CalColor, a model school run by the first generation of Chinese immigrants, celebrates its 10th anniversary

In celebration of CalColor’s 10th anniversary, educators and staff gathered for a commemorative photo together. CalColor Academy is the largest extracurricular art school in the San Francisco Bay Area. The founder and principal, Liu Lan, along with Executive Director Wu Ligang, have established clear roles in their collaboration; Liu, with her background in art, focuses meticulously on teaching, while Wu, holding a PhD in physics and boasting experience in high-tech management, oversees operations.

As CalColor marks its decade of existence this year, it has expanded to six campuses, employs over 50 staff members, and serves about 3,300 students aged 4 to 18. Initially, it started as a family art studio. Both Liu and Wu admit they never envisioned the school would grow to such proportions.

**From Teaching Kids to Running a Business**

Liu, a graduate of Tsinghua University’s School of Fine Arts, moved to the United States and later obtained her Master’s in Arts from San Jose State University. While in graduate school, she opened an art studio at home, teaching children how to draw. “At the beginning, I was posting flyers outside the local supermarket to attract students,” Liu recalls. “Although there were only two students at first, it quickly grew to 50 and then 100, which was quite surprising. I grew increasingly passionate and engaged, realizing it was a venture worth dedicating my life to.”

As the number of students swelled, Liu found herself busier than ever, filling her schedule with classes. She recognized the diverse needs of her students and felt the pressure of her limitations as an instructor. “Every teacher has boundaries; we may not be able to teach everything, but we all want to give our best to our students,” Liu explains. “Teachers naturally want to impart what they’re best at, but that doesn’t always align with what children need to learn.”

One of her students had a keen interest in Japanese anime and was eager to learn. Liu, unfamiliar with the genre, found it challenging; “I could only learn and teach on the fly, but I knew I couldn’t capture the essence of Japanese anime.”

To enrich the curriculum and allow students to pursue their interests, Liu, after earning her master’s degree in late 2013, partnered with two like-minded classmates from SJSU to open CalColor’s first location in Fremont. As the school flourished, the teaching staff expanded accordingly. Now, the curriculum not only includes Japanese anime but also digital art, sketching, oil painting, and specialized portfolio courses.

**Empowering Teachers to Excel**

CalColor stands out among many art schools due to its comprehensive and systematic curriculum. Liu attributes this to the diverse perspectives brought by teachers from different disciplines. “In our curriculum discussions, we collaboratively explore art education to determine what children should learn and do at each stage,” she shares. “We genuinely consider their long-term growth instead of just focusing on the immediate class outcomes.”

When hiring teachers, Liu places a high value on their professional arts background. “Artists inherently possess a passion for their field that can inspire students,” she notes. “Having gone through the creative process, they understand the struggles, trial-and-error, and the search for solutions, enabling them to genuinely guide students in their creative pursuits.”

Liu acknowledges the challenges of managing a team of artists, but she chooses to grant them maximum freedom to pursue their passions and showcase their expertise. “Artists have their own convictions, which is an asset to our school, rather than conforming them to a one-size-fits-all approach. A high standard, strong commitment to teaching, and compassion for children are key,” she says. “My role is to understand, respect, listen, and remain open-minded.”

**Expansion After 2017**

The operational efficiency of CalColor has played a vital role in its current scale. Wu Ligang, who has spent a decade in the high-tech industry, applies a scientific and analytical mindset to the management of the art school, continuously optimizing operations through case analysis, data assessment, and competitor evaluation. “Managing CalColor ignites my passion,” Wu asserts. “Witnessing the school’s growth and its positive impact on students and the community, as well as creating opportunities for talented educators, makes this work profoundly meaningful.”

Although founded in 2013, CalColor began its expansion in 2017, opening five additional campuses within three years. Wu describes their approach as conservative; “We typically wait until we have a 60% assurance before moving forward, especially in our early days with limited resources. It’s crucial to be responsible not only for cash flow but also for our students and teachers. Growth must prioritize teaching quality and talent development.”

During its expansion phase, retaining and developing teachers posed a significant challenge, especially in the high-cost Bay Area, where those willing to stay long-term are often deeply passionate about art education. Liu and Wu faced difficulties with several teachers leaving in quick succession. They recognized that while some factors might be beyond their control, effective management also plays a huge role. After years of dedication, they have seen significant improvements in teacher retention and development and plan to continue optimizing this aspect in the future.

**Turning Crisis into Opportunity**

The COVID-19 pandemic that hit in 2020 caused many art schools in the Bay Area to close. However, CalColor viewed this crisis as an opportunity from the outset. Wu states, “Before the pandemic, our expansion couldn’t keep pace with the influx of students. Thanks to our preparedness, we successfully transitioned to online classes the day the stay-at-home order was issued, retaining the majority of our students—1,200 out of 1,700. While we reduced costs in other areas, we ensured that all teachers retained their positions. The pandemic provided a rare chance to slow down and strengthen our foundation.”

“It allowed us to address our previous shortcomings, reevaluate the less effective parts of the curriculum, and redesign our course offerings. We initiated the development of digital courses and advanced portfolio classes during that time,” Wu explains. “After the pandemic ended, we experienced explosive growth, with student enrollment skyrocketing from 1,200 to 3,000 in just one year.”

CalColor serves as a model for the first-generation Chinese immigrant-run school catering to a diverse array of ethnicities. Wu notes that from its inception, the school has aimed to minimize the personal influence of its founders, creating an inclusive environment that belongs to every artist involved. “Our curriculum is designed to align with local American culture and mainstream trends, delivering classes in English and collaborating on course materials that resonate with global artistic standards.”

“When you work sincerely, it becomes apparent to everyone, regardless of your ethnicity,” Liu concludes.