Gail Dexter Lord, Kate Markert

The Manual of Strategic Planning for Cultural Organizations

A Guide for Museums, Performing Arts, Science Centers, Public Gardens, Heritage Sites, Libraries, Archives and Zoos

• Broschiertes Buch

Produktbeschreibung

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..

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Produktdetails

• Verlag: Rowman & Littlefield
• Seitenzahl: 198
• Erscheinungstermin: 17. März 2017
• Englisch
• Abmessung: 254mm x 178mm x 11mm
• Gewicht: 388g
• ISBN-13: 9781538101315
• ISBN-10: 1538101319
• Artikelnr.: 46601645

Autorenporträt

Gail Dexter Lord is co-founder and co-president of Lord Cultural Resources. With Barry Lord, she is co-editor of The Manual of Museum Planning (1991, 1999, 2012), co-author of The Manual of Museum Management (1997 and 2009), and with Kate Markert co-author of the first edition of the Manual of Strategic Planning for Museums (2007). Gail's most recent book is Cities, Museums and Soft Power (co-authored with Ngaire Blankenberg in 2015). Kate Markert is executive director of Hillwood Estate, Museum & Gardens in Washington, D.C., where, as the result of a strategic planning process, a special exhibition program and revitalized gardens have spurred a 50 percent increase in attendance over five years and has tripled the membership. She has been director of the Wadsworth Atheneum in Hartford Connecticut, associate director of the Walters Art Museum, and deputy director and acting director of the Cleveland Museum of Art.

Inhaltsangabe

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