The Manual of strategic planning for cultural organizations : a guide for museums, science centers, gardens, zoos, heritage sites, libraries, and performing arts centers / Gail Dexter Lord, Kate Markert

By: Lord, Gail Dexter, 1946-.
Markert, Kate, 1952-.
ISBN: 9781538101315 (pbk.).Publisher: Lanham : Rowman & Littlefield, cop. 2017Description: xiv, 182 p.Summary: 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. (Font: Editor)
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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. (Font: Editor)

List of figures and tables -- Preface / Gail Lord -- 1. Why conduct a strategic plan? ; Case study 1.1: The Guggenheim Bilbao strategic vision 2020 / Juan Ignacio Vidarte ; Case study 1.2: Why do you need libraries anyway?: The County of Los Angeles Public Library strategic plan / Susan Kent ; Case study 1.3: Soft power and the Gardiner Museum's strategic plan / Kelvin Browne -- 2. When to conduct a strategic plan ; Case study 2.1: It's time for strategic planning at the Whitney Museum of American Art / Amy Roth ; Case study 2.2: A new strategic direction for the Schomburg Center for Research in Black Culture / Joy Bailey-Bryant -- 3. Who and what: the structure of strategic planning: Case study 3.1: Tafelmusik's strategic plan for acoustical excellence / Tricia Baldwin ; Case study 3.2: Benefits of strategic planning in science centers / Kathleen Brown -- 4. How: methods of engagement ; Case study 4.1: Why strategic planning for cultural organizations needs to include the city / Dov Goldstein ; Case study 4.2: How Art League Houston engaged communities / Priya Sircar -- 5. From problems to strategies ; Case study 5.1: The role of strategic planning in formalizing and communicating the changing role of the Toronto Zoo / Ted Silberberg ; Case study 5.2: A new governance strategy for the Tom Thomson Art Gallery / Virdinia Eichhorn -- 6. From strategies to goals: the strategic planning retreat ; Case study 6.1: Creativity is center stage in strategic planning for Roundabout Theatre Company / Lauren A. Merkel, Julia C. Levy -- 7. From goals to objectives and tasks ; Case study 7.1: Henry Ford Estate Fair Lane : a 21st century blueprint for an iconic historic home / Sarah Hill -- 8. Implementing the plan ; Case study 8.1: A great garden of the world : our planning story / Paul B. Redman -- 9. Evaluating the strategic plan ; Case study 9.1: Measuring what matters in strategic planning / Veronica Y. Blandon ; Case study 9.2: Using metrics to further alignment at Hillwood / Kate Markert -- 10. Conclusion: What can go wrong and how to fix it -- Glossary -- Bibliography -- Index -- About the authors and case study contributors

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