HomeMy WebLinkAboutStaff Report 10415
City of Palo Alto (ID # 10415)
City Council Staff Report
Report Type: Study Session Meeting Date: 8/5/2019
City of Palo Alto Page 1
Summary Title: Study Session with the Palo Alto Art Center Foundation
Title: Study Session with the Palo Alto Art Center Foundation
From: City Manager
Lead Department: Community Services
Recommendation
Staff recommends that City Council provide feedback on the Art Center/Art Center
Foundation Strategic Framework
Background
Organizational Overview
The Palo Alto Art Center is your place to see and make art, activate your creativity and
expand your community. The Palo Alto Art Center Foundation expands the reach and
impact of the Palo Alto Art Center through fundraising and advocacy.
History
The Palo Alto Art Center was established in 1971, the result of intense lobbying, during
the late 1960s, by an engaged group of Palo Alto community members who advocated
for the re-use of the former City Hall building as a center for the arts. Created by the
community for the community, the Art Center has successfully served a wide audience
for more than four decades. Upon the founding of the Art Center Alan Longacre, the
former Arts Director for the City of Palo Alto shared, “We want to bring people
together—all kinds of people—and provide them a place where young and old,
amateurs and professionals, persons of every kind of background, race or belief, can
rub elbows with one another and share ideas, talents, and creativity.”
The Palo Alto Art Center Foundation, which operates through a formally recognized
public/private partnership with the City, was established in 1973 to provide fundraising
and advocacy support for the Center.
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Current Art Center Programs and Activities
The Art Center believes that its mission is best achieved by connecting the experience
of viewing art with direct involvement in making art. Dedicated to providing access to
the arts within this viewing/making context, core programs include:
• Exhibitions. The heart of the Art Center is its regularly scheduled, high-quality,
professionally curated exhibitions. These include group and solo exhibitions of work
in diverse media by local, regional, national, and international artists; an Artist-in-
Residence Program; and related public programs.
• Outreach and Family Programs. The Art Center works with numerous community
groups to present family programs, outreach, and special events thr oughout the
year, and serves 1,400 people with free Family Days, 1,100 through outreach
events, and 16,000 with special events such as The Great Glass Pumpkin Patch and
Clay and Glass events.
• Teen Programs. Art Center Teen Leadership (ACT) group, which now has 23
members, organizes events for teens, including the annual Teen Takeover Teen
Creativity Party.
• Friday Night Events. On a quarterly basis, the Art Center offers festive evenings of
hands-on artmaking and entertainment that draw 300-600 people at each event.
• Project Look. More than 5,500 K–8 students per year, from some 200 classrooms,
participate in docent-led, inquiry-based tours of Art Center exhibitions and related
hands-on art activity.
• Cultural Kaleidoscope. Using the visual arts to build bridges between economically
and culturally distinct communities, this standards-based arts-education program
partners K–5 classes from schools in Palo Alto and East Palo Alto to work with
professional artists on collaborative art projects. This program serves 500 children
each year.
• Children's Fine Art Program. In the Children's Wing, the Art Center offers classes
and workshops for children and teens in traditional artmaking, design, and new
media.
• Studio Art Program. This programs’ studio-based instruction in a variety of creative
media offers a series of quarterly instructional programs for adults and teenagers,
serving 2,000 people annually; approximately forty local artists serve as teachers.
• Volunteer Programs. The Art Center has more than 800 active volunteers and
interns. Volunteers at the Art Center support all areas of our operations and in fiscal
year 19 contributed 6,737 hours, a value of $185,932.64 in donated time.
• Robust Community Partnerships. The Art Center actively partners with programs
within the City and other nonprofits in the community, maintaining more than 40
ongoing community partnerships.
Current Art Center Foundation Activities
The Palo Alto Art Center Foundation engages in fundraising and advocacy efforts to
expand the reach of the Art Center, including:
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• Membership and Donor Circles—The Art Center Foundation maintains
approximately 400 members in its lower-level membership and Donor Circle
programs.
• Individual giving—The Art Center Foundation actively participates in fundraising
campaigns, including direct mail fundraising and major giving .
• Special events—The Foundation co-organizes the annual Great Glass Pumpkin
Patch at the Art Center with the Bay Area Glass Institute. This event is the
largest glass pumpkin patch in California.
• Grant writing—The Art Center Foundation receives funding from several
foundations, including The David and Lucile Packard Foundation, the William and
Flora Hewlett Foundation, and Yellow Chair Foundation.
Customer Feedback
The Art Center solicits feedback about all its programs through customer surveys and
uses a Net Promoter Score to evaluate performance across programs. The Center’s
average Net Promoter Score is 65 (a score of this range is considered excellent). One
community member shares the following about the Center: “The Palo Alto Art Center is
a spectacular community resource. Not only do they advocate art as a vital social and
personal activity at the local level, they provide exposure to some of the best art and
artists from around the world. Keep their calendar of events and class schedule handy.
There’s so much to choose from. The PAAC is an absolute treasure.”
Achievements
Achievements of the Palo Alto Art Center and Palo Alto Art Center Foundation include:
• The receipt by the Foundation of an Institute of Museum and Library Services
grant to support an initiative with the Palo Alto Junior Museum & Zoo that
provides opportunities, paid internships, and paid fellowships for diverse youth.
• The receipt by the Foundation of a National Endowment for the Arts grant to
support a New Americans exhibition and public programs in conjunction with the
Palo Alto City Library.
• Renovation of the Palo Alto Art Center in 2011-12 through a public/private
partnership between the Palo Alto Art Center Foundation, the City of Palo Alto,
and local community members to renovate the Palo Alto Art Center facility. This
project involved a successful $4.7M capital campaign conducted by the Palo Alto
Art Center Foundation.
Discussion
Staff and the Palo Alto Art Center Foundation will provide an update to the City Council
on the following topics:
1. Recently completed joint Strategic Framework for the Palo Alto Art Center and
Palo Alto Art Center Foundation.
2. Palo Alto Art Center Foundation and Palo Alto Art Center recent
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accomplishments.
A Strategic Framework (Attachment A) was completed in 2019 to develop a vision that
would guide the Art Center staff and Art Center Foundation for the next ten years. With
assistance from a consultant, Art Center staff and Foundation members participated in a
process to rethink the Art Center’s and Art Center Foundation’s missions, establish a
clear vision and develop a set of strategic priorities. These strategic priorities are:
heighten community engagement, increase financial stability, and strenghten leadership
capacity. Additionally, the Strategic Framework includes outcome measurements to
track and assess progress.
Staff is recommending that City Council provide feedback on the Strategic Framework,
particularly suggestions regarding how the goals of the Strategic Plan can be achieved,
how the Art Center might heighten its impact on the community, and whether there are
community needs or issues that could or should be addressed through arts
programming.
Attachments:
• Attachment A: PAAC Strategic Framework FINAL
2019 STRATEGIC FRAMEWORK 2019 STRATEGIC FRAMEWORK
Palo Alto Art Center Foundation
Palo Alto Art Center +
TABLE OF CONTENTS
EXECUTIVE SUMMARY 1
STRATEGIC FRAMEWORK
Mission, Values, + Vision 3
Tenets of Organizational Culture 6
Outcome Measurements 7
Key Definitions 10
STRATEGIC PRIORITIES
Heighten Community Engagement 12
Increase Financial Sustainability 14
Strengthen Leadership Capacity 16
SUPPORTING FRAMEWORK S
Financial Sustainability Framework 18
PAACF Five-year Fundraising Framework 20
PAACF Governance Framework 29
PAAC Staff Succession Framework 38
Public Narrative Framework 40
STRATEGIC TOOLKIT
Orientation to the Strategic Toolkit 45
Heighten Community Engagement
Tool: Program/Service Assessment Tool + Templates 49
Tool: Exhibition Planning Tool 54
Tool: Growth Progression Tool 56
Tool: Principles of Effective Communication 57
Increase Financial Sustainability
Tool: Decision-Making Tool 58
Strengthen Leadership Capacity
Tool: Strategic Board Recruitment Tool 59
Tool: Board Recruitment Matrix 61
Tool: Board + Staff Roles 64
APPENDICES
Appendix A: Strategic Planning Process 66
Appendix B: Guidelines for Using this Strategic Framework 68
Appendix C: Institutional Profile 74
Appendix D: Program Assessment Results 83
Appendix F: Interviewees + Participants 86
2019 Strategic Framework Approved by PAAC + PAACF June 2019 1
EXECUTIVE SUMMARY
New technologies. Changing demographics. Shifting consumer expectations. The haves and have-nots. Competition in
the marketplace. Environmental fragility. It is anything but business as usual for arts organizations adapting to a world
changing at a dizzying pace. How to be prepared, smart, and strategic. It was in that spirit that the leadership of the Palo
Alto Art Center (PAAC) and the Palo Alto Art Center Foundation (PAACF) Board undertook this strategic planning
process. At the heart of the effort was the goal to leave no aspect of operations or the changing dynamic of the greater
community unexamined and to make decisions that would position the Art Center to be relevant and meaningful to Palo
Alto and surrounding area residents and visitors for many years to come. Even with a strong track record of annual
attendance at Art Center events, loyal participants and donors, and a robust partnership with the City of Palo Alto,
nothing could be taken for granted. The Board and staff were committed to have bold conversations about how to create
greater positive impact, engage a more diverse representation of the region’s population, ensure a financially sustainable
organization, and address succession planning, both at the Board and staff level. Further, the Board and the staff have, as
a top priority, achieving diversity in the organization’s leadership, building on the strides made in recent years. All of
these factors and realities require focus, conviction, and clear priorities.
This planning process, begun in September of 2018, included an institutional assessment, extensive stakeholder
interviews, two retreats, monthly work sessions, and many drafts to yield this 2019 Strategic Framework adopted by the
PAACF Board and PAAC leadership in June 2019. This planning strategy is supported by three key priority areas,
supporting frameworks aligned with the priorities to guide work, tools to support ongoing aspects of decision-making
and operations, and outcome measurements to assess progress made year-to-year.
At the heart of this Strategic Framework is the revised mission…
The Palo Alto Art Center
Your place to:
See and make art
Activate your creativity
Expand your community
2019 Strategic Framework Approved by PAAC + PAACF June 2019 2
And Vision 2030 … PAAC …where art is embedded in the community, a part of everyday life.
Together, the mission and vision capture the essence of what PAAC is aiming to achieve—meaningful connections
between art and community that enhance life.
This direction requires bold action and determination by both Foundation Board and staff to stay the course and execute
this vision with a refreshed approach and new strategies. Three priority areas were rigorously analyzed and developed to
ensure an effective infrastructure for this new bolder Art Center and Foundation.
Heightened Community Engagem ent builds on two of the Art Center’s strengths—creative and innovative
programs, and participation by people of all ages from 3 to 93 years. This priority area focuses on engaging more diverse
audiences of all ages and backgrounds reflective of Peninsula and Bay Area demographics. Retooling some of their
programs, adding new ones, highlighting outreach through community events, and continuing with the tradition of
innovative partnerships are a part of bringing art to the community. Further, in support of financial sustainability, the work
in the years ahead will focus on achieving cost effectiveness while striving to create the right mix of programs, resulting in
greater engagement of a more diverse community. The staff fundamentally believe in the power of building community
through relationships and foresee ongoing community conversations as a core aspect of ongoing work.
Increase Financial Sustainability addresses the mix of elements that will support the Art Center into the
future. First, increasing the capacity of the Foundation’s fundraising efforts is essential to support growth moving forward.
While the City anticipates remaining steady in its support, securing new funds and resources will rest on the shoulders of
the Foundation. This is outlined in a Five-year Fundraising Framework with specific targets and incremental growth each
year in the total amount of contributed gifts raised. A planned giving legacy program will enhance and help lay the basis
for an endowment, which is an essential aspect of financial stability. Continuing to work closely with the City is a given, yet
finding new cost-effective solutions remains front of mind for the Board and the staff. The Financial Sustainability
Framework supports this important and critical aspect of this Strategic Framework.
Strengthen Leadership Capac i t y embraces succession planning for both Foundation Board and staff. The
emphasis of the work for the Board is to embrace national governance standards, increase fundraising efforts, and
2019 Strategic Framework Approved by PAAC + PAACF June 2019 3
continue to expand diverse representation on the Board. Excellence, diversity, and leadership cultivation are core
ingredients for the Board. Staff succession planning focuses on building internal leadership capacity within the staff.
Undertaking diversity training including diversifying the staff and volunteer corps has been identified as ongoing work in
the years ahead. This effort will be undertaken while working closely with the City to assess the staff structure, define new
levels of staffing designed to bolster the ability of staff to take on ever-increasing leadership roles, and to be prepared for
any changes in executive leadership in the future.
At the end of the day, the Board and staff leadership believe experiencing art is for everyone, that no one should be
denied access to exploring the power of human creativity, and that every community should benefit from the vibrancy of
an art center that enhances the quality of life for all. The Board and staff proudly present this Strategic Framework and
invite the community to join them on this journey to make the Art Center dream a reality—
PAAC …where art is embedded in the community, a part of everyday life.
The Palo Alto Art Center Foundation Board and the Palo Alto Art Center staff gratefully acknowledge the generous
support from the William and Flora Hewlett Foundation for making this strategic planning process and the resulting 2019
Strategic Framework a reality.
2019 Strategic Framework Approved by PAAC + PAACF June 2019 1
STRATEGIC FRAMEWORK
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STRATEGIC FRAMEWORK
MISSION, VALUES, + VISION
Palo Alto Art Center Mission Statement
The Palo Alto Art Center
Your place to:
See and make art
Activate your creativity
Expand your community
The Palo Alto Art Center Your place to see and make art, activate your creativity, and expand your community.
Palo Alto Art Center Foundation Mission Statement
The Palo Alto Art Center Foundation expands the reach and impact of the Palo Alto Art Center through fundraising and
advocacy.
PAAC Values
Art is essential for individual and community vitality.
Seeing and making art is transformative.
Respect for one another builds greater understanding, stronger relationships, and community.
Creativity and innovation inform our public offerings, thinking, and work as an organization.
Collaborative partnerships and practices are essential for fostering a more interrelated, vibrant City.
2019 Strategic Framework Approved by PAAC + PAACF June 2019 5
Vision 2030
PAAC …where art is embedded in the community, a part of everyday life. This vision is reflected in these achievements:
Heighten Community Engagement
• Inclusive and broad audience participation occurs on site and in the community around art;
• A vibrant community gathering place attracts people of all ages and backgrounds to discover art that fits their
interests, needs, and aspirations;
• A brand and marketing strategy promotes increased visibility of and encourages broader engagement with PAAC;
• Students from local and neighboring school districts experience the Art Center as an impactful part of their
education and creative growth;
Increase Financial Sustainability
• A strong public-private partnership with the City of Palo Alto and PAAC Foundation Board, ensures the long-term
financial future of the Art Center;
• Successful fundraising efforts of the PAAC Foundation are necessary, in addition to City funds, to sustain the Art
Center, and to provide for increased costs and strategic growth;
• The Foundation’s multi-pronged efforts have expanded to include a robust annual campaign to build donor
engagement, an innovation fund to support creative initiatives at PAAC, an endowment that generates annual
interest in support of operations, and an ample reserve fund;
• A strategic framework emphasizes assessment, evaluation, and alignment for the greatest impact in the
community;
Strengthen Leadership Capacity
• Diverse representation on the PAAC Foundation Board and in the PAAC staff contributes to inspired leadership for
a 21st century Art Center and the people it serves;
• An innovative leadership model includes ongoing training and professional development in support of succession
planning at the Board, Director, and staff levels;
• The Board upholds the highest standards for nonprofit governance practices, and works in tandem with the
Director in fulfillment of its fundraising and advocacy goals; and,
• A learning culture allows for innovative ideas and risk-taking, advancing our institutional impact.
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TENETS OF ORGANIZATIONAL CULTURE
PALO ALTO ART CENTER TENETS OF ORGANIZATIONAL CULTURE
Every Art Center staff and volunteer knows and understands his/her roles in upholding the mission, values, and vision. We operate with the
highest level of professionalism on behalf of PAAC, PAACF and the City of Palo Alto, with whom we share a long-term commitment to serve
residents of and visitors to our diverse City.
Commitment Evidence in practice
Inclusive
• Cultivate relationships and build practices that support increased diversity in audiences, staff, and volunteers
• Identify and reflect upon individual and institutional biases to foster organizational change
• Share the unique stories that capture the spark, passion, and commitment to art, PAAC, and the community
• Communicate with transparency, sharing information in a timely and accessible way
• Create opportunities for staff to exchange ideas and participate in the future of the Art Center
Respectful • Ensure a welcoming, positive, and respectful environment for all staff, Board, volunteers, and visitors regardless of
position or duties or background
• Act with humility, assume positive intent, and listen to understand and learn from one another
• Treat members of the Art Center community and the public with dignity, respect, and courtesy
Collaborative
• Collaborate and communicate among staff, with the City and with other organizations
• Support a culture of planning and accountability
• Work effectively and in tandem with the Board to achieve our fundraising and advocacy goals
• Build strong relationships with funders, donors, and audiences to achieve collective goals
Strategic • Think and act strategically, aligning effective processes with mission, vision, values, and priorities for greatest impact
• Operate with agility, a can-do attitude, and responsibility to adjust for best outcomes
• Commit to excellence and innovation through best practices and a creative approach to problem-solving
• Support a data-inspired way of working that informs our decisions and pathways to improvement
• Promote a culture of philanthropy among staff, volunteers, and Board that advances PAAC’s sustainability
2019 Strategic Framework Approved by PAAC + PAACF June 2019 7
OUTCOME MEASUREMENTS
Outcome measurements are indicators of progress made on the Strategic Framework overall, which are assessed once a
year. Some of the outcome measurements may require creating a baseline for comparison beginning in the second year
of use. As these outcome measurements are reviewed, they may require adjustment. In some cases, new outcome
measurements will be developed to keep pace with PAAC and PAACF progress.
Heighten Community Engagement
Outcome measurement 1: Art Center brand recognition and overall visibility increases each year.
(Measured by media capture rates, number of articles, visitor feedback, etc.)
Outcome measurement 2: Community engagement increases each year.
(Measured by program and general attendance records, tracking information, etc.)
Outcome measurement 3: Program participation reflects the demographics of Palo Alto.
(Measured by program records of attendees as compared to prior years, surveys, etc.)
Outcome measurement 4: Program participation for school programs reflects the demographics of Palo Alto and
East Palo Alto.
(Measured by school program participation records, etc.)
Outcome measurement 5: Art Center program participants deepened their engagement.
(Measured by data-tracking records, use of the growth model, membership and philanthropic support, etc.)
Increase Financial Sustainability
Outcome measurement 6 : Revenue generated annually by Foundation is doubled to achieve $1.4M by 2025, based
on an average annual increase of 15%.
(Measured by donor retention records, new donors, and Foundation reports.)
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Outcome measurement 7: Improve operations and fundraising efficiency.
(Measured by dollars spent against dollars raised.)
Outcome measurement 8 : Increase cost benefits of programs annually.
(Measured by cost analysis, results of program assessment tool, and tracking of contributed and earned income
generated.)
Outcome measurement 9 : Increase size of reserve in tandem with growing Foundation budget and Foundation
policy.
(Measured by financial reports.)
Outcome measurement 10 : At a minimum, sustain current level of City support annually.
(Measured by annual agreement, financial contribution, and monetization of in-kind support.)
Outcome measurement 11 : Prepare and launch special fundraising campaign in 2021 tied to 50th anniversary for
PAAC.
(Measured by campaign plan, strategies, and materials, plus tracking of gifts.)
Strengthen Leadership Capacity
Outcome measurement 12 : All Board members fulfill 100% of Board expectations.
(Measured by tracking of Board engagement, annual giving, and attendance and participation records.)
Outcome measurement 13 : Recruit Board members to increase Board diversity and participation.
(Measured by Board numbers with Board roster, Board member profiles, and data on diversity of the Board.)
Outcome measurement 14 : Adhere to clear Board responsibilities as distinct from staff roles.
(Measured by Board evaluation results, ongoing records of Board meetings and Committee work, and staff
reviews.)
2019 Strategic Framework Approved by PAAC + PAACF June 2019 9
Outcome measurement 15 : Conduct Board evaluation every year using results to strengthen Board operations and
effectiveness.
(Measured by completion of individual and full Board evaluation results each year.)
Outcome measurement 16: Increase succession planning at Board level.
(Measured by Board participation on projects and committees, participation in training, response to Board
evaluation indicating interest in leadership positions.)
Outcome measurement 17: Increase succession planning at staff level.
(Measured by adoption of emergency Director succession plan, creation of standard operating procedures for
most programs, expansion of program staff competencies as outlined in the Key Competencies for Arts Education
Leaders.)
Outcome measurement 1 8 : Diversify staff and volunteer corps by 5% per year.
(Measured by profile of staff and volunteers on all aspects of diversity as compared year-to-year.)
Outcome measurement 1 9 : PAACF Board and PAAC staff and volunteers are engaged and positive about their
ability to contribute to the health and vitality of PAAC and the greater community.
(Measured by annual Board evaluation and staff performance reviews.)
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KEY DEFINITIONS
Key Definitions prevalent throughout the 2019 Strategic Framework include:
Accessibility: Giving equitable access to everyone along the continuum of human ability and experience. Accessibility
encompasses the broader meanings of compliance and refers to how organizations make space for the characteristics
that each person brings.*
Art: A creation using a range of materials, formats, and presentation methods for the purposes of communicating an
idea, an interpretation, or self-expression. Can be three-dimensional, two-dimensional, experiential, performance, or
ephemeral.
Artists: Individuals of any age who are learning and discovering art or an art form, and those individuals who self-identify
as an artist, or are recognized as a living, contributing artist, or have left a legacy of artistic work.
Community: Any group self-defined or recognized by its geography, ethnicity, age, or other self-described distinct
characteristics.
Creativity: The ability to explore ideas, patterns, relationships, in order to create fresh ideas, forms, methods, or
interpretations.
Diversity: All the ways that people are different at the individual and group levels. Even when people appear the same,
they are different. Organizational diversity requires examining and questioning the makeup of a group to ensure that
multiple perspectives are represented.*
Equity: The fair and just treatment of all members of a community. Equity requires commitment to strategic priorities,
resources, respect, and civility, as well as ongoing action and assessment of progress toward achieving specified goals.*
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Inclusion: The intentional, ongoing effort to ensure that diverse groups of individuals fully participate in all aspects of
organizational work, including decision-making processes. It also refers to the ways that diverse groups of participants are
valued as respected members of an organization and/or community. Whereas a truly “inclusive” group is necessarily
diverse, a “diverse” group may or may not be “inclusive.”*
Public Engagement: All the ways any member of the public and community can participate with PAAC through
experiencing an exhibition, a program, an event, an interactive workshop or through social media or website. The
motivation for engagement can be to learn, to be with others, to explore something new, or to build community around
art.
* Definition from FACING CHANGE: Insights from AAM’s Diversity, Equity, Accessibility, and Inclusion Working Group, 2018
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STRATEGIC PRIORITIES
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STRATEGIC PRIORITIES
STRATEGIC PRIORITY: HEIGHTEN COMMUNITY ENGAGEMENT
Background
The PAAC’s hallmark is, without a doubt, the diverse and innovative programs, events and exhibitions it offers for local
residents and visitors to Palo Alto year-round. Whether children with their parents, a school group, an adult taking a
studio class, or a dynamic special event for the community, there is something at the Art Center for anyone curious about
art and their own creativity. Currently annual attendance at the Art Center totals around 140,000 each year, representing
people of all ages, backgrounds, and ethnicities.
Due to the Art Center’s fundamental commitment to be accessible to the broadest public, it offers many programs at no
charge as well as programs that go into schools in the community. Notable programs such as Cultural Kaleidoscope and
Project Look have experienced success serving diverse groups of students in East Palo Alto, for example, where, without
these programs, a field trip to PAAC might not otherwise be possible. A teen leadership program and an internship
program for college students are two examples of ways the PAAC engages young adults by introducing them to art while
also cultivating their leadership skills. Some mainstays of the PAAC program offerings are the many hands-on classes and
workshops that are often filled to capacity with, for example, adults throwing pots or children making fanciful sculptures.
The very popular Family Days and the Great Glass Pumpkin Patch draw attendees from around the Bay Area and beyond
to participate, sometimes introducing them to the Art Center for the first time. Capping the program offerings are the
exhibitions centered around engaging topics and contemporary issues that feature the work of local, regional and
international artists. Whenever possible, exhibitions and programs are linked for a rich art experience.
Even with the steady participation that PAAC receives, the staff always strives to be better, more impactful, and able to
reach and serve a wider range of audiences. Not only does PAAC aspire to have its audiences reflect Bay Area
demographics, but many funders expect arts organizations to serve a broad and diverse public. Further, staying
competitive in today’s world requires a strong brand and creative strategy menu of social media, websites, collateral, and
community conversations in which connecting to audiences builds engagement with PAAC. Thus, the goal to heighten
visibility and broaden engagement remains top of mind for PAAC.
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Assessment Findings
Through the institutional assessment component of this process, both strengths and opportunities for growth were cited.
Strengths of PAAC and community engagement mentioned included:
• The dynamic mix of programs overall
• Specific programs such as the Ceramics Studio Program and Cultural Kaleidoscope were mentioned most often
• The “buzz” about the Art Center due to the fact that something is always happening
• The welcoming atmosphere created by the staff makes it easy for visitors and the public to engage
• The studio spaces and the courtyard where some classes take place are impressive
• Positive reputation for PAAC within the many aspects of the community and with the City
• Some programs are very lucrative, generating earned income
• The surrounding grounds provide areas for programs, sculpture, and places to sit and even picnic
Opportunities for growth and improvement in community engagement mentioned included:
• Leverage the mix of programs to help the Art Center expand its reach geographically and increase the diverse
profile of participants overall
• Retain the qualities that distinguish the Art Center while keeping offerings fresh and new
• Review cost effectiveness of programs and reassess fee structures, access issues, and community needs
• Explore offering scholarships to reach those who cannot afford those programs that charge a fee
• Link strategic opportunities with audience goals
• Apply the growth model to program planning to support increased participation over time
Strategies for the Next Five Years
• Develop a Marketing Plan that supports increasing diversity of audiences and communities
• Engage new audiences through community conversations
• Provide Public Narrative trainings for Board and staff to strengthen public engagement
• Add scholarships and adjust fee structure to open the doors to participants who cannot afford fees
• Scale programs where logical to advance vision
• Grow staff capacity in alignment with program demands
• Tackle cost effectiveness of all programs
• Redesign the lobby as a creative space and upgrade the grounds for higher use (in coordination with the City)
2019 Strategic Framework Approved by PAAC + PAACF June 2019 14
STRATEGIC PRIORITY: INCREASE FINANCIAL SUSTAINABILITY
Background
The future financial sustainability of the Palo Alto Art Center is central to this Strategic Framework. With a public/private
partnership between the City of Palo Alto and the nonprofit fundraising entity, the Palo Alto Art Center Foundation, the
complexities of planning and achieving a robust financial future will be a multi-pronged effort. Currently, the City provides
$1.3 million annually to the Art Center in operational support including staff salaries and benefits (including for the
Director), the care and maintenance of the City facility and grounds, and technology support. The Art Center provides
substantial revenue to the City of Palo Alto general fund through its class programs, facility rentals, etc. The Palo Alto Art
Center Foundation raises approximately $700,000 annually, which, in addition to City funds, supports the PAAC. The
PAACF pays for several staff members, portions of programmatic expenses, and fundraising operations.
Assessment Findings
As a result of an institutional assessment conducted at the outset of this planning process, there were several areas of
strengths identified and areas requiring further work:
Strengths regarding fundraising and financial sustainability
• The positive relationship with and ongoing support from the City of Palo Alto;
• Donors who are consistently positive about PAAC and feel appreciated;
• The current Director’s leadership in fundraising and strong relationships with donors and community members;
• Engagement of the Foundation’s Emeritus Council continues to be a positive aspect of keeping past Board and
donors involved; and,
• The commitment of the PAAC Foundation Board to continue to refine and increase levels of fundraising.
Opportunities for growth and improvement in fundraising
• The fundraising operations and data management systems are prime to be enhanced and are key to the future
success of expanding fundraising efforts and results;
• Anticipated growth in the years to come will fall to the Foundation, as the City’s annual contribution and support is
expected to stay consistent but not to increase, as stated by City officials interviewed;
2019 Strategic Framework Approved by PAAC + PAACF June 2019 15
• A culture of philanthropy throughout PAAC is ready to be further developed;
• Expanding the relationships with donors beyond the Director’s laudatory efforts so that the connection moves to
being about the institution and with many of the leaders of PAAC and PAACF;
• The dedicated donor base is solid yet requires significant expansion and diversification; and,
• Growing planned giving efforts remains an important opportunity.
Opportunities to advance a solid financial model
• Continuing conversations with the City to ensure the best relationship possible;
• Ensuring a diverse mix of revenue streams including contributed and earned income sources through the
Foundation plus the annual support from the City;
• Managing annual expenses within parameters of annual budget for highest return on investment (ROI);
• Increasing the cost-effectiveness of programs and fundraising to maximize resources for the highest results;
• Maintaining a reserve fund of no less than 6 months-worth of the Foundation budget (increasing as it grows) for
unexpected needs and/or lean times;
• Establishing an endowment, at some point in the future, to provide an additional source of income (% of the
interest generated each year) as an additional funding source to support PAAC; and,
• Defining the goals and outcome measurements of a highly impactful PAAC and PAACF on behalf of its public.
Strategies for the Next Five Years
Achieve the fundraising and financial sustainability strategies for the next five years, identified as:
• Raise $1.4M annually within next 5 years to support PAACF’s mission and community impact from a highly valued,
loyal, engaged donor base, composed primarily of individuals, foundations and government agencies.
• Launch a special fundraising campaign in sync with the 50th anniversary in 2021;
• Expand planned giving opportunities to secure legacy gifts for the PAAC;
• Leverage more engagement of the Emeritus Council in support of PAAC in fundraising and advocacy efforts;
• Increase community engagement, diversity of participants, and offerings in line within the capacity of PAAC;
• Continue to hone cost-effectiveness of programs for highest positive impact with resources; and,
• Remain open to new ways of sharing administrative expenses between the Foundation and a similar nonprofit
entity as a cost-saving measure.
2019 Strategic Framework Approved by PAAC + PAACF June 2019 16
STRATEGIC PRIORITY: STRENGTHEN LEADERSHIP CAPACITY
Background
The leadership structure of PAAC and PAACF, a public/private partnership, consists of the City paid staff (including the
Director and the majority of the staff) plus the volunteer leadership on the PAACF Board supported by Foundation staff.
The PAAC Director reports to the City and coordinates fundraising efforts with the PAACF Board. As a nonprofit
fundraising entity, the Foundation adheres to state and federal requirements and accepted governance practices for a
nonprofit arts board. It goes without saying that the smooth and integrated vitality of the leadership of this partnership is
key to the future of the Palo Alto Art Center and the Palo Alto Art Center Foundation.
Assessment Findings
The institutional assessment at the outset of this planning process highlighted several areas of strengths and
opportunities for further work:
Strengths of PAACF leadership
• Diversity in Board membership in age, background, and ethnicity
• Board members who are dedicated and eager to support PAAC
• Strong Board partnership with Director
• “Roll-up sleeves” attitude of the Board
• Strong and dedicated Emeritus Council (prior Board members reflecting long-term commitment to PAAC)
Opportunities for growth and improvement within PAACF
• Clarification of roles and responsibilities within the Board, including the various Board committees
• Decision-making and communication requires better transparency in addition to a defined flow of work
• Recent turnover of some Foundation staff members has been a concern
• Roles and responsibilities between the Director and the Foundation need to be further clarified
• Currently, the Board has no voice in the annual review of the Director despite such interdependent work
• Succession planning a priority for growing Board leadership along with strengthening recruiting practices
• Fundraising capacity is prime to expand
2019 Strategic Framework Approved by PAAC + PAACF June 2019 17
Strengths regarding PAAC leadership capacity
• The current Director’s strong leadership skills working with staff, external and donor relations, and fundraising
successes
• A healthy, cooperative work culture and environment
• Staff who are dedicated and passionate about their work
• Relationship-building attitude of the staff with one another, the public, and PAAC patrons
• Highly productive staff delivering diverse programs year-round
Opportunities for growth and improvement in strengthening leadership capacity
• At the moment, there is no clear successor for the Director within the organization
• With a high proportion of part-time staff and a few full-time staff, it is difficult to nurture leadership growth within
the staff
• Succession planning is needed to ensure retaining and attracting talented staff for the future
• Diversification of staff supported by proper training is key to the future
• Documenting program processes for posterity will aid smooth operations and transfer to future new staff
Strategies for the Next Five Years
For the PAACF Board
• Build and shape Board operations to support nationally accepted governance practices
• Develop leadership strategies that tap talent for future officers and smooth transitions
• Strengthen succession planning efforts working with the City of Palo Alto for Board participation in Director
evaluation and future appointments
For PAAC Staff
• Diversify staff and volunteer corps and supported them with ongoing training
• Cultivate succession planning strategies to grow leadership from within the staff
• Engage staff in the Culture of Philanthropy for the long-term vitality of PAAC
2019 Strategic Framework Approved by PAAC + PAACF June 2019 18
SUPPORTING FRAMEWORKS
2019 Strategic Framework Approved by PAAC + PAACF June 2019 18
SUPPORTING FRAMEWORKS
FINANCIAL SUSTAINABILITY FRAMEWORK
The Financial Sustainability Framework that creates the underpinnings of this Strategic Framework is based on several
basic tenets.
Public/private partnership on behalf of PAAC
• The public/private partnership between the City of Palo Alto and the Palo Alto Art Center Foundation reflects a
cooperative relationship that ensures that the necessary funds are provided for the proper operation of the PAAC.
This is documented in an agreement approved by the City Council;
• The City of Palo Alto provides annual operating funds of approximately $1.3 million plus in-kind services for the
care for the building, grounds, and technology owned by the City; and,
• The Foundation will be responsible for raising funds to support growth for the PAAC given that the City of Palo
Alto is not expected to increase financial support in the years to come, as stated by City officials. The goal, as
reflected in this Strategic Framework, is that the Foundation will increase its annual contributions from its current
$700,000 annual goal to twice that ($1.4 million) in a five-year period.
Budget development
• The coordination and development of the annual operating budget of PAAC occurs with the City of Palo Alto
within the parameters of City budget development;
• The development and growth of diverse streams of income are necessary to ensure a healthy balance of revenue
sources for ongoing stability (contributed sources generated in the PAACF budget and earned income generated
within the City budget); and,
• The PAACF budget and fundraising goals are shaped in alignment with the Five-year Fundraising Framework
outlined in this Strategic Framework and goals as stated above.
2019 Strategic Framework Approved by PAAC + PAACF June 2019 19
Ongoing financial management
• The ongoing financial oversight and prudent management of annual expenses are required within the parameters
of the adopted City annual operating budget for PAAC, and the PAACF budget;
• The Director of PAAC coordinates with the PAACF Board on fundraising efforts in order to raise the contributed
income and reach financial goals needed to complement City annual support; and,
• The prudent management of program expenses will achieve cost efficiencies through annual evaluations, and
program assessments.
Funds to support the long-term financial viability of PAAC
• Proposed growth of the PAAC annual operating budget and other significant increases will be carefully vetted with
an eye toward the capacity of the City and PAACF to sustain over time;
• The PAACF will maintain at least 6-months value of the annual PAACF budget as a reserve fund to be used only as
stated in the adopted reserve policy; and,
• The establishment of an endowment that will generate interest annually to support the ongoing operation of the
PAAC, as part of the PAACF fundraising responsibilities.
2019 Strategic Framework Approved by PAAC + PAACF June 2019 20
PAACF FIVE-YEAR FUNDRAISING FRAMEWORK
Introduction
The Palo Alto Art Center Foundation’s (PAACF) Five-year Fundraising Framework includes three strategic priorities and a
set of overarching objectives with key results. In addition to this Fundraising Framework, an initial implementation
roadmap has been created that identifies key actions and tactics necessary to achieve the Fundraising Framework’s
objectives.
Informing PAACF’s fundraising goals is an understanding that the City of Palo Alto’s annual contribution and support is
expected to stay consistent but not to increase, as stated by City officials interviewed. This means any growth in the Art
Center’s programs and impact will require the Foundation to raise more money in the years to come.
A fundraising work group, composed of the Palo Alto Art Center (PAAC) Director, the PAACF Development Director,
selected board members, and a member of the Emeritus Council, worked with development consultant Nancy Ragey to
develop this Fundraising Framework as part of the 2019 Strategic Framework for PAAC and PAACF. Input to the
Fundraising Framework was also provided by Board members and other key stakeholders.
The planning process began with a discovery process designed to identify the strengths and growth opportunities for
PAACF’s fundraising activities. The process included an analysis of fundraising practices and results over the past five
years, along with comparison of PAACF fundraising activities to those of similar nonprofit organizations. The working
group also considered outputs from other strategic planning activities.
Among the key findings during the discovery process:
• PAACF has a loyal base of long-time donors who enjoy a strong relationship with the organization.
• There is a strong solicitation and stewardship program in place for major donors and the retention of this set of
donors has been very strong for many years.
• The Foundation board is committed to fundraising and has opportunity to leverage the enthusiasm of its Emeritus
Council and PAAC staff in the fundraising process.
2019 Strategic Framework Approved by PAAC + PAACF June 2019 21
• The Foundation can strengthen its practice around systems and processes including donor segmentation, strategic
donor/prospect cultivation and stewardship of all donors.
• PAACF’s use of data collection and analysis to inspire action has significant room for growth. The Foundation has
had some visibility into fundraising performance indicators such as donor retention rates, donor/member
acquisition, and gift upgrade/downgrades but has not developed strong systems to analyze this data and use it to
create and improve fundraising programs and activities. Additionally, the Foundation has identified a critical need
to increase its understanding of all its constituents, donors, prospects to improve its fundraising program and
outcomes.
• There is strong evidence the Foundation can raise more money annually by focusing on donor retention. Due to
the recent database conversion, it was difficult to ascertain retention rates year over year. However, available data
suggest a 70% annual churn rate of donors and a retention rate of less than 50% for all donors combined (note:
retention rates for major donors is believed to be near 80%). Currently the average donor lifespan with the
Foundation is 1.3 years.
• An analysis of the Foundation’s fundraising efficiency, defined as the average dollar amount of contributions raised
from each dollar spent on fundraising, revealed that PAACF efficiency is below that of similar organizations.
Increasing the efficiency of fundraising efforts is needed to align with other like cultural organizations and provide
additional resources for the PAAC’s programmatic work.
• There is a need to build the mid-range donor/member pool ($250 - $1250 annual membership fee) to achieve a
stronger base of donors who can be cultivated to increase support over time.
Based on the current situation of the Palo Alto Art Center and Foundation, what follows are the goals, objectives and key
performance indicators to guide the Foundation’s work over the next five years.
Five-Year Goal
By FY25, raise $1.4 million annually to support PAACF’s mission and community impact from a highly valued, loyal,
engaged donor base, composed primarily of individuals, foundations, and government agencies.
2019 Strategic Framework Approved by PAAC + PAACF June 2019 22
Strategic Fundraising Framework + Priorities
Three strategic priorities constitute PAACF’s Strategic Fundraising Framework. They are not in any order because they are
interconnected and interdependent – success in one area will directly impact the success in all others.
Donor Engagement
and Retention
Systems-Based
Fundraising Culture of Philanthropy
2019 Strategic Framework Approved by PAAC + PAACF June 2019 23
Overall Key Results
1. 14.9% average annual growth in total contributions;
2. By FY25, 60% retention rate of all donors/members year over year;
3. By FY25, at least 1,000 members/donors annually; and,
4. Increase in fundraising efficiency year over year (baseline = 33% of total dollars raised).
Objectives + Key Results
The following objectives and key results have been identified for each of the Fundraising Framework’s priorities.
System-based Fundraising
PAACF fundraising work is data-inspired and intentional, with repeatable processes (automated when possible) and
strong data management.
Key Results by FY25
1. 100% of board members and key volunteers report clarity on annual Fundraising Plan, strategies, and activities.
2. Robust donor engagement cycle with specific actions and tactics to effectively support each phase, including roles
and responsibilities.
3. Regular key metric analysis and reporting (e.g., retention, recapture, acquisition, touch points, gift upgrades, donor
lifespan, average gifts, etc.).
Engagement + Retention
PAACF effectively identifies, cultivates, solicits, acknowledges, engages and stewards its members and donors, creating
enthusiasm and loyalty that results in continued generous support year over year.
Key Results by FY2 5
1. Retention
a. 90% retention of major donors
b. 60% retention of all other donors/members
c. 40% renewal rate for first-time paid members/donors
2019 Strategic Framework Approved by PAAC + PAACF June 2019 24
2. 75 new members/donors annually (note: Nancy will do some math to set the target)
3. 15% of memberships upgraded annually
4. Increase the average participation lifespan of all donors from 1.3 years to 3 years by the final year of this
Fundraising Framework
5. 16 known planned gifts by year five of this Strategic Framework
Culture of Philanthropy
Staff, Board, Emeritus Council, and Key Volunteers at PAAC and PAACF embrace a culture that is customer-centered and
donor-centered. They will serve as ambassadors for the organization’s services, philanthropy and fund development.
Key Results by FY2 5
Board, Staff, Emeritus Council and Key Volunteers
1. 100% understand and promote the culture of philanthropy and serve as philanthropic ambassadors within the
organization and outside in the community.
2. 100% of board and staff members cultivate relationships on behalf of and in support of the organization.1
Board Members
3. 100% give an annual contribution to the best of personal ability. When there are special campaigns, each gives an
additional gift.
4. 100% help identify and cultivate prospective donors and fundraising volunteers and participate in some fundraising
tasks every year.
1 This doesn’t mean help fundraise. It means being sensitive to and aware of others, providing them with quality service, and paying attention to
their interests. Most importantly, program staff needs to share stories, particularly with development.
2019 Strategic Framework Approved by PAAC + PAACF June 2019 25
Implementation Roadmap
This tool is designed to help the Palo Alto Art Center Foundation create a roadmap of tactics and key actions to be
implemented over the next five years to achieve the goals, objectives, and key performance indicators.
To ensure implementation of this Fundraising Framework and to make any necessary midcourse corrections required,
PAACF staff and Board will need to regularly revisit the internal and external environment along with the Fundraising
Framework strategies, objectives, key performance indicators and tactic, and to hone and add to the recommendations
made here.
STRATEGIC FUNDRAISING PRIORITIES KEY ACTIONS Owner Year
1
Year
2
Year
3
Year
4
Year
5
Heavy Investment (time, money,
other) Medium Investment Light Investment
Sys
t
e
m
s
-Base
d
Fu
n
d
r
a
i
s
i
n
g
Systems -based F undraising: PAACF fundraising work is data -inspired and intentional , with repeatable
processes (automated when possible ), and strong data management.
1. Map donor engagement journey, from visitor to sustained donor
a. Understand critical touch points and engagement activities
b. Understand typical time horizon to convert a visitor to member to donor to sustained
donor
2. Data capture of interactions, attributes, interests, value alignment, and capacity for each
donor
3. Ensure consistent data entry and analysis for comparison of results year over year
4. Create written annual Fundraising Plan and calendar, reviewed, and approved annually
by the board
5. Conduct periodic wealth screening to identify prospects for major gifts
6. Establish a “moves management” system for major donors and prospects
2019 Strategic Framework Approved by PAAC + PAACF June 2019 26
En
g
a
g
e
m
e
n
t
a
n
d
R
e
t
e
n
t
i
o
n
Engagement and Retention: PAACF effectively identifies, cultivates, solicits, acknowledges, engages and
stewards its members and donors, creating enthusiasm and loyalty that result s in continued generous
support year over year.
1. Continue strategic donor cultivation and stewardship events, leveraging each one to build
stronger relationships, and boost donor retention
a. Engage Board and Emeritus Council members as event ambassadors, with specific
responsibilities
b. Plan follow-up activities and assign responsibility prior to each event
c. Use move management system to engage potential major donors in appropriate events
2. Develop retention tactics for different segments of donors
a. Identify and communicate specific donor opportunities for gifts of $5,000 - $100,000
b. Identify and implement tactics to increase donors from the $500 to the $1250 level
c. Examine member/donor levels and adjust as necessary
d. Build, target, and analyze the effectiveness of transactional and transformational benefits
for each donor segment/level
e. Institute robust monthly giving program
f. Create legacy circle and stewardship events for planned gift donors
3. Implement communication strategies designed for retention that engage and gather
information about members/donors and report back on use of donor funds.
4. Leverage 50th anniversary for donor retention and acquisition
2019 Strategic Framework Approved by PAAC + PAACF June 2019 27
Engagement and Retention , cont.
5. Implement communication strategies designed for retention that engage and gather
information about members/donors and report back on use of donor funds.
a. Ensure all communications are donor-centric/facing
b. Conduct a communications audit of all donor communication
c. Conduct periodic donor surveys to solicit input, gather information about donors with
report-back loop regarding findings
d. Create annual donor Communication Plan and calendar
e. When planning pitches and other donor communications, look beyond how much
donors give and personalize the contact with them as much as possible by considering
each person’s giving history, aspirations, and preferences
6. Focus on the following specific groups of individuals for acquisition
a. PAAC visitors and class participants
b. New Palo Alto residents
c. Employees at high tech firms
d. Donor Advised Fund holders and managing organizations (e.g., Silicon Valley
Community Foundation)
7. Design a robust new member/donor process, automated as much as possible
8. Develop and refine the public narrative, building the case for urgency and impact
2019 Strategic Framework Approved by PAAC + PAACF June 2019 28
STRATEGIC FUNDRAISING PRIORITIES AND KEY ACTIONS Owner Year
1
Year
2
Year
3
Year
4
Year
5
Cu
l
t
u
r
e
o
f
P
h
i
l
a
n
t
h
r
o
p
y
Culture of Philanthropy: Staff, Board, Emeritus Council, and Key Volunteers at PAAC and PAACF embrace a
culture that is customer -centere d and donor -centered . They serv e as ambassadors for the organization’s services,
philanthropy and fund development.
1. Integrate fundraising into every staff and Board meeting.
2. Ask program staff members for advice on development materials such as appeal letters,
social media strategies, etc.
3. Spend one-on-one time with Board members, donors, and others involved in the
organization’s work. Get to know them individually. Find out their stories — why did they get
involved?
4. Share “mission moments.” At every staff and board meeting, share a recent story about a
client, donor, or community member who was affected or inspired by your work. Encourage
staff members to share their stories.
5. Shadow members of the program staff in their work and invite them on your donor visits.
6. Create regular opportunities for program staff to share with development staff their
experiences with clients or constituents in the field.
7. Celebrate success. When you reach 100 percent board participation, or a board or staff
member brings in new donors, recognize and celebrate it.
8. Keep donors, staff members, trustees, and other supporters updated on the Art Center’s
work, progress, challenges, and accomplishments, including its development efforts.
9. Share stories of donors, those whose lives have been changed by the donors’ gifts, and staff
or volunteers who do the work.
10. Ensure Board members can cite examples and tell stories of the financial and human impact
of philanthropy on donors and recipients.
11. Develop Board members’ Public Narrative; allow time at Board meetings to practice and
hone the Public Narrative: story of self, story of us, and the story of now (specific ask).
12. Ensure Board members can articulate the case for support and are comfortable asking for
contributions (of any kind).
13. Discuss fundraising responsibilities with prospective Board members before they’re elected
to the Board; personal philanthropic giving is included in the Board members’ expectations
and agreement.
2019 Strategic Framework Approved by PAAC + PAACF June 2019 29
PAACF GOVERNANCE FRAMEWORK
Introduction
This Governance Framework outlines core aspects of PAACF Board culture and operations to clarify best practices. All
members of the Board will be accountable to uphold these agreed-upon rules of engagement for the Board as a whole,
as well as their individual responsibilities in support of the work of PAACF. With these rules of engagement set, the
discussions of the Board can focus on top priorities tied to fundraising and advocacy, the two primary responsibilities of
PAACF.
Thus, this Governance Framework includes:
• Commitment to Board Excellence
• Leadership Succession
• Tenets of Board Operations
2019 Strategic Framework Approved by PAAC + PAACF June 2019 30
Commitment to Board Excellence
The PAAC Foundation Board is committed to Board operations and infrastructure that reflect nationally accepted
nonprofit board governance standards; and frame the work of the Board in support of this Strategic Framework, mission,
vision, values, and priorities for PAAC and PAACF Board.
To uphold this Commitment to Board Excellence, the PAACF Board will:
• Fulfill leadership roles as the fundraising entity and primary ambassador in the community on behalf of PAAC;
• Work closely with the Director and Foundation staff to achieve fundraising goals and advocacy work for PAAC;
• Incorporate the Strategic Framework into the ongoing work of the Board including:
• Annual priorities and Foundation Board management;
• Regular Board meetings;
• Board committee work and priorities;
• Board leadership cultivation, diversity, and succession planning;
• Annual Foundation Board retreat that assesses the success of achieving Board goals using Outcome
Measurements; and,
• Annual Board assessment of extent to which the full Board is upholding its responsibilities, meeting Board
goals, and whether individual members are fulfilling expectations of Board performance.
Cultivate an inclusive Board culture that supports and welcomes diversity in membership, perspectives, and talent in every
aspect of Board operations, as reflected in the:
• Board as the governing body for the Foundation
• Board President and Officers (Executive Committee)
• Board Committees (Standing and Ad Hoc)
• Timely Board communications
• Individual Board participation
• Board operations such as recruiting, and succession planning
2019 Strategic Framework Approved by PAAC + PAACF June 2019 31
Uphold rules of engagement, processes, roles, and responsibilities for Board activities and projects:
• Incorporate clear processes into ongoing Board operations, such as flow of work from Board to Committees and
back to Board for a vote; and,
• Develop guidelines for specific Board projects with clarity about who is accountable, financial parameters, approval
points, timeline, ongoing communication, talking points (if appropriate), etc.
Commit to a culture of learning about best governance practices and national standards:
• Take advantage of the national professional nonprofit organizations, such as, BoardSource, the Center for
Excellence in Nonprofits (CEN), and the American Alliance of Museums (AAM);
• Continue with relationships with local entities already familiar to PAAC and PAACF such as CompassPoint, and
local foundations such as the William + Flora Hewlett Foundation and the David and Lucile Packard Foundation,
both located on the peninsula; and,
• Dedicate time to continue to learn about and practice the tenets of an inclusive culture that supports diversity and
broad participation.
2019 Strategic Framework Approved by PAAC + PAACF June 2019 32
Leadership Succession
Leadership succession for the PAACF Board requires a multi-pronged strategy that includes:
• Recruiting and nominating procedures for new Board members;
• Orienting and welcoming new members;
• Nurturing an inclusive culture that welcomes and supports diversity within the membership of the Board and
reflects the demographics of the region;
• Cultivating leadership within the Board for officer positions, chairs of committees, etc.; and,
• Participating in the City’s search for a PAAC Director, in coordination with the City, when appropriate.
Recruitment and Nominating Processes (Refer to more detailed steps in the Strategic Board Recruitment Tool in the
Strategic Toolkit.)
Expand recruitment processes overseen by the Governance Committee:
• Keep the recruitment process active all year for identifying and cultivating potential candidates
• Manage and update a matrix of talents that tracks current Board members, timing of terms, and anticipated gaps
in talents and in diversity of representation, in order to guide recruiting efforts (See Tool: Board Recruitment
Matrix)
• Continue to use Board Match and Hispanic Board Match as recruiting strategies
• Identify and incorporate other mechanisms to broaden recruitment efforts
o Consider appointing a prospect to an existing Board committee as a way to work together and to get to
know one another prior to engaging in the recruitment process
• Clarify strategies for reaching out to prospects
• Maintain an ongoing list of prospects
• Clarify the process and timing of when a prospective Board candidate should:
o Review the expectations of being a Board member, the current Strategic Framework, and other key
documents
o Meet with Governance Chair or designee, tour the Art Center, attend Art Center/Foundation events
o Meet with Art Center Director and Development Director
o Complete a brief application form
o Attend a Board meeting
2019 Strategic Framework Approved by PAAC + PAACF June 2019 33
• Introduce slate to Board for approval, and once approved:
o Orient Board member to Board operations and ways to maximize their time on the Board
o Discuss a good match for an assignment to a committee based on interests and skills with the current Chair
of the particular committee
Orientation and Onboarding of New Members
Welcoming and assisting all new members as they join the Board ensures a positive experience for the individual and sets
the scene for success. A thorough orientation process should explain the fundamentals of the Board and how it works, a
review of roles and responsibilities, expectations, and leadership opportunities so each member can make meaningful
contributions to the work of the Board. Orientation and onboarding is an ideal time to review the Board Handbook of
Best Practices. (See end of this section for proposed items for the Handbook.) Assign a mentor to each new Board
member with clear expectations of a mentor, the timing, and regularity of communication.
To keep all Board members current on Board operations, review Board practices once a year. This is a healthy practice for
all Board members and reinforces the infrastructure and Board operations for new and seasoned Board members.
An Inclusive Board Culture
Upholding an inclusive culture is an ongoing effort by all members of the Board that is based on respect, dialogue,
listening, and inquiry. It is recommended that the PAACF Board discuss in detail what an inclusive culture involves, how it
will be measured, and how to be sure that elements of an inclusive Board culture can be supported. This is an opportunity
to learn about best practices.
Cultivation Leadership Roles once on the Board
Cultivating leadership on the Board is first ensuring that each Board member is engaging in and contributing to the
vitality and priorities of the Foundation Board. It also includes cultivating Board talent for upcoming officer positions,
special assignments, or becoming chair of a committee. Initial suggestions for cultivating leadership discussed with the
Governance working group included:
• Use questions in Board self-assessment forms to learn of leadership interest, availability, and capacity
2019 Strategic Framework Approved by PAAC + PAACF June 2019 34
• Strategize use and allocation of time in Board meetings to heighten engagement
• Clarify roles and responsibilities of officers, including accountability
• Delegate more responsibility to others and share workload
Participating in Director Performance Reviews and Search
During this strategic planning process, Board and City leadership agreed that it was time to define ways the PAACF
Board can participate in annual performance reviews of the PAAC Director, and a search for a Director, when needed. As
of the writing of this Strategic Framework, the specifics had not yet been outlined, but will be defined before the end of
2019.
2019 Strategic Framework Approved by PAAC + PAACF June 2019 35
Tenets of Board Operations
Clearly defined roles and responsibilities, ways of working, and decision parameters are just some of the critical elements
needed for the smooth operations and effectiveness of the PAACF Board. These guidelines will serve as an ongoing
management tool for the Board.
Board s tructure, roles of different aspects of Board, purpose, and timing of particular activity/meeting
The Foundation Board has these components that support its operation.
• Executive Committee
o Who: Officers of the Board and Committee Chairs, as designated
o Frequency: Once a month (two weeks prior to Board meeting date) and as
needed for emergencies between Board meetings
o Purpose: Determine agenda for upcoming Board meeting
Process/identify issues for Board discussion
Determine topics for discussion/decisions at Board meeting
Assign committees, task forces, and Board special projects
Address personnel issues as appropriate (Foundation staff)
• Full Board
o Who: All members of the Board
o Frequency: Monthly as indicated on the annual calendar (Summers off)
o Purpose: Discuss issues and hold votes
Approve minutes and financials
Undertake fundraising and membership with goals annually
Advance advocacy in support of annual PAAC priorities
• Board President + Director check -ins
o Who: Board leadership (typically the President or Chair) and Director
o Frequency: Currently once a month
o Purpose: Coordination between Director’s office and Board to share operational issues or
concerns/Providing support to the Board and the Board supporting the Director
2019 Strategic Framework Approved by PAAC + PAACF June 2019 36
In addition, a Governance Committee and Finance Committee operate year-round and have a charter that is updated. It
states the purpose of each committee, the frequency of meetings, and annual priorities in addition to ongoing
responsibilities. Staff-identified projects are another way that Board members can serve and assist with PAAC priorities.
While a staff-identified project has a focus and aim, unlike a standing committee it has a finite timetable, and the group
disbands after the successful completion of the project.
Ongoing communication and annual Board calendar
In addition to the structure defined above, ongoing communication and schedules are key to support the operations of
the Board. Some guidelines for structuring and using effective communication include:
• Use preparation for Board meetings as regular communication through agenda, the packet of information,
attachments and documents for discussion
• Share updates with key news (as needed all year-long) to keep Board abreast of developments such as a
contributed gift, fundraising update, etc.
• Develop an annual calendar with all meetings (Annual Board Retreat, monthly Board meetings, committee
meetings, etc. plus budget adoption in March, and election of officers in June, for example)
• Use the annual Board meeting in September to kick off the new year
o Assess work of prior year
o Share findings of Board evaluation (used to prepare for annual retreat)
o Set annual goals for fundraising and advocacy
Board Handbook of Best Practices
The components of the Board Handbook should be updated and modified over time as appropriate. Every Board
member will have a copy of the 2019 Strategic Framework. Several additional components for the Board Handbook will
be developed by the Governance Committee to include:
• By-laws
• Board roster with brief description of experience and expertise
• History of PAAC and PAACF
• Annual profile of PAAC and PAACF (Highlights all the basic components of the two entities)
2019 Strategic Framework Approved by PAAC + PAACF June 2019 37
• Financial reports
• Last 6 months of Board meeting minutes
• Job descriptions of Board members, Board officers, and Committee Chairs
• Individual committee descriptions and priorities (to be updated each year)
• Annual Board calendar including meeting schedules (Full Board and Committee meetings)
• Board recruitment matrix
• Board annual evaluation form (Full Board and Individual Board evaluation)
2019 Strategic Framework Approved by PAAC + PAACF June 2019 38
PAAC STAFF SUCCESSION FRAMEWORK
Succession planning is a core component of this Strategic Framework. Both PAAC and PAACF leadership acknowledge
that succession planning is key to institutional sustainability. Further, at its core, succession planning is essential
preparation for leadership changes within the staff and for the regular ongoing changes of leadership at the Board level.
Further, achieving diversity at the staff and Board level is paramount and integral to succession strategies.
According to BoardSource, only 27% of nonprofits surveyed reported that they had a written succession plan in place. In
Building Leaderful Organizations, Tim Wolfred makes the case for succession planning: “At the most basic level,
succession planning is a sound risk management practice. It is critical to ensuring the viability of an agency in the event of
a key manager’s unplanned absence.” Succession planning involves not only addressing a potential emergency
departure, but also the planned departure of the chief executive—two parallel and concurrent efforts.
Succession planning for PAAC and PAACF has some unique complexities due to the public/private partnership between
the City of Palo Alto and the nonprofit fundraising entity, PAACF. The health of this relationship requires consistent and
ongoing communication and clear roles and responsibilities are especially important when addressing issues of
succession planning.
This Succession Framework outlines strategies for strengthening staff succession planning efforts. The Governance
Framework addresses succession planning at the Board level for the PAACF.
Current Issues for PAAC + PAACF Succession Planning
Director Position
• Work with the City and the Foundation to develop a more sustainable staffing model for the Art Center Director
position to allow for greater levels of management and greater staffing sustainability in the current and any future
business models.
• Develop an Emergency Succession Plan for the Art Center Director position and the Development Director position at
the Foundation to ensure continuity of operations if an emergency departure occurs.
2019 Strategic Framework Approved by PAAC + PAACF June 2019 39
Role of PAACF with the City Relative to PAAC Director position
It is understood that the Director of PAAC is a City employee and as such the City hires, provides salary and benefits for,
and supervises the Director. The ongoing coordination between the Director as a City employee and the PAACF, with
whom the Director works closely, will greatly assist in the public/private partnership moving forward. As such the following
recommendations include:
• Clarify the appropriate process and role that the PAACF can play in annual performance reviews of the Director
position in coordination of the City’s processes; and,
• Define the role PAACF can play upon the occasion of undertaking a search for and replacement of the PAAC
Director’s position in coordination with the City.
Program Staff
• Work with the City to develop a more sustainable staffing model for Program staff that creates some staggering and
opportunity for additional levels of management, which will further greater staffing sustainability.
• Promote cross training between staff in program areas to promote redundancies in case of staff departures.
• Ensure Standard Operating Procedures are developed and documented for all program and operational areas.
Strategic Leader Development
• Help to build leadership capacity for Program Staff by using the Key Competencies for Arts Education Leaders
(Americans for the Arts) as a tool for growth and professional development. Include these competencies in
onboarding and in performance appraisals to ensure adoption.
• In addition to the City staff performance appraisals, assess staff and their role in implementing this Strategic
Framework, including upholding and advancing:
o The mission, vision, and values of PAAC;
o The tenets of the organizational culture;
o Outcome Measurements pertaining to staff;
o Program profitability;
o Five-year strategic priorities appropriate to staff as outlined in Heighten Community Engagement; Increase
Financial Sustainability; and, Strengthen Leadership Capacity; and,
o Key Competencies for Arts Education Leaders, as noted above.
2019 Strategic Framework Approved by PAAC + PAACF June 2019 40
PUBLIC NARRATIVE FRAMEWORK
Introduction
Originally adapted from the works of Marshall Ganz, Harvard University and modified for the Strategic Framework by
Phil Kohlmetz.
Everyone has a story that can move others to action.
Leadership is about accepting responsibility for enabling others to achieve shared purpose in the face
of uncert ainty.
Public Narrative is a leadership practice that uses authentic, personal stories as a means to connect with others through
shared values, and motivate them to take a specific action in support of your cause.
In many social service organizations and non-profits, Public Narrative is an effective tool for deepening the organization’s
relationship with its community and supporters, can positively influence all types of communications, supports a culture of
philanthropy, and can help an organization to raise more support from its community (whether that is in the form of
participation in public programming, advocacy, or dollars contributed).
There are three key components of Public Narrative: Stories of Self, Stories of Us, and Stories of Now.
A “Stor y of Self” communicates the values that called you to lead in this way, in this place, at this
time. You tell a Story of Self to enable others to “get you” – to enable them to experience the values that call you to
serve the Palo Alto Art Center AND to have accepted responsibility to lead (as either a staff member or a board member).
The key is to focus on choice points: moments when your values influenced choices you made in response to challenges
you faced. When did you first need to be heard and believed you could be? When did you have to care for someone else
and found out you could? When did you have to stand up to someone bigger than you? Where did you find the courage?
What were the circumstances? What makes a Story of Self powerful is not “high drama” or “tragedy” but the extent to
which you allow yourself to be vulnerable - to let others see something real about your sources of caring and of courage.
2019 Strategic Framework Approved by PAAC + PAACF June 2019 41
A “Story of Us” communicates shared values that anchor your community, values that may be at risk,
a nd may also be sources of hope. Just with a Story of Self, the values of a community are often expressed through
key choice points in life: founding moments, moments of crisis, of triumph, disaster, of resilience, of humor. Stories of Us
are accounts of events involving specific people, moments, events, words, etc.
A “Story of Now” communicates an urgent challenge you are calling on your community to join you in
acting on now. The “Story of Now” focuses on a challenge to your community demanding action now, a source of
hope, and the choice of a pathway to action you call on others to join you in taking.
2019 Strategic Framework Approved by PAAC + PAACF June 2019 42
Public Narrative “works” because of another magic triad – it links together strategy, motivation, and
action. Said another way, it m arries together the head, heart, and hands. Public leadership engages people
in interpreting why they should change the world (their motivation/heart) and how they can act to change it
(strategy/head). Public Narrative is the art of translating values into action (hands) through stories.
The three Key Elements of Public Narrative Structure: Challenge – Choice – Outcome
A plot begins with an unexpected challenge that confronts a character with an urgent need to pay attention, to make a
choice, a choice for which they are unprepared. The choice yields an outcome – and the outcome teaches a moral.
When we can empathetically identify with a character (or storyteller), we can “feel” the moral. We not only hear “about”
someone’s courage, we can also be inspired by it.
The story of the character and their effort to make choices encourages listeners to think about their own values and
challenges, and inspires them with new ways of thinking about how to make choices in their own lives.
Incorporating Challenge, C hoice, and Outcome in Your Own Story
In crafting a Story of Self, ask yourself questions to focus on choices you made along the way that brought you to this
point in time as a leader. Once you identify a specific choice point, dig deeper by trying to answer the following
questions.
Challenge: Why did you feel it was a challenge? What was so challenging about it? Why was it your challenge?
Choice: Why did you make the choice you did? Where did you get the courage (or not)? Where did you get the hope (or
not)? Did your parents’, grandparents’, or others’ life stories teach you how to act in that moment? How did it feel?
Outcome: How did the outcome feel? Why did it feel that way? What did it teach you? What do you want to teach us?
How did you want us to feel?
2019 Strategic Framework Approved by PAAC + PAACF June 2019 43
A word about challenge: Sometimes people see the word challenge and think they need to describe the misfortunes of
their lives. A struggle may not be of your own choosing – a high mountain you decided to climb, not only a valley you
managed to climb out of. Any number of things may have been a challenge to you and be the source of a good story to
inspire others.
AGENCY is the emotional capacity to make mindful choices.
Use the accompanying worksheet to develop your Story of Self. The Story of Self is the foundational element of Public
Narrative. Mastering a Story of Self enables Stories of Us and Stories of Now.
2019 Strategic Framework Approved by PAAC + PAACF June 2019 44
Worksheet
Developing Your Story of Self
Before you decide what part of your story to tell, think about these questions:
1. What will I be calling on others to do? What is my purpose in calling on others to join me in action? Why am I called
to leadership?
2. What values move me to take action and might also inspire others to similar action?
3. What stories can I tell from my own life about specific people or events that would show (rather than tell) how I
learned or acted on those values?
What are the experiences in your life that have shaped the values that call you to leadership?
Family and Childhood Life Choices Leadership Experiences
Parents/family School First experiences with political and civic issues
Growing up experiences Career A key moment in you work as an organizer
Your community Partner/family Role models/community
Role models Hobbies/interests/talents Current experience as an organizer
Schools Finding passion
Overcoming challenges
Think about the challenge, choice, and outcome in your story. The outcome might be what you learned, in addition to
what happened. Try drawing pictures here instead of words. Powerful stories leave your listeners with images in their
minds that shape their understanding of you and your calling.
Challenge:
Choice:
Outcome:
STRATEGIC TOOLKIT
2019 Strategic Framework Approved by PAAC + PAACF June 2019 45
ORIENTATION TO THE STRATEGIC TOOLKIT
This toolkit offers easy-to-use tools that support this Strategic Framework and the leadership of the PAAC and PAACF
moving forward. Each of the tools in this toolkit was developed by a working group during the strategic planning process.
These tools are intended to be used and adjusted as necessary.
Heighten Community Engagement Tools
Program/Service Assessment Tool
User: Staff predominantly, and occasionally PAACF Board
Purpose: This tool is designed to be completed:
• Prior to the decision to move forward with an exhibition, program or service;
• As part of the annual assessment of program profitability; and/or,
• As a baseline of information to be referred to as needed.
New strategy: This tool should be used to:
• Support an ongoing cycle of reviewing and determining the viability of programs throughout the
year;
• Provide a comparison against the prior year’s results; and,
• Resolve next steps to improve, eliminate, or adjust programs/activities as needed.
Program Assessment Templates
User: Staff
Purpose: These three templates are intended to be used once a year in support of the program assessment
form described above.
• The Geographic Audience Distribution Template is to be used for identifying the audience reach
by area. This highlights the specific focus of a particular program reach, and the overall saturation
of all the programs combined. This can point to geographic distribution that needs adjustment.
STRATEGIC TOOLKIT
2019 Strategic Framework Approved by PAAC + PAACF June 2019 46
Program Assessment Templates cont.
• Diversity Program Participant Template provides a vehicle for assessing diversity of participants
relative to two main demographic areas, Palo Alto and the Bay Area. As with other tools, this will
also highlight areas of successful reach, and reveal areas for additional work.
• Mission Impact + Financial Sustainability Template from Nonprofit Sustainability: Making Strategic
Decisions for Financial Viability is for tracking and placing each program using the four quadrants
to determine where each goes. The results of this exercise highlight programs that require
adjustment.
New strategy: This suite of tools enforces reflection and strategic analysis before decisions are made. These tools all
together assess specific programs and help assess impact overall in support of Strategic Framework
priorities.
Growth Progression Tool
User: Staff, predominantly, and Foundation staff
Purpose: The Growth Progression Chart tracks the pathways of participants in deepening their engagement
with PAAC. This tool is designed for program planning to connect different audiences, motivations,
and program offerings.
New strategy: The tool supports program development and relationship building with participants for longer-term
engagement with PAAC. It should be used to map the connections for a program concept, and
trigger modifications or alterations, as appropriate. This particular tool overlaps with the ideology of
growing participation up to and including donor support.
Principles of Effective Communication
User: Staff, predominantly, and Board, occasionally
Purpose: This chart diagrams the interconnections of the elements impacting good communication strategies.
The components are divided into levels: organizational, identity, and experiential. This strategic
planning process has focused heavily on defining and refining the organizational components,
including mission, vision, and values; organizational culture; audience strategies; and strategic
priorities. This then sets the stage for the visual identity and messaging platform.
2019 Strategic Framework Approved by PAAC + PAACF June 2019 47
Principles of Effective Communication , cont.
Using the elements defined in this Strategic Framework, staff will make connections between
programs, audience goals, and messaging strategies for implementation. With diversification of
audiences as an ongoing goal, the staff recognizes that the careful selection of the best ways to
connect with new audiences will be key.
New strategy: This tool emphasizes the careful assessment of methods, timing, and communication strategies to
help achieve the goals set forth in this Strategic Framework. It pushes the conversation to move
beyond current strategies to determine what new ones may be needed, or if community
conversations are needed first to initiate a meaningful connection with the people PAAC hopes to
reach and engage.
Exhibition Planning Tool
User: Curatorial staff
Purpose: To make the case for a proposed exhibition based on analysis of several key components and
institutional priorities.
New strategy: This tool complements the Program/Service Assessment Tool and focuses on the subtleties and
complexities of exhibitions that encompass a unique strategy for planning, implementing, and
seeking underwriting to cover the costs of the exhibition.
Increase Financial Sustainability Tools
Decision -making Tool
User: PAACF Board and PAAC Staff
Purpose: To review an idea or concept against top criteria to determine the appropriate step forward from “do
not pursue”, to “modify”, to “do more work developing the idea”, and so on.
New strategy: As a one-page tool, it is designed to trigger conversation surrounding a potential decision, and
ultimately, to save time, and reinforce the tenets of this Strategic Framework.
2019 Strategic Framework Approved by PAAC + PAACF June 2019 48
Strengthen Leadership Capacity Tools
Strategic Board Recruitment Tool
User: Governance Committee and PAACF Board
Purpose: This excerpt from BoardSource outlines a clear series of steps and key questions to ensure a
balanced and thorough process from the moment an individual is considered as a potential Board
candidate through the final interview before nomination.
New strategy: This expands the recruiting process by outlining all of the steps, and serves as a reminder of when
and why specific steps aid a successful process.
Board Recruitment Matrix Tool
User: PAACF Board and, more specifically, the Governance Committee
Purpose: To clarify talent on the current Board as a baseline for determining the next cohort of Board members
to ensure balance. It supports deliberate actions to seek individuals that sustain the expertise,
representation and leadership skills needed to propel PAACF Board forward while considering
succession planning benchmarks. This tool has been lightly modified from a BoardSource tool, and
should be adjusted to ensure all the qualities and issues for the PAACF Board are included in the
matrix.
New strategy: The Governance Committee should keep up-to-date, year-round, to guide recruiting efforts. The tool
will be useful for the assessment of current members, gaps in skills and backgrounds, and priorities
for recruitment each year.
Board and Staff Roles
User: PAACF Board and PAAC Director
Purpose: To serve as a clear reminder of what each entity is responsible for, and which responsibilities are
shared. It is based on the tool developed at the Board Retreat in 2014, and has been modified to
support the evolving activities of the PAACF Board in coordination with the PAAC Staff.
New strategy: This becomes a reference tool in the Board Handbook, and clarifies the nature of the work of the
Board, Foundation Staff, and the PAAC Director. It should be reviewed periodically.
2019 Strategic Framework Approved by PAAC + PAACF June 2019 49
PAAC PROGRAM/SERVICE ASSESSMENT TOOL
Please use this tool to evaluate completed or assess proposed, programs, exhibitions, community activities, etc.
NAME OF PROGRAM/SERVICE:
Program/Service /Exhibition Basics
Support of Mission, Vision, Values:
Resources, Staff, Financial and Physical Resources
Department/staff member(s) accountable for program/service/exhibition:
Why are we offering this program/service/exhibition? Staff demands:
o Light o Moderate o Heavy
Volunteer demands:
o Light o Moderate o Heavy
Notes:
Range of dates and times program/service/exhibition offered:
Describe target audience:
Audience demographics/communities:
o Families oTeen o Field trips o Adults
o School-age Children Grade: o Young Professionals
o 5 & under o Life-Long Learners
o 6 - 12
o 13 - 17
Describe target communities:
Total number of participants/visitors/communities:
Fee(s) charged/Total Revenue: $
o Fees o Sponsors o Grants o Donor/Other
$ $/in-kind $ $
Direct costs to mount program/service/exhibition:
Indirect costs to mont program/exhibition (time, follow-up):
Format of program/service/exhibition:
Physical resources required (space, grounds, equipment, etc.):
Program/service/exhibition objectives:
Scalability potential: Program/service marketing strategy:
o Purchase(d) ad o E-Newsletter o Mailed collateral
o Website o Social Media o Radio/TV o Other
2019 Strategic Framework Approved by PAAC + PAACF June 2019 50
NAME OF PROGRAM/EXHIBITION :
Institutional Impact
How did program/service/exhibition advance institutional priorities?
Quality Standards
Overall quality:
Rate: 1 2 3 4 5 (Best)
Other concurrent/competing program/service/exhibition:
Internal:
External:
Goals/outcomes for this program/service/exhibition:
Collaboration with other agencies/organizations:
Assessment of strategies used for community engagement/building:
Impact on visibility/brand:
Rate: 1 2 3 4 5 (Best)
Return on Investment (ROI):
Risk level:
Rate: 1 2 3 4 5 (Highest)
Comment on how this program/exhibition met/fell short of its benchmarks for
success:
Reward level:
Rate: 1 2 3 4 5 (Best)
What was the impact on the Art Center?
What was the impact on the community(s) served?
Final Assessment (Check one & explain your answer):
o Program/service worth implementing/keeping as is
o Program/service worth expanding or scaling
o Program/service concept needs modification
o Program/service should no longer be offered
o Program/service concept put on hold for review at later date:
NAME: TITLE: DATE:
2019 Strategic Framework Approved by PAAC + PAACF June 2019 51
PALO ALTO
BAY AREA
PENINSULA
Program List
OUT – Outreach Programs
FD - Family Days
CFA - Children's Fine Art
CK - Cultural Kaleidoscope
PL - Project Look
TEEN - Teen Programs
IP - Internship Program
ASP - Adult Studio Program
VP - Volunteer Program
GGPP – Great Glass Pumpkin Patch
FNAC – Friday Night at the Art Center
EXH – Exhibitions
PROGRAM ASSESSMENT: GEOGRAPHIC AUDIENCE DISTRIBUTION TEMPLATE
2019 Strategic Framework Approved by PAAC + PAACF June 2019 52
FAMILIES
YOUNG PROFESSIONALS
TEENS / TWEENS
LIFELONG LEARNER
SCHOOL / STUDENTS / TEACHERS
ARTISTS
Program List
OUT – Outreach Programs
FD - Family Days
CFA - Children's Fine Art
CK - Cultural Kaleidoscope
PL - Project Look
TEEN - Teen Programs
IP - Internship Program
ASP - Adult Studio Program
VP - Volunteer Program
GGPP – Great Glass Pumpkin Patch
FNAC – Friday Night at the Art Center
EXH – Exhibitions
PALO ALTO DIVERSITY
PROGRAM ASSESSMENT: DIVERSITY PROGRAM PARTICIPANT TEMPLATE
2019 Strategic Framework Approved by PAAC + PAACF June 2019 53
PROGRAM ASSESSMENT: MISSION IMPACT + FINANCIAL SUSTAINABILITY TEMPLATE
Program List
OUT – Outreach Programs
FD - Family Days
CFA - Children's Fine Art
CK - Cultural Kaleidoscope
PL - Project Look
TEEN - Teen Programs
IP - Internship Program
ASP - Adult Studio Program
VP - Volunteer Program
GGPP – Great Glass Pumpkin Patch
FNAC – Friday Night at the Art Center
EXH – Exhibitions
Profitability ($)
Keep!
(High mission impact,
high profitability)
Adjust
(High mission impact,
low profitability)
Eliminate
(Low mission impact,
low profitability)
Evaluate
(Low mission impact,
high profitability)
Low High
Low
High
Mi
s
s
i
o
n
I
m
p
a
c
t
2019 Strategic Framework Approved by PAAC + PAACF June 2019 54
EXHIBITION PLANNING TOOL
Exhibition Title:
Exhibition Dates:
What is the exhibition about?
What is the big idea? If the visitor remembers only one thing about the exhibition, what would you want it to be?
What connects to our mission, vision, and values?
Equity and I nclusion
Are you considering the inclusion of artists who are of color, female, non-gender conforming, disabled?
Why here? Why now?
How does the exhibition connect with other shows happening at the Center? Why should the exhibition happen here?
Why now?
Who are you talking to?
Who are your target audiences? Why do you think visitors you are targeting will be interested in what you have to say?
What understandings or perceptions do you think they have of the subject? What links are there to the K-5 curriculum?
What do you want to say?
Key Messages:
1.
2.
3.
2019 Strategic Framework Approved by PAAC + PAACF June 2019 55
Outcomes
What do you want the visitor to learn from your exhibition? (Learning Objectives)
What do you want your visitors to feel when they are engaging with your display? (Emotional Objectives)
What do you want your visitors to do after they have seen your exhibition? (Behavioral Objectives)
Measurement
How will you measure success against your objectives?
What will be the visitor experience?
Do you want to relate to what is known to your visitors? If so, can you compare or contrast your message to ideas and
experiences that are familiar or important to your visitors?
Do you want your visitors to be actively involved? If so, what kind of interactives would you use?
Is there content in the exhibition that could be volatile, upsetting or challenging for some audiences? How would you
address this?
Who will you work with?
Which community partners will you engage with to present the exhibition?
2019 Strategic Framework Approved by PAAC + PAACF June 2019 56
GROWTH PROGRESSION CHART
The Growth Progression Chart tracks the pathways of participants in deepening their engagement with PAAC. This tool is
designed to be used during program planning to connect different audiences, motivations, and program offerings.
FAMILY
BONDING
PERSONAL
GROWTH
CAREER
GROWTH
ACADEMIC
GROWTH
ARTISTIC
GROWTH
COMMUNITY
GROWTH
Outreach Family Days
Adult Studio
Program
Teen
Programs
Internship
Programs
Children’s
Fine Art
Cultural
Kaleidoscope
Volunteer
Program
Project
Look
FNAC
Great Glass
Pumpkin
Patch
Exhibitions
WHAT: Programs
WHY: Growth Benefit
WHO: Audience
Families Young
Professionals
Lifelong
Learners
Teens
/ Tweens
School
/ Students
/ Teachers
Artists
2019 Strategic Framework Approved by PAAC + PAACF June 2019 57
1. ORGANIZATIONAL LEVEL: Includes the core elements that direct all aspects of the organization’s work.
2. IDENTITY LEVEL: What most people think of as branding – specifically the visual identity and messaging platform.
3. EXPERIENTIAL LEVEL: The channels and tools through which audiences connect with the organization.
Source: Based on the Principles of Effective Communication in Brandraising by Sarah Durham.
Vision
Mission
Values
Goals / Strategies
Audiences
Positioning
Organizational Culture
Visual
Identity
Messaging
Platform
Online In Print On Air In Person Social
Media
1
2
3
PRINCIPLES OF EFFECTIVE COMMUNICATION
2019 Strategic Framework Approved by PAAC + PAACF June 2019 58
PAAC/PAACF DECISION-MAKING TOOL
PAAC/PAACF leadership will use this strategic decision-making tool to facilitate discussions and inform decisions that align with the Strategic Framework.
Program area /Activity _________________________________________Art Center _____________ Foundation _____________
Strongly
Disagree
Disagree Neutral Agree Strongly Agree
Supports the mission, values, and vision. 1 2 3 4 5
Supports strategic priorities. 1 2 3 4 5
Increases visibility + brand awareness. 1 2 3 4 5
Builds communities, donors, and audiences. 1 2 3 4 5
Is fundable or funding is possible. 1 2 3 4 5
Has the capacity (Personnel, finance, space, etc.) 1 2 3 4 5
Presents a unique or one-of-a-kind opportunity. 1 2 3 4 5
Has potential for positive impact (ROI, community engagement, etc.) 1 2 3 4 5
0-20 points Eliminate/Don’t Pursue
21-31 points Rework
32-40 points Continue/Enhance as Appropriate
Total
Score:
Explore _____ Build _____Add ____ Don’t Add_____Put on Hold (Date to revisit) ______________
Notes:
Date:
2019 Strategic Framework Approved by PAAC + PAACF June 2019 59
STRATEGIC BOARD RECRUITMENT TOOL
Source: BoardSource, Recruiting the Right Board Member
The board must be strategic about member recruitment and define an ideal composition for itself based on the
organization’s priorities at any given moment. A matrix for board composition facilitates the board’s strategic recruitment
efforts. By analyzing the present composition of the board, the governance committee—or the full board if no committee
is needed—is able to best determine what qualities, characteristics, and perspectives are already present on the board.
When analyzed in light of the organizational strategies, a matrix helps the board identify where gaps exist and then direct
recruitment efforts to fill those gaps.
How to Approach Strategic Recruitment
Review information about the candidate and set up a meeting or phone call. The meeting should be attended by a
representative from the governance committee or a board member who has been matched to a particular candidate.
First Meeting
• Mention that the board needs to fill vacancies over the next few years and the candidate has been suggested. Be
sure to note that you are exploring interest and availability with a number of candidates.
• Describe the organization including its mission, services, and strategic direction. Invite questions from the
candidate to determine how much he or she knows about the organization and how he or she feels about its work.
• Be sure to cover the roles and responsibilities of board members. Determine whether the candidate has any
participation constraints.
• If the potential candidate is not already, invite the candidate to participate in a project or task force to help current
board members get a feel for the candidate’s level of commitment and effectiveness.
Evaluation Prospects
• Did the candidate ask insightful questions about the organization and/or the board?
• Does the candidate have any commitments that would preclude effective board service (heavy travel schedule, lack
of time invested in project or task force work, etc.)?
• It is important to research candidates’ past performance on boards, the extent of their expertise, and their
willingness to be a team player.
• Will the candidate be a good culture fit on the board?
2019 Strategic Framework Approved by PAAC + PAACF June 2019 60
Final Interview
The last step before formally nominating a new board candidate is to have a final talk with the candidate. The board chair,
chair of the governance committee, and/or chief executive should meet with the candidate to answer any final questions
— both from the prospective and current board members.
This final conversation provides one last chance to assess the needs of the board and ensure that the candidate will be a
good fit — not just immediately, but for the future needs of the board and organization as well.
• Explore the candidates’ reasons for wanting to join the board. Taking the time to understand their
motivations and goals for board service will ultimately make the partnership more productive.
• Provide candidates with more information about why they were selected as prospective board
members. Do they have expertise in a needed area? Good connections? Represent the community served by the
organization?
• Have an open discussion about board fundraising responsibilities. Ensure that candidates understand
that asking for donations is not the only way to get involved in fundraising efforts, but that participation in some
way is expected.
2019 Strategic Framework Approved by PAAC + PAACF June 2019 61
BOARD RECRUITMENT MATRIX
This matrix can be adapted to assist your organization’s recruitment efforts by assessing your current board composition and
identifying opportunities to diversify and/or expand your board.
Every organization is different. Use the table below to help distinguish the skills and strengths you need from board members
depending on your organization’s stage of development, community served, and other circumstances.
In considering board building, an organization is legally obligated to follow its bylaws, which may include specific criteria on board
size, structure, and composition. Keep in mind that your organization’s bylaws may need to be updated to incorporate and
acknowledge changes in the environment and community that have made board structure changes necessary or desirable.
(Source: adapted from BoardSource’s Board Recruitment Matrix)
AREAS OF EXPERTISE/LEADERSHIP QUALITIES
NUMBER OF
CURRENT
MEMBERS
NUMBER OF
PROSPECTIVE
MEMBERS
Administration/Management
Early-stage organization/start-up
Financial oversight
Fundraising
Government
Investment management
Law
Leadership skills/motivator/experience/interest in
Marketing, public relations
Human resources
Strategic planning
Physical plant (architect, engineer)
Real estate
Understanding of community needs
Technology
2019 Strategic Framework Approved by PAAC + PAACF June 2019 62
RESOURCES
NUMBER OF
CURRENT
MEMBERS
NUMBER OF
PROSPECTIVE
MEMBERS
Money to give
Access to money
Access to other resources (foundations, corporate support)
Availability for active participation (solicitation visits, grant writing)
COMMUNITY CONNECTIONS
NUMBER OF
CURRENT
MEMBERS
NUMBER OF
PROSPECTIVE
MEMBERS
Religious organizations
Corporate
Education
Media
Political
Philanthropy
Small business
Social services
Other
PERSONAL STYLE
NUMBER OF
CURRENT
MEMBERS
NUMBER OF
PROSPECTIVE
MEMBERS
Consensus builder
Good communicator
Strategist
Team member
Other
2019 Strategic Framework Approved by PAAC + PAACF June 2019 63
AGE
NUMBER OF
CURRENT
MEMBERS
NUMBER OF
PROSPECTIVE
MEMBERS
Under 18
19 – 34
35 – 50
51 – 65
Over 65
GENDER
NUMBER OF
CURRENT
MEMBERS
NUMBER OF
PROSPECTIVE
MEMBERS
Male
Female
Nonbinary
RACE/ETHNICITY
NUMBER OF
CURRENT
MEMBERS
NUMBER OF
PROSPECTIVE
MEMBERS
African American/Black
Asian/Pacific Islander
Caucasian
Hispanic/Latino
Native American/Indian
Other
2019 Strategic Framework Approved by PAAC + PAACF June 2019 64
BOARD + STAFF ROLES
SHARED BOARD & PAACF STAFF
ROLES
ROLES OF PAACF BOARD
MEMBERS
ROLES OF PAAC F STAFF
FUND DEVELOPMENT
• Build Fund Development Plan together
• Strategize best approaches for different
donors & opportunities in tandem with
diverse fundraising efforts
• Work together to build prospect lists &
strategies
• Plan and execute events that recognize
donors
• Ensure fundraising efforts in place for:
o Corporate giving
o Foundation grant solicitation
o Individual donors
o Membership program
o Planned and estate gifts (future)
o Endowment (future)
• Develop Individual Board Action Plan
• Open doors to new contacts for the PAAC
staff
• Support staff work with donors
• Support and participate in the diverse
fundraising strategies
• Participate or host cultivation &
recognition events
• Ask for contributions from peers and
prospects
• Make annual gifts & stretch gifts for
fundraising campaigns
• Provide leadership and strategic support to the
Board
• Conduct prospect research when needed
• Include Board members to assist with particular
donors or campaigns
• Accompany Board members on fundraising calls
• Ensure that an annual fund for unrestricted gifts
is in place
• Manage the ongoing record-keeping and
tracking of donor activities and campaign efforts
• Implement management strategies for
Fundraising Plan (all levels of efforts)
• Maintain development dashboard to keep board
members informed about status of fundraising
efforts
ADVOCACY
• Create advocacy strategy and annual plan
together
• Cheerlead for PAAC
• Identify opportunities for visibility for PAAC
• Champion PAAC when out and about
• Keep advocacy strategy on track/Respond
to new opportunities as they arise
• Introduce others to PAAC and support
friend-raising activities (first step in
fundraising)
• Take individuals on tours with staff
• Attend key meetings when Board member
representation is needed
• Make assignments in support of strategy
and annual plan/monitor follow-through
and results
• Engage legislators when appropriate
• Provide materials/key information/messaging to
support the Board in their advocacy role
• Coordinate and enlist Board members for
advocacy assignments and presentations
• Make presentations with Board members
• Provide tours of the PAAC/Support Board tours
• Provide quotes & create interview opportunities
with the media
2019 Strategic Framework Approved by PAAC + PAACF June 2019 65
SHARED BOARD & PAACF STAFF
ROLES
ROLES OF PAACF BOARD
MEMBERS
ROLES OF PAAC F STAFF
BOARD OP ERATIONS
• Communicate with Board in support of
success of PAACF and PAAC
• Document Board participation at events and
in fundraising efforts
• Follow and support the Tenets of Board
Operations for the greatest success
• Participate in mentoring of new Board
members
• Remain attentive to distinctions of Board and
Staff responsibilities and the power of
working together
• Work together to support diverse
membership on the Board and a supportive
culture for diversity
• Uphold Tenets of Board Operation
reviewing once a year with full Board as a
refresher
• Review and update the Strategic
Framework each year in sync with
Outcome Measurements review
• Update Board calendar, roster and
Committee charters annually in sync with
annual goals
• Use recruitment matrix to maintain balance
• Fold in Tenets of Board Operations and
Strategic Framework into onboarding of
new Board members
• Provide leadership as Director of PAAC for the
success of PAACF through attendance at Board
meetings and Committee meetings
• Have Foundation Staff support Foundation
operations as appropriate
• Support annual updates of Board Handbook
• Support Committee work with a staff
representative and/or liaison
2019 Strategic Framework Approved by PAAC + PAACF June 2019 66
STRATEGIC FRAMEWORK
2019 Strategic Framework Approved by PAAC + PAACF June 2019 66
APPENDICES
APPENDIX A: STRATEGIC PLANNING PROCESS
The process was facilitated by Gail Anderson & Associates (GA&A) supported by a team of consultants including Nancy
Ragey (fundraising consultant), Mike Devine (financial analyst), Phil Kohlmetz (Public Narrative consultant), and Lexie Smith
Kliebe, Research and Design Associate, GA&A. The following highlights the key steps undertaken during the strategic
planning process.
Process Begins (September 2018)
• Confirmed steps of planning process with PAAC, City of Palo Alto and PAACF leadership and consulting team
• Reviewed documents and prepared for interviews
• Facilitated PAACF Board retreat by Nancy Ragey to begin discussion about fundraising strategies
Institutional Assessment (October 2018)
• Conducted confidential interviews with staff, PAACF Board members, City representatives, Emeritus Council
members, volunteers, PAACF members and donors, community representatives, etc.
• Analyzed findings from institutional and stakeholder interviews
• Researched regional museums and competitors, outlined operations of six local arts institutions and three
aspirational art centers, and identified four examples of innovation in art museums
Staff Retreat and Separate Board Work Session (November 2018)
• Reviewed and discussed findings from interviews and review of institutional documents
• Presented trends and issues facing art centers and museums in 21st century
• Assessed strengths and areas for growth (PAAC and PAACF)
• Outlined initial thinking on mission, values, vision, and organizational culture
• Identified three strategic priority areas
2019 Strategic Framework Approved by PAAC + PAACF June 2019 67
Work Sessions (December 2018 – March 2019)
• Launched series of work sessions to shape and build: community engagement; organizational culture; governance;
financial sustainability; visibility; mission, vision and values; and staff succession planning (some working groups
were Board or staff only, and some had participation by both Board and staff members)
Program Assessment (February - March 2019)
• Worked with staff who reviewed and determined steps for refinement of programs in sync with new direction for
the Art Center
City of Palo Alto Revie w (April 2019)
• Reviewed Strategic Framework and implications with City representatives
• Incorporated feedback and changes
Separate Staff and Board Sessions to Review the First Draft of Strategic Framework (April 2019)
• Reviewed Strategic Framework and implications
• Refined supporting frameworks and tools
Final Staff Review and Work Session (May 2019)
• Reviewed final Strategic Framework with staff
• Discussed value of Strategic Framework in the ongoing operations of PAAC
Board and City Adoption of Framework (May/June 2019)
• Reviewed final Strategic Framework with Board and City
• Discussed implementation and modification over time
• Adoption of Strategic Framework by Board and endorsed by City of Palo Alto
2019 Strategic Framework Approved by PAAC + PAACF June 2019 68
APPENDIX B: GUIDELINES FOR USING THIS STRATEGIC FRAMEWORK
With the adoption of this Strategic Framework, a new chapter is launched for the Palo Alto Art Center. This Framework
was co-created with PAACF Board, PAAC staff and the City of Palo Alto, and represents a deep conviction to realize the
vision for PAAC. It is not business-as-usual; rather, it is an energized vision that has been collectively envisioned to
dramatically grow the potential and impact of the Art Center in the community and beyond for years to come. As the Art
Center is a public/private partnership, this Framework is a carefully orchestrated and coordinated effort based on respect
for, and long-term commitment to work for, the sustainability of PAAC on behalf of the residents and visitors to Palo Alto.
Celebrate victories large and small as the steps are achieved and progress is made. Remain agile yet dogged in
advancing the priorities in this Framework. Unexpected opportunities will arise each year, requiring careful review to
determine if appropriate to pursue given that the budget and annual priorities have already been adopted. In many
cases, an existing priority may need to be set aside to make room for an alternate activity. This requires a blend of
assessing gains, costs, and potential with each decision, and use of the Board and staff program assessment and decision
tools.
Each year, the PAACF Board and the PAAC staff retreats are the moments to review and assess progress made on the
Strategic Framework against priorities and outcome measurements. Amass the outcome measurement results in advance
of each of the retreats to provide concrete evidence of progress. Tie annual Board evaluation to the retreat, and reflect
on learning moments during the past year, and as appropriate affirm or adjust the priorities for the coming year. The
Framework is a living management tool that will provide guidance for fundraising, financial management, decision-
making, Board recruitment, and growth throughout the Art Center, and will be modified and adjusted over time. Keep
the City of Palo Alto apprised of progress made, and include them as appropriate in the ongoing discussions about the
future of PAAC.
Clear roles and responsibilities must be embraced to make the Framework a useful management tool for the success of
the institution. The following guidelines are designed to help the Board and staff uphold their roles in support of the
Framework, and most importantly the mission, values, and vision for the future of the PAAC.
2019 Strategic Framework Approved by PAAC + PAACF June 2019 69
PAACF Board
As the nonprofit, fundraising entity for the PAAC, the PAACF Board is responsible for assuring that: PAACF follows and
uses the Strategic Framework, PAACF resources are appropriately allocated in support of that Framework and the PAAC,
and the Framework is modified as necessary over time. Listed below are some suggestions for the Board in the use and
implementation of this Framework.
The Board will:
Uphold and communicate the mission, vision and values of PAACF and PAAC
• Use the mission of the Foundation to guide work, always with an eye toward the PAAC mission, values and vision to
keep the two organizational efforts collaborative, and in sync;
• Communicate the mission, values and vision, and priorities set forth in the Framework, with stakeholders, the
community and the public, incorporating the tenets of Public Narrative when possible;
Use Supporting Frameworks
• Reference the Supporting Frameworks to guide Board work all year long:
o Use the Five-Year Fundraising Framework priorities and targets as an ongoing management tool, highlight
progress at every Board meeting, and stay the course to achieve the results outlined;
o Use the Financial Sustainability Framework as a baseline of the tenets of financial operations to clarify expectations
and the principles of ongoing work;
o Use the Governance Framework, the Strategic Board Recruitment guidelines, and Board Recruitment Matrix as the
Board “playbook”. Incorporate this work into new Board orientation, and ongoing reference to reinforce the
tenets of operation agreed to through this planning process;
o Assure all priorities requiring Board involvement are assigned to the full Board and relevant Board Committees for
the successful completion of the work;
o Provide updates and reports on progress advancing the Supporting Frameworks at Board meetings, and adjust
deadlines and priorities as needed.
Assess progress on Framework each year
• Conduct an annual review of the Supporting Frameworks with Board and PAAC leadership to assess progress made
over the past year, and to plan for the upcoming year with financial and resource allocations in the Foundation
budget;
2019 Strategic Framework Approved by PAAC + PAACF June 2019 70
• Use outcome measurements to assess the successful implementation of the Framework. Outcome measurements, like
other aspects of the Framework, are likely to be adjusted over time in response to changing realities. It is
recommended that outcome measurements be assessed once a year.
Use Framework to guide decisions, coordinate efforts, and stay on course
• Base decisions on the priorities of the Framework and make adjustments when appropriate. When new opportunities
arise, the Board should consider the impact to the Framework and gain input from PAAC leadership, as appropriate,
in order to make a balanced and informed decision. In some cases, taking on a new priority may require a vote by the
Board and require postponing some tasks in order to devote adequate time and resources to the new priority. If a
new opportunity or shift in priorities occurs, the Framework should be modified accordingly and involved parties
notified, including making adjustments to the budget;
• Make sure the proper supporting policies and procedures are in place and are updated as needed;
• Use the priorities and responsibilities laid out in the Framework to coordinate work for the coming year with the
Director and then refer to them when assessing progress.
Clarify Board expectations and evaluation
• Outline expectations so all Board members understand their leadership role as a Board member in implementing the
Framework;
• Evaluate the full Board and its performance advancing the Framework;
• Tie individual Board performance to responsibilities outlined in the Framework in tandem with Board member
expectations;
• Distinguish the specific Board and staff roles and responsibilities in advancing the Framework, and coordinate when
appropriate for the best outcome.
Incorporate in Board recruitment
• Review the Framework during the Board recruitment process and with new Board members during Board recruitment
and orientation.
Plan for next planning process
• Prepare to launch the next strategic planning process about a year prior to the completion of this Strategic
Framework.
2019 Strategic Framework Approved by PAAC + PAACF June 2019 71
PAAC Director
The PAAC Director is responsible for assuring that the Framework guides the work of the staff, and volunteers, and in
turn, works closely with the PAACF Board to reach goals. By setting a clear road map for PAAC and PAACF, this Strategic
Framework clarifies the leadership role and responsibilities that the Director must undertake. As a City employee, the
Director also adheres and follows City guidelines tied to budget development and monitoring, City staff hiring practices,
and relevant City guidelines and expectations.
The Director will:
Uphold and communicate the mission, vision and values of PAAC
• Use the PAAC mission, values and vision to guide the ongoing work of the PAAC and staff;
• Communicate the mission, values and vision, and priorities set forth in the Framework with stakeholders, the
community and the public, incorporating the tenets of Public Narrative, when possible.
Use as internal management tool
• Ensure staff understand their responsibility for supporting the mission, upholding the values, and working toward the
vision as well as their commitment to upholding the PAAC Tenets of Organizational Culture, and other tools created
to guide their work.
• Correlate all staff job descriptions and responsibilities to the specific priorities laid out in the Framework;
• Ensure that annual workplans for each staff member are based on the priorities in the Framework and assure that
these are referred to during annual performance reviews;
• Build annual budgets based on priorities defined in the Framework and supported by workplans;
• Use this Framework on an ongoing basis for guiding the work of the staff including during staff meetings, one-on-one
meetings with staff members, for projects at PAAC, and so on;
• Use the Framework as a tool when recruiting, hiring and onboarding new staff;
• Base decisions on the priorities of the Framework and make adjustments when appropriate. When new opportunities
arise, consider the impact to the Framework priorities and gain input from Board and staff as appropriate in order to
make a balanced and informed decision. Some decisions require Board approval while most can be managed at the
staff level. In some cases, taking on a new priority may require postponing some tasks in order to devote adequate
time and resources to the new priority. If a new opportunity or shift in priorities occurs, the Framework should be
modified accordingly and involved parties notified;
2019 Strategic Framework Approved by PAAC + PAACF June 2019 72
• Assure that volunteers are properly informed about the Framework and understand their role in implementing the
Framework.
Work closely with the Foundation Board
• Support the PAACF Board and priorities set forth in the Framework by making sure the proper supporting policies and
procedures are in place and are updated as needed;
• Use the Framework for fundraising purposes.
Assess progress on Framework each year
• Use outcome measurements during the annual review of the Framework and adjust the priorities and strategies for the
coming year based on results of the outcome measurement assessment.
Plan for next planning process
• Prepare to launch the next strategic planning process about a year prior to the conclusion of this Strategic Framework;
Staff
Staff is responsible for using the Framework to guide and prioritize their work. The Framework is a valuable tool for
conveying the overall priorities of PAAC to all staff (full-time and part-time) and providing context for their specific role(s)
in advancing the Framework.
Staff will:
Uphold and communicate the mission, vision and values of PAAC
• Use the PAAC mission, values and vision to guide the ongoing work of PAAC staff;
• Communicate the mission, values and vision, and priorities set forth in the Framework, with stakeholders, the
community and the public, incorporating the tenets of Public Narrative when possible.
Use as internal management tool
• Uphold their responsibility for supporting the mission, the values, and the vision as well as the PAAC Tenets of
Organizational Culture, and other tools created to guide the work of the staff;
• Be proactive in understanding their role and responsibilities as laid out in the Framework;
• Understand how each staff member supports the mission, upholds the values, and works toward the vision;
• Work with the Director to clarify job responsibilities, annual workplans, and similarly assure that those who report to
them receive the same level of support;
2019 Strategic Framework Approved by PAAC + PAACF June 2019 73
• Refer to annual workplans and the Framework during annual performance reviews;
• Use the Framework for individual and group management purposes, departmental meetings, project meetings, or
other ongoing aspects of operations;
• Base decisions on the priorities of the Framework and be prepared to make adjustments when appropriate. When
new opportunities arise, consider the impact to the Framework and bring the opportunity to the attention of the
Director, who will in turn bring it to the Board, if needed. Some decisions require Board approval while most can be
managed at the staff level. In some cases, taking on a new priority may require postponing some tasks in order to
devote adequate time and resources to the new priority. If a new opportunity or shift in priorities occurs, the
Framework should be modified accordingly and departments and individuals involved notified immediately;
• Support the Director during the budget process, assuring that priorities outlined in the Framework are accounted for
in the annual operating budget and are adjusted as needed throughout the year;
• Assure volunteers understand their roles in advancing the Strategic Framework, including training them on the
importance of the mission, values, and vision;
• Receive guidance for understanding any new areas of work or shifts in existing work, including training as needed, to
assist them in their work as appropriate; and,
• Receive information about updates and changes to the Framework over time and disseminate as appropriate.
Volunteers
Volunteers provide critical support to the staff all year long and play a significant role in helping staff members
accomplish their goals. Volunteers need to be informed of the priorities and direction outlined in the Framework, and
how their particular volunteer efforts support the PAAC moving forward.
Volunteers:
• Understand their role and responsibilities for advancing the Framework, and in particular, understand the overall
direction and priorities of PAACF and PAAC;
• Support the leadership provided by the Director, which assures that all volunteer efforts support an integrated
operation and institutional priorities.
2019 Strategic Framework Approved by PAAC + PAACF June 2019 74
APPENDIX C: INSTITUTIONAL PROFILE
PALO ALTO ART CENTER / PALO ALTO ART CENTER FOUNDATION
INSTITUTIONAL PROFILE AS OF NOVEMBER 2018
VISITOR USER INFORMATION
Annual attendance
Onsite
(exhibit, program
participation, etc.)
Total Attendance FY18: 144,289
• General attendance: 72,426
• Project Look: 6596
• Children’s Fine Art: 2408
• Family Days: 1684
• Exhibitions Public Programs: 3839
• Exhibitions attendance: 28668
• Birthday parties: 360
• Other rentals: 6279
• Special events: 17450
• Studio registrants: 1543
• Studio drop ins: 8009
• Volunteer hours: 7892
Offsite • Children’s Fine Art Outreach: 891
• Cultural Kaleidoscope: 962
Online Number of unique web visitors: 93,732
Number of unique page views: 118,860
New Facebook likes: 337 (current 3,230 likes)
New Twitter followers: 130 (current 1,198 followers)
New Instagram followers: 407 (current 1278 followers)
2019 Strategic Framework Approved by PAAC + PAACF June 2019 75
PALO ALTO ART CENTER / PALO ALTO ART CENTER FOUNDATION
INSTITUTIONAL PROFILE AS OF NOVEMBER 2018
VISITOR USER INFORMATION, cont.
Profile of visitors/
audiences/users
From FY2018 Performance
Measures
Adult Ages (68 total)
7% - 18 or younger
25% - 19 – 35
62% - 36 – 65
6% - 66 and over
Child Ages (41 total)
24% - 0 – 4
46% - 5 – 8
22% - 9 – 13
7% - 14 – 18
Ethnicity
White or Caucasian - 45%
Asian American - 29%
Other - 24%
Pacific Islander - 3%
African American – 0%
Latino – 0%
Geographic location
Palo Alto - 42%
Other - 27%
Mountain View - 15%
Los Altos - 6%
Menlo Park - 6%
Sunnyvale - 3%
East Palo Alto - 0%
Hours Hours vary according to program. General facility open hours are Tuesday-Wednesday--10 a.m. – 5 p.m.;
Thursday—10 a.m.- 9 p.m.; Friday and Saturday—10 a.m. to 5 p.m.; Sunday—1 p.m.- 5 p.m.
Classes, workshops, rentals, and special events take place after these hours.
Admission/program
fee charges
All exhibition attendance is free. Family Days and Friday Night at the Art Center events are free. Special
events are generally free. Cultural Kaleidoscope participation is free. Costs for class and drop-in programs
range from $2-$350.
Number of PAACF
members (type and #s)
656 members
(100 activist at $250; 20 alliance at $5,000; 114 circle at $1,250; 20 collector at $500; 35 complimentary; 195
enthusiast at $65; $158 family and friend at $125)
2019 Strategic Framework Approved by PAAC + PAACF June 2019 76
PALO ALTO ART CENTER / PALO ALTO ART CENTER FOUNDATION
INSTITUTIONAL PROFILE AS OF NOVEMBER 2018
GOVERNANCE
City oversight The Art Center Is a part of the Division of Arts and Sciences, Community Services Department, City of Palo
Alto. The current reporting structure is that the Art Center Director reports to the Assistant Director,
Community Services Department, who in turn reports to the COO, Community Services Department, who
in turn reports to the Acting Community Services Director, who in turn reports to the City Manager.
Foundation
Governance structure
The Foundation staff have a direct-line reporting relationship to the Art Center Director, but report to the
Board of Directors of the Foundation.
Number of Foundation
Board members/
Diversity
15 members. Members include a diverse mix of genders, ages, ethnicities and professions.
Foundation Board
Officers
Two Co-Presidents, Vice President, Secretary, Treasurer, Past President
Foundation Board
committees/task
forces
Executive, Finance, Governance
Foundation Emeritus
Council
21 members
2019 Strategic Framework Approved by PAAC + PAACF June 2019 77
PALO ALTO ART CENTER / PALO ALTO ART CENTER FOUNDATION
INSTITUTIONAL PROFILE AS OF NOVEMBER 2018
STAFF AND VOLUNTEERS
Staff (FTE, PT, other)
City-funded Staff
5 forty-hour, benefitted (one management and four SEIU regular) staff (two of these positions are partially
funded by PAACF)
3 thirty-hour, benefited (SEIU regular) staff
19 hourly staff, a mix of SEIU hourly and limited hourly, 2 of whom are partially funded by PAACF (see org
chart for details)
Contractors who provide exhibition installation and registration help, and teach summer camps and adult
classes.
Foundation Staff 2 full time (Fundraising and Operations Manager, Development Director), 1 part-time CK assistant, and
contract support (grant writer, CK instructors)
Total Staff 29, approximately 15 FTE
Support groups
(Name, purpose, #s) The Palo Alto Art Center Foundation is a 501(c)3 fundraising / advocacy organization
Volunteers
(Type and #s)
800 active volunteers; approximately half are teens. Volunteers at the Art Center essentially provide
support for all programs at the Center.
7892.17 hours
$217,823.89 volunteer value
Status of HR systems
and policies
The Art Center relies upon the City of Palo Alto for HR systems and policies. The City maintains extensive
policies outlining conduct and protocol. The City also maintains performance appraisal forms and systems.
The Art Center maintains its own staff handbook, onboarding procedures, and a “respect in the
workplace” policy.
2019 Strategic Framework Approved by PAAC + PAACF June 2019 78
PALO ALTO ART CENTER / PALO ALTO ART CENTER FOUNDATION
INSTITUTIONAL PROFILE AS OF NOVEMBER 2018
PUBLIC PROGRAMS & SERVICES
Exhibitions
How many: temporary,
traveling exhibitions on
and off site)
The Art Center generates all its exhibitions internally. The Center relies upon an exhibition philosophy
statement, which program staff review and update every few years. The Art Center presents exhibitions in
the Fall and Winter quarters, then the annual youth art/Cultural Kaleidoscope exhibition in spring, and a
summer exhibition. The Art Center also manages a community gallery in the children’s wing, which focuses
on community exhibitions and showcases the work of community partners (e.g., Eastside Prep, Camera
Club, Abilities United).
Public programs
(Name/type of
programs, target
audience(s))
Family Days—families—draw 200 to 600 people
Teen Takeover events—teens—draw approximately 50 teens per events
Friday Night at the Art Center—adults and young professionals—draw 200-600 per event
Lectures, panel discussions—draw 30-40 adult art enthusiasts
Class and workshop programs—distinct audiences based upon programs
Visitor services
The Art Center maintains a strong commitment to customer service, with dedicated visitor service staff
members. From time to time, program staff members participate in visitor services office hours by working
the Art Center front desk.
Online activities
(e.g., website, blogs,
Facebook, Twitter, etc.)
The Art Center maintains a website and active social media presence (Facebook, Twitter, Instagram).
Special public events
(e.g., festivals, open
houses, etc.)
The Center hosts a diverse range of public events every year. The Clay and Glass Festival draws more than
10,000 people to the Center in July. The Great Glass Pumpkin Patch attracts 5,000 people to the Center in
September. Family Days are hosted throughout the year. Several Friday Night at the Art Center programs
are hosted annually.
2019 Strategic Framework Approved by PAAC + PAACF June 2019 79
PALO ALTO ART CENTER / PALO ALTO ART CENTER FOUNDATION
INSTITUTIONAL PROFILE AS OF NOVEMBER 2018
PUBLIC PROGRAMS & SERVICES, cont.
Significant
partnerships/
collaborations
The Art Center maintains strong partnerships with more than 40 organizations in the community.
Partnership relationships range from co-presenters for some of our major special events (e.g., The
Association of Clay and Glass artists for the Clay and Glass Festival; the Bay Area Glass Institute for the
Great Glass Pumpkin Patch) to co-presenters for public programs (e.g., the Society for the Art and Cultural
Heritage of India, Palo Alto Library). The Center is currently working on a multiple-year partnership with
the Junior Museum and Zoo on a diversity initiative.
Other public services
The Art Center Foundation maintained the Gallery Shop for many years, but made a determination to
abort operations with the departure of the Retail and Member Services Coordinator.
Marketing and PR
activities
The Center employs a part-time Marketing Coordinator, who is responsible for writing and generating the
weekly "This Week at the Art Center" newsletter and for writing specific stories about people involved in
the Art Center for the newsletter and website. This position is also responsible for generating and
distributing press releases about Art Center events and programs. A cross-functional team that includes
the Director, the Program Assistant, the Marketing Coordinator, the Visitor Services Assistant, and any
marketing intern meets weekly to discuss social media strategy and tactics. The Center uses GAIN for its
social media editorial calendar and then maintains a long-term calendar with key story arcs throughout the
year.
2019 Strategic Framework Approved by PAAC + PAACF June 2019 80
PALO ALTO ART CENTER / PALO ALTO ART CENTER FOUNDATION
INSTITUTIONAL PROFILE AS OF NOVEMBER 2018
PUBLIC PROGRAMS & SERVICES, cont.
Evaluation/Visitor
research
Evaluation:
The Art Center received an Organizational Enhancement Grant from the Packard Foundation to develop a
culture of evaluation with consultant Erin Gong. As part of this process, Gong presented about evaluation
at a staff meeting and led the staff in the development of program planning tools based upon the
organization's Theory of Change and in creating an extensive "question bank" of survey questions in
SurveyMonkey. In the past year, the Director worked to revisit these the program planning tools with staff
and to develop updated survey instruments. Based upon grant funding, the Center has been able to
employ professional evaluators for specific projects. Most recently, the Center engaged a professional
evaluator to conduct an evaluation of the Play exhibition. An evaluator was contracted for the IMLS-funded
Creative Ecology program.
Visitor Research:
The Art Center conducts a general visitor survey that asks for demographic information.
Research and other
curatorial activities
The Art Center is a non-collecting institution. Exhibitions staff frequently conduct curatorial research
related to upcoming exhibitions.
Publications
(journals, books, special
publications,
e-publications, etc.)
The Art Center and Foundation publish a joint annual report that is sent to supporters and made available
to the public. In the past, the Center placed an emphasis on traveling exhibitions and producing
catalogues for those shows. With the reduction of our curator position to .75 FTE, limited staffing and
revenue resources, and questions about ROI on both traveling shows and catalogues, we've focused our
attention elsewhere. Art Center staff do contribute to publications (Lucy Larson recently contributed an
article to Museum Education), and staff frequently present at conferences (AAM, CAM, WMA) about the
work of the Art Center.
2019 Strategic Framework Approved by PAAC + PAACF June 2019 81
PALO ALTO ART CENTER / PALO ALTO ART CENTER FOUNDATION
INSTITUTIONAL PROFILE AS OF NOVEMBER 2018
CITY FACILITIES AND GROUNDS
Facilities
(List of buildings,
description of use, % of
public versus non-
public space)
The Art Center is housed in a 29,800 square foot facility that was originally built as City Hall for the City of
Palo Alto. 6,000 feet of the total square footage is a basement accessible only to staff for storage. Most of
the Center's square footage is public space (would estimate that 80% is public; 20% office space). The
building includes a gallery, lobby, meeting room, auditorium, extensive studio spaces for adults and
classrooms for children.
Technology capacity
and systems
(Systems, hardware,
software, maintenance,
etc.)
The City of Palo Alto maintains technology systems for the Art Center and the Palo Alto Art Center
Foundation. Systems are maintained by the City of Palo Alto's Information Technology team. All staff are
on laptop PCs. The Foundation uses and maintains a Salesforce Customer Relationship Management tool
that is also accessed and utilized by City staff. The Center uses iContact as an email marketing tool. SAP is
used by the City for purchasing and timecards. Other applications are general Microsoft Office tools.
Grounds
(General description
and acreage)
The Art Center is situated on a campus linked to the Rinconada Library and Rinconada Park. The site was
designed as a civic center space when the facility was built in the early 1950s as City Hall. The site includes
large expanses of grass, numerous heritage trees, and open space. Interior garden spaces at the Art
Center include the Sculpture Garden and the Historic Courtyard. There are several works of public art on
the campus, including a large-scale temporary Patrick Dougherty sculpture that was created in 2016. We
do not currently have acreage information about the property.
Status of safety,
emergency/disaster,
and security systems
The Art Center participates in the City of Palo Alto's emergency procedures. In addition, the Center
maintains its own emergency preparedness programs. These include an emergency plan for exhibitions
and artwork, an emergency evacuation plan (the Center conducts an annual evacuation drill), and
emergency supplies.
Public accessibility
The Art Center's facility renovation in 2012 ensured the building was fully ADA-compliant.
Parking and public
transportation
The Art Center has ample free parking in two lots directly adjacent to the building. Additional free parking
is available in the neighborhood.
2019 Strategic Framework Approved by PAAC + PAACF June 2019 82
PALO ALTO ART CENTER / PALO ALTO ART CENTER FOUNDATION
INSTITUTIONAL PROFILE AS OF NOVEMBER 2018
FINANCIAL INFORMATION
City financial support/
annual budget
Approximately $1.3M
City in-kind services To PAACF: office space, IT, phones, copiers, postage
Foundation annual
budget (combination of
individual donors,
corporate support,
grants, fundraising
events, investments,
and other earned
revenue)
FY18 Total Revenue: $644,484
Endowments/trusts
(Amount of interest
generated per annum)
No PAACF endowment. Legacy gift to the City continues to fund Art Center ceramics programs.
Capital projects The Art Center facility went through an extensive renovation in 2012, the result of a $4.7M capital
campaign.
2019 Strategic Framework Approved by PAAC + PAACF June 2019 83
PALO ALTO
BAY AREA
PENINSULA
OUT
CFA
PL
CK
VP
TEEN
FD
FNAC
ASP
IP
EXH
GGPP
Program List
OUT – Outreach Programs
FD - Family Days
CFA - Children's Fine Art
CK - Cultural Kaleidoscope
PL - Project Look
TEEN - Teen Programs
IP - Internship Program
ASP - Adult Studio Program
VP - Volunteer Program
GGPP – Great Glass Pumpkin Patch
FNAC – Friday Night at the Art Center
EXH – Exhibitions
PROGRAM ASSESSMENT RESULTS / GEOGRAPHIC
AUDIENCE DISTRIBUTION CHART
March 2019
2019 Strategic Framework Approved by PAAC + PAACF June 2019 84
FAMILIES
YOUNG PROFESSIONALS
TEENS / TWEENS
LIFELONG LEARNER
SCHOOL / STUDENTS / TEACHERS
ARTISTS
PALO ALTO DIVERSITY
Program List
OUT – Outreach Programs
FD - Family Days
CFA - Children's Fine Art
CK - Cultural Kaleidoscope
PL - Project Look
TEEN - Teen Programs
IP - Internship Program
ASP - Adult Studio Program
VP - Volunteer Program
GGPP – Great Glass Pumpkin Patch
FNAC – Friday Night at the Art Center
EXH – Exhibitions
PROGRAM ASSESSMENT RESULTS / AUDIENCE
VP CFA OUT GGPP FD
ASP FNAC
VP EXH TEEN
EXH
VP ASP EXH
GGPP FNAC
EXH PL CK IP
GGPP VP ASP EXH FNAC
March 2019
2019 Strategic Framework Approved by PAAC + PAACF June 2019 85
CFA
ASP
VP
TEEN FNAC PL CK FD
GGPP
PROGRAM ASSESSMENT RESULTS / MISSION IMPACT + FINANCIAL SUSTAINABILITY
Program List
OUT – Outreach Programs
FD - Family Days
CFA - Children's Fine Art
CK - Cultural Kaleidoscope
PL - Project Look
TEEN - Teen Programs
IP - Internship Program
ASP - Adult Studio Program
VP - Volunteer Program
GGPP – Great Glass Pumpkin Patch
FNAC – Friday Night at the Art Center
EXH – Exhibitions
Profitability ($)
Keep!
(High mission impact,
high profitability)
Adjust
(High mission impact,
low profitability)
Eliminate
(Low mission impact,
low profitability)
Evaluate
(Low mission impact,
high profitability)
Low High
Low
High
Mi
s
s
i
o
n
I
m
p
a
c
t
IP
OUT
EXH
March 2019
2019 Strategic Framework Approved by PAAC + PAACF June 2019 86
APPENDIX F: INTERVIEWEES + PARTICIPANTS
Staff and Foundation Board were both interviewees and participants, and the others were interviewed only. Interviews
were conducted in October, 2018, and thus the position titles below reflect their position at that time.
PAAC/PAACF Staff
Karen Kienzle, Director
Grace Abuskarkh, Director of Volunteer Engagement
Sarah Carle, Contract Grantwriter
Selene Foster, Curator
Ken Heiman, Marketing Coordinator
Shae Iwasaki, Director of School and Teacher Programs
Karen Kwan, Development Director
Lucy Larson, Director of Education
Denise Laxen Di Zazzo, Family and Teen Programs
Coordinator
Caitlyn Marianacci, Children’s Fine Art Assistant
Rebecca Passarello, Children’s Fine Art Coordinator
Suzanne Ramirez, Visitor Services II
Fanny Retsek, Studio Program Manager
Celina Sandoval-Gallo, Visitor Services I
Amanda Salisbury, Visitor Services Assistant
Anna Soland, Exhibitions Coordinator
Paige Sweetin, Fundraising and Operations Manager
PAAC Foundation Board
Sally Glaser, Co-President
Judy David, Co-President
Gurmeet Lamba, Vice President
Barbara Carman, Secretary
Marcia Pugsley, Past President
Cynthia Cole
Nicole O’Malley
Bhaskar Rangarajan
Jonathan Whitmore
Christina Wong
PAACF Emeritus Council
Pat Bashaw
Bern Beecham
Melissa Caswell
Judith Content
Anne Gregor
Iris Korol
Susan Rosenberg
Meera Saxena
Jan Schachter
Carolyn Tucher
2019 Strategic Framework Approved by PAAC + PAACF June 2019 87
Volunteers
Meera Bharat
Helena Cirne
Jane Gee
Carol Gilbert
Sua Kim
Michelle Mazzuchi
Dorothy Reller
Denise Savoie
Sophia Zhang
Donors + Members
Peggy Dalal
Anne Dauer
Sue Diekman
Kathy Miller
Susie Richardson
Dorothy Saxe
Mara Wallace
City of Palo Alto
John Aikin, Director, Palo Alto Junior Museum and Zoo
Rob De Geus, Assistant City Manager
Rhyena Halpern, Assistant Director, Community Services Department
Alex Hamilton, Director of Education, Palo Alto Junior Museum and Zoo
Tina Keegan, Exhibits Director, Palo Alto Junior Museum and Zoo
Monique le Conge Ziesenhenne, Director, Library and Community Services Department
Kristen O’Kane, COO
Community Representatives
Ellen Clear, Program Officer, Packard Foundation
Li Ezell, Arts Program Manager, Ravenswood Education Foundation
Shawna Hamilton, Yellow Chair Foundation
Angela Karamian, Art Teacher, Costano, Turn Around Arts School
Faith Kwon, Elementary Teacher, CK Participant
Jessica Mele, Program Officer, Hewlett Foundation
Renu Nanda, Executive Director, Ravenswood Education Foundation
Cammie Vail, Executive Director, Palo Alto Community Fund