1. Toledo Museum of Art
Annual Plan
July 1, 2013-June 30, 2014

3. Center for Visual Arts
Glenwood Church
Glass Pavilion

5. Toledo Museum of Art
Our purpose: Art Education
Through our collection and facilities we provide
access to works of art and information about them
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6. Basic Principles
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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
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7. 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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8. 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)
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9. Staff Restructure: Executive Team
Associate
Director
COO
Head of
Visitor
Engagement
Chief
Information Officer
Senior
Curator
Chief
Curator
CFO
Director
of
Education
Facilities
Director

10. Organizational Chart
Board of Directors
Director
Resources/
COO
Content/
Engagement
Assoc Director
Fellows/
Assistants
2 PST assistants
for area
Finance
Human
Resources
Development
2 PST assistants
for area
Facilities
Assistant
Controller
Management
/Training
Dev
Coordinator
Maintenance
Special
Events
HRIS/Payroll
Asst Director
Grounds
Retail
Protective
Services
Membership
/Visitor
Services
Utility
Tech/AV
Equip
Volunteers
Asst
Manager/
Capital
Projects
Information
Chief Curator
Visual
Literacy
Asst Systems
Officer
Curators
Docents
Systems
Analyst
Conservator
Outreach/
Family
Center
Asst Network
/Software
Management
Head
Librarian
Assistant
Director
Visitor
Engagement
Communications
Exhibitions/
Publications
Social Media
Glass Studio
PR & PI
Interpretation
& Editing
Design
Studio
TSO
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11. Five Strategic Objectives
2011-2015
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Expanding Access to the Collections
Teaching Visual Literacy
Increasing Visibility
Developing Museum Assets
Working with Artists

12. Expanding Access to the Collection
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13. Expanding Access to the Collections
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
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14. Teaching Visual Literacy

15. Teaching Visual Literacy
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.
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16. Increasing Visibility

17. Increasing Visibility
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
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18. Developing Museum Assets

19. Solar Canopy
allows Toledo Museum of Art
to go off the grid
(first time was May 21, 2013)

20. Developing Museum Assets
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
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21. Working with Artists

22. Working With Artists
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
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