abby Beckloff
Company Affiliation Reece Nichols
Term Dec 2015 to Dec 2017
Board Members
NameAffiliation
Ms. Kate Allen Johnson County Community College Foundation
Mr. David Alpert Botwin Commerical Development
Ms. Abby Beckloff Program Consultant
Ms. Sarah Bishop Lawrence Arts Center
Ms. Diane Botwin Botwin Real Estate
Ms. CJ Charbonneau Independent Curator
Ms. Iveth Jalinsky Bamboo Consortium
Ms. Cherie Jamison Religion of Origin Healing
Ms. Mindi Love Johnson County Museum
Ms. Sharon Miller The Gown Gallery
Mr. Josh Powers Johnson County Government
Ms. Debra Swearingen Arvest Bank
Mr. Maury Thompson Johnson County Government
Ms. Chioma Ugochukwu Cottey College
Ms. Jennifer Wampler
Mr. Brian Williams KC Actors Theatre
Board Demographics - Ethnicity
African American/Black 2
Asian American/Pacific Islander 0
Caucasian 14
Hispanic/Latino 0
Native American/American Indian 0
Other 0
Board Demographics - Gender
Male 4
Female 12
Unspecified 0
Governance
Board Term Lengths 3
Board Term Limits 2
Board Meeting Attendance % 98%
Written Board Selection Criteria? Under Development
Written Conflict of Interest Policy? Yes
Percentage Making Monetary Contributions 99%
Percentage Making In-Kind Contributions 1%
Constituency Includes Client Representation Yes
Number of Full Board Meetings Annually 8
Standing Committees
Executive
Operations
Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
CEO Comments
As outlined in the Program Performance Comments, the Arts Council of Johnson County is guided in part by the Arts Business Plan and its role as an advocate, connector, a central hub of arts information and a convener.  
 
The agency has also undertaken an organizational audit to clarify the role of the Board and staff as we move forward with the Initiative. As a result of the audit the role of the agency is to first be a community advocate and convener for the arts; and second offer programs and services as needed. In this context, the key role of the Board is governance, policy, oversight, fundraising and advocacy. The key role of the staff is to:
  1. Implement agency programs/services as outlined by the Board of Directors.
  2. Convene ad hoc committees or task groups as needed to assist staff in implementing programs/services.
  3. Work with the Board Committees--Executive, Marketing, Operations & Finance, Resource Development, Governance &Nominating, & the Creative Communities Task Force.
Financials
Fiscal Year Start Jan 01, 2017
Fiscal Year End Dec 31, 2017
Projected Revenue $221,900
Projected Expenses $216,404
Form 990s
Audit Documents
IRS Letter of Exemption
Foundation Comments
  • FY 2014, 2013, 2012: Financial data reported using IRS Form 990-EZ.  
  • Foundation/corporate revenue line item may include contributions from individuals.
Detailed Financials
 
Expense Allocation
Fiscal Year201420132012
Program Expense$161,033$142,804$114,674
Administration Expense$0$0$30,521
Fundraising Expense$0$0$0
Payments to Affiliates$0$0$0
Total Revenue/Total Expenses1.041.211.11
Program Expense/Total Expenses100%100%79%
Fundraising Expense/Contributed Revenue0%0%0%
Assets and Liabilities
Fiscal Year201420132012
Total Assets$284,940$271,091$250,219
Current Assets$273,329$270,363$241,329
Long-Term Liabilities$0$0$0
Current Liabilities$15,895$9,798$17,725
Total Net Assets$269,045$261,293$232,494
Short-Term Solvency
Fiscal Year201420132012
Current Ratio: Current Assets/Current Liabilities17.2027.5913.62
Long-Term Solvency
Fiscal Year201420132012
Long-Term Liabilities/Total Assets0%0%0%
Top Funding Sources
Fiscal Year201420132012
Top Funding Source & Dollar Amount -- --Johnson County Kansas $100,000
Second Highest Funding Source & Dollar Amount -- --H & R Bloch $5,000
Third Highest Funding Source & Dollar Amount -- --William T Kemper Foundation $5,000
Capital Campaign
Currently in a Capital Campaign? No
Capital Campaign Anticipated in Next 5 Years No
Organization Comments
The agency has worked over the last two years to stabilize and increase its general operating support. We have been particularly successful in increasing County funding which has increased from $17,500 in 2003 to $75,000 for 2006. For 2014 and 2015 our funding level is $100,000.  In 2010 (FY2011) ACJC lost significant general operating support from the Kansas Arts Commission. As a result the agency not only further streamlined its budget but it reaffirmed its commitment to identifying strategic financial partnerships. 
 
As the Arts Council grows its initiatives and services it will, as a board, work to develop and successfully execute a three-year critical plan (strategic planning/fund raising/resource development) that will including finding sustainable funding for general operations as well as program development (Shooting Stars and smART Exchange). Of immediate interest is agency capacity funding to help in the area of additional part time staffing and program development.
Organization Name Arts Council of Johnson County
Address 8788 Metcalf
Suite 2500
Overland Park, KS 66212
Primary Phone (913) 894-2720
Contact Email artsjoco@artsjoco.org
CEO/Executive Director Ms. Sarah D. VanLanduyt
Board Chair Abby Beckloff
Board Chair Company Affiliation Reece Nichols
Year of Incorporation 1992
Former Names
Arts and Humanities Association of Johnson County