Rowman & Littlefield Publishers
Pages: 128
•
Trim: 9 x 11
978-1-5381-0845-1 • Paperback • October 2018 • $48.00 • (£37.00)
978-1-5381-0838-3 • eBook • October 2018 • $45.50 • (£35.00)
TheMuseum Trustee Association was formed as a committee of the American Association of Museums (now known as the American Alliance of Museums) in 1971. The Museum Trustee Association broke away from AAM in 1986 and received its federal IRS 501(c)(3) status in 1991. Since then, MTA has been governed by an elected Board of Directors representing diverse regions of the United States, Caribbean, Canada, and Mexico, a variety of museum disciplines and sizes, and wide-ranging areas of expertise in trusteeship. All are current or former museum trustees, and several are founders of MTA.
Daryl Fischer founded Musynergy Consulting in 1993 to provide strategic and interpretive planning, audience evaluation, and board development services to museums and other cultural nonprofits. Her service on numerous nonprofit boards including the Urban Institute for Contemporary Arts (Grand Rapids, MI), the Visitor Studies Association, and the Progressive Women’s Alliance of the Lakeshore has given her a profound appreciation for passion, energy, and expertise board members bring to the organizations they serve.
Laura B. Roberts is principal of Roberts Consulting, working with cultural nonprofit organizations on strategic planning, assessment, and organizational development. She is the chair of the Central Square Theater in Cambridge MA and former chaired the boards of Tufts University Art Gallery, MassHumanities and First Night Boston. She teaches museum and nonprofit management at Harvard University Extension, Bank Street College of Education, and Northeastern University.
Foreword
About Templates for Trustees
Using the Templates for Trustees Online App
Strategic Thinking and Planning User’s Guide
Acknowledgements
Introduction: A New Approach to a Familiar Exercise
Chapter 1 - Phase 1: Plan to Plan
Chapter 2 - Phase 2: Clarify Mission, Vision, and Values
Chapter 3 - Phase 3: Scan the Environment
Chapter 4 - Phase 4: Determine Strategies
Chapter 5 - Phase 5: Develop Performance Measures
Chapter 6 - Phase 6: Develop Operating Plan and Budgets
Chapter 7 - Phase 7: Report and Monitor
Resource Guide for Strategic Thinking and Planning
Appendix: Mission, Vision, and Values Statements
About the Museum Trustee Association and the Authors
The Museum Trustee Association series on working with Boards is a wonderful resource for them and the director. The templates lay out best practices for board members--participating in strategic planning, engaging in accreditation, and empowering them to work with the director ensure the museum’s financial stability.— Nancy Doll, director, Weatherspoon Art Museum, The University of North Carolina at Greensboro
MTA’s templates have been extremely helpful to our Board of Trustees and our staff. They provide relevant and useful information that is easy to use. Their “real world” orientation makes them essential tools for any museum.— Bruce Eldredge, executive director, Buffalo Bill Center of the West, Cody, WY
The MTA templates are a most useful tool for governance and board development committees everywhere. They are simple to customize and to collate--great attributes for museums like ours. I've even used them for non-museum organizations wishing to survey the talents and skills on their boards.— Lynn Homeier Rauch, vice president, Board of Trustees and chair of Governance and Board Development Committee, Walters Art Museum, Baltimore, MD
More than planners, the authors are themselves accomplished strategic thinkers and they bring that approach to this useful book. Strategic Thinking and Planning will take a Board and Staff through all of the steps of strategic planning from assembling a planning team right through to periodic review of the completed plan. The templates help keep planners on track, which is particularly useful for do-it-yourself planning processes.
— David W. Ellis, president emeritus, Museum of Science, Boston
Daryl Fischer and Laura Roberts’ new book, Strategic Thinking and Planning, shines with their years of experience and thoughtful reflection combined with that of other leaders in the field. Just reading it is a useful education. Strategic Planning and Thinking is not a one-size-fits-all, but is designed to work for boards and staff in museums large and small, new or old. I will use it often.
— Anne Butterfield, Principal, Anne Butterfield Company