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TMA Annual Plan 2011

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Toledo Museum of Art Director Brian Kennedy presented this annual plan to the TMA board on Monday, June 6 for approval. It is the result of an eight-month strategic planning process.

Toledo Museum of Art Director Brian Kennedy presented this annual plan to the TMA board on Monday, June 6 for approval. It is the result of an eight-month strategic planning process.

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TMA Annual Plan 2011 Presentation Transcript

  • 1. Toledo Museum of Art Annual PlanJuly 1, 2011-June 30, 2012
  • 2. Toledo Museum of Art Our Purpose: Art Education
    2
    Providing access to works of art in the Museum and information about them
  • 3. Background Overview
    The museum underwent a strategic planning process during the first 3 months of Brian Kennedy’s directorship (Fall 2010). This involved many groups of museum stakeholders, and culminated in an overview of current issues and needs within the museum and in the broader Toledo community. This was presented to the Board of Directors in early December 2010, and subsequently announced to our general public.
    3
  • 4. 4
    Background Overview
    Based on this data, the museum then developed an overarching Strategic Plan, intended to begin in July, 2011 and run through June 2015. The plan was presented to the Board of Directors and the Staff in February 2011.
    This Annual Planfor fiscal year 2011-2012 is based on the Strategic Plan, and incorporates many of the ideas generated during the entire planning process.
  • 5. In developing the first Annual Plan based on the Strategic Plan, staff were asked to use the following principles as guides:
    • Art must be connected to all that we do
    • 6. Always seek to add value
    • 7. Plan, implement, evaluate
    • 8. Our people are our best asset
    • 9. Integrate art into people’s live
    • 10. Money follows good ideas
    5
    Basic Principles
  • 11. In a traditional art museum structure the “purpose” or “mission” of the museum is in the center.
    Collections
    Audiences
    Purpose
    Resources
    While this institutional structure can be useful, we decided that if
    Arts Education is our Purpose, then our structure must focus
    on Activities to deliver it.
  • 12. New TMA Model: Activity Based
    Art
    Staff
    Buildings
    Collections
    Audiences
    Funds
    Activity
    Intellectual Property
    Knowledge
    Expertise
    Experiences
    Activity is at the center, allowing us to think differently about our existing resources, whether they be our collections, our knowledge, or our visitors.
  • 13. The Strategic planning process resulted in 5 Strategic Objectives that will guide our activities from 2011-2015
    • Expanding Access to the Collections
    • 14. Teaching Visual Literacy
    • 15. Increasing Visibility
    • 16. Developing Museum Assets
    • 17. Working with Artists
    8
    The Annual Plan 2011-2012 will deliver on these strategic objectives
  • 18. Expanding Access to the Collections
    “Collections” has been defined as inclusive of staff, buildings, funds, and our Art Collections. This objective will especially utilize digital technology to bring the museum’s collections to our visitors.
    9
  • 19. 10
    Teaching Visual Literacy
    Incorporating “learning to look” methodology to enhance our educational and programmatic offerings. Promoting awareness of the principles and elements of art and design in all gallery and exhibition interpretation.
  • 20. 11
    Increasing Visibility
    Increasing our use of social media, expanding the museum’s membership program, and utilizing focused marketing efforts around exhibitions and high profile events to raise awareness of the TMA locally, nationally and internationally.
  • 21. 12
    Developing Museum Assets
    Promote and develop the knowledge and expertise of the staff; begin an improvement of our physical plant and environment, expand use and access to the Peristyle, and determine how best to fund our activities.
  • 22. Working with Artists
    Refining and expanding the museum’s artist-in-residence program; develop a program of temporary art installations; utilize exhibitions to introduce temporary site-specific installations to our museum visitors.
    13
  • 23. Then staff began to plan the activities for the upcoming fiscal year and were asked to consider the following:
    What should you/your group….
    • Start doing that hasn’t been done before?
    • 24. Continue doing and do the same as it is now?
    • 25. Do the same activity, but expand it?
    • 26. Do the same activity, but decrease it?
    • 27. Stop doing? Are there activities that better meet our objectives?
    14
  • 28. Organizational Structure
    Strategic Objectives
    Chief Operating Officer
    Director of Marketing and Communications
    Director of Education
    Director of Development
    Chief Curator
    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
    Board of Directors
    Director
    Associate Director
    Senior Curator
    Executive Assistant
    Teaching Visual Literacy
    Increasing Visibility
    Developing
    Museum Assets
    Working with Artists
    We are structured to deliver our Strategic Objectives across all departments.
  • 29. 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.
    16
  • 30. Objective 1: Expanding Access to the Collections
    Leader: Carolyn Putney, Chief Curator
    Second: Kelly Garrow, Director of Marketing and Communications
    Specific Activities:
    • Activity 1: Improving technology by activating The Museum System, E-Museum and Luna Imaging databases
    • 31. Activity 2: Plan a mobile strategy
    • 32. Activity 3: Create educational content for the databases and mobile applications
  • 18
    Expanding Access to the Collections continued
    • Activity 4: Launch E-Museum and a smart phone application for the sculpture garden
    • 33. Activity 5: All visits and programming should relate to the art collection
    • 34. Activity 6: Creating content packages for area teachers to bring our collections to the classrooms
  • 19
    Expanding Access to the Collections
    Evaluation
    This objective will be evaluated in the following way:
    In house and public surveys both on the web and at
    the museum. Defined deadlines for rollouts of web components, and subsequent engagement of visitor feedback for improvement in accessibility and quality of content.
  • 35. Objective 2: Teaching Visual Literacy
    Leader: Director of Education (being recruited)
    Second: Larry Nichols, Senior Curator
    Specific Activities:
    • Activity 1: Incorporate Visual Literacy /Learning to Look strategies into all Museum classes by focusing on fundamental principles of art utilizing works of art from our collection.
    • 36. Activity 2: Incorporate Visual Literacy/Learning to Look strategies into all Museum tours. Invite participants to look at works of art by engaging with the elements of art and principles of design.
    20
  • 37. Teaching Visual Literacy continued
    • Activity 3: Begin to work with school administrators to show them how Visual Literacy Strategies align with 21st Century Learning Skills.
    • 38. Activity 4: Use Museum exhibitions to introduce visitors to the Elements of Art and Principles of Design.
    • 39. Activity 5: Maintain a “best-dressed-everyday” approach to TMA campus and buildings, both inside and out.
  • 22
    Teaching Visual Literacy
    Evaluation
    This objective will be evaluated in the following way:
    Visitor feedback on experience of TMA through interactions both in person and on our website. Formation of a “feedback group” comprised of staff, educators, university professors and members of the public.
  • 40. Objective 3: Increasing Visibility
    Leader: Kelly Garrow, Director of Marketing and Communications
    Second: Brian Kennedy, Director
    Specific Activities:
    • Activity 1: Shine light on the work of the other four objectives
    • 41. Activity 2: Develop the marketing and communications tools necessary to add value, increase awareness and build the TMA brand
    23
  • 42. Increasing Visibility continued
    • Activity 3: Develop key TMA messages and deliver those messages to target audiences
    • 43. Activity 4: Present our TMA membership opportunity on a consistent basis to achieve growth
  • 25
    Increasing Visibility
    Evaluation
    This objective will be evaluated in the following way:
    Primary research and results-oriented evaluation such as the number of new members, renewal rates, number of visitors, contacts through social media, etc.
  • 44. Objective 4: Developing Museum Assets
    Leaders: Carol Bintz, Chief Operating OfficerSecond: Susan Palmer, Development Director
    26
    Specific Activities:
    • Activity 1: Create a menu of funding opportunities.
    • 45. Activity 2: Identify, engage and secure support from individual donors, companies, corporations and foundations to fund our activities.
  • 27
    Developing Museum Assets continued
    • Activity 3: Create a vibrant program to recruit, retain, and train Museum staff
    • 46. Activity 4: Work with UT and BGSU on better using the Glass Pavilion by exploring the feasibility starting an accredited glass program.
  • 28
    Developing Museum Assets continued
    • Activity 5: Expand the Sculpture Garden to Glass Pavilion grounds
    • 47. Activity 6: Revamp Parking lots and access ways to the museum to make them more visitor friendly
    • 48. Activity 7: Revamp ground floor to offer most staff natural light in offices
  • Developing Museum Assets
    Evaluation
    This objective will be evaluated in the following way:
    Funding plan being in place and donors sought – measured by funds raised. Projects are completed and staffed. Menu of staff needs for professional development/training created and measured against expected outcomes.
  • 49. Objective 5: Working with Artists
    Leader: Amy Gilman, Curator for Contemporary Art, Associate Director Second: Brian Kennedy, Director
    30
    Specific Activities:
    • Activity 1: Executing 2011-12 Guest Artist Pavilion Project (GAPP) program; Planning 2012-13 GAPP program
    • 50. Activity 2: Small Worlds exhibition (Fall 2011)
  • 31
    Working with Artists continued
    • Activity 3: Jules Olitski: Revelations exhibition (Spring 2012)
    • 51. Activity 4: Color in Glass exhibition (Summer 2012)
  • 32
    Working with Artists continued
    • Activity 5: Planning and executing Master’s Series FY11-12; planning for Master’s Series FY12-13
    • 52. Activity 6: Planning for expanded artist-in-residence program for FY13
  • 33
    Working with Artists continued
    • Activity 7: Evaluation of current exhibition schedule planning. Develop a process to better align TMA exhibition schedule with our overall Strategic Plan
    • 53. Activity 8: Finalize exhibition schedule through 2014 including artist site-specific projects.
  • Working with Artists
    Evaluation
    This objective will be evaluated in the following way:
    A visitors survey will be created for each exhibition. Attendance for exhibitions, Master’s Series, and other programs will be evaluated on an expected vs. actual ratio. Supplement qualitative and quantitative evaluation techniques to assess visitor response to our programs.
  • 54. Overall Evaluation: How do we know how well we’re doing?
    • Each objective will have one or more evaluative tools attached to it.
    • 55. All objectives will be evaluated on a quarterly basis by the Executive Team to determine if goals are being met, or if adjustments need to be made.
    35
  • 56. Overall Evaluation:
    Additionally the Museum will:
    • Create a survey for visitors to each exhibition
    • 57. Implement a staff evaluative procedure for each temporary exhibition
    • 58. Develop a plan for an integrated museum-wide evaluation strategy – to be implemented by beginning of Fiscal 12-13 (year 2 of Strategic Plan)