Macomb Cultural & Economic Partnership

What it reported doing in 2024

Mcep created and provided administrative oversight for an annual outdoor sculpture display along the main travel routes entering and leaving the downtown mount clemens area. The sculpture displays are a part of mceps efforts to enhance the neighborhoods social atmosphere and to encourage visitors to the area which could help support the local business community. Mcep partnered with the detroit institute of arts for an art city program in mount clemens. Reproductions of artwork found at the dia were placed in vacant storefront windows throughout the business district in the downtown area as a way of bringing museum quality art found in the city out to the suburbs. Mcep also hosted free outdoor guided walking tours of both the sculpture displays and the art city reproductions as a way to foster greater cultural understanding and appreciation. Mcep organized take-out a meal and support a sculpture events with local restaurants as a way to help sustain economic development during the pandemic and at the same time raise funds for the rental of outdoor artwork for the sculpture walk project. Mcep is in its seventh year of a neighborhood sculpture progam. Mcep started with 5 sculptures and has grown to 35 in the year long display. The main display area is on north and south bound gratiot, and s main street in mount clemens, a neighborhood in need of redevelopment, care and attention. The boundraries of the original project have expanded in all four directions with placements of sculpture. The project is meant to improve the look, attract investment, and improve both residential and business in the area. Mcep donates the management of the project to the community. Mcep purchased a vacant lot in august 2022 to create a pocket park in the area. We are also addng gardens around the sculptures to add to a better community feel. We are beginning to advertise more widely to attract day visitors to our community. Mcep has purchased a vacant lot at 17 nb gratiot which it is turning into a pocket park for the public. Mcep has purchased 4 sculptures specifically for this park and has a 3 year program native plant design. We are in year 2. We also try to grow our sculpture display by 1,2, or 3 each new year of the program. This is accompanied by a walking guide available on our website or printed and available in 3 sites on the trail. We are also offering the community new paperback books each month at the park free of charge. Our native plants are being labeled so people may learn of them. Mcep also creates a new or improved micro garden near sculputes each year. There is less effort on the art city program (art in vacant building windows) as we ramp up the sculpture program.

Financial Efficiency

• Mission deployment rate: 100%; rating input score 100
• Program expense ratio: 100%; rating input score 100
• Fundraising efficiency: Limited

Transparency & Controls

• Consistency checks: 100%; rating input score 100; 64th percentile among comparable filings
• Pay-setting controls: Limited
• Foreign activity oversight: Limited
• Grant itemization coverage: Limited
• Major donor itemization: Limited
• Related-party transparency: Limited

Accountability

• Independent voting board: 88.9%; rating input score 89; 24th percentile among comparable filings
• Governance controls: 5 of 7 controls in place; rating input score 71
  • Conflict-of-interest policy: Fail
  • Whistleblower policy: Pass
  • Document-retention policy: Pass
  • CEO compensation review process: NotApplicable
  • Other executive compensation review process: NotApplicable
  • Form 990 shared with the board: Pass
  • Board meeting minutes documented: Pass
  • Audit committee oversight: Pass
  • Independent financial-statement audit: Fail

Sustainability

• Operating margin: -76.8%; rating input score 3; 3rd percentile among comparable filings
• Total-asset coverage ratio: 2.77; rating input score 67; 67th percentile among comparable filings
• Liabilities to assets ratio: 0; rating input score 54; 54th percentile among comparable filings
• Officer compensation ratio: 0%; rating input score 69; 69th percentile among comparable filings

Growth

• Program expense growth: -16.4% per year; rating input score 0; 7th percentile among comparable filings
• Revenue growth: -9.3% per year; rating input score 0; 6th percentile among comparable filings
• Asset growth: -0.2% per year; rating input score 0; 24th percentile among comparable filings