somarts strategic plan 2015-2018

SOMArts Strategic Plan 2015-2018 1

SOMArtsStrategic Plan2015-2018



Table of Contents Welcome 3 Introduction 4 Mission 5 Core Values 6 Goals 7

1. Help artists develop and professionalize their community-focused practices by leveraging existing resources and partnerships 8

2. Enhance SOMArts support services to increase capacity for artists and organizations 11

3. Refine and measure the effectiveness of organizational messaging to sustain durational and impactful community engagement 17

4. Optimize infrastructure to increase efficiency and effectiveness 20

5. Diversify funding sources and develop long-term relationships to ensure a sustainable financial future 23

6. Further develop the Board of Directors to ensure effective governance 26

Appendix: Strategic Planning Participants 30


Welcome to SOMArts 20152018 Strategic Planthe most inclusive and thorough planning process SOMArts has undertaken in its 35-year history.

SOMArts has a colorful history of celebration and transformation. Like many Bay Area organizations, recent years have seen considerable changes and challenges. In many ways SOMArts has thrived, growing our audiences and our operating budget, gaining visibility and recognition, building community support through individual donors and volunteers. However, demand for the resources SOMArts provides has also grown. Nonprofit displacement has impacted the accessibility and affordability of art in San Francisco. Artists and organizations are struggling to remain in communities and neighborhoods whose vitality they have cultivated over decades. The board and staff of SOMArts are keenly aware of the communitys need and the importance of resourceful, consistent and compassionate organizations within this arts ecosystem.

This document is the result of a focused, collective endeavor to envision the future. For our first-ever strategic plan, we felt that our scrappy, big-hearted, experimental nature would be complemented by a seasoned planning team and a structured process that was rooted in an

understanding of our communitys needs as well as our financial reality.

In examining how SOMArts serves artists, audiences and organizations in the Bay Area, the 9-month process involved: (1) choosing a highly qualified team to assist

the board and staff in authoring the plan; (2) inviting critical assessment, discussion

and ideas from artists, tenants, clients, funders and municipal partners in one-on-one interviews and group sessions;

(3) engaging the staff and board together for creative visioning and practical implementation.

This work would not have been possible without the dedication and investment of our Board of Directors, the intelligent leadership of our hardworking staff, the many generous colleagues who took time to share their insights, and the facilitation of our team at Museum Management ConsultantsAdrienne Horn, Katie Sevier-Potter and Georgianna Lagoria de la Torre. Throughout the process, the ongoing dialogue between artists and audiences at SOMArts has fueled many discoveries and debates.

SOMArts is an important partner to over 1,000 artists and 100 arts and culture nonprofits annually who rely on our space, support and services.

We play a vital role in this regions arts ecosystem and feel that the goals and priorities included in this plan will strengthen our organization and aid us in continuing to cultivate access to the arts, working together with partners who share our values.

If you are reading this, you are someone who cares about the Bay Area as a home for culturally engaged, thrillingly experimental, social and political art. Whether you are an audience member, funder, artist or community partner, we hope that you will invest in SOMArts and help us build a future, together.

Sincerely,

Lex Leifheit and Brian FreemanOn behalf of the Board and Staff of SOMArts

Welcome


This Strategic Plan is the result of a process undertaken by the Board of Directors and Staff of SOMArts during 20142015. Museum Management Consultants, Inc. (MMC) worked with the Board, Staff, and other stakeholders to address future directions.

The first phase of the planning process consisted of confidential interviews and a visioning workshop with Board and Staff to determine the core issues facing SOMArts. These core issues became the foundation for the planning sessions and included helping artists develop and professionalize their community-focused practices; enhancing SOMArts support services to increase capacity for artists and organizations; refining and measuring the effectiveness of organizational messaging; optimizing the SOMArts infrastructure; diversifying funding sources to develop long-term financial sustainability; developing the Board of Directors to ensure effective governance.

Mission, vision, core values, institutional goals, and objectives were established for the next three years, accompanied by assigned accountabilities and timelines. It will be important for the Board and Staff to track progress and update the plan on an ongoing basis to reflect changes in the external and internal environment.

This Strategic Plan builds on the significant achievements of SOMArts, and identifies areas of future growth that will strengthen the ability to effectively and resourcefully serve the Bay Area communities. Board and Staff are committed to quality in SOMArts operations and activities; this plan embraces that commitment and strategically positions SOMArts to thrive in the years ahead.

Adrienne Horn, President Museum Management Consultants, Inc.

Introduction


Mission

SOMArts cultivates access to the arts within the Bay Area by collaborating with community-focused artists and organizations. Together, we engage the power of the arts to provoke just and fair inclusion, cultural respect, and civic participation.


The Values We Share

Serving diverse communities

Working collaboratively

Supporting creative risks and community expression

Being open, accessible, affordable, and inclusive

Working for social justice and change

Maintaining sustainable finances

Fostering a positive working and learning environment


Goals.


SOMArts presents exhibitions, performances, and classes in collaboration with community-focused artists, curators, and organizations. Programs produced by SOMArts include the annual Dia de los Muertos exhibition and related Gathering the Embers performance; The News, a monthly queer performance series; and the Commons Curatorial Residencies, three exhibitions per year presented in the main gallery by guest curators selected through an open proposal process. In addition, we provide space, outreach, and technical support for annual exhibitions curated by Asian Pacific Islander Cultural Center and Queer Cultural Center. Classes include printmaking offered by Chrysalis Studios, studio ceramics classes for youth offered by City Studio, and a darkroom program offered by the Sixth Street Photography Workshop.

SOMArts partners are passionate about their projects and their communities, and

there is a growing need for the kind of affordable and community-built space that SOMArts provides. However, these creative collaborators have disparate constituencies, and are seen by the community as being distinct from SOMArts. As a result, the audiences and word-of-mouth reputation of these exhibitions and collaborations, with the exception of those produced by SOMArts, accrue mostly to the partner. In addition, there is a lack of data to form a true understanding of the impact SOMArts has on its partner artists and organizations as well as the audience experience for the various programs.

A key priority for the next three years will be to gain an overview of these collaborations, partnerships, and programs in order to determine audiences and impact. Once this information is collected, SOMArts can communicate this overview to internal and external stakeholders, and make informed decisions about future programs and

Goal 1 Help artists develop and professionalize by leveraging existing resources and partnerships.


Goal 1

Help artists develop and professionalize by leveraging existing resources and partnerships.

Objectives Accountability Financial Resources Completion Date

1.1 Measure and evaluate public engagement in creative collaborations programming

1.1.1 Collect and analyze attendance data to determine nature, size, and retention of participants

1.1.2 Track personal development of cultural producers who originate works at SOMArts

1.1.3 Identify and document youth

and community focus within creative collaborations

1.2 Define decision-making framework and guidelines for assessing creative collaborations with:

Community groups (e.g. developers, restaurants, CBDs, and other businesses)

Cultural and social services organizations that serve historically underinvested communities

Art funders Local universities and other

nonprofit organizations City agencies and networks

1.2.1 Define indicators of community focus

Director of Community Engagement

Executive Director

Existing

Existing

FY 2016

Q1

Q3

Q3

Q2

Q2

Q2

Q2

Q2

FY 2017 FY 2018


1.3 Communicate an overview of creative collaborations to internal and external stakeholders and audiences

1.3.1 Create a weekly schedule of all programs on-site to post and distribute

1.3.2 Convene cohort of creative collaborators to broaden social and aesthetic networks and align programs

1.3.3 Develop a SOMArts dashboard for use internally and on the website to track and display key metrics

1.3.4 Quantify, clarify, and commu-nicate how SOMArts supports cultural producers and helps them attain economic and professional opportunities

1.3.5 Activate archives of past exhibitions, performances, and programs to tell the SOMArts story

1.4 Explore future programming

1.4.1 Determine the number of youth-focused artists and organizations served annually

1.4.2 Determine the number of performing arts organizations and artists served annually

1.4.3 Determine key metrics for measuring opportunity and impact annually including youth and performance-focused metrics



Administrative Office Manager

Administrative Office Manager

Curator for Inquiry & Impact

Executive Director

Executive Director

Executive Director

$2,000

$5,000

Existing

Existing

Existing

Existing

Existing

Existing

Existing

Ongoing

Ongoing

Ongoing

Q1

Q3

Q1

Q1

Q3


Goal 2

Enhance SOMArts support services to increase capacity for artists and organizations

SOMArts provides support services to Bay Area artists and non-profit organizations through its Affordable Space Program, Neighborhood Arts Services, and Fiscal Sponsorship Program. The Affordable Space Program offers venue, technical, and logistical support within the SOMArts facility for rent at below-market rates; Neighborhood Arts Services provides staging, lifts, and sound systems to outdoor music festivals, parades, and other neighborhood events; and the Fiscal Sponsorship Program allows emerging organizations that do not have non-profit status to access economic opportunities such as grant funding and individual donations.

Each program holds a unique space in San Franciscos changing arts ecosystem. The Affordable Space Program fills a specific need in the community as rental spaces that appeal to small and mid-sized organizations have decreased in number. Neighborhood Arts Services longstanding practice of recruiting youth from alternative high schools and charter programs helps transitional youth build

skills to access jobs in local unions and event production. And several arts organizations are cutting back on fiscal sponsorship activity, which has placed new emphasis on SOMArts Fiscal Sponsorship Program. As SOMArts rethinks and repositions its programs in response to changing internal and external environments, the organization hopes to leverage these opportunities to increase the impact and effectiveness of its support services.

Priorities identified over the next three years include refining the Affordable Space Program for greater efficiency and facility utilization, upgrading equipment and studying the potential for a formal youth development program within Neighborhood Arts Services, and growing the Fiscal Sponsorship Program and offering more capacity building resources. Across all three programs, efforts will be made to cross-promote services and programs to convey the full spectrum of services available.


Goal 2

Enhance SOMArts support services to increase capacity for artists and organizations


AFFORDABLE SPACE PROGRAM

2.1 Maximize potential for Bay Gallery, Theater, Studios, and Classrooms to meet community needs

2.1.1 Review and evaluate Support Services strategy on an annual basis to determine:

Alignment with SOMArts mission and values, and community focus of organizations and individuals reached

Number of clients served, amount of money subsidized, and percentage of total cost of service subsidized

Needs and best mechanisms for offering support services

2.1.2 Develop a process for evaluating new business ideas to understand the resources required as well as financial and opportunity costs (e.g. staff time, percentage of staff capacity, time to configure space, lost revenue, community focus, impact on current clients)

Executive Director

Executive Director

Executive Director

Events Manager

$5,000

Existing

FY 2016

Ongoing

Ongoing

Ongoing

Q2

FY 2017 FY 2018


2.1.3 Enhance the Affordable Space Programs web presence to provide more information for potential users

2.1.3.1 Improve client experience online:

Create 5-10 descriptions of frequently-requested configurations including picture/floorplan, capacity and a short description

Create quote templates for frequently-requested configurations using events management software

Create and maintain a more detailed online catalog of resources, equipment and rates

2.2 Examine how competing spaces are structured, priced and promoted

2.2.1 Review rental and co-presenting frameworks for arts venues to explore possibilities for separating or adding services: technical, box office, concession, and outreach

2.2.2 Review contract structure for other large-capacity venues to determine pricing structure, policies, and risk management needs.

2.2.3 Consult with organizations who offer dynamic pricing models for artists and small-budget organizations to assess staffing needs, challenges and opportunities of new models.

Director of Facility and Technical Operations

Existing

Existing



Executive Director

Events Manager

Events Manager

Curator of Inquiry and Impact

FY 2016

Q1

Q1

Q2

Q1

Q3

Q3

Q2

FY 2017 FY 2018


NEIGHBORHOOD ARTS SERVICES

2.3 Create an interdepartmental working group to promote coordination between Neighborhood Arts Services and Affordable Space Program

2.3.1 Complete an equipment inventory, evaluate utilization and condition of equipment and integrate available equipment into online rental catalogue for both programs.

2.4 Complete a five-year plan for equipment and maintenance upgrades including projected cost estimates and potential revenue sources

2.4.1 Develop business and transition plan for relocation of Neighborhood Arts services warehouse.

2.5 Develop a business plan for potential youth workforce development program within Neighborhood Arts Services

2.7 Develop an annual timeline for Neighborhood Arts Services operations that includes workforce efficiency, training, market analysis, business development, maintenance and program delivery

Existing

Existing

Existing

Existing / Americorps VISTA

Executive Director

Executive Director

Director of NeighborhoodArts Services




FY 2016

Q1

Q1

Q3

Q2

Q2

Q3

FY 2017 FY 2018


2.8 Refine the Neighborhood Arts Services section of the SOMArts website to increase functionality for potential users (e.g. business to business channel, equipment catalogue with photos)

FISCAL SPONSORSHIP

2.9 Build capacity among organizations and artists participating in the Fiscal Sponsorship Program through an array of complementary support services

2.9.1 Gather information from existing fiscal sponsorships to understand what services would be most helpful

2.9.2 Based on feedback, study the costs and revenues associated with any new offerings

2.9.3 Develop new support services for fiscal sponsorships as appropriate

2.10 Begin to sponsor new projects

2.10 Refine program guidelines as appropriate to establish a threshold of activity for new projects

$1,000

Existing

Existing

$5,000

Director of CommunityEngagement

Fiscal Sponsorship Manager

Executive Director

Executive Director

Executive Director

FY 2016

Q3

Q1

Q2

Q4

FY 2017 FY 2018


2.11 Scale fiscal sponsorship program so that fees cover direct expenses

2.12 Grow total fiscally sponsored project contributions to $350,000

ADMINISTRATION

2.13 Establish and utilize messaging that articulates the spectrum of support services offered and its impact

2.14 Look at long-term staffing needs for support services (also see Goal 4)

Business development Department head for all

support services Other

Existing

Existing

Existing

$65,000

Executive Director


Executive Director

Executive Director

FY 2016

Q4

Q2

Q2

Q4

Q4

FY 2017 FY 2018


Goal 3

Refine and measure the effectiveness of organizational messaging to sustain durational and impactful community engagement

Since its founding in 1979, SOMArts has been a cross-cultural community hub where the diverse voices and expressions of the City can be shared. Annual on-site audiences for exhibitions, classes, and performances number 30,000, while over 260,000 individuals are reached through SOMArts support services. However, it is unclear how often the constituents of one program overlap with another, and an audience for SOMArts as an organization has been difficult to cultivate.

One paid SOMArts staff member is responsible for the communications program which includes bi-weekly emails, a winter brochure, social media, calendar listings, and press releases. These efforts are supplemented by the efforts of participating artists who are provided with a toolkit to

promote their activities through social media. The marketing budget, though larger than in the past, is small and stretched thin to cover the rapid pace and number of exhibitions and activities. Moreover, communications efforts are linked to specific programs, and few resources have been allocated to branding or marketing SOMArts as a whole.

Leadership and staff understand the importance of communicating SOMArts singular mission, vision, and values. Priorities during the next three years include evaluating current communications, developing clear and consistent messaging, and collecting and disseminating the data needed to tell the SOMArts story.


Goal 3

Refine and measure the effectiveness of organizational messaging to sustain durational and impactful community engagement


3.1 Evaluate current communications 3.1.1 Determine how to increase

effectiveness and efficiency of marketing support for creative collaborators. For example, building their capacity through professional development cohorts (bring artists and curators together)

3.1.2 Explore revenue opportunities for marketing, e.g. preferred vendors

3.2 Redefine the organizations brand and improve overall messaging

3.2.1 Increase dialogue between support services and marketing

3.2.2 Publish an annual report that informs and shares metrics



Executive Director

Executive Director

Existing

Existing

Existing

$2,000

FY 2016

Q2

Q4

Q3

Ongoing

FY 2017 FY 2018


3.3 Develop and implement an annual Marketing Plan in tandem with budgeting process and include all senior staff

3.3.1 Determine appropriate messages to relate to audiences

3.3.2 Identify the type of media covered for SOMArts and how it will be secured

3.3.3 Develop marketing and public relations materials and story ideas

3.3.4 Ensure marketing and public relations messaging is reflected in all SOMArts communications including fundraising, grants, advocacy, and outreach

Director of Community Engagement $10,000

Existing

Existing

FY 2016

Q3

Q3

Q1

Ongoing

Ongoing

FY 2017 FY 2018


Goal 4

Optimize infrastructure to increase efficiency and effectiveness

The South of Market Cultural Center is a 26,190 square foot former ironworks owned by the City of San Francisco and located on Brannan Street next to an elevated freeway. The facility includes administrative offices; a 99-seat expandable black box theater; darkroom; studios for printmaking, ceramics, and dance; three classrooms; and two gallery spaces.

The organization has operated in the same location for nearly 40 years, and there are a number of deferred maintenance and accessibility issues. For example, the HVAC system is neither efficient nor effective, nor is there an elevator to offices, classrooms, and studios situated on the second floor. As one of San Franciscos municipal cultural centers, SOMArts is eligible for capital improvement funding. However, with many public buildings competing for public

funding, SOMArts is not always seen as a priority, and needed improvements are often delayed.

Additional issues related to the facility include the efficient utilization of space, and the external appearance of the building to be more welcoming to visitors and better reflect the SOMArts brand. A thorough assessment of the facility is needed to address these issues internally and better communicate capital funding needs both to the City and potential private donors.

SOMArts flat management structure and staffing levels reflect a lean, hardworking team. The priority for the next three years in this regard is to improve the cross functions and efficiency of departments and staff, and to ensure that staff communicates.


Goal 4

Optimize infrastructure to increase efficiency and effectiveness


FACILITY

4.1. Develop and implement a Facility Plan

4.1.1 Conduct a facility assessment; identify the following:

Deferred maintenance issues and related cost estimates (resurface driveway, etc.)

Capital improvement issues and related cost estimates:

Heating system Floors Building faade Other Current and potential usage of

spaces and related cost estimates

4.1.2 Share completed Facility Plan with City of San Francisco and potential donors to obtain funding for facility improvements

STAFFING

4.2 Examine organizational chart for staffing levels, cross functionality, and efficiency


Executive Director

Executive Director

Existing

Existing

San Francisco Arts Commission

Existing / Board Expertise

FY 2016

Q1

Q1

Q2

Q4

Q2

Q4

FY 2017 FY 2018


4.3 Develop recurring schedule for staff, tenant, and partner training and orientation

4.4 Continue staff team building and professional development and explore new initiatives.

4.5 Evaluate how staff time is allocated between support services, exhibitions, and other events.


Executive Director

Executive Director

Existing

Existing

$5,000

FY 2016

Q1

Q3

Ongoing

FY 2017 FY 2018


Goal 5

Diversify funding sources and develop long-term relationships to ensure a sustainable financial future

SOMArts is an independent non-profit organization with annual revenues of approximately $1.6 million, including the value of its building. As the manager and operator of a City-owned facility, SOMArts receives significant funding and support from the San Francisco Arts Commission. Approximately 70% of SOMArts revenues, including a grant and the value of the SOMArts building, are derived from the Arts Commission. Earned income from SOMArts support services and creative collaborations generate another 20% of revenues, while grants constitute approximately 9%, and private contributions 1% of revenues.

The pursuit of contributed revenues began within the tenure of the current Executive Director. As a nascent program, fundraising efforts are led by a few staff members, on top of their other responsibilities, with

assistance from the Board of Directors. Fundraising continues to grow at SOMArts; in 2014, the organization received over 250 donations, including full participation from the Board of Directors.

While the Arts Commissions support provides a consistent base of annual income that has kept SOMArts finances in the black, there is a need to diversify revenue streams in order to reach a larger audience and build a financial reserve against any future decreases in City funding. As such, this Strategic Plan positions SOMArts to evaluate and refine existing revenue streams and continue to build new funding sources while continuing to minimize operational expenses.


Goal 5

Diversify funding sources and develop long-term relationships to ensure a sustainable financial future


EARNED INCOME

5.1 Evaluate current programs for maximum revenue potential and financial sustainability

5.2 Evaluate the feasibility of a SOMArts membership program, including:

Categories of membership (beginning with organizational membership)

Benefits to be offered Expenses, including staffing Projected revenues Timeline

CONTRIBUTED INCOME5.3 Develop a three-year Fund

Development Plan that outlines contributed income strategies in the following areas:

5.3.1 Grow number of donors by 25%

5.3.2 Increase foundation revenue by 30% over three years

Executive Director

Executive Director

Executive Director

Director of Community Engagement $5,000

Existing

Existing

Existing

FY 2016

Q4

Q3

Q4

Q4

Q4

FY 2017 FY 2018


5.3.3 Establish a small number of cultivation events for donors

5.3.4 Develop a strategy to engage Board in donor appeals at SOMArts events (also see Goal 6)

5.4 Refine messaging used in all fundraising materials and in-person asks

5.5 Evaluate staffing needs to build contributed revenue (also see Goal 4)

5.5.1 Consider other staffing changes that would allow the Executive Director more time for peer-to-peer fundraising




Executive Director

$2,000

Existing

Existing

Existing

Existing

FY 2016

Q4

Q1

Q1

Q3

FY 2017 FY 2018


Goal 6

Further develop the Board of Directors to ensure effective governance

In recent years, the SOMArts Board of Directors has engaged in board development efforts that have provided further definition to its bylaws, roles and responsibilities, committee structure, recruitment of new members, and new member orientation. Though small in number at seven members, the Board functions well and has a healthy relationship with the Executive Director.

Priorities for the Board over the next three years will focus on further strengthening the governing body by growing the number of Directors and variety of expertise on

the Board, instituting Board evaluation, enhancing Board engagement with fundraising, and providing oversight of the Strategic Plan. Coming from a position of strength, the strategies outlined in this Strategic Plan will continue to build the capacity of the Board and in turn, further SOMArts ability to achieve its short and long-term goals.


Goal 6

Further develop the Board of Directors to ensure effective governance


BOARD DEVELOPMENT & EVALUATION

6.1 Grow the Board to 10-12 members through active recruitment of particular expertise/demographics (e.g. mid-career artist, corporate philanthropy, financial expertise, community organizing)

6.1.1 Engage potential future members on Board committees

COMMITTEES

6.3 Rethink the role of the Board Development Committee

C ontinuous nomination and recruitment Board evaluation Orientation of new members

6.2 Establish a program for Board evaluation

6.2.1 Experiment with forms of board evaluation that have been successful in similar organizations

6.2.2 Introduce annual, confidential evaluation of the Board (e.g. annual survey)

Executive Director

Executive Director

Executive Director

Executive Director

Board Executive Committee

Existing

Existing

Existing

Existing

Existing

FY 2016

Q3

Q1

Q3

Q1

Q1

FY 2017 FY 2018


6.4 Continue to build the work of the Fund Development Committee

6.4.1 Consult with SOMArts staff and contract personnel to create a three-year Fund Development Plan (also see Goal 5)

6.4.2 Utilize Board to thank donors (phone calls, personalized letters) for gifts of a certain level

6.5 Establish a Strategic Plan Oversight Committee

6.5.1 Define the Oversight Committees participants as well as roles and responsibilities

GENERAL

6.6 Hold an annual one-day Board and staff retreat to evaluate efforts of the past year and to add an additional year to the Strategic Plan

6.7 Engage Board to speak at SOMArts events and on behalf of the organization in public settings

6.8 Work with Executive Director to develop a program evaluation tool that will apply to all SOMArts programs (to be implemented by SOMArts staff)

6.9 Develop succession plans for the Board Chair and Executive Director

Executive Director

Executive Director

Executive Director

Executive Director

Executive Director

Board President

Development Assistant

Existing

Existing

Existing

Existing

Existing

Existing

$2,500

FY 2016

Q1

Q4

Q4

Q4

Q1

Q1

Q3

FY 2017 FY 2018


Strategic Plan Steering Committee

Debra Bok, Fiscal Sponsorship & Administrative Office Manager, SOMArts

Iris Fluellen, Vice President and Secretary, SOMArts Board of Directors

Brian Freeman, President, SOMArts Board of Directors

Melorra Green, Curator for Inquiry and Impact, SOMArts

Lex Leifheit, Executive Director, SOMArts

Peter Sizgoric, Treasurer, SOMArts Board of Directors

Sherry Suisman, SOMArts Board of Directors

La Vette Virden, Bookkeeper, SOMArts

SOMArts Board of Directors

Iris Fluellen, Vice President and Secretary

Jacob Foster

Brian Freeman, President

Rhodessa Jones

Dorothy Santos

Peter Sizgoric, Treasurer

Sherry Suisman

SOMArts Staff

Debra Bok, Fiscal Sponsorship & Administrative Office Manager

Katie Gilmartin, Print Studio & Building Manager

Melorra Green, Curator for Inquiry and Impact

Robert Ige, Maintenance Coordinator

Lex Leifheit, Executive Director

Alex Lukas, Director of Facilities and Technical Operations

Mary Molly Mullaney, Technical Services & Events Office Manager

Dion Reiner-Guzman, Building Manager and Technician

Jose Salazar, Neighborhood Arts Services Crew

Zach Slater, Director of Neighborhood Arts Services

La Vette Virden, Bookkeeper

Ren Yaez, Director of Special Projects, Building Manager

Rio Yaez, Building Manager, Day of the Dead Co-Curator

Jess Young, Director of Communications and Community Engagement

Collaborators, Artists, and Community Members

Celeste Chan, Artist

Tamika Chenier, Program Manager, African American Art & Culture Complex

Sarah Davis, Event Planner and Emeritus Board Member

Tom DeCaigny, Director of Cultural Affairs, San Francisco Arts Commission

Cara Rose DeFabio, Artist

Tom Ferentz, Founder and Artistic Director, Sixth Street Photography Workshop

Edward Hatter, Executive Director, Potrero Hill Neighborhood House

Richard Kamler, Artist

Joen Madonna, Executive Director, ArtSpan

Vinay Patel, Executive Director, Asian Pacific Islander Cultural Center

Martha Rodriguez, Artist

Tere Romo, Program Officer for Arts and Culture, San Francisco Foundation

Amanda Vigil, Artist

Shamsher Virk, Communications and Engagement Director, CounterPulse

Kolmel WithLove, Artist

Appendix: Strategic Planning Participants

The End.Thank you.


somarts strategic plan 2015-2018

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