At the American Alliance of Museum's annual meeting in Seattle, WA, Director Brian Kennedy, Associate Director Amy Gilman and Chief Operating Officer Carol Bintz presented the vision for the Toledo Museum Art.
17. On-Site
Attendance
Metropolitan
Statistical Area
Toledo Museum of Art 371,866 651,429 57.1%
Museum of Fine Arts, Boston 1,210,980 4,552,402 26.6%
Indianapolis Museum of Art 369,163 1,756,241 21%
Nelson-Atkins Museum of Art 412,574 2,035,334 20.3%
Walker Art Center 588,677 3,279,833 17.9%
San Francisco Museum of Modern
Art 635,636 4,335,391 14.7%
Dallas Museum of Art 498,200 6,371,773 7.8%
On-Site Attendance | MSA Figures, 2010
19. The Toledo
Museum of Art
has launched
vislit.org, a
website about
Visual Literacy.
20. The 2014 International
Visual Literacy Association Conference
The Art of Seeing:
From Ordinary to Extraordinary
November 5–8, 2014
Toledo Museum of Art
Image Credit: John T. Hrosko
22. All our activity must involve art.
Our people are our best asset.
Integrate art into people’s lives.
Always seek to add value.
Plan, implement, evaluate.
Money follows good ideas. Create
an environment that fosters
diversity, equity, and inclusion.
Design Principles
24. TMA Model: Activity Based
Collections Audiences
Intellectual
Property
Activity
Art
Staff
Buildings
Funds
Knowledge
Expertise
Experiences
25. Methods of Leading Change:
• John Kotter’s 8 stages
• Strategy | Structure | Staffing
• Polishing the Gem
• Use Traffic Light System:
Stop | Start | Continue
• Quality Control
• Plan | Implement | Evaluate
26. 26
Establish a sense of urgency
Form a powerful guiding coalition
Create a vision
Communicate the vision
Empower others to act on the vision
Plan for and create short-term wins
Consolidate Improvements
and produce more change
Institutionalize new
approaches
8 Steps To
Successful Change
-John Kotter
31. 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.
31
32. Strategy Development | 2012
Museum
Director
Chief
Operating
Officer
Associate
Director
Strategic
Objectives
32
33. Executive Team: January 2013
COO
Chief
Systems
Officer
CFO
Facilities
Director
Director of
Education
Chief
Curator
Senior
Curator
Head of
Engage-
ment Group
Associate
Director
34. Organizational Chart: January 2013
Board of Directors
Director
Resources/
COO
Finance
Assistant
Controller
Special
Events
Retail
Tech/AV
Equip
TSO
Human
Resources
Management
/Training
HRIS/Payroll
Protective
Services
Volunteers
Development
Dev
Coordinator
Asst Director
Membership/
Visitor
Services
Facilities
Maintenance
Grounds
Utility
Asst
Manager/
Capital
Projects
Information
Asst
Systems
Officer
Systems
Analyst
Asst Network
/Software
Management
Head
Librarian
2 PST assistants
for area
Fellows/
Assistants
Content
Engagement/
Assoc Director
Chief Curator
Curators
Conservator
Visual
Literacy
Docents
Outreach/
Family
Center
Assistant
Director
Visitor
Engagement
Exhibitions/
Publications
Glass Studio
Interpretation &
Editing
Design
Studio
Communications
Social Media
PR & PI
2 PST assistants
for area
34
35. Information Group
Chief Systems Officer
Assistant Systems
Officer/ Registrar
Associate Registrar
Art handlers
Union staff
Database Manager
Database/Archives
Manager
Library Cataloguer and
Museum data entry
Asst. for Network and
Software Management
Museum Systems
Analyst
Head Librarian
Circulation Staff
35
36. Staff Restructure: Executive Team
COO
Chief
Informati-
on Officer
CFO
Facilities
Director
Director of
Education
Chief
Curator
Senior
Curator
Head of
Visitor
Engage-
ment
Associate
Director
Assistant
Director
Mellon
Fellows
March 2014
39. Budgeting by Objective
Strategy Support = Funding
• Increasing Visibility
• Teaching Visual Literacy
• Working with Artists
• Developing Museum Assets
• Expanding Access to the
Collection
39
40. Budgeting by Objective
Resource Allocation
• People submit budgets
based on achievement of
objectives
• Resource allocation
based upon needs to
achieve objectives
• People
• Money
• Equipment
• Facilities
• Intellectual Property
40
41. Focus on Objectives
• Funding Follows
Planning
• Action Plans Created
– State resources needed
and how objective is
supported
– Resource allocation based
upon needs to achieve
objectives
• Staff: who and how many
• Equipment and space
needs
• Deadlines for
achievement
• Project manager with
responsibility and
accountability for results
41
42. Work Space Design
Exposure to Natural Light
Adjacencies
Open work areas
Gathering Space
Energy Efficiency
42