Kingman Museum Strategic Plan

Transcription

1 Kingman Museum Strategic Plan Approved by the Kingman Museum, Inc. Board of Directors September 16, 2003 Developed with a grant from the Guido A. and Elizabeth H. Binda Foundation Kingman Museum Dawn M. Mackety, Executive Director 175 Limit Street Battle Creek, MI Ph: (269) , Fax: (269) Kingman Museum Strategic Plan 1

2 TABLE OF CONTENTS I. Foreword 3 II. Mission Statement and Values 3 III. Organizational Profile 4 IV. Organizational Goals 6 V. Strategic Goals, VI. References 11 VII. Appendices 11 A. Performance Trends B. Benchmarks and Performance Statistics C. Environmental and Resources Analysis D. Organizational and Strategic Goals E. Strategic Planning Activities Kingman Museum Strategic Plan 2

3 I. FOREWORD Strategic Planning for Kingman Museum by a newly established 501(c)(3) organization has been a dynamic and exciting process. Perhaps the easiest part of the process was determining our key values. They have served as the glue that unites a diverse group of individuals and provides the basis for decision making. A challenge in the process was writing and approving the mission statement. Lively discussions occurred around the question as to whether the building was key to the mission or a means to the end. New insights necessitated revisions, and it was determined that our draft vision statement was actually an inherent part of our mission. The end result is a mission that we feel will provide a solid foundation for the organization. We are well aware of the financial challenges we face in the current environment and have developed a financial plan that involves the board members personal contributions and solicitation of community contributions. Marketing and fundraising are priorities identified in the strategic plan. We are currently focusing on developing processes and stability for the newly reopened museum, with expansion and outreach as the topic of future feasibility studies. Our board, staff and volunteers are motivated by our vision of a vibrant and expanded museum that generates excitement in learning and brings families together. To this end our efforts are ongoing, guided by our strategic program and financial plan. Carolyn J. Harvey, Board President Kingman Museum, Incorporated II. MISSION STATEMENT AND VALUES Our mission is to increase understanding, appreciation and enjoyment of our natural world through the preservation, interpretation and enhancement of Kingman Museum and its collections. Our fundamental values include: Learning in an exciting and emotionally safe environment Accessibility, physically and financially, for all populations Community Partnerships that produce better alternatives than can be achieved separately Stewardship of a community treasure, in faithfulness to its donor Sustainability and financial self-sufficiency All museums share one fundamental commonality, serving as a source of learning and wonder for the public through the preservation and interpretation of our material culture and natural heritage. American Association of Museums Kingman Museum Strategic Plan 3

4 III. ORGANIZATIONAL PROFILE Kingman Museum is a natural history museum and planetarium located in Leila Arboretum one mile east of downtown Battle Creek, MI. Battle Creek Public Schools owned and operated Kingman Museum beginning in 1934; however, decreasing financial resources forced the school district to close the museum in October Kingman Museum, Inc. formed September 7, 2000 after concerned citizens believed the Kingman Memorial Museum building and its over 22,000 natural history collections, all donated in public trust and many acquired by local leaders and historical figures, should be preserved and used for the education and enjoyment of area citizens. Kingman Museum, Inc. hired Dawn M. Mackety as its Executive Director in July 2002 and assumed ownership and operations of the museum building October 1, In February 2003, the museum received its tax exempt 501(c)(3) status and officially opened to the public. Today, Kingman Museum is opened to the public 32 hours per week year round. It s Executive Director and six additional staff members offer a regular schedule of natural history programs, tours, presentations, and planetarium shows to families, school classes, youth groups, and other visitors. The museum s volunteer program includes 97 volunteers who donated a total of 11,285 hours in 2003 valued at $186,654 ($16.54/hour for 2002, Independent Sector). The museum also has memberships representing over 150 households throughout the community. Current Programs: Onsite natural science & cultural programs Museum tours Planetarium shows Saturday N.E.A.T. (Nature Education Action Time) activities Summer camp classes Outreach programs Memberships Volunteer program Discovery Kits & other artifact loans Birthday parties Facility rentals Website: Collaborations: The following are some but not all of Kingman Museum's collaborations. Association of Science-Technology Centers (ASTC): Kingman s participation with the ASTC Passport Program allows all Kingman Museum members free admission to over 280 ASTC institutions throughout North American and around the world. Battle Creek Area Chamber of Commerce: Kingman provides a discount on the normal cost of a museum membership to businesses and their staffs who are members of the Battle Creek Area Chamber of Commerce. Battle Creek/Calhoun County Visitor and Convention Bureau (VCB): Kingman works regularly with the VCB to advance its marketing and advertising. The VCB promotes Kingman on its website and distributes Kingman rack cards and/or coupons to Welcome Centers around the state, to area attractions and motels, Kingman Museum Strategic Plan 4

5 to motorcoach tour guides, and to convention and event attendees. Battle Creek Community Foundation (BCCF): A collaboration with the BCCF in which the BCCF served as the Kingman Museum, Inc. s fiduciary agent helped Kingman collect donations and conduct fundraisers on the museum s behalf until it acquired its own 501(c)(3) tax exempt status. An endowment is also held at the BCCF for Kingman. Battle Creek Public Schools, 21 st Century Learning Centers Program: Kingman Museum offered discounted program and planetarium admission prices to 21 st Century Learning Center sites in exchange for a contract for Kingman Museum to deliver a minimum of eleven programs. Glowing Embers Girl Scout Council: Kingman Museum provides a 10% gift shop discount to Girl Scout Alumni Association members in exchange for free advertising in the Girl Scouts quarterly Sparks newsletter. Kalamazoo Astronomical Society: KAS members volunteer to deliver planetarium shows using Kingman s planetarium and help museum staff organize special public events that benefit both organizations. Leila Arboretum Society: During the spring and summer months, Kingman Museum and the Leila Arboretum Society s Children s Garden partnered in a program that provided $1.00 off admission per person for one of the sites if visitors had already visited the other site. In addition, we partnered on several marketing, advertisement, and signage promotions. Michigan Science Teachers Association (MSTA): Kingman advertises MSTA activities and membership to visiting school teachers in exchange for free/reduced advertising in MSTA publications, access to MSTA mailing lists and resources, journal publications, MSTA member updates, and annual conference discounts. Kingman is also listed as a Science Teacher Friendly Museum on the MSTA membership application. Western Michigan University (WMU): Kingman Museum s Executive Director, Dawn Mackety, collaborates with professors at WMU to conduct audience research studies and program evaluations. Staff Name Position Appointment Dawn Mackety Executive Director Full-time Mary Ivany Volunteer Coordinator Part-time Michael McFeters Museum Educator Part-time Laurie Swanson Museum Educator Part-time Bill Van Dien Museum Educator Part-time Kathy Ward Administrative Assistant Part-time Ken Scharrer Custodian Part-time Heather Burton Museum Intern Part-time, Work Study Amanda Reed Museum Intern Part-time, Work Study Kingman Museum Strategic Plan 5

6 Board of Directors Officers: Carolyn Harvey, President Jim Jasper, Vice President Don Kinsley, Secretary Scott Hutchings, Treasurer Directors: William B. Comai Jack Eagles William B French Bob Learner James Moreno Kenneth Schimmelpfenneg Joe Schwarz Gloria R. Smith Annettie Tribbett Sally A. Turner Don Walbridge Bob Ward Ex-Officio Tim Shivley, Accounting Counsel Mark Stuart, Legal Counsel Visitors do not expect intellectual thrills from attending a museum. They are, rather, hoping for surprise and excitement as they escape temporarily the predictable confines of existence. Mihalyi Csikszentmihalyi IV. ORGANIZATIONAL GOALS According to the American Association of Museums (AAM), all museums share one fundamental commonality, serving as a source of learning and wonder for the public through the preservation and interpretation of our material culture and natural heritage (Merritt, 2003, p. 11). When one mentions that an entity is a museum, specific expectations are conjured up in the minds of museum professionals and the public. For example, museum professionals expect that other museums are meeting applicable laws and professional standards. The public expects that donated artifacts will be preserved, properly cared for and interpreted. Donors expect that museums will exist in perpetuity and use donated monies appropriately. Teachers expect that information presented will be correct and age appropriate and artifacts will be authentic. To ensure that museums maintain public confidence and are good stewards of assets held in public trust, the AAM devised professional standards, principles, codes of ethics, best practices, and performance benchmarks that guide how museums should operate. AAM s actual Kingman Museum Strategic Plan 6

7 process to become accredited is a comprehensive, multi-year self-assessment including research, data gathering and analysis, feasibility, strategic planning and development. The accreditation process served as a model to help Kingman s Board and staff develop its organizational goals and strategic plan. See Appendix D for a graphic of how the organizational and strategic goals fit together. Based on accreditation requirements, Kingman Museum s overall organizational goals are: 1. Personnel Acquire and support personnel to govern and operate the museum according to accepted standards. 2. Programs Present regularly scheduled programs and services that use and interpret collections for the public according to accepted standards. 3. Facility Maintain, renovate and expand the Kingman Memorial Museum building and its environment to facilitate all museum operations according to accepted standards. 4. Financial Acquire sufficient financial resources according to accepted standards to support museum operations and ensure the museum s permanence. 5. Exhibits Develop, maintain and expand professional exhibits for the public according to accepted standards. 6. Collections Acquire, manage, interpret and facilitate the accessibility of collections for the public according to accepted standards. 7. Evaluation Implement a process of continual assessment, planning and improvement to ensure the museum advances its mission, meets professional standards, responds to audience needs and plans for its future. V. STRATEGIC GOALS, Pursuing all of Kingman s organizational goals at once is not possible given its available resources and the incompatibility of some goals with others in the short term. The strategic goals that follow are based on an analysis of Kingman Museum s mission, organizational goals, performance statistics and industry benchmarks (Appendix A), performance trends (Appendix B), and environmental factors and internal resources (Appendix C). After careful consideration and consulting with experts, the Board and staff determined that facility needs and public programs were the highest priority in the short term. This reflects a strategy of facility and audience development that was deemed necessary after the museum had been closed almost two years. The strategic goals listed herein were approved by Kingman Museum's Board in September 2003 and will guide Board and Kingman Museum Strategic Plan 7

8 staff activities during the planning period. Gaps between Kingman s organizational and strategic goals will be managed in subsequent strategic plans. ORGANIZATIONAL GOAL: PERSONNEL Acquire and support personnel to govern and operate the museum according to accepted standards. Strategic Goal: Governance/Board Development Maintain a diverse and highly involved board of directors, well-trained in the art of board governance. a. Evaluate board composition and nominate individuals who provide diversity of outreach into community and can meet requirements for board membership. b. Provide an orientation for new board members and ongoing training. c. Maintain records of board participation for the purpose of recognition. d. Conduct an annual board evaluation and strengthen areas needing improvement. e. Provide for social interaction for board members. f. Provide support and conduct annual review for the executive director. g. Work with the guidance of a strategic plan. h. Become accredited by the American Association of Museums for having achieved minimum, nationally accepted standards of excellence in all areas of board operation. Strategic Goal: Volunteer Corps Enhance community involvement and ownership through an expanded volunteer program. a. Determine where volunteers can be used to achieve the museum s mission and write job descriptions. b. Identify sources, recruit and provide orientation and ongoing training. c. Provide evaluation and recognition for volunteers. d. Develop a docent program. e. Establish the volunteer program s infrastructure, policies, and procedures. ORGANIZATIONAL GOAL: PROGRAMS Present regularly scheduled programs and services that use and interpret collections for the public according to accepted standards. Strategic Goal: Programs and Services Provide and expand programs and services to meet the needs of diverse audiences. a. Upgrade the planetarium and exhibits. b. Secure exhibits on loan from other museums. c. Develop state-of-the-art interactive experiences. d. Provide Discovery Kits for use in the classroom by area educators. e. Provide timely and age appropriate on-site programs. f. Partner with other organizations in program development. g. Acquire ownership of the museum s collections from Battle Creek Public Schools, which necessitates: Providing environmental control and insurance Conducting 100% inventory Identifying and implementing legalities Developing policies and procedures for collections management Developing and implementing a plan for storage and expansion Kingman Museum Strategic Plan 8

9 ORGANIZATIONAL GOAL: PROGRAMS (Continued) Strategic Goal: Marketing Increase admissions and memberships by effectively promoting the museum s program and services to targeted audiences. a. Identify target audiences and generate a marketing/membership plan which includes: Distributing rack cards at key visitor locations in Michigan Providing information to travel magazines and publications Producing bimonthly newsletters for members and contributors Distributing a Teacher s Guide Speaking at local service clubs and organizations Keeping website up to date Program publicity through area media b. Conduct annual membership drive, including Halloween Party. c. Promote holiday and birthday party bookings. d. Partner with other organizations to develop joint marketing and discounts. e. Determine needs and sources for signage. ORGANIZATIONAL GOAL: FACILITY Maintain, renovate and expand the Kingman Memorial Museum building and its environment to facilitate all museum operations according to accepted standards. Strategic Goal: Building and Site Provide a building and environment that are safe, suitable for museum operations, and affordable to maintain. a. Secure expertise to provide insight into current and future building needs and options. b. Identify funding sources and in-kind support. c. Prioritize current facility needs and establish timelines. Climate control Exterior water leaks Mechanical Fire escape Exterior doors Grounds/building equipment and supplies Signage Tuckpointing Windows Phone/internet Nothing is so contagious as enthusiasm... it is the genius of sincerity, and truth accomplishes no victories without it. Bulwer-Lytton Kingman Museum Strategic Plan 9

10 ORGANIZATIONAL GOAL: FINANCIAL Acquire sufficient financial resources according to accepted standards to support museum operations and ensure the museum s permanence. Strategic Goal: Development/Sustainability Develop a broad base of individuals and a variety of sources to fund annual budget. a. Determine funding potential from varied sources and individuals. b. Compare outcomes to percentages achieved by other museums. b. Conduct fundraising campaigns using the pyramid concept in determining methods. c. Secure business sponsorship for changing and traveling exhibits and special programs. d. Encourage designations in estate planning. e. Hold special events. f. Initiate communication with Kresge and Wal-Mart Foundations. g. Pursue grants specifically for museums. h. Research potential for millage support. i. Maintain a gift shop. ORGANIZATIONAL GOAL: EXHIBITS Develop, maintain and expand professional exhibits for the public according to accepted standards. ORGANIZATIONAL GOAL: COLLECTIONS Acquire, manage, interpret and facilitate the accessibility of collections for the public according to accepted standards. ORGANIZATIONAL GOAL: EVALUATION Implement a process of continual assessment, planning and improvement to ensure the museum advances its mission, meets professional standards, responds to audience needs and plans for its future. Commitment is taking action without an exit strategy. Robert H. Schuller Kingman Museum Strategic Plan 10

11 VI. REFERENCES. (1997). Accreditation resource kit. Washington, DC: American Association of Museums. Independent Sector, Mackety, D. M. (2003). Museums and schools: Identifying teachers museum needs. Current Trends in Audience Research and Evaluation, 16(33-41). Washington, DC: Committee on Audience Research and Evaluation, American Association of Museums. Mackety, D. M. & Applegate, B. (April 2003). Museum learning environments: Teachers preferences. Conference presentation and paper, American Educational Research Association, Chicago, IL. Merritt, E. E. (2003) museum financial information. Washington, DC: American Association of Museums. Troester, H., Pollock, W., & Sutterfield, C. (Ed.). (2003). ASTC sourcebook of science center statistics Washington, DC: Association of Science-Technology Centers Incorporated. VII. APPENDICES Kingman Museum Strategic Plan 11