Lord, G: Manual of Strategic Planning for Cultural Organizat

By Gail Dexter Lord and Kate Markert

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