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The Manual of Strategic Planning for Cultural Organizations adopts a revolutionary approach to the world of museums and cultural institutions. By encompassing a broad group of cultural organizations, this whole-career oriented book responds to the 21st-century reality that boundaries are being blurred among institutional types..
List of contents
Chapter 1
WHY Conduct a Strategic Plan?
1.1Forces of Change
1.2Understanding Your Cultural Organization
1.3The 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
2.1Professional Standards
2.2New Director
2.3New Circumstances
2.4New and Renewed Facilities and New Location
2.5Readiness 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
3.1Leadership
3.2Facilitation
3.3The 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
4.1Principles of Strategic Planning
4.2Internal Assessment
4.2.3Using Technology
4.3External 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
5.1Thinking Strategically
5.2Identifying Key Issues
5.3Comparison and Benchmarking
5.4Construction 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
6.1Setting Realistic Objectives for the Retreat
6.2The Retreat Agenda
6.3Retreat Report
Case Study 6.1: Creativity is Center Stage in Strategic Planning for Roundabout Theatre Company
Chapter 7
From Goals to Objectives and Tasks
7.1Strategic Planning Workbook
7.2Facilitating 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
8.1Detailing the Plan
8.2The Financials in the Plan
8.3The Budget and the Plan
8.4Alignment with the Organization's Long-Range Plans
8.5Alignment with Human Resources Strategy
8.6Alignment of Staff and Board
8.7The Public Dimension: Communicating the Plan
Case Study 8.1: A Great Garden of the World -- Our Planning Story
Chapter 9
Evaluating the Strategic Plan
9.1The Board's Role in Evaluation
9.2Involving All Board Committees
9.3Staff Roles in Evaluating the Plan
9.4The 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
About the author
Gail Dexter Lord, Kate Markert
Summary
The Manual of Strategic Planning for Cultural Organizations adopts a revolutionary approach to the world of museums and cultural institutions. By encompassing a broad group of cultural organizations, this whole-career oriented book responds to the 21st-century reality that boundaries are being blurred among institutional types..
