Ackland Art Museum The University of North Carolina at Chapel Hill Strategic Plan 2008-2012 Strategic Plan 2008-2012 Page 1
MISSION STATEMENT The Ackland Art Museum animates, inspires, and transforms people s lives with works of art. As an academic unit of the University of North Carolina at Chapel Hill, the Museum acquires, preserves, exhibits, and interprets works of art to fulfill the University s mission to provide teaching, research, and public service to the people of North Carolina. VISION STATEMENT Over the next quarter-century, in keeping with the goals of The University of North Carolina at Chapel Hill, the Ackland Art Museum will be recognized as the leading public university art museum in the nation. Strategic Plan 2008-2012 Page 2
STRATEGIC GOALS 2008-2012: 1. Promote the relevance of the Ackland Art Museum to the mission, programs, and initiatives of The University of North Carolina at Chapel Hill. 2. Emphasize the importance of original research on the collection as a primary activity and as a basis for exhibitions, publications, education, and collection growth. 3. Increase public awareness of the Ackland as a significant local, regional, and national cultural resource. 4. Provide an excellent experience for all visitors and collaborators. 5. Expand resources available to the Ackland, including structured collection growth (purchases and gifts), financial support, volunteerism, corporate and foundation support, scholarly expertise. ACKLAND VALUES: To hold Ackland collections in trust for the people of North Carolina through a comprehensive program of acquisition, conservation, presentation, and interpretation To be responsive and responsible to the expressed needs and desires of our communities of interest and ensure that visitors feel competent and welcome in the museum setting To support the inclusion of works of art as primary source material for academic inquiry at every level of education and that the methodologies for this inclusion are in keeping with best practices To ensure excellence and accuracy for all visitors and users of the collections To embrace new technologies as tools for presentation, interpretation, and engagement Strategic Plan 2008-2012 Page 3
PROCESS: The Ackland engaged staff members, donors, the National Advisory Board, the Academic Advisory Committee, and the leadership of the Ackland Guild (a volunteer fundraising organization, recently reconstituted as the Friends of the Ackland) in the creation of this plan. Meetings with university administrators and stakeholders in the University and the community informed the direction of academic and public programs. Visitor evaluations of the Museum s exhibitions and programs were also used in the development of many of the Museum s priorities. The Ackland will implement this strategic plan through the annual work plans and measurable outcomes of each department within the Museum. Each action step has been assigned to a particular staff person or team. Oversight processes vary, based on the complexity of the required action. Each department will review this plan, their assignments, and individual works plans annually and as needed continue, modify, or amend to meet objectives. Team meetings, full staff meetings, and mid-year individual performance evaluations will provide other scheduled opportunities for assessment of progress and status checks on all open actions. Department heads will provide their annual review, in writing, to the director by May 30 of each year. Annual work plans will be completed and approved by the first day of the University s fiscal year. This process will coincide with the annual review process for all staff members. Each staff member assigned a particular objective will maintain documentation that reflects the following structure. Goal Objective What process will be undertaken to fulfill the objective Who are the collaborative partners and audiences What is the budget need What is the evaluation protocol or measurement for success Action steps Timeline for implementation Strategic Plan 2008-2012 Page 4
Curatorial Goals: Collections, Exhibitions, and Collections Management Objective 1 Develop the Ackland Collection Review and update the collection development plan annually and create a rolling acquisition priority list Proactively cultivate collectors Educate and cultivate donors Communicate collection priorities Develop collectors group(s) Utilize expertise of scholars on campus and in the field to work with the director and curators to continue evaluation of the collection and collection development plan Deaccession inferior and unrelated works in the collection to upgrade the collection and maintain optimal care and conservation of the collection 1 Objective 2 Collection Care Maintain the facility in accordance with AAM standards Annually update the 5-year conservation plan to guide the care of the collection 2 Secure outside storage as required to support collection and exhibition needs Complete upgrade of HVAC in galleries (see also Administration Objective 3) Objective 3 Implement and maintain an integrated, multi-year schedule of special exhibitions, permanent collection exhibitions, and collection installations. 1 See Ackland Collections Management Policy 2 The existing Ackland Conservation Plan outlines the overall priorities for conservation of the collections. In keeping with the Ackland s Adopt a Work of Art program, this step will create a timeline for these activities to increase donor awareness and support. Strategic Plan 2008-2012 Page 5
Review and update the Museum s exhibition philosophy and criteria for exhibitions Develop a rotating schedule of permanent collection installations to ensure visibility of the collection over four-to-five-year cycles Develop online exhibitions and establish a timeline for complete digitization of collection for web access Work with guest curators and advisors to: Identify significant works and/or new research as a basis for special exhibitions Develop new installations of the collection Include special loans to supplement collections Create protocol for the research and development of special exhibitions Timeline Research funding (endowed or seed money) Criteria for approval for special exhibitions Develop and implement pre- and post-exhibition criteria and process for exhibition evaluation Strategic Plan 2008-2012 Page 6
Academic Programs Objective 1 Fulfill priorities and objectives of the Academic Program initiative, funded by the Andrew W. Mellon Foundation 3 Engage university scholars in research, publication, interpretation, and exhibition of the Ackland Collection Provide university students with opportunities to learn about the substance and methodology of museum work Train graduate teaching assistants and faculty in the techniques and merits of object-based teaching and in learning strategies applicable across academic departments and disciplines Assist director, development, and external affairs to secure matching endowment funds to support future programming Objective 2 Invest in the expansion of our existing internship program Evaluate existing internship program Develop comprehensive/integrated program of for-credit and paid internships (graduate and undergraduate; UNC-Chapel Hill and other local universities) Train Ackland staff in appropriate activities and support for internship program Objective 3 Increase student engagement through expanded opportunities for university student involvement at the Museum Increase special programming for students working with Student Friends, student organizations on campus, and the Office of Student Affairs Increase student memberships from negligible numbers to a sustained program with 1,000 active members by 2012 3 See approved and funded application to the Andrew W. Mellon Foundation (2008) Strategic Plan 2008-2012 Page 7
Develop student engagement and secure university student fee support by 2012 4 4 Student fees are applied to annual tuition and fees at the discretion of the student body. The process for approving the assessment of these fees requires advocacy from student government. Strategic Plan 2008-2012 Page 8
Education Objective 1 Provide optimal service for K-12 students and teachers, while expanding the total number of students served by tours from 4,500 to 10,000 by 2012 Develop an Education Advisory Committee Expand relationships with school decision-makers (principals, superintendents, school boards, etc) to explore areas for growth Expand involvement of K-12 teachers in lesson plan development, implementation, and evaluation Expand volunteer gallery teacher program to include alternative training programs and special interest gallery teachers Develop outreach plans and participation goals for single-visit groups, multiple visit groups, home-school families, special interest and special needs groups Objective 2 Expand online and classroom resources for K-12 teachers and students Expand in-service and pre-service teacher training programs Work with area school administrators and teachers to determine format, focus, and incentives for teachers Work with UNC-Chapel Hill School of Education, SILS, and other UNC departments as needed to secure expert faculty Assess need and feasibility of home school parent training Objective 3 Develop specialized programs designed to serve the specific needs of the region and the community, including programs for children and families, adolescent (high school) audiences, and working or retired adults for children and families Strategic Plan 2008-2012 Page 9
Coordinate with DT Partnership, Parks and Rec, Kidzu, Arts Council, etc. Enrich programming for semi-annual Community Days Evaluate potential for classes and summer programs in addition to Drawing in the Galleries for adolescent (high school) audiences Identify community partners Design program for teen gallery teachers Assess feasibility of Museum as a location for after school programs and social events, annual career day in the arts for high school students for working and retired adults Increase off-site programming (single and series lectures) Increase outreach for adult tours Increase opportunities for life-long learning Strategic Plan 2008-2012 Page 10
Development Objective 1 Expand financial resources to support growth Expand endowment by $10 million in new dollars by 2012 Secure 1 million to meet the Mellon matching grant for Academic Programs Secure remaining gifts to endow Ackland programs and positions Secure 2.5 million to meet the UNC-Chapel Hill challenge grant Increase National Advisory Board involvement in Ackland development efforts Improve systematic protocol for donor identification, cultivation, stewardship, and recognition Expand membership from 750 to 1500 by FY 2012 Create Friends of the Ackland Board to expand local volunteerism and support Disseminate new membership program (levels and benefits) Enrich upper level membership programs Develop an annual signature gala event Increase annual fund support Expand stewardship program Implement the Ackland Legacy Society for Planned Giving Implement the William Hayes Ackland Society for exhibition support Objective 2 With the Director, develop strong advisory boards to guide Ackland activity Work closely with community members, UNC-Chapel Hill administration, deans, and directors to identify and cultivate individuals for: National Advisory Board Academic Advisory Committee (University) Student Friends Friends of the Ackland Board (2008) Education Advisory Committee (2009) Strategic Plan 2008-2012 Page 11
External Affairs Objective 1 Coordinate audience development expand overall participation in the Museum from 41,000 to 65,000 by 2012 Implement demographic study of current audience and evaluation of current audience experience Identify target audiences and work with campus and community groups to diversify participation Create annual marketing and communications plan based on exhibitions, programs, and target audience development Encourage repeat visits through a marketing program that advertises exceptional visitor experience and downtown Franklin Street and Ackland as destinations Work with UNC-Chapel Hill, town leadership, and local property owners to improve perception of parking situation Expand open hours to include Tuesdays and evenings to support programs Develop outreach programs and speakers bureau Create sustainable program of volunteer activities to include: Ackland Welcome and Orientation (front desk & reception area) Program support Office support Volunteer recognition program Objective 2 Implement strategic focus on grants, including corporate and foundation support Create and disseminate annual calendar of grant application opportunities and priorities Work with department heads to identify and develop projects for potential funding Communicate goals to Office of University Advancement to increase outreach to corporations and foundations Strategic Plan 2008-2012 Page 12
Communicate funding goals to advisory committees Objective 3 With Curatorial, Education, and Academic Programs departments, coordinate development of a comprehensive interpretative plan to guide visitor experience Review interpretive plan for Circa 1958 and engage as pilot for future efforts Expand the plan to be institution-wide and include pre-visit information (website, phone, print material) and implement by spring 2009 Establish systematic methodology for visitor feedback and evaluation Establish process for using visitor feedback and evaluation for future planning Objective 4 With Curatorial, Education, Academic Programs, and Communications coordinate on-going program of publications to advance scholarship and the reputation of the Ackland as a resource to the University and to museums and scholars across the nation Develop relationship with University of North Carolina Press Continue timeline of publications: Collection catalogues (example: 2009 Ancient art ) Special Exhibitions catalogues (example: 2008 Circa 1958) Focused exhibition catalogues (example: 2009 At the Heart of Progress) General publications (example: 2008 Five Faiths/Luce book) Annual report of institutional success and academic initiatives Other (example: 2009-2010 Art and Ideas; 2010 Teaching from the Collection) Objective 5 Expand and improve www.ackland.org Benchmark online presence Implement priorities Access to the Ackland Collection Accurate and reliable information User-friendly interface Strategic Plan 2008-2012 Page 13
Resources for diverse users (i.e. UNC-CH students, public and private school educators, local and international scholars, collectors, children, adults, etc.) Online registration Online giving Objective 6 Implement more diverse program schedule to address the needs of target audiences Identify target audiences to meet strategic goals Apply multiple assessment models to determine needs of each target audience Review existing program schedule for diversity (audience, content, time, duration, cost) Strategic Plan 2008-2012 Page 14
Administration Objective 1 Provide artistic and fiscal leadership Align staff activities to meet strategic objectives Identify, cultivate, and steward major donors and advisors Participate in the arts leadership on campus, across the UNC system, and around the state Objective 2 Streamline processes for budget planning and budget management Prepare rolling 3-year budgets, updated annually Meet monthly with departments to review income and expense reports Update policies and procedures for purchasing, travel requests, and reimbursements Maintain rolling 5-year equipment and technology plan and budget for new equipment, replacements, and upgrades Objective 3 Create and implement a 5-year master facilities/space needs plan using information gathered from Hilberry, Lull, and Keller studies and UNC Facilities Services. Complete office renovation and reorganization Secure support to complete the HVAC improvements in the remainder of the galleries Work with UNC leadership to accomplish facility needs and objectives in a reasonable and timely manner Develop a plan and budget to refurbish all public spaces (lobby, carpeting, etc) Implement the recommendations of the Keller Security Survey Work with UNC property leasing to secure appropriate additional space allocations Strategic Plan 2008-2012 Page 15
Objective 4 Provide the necessary resources for exemplary staff management Create a uniform orientation process that begins prior to start date Implement protocols for new employee orientation and for exiting employees, including University and Museum requirements Expand online employee manual to be more comprehensive and museum-specific Objective 5 Develop improved processes of annual and mid-year performance evaluation Review and adapt UNC-Chapel Hill documents to specific needs of museum Work with UNC-Chapel Hill HR officials and resources to: Train managers in performance evaluation and coaching Base evaluation on performance of annual work performed and work plan rather than job description Objective 6 Provide professional development and training Budget annual conference and travel funds Provide training so that all staff are competent in technologies required for their position Encourage employee participation in relevant UNC-Chapel Hill programs and workshops Objective 7 Reorganize and expand Ackland staff for optimal efficiency and effectiveness Restructure the Art and Education division to be three separate departments each with a head that reports to the director: Curatorial Academic Programs Education Strategic Plan 2008-2012 Page 16
Restructure Ackland Advancement into two separate departments with department heads reporting to the director: External Affairs Development Continue to analyze support staff needs and effectiveness Strategic Plan 2008-2012 Page 17