Lord, G: Manual of Strategic Planning for Cultural Organizat

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.

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.

Chapter 1WHY Conduct a Strategic Plan?1.1 Forces of Change1.2 Understanding Your Cultural Organization1.3 The Significance of Foundations StatementsCase Study 1.1: The Guggenheim Bilbao Strategic Vision 2020Case Study 1.2: Why do you Need Libraries Anyway? The County of Los Angeles Public Library Strategic Plan: A Case StudyCase Study 1.3: Soft Power and The Gardiner Museum's Strategic PlanChapter 2WHEN to Conduct a Strategic Plan2.1 Professional Standards2.2 New Director2.3 New Circumstances2.4 New and Renewed Facilities and New Location2.5 Readiness ChecklistCase Study 2.1: It's Time for Strategic Planning at the Whitney Museum of American ArtCase Study 2.2: A New Strategic Direction for the Schomburg Center for Research in Black CultureChapter 3WHO AND WHAT: The Structure of Strategic Planning3.1 Leadership3.2 Facilitation3.3 The Ten Steps of Strategic PlanningCase Study 3.1: Tafelmusik's Strategic Plan for Acoustical ExcellenceCase Study 3.2: Benefits of Strategic Planning in Science CentersChapter 4HOW: Methods of Engagement4.1 Principles of Strategic Planning4.2 Internal Assessment4.2.3 Using Technology4.3 External AssessmentCase Study 4.1: Why Strategic Planning for Cultural Organizations Needs to Include the CityCase Study 4.2: How Art League Houston Engaged CommunitiesChapter 5From Problems to Strategies5.1 Thinking Strategically5.2 Identifying Key Issues5.3 Comparison and Benchmarking5.4 Construction of ScenariosCase Study 5.1: The Role of Strategic Planning in Formalizing and Communicating the Changing Role of the Toronto ZooCase Study 5.2: A New Governance Strategy for the Tom Thomson Art GalleryChapter 6From Strategies to Goals: The Strategic Planning Retreat6.1 Setting Realistic Objectives for the Retreat6.2 The Retreat Agenda6.3 Retreat ReportCase Study 6.1: Creativity is Center Stage in Strategic Planning for Roundabout Theatre CompanyChapter 7From Goals to Objectives and Tasks7.1 Strategic Planning Workbook7.2 Facilitating the Staff ProcessCase Study 7.1: Henry Ford Estate - Fair Lane: A 21st Century Blueprint for an Iconic Historic HomeChapter 8Implementing the Plan8.1 Detailing the Plan8.2 The Financials in the Plan8.3 The Budget and the Plan8.4 Alignment with the Organization's Long-Range Plans8.5 Alignment with Human Resources Strategy8.6 Alignment of Staff and Board8.7 The Public Dimension: Communicating the PlanCase Study 8.1: A Great Garden of the World -- Our Planning StoryChapter 9Evaluating the Strategic Plan9.1 The Board's Role in Evaluation9.2 Involving All Board Committees9.3 Staff Roles in Evaluating the Plan9.4 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 PlanningCase Study 9.2: Using Metrics to Further Alignment at HillwoodChapter 10Conclusion: What Can Go Wrong and How to Fix It