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This book and the accompanying templates will model the kind of thinking that is required not only to create a strategic plan that is tailored to each institution, but also to stay focused on the strategic aspects of governance while implementing that plan.
List of contents
Foreword
About Templates for Trustees
Using the Templates for Trustees Online App
Strategic Thinking and Planning User's Guide
Acknowledgements
Introduction: A New Approach to a Familiar Exercise
Chapter 1 - Phase 1: Plan to Plan
Chapter 2 - Phase 2: Clarify Mission, Vision, and Values
Chapter 3 - Phase 3: Scan the Environment
Chapter 4 - Phase 4: Determine Strategies
Chapter 5 - Phase 5: Develop Performance Measures
Chapter 6 - Phase 6: Develop Operating Plan and Budgets
Chapter 7 - Phase 7: Report and Monitor
Resource Guide for Strategic Thinking and Planning
Appendix: Mission, Vision, and Values Statements
About the Museum Trustee Association and the Authors
About the author
The Museum Trustee Association was formed as a committee of the American Association of Museums (now known as the American Alliance of Museums) in 1971. The Museum Trustee Association broke away from AAM in 1986 and received its federal IRS 501(c)(3) status in 1991. Since then, MTA has been governed by an elected Board of Directors representing diverse regions of the United States, Caribbean, Canada, and Mexico, a variety of museum disciplines and sizes, and wide-ranging areas of expertise in trusteeship. All are current or former museum trustees, and several are founders of MTA.
Daryl Fischer founded Musynergy Consulting in 1993 to provide strategic and interpretive planning, audience evaluation, and board development services to museums and other cultural nonprofits. Her service on numerous nonprofit boards including the Urban Institute for Contemporary Arts (Grand Rapids, MI), the Visitor Studies Association, and the Progressive Women's Alliance of the Lakeshore has given her a profound appreciation for passion, energy, and expertise board members bring to the organizations they serve.
Laura B. Roberts is principal of Roberts Consulting, working with cultural nonprofit organizations on strategic planning, assessment, and organizational development. She is the chair of the Central Square Theater in Cambridge MA and former chaired the boards of Tufts University Art Gallery, MassHumanities and First Night Boston. She teaches museum and nonprofit management at Harvard University Extension, Bank Street College of Education, and Northeastern University.
Summary
This book and the accompanying templates will model the kind of thinking that is required not only to create a strategic plan that is tailored to each institution, but also to stay focused on the strategic aspects of governance while implementing that plan.
