Utah Museum of Fine Arts
NEW Strategic Plan

University of Utah
Salt Lake City, UT
Gretchen Dietrich, Executive Director
George Lindsey, Deputy Director
Kerry O’Grady, Director of Education & Engagement
So...
UMFA by the NUMBERS:
1914 – Campus art collection established
1951 – Utah Museum of Fine Arts
1971 – Accreditation from th...
Why must we do Strategic Planning?
•  Understand the competitive environment
•  Understand demographic and philanthropic
t...
Methodology & Planning Process:
•  Study trips to 6 university art museums & 5 civic
art museums in LA, Seattle, the Bay A...
A new Mission Statement…
The Utah Museum of Fine Arts inspires
critical dialogue and illuminates the
role of art in our li...
Six Goals for the Future UMFA
Goal I: Become a more strategic,
deliberate, and sustainable institution
•  Build Capacity: increase size and sources of
g...
Goal 2: Engage more deeply with and
become a valuable resource for the
University of Utah
•  Create opportunities for more...
Goal 3: Use art boldly to inspire exploration
of and discussion about important topics of
our day in a “safe” and intellec...
Goal 4: Focus and align the UMFA to
better meet the needs of its core audiences
• 
• 
• 
• 

Enhance and improve the Visit...
Core Audiences…

Undergraduates

Families

Intellectually
Curious
Adults
Goal 5: Define and leverage the UMFA’s
role as the state’s art museum
•  Maximize and leverage state-wide
programming
•  S...
Goal 6: Raise the profile, visibility, and
reputation of the UMFA
•  Develop, articulate, and promote a refreshed
UMFA bra...
Lessons Learned:

•  No short cuts … honor the process
•  Put everything on the table
•  Find the balance between what you...
Questioning
• Process: the work of the team.
• We began by asking questions to guide our
observations and conversations.
•...
Determining the Audience
• How do we determine our “core audience?”
• What about everyone else?
• Observations: Alignment ...
The Mission Statement
• Writing the Mission Statement: What do we say?
• Observations: Mission statements and core values
...
Engagement Objectives
• Creating a dialogue around engagement
objectives.
• Different sites of engagement: galleries, onli...
Prioritizing and Right-Sizing Initiatives
• Setting priorities: Strategic plan as guide.
• Staffing: How can we best alloc...
Articulating Your Museum’s Strategic
Direction!

• Planning is good for museums of all sizes!
• Identify your strengths an...
Keys to Successful Implementation!


• The successful implementation plan includes:
• Identification of short-term priorit...
The Financial Plan Should Answer
These Questions:
• What is the cost of implementing the strategic
plan?
• What are the so...
The Financial Plan Should Address
these Challenges:!


• Estimate the cost of each step identified in the
Implementation P...
THANK YOU!
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Strategic Visioning: Mapping the Future of Your Museum

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In the process of developing a new strategic plan, the UMFA developed self-reflective questions regarding its mission and vision. UMFA staff visited museums in Seattle, Los Angeles, the Bay Area, and Austin with the aim of studying variations of best practice to guide this work. By developing a clear, strategic direction for the institution, museum staff was able to devise changes to the organizational structure and operational strategies in accordance with short and long-term objectives. This session will include questions and findings regarding curatorial practice, sustainability, engagement, and strategic planning to ensure the health, success, and impact of the Museum.

Moderator: Gretchen Dietrich, Executive Director, Utah Museum of Fine Arts
Presenters: George Lindsey, Deputy Director, Utah Museum of Fine Arts
Sonja Lunde, Director of Planning and Special Projects, Utah Museum of Fine Arts
Kerry O’Grady, Director of Education and Engagement, Utah Museum of Fine Arts

Published in: Education, Business
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Strategic Visioning: Mapping the Future of Your Museum

  1. 1. Utah Museum of Fine Arts NEW Strategic Plan University of Utah Salt Lake City, UT
  2. 2. Gretchen Dietrich, Executive Director George Lindsey, Deputy Director Kerry O’Grady, Director of Education & Engagement Sonja Lunde, Director of Planning & Special Projects
  3. 3. UMFA by the NUMBERS: 1914 – Campus art collection established 1951 – Utah Museum of Fine Arts 1971 – Accreditation from the American Alliance of Museums $3M – Annual operating budget $14M – Total endowment funds, primarily for art acquisition 19,000 – Total objects in the collection 135,000 – Grand total of visitors in FY13 22,000 – School Children (K-6) served annually
  4. 4. Why must we do Strategic Planning? •  Understand the competitive environment •  Understand demographic and philanthropic trends in the community •  Ongoing need to be RELEVANT! •  A great moment for the UMFA to look forward
  5. 5. Methodology & Planning Process: •  Study trips to 6 university art museums & 5 civic art museums in LA, Seattle, the Bay Area & Austin •  Consultant Lynne Heinrich of Marts & Lundy •  Scores of conversations with staff, UMFA Board of Directors, students, faculty, campus administrators, and community leaders •  Workshop Sessions with community members
  6. 6. A new Mission Statement… The Utah Museum of Fine Arts inspires critical dialogue and illuminates the role of art in our lives.
  7. 7. Six Goals for the Future UMFA
  8. 8. Goal I: Become a more strategic, deliberate, and sustainable institution •  Build Capacity: increase size and sources of gifts and financial support •  Prioritize and align the Program of the UMFA with available resources •  Steward the collection to support research, preservation, utilization, and collections building •  Realign the organizational structure to maximize efficiency and promote accountability
  9. 9. Goal 2: Engage more deeply with and become a valuable resource for the University of Utah •  Create opportunities for more faculty and students to be involved in the UMFA •  Support the U’s goal of enhancing “student life” by serving as a hub of student engagement •  Raise awareness and improve communication of the UMFA’s value to the University community and beyond
  10. 10. Goal 3: Use art boldly to inspire exploration of and discussion about important topics of our day in a “safe” and intellectually creative environment •  Welcome risk-taking and present a multiplicity of perspectives to stimulate participation and exploration of art and ideas •  Maximize and fully utilize the UMFA’s permanent collection •  Create innovative and relevant public programming that encourages engagement and dialogue
  11. 11. Goal 4: Focus and align the UMFA to better meet the needs of its core audiences •  •  •  •  Enhance and improve the Visitor Experience Increase evaluation and data collection Creatively rethink the use of the Facility Embrace technology in new and innovative ways to enhance the Visitor Experience
  12. 12. Core Audiences… Undergraduates Families Intellectually Curious Adults
  13. 13. Goal 5: Define and leverage the UMFA’s role as the state’s art museum •  Maximize and leverage state-wide programming •  Serve as a leader in our community of museum and nonprofit best practice •  Improve and maximize communication and awareness of the UMFA’s value to the State •  Develop a vision and strategy for the facility and programmatic expansion of the UMFA
  14. 14. Goal 6: Raise the profile, visibility, and reputation of the UMFA •  Develop, articulate, and promote a refreshed UMFA brand •  Elevate and emphasize the prominence and comprehensive scope of the UMFA’s value to the U of U and the state-wide community •  Pursue targeted, deep-collaborations with organizations sharing similar core audiences •  Capitalize on the UMFA’s unique strengths and qualities
  15. 15. Lessons Learned: •  No short cuts … honor the process •  Put everything on the table •  Find the balance between what you want to achieve and what you’re capable of achieving •  Simple is better •  Trust your gut but listen carefully to others
  16. 16. Questioning • Process: the work of the team. • We began by asking questions to guide our observations and conversations. • Those questions evolved as we let our experiences and observations shape them.
  17. 17. Determining the Audience • How do we determine our “core audience?” • What about everyone else? • Observations: Alignment between mission, audience, and program.
  18. 18. The Mission Statement • Writing the Mission Statement: What do we say? • Observations: Mission statements and core values providing a strong sense of direction and identity. • The role of the mission statements (and vision/ value statements) in guiding engagement.
  19. 19. Engagement Objectives • Creating a dialogue around engagement objectives. • Different sites of engagement: galleries, online, across campus, across the state. • How to engage students? How to engage our civic audience? • Visitor Experience: The platform for engagement.
  20. 20. Prioritizing and Right-Sizing Initiatives • Setting priorities: Strategic plan as guide. • Staffing: How can we best allocate the time and talents of the staff towards our engagement priorities? • Right sizing initiatives; defining success. • Strategic plan as time-saver in program development.
  21. 21. Articulating Your Museum’s Strategic Direction! • Planning is good for museums of all sizes! • Identify your strengths and determine your priorities • Consider your overall program and mission • Methodology matters!
  22. 22. Keys to Successful Implementation! • The successful implementation plan includes: • Identification of short-term priorities • Creation of a task-oriented action plan • Assignment of responsibility • Regular Communication • Review and Revision • Financial Planning
  23. 23. The Financial Plan Should Answer These Questions: • What is the cost of implementing the strategic plan? • What are the sources of revenue that will pay these expenses? • What is the timeline for the revenue?
  24. 24. The Financial Plan Should Address these Challenges:! • Estimate the cost of each step identified in the Implementation Plan • The duration of the Financial Plan should match the duration of the Strategic Plan • The Financial Plan should be realistic in its expense and revenue projections • The Financial Plan should provide a multi-year Income Statement and Balance Sheet • Communication is key
  25. 25. THANK YOU!

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