The Manual of Strategic Planning for Cultural Organizations adopts a hollistic approach to the creative world of cultural institutions. By encompassing museums, art galleries, gardens, zoos, science centers, historic sites, cultural centers, festivals, and performing arts, this book responds to the reality that boundaries are being blurred among institutional types-with many gardens incorporating exhibitions, many museums part of multidisciplinary cultural centers and festivals.. As cultural leaders transform the arts in the twenty-first century, this "whole career" manual will prepare readers for every stage. Three key areas covered are:
Leadership change. This chapter explains the role of strategic planning when an institution is going through the process of hiring a new director. A question we are frequently asked is "Should the strategic plan precede the search process or should it wait until the new director takes up the position?"
Institutional change. Increasingly, cultural organizations are going through major change: from public-sector agencies to nonprofit corporations; from private ownership to non-profit status; from nonprofit status to a foundation, and many other variations. This book addresses the role of strategic planning during these transitions.
Staff empowerment. This manual addresses the opportunities for staff at all levelsto grow by participating in strategic planning. This edition focuses on how to engage and empower staff.
A Guide for Museums, Performing Arts, Science Centers, Public Gardens, Heritage Sites, Libraries, Archives, and Zoos is a game-changing book with broad reach into the cultural sector, while still serving the museum community.
Gail Dexter Lord is co-founder and co-president of Lord Cultural Resources. With Barry Lord, she is co-editor of The Manual of Museum Planning (1991, 1999, 2012), co-author of The Manual of Museum Management (1997 and 2009), and with Kate Markert co-author of the first edition of the Manual of Strategic Planning for Museums (2007). Gail's most recent book is Cities, Museums and Soft Power (co-authored with Ngaire Blankenberg in 2015). Kate Markert is executive director of Hillwood Estate, Museum & Gardens in Washington, D.C., where, as the result of a strategic planning process, a special exhibition program and revitalized gardens have spurred a 50 percent increase in attendance over five years and has tripled the membership. She has been director of the Wadsworth Atheneum in Hartford Connecticut, associate director of the Walters Art Museum, and deputy director and acting director of the Cleveland Museum of Art.
Chapter 1 WHY Conduct a Strategic Plan? 1.1 Forces of Change 1.2 Understanding Your Cultural Organization 1.3 The Significance of Foundations Statements Case Study 1.1: The Guggenheim Bilbao Strategic Vision 2020 Case Study 1.2: Why do you Need Libraries Anyway? The County of Los Angeles Public Library Strategic Plan: A Case Study Case Study 1.3: Soft Power and The Gardiner Museum's Strategic Plan Chapter 2 WHEN to Conduct a Strategic Plan 2.1 Professional Standards 2.2 New Director 2.3 New Circumstances 2.4 New and Renewed Facilities and New Location 2.5 Readiness Checklist Case Study 2.1: It's Time for Strategic Planning at the Whitney Museum of American Art Case Study 2.2: A New Strategic Direction for the Schomburg Center for Research in Black Culture Chapter 3 WHO AND WHAT: The Structure of Strategic Planning 3.1 Leadership 3.2 Facilitation 3.3 The Ten Steps of Strategic Planning Case Study 3.1: Tafelmusik's Strategic Plan for Acoustical Excellence Case Study 3.2: Benefits of Strategic Planning in Science Centers Chapter 4 HOW: Methods of Engagement 4.1 Principles of Strategic Planning 4.2 Internal Assessment 4.2.3 Using Technology 4.3 External Assessment Case Study 4.1: Why Strategic Planning for Cultural Organizations Needs to Include the City Case Study 4.2: How Art League Houston Engaged Communities Chapter 5 From Problems to Strategies 5.1 Thinking Strategically 5.2 Identifying Key Issues 5.3 Comparison and Benchmarking 5.4 Construction of Scenarios Case Study 5.1: The Role of Strategic Planning in Formalizing and Communicating the Changing Role of the Toronto Zoo Case Study 5.2: A New Governance Strategy for the Tom Thomson Art Gallery Chapter 6 From Strategies to Goals: The Strategic Planning Retreat 6.1 Setting Realistic Objectives for the Retreat 6.2 The Retreat Agenda 6.3 Retreat Report Case Study 6.1: Creativity is Center Stage in Strategic Planning for Roundabout Theatre Company Chapter 7 From Goals to Objectives and Tasks 7.1 Strategic Planning Workbook 7.2 Facilitating the Staff Process Case Study 7.1: Henry Ford Estate - Fair Lane: A 21st Century Blueprint for an Iconic Historic Home Chapter 8 Implementing the Plan 8.1 Detailing the Plan 8.2 The Financials in the Plan 8.3 The Budget and the Plan 8.4 Alignment with the Organization's Long-Range Plans 8.5 Alignment with Human Resources Strategy 8.6 Alignment of Staff and Board 8.7 The Public Dimension: Communicating the Plan Case Study 8.1: A Great Garden of the World -- Our Planning Story Chapter 9 Evaluating the Strategic Plan 9.1 The Board's Role in Evaluation 9.2 Involving All Board Committees 9.3 Staff Roles in Evaluating the Plan 9.4 The Bigger Question: Are These the Right Goals? Or, Is It Time for a New Plan? Case Study 9.1: Measuring What Matters in Strategic Planning Case Study 9.2: Using Metrics to Further Alignment at Hillwood Chapter 10 Conclusion: What Can Go Wrong and How to Fix It