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A Vision for the Toledo Museum of Art
 

A Vision for the Toledo Museum of Art

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At the American Alliance of Museum's annual meeting in Seattle, WA, Director Brian Kennedy, Associate Director Amy Gilman and Chief Operating Officer Carol Bintz presented the vision for the Toledo ...

At the American Alliance of Museum's annual meeting in Seattle, WA, Director Brian Kennedy, Associate Director Amy Gilman and Chief Operating Officer Carol Bintz presented the vision for the Toledo Museum Art.

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    A Vision for the Toledo Museum of Art A Vision for the Toledo Museum of Art Presentation Transcript

    • A Vision for the Toledo Museum of Art Brian P. Kennedy, Director Amy Gilman, Associate Director Carol Bintz, COO
    • Toledo Museum of Art Monroe Street Façade, 1912
    • 90% of our information is received by our eyes
    • Everything we see is an image
    • VISUAL LITERACY
    • VISUAL LITERACY The ability to construct meaning from everything we see.
    • It is the key sensory literacy. We must teach it. VISUAL LITERACY
    • Baby Tours and Toddler Tours School Tours TEACHING VISUAL LITERACY
    • On-Site Attendance Metropolitan Statistical Area Toledo Museum of Art 371,866 651,429 57.1% Museum of Fine Arts, Boston 1,210,980 4,552,402 26.6% Indianapolis Museum of Art 369,163 1,756,241 21% Nelson-Atkins Museum of Art 412,574 2,035,334 20.3% Walker Art Center 588,677 3,279,833 17.9% San Francisco Museum of Modern Art 635,636 4,335,391 14.7% Dallas Museum of Art 498,200 6,371,773 7.8% On-Site Attendance | MSA Figures, 2010
    • Solar Canopy Off the Grid
    • The Toledo Museum of Art has launched vislit.org, a website about Visual Literacy.
    • The 2014 International Visual Literacy Association Conference The Art of Seeing: From Ordinary to Extraordinary November 5–8, 2014 Toledo Museum of Art Image Credit: John T. Hrosko
    • All our activity must involve art. Our people are our best asset. Integrate art into people’s lives. Always seek to add value. Plan, implement, evaluate. Money follows good ideas. Design Principles
    • Typical Art Museum: Purposeful/Intentional Collections Audiences Resources Purpose
    • TMA Model: Activity Based Collections Audiences Intellectual Property Activity Art Staff Buildings Funds Knowledge Expertise Experiences
    • Create Teams Create Compete Control Collaborate Competing Values Board Core Leadership Team Executive Team/Fellows Staff Team Volunteer Team Performance Management Predictive Index - all staff, all recruits Hire Smilers
    • Leading Change Kotter’s 8 Stages Establish a Sense of Urgency Create a Vision Form a powerful Guiding Coalition Communicate the Vision Empower others to act on the Vision Plan and Create short term wins Consolidate improvements and produce change Institutionalize New Approaches Polishing the Gem Use Traffic Light System Stop / start / Continue Quality Control “Fix It” List
    • STAFF RESTRUCTURING Form Follows Function
    • Curatorial Registration Exhibitions Visual Resources Publications Library Rights + Reproduction Archives Conservation Docent Program Family Center Teacher Resources Public Classes Public Programs Community Outreach Educational Media Finance Facilities Museum Store Culinary Services Security Utilities + Grounds HR Glass Studio Special Events IT Grantwriting Major Donors Planned Giving Business Council President’s Council Director’s Circle Promotional Publications Press Relations Social Media Marketing Internal and External Communications Membership Visitor Services Graphic Design Expanding Access to Collections Teaching Visual Literacy Increasing Visibility Developing Museum Assets Working with Artists Director Associate Director Senior Curator Executive Assistant Strategic Objectives Chief Operating Officer Chief Curator Director of Education Director of Development Director of Marketing and Communications BoardofDirectors Organizational Structure: July 2011 We are structured to deliver our Strategic Objectives across all departments.
    • Objectives 2011-2012 Each Objective will be lead by a member or members of the senior staff, who are responsible for overseeing all activities for that Objective. 30
    • Strategy Development | 2012 Museum Director Chief Operating Officer Associate Director Strategic Objectives 31
    • Executive Team: January 2013 COO Chief Systems Officer CFO Facilities Director Director of Education Chief Curator Senior Curator Head of Engage- ment Group Associate Director
    • Organizational Chart: January 2013 Board of Directors Director Resources/ COO Finance Assistant Controller Special Events Retail Tech/AV Equip TSO Human Resources Management /Training HRIS/Payroll Protective Services Volunteers Development Dev Coordinator Asst Director Membership/ Visitor Services Facilities Maintenance Grounds Utility Asst Manager/ Capital Projects Information Asst Systems Officer Systems Analyst Asst Network /Software Management Head Librarian 2 PST assistants for area Fellows/ Assistants Content Engagement/ Assoc Director Chief Curator Curators Conservator Visual Literacy Docents Outreach/ Family Center Assistant Director Visitor Engagement Exhibitions/ Publications Glass Studio Interpretation & Editing Design Studio Communications Social Media PR & PI 2 PST assistants for area 33
    • Information Group Chief Systems Officer Assistant Systems Officer/ Registrar Associate Registrar Art handlers Union staff Database Manager Database/Archives Manager Library Cataloguer and Museum data entry Asst. for Network and Software Management Museum Systems Analyst Head Librarian Circulation Staff 34
    • Staff Restructure: Executive Team COO Chief Informati- on Officer CFO Facilities Director Director of Education Chief Curator Senior Curator Head of Visitor Engage- ment Associate Director Assistant Director Mellon Fellows March 2014
    • ALLOCATION OF RESOURCES
    • Budgeting by Objective Strategy Support = Funding • Increasing Visibility • Teaching Visual Literacy • Working with Artists • Developing Museum Assets • Expanding Access to the Collection 37
    • Budgeting by Objective Resource Allocation • People submit budgets based on achievement of objectives • Resource allocation based upon needs to achieve objectives • People • Money • Equipment • Facilities • Intellectual Property 38
    • Focus on Objectives • Funding Follows Planning • Action Plans Created – State resources needed and how objective is supported – Resource allocation based upon needs to achieve objectives • Staff: who and how many • Equipment and space needs • Deadlines for achievement • Project manager with responsibility and accountability for results 39
    • Work Space Design Exposure to Natural Light Adjacencies Open work areas Gathering Space Energy Efficiency 40
    • Result: Energy Savings
    • May 2013: TMA Goes Off the Grid 5/13/13 8 am 12 pm 5 pm Off The Grid
    • It’s a Work In Progress 2010–15: Strategy / Structure / Staffing 2015–20: Strategy / Structure / Staffing
    • Questions or Comments? Ideas or Thoughts?
    • The 2014 International Visual Literacy Association Conference The Art of Seeing: From Ordinary to Extraordinary November 5–8, 2014 Toledo Museum of Art Image Credit: John T. Hrosko Registration opens June 1, 2014 at vislit.org