Five-Year Strategic Plan GOAL VERSION 2017-2021 Draft 2017
Five-Year Long-Range Plan 2017-2021 Contents: Mission, History & Planning Background page 3 Organizational Tenents page 5 Goal 1: Tourism, Destination & Riverfront page 7 Goal 2: Technology page 8 Goal 3: Development page 9 Goal 4: Education & Collaboration page 10 Goal 5: Collections page 11 Goal 6: Museum Programs in the Public page 12 Goal 7: Personnel, Internal Systems & Physical Plant page 13 Initial 2014 SWOT Analysis page 14 Planning Timeline page 15
Five-Year Long-Range Plan Mission The mission of the Evansville Museum of Arts, History & Science is to enrich lives through preservation, exploration, enlightenment and amazement. History One of Southwestern Indiana s most respected cultural institutions, the Evansville Museum of Arts, History & Science is a general museum which maintains a permanent collection of 30,000 objects including fine art, decorative arts, photographs, historic documents, anthropological, ethnographic, and natural history artifacts. The Museum is more than a custodian of the past dedicated to the preservation of the permanent collection. It also offers Evansville and the surrounding region (metro area population: 358,676) a dynamic mix of changing art, history and science exhibitions and programs to create a vibrant presence in the community. The concept of a public museum in Evansville was born in the Ladies Literary Club of the 1870s. Through their efforts, the City s first museum was housed in the newly built Willard Library. Its contents were later moved at the turn-of-the-century to what had been a private home on the banks of the Ohio River. Some of our earliest collections were acquired in 1904 when a group of Evansville citizens purchased art and artifacts from the pavilions of India, Persia, China and Japan at the St. Louis World s Fair. From the late 1920s through 1959, the Museum operated with tremendous community support in downtown Evansville in a building formerly occupied by the YWCA. In 1959, the present facility was built. Designed as a museum by architect Victor Gruen, the building is located on the riverfront in Sunset Park, adjacent to the City s historic preservation district. The museum was built with classrooms, exhibition galleries, the State of Indiana s first public planetarium, and was home to many community clubs and a civic theater.
1977 saw the first major interior renovation which resulted in the creation of a science center; a series of 3/4 scale rooms depicting homes and businesses of the late 19th century; and the first remodeling and re-installation of the art galleries in the 18 years since the building was constructed. In 1985, an east wing was added that features a 5,000 square foot exhibition and activities hall. During this major expansion, additional steps were taken to bring the facility to complete accessibility. A 1997 renovation of the permanent art collection galleries was followed by the construction in 1999 of EMTRAC, (Evansville Museum Transportation Center), a 5,000 square foot facility devoted to the exhibition of artifacts related to air, rail, land and water transportation. Major infrastructure upgrades began in 2009 as part of a five phase interior renovation and expansion project. The cornerstone of the nearly 9,000 square foot addition to the museum is the Koch Immersive Theater, the newest in planetarium technology. This new, larger theater, opened in February 2014, provides a greater range of program opportunities for schools and businesses in our region, as it also accommodates film screenings, lectures, group meetings, teleconferencing and remote astronomical observations. Planning In 2013, the Museum determined that a new long-range plan was needed. On June 8, 2013, the Museum Trustees held a daylong retreat to determine the core purpose, core values, and big, hairy, audacious goals (BHAGs). The Long-Range Planning Committee began their work on August 8, 2013. Using the retreat document, the committee developed statements on the Museum s mission, values, vision, and institutional goals. The committee decided to prepare a three-year plan to cover the period 2014-2017. The committee s decisions were presented to the Museum Board at its January 2014 meeting. Each of the Museum committees, composed of trustees, staff, and community members, was asked to prepare strategies in their area to meet the institutional goals. From the committee reports the Long-Range Planning committee prepared this report and presented it to the Museum Board January 21, 2014. In 2016, following the on-site review by the American Alliance of Museums (AAM) reaccreditation team, the Museum Trustees and staff began the process to identify needs to update the Long-Range Plan. A committee was formed, headed by the President-Elect of the Board of Trustees. In 2017, xxx (What meetings have taken place internally externally, the process for incorporating information, priority setting, timeline, etc. will need to be filled in by the Long- Range Planning committee).
Organizational Tenets Mission The mission of the Evansville Museum of Arts, History & Science is to enrich lives through preservation, exploration, enlightenment and amazement. Values The Museum is committed to these core values: 1. Adhere to the highest level of collection management and integrity. 2. Provide a dynamic, challenging and educational experience. 3. Hold itself to the highest ethical standards. 4. Be responsive and inclusive to the community. 5. Operate in a fiscally responsible manner. Vision To accomplish the mission, the Museum strives to become: 1. The cultural anchor for the tri-state region. 2. The premier institution for the collaboration of art, history and science. Institutional Goals 1. Tourism, Destination & Riverfront Theme: Become premier cultural anchor for the tri-state region. Leverage the river to the greatest extent possible both physically and through programming. 2. Technology Theme: Leverage technology for improved outreach and accessibility of exhibitions, programs and collections. 3. Development Theme: Achieve financial stability and create a robust Membership plan with benefits.
4. Education & Collaboration Theme: Explore collaborations with internal departments on exhibitions and programs, external museums, educational institutions and affiliate organizations. 5. Collections Theme: Adhere to the highest level of collections management and integrity. 6. Museum Programs in the Public Theme: Develop exhibitions that can tour regionally and nationally as well as seek touring exhibitions to bring to the Museum. Work with community organizations to enhance loans of art and artifacts in public spaces, engage the Begley Art Source with regional opportunities to incorporate art in both public and private venues. 7. Personnel, Internal Systems & Physical Plant Theme: Recruit and hire appropriate and adequate staffing for effective Museum operations and management. Provide ongoing training and professional development for staff. Develop an ongoing maintenance schedule for the physical plant and systems. Update the internal systems as needed to ensure the best delivery of services is adhered to (software updates, programs, etc.). Objectives & Action Steps Objectives & Action Steps follow for each of the seven Goals plus the Outcomes, Resources needed and any potential anticipated Barriers: The Museum is committed to adhere to the highest level of collection management and integrity. Estimated costs for financial resources will be inserted based on 2017 estimates (and updated frequently over the period of this plan) The priority will be given to both short- and long-term goals as resources allow. Each item will be given a date range and staff/committee assignment for completion.
GOAL #1: TOURISM, DESTINATION & RIVERFRONT THEME Objective: Become the premier cultural anchor of the tri-state region. Leverage the river to the greatest extent possible both physically and through programming. A. Increase tourism and visitation through marketing. B. Increase tourism with improved facilities. C. Increase tourism with dynamic programming. D. Increase tourism by improving accessibility. E. Improve site and accessibility between Museum and the Ohio River. F. Promote appreciation of the Ohio River through exhibitions and programming.
GOAL #2: TECHNOLOGY THEME Objective: Leverage technology for improved outreach and accessibility of exhibitions, programs and collections. A. Leverage technology for improved exhibitions. B. Leverage technology for improved programs. C. Leverage technology for improved access to collections. D. Develop support for infrastructure.
GOAL #3: DEVELOPMENT THEME Objective: Achieve financial stability by providing the board and staff with the resources to achieve the Museum s mission and goals. Create a robust Membership program with benefits. A. Increase membership, expand revenue and focus on stewardship. B. Expand Major Gifts Program to supplement sponsorships. C. Develop a Planned Giving Program to ensure financial support and long-term gifts.
GOAL #4: EDUCATION & COLLABORATION THEME Objective: Explore collaborations with internal departments on exhibitions and programs, external museums, educational institutions and affiliate organizations. A. Collaborate in marketing efforts. B. Collaborate in educational efforts. C. Collaborate internally with exhibitions and dynamic programming.
GOAL #5: COLLECTIONS THEME Objective: Adhere to the highest level of collections management and integrity. A. Assess facility improvements. B. Plan for operational improvements.
GOAL #6: MUSEUM PROGRAMS IN THE PUBLIC THEME Objective: Expand the Museum s presence regionally and national through Museum exhibitions and programs. Expand art placement through the Begley Art Source. A. Maintain program of art and artifact loans in the community. B. Develop and expand Museum exhibitions for touring possibilities (regionally and nationally). C. Develop new and manage ongoing relationships with Indiana venues outside of the Museum s IAC region for collaborative exhibitions and programs. D. Develop a plan for Museum touring exhibitions to come to the Museum. E. Engage the Begley Art Source with regional opportunities to incorporate art in both public and private venues.
GOAL #7: PERSONNEL, INTERNAL SYSTEMS & PHYSICAL PLANT THEME Objective: Recruit and hire appropriate and adequate staffing for effective Museum operations and management. Provide ongoing training and professional development for staff. Develop an ongoing maintenance schedule for the physical plant and systems. Update the internal systems as needed to ensure the best delivery of services is adhered to (software updates, programs, etc.). A. Hire, retain and reward qualified staff to accomplish the Museum s short- and long-term goals. B. Provide ongoing training and professional development opportunities for staff. C. Continue to enhance the Board of Trustees. D. Maintain and update internal systems, software/programs, etc. to maintain efficient Museum operations. E. Maintain a deferred maintenance schedule on the physical plant. Secure a capital reserves fund to offset maintenance costs. Review and update both shortterm (1-5 years) and long-term (more than 5 years) capital needs. The ongoing maintenance and preventative maintenance includes scheduled and emergency opportunities regarding the HVAC systems, roofing, tile/flooring, parking lots, painting, grounds keeping, window cleaning, etc. F. Maintain internal technology systems for efficiency. G. Update exterior building signage, both street side and river side, and new entrance signage. H. Fountain rehabilitation or removal & beautification of back lawn/riverfront area. I. Maintain accessibility standards across all Museum exhibitions, programs and services.
Initial 2014 Board Retreat Results INITIAL SWOT ANALYSIS RESULTS for THE EVANSVILLE MUSEUM OF ARTS, HISTORY & SCIENCE 2014 STRENGTHS 1. A newly renovated building with updated storage onsite 2. A visible location seen by hundreds daily 3. On the riverfront walkway 4. An interested, competent and professional staff 5. Fully engaged board of trustees and committees 6. Multiple disciplinary museum art, history and science 7. Strong local and regional history collections WEAKNESSES 1. A deficit budget 2. Reduced staff 3. An elitist image 4. Static image 5. Lack of environmental controls throughout facility 6. Low attendance / low individual membership 7. Low corporate membership OPPORTUNITIES 1. New immersive theater 2. New hotel convention opportunities by 2015 3. Increased city emphasis on riverfront and downtown 4. Utilizing new technologies 5. End of capital campaign 6. New executive director 7. New membership benefits 8. Income opportunities for rentals in new spaces THREATS 1. Reduced governmental budgets 2. Competition for donations and attendance from other museums and nonprofits 3. Reduction in school field trips 4. Admission fees
Strategic Planning Timeline Key dates Tasks Notes Document existing planning information Collect new assessment information Write and approve revised long-range plan