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..
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..Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
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
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
Es gelten unsere Allgemeinen Geschäftsbedingungen: www.buecher.de/agb
Impressum
www.buecher.de ist ein Internetauftritt der buecher.de internetstores GmbH
Geschäftsführung: Monica Sawhney | Roland Kölbl | Günter Hilger
Sitz der Gesellschaft: Batheyer Straße 115 - 117, 58099 Hagen
Postanschrift: Bürgermeister-Wegele-Str. 12, 86167 Augsburg
Amtsgericht Hagen HRB 13257
Steuernummer: 321/5800/1497
USt-IdNr: DE450055826
