a vision for the toledo museum of art
DESCRIPTION
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.TRANSCRIPT
A Vision for the Toledo Museum of Art Brian P. Kennedy, Director
Amy Gilman, Associate Director
Carol Bintz, COO
Toledo Museum of Art Monroe Street Façade, 1912
We receive up to 90% of our information with our eyes.
Everything
we see
is an image
VISUAL LITERACY
VISUAL LITERACY
The ability to read, comprehend,
and write visual language.
It is the key sensory literacy.
We must teach it.
VISUAL LITERACY
Baby Tours and
Toddler Tours
School Tours
TEACHING
VISUAL LITERACY
Using Visual Literacy to Engage School Tour
Audiences
13
TMA School Tours
TMA Docent-led Tours
In the past 12 months:
Over 115 volunteer docents led over 1,000
tours for over 11,500 K-12 Students
14
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#1 Attraction
in Toledo -Trip Advisor
“Best
Institution
to Show
Off” -Toledo City Paper
“America’s
Favorite Art
Museum” -Tyler Green, Modern Art
Notes, ArtInfo.com
“Best Art
Classes” -Toledo City Paper
TMA Highlights
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
Solar Canopy
Off the Grid
The Toledo
Museum of Art
has launched
vislit.org, a
website about
Visual Literacy.
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
November 2014 TMA hosts the 47th International Visual Literacy Association Conference
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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
Typical Art Museum:
Purposeful / Intentional
Collections
Audiences
Resources
Purpose
TMA Model: Activity Based
Collections
Audiences
Intellectual
Property
Activity
Art
Staff
Buildings
Funds
Knowledge
Expertise
Experiences
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
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
27
Successful Teams
Competing Values
1.Create
2.Compete
3.Control
4.Collaborate
Performance Management
Predictive Index - all staff, all
recruits
Hire Smilers
Methodology
to
Create Teams
STAFF RESTRUCTURING
Form Follows Function
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
Grant writing
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
Teaching Visual
Literacy
Increasing Visibility
Developing
Museum Assets
Working with Artists
Director
Associate
Director
Senior
Curator
Executive
Assistant
Strategic Objectives
Chief
Operating
Officer
Chief
Curator
Director of
Education
Director of
Development
Director of
Marketing and
Communications
Bo
ard
of D
ire
cto
rs
Organizational Structure: July 2011
We are structured to
deliver our Strategic
Objectives across all
departments.
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
Strategy Development | 2012
Museum Director
Chief Operating
Officer
Associate
Director
Strategic
Objectives
32
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
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
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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
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
Director
Resources Content
Visual
Literacy Development
Campus
Finance
People
Systems
Collections
Communications
Education
Engagement
Exhibitions
ALLOCATION OF RESOURCES
Budgeting by Objective
Strategy Support = Funding
• Increasing Visibility
• Teaching Visual Literacy
• Working with Artists
• Developing Museum Assets
• Expanding Access to the
Collection
39
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
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
Work Space Design
Exposure to Natural Light
Adjacencies
Open work areas
Gathering Space
Energy Efficiency
42
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Result: Energy Savings
Practical: Lights, motors, VFD’s
Micro- Turbines added
Solar added
May 2013: TMA Goes Off the Grid
5/13/13 8 am 12 pm 5 pm
Off The Grid
It’s a Work In Progress
2010–15: Strategy / Structure / Staffing
2015–20: Strategy / Structure / Staffing
Questions or Comments?
Ideas or Thoughts?