3 orgs in this cluster's subtree
Every organization with primary activities in Multi-Discipline Performing Arts Series or any of its descendants. Click a column header to sort. Filter by name or state above the table.
| # | Organization | State | Revenue | Activities ↓ |
|---|---|---|---|---|
| 1 | CHANDLER CULTURAL FOUNDATION Chandler Cultural Foundation operates the Chandler Center for the Arts, a multi-venue performing and visual arts facility in Downtown Chandler, Arizona. It pre… | AZ | $3.9M | 4 |
| 2 | MESA ARTS CENTER FOUNDATION Mesa Arts Center Foundation operates as a community arts organization in Mesa, Arizona, providing a variety of art classes and workshops for individuals of all… | AZ | $837K | 4 |
| 3 | CHINO VALLEY CHAMBER OF COMMERCE The Chino Valley Area Chamber of Commerce & Visitor Information Center is a nonprofit membership organization dedicated to promoting economic growth, supportin… | AZ | $85K | 1 |
strategies used in this cluster
Theories of action extracted from orgs in this subtree. Click any to see the full set of orgs running the same approach.
- Music as Transformative Practice 2 orgsBy engaging individuals in meaningful musical participation and performance, organizations foster personal, social, and cultural transformation, because immersive artistic experiences cultivate identity, connection, and developmental growth. This strategy centers on the belief that music is not merely an art form but a vehicle for deep individual and collective change. It unites programs that use music to build character, bridge cultural divides, support youth development, and create ritual or spiritual experiences—going beyond skill acquisition to emphasize holistic growth and community belonging. Unlike strategies focused solely on performance excellence or audience expansion, this approach treats musical engagement as a formative, identity-shaping practice.CHANDLER CULTURAL FOUNDATIONMESA ARTS CENTER FOUNDATION
- Networked Ecosystem Development 1 orgBy cultivating interconnected networks among businesses, educators, government, and community leaders, the Chamber drives economic growth and community resilience, because sustained collaboration across sectors creates synergistic opportunities, amplifies collective influence, and aligns resources with regional needs. This strategy centers on building a cohesive, multi-stakeholder ecosystem where relationships are intentionally fostered to generate shared economic and social value. Unlike isolated programs such as mentorship or advocacy alone, this approach integrates networking, advocacy, workforce alignment, and leadership development into a unified theory of change—treating the local economy as an interdependent system. What distinguishes it is the belief that transformation emerges not from individual interventions but from the cumulative effect of strengthened connections and coordinated action across the community.CHINO VALLEY CHAMBER OF COMMERCE