SOMArts Strategic Plan 2015-2018

SOMArts
Strategic Plan
2015-2018
SOMArts Strategic Plan 2015-2018
Table of Contents

Welcome 3
Introduction 4
Mission 5
Core Values 6
Goals 7
1.
Help artists develop and professionalize their
community-focused practices by leveraging

existing resources and partnerships
2. Enhance SOMArts support services to

increase capacity for artists and organizations
11
3. Refine and measure the effectiveness of

organizational messaging to sustain durational
and impactful community engagement
17
4. Optimize infrastructure to increase efficiency

and effectiveness 20
5. Diversify funding sources and develop

long-term relationships to ensure a sustainable
financial future

23

6. Further develop the Board of Directors to
ensure effective governance 26
Appendix: Strategic Planning Participants 30

Welcome
Welcome to SOMArts 20152018 Strategic
Planthe most inclusive and thorough
planning process SOMArts has undertaken
in its 35-year history.
SOMArts has a colorful history of celebration and
transformation. Like many Bay Area organizations,
recent years have seen considerable changes
and challenges. In many ways SOMArts has
thrived, growing our audiences and our operating
budget, gaining visibility and recognition,
building community support through individual
donors and volunteers. However, demand
for the resources SOMArts provides has also
grown. Nonprofit displacement has impacted
the accessibility and affordability of art in San
Francisco. Artists and organizations are struggling
to remain in communities and neighborhoods
whose vitality they have cultivated over decades.
The board and staff of SOMArts are keenly aware
of the communitys need and the importance
of resourceful, consistent and compassionate
organizations within this arts ecosystem.
This document is the result of a focused,
collective endeavor to envision the future. For
our first-ever strategic plan, we felt that our
scrappy, big-hearted, experimental nature would
be complemented by a seasoned planning team
and a structured process that was rooted in an
understanding of our communitys needs as well

as our financial reality.
In examining how SOMArts serves artists,
audiences and organizations in the Bay Area, the
9-month process involved:

(1) c
hoosing a highly qualified team to assist
the board and staff in authoring the plan;

(2) inviting critical assessment, discussion
and ideas from artists, tenants, clients,
funders and municipal partners in
one-on-one interviews and group
sessions;
(3) e
ngaging the staff and board together
for creative visioning and practical
implementation.
This work would not have been possible without
the dedication and investment of our Board
of Directors, the intelligent leadership of our
hardworking staff, the many generous colleagues
who took time to share their insights, and the
facilitation of our team at Museum Management
ConsultantsAdrienne Horn, Katie Sevier-Potter
and Georgianna Lagoria de la Torre. Throughout
the process, the ongoing dialogue between
artists and audiences at SOMArts has fueled
many discoveries and debates.
SOMArts is an important partner to over 1,000

artists and 100 arts and culture nonprofits
annually who rely on our space, support and
services.
We play a vital role in this regions arts ecosystem
and feel that the goals and priorities included in
this plan will strengthen our organization and aid
us in continuing to cultivate access to the arts,
working together with partners who share our
values.
If you are reading this, you are someone who
cares about the Bay Area as a home for culturally
engaged, thrillingly experimental, social and
political art. Whether you are an audience
member, funder, artist or community partner,
we hope that you will invest in SOMArts and
help us build a future, together.
Sincerely,
Lex Leifheit and Brian Freeman

On behalf of the Board and Staff of SOMArts
Introduction
This Strategic Plan is the result of a process
undertaken by the Board of Directors and
Staff of SOMArts during 20142015. Museum
Management Consultants, Inc. (MMC)
worked with the Board, Staff, and other
stakeholders to address future directions.
The first phase of the planning process
consisted of confidential interviews and
a visioning workshop with Board and
Staff to determine the core issues facing
SOMArts. These core issues became the
foundation for the planning sessions and
included helping artists develop and
professionalize their community-focused
practices; enhancing SOMArts support
services to increase capacity for artists and
organizations; refining and measuring the
effectiveness of organizational messaging;
optimizing the SOMArts infrastructure;
diversifying funding sources to develop
long-term financial sustainability; developing
the Board of Directors to ensure effective
governance.
Mission, vision, core values, institutional

goals, and objectives were established
for the next three years, accompanied
by assigned accountabilities and timelines.
It will be important for the Board and Staff
to track progress and update the plan on
an ongoing basis to reflect changes in the
external and internal environment.
This Strategic Plan builds on the significant
achievements of SOMArts, and identifies
areas of future growth that will strengthen
the ability to effectively and resourcefully
serve the Bay Area communities. Board and
Staff are committed to quality in SOMArts
operations and activities; this plan embraces
that commitment and strategically positions
SOMArts to thrive in the years ahead.
Adrienne Horn, President
Museum Management Consultants, Inc.
Mission
SOMArts cultivates access to the arts within the Bay Area
by collaborating with community-focused artists and
organizations. Together, we engage the power of the
arts to provoke just and fair inclusion, cultural respect,
and civic participation.
The Values We Share

Serving diverse communities

Working collaboratively
Supporting creative risks and community expression
Being open, accessible, affordable, and inclusive
Working for social justice and change
Maintaining sustainable finances
Fostering a positive working and learning environment
Goals.
Goal 1
Help artists develop and professionalize by
leveraging existing resources and partnerships.
SOMArts presents exhibitions,
performances, and classes in collaboration
with community-focused artists, curators,
and organizations. Programs produced
by SOMArts include the annual Dia de los
Muertos exhibition and related Gathering
the Embers performance; The News, a
monthly queer performance series; and
the Commons Curatorial Residencies, three
exhibitions per year presented in the main
gallery by guest curators selected through
an open proposal process. In addition, we
provide space, outreach, and technical
support for annual exhibitions curated by
Asian Pacific Islander Cultural Center and
Queer Cultural Center. Classes include
printmaking offered by Chrysalis Studios,
studio ceramics classes for youth offered
by City Studio, and a darkroom program
offered by the Sixth Street Photography
Workshop.
SOMArts partners are passionate about
their projects and their communities, and
there is a growing need for the kind of

affordable and community-built space that
SOMArts provides. However, these creative
collaborators have disparate constituencies,
and are seen by the community as being
distinct from SOMArts. As a result, the
audiences and word-of-mouth reputation
of these exhibitions and collaborations,
with the exception of those produced by
SOMArts, accrue mostly to the partner. In
addition, there is a lack of data to form a
true understanding of the impact SOMArts
has on its partner artists and organizations
as well as the audience experience for the
various programs.
A key priority for the next three years will be
to gain an overview of these collaborations,
partnerships, and programs in order to
determine audiences and impact. Once
this information is collected, SOMArts can
communicate this overview to internal and
external stakeholders, and make informed
decisions about future programs and
Goal 1
Help artists develop and professionalize by leveraging

existing resources and partnerships.
Objectives
1.1 M
easure and evaluate public
engagement in creative
collaborations programming
Accountability
Financial Resources
FY 2016
Director of Community Engagement
FY 2017
FY 2018
Existing
Q1
1.1.1 C
ollect and analyze attendance
data to determine
nature, size, and retention
of participants
1.1.2 T
rack personal development
of cultural producers who
originate works at SOMArts
Q3
1.1.3 Identify and document youth

and community focus within
creative collaborations
1.2 D
efine decision-making
framework and guidelines
for assessing creative
collaborations with:
Community groups (e.g.
developers, restaurants,
CBDs, and other businesses)
Cultural and social services
organizations that serve
historically underinvested
communities
Art funders
Local universities and other
nonprofit organizations
City agencies and networks
Completion Date
Q3
Executive Director
Existing
Q2
Q2
Q2
Q2
Q2
1.2.1 Define indicators of

community focus
1.3 C
ommunicate an overview
of creative collaborations to
internal and external
stakeholders and audiences
1.3.1 Create a weekly schedule of all
programs on-site to post and
distribute
1.3.2 Convene cohort of creative
collaborators to broaden social
and aesthetic networks and
align programs
1.3.3 Develop a SOMArts dashboard
for use internally and on the
website to track and display key
metrics
1.3.4 Quantify, clarify, and communicate how SOMArts supports
cultural producers and helps
them attain economic and
professional opportunities
1.3.5 A
ctivate archives of past
exhibitions, performances,
and programs to tell the
SOMArts story
Existing
$2,000
Ongoing
Curator for Inquiry & Impact
Existing
Q3
Executive Director
$5,000
Q1
Executive Director
Existing
Q1
Existing
Q3
Administrative Office Manager
Existing
Ongoing
Existing
Ongoing
Executive Director
Existing
Q1
1.4 Explore future programming

1.4.1 D
etermine the number of
youth-focused artists and
organizations served annually
1.4.2 Determine the number of
performing arts organizations
and artists served annually
1.4.3 Determine key metrics for
measuring opportunity and
impact annually including youth
and performance-focused
metrics
10
Goal 2
Enhance SOMArts support services to increase
capacity for artists and organizations
SOMArts provides support services to Bay Area
artists and non-profit organizations through
its Affordable Space Program, Neighborhood
Arts Services, and Fiscal Sponsorship Program.
The Affordable Space Program offers venue,
technical, and logistical support within the
SOMArts facility for rent at below-market rates;
Neighborhood Arts Services provides staging,
lifts, and sound systems to outdoor music
festivals, parades, and other neighborhood
events; and the Fiscal Sponsorship Program
allows emerging organizations that do not
have non-profit status to access economic
opportunities such as grant funding and
individual donations.
Each program holds a unique space in San
Franciscos changing arts ecosystem. The
Affordable Space Program fills a specific need
in the community as rental spaces that appeal
to small and mid-sized organizations have
decreased in number. Neighborhood Arts
Services longstanding practice of recruiting
youth from alternative high schools and
charter programs helps transitional youth build
skills to access jobs in local unions and event

production. And several arts organizations
are cutting back on fiscal sponsorship activity,
which has placed new emphasis on SOMArts
Fiscal Sponsorship Program. As SOMArts
rethinks and repositions its programs in
response to changing internal and external
environments, the organization hopes to
leverage these opportunities to increase
the impact and effectiveness of its
support services.
Priorities identified over the next three years
include refining the Affordable Space Program
for greater efficiency and facility utilization,
upgrading equipment and studying the potential
for a formal youth development program within
Neighborhood Arts Services, and growing the
Fiscal Sponsorship Program and offering more
capacity building resources. Across all
three programs, efforts will be made to
cross-promote services and programs to
convey the full spectrum of services available.
11
Goal 2
Enhance SOMArts support services to increase capacity

for artists and organizations
Objectives
Accountability
Financial Resources
FY 2016
AFFORDABLE SPACE PROGRAM
2.1.2 Develop a process for

evaluating new business ideas
to understand the resources
required as well as financial
and opportunity costs
(e.g. staff time, percentage of
staff capacity, time to configure
space, lost revenue, community
focus, impact on current
clients)
FY 2017
FY 2018
Existing
2.1 M
aximize potential for Bay
Gallery, Theater, Studios,
and Classrooms to meet
community needs
2.1.1 Review and evaluate Support
Services strategy on an annual
basis to determine:
Alignment with SOMArts
mission and values, and
community focus of
organizations and
individuals reached
Number of clients served,
amount of money subsidized,
and percentage of total cost
of service subsidized
Needs and best mechanisms
for offering support services
Completion Date
Executive Director
Ongoing
Events Manager
Ongoing
Executive Director
Ongoing
Executive Director
$5,000
Q2
12
2.1.3 Enhance the Affordable Space

Programs web presence to
provide more information for
potential users
2.1.3.1 Improve client
experience online:
Create 5-10 descriptions of
frequently-requested
configurations including
picture/floorplan, capacity
and a short description
Create quote templates for
frequently-requested
configurations using events
management software
Create and maintain a more
detailed online catalog of
resources, equipment
and rates
FY 2016
Director of Facility and
Technical Operations
2.2.2 Review contract structure for

other large-capacity venues to
determine pricing structure,
policies, and risk management
needs.
FY 2018
Q1
Q1

Events Manager
Q2
Q1

2.2 E
xamine how competing
spaces are structured,
priced and promoted
2.2.1 R
eview rental and co-presenting
frameworks for arts venues to
explore possibilities
for separating or adding
services: technical, box office,
concession, and outreach
Existing
FY 2017
Existing
Executive Director
Events Manager
Curator of Inquiry and Impact
Q3
Q3
Q2
2.2.3 Consult with organizations who

offer dynamic pricing models
for artists and small-budget
organizations to assess staffing
needs, challenges and
opportunities of new models.
13
FY 2016
NEIGHBORHOOD ARTS SERVICES

2.3 Create an interdepartmental
working group to promote
coordination between
Neighborhood Arts Services and
Affordable Space Program
2.3.1 Complete an equipment
inventory, evaluate utilization
and condition of equipment and
integrate available equipment into
online rental catalogue for both
programs.
Executive Director
Director of Neighborhood
Arts Services
2.4 Complete a five-year plan for

equipment and maintenance
upgrades including projected cost
estimates and potential revenue
sources
Arts Services
2.4.1 Develop business and

transition plan for relocation
of Neighborhood Arts services
warehouse.
Arts Services
2.5 Develop a business plan for

potential youth workforce
development program within
Neighborhood Arts Services
2.7 Develop an annual timeline for
Neighborhood Arts Services
operations that includes
workforce efficiency, training,
market analysis, business
development, maintenance and
program delivery
Existing
FY 2017
FY 2018
Q1
Q1
Existing
Q3
Q2
Executive Director
Existing / Americorps VISTA
Arts Services
Existing
Q3
Q2
14
FY 2016
2.8 Refine the Neighborhood Arts
Services section of the SOMArts
website to increase functionality
for potential users (e.g. business
to business channel, equipment
catalogue with photos)
Director of Community
Engagement
$1,000
FY 2017
FY 2018
Q3
FISCAL SPONSORSHIP
2.9 Build capacity among
organizations and artists
participating in the Fiscal
Sponsorship Program through
an array of complementary
support services
2.9.1 Gather information from
existing fiscal sponsorships
to understand what services
would be most helpful
Existing
Fiscal Sponsorship Manager
Q1
2.9.2 Based on feedback, study

the costs and revenues
associated with any new
offerings
Executive Director
Q2
2.9.3 Develop new support services

for fiscal sponsorships as
appropriate
Executive Director
$5,000
Executive Director
Existing
2.10 Begin to sponsor new projects

2.10 Refine program guidelines
as appropriate to establish a
threshold of activity for new
projects
Q4
15
FY 2016
2.11 Scale fiscal sponsorship program
so that fees cover direct
expenses
Executive Director
Existing
2.12 Grow total fiscally sponsored

project contributions to
$350,000
Executive Director
Existing
Existing
Executive Director
$65,000
FY 2017
FY 2018
Q4
Q4
Q4
ADMINISTRATION
2.13 Establish and utilize messaging
that articulates the spectrum
of support services offered and
its impact
Q2
2.14 Look at long-term staffing

needs for support services
(also see Goal 4)
Business development
Department head for all
support services
Other
Q2
16
Goal 3
Refine and measure the effectiveness of
organizational messaging to sustain durational
and impactful community engagement
Since its founding in 1979, SOMArts has been
a cross-cultural community hub where the
diverse voices and expressions of the City
can be shared. Annual on-site audiences
for exhibitions, classes, and performances
number 30,000, while over 260,000
individuals are reached through SOMArts
support services. However, it is unclear
how often the constituents of one program
overlap with another, and an audience
for SOMArts as an organization has been
difficult to cultivate.
promote their activities through social

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

importance of communicating SOMArts
singular mission, vision, and values.
One paid SOMArts staff member is
Priorities during the next three years
responsible for the communications
include evaluating current communications,
program which includes bi-weekly emails,
developing clear and consistent messaging,
a winter brochure, social media, calendar
and collecting and disseminating the data
listings, and press releases. These efforts are needed to tell the SOMArts story.
supplemented by the efforts of participating
artists who are provided with a toolkit to
17
Goal 3
Refine and measure the effectiveness of organizational messaging to

sustain durational and impactful community engagement
Objectives
3.1 Evaluate current communications
3.1.1 Determine how to increase
effectiveness and efficiency of
marketing support for creative
collaborators. For example,
building their capacity through
professional development
cohorts (bring artists and
curators together)
Accountability
Financial Resources
Completion Date
FY 2016
Existing
Q2
Existing
Q4
3.2.1 Increase dialogue between

support services and marketing
Executive Director
Existing
Ongoing
3.2.2 Publish an annual report that

informs and shares metrics
Executive Director
$2,000
Q3
3.1.2 E
xplore revenue opportunities
for marketing, e.g. preferred
vendors
FY 2017
FY 2018
3.2 Redefine the organizations brand

and improve overall messaging
18
FY 2016
3.3 Develop and implement an
annual Marketing Plan in tandem
with budgeting process and
include all senior staff
3.3.1 Determine appropriate
messages to relate to audiences
3.3.2 Identify the type of media
covered for SOMArts and
how it will be secured
Existing
Q3
Q1
3.3.3 Develop marketing and public

relations materials and story
ideas
Ongoing
3.3.4 Ensure marketing and public

relations messaging is
reflected in all SOMArts
communications including
fundraising, grants, advocacy,
and outreach
Ongoing
FY 2018
Q3
$10,000
Existing
FY 2017
19
Goal 4
Optimize infrastructure to increase efficiency
and effectiveness
The South of Market Cultural Center is a
26,190 square foot former ironworks owned
by the City of San Francisco and located on
Brannan Street next to an elevated freeway.
The facility includes administrative offices;
a 99-seat expandable black box theater;
darkroom; studios for printmaking, ceramics,
and dance; three classrooms; and two
gallery spaces.
The organization has operated in the same
location for nearly 40 years, and there are
a number of deferred maintenance and
accessibility issues. For example, the HVAC
system is neither efficient nor effective, nor
is there an elevator to offices, classrooms,
and studios situated on the second floor.
As one of San Franciscos municipal cultural
centers, SOMArts is eligible for capital
improvement funding. However, with many
public buildings competing for public
funding, SOMArts is not always seen as a

priority, and needed improvements are
often delayed.
Additional issues related to the facility
include the efficient utilization of space,
and the external appearance of the building
to be more welcoming to visitors and better
reflect the SOMArts brand. A thorough
assessment of the facility is needed to
address these issues internally and better
communicate capital funding needs both
to the City and potential private donors.
SOMArts flat management structure and
staffing levels reflect a lean, hardworking
team. The priority for the next three years in
this regard is to improve the cross functions
and efficiency of departments and staff, and
to ensure that staff communicates.
20
Goal 4
Optimize infrastructure to increase efficiency and effectiveness

Objectives
Accountability
Completion Date
FY 2016
FACILITY
4.1. Develop and implement
a Facility Plan
Financial Resources

FY 2017
Existing
FY 2018
Q1
4.1.1 Conduct a facility assessment;

identify the following:
Deferred maintenance issues and
related cost estimates (resurface
driveway, etc.)
Q1
San Francisco Arts Commission
Capital improvement issues and

related cost estimates:
Heating system
Floors
Building faade
Other
Current and potential usage of
spaces and related cost
estimates
4.1.2 Share completed Facility
Plan with City of San Francisco
and potential donors to
obtain funding for facility
improvements
Q4
Q4
Executive Director
Existing
Executive Director
Existing / Board Expertise
Q2
STAFFING
4.2 Examine organizational chart
for staffing levels, cross
functionality, and efficiency
Q2
21
FY 2016
4.3 Develop recurring schedule for
staff, tenant, and partner training
and orientation

Existing
Q1
4.4 Continue staff team building and

professional development and
explore new initiatives.
Executive Director
$5,000
Ongoing
4.5 E
valuate how staff time is
allocated between support
services, exhibitions, and
other events.
Executive Director
Existing
Q3
FY 2017
FY 2018
22
Goal 5
Diversify funding sources and develop
long-term relationships to ensure a
sustainable financial future
SOMArts is an independent non-profit
organization with annual revenues of
approximately $1.6 million, including the
value of its building. As the manager and
operator of a City-owned facility, SOMArts
receives significant funding and support
from the San Francisco Arts Commission.
Approximately 70% of SOMArts revenues,
including a grant and the value of the
SOMArts building, are derived from the Arts
Commission. Earned income from SOMArts
support services and creative collaborations
generate another 20% of revenues, while
grants constitute approximately 9%, and
private contributions 1% of revenues.
The pursuit of contributed revenues began
within the tenure of the current Executive
Director. As a nascent program, fundraising
efforts are led by a few staff members,
on top of their other responsibilities, with
assistance from the Board of Directors.

Fundraising continues to grow at SOMArts;
in 2014, the organization received over 250
donations, including full participation from
the Board of Directors.
While the Arts Commissions support
provides a consistent base of annual income
that has kept SOMArts finances in the black,
there is a need to diversify revenue streams
in order to reach a larger audience and
build a financial reserve against any future
decreases in City funding. As such, this
Strategic Plan positions SOMArts to
evaluate and refine existing revenue
streams and continue to build new funding
sources while continuing to minimize
operational expenses.
23
Goal 5
Diversify funding sources and develop long-term

relationships to ensure a sustainable financial future
Objectives
Accountability
Financial Resources
Completion Date
FY 2016
EARNED INCOME
5.1 E
valuate current programs for
maximum revenue potential and
financial sustainability
Executive Director
Existing
5.2 Evaluate the feasibility of a

SOMArts membership program,
including:
Categories of membership
(beginning with organizational
membership)
Benefits to be offered
Expenses, including staffing
Projected revenues
Timeline
$5,000
FY 2017
FY 2018
Q4
Q3
Existing
CONTRIBUTED INCOME
5.3 Develop a three-year Fund
Development Plan that outlines
contributed income strategies in
the following areas:
Existing
Q4
5.3.1 Grow number of donors

by 25%
Executive Director
Q4
5.3.2Increase foundation revenue

by 30% over three years
Executive Director
Q4
24
FY 2016
5.3.3 Establish a small number of
cultivation events for donors
$2,000
Q4
5.3.4 Develop a strategy to engage

Board in donor appeals at
SOMArts events (also see Goal 6)
Existing
Q1
5.4 Refine messaging used in all

fundraising materials and
in-person asks
Existing
5.5 Evaluate staffing needs to build

contributed revenue
(also see Goal 4)
5.5.1 Consider other staffing
changes that would allow the
Executive Director more time
for peer-to-peer fundraising
FY 2017
FY 2018
Q3
Existing
Executive Director
Existing
Q1
25
Goal 6
Further develop the Board of Directors to ensure
effective governance
In recent years, the SOMArts Board
of Directors has engaged in board
development efforts that have provided
further definition to its bylaws, roles and
responsibilities, committee structure,
recruitment of new members, and new
member orientation. Though small in
number at seven members, the Board
functions well and has a healthy
relationship with the Executive Director.
the Board, instituting Board evaluation,

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

years will focus on further strengthening
the governing body by growing the number
of Directors and variety of expertise on
26
Goal 6
Further develop the Board of Directors to ensure effective governance
Objectives
Accountability
Financial Resources
Completion Date
FY 2016
BOARD DEVELOPMENT & EVALUATION
FY 2017
6.1 G
row the Board to 10-12 members
through active recruitment of
particular expertise/demographics
(e.g. mid-career artist, corporate
philanthropy, financial expertise,
community organizing)
Executive Director
Existing
Q1
6.1.1 Engage potential future

members on Board committees
Executive Director
Existing
Q1
Executive Director
Existing
Q3
Board Executive Committee
Existing
Q3
Existing
Q1
FY 2018
6.2 E
stablish a program for Board
evaluation
6.2.1 Experiment with forms of
board evaluation that have
been successful in similar
organizations
6.2.2 Introduce annual, confidential
evaluation of the Board
(e.g. annual survey)
COMMITTEES
6.3 Rethink the role of the Board
Development Committee
C
ontinuous nomination
and recruitment
B
oard evaluation
O
rientation of new members
Executive Director
27
FY 2016
FY 2017
FY 2018
6.4 C
ontinue to build the work of the
Fund Development Committee
6.4.1 C
onsult with SOMArts staff and
contract personnel to create a
three-year Fund Development
Plan (also see Goal 5)
6.4.2 Utilize Board to thank donors
(phone calls, personalized
letters) for gifts of a certain level
Executive Director
Existing
Q1
Development Assistant
Existing
Q3
Executive Director
Existing
Q1
Executive Director
$2,500
Q4
Executive Director
Existing
Q1
Board President
Existing
Executive Director
Existing
6.5 E
stablish a Strategic Plan
Oversight Committee
6.5.1 Define the Oversight
Committees participants as
well as roles and responsibilities
GENERAL
6.6 H
old an annual one-day Board
and staff retreat to evaluate
efforts of the past year and to
add an additional year to the
Strategic Plan
6.7 E
ngage Board to speak at
SOMArts events and on behalf of
the organization in public settings
6.8 W
ork with Executive Director to
develop a program evaluation
tool that will apply to all SOMArts
programs (to be implemented by
SOMArts staff)
6.9 D
evelop succession plans for
the Board Chair and Executive
Director
Q4
Q4
28
Appendix:
Strategic Planning Participants
Strategic Plan Steering Committee
Dorothy Santos
La Vette Virden, Bookkeeper
Richard Kamler, Artist
Debra Bok, Fiscal Sponsorship &

Administrative Office Manager, SOMArts
Peter Sizgoric, Treasurer

Sherry Suisman
Ren Yaez, Director of Special

Projects, Building Manager
Joen Madonna, Executive Director,

ArtSpan
SOMArts Staff
Rio Yaez, Building Manager,

Day of the Dead Co-Curator
Vinay Patel, Executive Director,

Asian Pacific Islander Cultural Center
Iris Fluellen, Vice President and

Secretary, SOMArts Board of Directors
Debra Bok, Fiscal Sponsorship &

Lex Leifheit, Executive Director
Jess Young, Director of Communications Martha Rodriguez, Artist

and Community Engagement
Tere Romo, Program Officer for Arts
and Culture, San Francisco Foundation
Collaborators, Artists,
Amanda Vigil, Artist
and Community Members
Shamsher Virk, Communications and
Celeste Chan, Artist
Engagement Director, CounterPulse
Tamika Chenier, Program Manager,
Kolmel WithLove, Artist
African American Art & Culture Complex
Sherry Suisman, SOMArts Board of

Directors
Alex Lukas, Director of Facilities and

Sarah Davis, Event Planner and Emeritus

Board Member
La Vette Virden, Bookkeeper, SOMArts
Mary Molly Mullaney, Technical Services

& Events Office Manager
Tom DeCaigny, Director of Cultural

Affairs, San Francisco Arts Commission
SOMArts Board of Directors
Dion Reiner-Guzman, Building Manager

and Technician
Cara Rose DeFabio, Artist
Brian Freeman, President, SOMArts

Board of Directors
Melorra Green, Curator for Inquiry and
Impact, SOMArts
Lex Leifheit, Executive Director,
SOMArts
Peter Sizgoric, Treasurer, SOMArts
Board of Directors
Iris Fluellen, Vice President and

Secretary
Jacob Foster
Brian Freeman, President
Rhodessa Jones
Katie Gilmartin, Print Studio &

Building Manager
Melorra Green, Curator for Inquiry
and Impact
Robert Ige, Maintenance Coordinator
Jose Salazar, Neighborhood Arts

Services Crew
Tom Ferentz, Founder and Artistic

Director, Sixth Street Photography
Workshop
Zach Slater, Director of Neighborhood

Arts Services
Edward Hatter, Executive Director,

Potrero Hill Neighborhood House
29
The End.
Thank you.
30

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