Movimiento de Arte y Cultura Latino Americana (MACLA)
23
"Up" is the number of experts who agree that the nonprofit has had the most impact in the
field. "Down" is the number of experts who disagree that the nonprofit has had the most impact in field.
Headquarters Location: San Jose, CA
Founded: 1989
Mission: MACLA/Movimiento de Arte y Cultura Latino Americana is an inclusive contemporary arts space grounded in the Chicano/Latino experience that incubates new visual, literary and performance art in order to engage people in civic dialogue and community transformation.
Tags:
bay area, arts & culture, art space, literary art, visual art, performing art, chicano/latino community, arts education, community development, social equity
Summary
Stories
Expert Reviews
Leadership
From the Nonprofit
Leadership
Anjee Helstrup-Alvarez.
Anjee Helstrup-Alvarez is the Executive Director of MACLA, an inclusive contemporary arts space grounded in the Chicano/Latino experience that incubates new visual, literary and performance art in order to engage people in civic dialogue and community transformation. At MACLA she’s institutionalized the organization’s commitment to commission significant new work annually and to run a fiscally sound organization. Anjee has played…
See full bio.
Financial Data
Overhead Ratio:
n/a
Total Revenue:
$665,963
From the Nonprofit
The nonprofit has not added any comments yet. If you are a representative of this nonprofit and would like to leave a comment, please email us at
feedback@myphilanthropedia.org
with your request.
Contact Info
Story:
MACLA reaches over 30,000 people annually with their programs, but what makes them stand out?
Founded in 1989 as the result of a broad community mobilization in the City of San Jose and nationwide on behalf of multicultural arts, MACLA has promoted since its inception a vision of arts programming as a vehicle for civic dialogue and social equity.
For the past nineteen years, MACLA has presented over 700 emerging and highly established artists and authors. A core group of individual donors and volunteers contribute time and resources to MACLA on an on-going basis. The cross-pollination of Latino and non-Latino audiences has been a distinctive feature of MACLA since its inception.
(Learn more about this great organization at: http://www.maclaarte.org/site/?page_id=2)
Expert Reviews of Movimiento de Arte y Cultura Latino Americana (MACLA)
Evidence of Impact Summary:
This relatively small multi-disciplinary Latino arts group serves a broad constituency of mainstream artists, neighborhood artists, and audiences with highly developed programs and services in the visual and performing arts. They have especially high impact youth programs for teenagers. It has a gallery and theater and has put on workshops, internships, and arts training programs in conjunction with professional staff for more than 20 years.See expert comments.
Organization Strengths Summary:
MACLA has an outstanding executive director and a young, hip staff who are all well-connected with the community and have established a great presence in the community. They have grown from a small lean organization, to a larger lean organization that is still responsibly managed from a finances perspective.See expert comments.
Areas for Improvement Summary:
Experts have just a few areas for MACLA to improve: they should try to diversify their funding and bring in more earned income. They should also try to always increase the quality of their programming and the quality of their venueSee expert comments.
Expert Comments: Evidence of Impact
Select the boxes to display the results according to expert type.
Show:
Show:
X
Foundation Professionals (F)
X
Researchers and Faculty (R)
X
Nonprofit Senior Staff (N)
X
Other (consultants, journalists, policy makers) (O)
Impact |
|||
|
F
|
MACLA creates a community space for the visual and performing arts, particularly for Latino arts. They have high artistic quality, programming relevant to the community that they live in, integration of youth programming, and integration of community development with arts. | ||
|
F
|
This relatively small multidisciplinary Latino arts group in downtown San Jose reaches a broad constituency of mainstream artists, neighborhood artists, and audiences with highly developed programs and services in the visual and performing arts. They have especially high impact youth programs for teenagers. | ||
|
F
|
They have had cultural, social, and community impact: MACLA is a neighborhood establishment that serves as a conduit of expression for Latino artists and activists. | ||
|
F
|
MACLA, a leading mid-size Chicano/Latino Arts Center in the Bay Area which is based in downtown San Jose, CA has a professional exhibition program in its gallery and puts on performances in a 100 seat theater. It has put on workshops, internships, and arts training programs in conjunction with professional staff for more than 20 years. | ||
|
R
|
They have strong and diverse programming. | ||
|
N
|
They do wonderful work with the Latino community. They get Latinos involved in the arts, they support Latino arts, they preserve their heritage, and encourage new art. | ||
|
N
|
MACLA is one of the few visual arts organizations that developed an exciting presenting program (presenting performing artists, spoken word, and writers readings). They've become a true arts center for San Jose - not only for Latino artists but also for artists interested in hybrid forms, youth, and artists exploring multiple cultural identities. | ||
|
N
|
They have the ability to reach and transform young audiences with highly leveraged resources. | ||
Expert Comments: Organization Strengths
Select the boxes to display the results according to expert type.
Show:
Show:
X
Foundation Professionals (F)
X
Researchers and Faculty (R)
X
Nonprofit Senior Staff (N)
X
Other (consultants, journalists, policy makers) (O)
Great Leadership and Staff |
|||
|
F
|
Their Executive Director is articulate and networked into the broader arts community. They are a very mission driven organization. | ||
|
F
|
MACLA's staff is young, hip, savvy, and CONNECTED on so many levels: artistic, cultural, social, political. Its finances are very strong, due to the organization's ability to attract major support from foundations and government. | ||
|
N
|
The staff and leadership are exceptional in this organization. | ||
Connected in Community |
|||
|
F
|
MACLA is very well rooted in their community but is also able to participate in broader cultural efforts due to their inspired leadership and dedicated supporters. | ||
|
N
|
They have strong leadership, great programming, relevance in the community, and strong community relationships. | ||
|
N
|
MACLA has a major impact in their community. MACLA also serves communities of color which are traditionally undercapitalized. | ||
Grew Well and are Managed Well |
|||
|
F
|
They graduated from the San Jose Arts Incubation Program in the early 90's with a $5,000 annual financial budget, with all volunteers, to a $700,000 organization with full-time professional staff with continued technical assistance development grants and offers of fiscal sponsorship for small emerging arts groups. This organization has remained true to its primary demographic audience of Chicano/Mexican underserved youth and other community members and has broadened its services to its art galleries, business partners, South First Street, First Friday (each month) while reporting success to its mainstream stakeholders. | ||
|
N
|
MACLA is a very lean organization that always surprises me with the amount of programming they do. While their facilities are very basic, they have a wide following of arts consumers, youth, and artists themselves. | ||
Expert Comments: Areas for Improvement
Select the boxes to display the results according to expert type.
Show:
Show:
X
Foundation Professionals (F)
X
Researchers and Faculty (R)
X
Nonprofit Senior Staff (N)
X
Other (consultants, journalists, policy makers) (O)
Diversify Funding |
|||
|
F
|
This organization is undercapitalized. | ||
|
F
|
While their impressive list of funders is laudable, I think the organization should increase its earned income. Having less than 10% of revenues come from earned sources is not close to ideal. | ||
Develop Quality of Programs and Venue |
|||
|
N
|
I would like to see them challenge themselves to continuously development of the quality of the performances they present and to improve their venue. | ||
|
N
|
They need to secure a long term solution to facilities and strengthening their fund raising capacity. | ||
Leadership
Anjee Helstrup-Alvarez
Executive Director
Executive Director
From the Nonprofit
The nonprofit has not added any comments yet. If you are a representative of this nonprofit and would like to leave a comment, please email us at
feedback@myphilanthropedia.org
with your request.

