Performing Arts Program 2010 Selection Criteria

In 2010, the Performing Arts Program reviewed its portfolio and refined the criteria by which we select grantees. This process resulted in the following selection criteria:

Strategic Alignment with Portfolio – What unique position does the organization hold within the Bay Area performing arts landscape? Is there a clear alignment with Performing Arts Program strategies? Are the evaluation chart and proposal narrative closely linked to the organization's strategic plan? How does this organization complement the current grants portfolio? Does it diversify the portfolio by aesthetic/discipline, audiences served, or geography?

Quality Artistic Product (Supply) – What programs and services are offered by the organization, and what is their relevance and meaning to the target population(s)? What are indicators of artistic quality, including recent critical reviews, expert opinions, staff performance visits, California Cultural Data Project, and websites? What distinctive niche and stature do the organization and its artists occupy when compared with its peers? What evidence is presented of technical mastery, originality, innovation, and inspiration? What is the quality of arts education, community outreach, and lifelong learning programs?

Participation and Engagement (Demand) – What are historic and current audience demographics and participation trends? Who are high-potential target audiences, and what marketing mechanisms are used to reach these targets? How are audiences engaged, and how does the community understand and support the organization? What factors contribute to accessibility such as location, pricing, online presence, family programming, etc.? Are there mutually beneficial community partnerships in place?

Leadership – Is an ambitious yet viable strategic plan in place with a clear mission, artistic vision, and goals? What are the roles, experience, and reputation of the organization's leadership, including the board, administrative staff, artistic staff, and volunteers? Are these leaders reflective of the diverse community and target audiences? How does the organization evaluate its programs and assess its leadership? Does the organization invest in organizational learning and the professional development of its staff?

Fiscal Responsibility – What is the historic and current financial health of the organization as reflected in the balance sheet (including unrestricted net assets, liabilities and debt, cash reserves, and endowment) and income statement (including earned and contributed revenues, artistic and administrative expenses, and operating surpluses)? Are financial projections realistic given a fluctuating economy? Does the organization have a history of running deficits?