PLAN SECTION SUBSECTION CHANGES OR COMPLETIONS

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1 GOVERNANCE Goal I. Objective A. Strategy (i.e. board development) Candidate orientation process being used National Standards manual distributed Annual board member evaluations completed Succession plan for director in place GOVERNANCE Goal II. Objective A. (i.e. professional advancement) Staff using AAM webinars Staff involved in local/regional conferences Staff enrollment in AAM subcommittee underwritten Staff trips to sister institutions Goal III. Objective A. (i.e. public accountability) Comprehensive overhaul of bylaws complete Founding documents digitized COLLECTION STEWARDSHIP Goal I. Objective A. Strategy (i.e. improve care of collection and archives) New batch of items for conservation identified and cost estimates received and objects listed on Adopt- A-Work-of-Art webpage Additional archives at Sabbath Day identified, reboxed, non-archive material appropriately destroyed Additional re-boxed archives moved to storage area in main building 1

2 Change: Moved completion of archives transfer back to June 2016 Acquisition of Museum van removed COLLECTION STEWARDSHIP Goal I. Objective B. Strategy (i.e. improve quality of collection) Removed: one hundred gifts for 100 years and their solicitation. Unrealistic expectation based on limited resources, limited manpower, and limited relationships with collectors. Deaccessioning: Bald Eagle placed with Vanderbilt Museum of Art COLLECTION STEWARDSHIP Goal I. Objective C. Strategy (i.e. improved scholarship on collections) Collection specific brochures produced for permanent collection exhibitions Change: Move development of plans for new collections catalogue to end of 2016 COLLECTION STEWARDSHIP Goal I. Objective E. Strategy (i.e. raise collection support funds) Works identified for deaccessioning 2

3 COLLECTION STEWARDSHIP Goal I. Objective F. Strategy (i.e. increase public awareness of collections) Collection images licensed with The Bridgeman Art Library Moved sale of deaccessioned items back to end of 2016 Press alerted to major art acquisition: Delosso/Fine Art Connoisseur Magazine, Jan Recent acquisitions posted on website in timely fashion New Registrar recruited and hired Purchase of new Collections Management System pushed back to June 2016 COLLECTION STEWARDSHIP Goal II: Objective A. Strategy (i.e. raise support for exhibitions) Exhibition sponsorship opportunities distributed to Board COLLECTION STEWARDSHIP Goal II: Objective B. Strategy (i.e. evaluate public dimension) Curator and Director of Education meeting regularly to discuss educational components of future exhibitions EDUCATION & INTERPRETATION Goal I. Objective A. Strategy (i.e. encourage use of museum as resource) K-12 Programs incorporated divergent thinking philosophy 3

4 Planning meetings held with South Huntington UFSD; Cold Spring harbor UFSD and Half Hollow Hills UFSD for future programming Completed Park Shore Country Day Camp & School Extreme STEAM Science Academy Program July Completed South Huntington UFSDSTEM to STEAM program with Silas Wood 6 th Grade Center Completed HHH UFSD STEM to STEAM Program with HHH HS East an Vanderbilt Elementary School Joined/Co-founded Cultural Education Collaborative of Long Island (CECLI) consisting of 9 cultural institutions Implemented Professional Development Workshop with CECLI, partnering with CSH Whaling Museum Completed Superintendent s Day Conference Completed SCALA Workshop at Museum Implemented program for National Art Honor Society high school students EDUCATION & INTERPRETATION Goal I. Objective B. Strategy (i.e. employ techniques for learning) Identified and implemented methods to ensure immersive, multi-sensory experiences for individuals with a range of learning styles Expanded labels in both English and Spanish available in galleries, heightened visibility & accessibility 4

5 Initiated and expanded Exploring Art... Making Memories program for individuals with Dementia Increased the number of musical performances at Senior Wednesdays Reinstated La Nuit des Musees evening program Portfolio Development Series expanded Change: Gallery recital series discontinued for lack of attendance Programs successful in making connections between different art forms (visual, music, writing, performing arts) Programs offered on-site and off-site for a broad range of audience needs EDUCATION AND INTERPRETATION Goal I. Objective C. (i.e. employ technologies for learning) EDUCATION AND INTERPRETATION Goal I. Objective D. (i.e. forge partnerships) Social and mobile technologies monitored Social media committee created Interactive digital technologies employed in galleries for general visitors and K-12 audiences Interpretive content made available on the Museum s website Relationships developed with community organizations, schools, cultural institutions, universities, and other museums Guest speakers employed with specific expertise to enrich Museum exhibitions and programming 5

6 EDUCATION AND INTERPRETATION Goal II: Objective A. (i.e. professional development) EDUCATION AND INTERPRETATION Goal II: Objective B. (i.e. docent oversight) EDUCATION AND INTERPRETATION Goal III. Objective A. (i.e. collect visitor data) Strategy developed and implemented for Education staff professional development, taking into account the Museum s goals and current trends in the museum field developed for how to expand and maintain the Docent Volunteer team going forward Independent docent meeting initiated to supplement staff/docent meetings Wiggio.com used to improve communications between docents and education staff Audience research in field journals and specialized publications investigated Techniques for gathering information from visitors and program participants developed Formative evaluation implemented FINANCIAL STABILITY Goal I. Objective A. Strategy (i.e. increase endowments) E-philanthropy capability on website 19 planned giving letters sent to selected members Permanently restricted funds increased by $3 million (Hadley Capital Building Fund) 6

7 FINANCIAL STABILITY Goal I. Objective B. Strategy (i.e. improve financial practices) Annual financial analysis prepared, including benchmarking against like organizations Quarterly investment reports submitted by Bank of America Performance indicators fact sheet completed FINANCIAL STABILITY Goal I. Objective C. Strategy (i.e. raise sufficient private contributions) 100% giving by Board members Economic and Educational Impact statements prepared Remove additional institutional partnerships, for now, due to lower priority Donor recognition display mounted in Museum Promotion of reciprocal membership program with other cultural institutions removed for lack of return on investment of time and energy FINANCIAL STABILITY Goal I. Objective D. Strategy (i.e. augment earned income) E-commerce capability on website FINANCIAL STABILITY Goal II. Objective A. Strategy (i.e. identify target audiences) Collaborations with other educational institutions implemented 7

8 FINANCIAL STABILITY Goal II. Objective B. Strategy (i.e. enhance visitor experience) Removed point of sale system search and implementation; current situation adequate for the foreseeable future. More color introduced on gallery walls. Brochures available for each exhibition Educational engagement activities developed for each exhibition Urns planting gift in kind Banners introduced by front entrance FACILITIES & RISK MANAGEMENT Goal I. Objective A. (i.e. maintain high standards of care) Dove Torr strategy changed: for foreseeable future, preserve the structure and ensure excellent public appearance of grounds and building through routine maintenance Mechanical system life cycle registry completed Drain pipes cleared at back of main building Esphyr room reclaimed and converted into conference room Kitchen floor retiled Chairs sold and/or repurposed Basement passageway re-tiled Guard room refreshed; floors re-done 8

9 FACILITIES & RISK MANAGEMENT Goal II. Objective A. (i.e. augment physical facilities) FACILITIES & RISK MANAGEMENT Goal III. Objective A. (i.e. improve emergency preparedness) FACILITIES & RISK MANAGEMENT Goal III. Objective B. (i.e. more visually appealing facilities) Strategy Strategy Strategy Increased operating costs of expanded facility estimated Security training session held Emergency evacuation training session with staff held Visitor seating improved Plantings in urns maintained Planting beds in front of administrative cottage improved Rear door of Museum restored; escape hatch at south end of Museum restored Cost estimate for cleaning the building secured Estimate of fence replacement along Prime Avenue secured Terrace masonry regrouted by Town employees, again, but already failing 9

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