Toledo Museum of ArtAnnual Plan

July 1, 2013-June 30, 2014

Glenwood Church

Center for Visual Arts

Glass Pavilion

Toledo Museum of ArtOur purpose: Art Education

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Through our collection and facilities we provide access to works of art and information about them

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Art must be connected to all that we do Always seek to add value Plan, implement, evaluate Our people are our greatest asset Integrate art into people’s lives Money follows good ideas

Basic Principles

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Background Overview

In 2010 the museum finalized an overarching Strategic Plan, to begin in July 2011 and run through June 2015. The plan was presented to the Board of Directors and

the Staff in February 2011.

In the intervening two years the museum has taken a number of key steps to move forward on the Strategic

Plan.

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Background Overview

Those steps include:– Organizing our budget around our core objectives, rather than

traditional departments (FY12, FY13)– Re-organizing the staff to better align with the Strategic Plan

(FY13)– Formulating a 2020 Vision for TMA that will be realized

through each of the strategic objectives (FY13)

Staff Restructure: Executive Team

• Director

• COO

• Director of Develop-

ment

• Chief

Informati-on

Officer

• Director of

Human

Resource

s

• CFO

• Facilities Director

• Director of

Education

• Chief

Curator

• Senior

Curator

• Head of Visitor

Engage-men

t

• Director of

Commun

-ications

• Associate Director

Organizational ChartBoard of Directors

Director

Resources/ COO

Finance

Assistant Controller

Special EventsRetailTech/AV EquipTSO

Human

Resources

Management/Training

HRIS/Payroll

Protective Services

Volunteers

Development

Dev Coordinator

Asst Director

Membership/Visitor Services

Facilities

Maintenance

GroundsUtility

Asst

Manager/ Capital Projects

Information

Asst Systems Officer

Systems Analyst

Asst Network /Software Management

Head Librarian

Fellows/ Assistants Content/ Engagement Assoc Director

Chief CuratorCurators

Conservato

r

Visual

LiteracyDocentsOutreach/ Family

Cente

rAssistant Director

Visitor

Engagement

Exhibitions/ Publication

sGlass

StudioInterpretation &

EditingDe

sign

Studio

Communicatio

nsSocial Media

PR & PI

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Five Strategic Objectives2011-2015

• Expanding Access to the Collections• Teaching Visual Literacy• Increasing Visibility• Developing Museum Assets• Working with Artists

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Expanding Access to the Collection

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Continue to expand access to the museum’s collection through by integrating new media technologies, and art interpretation

materials into our permanent displays and exhibitions.

Key Action Items for FY14• New production of ‘My Guides’ that will focus on Visual Literacy content• Digitizing the museum’s archives• Adding the Bareiss Artist’s Book collection and European works on paper

to eMuseum• Adding content to the Museum’s app that will include information on: the

Classic Court, Plensa sculpture, Netsuke collection, and architectural information about the museum campus

• Continuing to integrate the use of library books throughout permanent gallery spaces

Expanding Access to the Collections

Teaching Visual Literacy

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All of our current strategic objectives aim toward this goal.

Teaching Visual Literacy is fundamental for shaping today's youth into tomorrow’s leaders.

Key Action Items for FY14 Beta test Visual Literacy curriculum Expand Baby Tours to include Toddler Tours Train current teachers in visual literacy methods to incorporate in TMA

classes Create interactive Visual Literacy learning area in TMA classrooms Partner with “Read for Literacy” program for Visual Literacy component Finalize 2012 Docent Class training and train all current docents on Visual

Literacy touring techniques Create Visual Literacy on-line curriculum for grades K-6 Develop content and publish ibook on Visual Literacy Expand Art After School program and Visiting Artist program in Family Center Complete acquisition agreement to convert neighboring Glenwood Lutheran

church into an Elementary School for the Toledo School for the Arts.

Teaching Visual Literacy

Increasing Visibility

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To increase awareness of the Toledo Museum of Art locally, nationally and internationally, we have increased our use of social media, promoted the

museum’s membership program, and utilized focused marketing efforts around exhibitions and

high profile events.

Key Action Items for FY14• Use change made in July 2013 to museum hours as

opportunity to update branding on signage and check for consistency

• Create crisis communications plan for museum• Create and implement a digital communications strategic plan• Create and implement communications plan for each

exhibition• Launch communications plan for Visual Literacy initiative

Increasing Visibility

Developing Museum Assets

Solar Canopyallows Toledo Museum of Art

to go off the grid(first time was May 21, 2013)

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To promote the knowledge and expertise of our staff and foster improvements to our physical

plant and environment.

Key Action Items for FY14• Continue program to install LED lighting in all offices and

galleries• Develop Circle 2445 Brand and increase membership and

involvement with the young adult group• Create new membership retention protocol and launch

membership campaign• Finalize rollout of Human Resources Information System

(HRIS)• Continue refurbishment of galleries and facilities to improve

visitor experience• Develop Business Council new branding and membership

levels

Developing Museum Assets

Working with Artists

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In our continuous effort to expand and cultivate the museum’s relationships with artists we

have devised programs that work specifically with artists through artist-in-residence programs, masters series lectures, and exhibitions featuring onsite instillations.

Key Action Items for FY14• Finalize plans for Summer 2015 Outdoor Sculpture exhibition• Expand Artist-in Residence (GAPP) program to include media

other than glass• Leverage guest artist opportunities to a greater degree with

our public• Finalize FY15 Exhibition schedule and begin FY16 planning

Working With Artists