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San Diego CA | IRS ruling year: 1952 | EIN: 95-6037070
Known as San Diego's jewel box of fine art, the Timken Museum of Art is home to a world-class collection of European and American masterpieces and Russian icons. The ... (More)
Known as San Diego's jewel box of fine art, the Timken Museum of Art is home to a world-class collection of European and American masterpieces and Russian icons. The Timken's scale provides visitors with an accessible cultural experience that allows for the discovery of the collection in an intimate setting. Visitors are treated to art without barriers, and, with daily free admission, are encouraged to take their time and explore centuries of artistic genius. The collection features masterworks that cover over 700 years of history and a tour de force of artists that include Rembrandt, Jacques-Louis David, Pieter Bruegel the Elder, Petrus Christus, and John Singleton Copley. Ranging from 14th-century altarpieces through 18th-century portraits and landscapes to 19th-century still life paintings, the collection is superb. The Timken is considered one of the finest small museums in the world. (Less)
Great
This charity's score is 100%, earning it a Four-Star rating. If this organization aligns with your passions and values, you can give with confidence.
This overall score is calculated from multiple beacon scores: 80% Accountability & Finance, 10% Leadership & Adaptability, 10% Culture & Community. Learn more about our criteria and methodology.
We recognize that not all metrics and beacons equally predict a charity’s success. The percentage each beacon contributes to the organization’s overall rating depends on the number of beacons an organization has earned.
Use the tool below to select different beacons to see how the weighting shifts when only one, two, or three beacons are earned.
| Date Published | Form 990 FYE | Overall Score | Overall Rating |
| Rating Version: 2.1 | |||
| 5/1/2021 | 2020 | 100.00 | |
| 6/1/2020 | 2019 | 95.98 | |
| 5/1/2019 | 2018 | 87.69 |  |
| 7/1/2018 | 2017 | 78.47 |  |
| 7/1/2017 | 2016 | 76.70 | |
The IRS is significantly delayed in processing nonprofits' annual tax filings (Forms 990). As a result, the Accountability & Finance score for Timken Museum of Art is outdated and the overall rating may not be representative of its current operations. Please check with the charity directly for any questions you may have.
Timken Museum of Art has earned a 100% for the Accountability & Finance beacon. See the metrics below for more information.
This beacon provides an assessment of a charity's financial health (financial efficiency, sustainability, and trustworthiness) and its commitment to governance practices and policies.
This Accountability & Finance score represents IRS Form 990 data up until FY 2020, which is the most recent Form 990 currently available to us.
Learn more
Full Credit
Partial Credit
No Credit
Not Applicable
Charity Navigator looks to confirm on the Form 990 that the organization has these governance practices in place.
Sources Include: IRS Form 990
| Independent Voting Board Members ... (More) The presence of an independent governing body is strongly recommended by many industry professionals to allow for full deliberation and diversity of thinking on governance and other organizational matters. Our analysts check the Form 990 to determine if the independent Board members are a voting majority and also at least five in number. (Less) | |
| No Material Diversion of Assets ... (More) A diversion of assets – any unauthorized conversion or use of the organization's assets other than for the organization's authorized purposes, including but not limited to embezzlement or theft – can seriously call into question a charity's financial integrity. We check the charity's last two Forms 990 to see if the charity has reported any diversion of assets. If the charity does report a diversion, then we check to see if it complied with the Form 990 instructions by describing what happened and its corrective action. This metric will be assigned to one of the following categories:
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| Audited Financials Prepared by Independent Accountant ... (More) Audited financial statements provide important information about financial accountability and accuracy. They should be prepared by an independent accountant with oversight from an audit committee. (It is not necessary that the audit committee be a separate committee. Often at smaller charities, it falls within the responsibilities of the finance committee or the executive committee.) The committee provides an important oversight layer between the management of the organization, which is responsible for the financial information reported, and the independent accountant, who reviews the financials and issues an opinion based on its findings. We check the charity's Form 990 reporting to see if it meets this criteria.
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| Does Not Provide Loan(s) to or Receive Loan(s) From Related Parties ... (More) Making loans to related parties such as key officers, staff, or Board members, is not standard practice in the sector as it may divert the charity's funds away from its charitable mission and can lead to real and perceived conflict-of-interest problems. This practice is discouraged by sector trade groups which point to the Sarbanes-Oxley Act when they call for charities to refrain from making loans to directors and executives. And the IRS is concerned enough with the practice that it requires charities to disclose on their Form 990 any loans to or from current and former officers, directors, trustees, key employees, and other "disqualified persons." Furthermore, some state laws go so far as to prohibit loans to board members and officers. And although employees and trustees are permitted to make loans to charities, this practice can also result in real and/or perceived conflict of interest problems for the charity. Furthermore, it is problematic because it is an indicator that the organization is not financially secure. (Less) | |
| Documents Board Meeting Minutes ... (More) An official record of the events that take place during a board meeting ensures that a contemporaneous document exists for future reference. Charities are not required to make their Board meeting minutes available to the public. As such, we are not able to review and critique their minutes. For this performance metric, we are checking to see if the charity reports on its Form 990 that it does keep those minutes. In the future, we will also track and rate whether or not a charity keeps minutes for its committee meetings. (Less) | |
| Distributes 990 to Board Before Filing ... (More) Providing copies of the Form to the governing body in advance of filing is considered a best practice, as it allows for thorough review by the individuals charged with overseeing the organization. The Form 990 asks the charity to disclose whether or not it has followed this best practice. If the charity has not distributed its Form 990 to the board before filing, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
| Does not Compensate Board Members ... (More) The IRS requires that any compensation paid to members of the charity's governing body be listed on the Form 990. Furthermore, all members of the governing body need to be listed whether or not they are compensated. It is not unusual for some members of the board to have compensation listed. The executive director of the organization frequently has a seat on the board, for instance, and is compensated for being a full time staff member. However, it is rare for a charity to compensate individuals only for serving on its Board of Directors. Although this sort of board compensation is not illegal, it is not considered a best practice. (Less) | |
Charity Navigator looks to confirm on the Form 990, or for some metrics on the charity's website, that the organization has these policies in place.
Sources Include: IRS Form 990 and organization's website
| Conflict of Interest ... (More) Such a policy protects the organization, and by extension those it serves, when it is considering entering into a transaction that may benefit the private interest of an officer or director of the organization. Charities are not required to share their conflict of interest policies with the public. Although we can not evaluate the substance of its policy, we can tell you if the charity has one in place based on the information it reports on its Form 990. If the charity does not have a Conflict of Interest policy, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
| Whistleblower ... (More) This policy outlines procedures for handling employee complaints, as well as a confidential way for employees to report any financial mismanagement. Here we are reporting on the existence of a policy as reported by the charity on its Form 990. (Less) | |
| Records Retention and Destruction ... (More) Such a policy establishes guidelines for handling, backing up, archiving and destruction of documents. These guidelines foster good record keeping procedures that promotes data integrity. Here we are reporting on the existence of a policy as reported by the charity on its Form 990. If the charity does not have a Records Retention and Destruction Policy, then we deduct 4 points from its Accountability and Transparency score. (Less) | |
| CEO Compensation Process ... (More) This process indicates that the organization has a documented policy that it follows year after year. The policy should indicate that an objective and independent review process of the CEO's compensation has been conducted which includes benchmarking against comparable organizations. We check to be sure that the charity has reported on its Form 990 its process for determining its CEO pay. (Less) | |
| Donor Privacy ... (More) Donors can be reluctant to contribute to a charity when their name, address, or other basic information may become part of donor lists that are exchanged or sold, resulting in an influx of charitable solicitations from other organizations. Our analysts check the charity's website to see if the organization has a donor privacy policy in place and what it does and does not cover. Privacy policies are assigned to one of the following categories:
The privacy policy must be specific to donor information. A general website policy which references "visitor" or "user" personal information will not suffice. A policy that refers to donor information collected on the website is also not sufficient as the policy must be comprehensive and applicable to both online and offline donors. The existence of a privacy policy of any type does not prohibit the charity itself from contacting the donor for informational, educational, or solicitation purposes. (Less) | |
Charity Navigator looks to confirm on the Form 990, or for some metrics on the charity's website, that the organization makes this information easily accessible.
Sources Include: IRS Form 990 and organization's website
| CEO Salary Listed on 990 ... (More) Charities are required to list their CEO's name and compensation on the Form 990. Our analysts check to be sure that the charities complied with the Form 990 instructions and included this information in their filing. (Less) | |
| Board of Directors Listed on Website ... (More) Our analysts check to see if the charity lists Board members on its website. Publishing this information enables donors and other stakeholders to ascertain the make up of the charity's governing body. This enables stakeholders to report concerns to the Board. Charity Navigator does not cross-check the Board members listed on the website with that reported on the Form 990, because the latter often isn't available until more than a year after the charity's fiscal year ends. In that time, the charity's Board members may have changed, and the charity typically reflects those more recent changes on the website. (Less) | |
| Key Staff Listed on Website ... (More) It is important for donors and other stakeholders to know who runs the organization day-to-day. Charity Navigator does not cross-check the leadership listed on the website with that reported on the Form 990 because the latter often isn't available until more than a year after the charity's fiscal year ends. In that time, the charity's leadership may have changed and the charity typically reflects those more recent changes on the website. In other words, since the Form 990 isn't especially timely, it can not be used to verify the leadership information published on the charity's site. (Less) | |
| Audited Financial Statements Listed on Website ... (More) We check the charity's website to see if it has published its audited financial statements for the fiscal year represented by the most recently filed IRS Form 990. It is important for donors to have easy access to this financial report to help determine if the organization is managing its financial resources well. We currently rate charities on whether or not they publish their audit on their website. (Less) | |
| Form 990 Available on Website ... (More) We check the charity's website to see if it has published its most recently filed IRS Form 990 (a direct link to the charity's 990 on an external site is sufficient). It is important for donors to have easy access to this financial report to help determine if the organization is managing its financial resources well. (Less) | |
Full CreditPartial CreditNo CreditNot ApplicableLiabilities to Assets Ratio - 0.40% - 10/10 ptsLiabilities to Assets Ratio - 0.40% - 10/10 pts
The Liabilities to Assets Ratio is determined by Total Liabilities divided by Total Assets (most recent 990).
Part of our goal in rating the financial performance of charities is to help donors assess the financial capacity and sustainability of a charity. As do organizations in other sectors, charities must be mindful of their management of total liabilites in relation to their total assets. This ratio is an indicator of an organization’s solvency and or long term sustainability. Dividing a charity's total liabilities by its total assets yields this percentage.
Source: IRS Form 990
Working Capital Ratio - 12.05 years - 10/10 ptsWorking Capital Ratio - 12.05 years - 10/10 pts
Determines how long a charity could sustain its level of spending using its net available assets, or working capital, as reported on its most recently filed Form 990. We include in a charity's working capital unrestricted and temporarily restricted net assets, and exclude permanently restricted net assets. Dividing these net available assets in the most recent year by a charity's average total expenses, yields the working capital ratio. We calculate the charity's average total expenses over its three most recent fiscal years.
Source: IRS Form 990
Fundraising Efficiency - $0.01 - 10/10 ptsFundraising Efficiency - $0.01 - 10/10 pts
The amount spent to raise $1 in charitable contributions. To calculate a charity's fundraising efficiency, we divide its average fundraising expenses by the average total contributions it receives. We calculate the charity's average expenses and average contributions over its three most recent fiscal years.
Source: IRS Form 990
Administrative Expense Ratio - 8.79% - 10/10 ptsAdministrative Expense Ratio - 8.79% - 10/10 pts
As reported by charities on their IRS Form 990, this measure reflects what percent of its total budget a charity spends on overhead, administrative staff and associated costs, and organizational meetings. Dividing a charity's average administrative expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.
Source: IRS Form 990
Fundraising Expense Ratio - 3.00% - 10/10 ptsFundraising Expense Ratio - 3.00% - 10/10 pts
This measure reflects what a charity spends to raise money. Fundraising expenses can include campaign printing, publicity, mailing, and staffing and costs incurred in soliciting donations, memberships, and grants. Dividing a charity's average fundraising expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.
Source: IRS Form 990
Program Expense Ratio - 88.10% - 10/10 ptsProgram Expense Ratio - 88.10% - 10/10 pts
The Program Expense Ratio is determined by Program Expenses divided by Total Expense (average of most recent three 990s).
This measure reflects the percent of its total expenses a charity spends on the programs and services it exists to deliver. Dividing a charity's average program expenses by its average total functional expenses yields this percentage. We calculate the charity's average expenses over its three most recent fiscal years.
Source: IRS Form 990
Program Expense Growth - 21.86% - 10/10 ptsProgram Expense Growth - 21.86% - 10/10 pts
Organizations that demonstrate consistent annual growth in program expenses are able to outpace inflation and thus sustain their programs year to year. These organizations also supply givers with greater confidence by maintaining broad public support for their programs. We compute the average annual growth of program expenses using the following formula: [(Yn/Y0)(1/n)]-1, where Y0 is a charity's program expenses in the first year of the interval analyzed, Yn is the charity's program expenses in the most recent year, and n is the interval of years passed between Y0 and Yn.
Source: IRS Form 990
This chart displays the trend of revenue and expenses over the past several years for this organization, as reported on their IRS Form 990.
Presented here are this organizations key compensated staff members as identified by our analysts. This compensation data includes salary, cash bonuses and expense accounts and is displayed exactly how it is reported to the IRS. The amounts do not include nontaxable benefits, deferred compensation, or other amounts not reported on Form W-2. In some cases, these amounts may include compensation from related organizations. Read the IRS policies for compensation reporting
Megan Pogue, Executive Director
$205,874 (9.47% of Total Expenses)
Current CEO and Board Chair can be found in the Leadership & Adaptability report below.
Source: IRS Form 990 (page 7), filing year 2020
Below are some key data points from the Exempt Organization IRS Business Master File (BMF) for this organization. Learn more about the BMF on the IRS website
Activities:
Other school related activities (BMF activity code: 059)
Museum, zoo, planetarium, etc. (BMF activity code: 060)
Foundation Status:
Organization which receives a substantial part of its support from a governmental unit or the general public 170(b)(1)(A)(vi) (BMF foundation code: 15)
Affiliation:
Independent - the organization is an independent organization or an independent auxiliary (i.e., not affiliated with a National, Regional, or Geographic grouping of organizations). (BMF affiliation code: 3)
The Form 990 is a document that nonprofit organizations file with the IRS annually. We leverage finance and accountability data from it to form Encompass ratings. Click here to search for this organization's Forms 990 on the IRS website (if any are available). Simply enter the organization's name (Timken Museum of Art) or EIN (956037070) in the 'Search Term' field.
This organization was impacted by COVID-19 in a way that effected their financial health in 2020. This normally would have reduced their star rating. Due to the unprecedented nature of the pandemic, we give charities such as this one the opportunity to share the story of COVID's impact on them, and doing this pauses our revision of their rating. Charities may submit their own pandemic responses through their nonprofit portal.
Timken Museum of Art reported being impacted by COVID-19 in the following ways:
Program Delivery
Fundraising Capacity
Revenue
Staffing
Administrative Capacity
How COVID-19 impacted the organization's operations financially:
As the only “always free” art museum in the region, Balboa Park, San Diego, the Timken has been particularly hard hit because of the pandemic because we rely heavily on donations, community engagement, and the income from our endowment which has also been adversely impacted. During the first full month of April 2020, gifts plummeted to $1,303 compared with $77,510 in April 2019. Since the intended closure, beginning in March 2020, the Timken’s cash donations have declined 65% and store sales have decreased 95%.
How COVID-19 impacted the organization's delivery of programs:
In light of COVID-19, the Timken has adapted all of its operations, methods of programming, and outreach to virtual platforms and modified in-person experiences (with the roll out of the vaccines), and will continue providing free arts access, programming, and education to the San Diego community. The Timken’s operations have also been affected due to COVID-19 including the cancellation of two art lectures between June and July 2020, one trip to The Getty Center planned for July 2020, an Art in the Evening event in July 2020, the Collector’s Dinner in June 2020, the Timken’s annual Orange & Black Soiree scheduled for October 2020 and October 2021, and our summer 2020, fall 2020, spring 2021, fall 2021 and summer residency exhibitions.
How this organization adapted to changing conditions caused by COVID-19:
The Timken has swiftly transitioned museum operations and programming to virtual and online platforms, and will continue providing educational programs that serve marginalized people who are socially isolated during this time, either due to incarceration, illness, mental and physical health challenges, disability, or age, through various programs in each of the following institutions and facilities: Naval Medical Center San Diego (NMCSD), Kearny Mesa Juvenile Detention Facility, White Sands La Jolla, Vi Assisted Living, Casa de Manana and the Shiley-Marcos Alzheimer’s Disease Research Center. These partner organizations have shared with the Timken that the COVID-19 public health emergency has exacerbated their constituents' existing feelings of loneliness, stress, and anxiety, illustrating the significance and impact of Timken arts education programming.
Innovations the organization intends to continue permanently after the pandemic:
The Timken closed its doors on March 16, 2020 and took programming online to help slow the spread of COVID-19. Director of Curatorial Affairs, Dr. Derrick R. Cartwright, tunes in weekly to lecture his viewers on the Timken collection, special exhibitions, upcoming installations, and curatorial preservation, as well as writing short discussions of the artwork in a weekly blog called, Work of the Week. We collaborate with our park partners to show behind the scenes artwork preservation processes with Balboa Art Conservation Center (BACC). The Timken also joined forces with Friends of Balboa Park to bring art tutorials about, celebrating San Diego and the gems of Balboa Park. Lastly, we send a Friday newsletter to our Friends of the Timken with a summary of that week's findings and education. The Timken will continue to provide newsletters to the community as well as promote our virtual curatorial content and presence.
Not Currently Scored
Timken Museum of Art cannot currently be evaluated by our Impact & Results methodology because either (A) it is eligible, but we have not yet received data; (B) we have not yet developed an algorithm to estimate its programmatic impact; (C) its programs are not direct services; or (D) it is not heavily reliant on contributions from individual donors.
Note: The absence of a score does not indicate a positive or negative assessment, it only indicates that we have not yet evaluated the organization.
Learn More
Timken Museum of Art reported its two largest programs on its FY 2020 Form 990 as:
Spent in most recent FY
Percent of program expenses
Museum Operations
Spent in most recent FY
Percent of program expenses
Educational Programs
Timken Museum of Art has earned a 100% for the Culture & Community beacon. See the metrics below for more information.
This beacon provides an assessment of the organization's culture and connectedness to the community it serves.
Learn more
Full CreditPartial CreditNo CreditNot ApplicableConstituent Feedback - Data Available - 100/100 ptsConstituent Feedback - Data Available - 100/100 pts
30% of beacon score
This organization reported that it is collecting feedback from the constituents and/or communities it serves. Charity Navigator believes nonprofit organizations that engage in inclusive practices, such as collecting feedback from the people and communities they serve, may be more effective.
Who are the people you serve with your mission? Describe briefly.
While Timken Museum of Art provides daily to the general population of residents and visitors of San Diego, our mission is to intentionally educate and benefit multiple generations in our community through outreach programs to underserved demographics. Programs geared towards children include art classes for Juvenile Hall, tours and field trips for K-12 and Title 1 schools, Spanish activities for Baja California students, and curriculums for educators to bring into their own classrooms. Additional programs are tailored to allow groups such as active military and veterans or elderly and Alzheimer’s-diagnosed visitors to personally connect with the collection. The museum encourages local artists to participate and bring the influence of art beyond its walls and into the greater community.
How is your organization collecting feedback from the people you serve?
Electronic surveys (by email, tablet, etc.), Focus groups or interviews (by phone or in person), Paper surveys, Suggestion box/email
How is your organization using feedback from the people you serve?
To identify bright spots and enhance positive service experiences, To inform the development of new programs/projects, To strengthen relationships with the people we serve
With whom does your organization share the feedback you got from the people you serve?
Our staff, Our board, Our funders, Our community partners
How has asking for feedback from the people you serve changed your relationship with them or shifted power - over decisions, resources, rules or in other ways - to them?
The Timken is proud of our consistent, direct and open communication with organizational partners. The Timken’s main priority is the effectiveness of our programming to the constituents we serve, and the Timken has put measures in place to serve our constituents as well as uplift their voices, needs, and interests. For example, the Timken’s Creative Choices program, where at-risk youth are offered free art classes, has been altered to support the Kearny Mesa Juvenile Detention Facilities interests. They asked if we had any opportunities to provide internships for the youth, and the Timken most recently offered two internships to students there where their voice is prioritized in the art classes conversations.
What challenges does your organization face in collecting feedback from the people you serve?
We don't have any major challenges to collecting feedback
Briefly describe a recent change that your organization made in response to feedback from the people you serve.
Qualitative and quantitative evaluations of the Timken’s operations and programs are conducted on an ongoing basis, and the survey results and anecdotal information collected from participants improves Timken programming and generates more effective results. An example of this is through our ARTS on Tour program which serves San Diego Unified School District students and teachers with focus and sensitivity to those with Title 1 designation. Teachers have asked the Timken to upload the curriculum to our website or make the program virtually available, and in light of COVID, the Timken now provides this information for free on our website and YouTube. Our arts programming has been taught in over 10 different countries thanks to this feedback.
Equity Practices - Data Available - 100/100 ptsEquity Practices - Data Available - 100/100 pts
70% of beacon score
This organization's score of 100 is a passing score. The organization reported that it is implementing 14 Equity Practices. Charity Navigator believes nonprofit organizations implementing effective equity policies and practices can enhance a nonprofit's decision-making, staff motivation, innovation, and effectiveness.
Equity Practices (7/7) | |
|---|---|
We review compensation data across the organization (and by staff levels) to identify disparities by race. | |
We ask team members to identify racial disparities in their programs and/or portfolios. | |
We analyze disaggregated data and root causes of race disparities that impact the organization/'s programs, portfolios, and the populations served. | |
We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support. | |
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 disaggregate data by demographics, including race, in every policy and program measured | |
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. | |
Equity Policies and Procedures (7/7) | |
|---|---|
We use a vetting process to identify vendors and partners that share our commitment to race equity. | |
We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions. | |
We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization. | |
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 measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team. | |
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. | |
Timken Museum of Art has earned a 100% for the Leadership & Adaptability beacon. See the metrics below for more information.
This beacon provides an assessment of the organization's leadership capacity, strategic thinking and planning, and ability to innovate or respond to changes in constituent demand/need or other relevant social and economic conditions to achieve the organization's mission.
Learn more
Full CreditPartial CreditNo CreditNot ApplicableMission - 10/10 ptsMission - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization's mission
The Putnam Foundation is a non-profit organization whose primary activity is the education of the public in fine arts through the operation of the Timken Museum of Art located in Balboa Park in San Diego, California.
Vision - 10/10 ptsVision - 10/10 pts
The nonprofit organization presents evidence of strategic thinking through articulating the organization’s vision.
The mission of the Timken, through the framework of racial and cultural equity, celebrates the important role of art as a way of enriching the lives and nurturing the creative spirit in us all. The Timken is the only art museum in San Diego’s region to provide free admission everyday with unlimited access to art masterworks, seasonal exhibitions, lectures, gallery talks, and art workshops. The Timken provides free admission to all visitors to its world-renowned collection of 14th- through 19th-Century masterworks that feature prestigious artworks on loan from museums around the world. As such, we recognize that the Timken often represents the only opportunity many will receive to personally view masterpieces by such artists as Rembrandt, Brueghel and David. Through exhibitions, education programs, and community partnerships, the Timken maintains high standards of practice for continued success as a fully-integrated community resource.
Source: Nonprofit submitted responses
Goals - 20/20 ptsGoals - 20/20 pts
The nonprofit organization presents evidence of strategic thinking and goal setting through sharing their most important strategic goals.
Goal One: Undertake new research and scholarship to improve the interpretation and communication of the collection and exhibitions to our audiences.
Goal Type: Grow, expand, scale or increase access to the existing programs and services.
Goal Two: Develop innovative education and outreach programs that position the Timken as a “learning lab” through increased and expanded participation of community members and program partners.
Goal Type: New program(s) based on observed changes in needs among our constituencies/communities served.
Goal Three: Strengthen governance structures and functioning to ensure effective volunteer leadership in support of the Museum’s mission and strategies using the Timken’s Strategic Plan as a guide.
Goal Type: Invest in the capacity of our organization (financial, management, technical, etc.).
Leadership Development - 15/15 ptsLeadership Development - 15/15 pts
The nonprofit provides evidence of investment in leadership development
Fulfilling our mission and vision and achieving the goals of the strategic plan will requires continued investment in professional management. The Timken has historically operated with a lean staff, and many employees wear multiple hats to accomplish the full range of activities that go into a museum. The Timken has recruited four new board members in under twelve months that represent varying backgrounds, education levels, economic status, and community involvement. Throughout the pandemic, the Timken has implemented weekly “coffee talks” where staff and board members gather together to discuss the Museum’s operations, news highlights, and offer an open space for members to communicate with each other and share their experiences and opinions. The Executive Director of the Timken offers an open environment where all feedback is compiled and incorporated into future plans for the Museum’s continued effort for more accessible and effective operations.
Mobilizing for Mission - 15/15 ptsMobilizing for Mission - 15/15 pts
The nonprofit provides evidence of leadership through focusing externally and mobilizing resources for the mission.
Strategic Partnerships
Networks of Collective Impact Efforts
Thought Leadership
Raising Awareness
Community Building
Policy Advocacy
No strategic plan can be successfully implemented without strong, dedicated volunteer Board members who are engaged in the strategic work of the museum, who set policy and work in concert with the director and staff to advance the museum’s agenda. The Timken is fortunate to have Board members who are committed to the vision and ideals of the museum. As the Timken moves into a new growth phase and continues to professionalize, strengthening the Board of Trustees as an effective, governing body that sets policy has been critical. The Timken has recruited four new board members in the past seven months that represent varying backgrounds, education levels, economic status, and community involvement. The Timken is committed to serving our community in the most effective ways possible, firstly by including these individuals in our organizational structure. These individuals have brought new community partnerships with organizations to expand our educational outreach and community impact.
Adaptability Story - 30/30 ptsAdaptability Story - 30/30 pts
The nonprofit has an opportunity to tell the story of how the organization adapted to tremendous external changes in the last year.
This past year has been a groundbreaking one towards ensuring the Timken’s continued success and sustained future. Under COVID-19 restraints, the Timken remained dedicated to serving our San Diego community, and since the start of the pandemic, the staff have risen to the occasion, working harder than ever, to take on new duties and responsibilities and ensure a successful future for the Museum’s programs and operations. The Timken’s Board of Directors and leadership made a strategic decision to close the museum in the spring of 2020 and plans to reopen the museum once it is more safe to do so (estimated in the Spring of 2022). In addition to the many programmatic and exhibition, the Museum has made significant strides towards its planned facility expansion and the deepening of its educational, artistic and academic ties with The University of San Diego. The Board of Directors, led by community leader Jessie J. Knight, Jr., unanimously participated in funding a commitment towards a feasibility study that included the successful negotiation of a new, 30-year lease with the City of San Diego. This new lease essentially doubles the size of the Timken’s leasehold and accommodates the opportunity for a 10,000+ square foot expansion that will include a 4,000 square foot exhibition gallery, classroom space, an art intake and conservation area, and an interactive children’s activity center. This plan also includes upgrades to our HVAC system, made in partnership with the United States Department of Defense, to reduce emissions, control humidity, and eliminate mold, corrosion, as well as eliminate 99.997% of harmful airborne pathogens. The high efficiency upgrade of the Timken’s HVAC system will be incredibly impressive with significant attention to our museum and community as we manage and address the ongoing global health crisis. The Timken's project is boldly innovative and aggressively invests in cutting edge technologies for a more accessible world.
Impact & Results
Accountability & Finance
Culture & Community
Leadership & Adaptability
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