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

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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

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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

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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

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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.

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Strategy Development | 2012

Museum Director

Chief Operating

Officer

Associate

Director

Strategic

Objectives

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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

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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

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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

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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

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Work Space Design

Exposure to Natural Light

Adjacencies

Open work areas

Gathering Space

Energy Efficiency

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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?