Reflections on My First Year at Lake Region Arts Council
By Timothy Wollenzien, Executive Director
As I complete my first year as Executive Director of the Lake Region Arts Council (LRAC), I find myself reflecting on an experience that has been both humbling and inspiring. Stepping into this role has brought an abundance of learning opportunities, meaningful connections, and a deepened appreciation for the creative spirit that runs through our region.
What Went Well
From the outset, I was fortunate to receive an exceptional orientation from my predecessor, Maxine Adams. Her detailed handbooks, calendars, and notes laid out a clear roadmap for each month, outlining everything from grant timelines to board responsibilities. Maxine’s mentorship over those early months was invaluable, and I continue to benefit from the best practices she established. I’m honored to build on the strong foundation she created.
Just as essential was the support of our dedicated staff. Rebecca Davis and Miranda Lape, along with interim Grants Manager Betsy Ostenson, welcomed me with patience and generosity, guiding me through our systems and culture. I’ve also leaned heavily on the Executive Committee, who have served as thoughtful advisors, sounding boards, and enthusiastic champions of our work.
Beyond the walls of LRAC, I’ve found the FORUM—our network of Regional Arts Councils across Minnesota—to be a vital community of practice. Our regular meetings, resource sharing, and camaraderie have helped me navigate the nuances of statewide arts policy, funding structures, and programming with greater confidence. Leaders like Sue Gens at the Minnesota State Arts Board (MSAB) and the team at Minnesota Citizens for the Arts have also been incredible resources.
Internally, I’ve grown increasingly comfortable with the day-to-day operational responsibilities—budgets, contracts, grant administration, and financial reporting. Our bookkeeper and Board Treasurer have been excellent partners in this area, and this year’s external audit gave me valuable insight into the importance of accountability and detailed record-keeping.
Equally meaningful have been the relationships I’ve begun to build across the region. From individual artists to arts organizations to community advocates, I’ve met so many people who are committed to enriching their communities through the arts. I had a great start to this outreach when I helped collect local data for the MCA economic impact study. These interactions affirmed what I’ve heard time and time again: LRAC’s work is deeply valued by those we serve.
This year also brought unexpected opportunities—like participating in hiring processes for new staff and contractors. While time-consuming, these searches were an exciting chance to shape our team and invest in LRAC’s future. We’ve brought on new colleagues with energy and expertise, and I’m proud of the collaborative spirit we’re cultivating.
Professional development has also been a highlight. From statewide gatherings to the national AFTACON conference, I’ve gained new insights and ideas to bring home to LRAC. And outside of our own work, I was honored to be appointed to the Board of Directors for the Perpich Center for Arts Education—a role that connects my past in arts education with my current role in regional arts leadership.
The Challenges
As rewarding as this year has been, it’s not been without challenges. The biggest has simply been the scope of the job. There’s so much to learn—from the intricacies of grant cycles to the nuances of nonprofit operations. I’ve leaned heavily on Maxine’s documentation, asked lots of questions, and tried to be intentional in how I absorb information. A year in, the learning curve has begun to level out, but I know there’s still plenty of growth ahead.
Time management has been another area of ongoing learning. Balancing reporting deadlines, board meetings, staff supervision, and public outreach has tested my organizational skills. I’m grateful for checklists, shared calendars, and the support of staff who help keep things moving.
The hiring processes for two full-time positions—Grants Manager and Executive Assistant & Program Manager—were significant undertakings, particularly early in my tenure. Add to that the search for a new bookkeeper and social media contractor, and it sometimes felt like HR was my full-time job! But each of these transitions also became a learning opportunity, and our team is stronger because of them.
One especially complex project was working with our Board to secure health insurance benefits for staff. It was a crash course in healthcare options and employer responsibilities, but we approached it collaboratively and came away with a plan that supports our team.
Looking Ahead to FY26
With a full year now behind me, I’m turning my attention to the opportunities that lie ahead.
First and foremost, I want to continue increasing LRAC’s visibility throughout the region. While we’ve long been a trusted resource, I believe we can expand our reach and impact by investing more energy in storytelling, local presence, and grassroots engagement. This includes maximizing our website, newsletter, and social media—but also exploring new ways to connect in person.
One of my personal priorities is building a stronger network of support for arts educators. As a former educator myself, I know how isolating it can be to work in the arts without a wider community. I’d love to foster more peer-to-peer connection and increase awareness of the resources LRAC can offer to teachers and teaching artists.
I also hope to spend more time on the road—visiting communities, attending events, and listening. There is no substitute for face-to-face connection, and I want to deepen my understanding of the unique strengths and needs of each of the nine counties we serve in the Lake Region.
We’re also planning more workshops, networking opportunities, and professional development sessions for artists and arts organizations. Whether in person or virtual, these gatherings are a chance to learn, collaborate, and strengthen the creative ecosystem of our region.
Finally, I want to continue building relationships—with our Board, our staff, and our statewide partners. Ongoing conversations, retreats, and goal-setting sessions will help us grow as a team and align our efforts with the evolving needs of the communities we serve.
Gratitude and Growth
This past year has been one of discovery, connection, and gratitude. I’ve learned so much from my colleagues, our board, the broader arts network in Minnesota, and—most of all—the people in our region who bring creativity to life every day.
To those who’ve welcomed me, guided me, and worked alongside me: thank you. I look forward to continuing this work with you, and to championing the arts as a vital part of our region’s culture, economy, and well-being.
Here’s to another year of creativity, collaboration, and growth.
