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The Pacific Grove Museum of Natural History
FY 2013/2014 Business Plan
May 2, 2013
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TABLE OF CONTENTS
I. BACKGROUND INFORMATION 1
A. MUSEUM HISTORY 1
B. MUSEUM MISSION 1
C. MUSEUM VISION 2
D. MUSEUM AUDIENCES 3
II. STRATEGY 3
A. A NEW CHAPTER ERROR! BOOKMARK NOT DEFINED.
B. THE MUSEUM’S UNIQUE OFFERING 4
C. STRATEGIC GROWTH 4
D. FISCAL YEAR 2013/2014 KEY INITIATIVES 5
III. MUSEUM’S ORGANIZATIONAL STRUCTURE 6
A. ORGANIZATIONAL RESPONSIBILITIES 6
B. MUSEUM BOARD OF DIRECTORS 6
C. MUSEUM COMMITTEES 7
D. STAFFING 7
E. COMMUNITY SUPPORT 9
IV. GOALS 10
V. GOALS AND KEY OBJECTIVES 10
VI. TWO-YEAR BUDGET AND FUND DEVELOPMENT PLAN 13
VII. APPENDICES 16
A. APPENDIX B: MUSEUM BOARD OF DIRECTORS 16
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I. BACKGROUND INFORMATION
A. Museum History
The Pacific Grove Museum of Natural History (“Museum”) opened in 1883 to house collections
of nature’s wonders and to make them available for study for the Chautauqua Literary and
Scientific Society. The Association maintained the Museum until 1917 when it was transferred to
the City of Pacific Grove (“City”). The Museum has been accredited by the American Alliance
of Museums (AAM) since 1972, the first such institution in Monterey County and one of the first
in the country to receive AAM accreditation.
On August 1 2009, the City entered into a public/private partnership under an Operating
Agreement and Lease (“Agreement”) with the Museum Foundation of Pacific Grove, Inc., a
California Public Benefit corporation (“Foundation”). Under the Agreement, the Foundation,
doing business as the Pacific Grove Museum of Natural History, operates the Museum, cares for
and uses the Museum Collection, manages the education and interpretation at the Monarch
Grove Sanctuary and raises funds to support these activities. The City owns the Museum land
and building (“Museum Facility”) and the Museum Collection and manages major repairs to the
Museum Facility.
B. Museum Mission
To Inspire Discovery, Wonder, and Stewardship of our Natural World.
The Museum does this by:
Emphasizing the unique and diverse natural and cultural history of the California Central
Coast, while maintaining a global perspective;
Preserving the heritage of Pacific Grove and the Museum;
Managing collections for research, education, and as a continuous record of the changing
world for future generations;
Serving as a resource center for the regional scientific and educational communities;
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Providing dynamic leadership in natural history, conservation, and environmental
education through exhibits and educational programs, striving to make this outreach
relevant to all the people of the California Central Coast; and
Fostering cooperative efforts in natural history research and education throughout our
region.
C. Museum Vision
The Museum vision is to be:
A Living Field Guide to the California Central Coast.
In 2009, the Museum won the Monterey Coast Weekly’s Editor’s Choice for “The Best Place to
Enjoy the Outside, Inside.” This title strongly reflects how visiting the Museum gives a better
understanding and appreciation of what one can experience outdoors in the California Central
Coast. As a living field guide, the Museum fosters curiosity and passion for the unique natural
elements of the California Central Coast. The Museum emphasizes its unique strengths by
interpreting local treasures of national interest such as the Monarch butterflies, Jade Cove, the
San Andreas Fault, local Native American archeological finds, condors and many birds vital to
California’s Central Coast, tide pools, and native plants.
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D. Museum Audiences
The Museum will expand its audience among residents of all ages of the California Central Coast
and capture a greater share of the 4 million tourists that visit Cannery Row from
Northern and Southern California, as well as from across the nation and the world.
Regional repeat visitors will bring vitality to the Museum, while tourists will have the
greatest potential to directly increase revenue and assure a sustainable future.
PGMNH will continue to engage diverse audiences from throughout the region,
including the more than 50% Latino residents of Monterey County.
This diagram illustrates the range of audiences with a life -stage segmentation model
overlaid upon a regional model.
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II. STRATEGY
A. Guest Experience and Audience Development
In 2012, the Museum earned reaccreditation with the American Alliance of Museums (AAM.)
This represents the Museum having been AAM accredited for 40 continuous years. Having a
strong foundation, the Museum is now focusing improving a guests’ experience in the Museum
galleries and on developing larger audiences.
Essential to both of these goals is improving the overall gallery designs, integrating social media
and digital experiences into all aspects of the Museum and developing larger messaging that is
integrated with various cultural and nature organizations throughout the California Central
region.
B. The Museum’s Unique Offering
The Museum furthers its mission best and provides a visitor experience that is truly special and
different from other local attractions by showcasing local natural history focus areas that are: (1)
aligned to strengths in the Museum collection; (2) represent natural resources that are in strong
need of stewardship; (3) globally relevant; and (4) not freely available at other public education
attractions in the area. Based on these criteria, butterflies of Monterey County has been identified
as the first area of redevelopment for the Museum.
C. Strategic Growth
The Museum’s advancement can be examined in three main phases. Please note that these
phases are not distinct and strictly separated, but rather overlap. This is because different
business functions have different challenges and thus mature at different rates. The Museum is
currently in Phase II and planning for Phase III.
Phase I is characterized by the Museum’s emergence as a privately operated Museum
under management by the Foundation. Phase I’s primary focus has been on collection
care and management, programs and organizational structure. This programming was
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addressed immediately, without waiting for any capital improvements or fund
development, and has had an immediate positive impact on the community’s relationship
with the Museum. (Estimated Period: FY 08/09 – FY 11/12)
Phase II is characterized by special exhibitions with a strong audience appeal to drive a
more secure, enthusiastic and broader support base. Some small facility improvements
will be undertaken to demonstrate competency in implementing capital improvement
projects. The primary purpose of phase II is to get the community genuinely excited
about the Museum, to develop diverse contributed and earned revenue sources, and to
prepare for Phase III capital improvements. (Estimated Period: FY 09/10 – FY 13/14)
Phase III is characterized by capital improvements in permanent galleries that improve
the Museum’s guest experience and that create sponsoring/naming opportunities within
the facility. The purpose of Phase III is to become a significant visitor attraction and to
build support for Museum operations and endowment. (Estimated Period: FY-11/12 – FY
18/19)
D. Fiscal Year 2013/2014 Key Initiatives
With this in mind, the following are the three key initiatives for FY 2013/2014:
1. Improve Guest Experience:
The Museum has enjoyed unprecedented growth in attendance and membership. The
Museum has largely accomplished this through educational programs, events, and special
exhibitions. To continue this trend, however, we must recognize some basic truths. The Museum
has a wonderful legacy with its permanent collection. To improve the Museum’s ability to fulfill
its mission, the Museum facility and galleries need to be renovated to better engage the
community and to interpret, care for, and safely display the collection. For example, the special
exhibition Monarchs Come Home has been very popular with the public. This exhibition will be
re-envisioned for reinstallation as a long-term exhibition with further interpretation to promote
healthy of additional native butterflies. The Museum will also look for immediate small ways to
improve the guest experience in the galleries and garden.
2. Develop Social Media Strategies to Increase Audience Engagement:
Research indicates that a strong majority of visitors to Monterey County schedule their
itinerary online before arriving at the destination. The Museum will develop a social
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media strategy to reach future visitors to Monterey County and to support current
Museum audiences.
3. Strategic Planning:
With AAM re-accreditation accomplished and with the Museum moving into Phase III of
its strategic advancement, the Museum will continue its work on strategic planning and
board development to support strategic advancement.
III. MUSEUM’S ORGANIZATIONAL STRUCTURE
A. Organizational Responsibilities
Under the Agreement, the City retains ownership of the Museum Collection and the Museum
Facility. The Foundation has the exclusive right to occupancy and operation of the Museum and
maintains the Museum Collection.
B. Museum Board of Directors
The Pacific Grove Museum of Natural History is a California public benefit charitable
corporation that supports, maintains, advances, and enhances the Pacific Grove Museum of
Natural History as an educational and scientific institution for the benefit of the general public.
The Museum’s volunteer Board of Directors includes community leaders committed to science,
education and environmental advocacy. Most importantly, all of the Board members are deeply
committed to the Museum.
The Museum Board of Directors Jason Burnett, President
Robert W. Bianchi, CPA, Treasurer
Judd Perry, J.D., Secretary
Geva Arcanin, Director
Hank Armstrong, Director
Dede Bent, Director
H. Edward Clifton, Ph.D., Director
Dan Cort, Director
Paul Davis, Director
Mary Anne Lloyd, Director
Frank Penner, Director
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Lila Staples, Ph.D., Director
Terry Trotter, Director
(Please see Appendix A to review the Board’s Professional summaries.)
C. Museum Committees
The following Museum committees are mostly chaired by a Director from the Museum’s Board
of Directors:
Executive Committee
Advancement Committee
Finance and Budget Committee
Board Development
Exhibitions Committee
Audit Committee
Facility Committee
Human Resources Committee
D. Staffing
The following table describes the staffing requirements for the period July 1, 2013 through June
30, 2014. Any discussion of staffing would be incomplete without highlighting the committed
volunteers necessary to operate the Museum.
Title Description
Executive Director
(1 FTE)
Direct Museum operations and strategic planning. Execute on Museum’s business
plan. Media spokesperson/organizational voice, core values, vision, organizational
culture. Outbound marketing (messaging, collateral, website, promotions, press
relations.) Inbound marketing (competitive scanning, alliance management.) Manage
operating budgets, personnel management. Liaison with City Public Works on facility
janitorial services and improvement. Manage HR functions and processes such as
employee handbook, benefit packages, conflict resolution, and formal complaint
management. Development planning including fundraising and endowment campaigns
and events. Manages design and development of permanent and special exhibits.
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Title Description
Collections Curator
(1 FTE)
Manage and care for Museum Collection including exhibit installations. Work with
subject matter experts and other Museum staff in identifying objects for exhibitions.
Lead collection conservation, policies, and management.
Exhibitions Curator
(1FTE)
Manage overall Museum interpretation including exhibitions design, development, and
installation, gallery planning, and exhibition/Museum evaluations.
LiMPETS Coordinator
(1.6 FTE)
Lead the LiMPETS program for the Monterey Bay Sanctuary region.
Community Outreach
Program Manager
(1 FTE)
Manage the Museum education programs and the Museum volunteers.
Executive Assistant
(1 FTE)
Provide administrative and project support to Museum staff. Generate reports as
needed in support of Director. Create and distribute Board Meeting packets. Manage
Museum grant program
Museum Services
Program Manager
(1 FTE)
Manage Museum Store, birthday parties, and museum membership program and
membership drives. Market and promote events. Provide event support.
Maintenance Worker
(.25 FTE)
Maintain Museum Facility’s cleanliness. (Provided by City of Pacific Grove)
Museum Development
(Contractor)
Drive development for Museum funding, annual campaign, and events.
Bookkeeper
(Contractor)
Manage Museum accounts payable and receivable and financial reporting. (outsource)
Accounting and
Financial
Audit Services (Contractor)
Payroll, Bookkeeping, Accounting, Tax Returns, Financial Statements;
Annual Financial Audit. (outsource)
Information Technology
Support
(Contractor as needed)
Support Museum’s computer systems and website operations. (outsource)
Legal Counsel
(Contractor as needed)
Site contracts, copyrights, licensing contracts, employment contracts. (outsource)
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E. Community Support
The following lists the strong community support for the Museum:
Expertise:
– Volunteers (Including Museum Docents, Museum Store Attendants, Monarch
Docents, Museum Gardeners, the Museum Board of Directors, and the City’s
Museum Board)
– Partner organizations: NOAA, Monterey Bay National Marine Sanctuary,
University of California Cooperative Extension, Bureau of Land Management,
CSUMB, Monterey Audubon Society, Monterey Bay Chapter of the Native Plant
Society, Monterey Bay Aquarium, Carmel Valley Gem and Mineral Society,
Sustainable PG, and Monterey Museum of Art.
– Scientist Friends of the Museum
• Public Input:
– Class Field Trip evaluation forms
– Exhibition evaluation forms
– Museum surveys
– Focus groups
– Volunteers
– Membership meeting open to the public
• Staffing:
– Volunteers (including Museum Docents, Museum Store Attendants, Monarch
Docents, Museum Gardeners)
– Partner organizations: NOAA, University of California, Bureau of Land
Management, CSUMB, Monterey Audubon Society, Monterey Bay Chapter of
the Native Plant Society, Carmel Valley Gem and Mineral Society, Sustainable
PG, and Monterey Museum of Art.
– CSUMB student interns
• Financial:
– City of Pacific Grove
– Private Donations
– Museum Board Donations
– Foundations
– Public Agencies
– Museum Memberships
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IV. GOALS
The following goals are part of the Agreement between the Foundation and the City.
The Museum will:
1.0 Fulfill its obligation to the public trust and be accountable to the community it serves;
2.0 Perform institutional planning and assessment processes and align its operations to
this plan;
3.0 Have leadership, governance, and staffing structures that support the mission;
4.0 Be a responsible steward of the collections entrusted to its care and of the Museum’s
historic heritage;
5.0 Have interpretive and educational programs and activities that support its mission and
support its public service role;
6.0 Be financially stable in advancing its mission; and
7.0 Follow facility and risk management plans that meet programmatic and
administrative needs, protect collections and support its public service role.
V. GOALS AND KEY OBJECTIVES
The following tables present the Museum’s five-year goals, and the associated 2013-2014 key
objectives aligned with them.
1.0 Fulfill its obligation to the public trust and be accountable to the community it serves;
1.1 Fulfill all contractual obligations in the Agreement.
1.2 Continue to ensure Code of Ethics is signed by all relevant parties.
1.3 Continue compliance with AAM accreditation guidelines.
1.4 Continue audience research and museum evaluation efforts.
1.5 Partner with the City, community organizations, and community businesses to
promote tourism to the Monterey County area.
1.6 Continue compliance with all local, State, and Federal laws, codes, and
regulations applicable to its facilities, operations, and administration.
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1.7 The Museum Board of Directors will continue to grow its membership and
continue its professional board development.
2.0 Perform institutional planning and assessment processes and align its operations to this
plan;
2.1 Continue strategic planning and business planning processes.
2.2 Ensure that all Museum policies and procedures are reviewed by the appropriate
committees to ensure that they are current with professional standards and
mission driven.
2.3 Continue managerial processes and policies to ensure that the Museum operations
are integrated and focused on meeting its mission.
3.0 Have leadership, governance, and staffing structures that support the mission;
3.1 Complete business planning process to effectively advance mission and strategic
goals.
3.2 Create a business continuity plan detailing how to keep staff actively working
during times of crises.
3.3 Review and assure clear job descriptions, qualifications, roles and responsibilities
for staff, and volunteers, reflected in organizational charts and charters.
3.4 Recruit additional Board of Directors to fulfill skill set and diversity goals.
3.5 Recruit and maintain a volunteer workforce to a ratio of ten volunteers per staff
member (not including committee and board volunteers.)
3.6 Hire to fulfill Museum staffing plan.
4.0 Be a responsible steward of the collections entrusted to its care and of the Museum’s
historic heritage;
4.1 Review Collections Management policy and procedures to ensure continued
alignment with current AAM professional standards.
4.2 Review Conservation policy and procedures to ensure continued alignment with
current AAM professional standards.
4.3 Continue program to perform an annual inventory on rotating sections of the
Collection.
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4.4 Update the Education catalog as necessary and ensure that the entire Education
card catalog is in the online collection database.
4.5 Increase public visibility to collection by publishing a partial list of collection
objects (e.g., remove high value items, include local objects.)
4.6 If funding allows, conserve life-mounted bird specimens. (Ideally made available
for public viewing.)
5.0 Have interpretive and educational programs and activities that support its mission and
support its public service role;
5.1 Launch special exhibition Central Coast Landscapes: Celebrating Nature in
Painting in the “Humans and Nature” gallery.
5.2 Launch 5th
Annual Illustrating Nature special exhibition.
5.3 Support 53rd
Annual Wildflower Show and associated programming
5.4 As funding is available, complete redesign of Monarchs Come Home exhibition
for reinstallation into the Museum’s permanent exhibition space.
5.5 Create Museum Exhibition Plan for 2014/ 2015.
5.6 As funding is available, make continued improvements to the Museum facility
and galleries as outlined in the FY 13/14 Exhibitions Plan.
5.7 Implement mission driven education programs.
5.8 Expand the Museum’s Citizen Science offerings.
6.0 Be financially stable in advancing its mission; and
6.1 Increase organization’s ability to raise revenue through grants, fund raising, and
earned revenue opportunities; and
6.2 Strengthen donor relationships with the Museum.
6.3 Museum’s Finance Committee to provide budgetary oversight.
6.4 Implement anticipated recommendations from Financial Audit.
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7.0 Follow facility and risk management plans that meet programmatic and administrative
needs, protect collections and support its public service role.
7.1 Work with Pacific Grove Public Works Department to develop an overall City
Facility Management Plan for the Museum facility.
7.2 Continue staff training on Museum Emergency Plan.
VI. TWO-YEAR BUDGET AND FUND DEVELOPMENT PLAN
The Museum’s financially sustainability requires diverse funding. These include grants from
governmental and private entities, direct fundraising in the community, museum membership,
door donations, and income derived from programs at the Museum.
FY 2013 / 2014 Budget and Fund Development Plan:
The following budget is for the accounting period July 1, 2013 to June 30, 2014.
FY 2013 / 2014 Expenses Amount
Museum Collection 43380
Long-Term and Special Exhibitions 92654
Education 194057
Membership 24898
Marketing 16265
Advancement 102229
Museum services (e.g., store, facility rentals) 31684
Operations 170383
Total Expenses: 675,550
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Below is the FY 2013 / 2014 Funding Plan to support expenses.
FY 2013/ 2014 Source of Support Amount
City of Pacific Grove 168,500
Major Gifts / Grants 337,100
Visitor Donations 16,000
Annual Giving Campaign 18,000
Membership 46,000
Endowment 24,000
The Jefferson and Frances Larkey Memorial fund of
the Community Foundation for Monterey County
4,000
Nancy Parker Benham Endowment Fund of the Community Foundation
for Monterey County
7,000
Earned Gross Income Education 18,200
Earned Gross Income Museum Services (e.g., Store, Birthday Parties) 36,750
Total Support: 675,550
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FY 2014 / 2015 FUND DEVELOPMENT PLAN:
The following budget is for the accounting period July 1, 2014 to June 30, 2015.
FY 2014 / 2015 Expenses Amount
Museum Collection 43380
Long-Term and Special Exhibitions 102654
Education 204657
Membership 24898
Marketing 16265
Advancement 77229
Museum services (e.g., store, facility rentals) 31684
Operations 176383
Total Expenses: 677,150
Below is the FY 2014 / 2015 Funding Plan to support expenses.
FY 2013/ 2014 Source of Support Amount
City of Pacific Grove 168,500
Major Gifts / Grants 338,700
Visitor Donations 16,000
Annual Giving Campaign 18,000
Membership 46,000
Endowment 24,000
The Jefferson and Frances Larkey Memorial fund of
the Community Foundation for Monterey County
4,000
Nancy Parker Benham Endowment Fund of the Community Foundation
for Monterey County
7,000
Earned Gross Income Education 18,200
Earned Gross Income Museum Services (e.g., Store, Birthday Parties) 36,750
Total Support: 677,150
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VII. APPENDICES
A. APPENDIX B: Museum Board of Directors
Board Director
Bio, Occupational Background,
Charitable Volunteer Experience
Jason K. Burnett
Position: Director and
President
Degrees: Bachelor of Arts,
Economics, Stanford
University; Masters of
Arts, Earth Systems,
Stanford University
Elected as the Mayor of Carmel-by-the-Sea, CA in April of
2012 after having served as a Carmel-by-the-Sea City
Councilmember from 2010-2012.
Managing Partner of Clean Fund, a company that works to
structure and secure financing for renewable energy and energy
efficiency projects.
Serves on multiple Monterey County Boards, including as Vice
President of the Monterey Peninsula Regional Water Authority
(MPRWA) Board of Directors and as Chair of the MPRWA
Technical Advisory Committee.
Previously, Jason was the Associate Deputy Administrator of the
U.S. Environmental Protection Agency and prior to the EPA he
worked for Evolution Markets, a brokerage and consulting firm. He
has testified before and been interviewed by Senate and
Congressional committees and continues to engage federal and state
policy leaders on a myriad of issues. He has also been quoted in the
Washington Post, New York Times, Wall Street Journal, LA Times,
San Francisco Chronicle, AP, CNN, ABC, C-SPAN, and NPR.
Jason is a trustee of the David and Lucile Packard Foundation and
is the President of the Board of the Pacific Grove Museum of
Natural History.
Robert W. Bianchi
Position: Director and
Treasurer
Degrees: Bachelor of
Science, Accounting,
University of San
Francisco
Managing General Partner, Bianchi, Kasavan & Pope, LLP
providing public accounting & tax services for individuals,
corporations, partnerships, non-profits, trusts & estates, as well as
auditing and business valuation services; (accountant for 25 years;
managing partner for 3 years)
Former partner in successful oil & gas exploration company. (29
years)
Member and former President, Hollister Rotary Club. (19 years)
Board Chair, Central Coast YMCA. (various positions since 2003)
Member, Monterey County Business Council. (7 years)
Board Member, Sacred Heart Parish School, Hollister. (15 years)
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Board Director
Bio, Occupational Background,
Charitable Volunteer Experience
Judd Perry
Position: Director and
Secretary
Degrees: Bachelor of Arts,
History, Columbia
University; Doctor of Law,
University of California,
Berkeley
In the practice of business and corporate law; Vice President &
General Counsel to Kaiser Industries Corporation, Kaiser Steel
Corporation and Prodigy Services Company. (35+ years)
Private law practice. (7 years)
Director and Secretary, Pacific Grove Museum of Natural History
Association. (2 years, currently serving)
Director and President, Point Lobos Association.
Member, Point Lobos Docents
Friends of the Tembladero Slough
Volunteer, Monterey Bay Sanctuary Urban Watch Program (storm
drain water quality monitoring.)
Volunteer Guide, Monterey Bay Aquarium
Geva Arcanin
Position: Director
Degrees: Bachelor of Arts,
Chemistry, Graduate
Studies in Pharmaceutical
Sciences,
University of the Pacific;
Master of Arts,
Management and
Healthcare Administration,
Central Michigan
University
Team Leader Cytology/Pathology, Coordinator Quality Assurance,
Regulatory Compliance, Safety Officer, Clinical Laboratory Scientist,
Laboratory Department, Community Hospital of the Monterey Peninsula
(11 years)
Director of Development, San Benito Hospital District(3 years)
Director of Development, Laboratory Services, San Jose, CA (5 years)
Laboratory Manager, Stockton Pathology Medical Group(7 years)
Certified Quality Auditor, American Society for Quality
Consultant, Management and Marketing
Past Director and President, Pacific Grove Museum of Natural History
Association.
Past Member, City Museum Advisory Board
Director and past Secretary of the Foundation for the Performing Arts
Center, Pacific Grove.
Volunteer Quality Assurance Coordinator, Rotacare Free Medical Clinic,
Seaside, CA.
Board of Directors, Rotacare Free Medical Clinic
Member, Pacific Grove Rotary Club
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Board Director
Bio, Occupational Background,
Charitable Volunteer Experience
Hank Armstrong
Position: Director
Degree: BA English,
Stanford University
Vice President Communications, Monterey Bay Aquarium.
Experienced in directing communications and marketing programs,
including media relations, web/website operations, graphic design,
community relations, marketing and advertising. (26 years)
Board member, Pacific Grove Chamber of Commerce
Board member, Monterey County Hospitality Association
Former board member and committee member Monterey Visitors
and Convention Bureau
AAM professional member and PRAM committee member
Professional and committee member of the Association of Zoos and
Aquariums
Dede Bent
Position: Director
Degrees: Bachelor of Arts,
University of California,
Berkeley; Masters of Arts,
University of Oregon
Owner, Personnel Resources (Monterey) (20 years)
Human Resources Director, Monterey Bay Aquarium (7 years)
Administrator, Marin Museum of Science (4 years)
Seminar Coordinator, Young President’s Organization (2 years)
Assistant Registrar, Guggenheim Museum (4 years)
Trustee and Development Committee Chair, All Saints School (10
years)
BEACHCOMER, Moss Landing Marine Lab (5 years)
Advisory Board, Planned Parenthood (2 years)
Monterey County Board, Breast Care Initiative, CHOMP (3 years)
H. Edward Clifton
Position: Director
Degrees: Bachelor of
Science with High
Distinction in Geology,
The Ohio State University;
Doctor of Philosophy in
Geology, The Johns
Hopkins University
Geologist, U.S. Geological Survey (basic research on open-coast
and estuarine sediment and processes).
Chief, USGS Pacific Branch of Marine Geology.
Aquanaut, Man-in-the-Sea projects Tektite 1 and 2.
Adjunct Professor, Department of Geology, Stanford University.
Senior Research Fellow, Conoco, Inc.
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Board Director
Bio, Occupational Background,
Charitable Volunteer Experience
Dan Cort
Position: Director
CEO of the Cort Companies: preserving and renovating historic real
estate in Northern California for the past 30 years. City Council
Member, Mayor Pro-Tem and Mayor, City of Pacific Grove,
California 2004 – 2009. Pacific Grove Planning Commission, 1999-
2004., Chairperson - 2003-2004. Ocean Council, Oceana. Board of
Directors, Sealife Conservation. Board of Directors, Pacific World
History Institute. Advisory Board, School of International Studies,
University of the Pacific. Advisory Board, Center for
Nonproliferation Studies, Monterey Institute of International
Studies (MIIS). International Advisory Board, MIIS. Founding
Board Member, Vice-Chairman, Downtown Stockton
Alliance. Board of Directors, United Way of San Joaquin
County. Founding Member, Board of Directors, The Children’s
Museum of Stockton. Lifetime Member, California State Teachers
Association.
Paul Davis
Position: Director
Degree: Bachelor of
Architecture, Cal Poly San
Luis Obispo
Paul has been in the field of Architecture for over 25 years, first as
a Project Architect for Davis, Jacoubowsky, Hawkins and Walker
Associates, Inc. and now as a partner of The Paul Davis
Partnership. Paul currently serves as a member of the Planning
Commission for the City of Monterey, Chair of the Design Review
Board for Sand City and Consulting Architect for CSU Monterey
Bay.
Mary Anne Teed Lloyd
Position: Director
Degrees: Post Grad Study,
Academic Library
Administration,
UC Berkeley; Masters,
Library Science
(MLS) UCLA; B.A., Long
Beach State, Comparative
Literature and Languages;
University of Maryland,
College Park, MD; Goethe
Institute, Germany -
Language Studies
Emeritus Professor, Monterey Peninsula College;
Library Director, Monterey Peninsula College;
Developed $25M Library & Technology Center;
Co-Founder - MPC Foundation;
MPC representative to CSUMB Visioning Process;
Faculty Senate President;
Board member (former), Chamber Music Society.
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Board Director
Bio, Occupational Background,
Charitable Volunteer Experience
Frank Penner
Position: Director
Degrees: Bachelor of
Science, Physics,
Manhattan College; Master
of Business
Administration, Pace
University; Multiple
Subject Teaching
Credential, CSUMB
Director of International Marketing and Product Management,
Compaq Computers and Hewlett Packard (15 years);
6th Grade Core instructor, PG Middle School (2 years);
Past-President of the Pacific Grove Museum Association (2 years).
Lila Staples, Ph.D.
Position: Director
Degrees: Ph.D. in
interdisciplinary Museum
Studies / Education
Theory; Master of Arts in
Arts Education; Bachelor
of Arts in Art History
Professor, Museum Studies / Art History, California State
University Monterey Bay. (11 years)
Art Teacher, Pacific Grove Middle School. (10 years)
President and Trustee, Monterey Museum of Art Board of
Trustees.
(5 years)
Monterey Museum of Art, Strategic Planning Committee. (1 year)
Pacific Grove Museum of Natural History Board of Directors, (1
year, currently serving)
Founding Board, Ft Ord Museum and Archives. (5 years)
President and Board Member, Pacific Grove Heritage Society. (5
years)
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Board Director
Bio, Occupational Background,
Charitable Volunteer Experience
Terry Trotter
Position: Director
Degrees: Pacific Grove
High School 968, AA
degree, Monterey
Peninsula College;
Bachelor of Science,
Psychology, California
State University, Hayward
Co-owns and operates Trotter Galleries in Pacific Grove and
Carmel, which focus on California's artistic heritage (1875-1950),
with emphasis on the early artists of the Monterey Peninsula.
Trotter Galleries has a long history of association with museums
and institutions on a local, state, and national basis.
Associate member of the International Society of Appraisers (34
years)
Lifetime Associate Member, Carmel Art Association (20 years)
Patron Member, Monterey Museum of Art (16 years)
Member, Fine art Dealers Association since 1996
Associated Antiques Dealers of America, Inc. (4 years)
Patron Member, California Art Club. (8 years)
Board of Directors, Carmel-by-the-Sea Rotary Club. (1 year)
Member, Hearst Art Gallery Council, St. Mary’s College. (currently
serving)
