Toledo Museum of Art Director Brian Kennedy presented this annual plan to the TMA board on Monday, June 6 for approval. It is the result of an eight-month strategic planning process.

1. Toledo Museum of Art Annual PlanJuly 1, 2011-June 30, 2012

2. Toledo Museum of Art Our Purpose: Art Education 2 Providing access to works of art in the Museum and information about them

3. Background Overview The museum underwent a strategic planning process during the first 3 months of Brian Kennedy’s directorship (Fall 2010). This involved many groups of museum stakeholders, and culminated in an overview of current issues and needs within the museum and in the broader Toledo community. This was presented to the Board of Directors in early December 2010, and subsequently announced to our general public. 3

4. 4 Background Overview Based on this data, the museum then developed an overarching Strategic Plan, intended 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. This Annual Planfor fiscal year 2011-2012 is based on the Strategic Plan, and incorporates many of the ideas generated during the entire planning process.

6. Always seek to add value

7. Plan, implement, evaluate

8. Our people are our best asset

9. Integrate art into people’s live

10. Money follows good ideas5 Basic Principles

11. In a traditional art museum structure the “purpose” or “mission” of the museum is in the center. Collections Audiences Purpose Resources While this institutional structure can be useful, we decided that if Arts Education is our Purpose, then our structure must focus on Activities to deliver it.

12. New TMA Model: Activity Based Art Staff Buildings Collections Audiences Funds Activity Intellectual Property Knowledge Expertise Experiences Activity is at the center, allowing us to think differently about our existing resources, whether they be our collections, our knowledge, or our visitors.

14. Teaching Visual Literacy

15. Increasing Visibility

16. Developing Museum Assets

17. Working with Artists8 The Annual Plan 2011-2012 will deliver on these strategic objectives

18. Expanding Access to the Collections “Collections” has been defined as inclusive of staff, buildings, funds, and our Art Collections. This objective will especially utilize digital technology to bring the museum’s collections to our visitors. 9

19. 10 Teaching Visual Literacy Incorporating “learning to look” methodology to enhance our educational and programmatic offerings. Promoting awareness of the principles and elements of art and design in all gallery and exhibition interpretation.

20. 11 Increasing Visibility Increasing our use of social media, expanding the museum’s membership program, and utilizing focused marketing efforts around exhibitions and high profile events to raise awareness of the TMA locally, nationally and internationally.

21. 12 Developing Museum Assets Promote and develop the knowledge and expertise of the staff; begin an improvement of our physical plant and environment, expand use and access to the Peristyle, and determine how best to fund our activities.

22. Working with Artists Refining and expanding the museum’s artist-in-residence program; develop a program of temporary art installations; utilize exhibitions to introduce temporary site-specific installations to our museum visitors. 13

24. Continue doing and do the same as it is now?

25. Do the same activity, but expand it?

26. Do the same activity, but decrease it?

27. Stop doing? Are there activities that better meet our objectives?14

28. Organizational Structure Strategic Objectives Chief Operating Officer Director of Marketing and Communications Director of Education Director of Development Chief Curator Curatorial Registration Exhibitions Visual Resources Publications Library Rights + Reproduction Archives Conservation Docent Program Family Center Teacher Resources Public Classes Public Programs Community Outreach Educational Media Finance Facilities Museum Store Culinary Services Security Utilities + Grounds HR Glass Studio Special Events IT Grantwriting Major Donors Planned Giving Business Council President’s Council Director’s Circle Promotional Publications Press Relations Social Media Marketing Internal and External Communications Membership Visitor Services Graphic Design Expanding Access to Collections Board of Directors Director Associate Director Senior Curator Executive Assistant Teaching Visual Literacy Increasing Visibility Developing Museum Assets Working with Artists We are structured to deliver our Strategic Objectives across all departments.

29. Objectives 2011-2012 Each Objective will be lead by a member or members of the senior staff, who are responsible for overseeing all activities for that Objective. 16

31. Activity 2: Plan a mobile strategy

33. Activity 5: All visits and programming should relate to the art collection

36. Activity 2: Incorporate Visual Literacy/Learning to Look strategies into all Museum tours. Invite participants to look at works of art by engaging with the elements of art and principles of design. 20

38. Activity 4: Use Museum exhibitions to introduce visitors to the Elements of Art and Principles of Design.

41. Activity 2: Develop the marketing and communications tools necessary to add value, increase awareness and build the TMA brand23

47. Activity 6: Revamp Parking lots and access ways to the museum to make them more visitor friendly

55. All objectives will be evaluated on a quarterly basis by the Executive Team to determine if goals are being met, or if adjustments need to be made.35

57. Implement a staff evaluative procedure for each temporary exhibition

58. Develop a plan for an integrated museum-wide evaluation strategy – to be implemented by beginning of Fiscal 12-13 (year 2 of Strategic Plan)