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Leading Museum Transformations

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Panel discussion at the Western Museums Association Annual conference in Palm Springs, CA on October 22, 2012

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Leading Museum Transformations

  1. 1. …a group of New York realists replaced the dictum of “art for arts sake” with “art for life’s sake.” Led by Robert Henri, the men of the so-calledAsh Can School treated themes new to American art: the streets and tenements of the city. This approach was shocking to some, deplorable toothers.
  2. 2. Personal connections: StrategiesDevelop galleries around common experiences:Ancestors and Spirit Forces FamilyThe Grand Tour Travel/VacationArt and the Cycle of Life Rites of passageThe Cosmos SpiritualityBeauty for All Interior designChildren and Play ChildhoodSplendor by the Hour Daily Life
  3. 3. Visitor Panel
  4. 4. Leading Museum Transformations Western Museum Association Lori Fogarty Director, Oakland Museum of California
  5. 5. Oakland Museum of California Snapshot• Art, History, and Natural Sciences all focused on California• “Occupying” downtown Oakland• Annual budget of $13 million• Annual audience of approximately 200,000• “Museum of the people”
  6. 6. OMCA Inside and Out
  7. 7. Why Change? Why Now?• First major building renovation and reinstallation• Transition from a City department to an independent non-profit• Building on lessons learned and new ways of working• Recognizing the major shifts for museums in the 21st century
  8. 8. The Process• 2007 - Physical transformation begins• May 2010 - New Galleries of California Art and History open• June 2010 - Negotiations with the City of Oakland begin• June 2011 - New agreements with the City of Oakland approved• July 2011 - Major Museum re-organization and launch of new structure• June 2013 - Gallery of California Natural Sciences opens• Whew!
  9. 9. Gallery of California Art
  10. 10. Gallery of California History
  11. 11. OMCA Org Chart
  12. 12. And Where Are We Now?
  13. 13. Strategic Plan (2007) New Vision (2008) Branding (2009-11) Organizational restructuring (2011) Business planning (2012 and beyond)
  14. 14. REDEFINE OUR INTERNAL PURPOSEVISITOR CENTRICCURATORIAL FOCUSREALIGN ORGANIZATIONAL RESOURCESENHANCE BOARD ENGAGEMENT 33
  15. 15. 36
  16. 16. 37
  17. 17. 38
  18. 18. ASIAN FOR ALL

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