PLATINUM2024

San Jose Museum of Art Association

aka San Jose Museum of Art   |   San Jose, CA   |  www.SanJoseMuseumofArt.org

Mission

The San Jose Museum of Art nurtures empathy and connection by engaging communities with socially relevant contemporary art.

Ruling year info

1970

Oshman Executive Director

Ms. Susan Sayre Batton

Main address

110 S Market St

San Jose, CA 95113 USA

Show more contact info

EIN

23-7062028

NTEE code info

Art Museums (A51)

Arts Education/Schools (A25)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

Sign in or create an account to view Form(s) 990 for 2023, 2022 and 2021.
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Communication

Programs and results

What we aim to solve

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Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Exhibitions, Education, and Public Programs

A downtown anchor institution, the San José Museum of Art (SJMA) is the premier modern and contemporary art museum in Silicon Valley.  Its dynamic program, which balances socially relevant traveling exhibitions with critically engaging shows drawn from a collection of 2700+ works, resonates with defining characteristics of San José and the Silicon Valley—from its rich diversity to its hallmark innovative ethos. Projects touch on timely topics from migration and identity to artificial intelligence and include significant original and touring exhibitions by both nationally and internationally acclaimed artists and emerging and under-recognized practitioners. SJMA supports its exhibition program with substantial arts education and outreach efforts, a strong commitment to community partnership, and a core commitment to nurturing a sense of belonging and welcome for all members of the racially, ethnically, and linguistically diverse community.

Population(s) Served
Adults
Children and youth

Where we work

Accreditations

American Alliance of Museums - 10 Year Accreditation 2000

American Alliance of Museums - 10 Year Accreditation 2013

American Alliance of Museums- 10 Year Accreditation 2023

Awards

MUSE award, Extended Experience 2007

American Association of Museums Technology Committee

MUSE award, gold, Public Relations and Development 2009

American Association of Museums Technology Committee

Superintendent’s Award for Excellence in Museum Education 2017

California Association of Museums

Cornerstone of the Arts Award | Creative Impact Award 2018

City of San Jose

Silver Winner, Education and Discovery Category 2021

The Telly Awards

Affiliations & memberships

American Alliance of Museums-Member 2022

American Association of Museum Directors- Member 2022

Gallery Climate Coalition Active Member 2023

Gallery Climate Coalition Active Member 2022

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Total number of paid admissions

This metric is no longer tracked.
Totals By Year
Related Program

Exhibitions, Education, and Public Programs

Type of Metric

Output - describing our activities and reach

Direction of Success

Decreasing

Context Notes

Numbers are listed by fiscal year. In 2019 SJMA began offering free admission to youth, students, and teachers. Fy20 and FY21 numbers are impacted by COVID closures.

Total number of free admissions

This metric is no longer tracked.
Totals By Year
Related Program

Exhibitions, Education, and Public Programs

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Numbers are reported by fiscal year. In FY19 SJMA became free for youth, students, and teachers. FY20 and 21 numbers are impacted by COVID closures.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

SJMA's 2023-2027 strategic plan calls for it to be a "borderless institution essential to creative life throughout the diverse communities of San Jose and Silicon Valley." This overarching strategic goal is supported by four objectives: 1) To develop a far-reaching creative presence throughout Silicon Valley and beyond; 2) To embrace the Museum's potential to serve as an incubator of change by becoming a gathering space for diverse communities and cross-disciplinary interests 3) To redefine the Museum through an equity lens by becoming borderless internally as well as externally and 4) Grow SJMA's operating budget commensurate with the stature and significance of San Jose and Silicon Valley

Objective 1 is supported by the following strategies: Originate innovative curatorial programs which prioritize community relevance, take a stand on social issues, and make significant and identifiable contributions to the Museum's community and field; Prioritize programming as a critical component of SJMA's curatorial vision, audience development efforts, and commitment to community; Build capacity and infrastructure to support seamless hybrid expereinces; Increase the Museum's recognition and visibility in different communities, regionally, nationally, and internationally
Objective 2 is supported by the following strategies: Expand SJMA's collaborations with local arts and cultural organizations, sharing physical space, virtual bandwidth, and positional power; Advance SJMA's status as a leader in arts education, centering on the Museum as a vital community resource for creative thinking and engagement; Nurture a welcoming and inclusive experience for visitors of all backgrounds, root out and address barriers to access; Build on the success of the free admission program for youth, students, and teachers and prioritize engagement with these audiences
Objective 3 is supported by the following strategies: Advance equity as a top institutional priority and become a leader in integrating this work into daily operations; Build collaboration into basic processes and nurture the mindset of a holistic SJMA where ovlunteers, staff across departments, and Trustees work together and share responsibility for and pride in the Museum's successes; Treat recruitment, retention, and professional development as vital Museum responsibilities; Develop feedback tool and systems for analysis to support accountable growth towards institutional goals
Objective 4 is supported by the following strategies: Upgrade SJMA's multi-year fundraising plan underwriting general operating support by emphasizing the Museum's cultural significance and community value; Deepen relationships with existing supporters to build a pipeline of support rootedin reciprocal, rewarding, and unique experiences; Connect to powerful advocates--individual, institutional, and corporate--who share the Museum's values and goals

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We demonstrated a willingness to learn more by reviewing resources about feedback practice.
done We shared information about our current feedback practices.
  • How is your organization using feedback from the people you serve?

    To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, We take steps to ensure people feel comfortable being honest with us, We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive, We ask the people who gave us feedback how well they think we responded

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback, The people we serve tell us they find data collection burdensome, Staff find it hard to prioritize feedback collection and review due to lack of time

Financials

San Jose Museum of Art Association
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Operations

The people, governance practices, and partners that make the organization tick.

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Connect with nonprofit leaders

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lock

Connect with nonprofit leaders

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Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

San Jose Museum of Art Association

Board of directors
as of 06/03/2024
SOURCE: Self-reported by organization
Board chair

Tammy Kiely

Goldman Sachs

Term: 2020 - 2023

Peter W Lipman

Research Geologist (emeritus), U.S. Geological Survey

William Faulkner

Attorney at Law, Co-Founder and Partner, McManis Faulkner

Peter Cross

Community Volunteer, Engineer (Retired)

Tad Freese

Attorney at law. Partner, Latham & Watkins

Hildy Shandell

COO, Numescent

Richard A. Karp

Director, Novatel Wireless Inc.

Sarah North

Partner, KPMG LLP

Robert S Lindo

General Counsel, Casino M8trix

Anneke Dury

Community Volunteer; Director, Focus Business Bank

Chandra Gnanasambandam

Senior Partner, McKinsey & Company

Cole Harrell

Founder, Harrell Fine Art

Lorri Kershner

Owner, L Kershner Design

Wanda Kownacki

Former Healthcare Executive, Community Leader

Kimberly Lin

Community Volunteer

Toby Fernald

Community Volunteer and Educator

Yvonne Nevens

Community Volunteer

Dan Le

Audit Partner, Deloitte

Ranu Mukerjee

Artist Trustee

Nadia Ahmad

Market Relations Director, KPMG

Glenda Dorchak

CEO, GMD Enterprises

Tammy Kiely

Goldman Sachs

Gayla Wood

Community Volunteer

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes

Organizational demographics

SOURCE: Self-reported; last updated 6/3/2024

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Female, Not transgender
Sexual orientation
Gay, Lesbian, Bisexual, or other sexual orientations in the LGBTQIA+ community
Disability status
Person without a disability

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

No data

Disability

No data

Equity strategies

Last updated: 05/14/2024

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

Data
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.