JRAC Summary of 2025 Capacity Assessment
For nearly four decades, the Jordan River Arts Council (JRAC) has been a treasured part of East Jordan and greater Charlevoix and Antrim counties. What began as a grassroots initiative has grown into a year-round arts organization, delivering meaningful programming, exhibitions, and cultural experiences—powered almost entirely by volunteers.
But JRAC is approaching a critical turning point. Like many nonprofits relying on volunteer leadership, it faces growing challenges in sustaining operations and securing the financial and human resources necessary for long-term success. The legacy volunteer model is no longer sufficient for today’s demands.
In early 2025, JRAC’s board launched a capacity assessment with Northern Michigan nonprofit consultant Lyn Jenks to explore how the organization could strengthen its infrastructure and ensure its future. Through in-depth interviews and analysis, the assessment revealed urgent challenges—and new opportunities.
The Challenge Ahead
Volunteer recruitment and retention have become increasingly difficult. Although JRAC has always been fueled by volunteer energy, the current demands on time and expertise are making it harder to keep the gallery open, manage daily operations, and plan and execute programming. Even maintaining limited gallery hours—four hours a day, seven days a week—has become increasingly difficult. There are times when the gallery has to close due to a lack of available volunteers.
JRAC also struggles with limited capacity when it comes to fund development and strategic growth. Without professional leadership, it is difficult to pursue significant grant opportunities, develop new programming, build strong partnerships, and expand outreach across the wider community. These limitations are not a reflection of a lack of commitment but rather a natural result of trying to do too much with too little.
What the Assessment Revealed
JRAC has built a strong foundation, earning deep community goodwill and a track record of high-quality programming. But the assessment confirmed that this alone won’t sustain future growth.
Key findings included:
· The need for clearer governance systems and more follow-through on strategic goals and objectives
· Major gaps in fundraising capacity and operational consistency
· The building itself continues to limit growth, with past efforts to improve accessibility and space stalled by lack of resources and executive leadership
· A pressing concern around succession planning and attracting new board and volunteer leadership
Despite these challenges, the assessment affirmed that JRAC has the potential to move toward a more sustainable, vibrant future. There is an opportunity to redefine how the organization operates, explore new funding models, and invest in leadership that can take JRAC to the next level.
Strategic Shifts: Building Toward Sustainability
Jenks’ report calls for structural changes, starting with the need to hire professional staff—ideally an Executive Director. Yet JRAC faces a familiar nonprofit dilemma: it needs an Executive Director to raise more funds, but more funds are needed to hire one.
A near-term strategy under consideration is the possibility of contracted support to help prepare for a major fundraising effort focused on future staffing and organizational capacity.
Enhancing Governance and Engagement
The board must evolve to meet current demands, including recruiting new members, defining roles more clearly, and forming active committees. Marketing and communications also need to be revitalized—to develop new programs, tell JRAC’s story more widely and bring new voices to the table.
Moving Forward: Next Steps
Based on current capacity, the board has committed to working on three priorities:
1. Human Resources: Expand the board, recruit volunteers for committees, and explore contracted staffing and/or temporary leadership to stabilize operations.
2. Fund Development: Develop a short-term fundraising plan and consider a major campaign to fund staffing, facilities, and programming over the next few years.
3. Programs: Reassess offerings to align with regional trends and community needs—streamlining where needed to avoid duplication and increase impact.
A Community-Wide Effort
While the path ahead involves significant change, JRAC is not starting from scratch. The organization is already rich in history, creativity, and community goodwill. What it needs now is an infusion of energy, resources, and new leadership to ensure continued success.
This will require a shared commitment. The current board cannot do it alone. Volunteers, members, donors, and community partners all have a role to play. Whether you have time to give, skills to share, or financial resources to contribute, your involvement can make a meaningful difference.
JRAC is more than just a gallery or a place to attend a class. It is a space where creativity, connection, and community come together. With the right support and vision, it can continue to be a cultural cornerstone for generations to come.
If you believe in the value of the arts and want to see JRAC grow stronger and more sustainable, we invite you to get involved. Join a committee, consider a board role, serve as a docent, make a donation, or simply share our story with someone who might be inspired to help. Together, we can build a future where JRAC not only survives but thrives.
To learn more or to discuss opportunities to support this work, please contact: Gera Witte, Board President, at JordanRiverArts@gmail.com.
The Capacity Assessment was made possible by a grant from the Charlevoix County Community Foundation.