Strategic planning produces a mutually agreed-upon vision of where a museum is going and what it wants to achieve. Please note that all M&G NSW staff are working from home. In the spirit of “do-it-yourself” television shows, this technical leaflet offers a do-it-yourself (DIY) approach to strategic planning. Identify Your Strategic Planning Team. Technical Leaflet #242. The Manual of Strategic Planning for Museums [Lord, Gail Dexter, Markert, Kate] on Amazon.com. Budgets and Funding Interpretive Planning. The planning process is different for every project and the people or organizations to include really depends on the project’s goals. Defines the dates for reviewing the Strategic Plan. Museum Strategic Planning? The UMAC Strategic Plan 2019-2022 has three main goals: Goal 1. The key priority areas and the attached goals are then developed into an action plan. Back to school tips for parents supporting home learners American Alliance of Museums 2016-2020 Strategic Plan AAM’s 2016-2020 strategic plan is the result of an 18-month effort of our staff and board of directors. ", a definition, Museum Strategic Planning: The thinking, then planning to change an aspect of a museum. Strategic Planning for Small Museums Reflections on the Small Museums Committee: A Conversation with Cinnamon Catlin-Legutko AASLH Contributing Author 2018-08-29T18:31:54-04:00 Join AMaGA and a panel of professionals, for a webinar on the significance and development of a strategic plan for smaller or community based cultural organisations. Subscribe to our email newsletter, to keep up to date on new jobs, industry updates, funding opportunities and more. Staff are still contactable via email and mobile. As Te Papa wisely says, “People will support what they have helped to create”, which is a good reason to try and involve a range of people from your organisation. and the doors open. Strategic Planning: Small Museums and Galleries Guide . Increase university museums and collections’ recognition in the … Location. Strategic planning is necessary to ensure the survival of any museum or gallery. The Small Museum Association is an all volunteer organization serving small museums in the mid-Atlantic region and beyond. Strategic Tools. Deanna believes we’re global consumers and, as such, we need to look externally to ourselves, our industry and sometimes our country for solutions and new ideas. Museums & Galleries of NSW acknowledges the Gadigal people of the Eora Nation and all the other Traditional Custodians of the lands on which we live and work. Defined by a fixed period of time, such as 3 or 5 years the direction identifies key priority areas and their associated goals. Gail Dexter Lord and Kate Markert, Altamira Press, Lanham MD. Blog. ... A Critical Resource for Small Museums; Follow by Email. For small not-for-profit institutions, committee members and staff, both paid and unpaid, can participate in the planning process. Action Plan examples are found in section 5. Do-It-Yourself strategIc Planning for small Museums Understanding Change and Transformation in History Organizations creating Personal connections Through strategic planning, pen is put to paper and major goals are defined. The achievements over this time are a testament to the commitment and dedication of the volunteers who play a critical role in achieving the organisational objectives and ensuring the ongoing sustainability of the Society’s core work. Tolland Historical Society Strategic Plan May 2012 –May 2017 The manual of strategic planning for museums, 2007. History News. Museum Business Planning is the process of setting a museum's future objectives and strategies for achieving those objectives. Deanna’s business Mayvin Global focuses on tourism, business events, arts and culture sectors – the ‘experience sectors’ – which are integral to the social and economic fabric of our community. Please contact our webmaster if you have other helpful resources you would like to share with your colleagues (webmaster@smallmuseum.org). Our Strategic Master Plans set the stage for new museums and for long term growth and change of existing museums by integrating exhibit, program, operational and facility planning into a single, cohesive business model and master plan for the museum. Strategic planning is organized in three key processes -preparation, facilitation, and formatting. “To promote an understanding of Australia’s history and an awareness of future possibilities by: developing, preserving and exhibiting a significant collection taking a leadership role in research and scholarship engaging and providing access for audiences nationally and internationally delivering innovative programs”. It is about a sustained commitment to all that has made the Philadelphia Museum of Art great and an equally important responsibility to look to the future with a sense of possibility and the willingness to develop new and different ways of fulfilling our mission. DIY strategic planning is an excellent way to … Deanna Varga: Deanna is a business leader and commercialisation specialist, highly regarded for her strategic thinking. WHO IS RESPONSIBLE FOR DEVELOPING THE PLAN? Starts. General SWOT analysis studies both the internal and external environment while PESTLE analysis studies the external environment only. Charts and checklists guide small museums in creating a strategic plan and evaluating the effectiveness of its implementation. The strategic planning process builds on an understanding of the advantages and challenges facing a community. Strategic Planning for Museums Selected Resources “Do-It-Yourself Strategic Planning.” Cinnamon Catlin-Legutku. Increase UMAC’s (and ICOM’s) global visibility. You may also see strategic planning checklist examples. The Importance of Planning 2. Medford Historical Society & Museum Strategic Plan 2014-2016 3 In this Strategic Plan, we will: outline the current status (Description and Strengths), identify Challenges, set Goals, and propose Action Plans to accomplish those goals, for the following areas within our … Available on Amazon. We develop their skills, connect them with others in the industry, provide funding, point visitors their way, and give them access to ground-breaking exhibitions. To help institutions navigate this period of uncertainty, this collection tracks an array of the best sources around, including newly accessible on-demand learning opportunities, funding for cultural institutions, and the latest updatesfrom local, state, federal, and international leaders in the field. “The xyz Historical Society have been conserving, collecting and protecting artefacts and materials relating to historical development of the region for the past 50 years. As such, this plan is an integral part of an organization's functioning, and it is important that the task of developing the plan is approached with serious consideration and attention to detail. Forward planning template from Museums Australia (Victoria) can be used as a basis for developing your own strategic Plan. Strong vision statements are inspirational, clear, memorable and concise. The manual of strategic planning for museums, 2007.Gail Dexter Lord and Kate Markert, Altamira Press, Lanham MD. The plan addresses staged development for the organisation; however the emphasis of the plan is on ensuring that goals and strategies are achievable.”. They may not have had the opportunity to look to the future and make the best decisions for the organization in the long term. Your advocacy group should form a planning committee to identify the participants for your strategic planning process. Let's face it: planning is an area where small museums are apt to skimp on the budget. This is usually done every 3, 4 or 5 years. Purpose A strategic plan is a roadmap that will show you where you want to go• What do you do well?• What needs to change?• Where is your sphere of influence?• What strategies will … Peter F. Drucker and Frances Hesslebein. Via ... Join AMaGA and a panel of professionals, for a webinar on the significance and development of a strategic plan for smaller or community based cultural organisations. Strategic Planning is: 3. The example below outlines the direction of the organisation and its key goals. Amanda joined the University of Wollongong in 2004 as the inaugural Head of the School of Art & Design; she was appointed Dean of Creative Arts in 2008 and was Executive Dean of the Faculty of Law, Humanities and the Arts from 2013 to 2017. Deanna has served in many leadership positions including with Transport Heritage NSW Ltd, Biz Events Asia – Editorial Advisory Board, and is an Arts Tasmania and Screen Tasmania Panel Expert. Host annual inter-departmental retreat for long-term planning and deep thinking Grow Our Audience Expand the diversity of our audience 2019/20 2020/21 2021/22 Interested people from outside the organisation could be invited to assist, bringing in alternative ideas and different experiences. The Drucker Foundation Self-Assessment Tool: Participant Workbook. Sept. 17, 2020. 4:00pm Thursday, 30 July 2020. 2. Jossey-Bass, 1998. Example from National Museum of Australia: “A recognised world-class museum exploring Australia’s past, illuminating the present, imagining the future”. STRATEGIC PILLARS & GOALS 3. 3. Developing a Strategic Plan, Te Papa National Services, 2001. Examine unexplored dimensions of ICOM’s Code of Ethics in University Museums and Collections. It ensures this vision meets the needs of its audiences and community and requires that a museum identify how it will obtain the resources to fulfill this vision. We pay respect to them as First Nations people with continuing connection to land, place, waters and community. You may also see strategic plans. The webinar will also be available to purchase later. For past webinars please see here. Type. To receive the member discount you must be logged in. Museums must build strategies to promote looking back to the past can still have a bearing on the future. These goals may spur a sea change or a small shift in operations. Strategic planning involves defining where you are today, and where you want to go in future. List specific actions to address each goal, identify timelines and allocate people to the task responsible and assign accountability to ensure the actions are met. In this section include information about: a brief history of the organisation; when was formed and how it’s managed, the organisations’ resources; financial, physical and human, audiences, partnerships, community support and engagement, Collections management: To ensure the preservation of significant objects and archival materials relating to the development of the xyz Historical Society, Exhibition development: Develop best practice exhibition displays that are easily accessible by visitors, Access and education: Ensure broad access to collections and increase community engagement, nurturing an appreciation of local cultural heritage, Administration & management: Undertake effective corporate governance and ensure the ongoing sustainability of the organisation. to set goals and establish strategies by which it will achi… Webinar. The completed plan integrates internal and external perspectives to explore organizational strengths and challenges. Museums & Galleries of NSW helps small-medium museums, galleries and Aboriginal cultural centres create exciting experiences for visitors and, through this, thriving local NSW communities. She has also worked at the Australian Council for the Arts, NSW State and Regional Development, AusIndustry and as an independent arts consultant specialising the visual arts and crafts. We don’t run museums, galleries and cultural centres but we care about those who do. Because master planning usually precedes large or complex projects, it frequently includes multiple consultants, often an architect, exhibit designer, economist, and a master planning … This strategic plan is intended to guide us across new and unfamiliar terrain. This helps groups to identify strategic goals that respond to big-picture issues and opportunities. Goal 3. DIY Strategic Planning for Small Museums Source: AASLH Technical Leaflet #242. Museums strengthen and enhance their communities. Armed with confidence, an appetite to learn by doing, and a firm commitment to building internal capacity, these museums put together and field their own process. prepares the groundwork for building expansions and new initiatives, motivates and focuses workers and board members, provides a review mechanism and opportunity to update previous strategic plans, addresses changing priorities and trends in the museum industry. The process results in a Plan that is a document to guide the operations of the museum, including financial, human resources, board of director development, fund raising, marketing. *FREE* shipping on qualifying offers. Several Tolland Historical Society board members worked on a strategic plan with Chris Dobbs of the PAN (Peer Advisory Network). An executive summary acts as both introduction and conclusion and presents the essential information contained in the document. A museum should use a comprehensive planning process that engages all relevant stakeholders (governing authority, staff, volunteers, members, community groups, etc.) Amanda has research interests in curatorship, arts development and strategy and audience development and has held several ARC Linkage Project grants with cultural sector partners. Each phase is explained with easy-to-follow instructions. An Action Plan is usually reviewed annually. The Manual of Strategic Planning for Museums