Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 13 Page 14 Page 15 Page 16 Page 17 Page 18 Page 19 Page 20 Page 21 Page 22 Page 23 Page 24 Page 25 Page 26 Page 27 Page 28 Page 29 Page 30 Page 31 Page 32 Page 33 Page 34 Page 35 Page 36 Page 37 Page 38 Page 39 Page 40 Page 41 Page 42 Page 43 Page 44 Page 45 Page 46 Page 47 Page 48 Page 49 Page 50 Page 51 Page 52 Page 53 Page 54 Page 55 Page 56 Page 57 Page 58 Page 59 Page 60 Page 61 Page 62 Page 63 Page 64 Page 65 Page 66 Page 67 Page 68 Page 69 Page 70 Page 71 Page 72 Page 73 Page 74 Page 75 Page 76 Page 77 Page 78 Page 79 Page 80 Page 81 Page 826 BALANCING BIG-PICTURE THINKING WITH ATTENTION TO DETAIL SCMA’S NEW STRATEGIC PLAN THIS 2017–2022 STRATEGIC PLAN MARKS THE beginning of the next chapter in SCMA’s evolution. In developing it, we asked: What initiatives in the next five years will be crucial to deepening the museum’s service to the larger mission of Smith? How will an enhanced SCMA help Smith College have an even greater positive impact on the world? How will it further bolster Smith’s success in graduating women who will lead in all fields of endeavor? SCMA’S RECORD OF INNOVATION AND ACHIEVEMENT strongly positions us to deepen our contributions to Smith’s curriculum and culture and
to explore new ways to realize the unique potential of a college art museum. From the beginning, it was important to us to align with the college’s strategic planning process to make sure we could proactively respond to new directions outlined in that plan. With help from our consultants, brightspot strategy, SCMA conducted an intensive four-month planning process that engaged more than 200 students, faculty and community members through an online sur- vey and focus groups. We assembled an interdisciplinary steering committee to provide guidance and feedback as we explored the role the museum could play within the college. In addition, our full staff participated through town hall meetings. Our research for this plan affirmed that SCMA is widely recognized as one of Smith’s distinguishing assets, understood as a significant teaching and learning resource and utilized as an active forum for academic inquiry and experiential learning. Importantly, our findings also revealed the value our audiences place on SCMA as an agent of dialogue and social interaction. This plan imagines building on this strong foundation to take our work as an engaged and engaging institution to the next level. We believe that if over the next
five years we focus on shifting
the museum’s overall tone and person- ality, deepen our relevance to our audiences, foster initiatives that increase collection stewardship and access, refine how we create active and experiential learning and reach beyond our four walls, we will fulfill our new mission to cultivate inquiry and reflection by connecting people to art, ideas and each other. SCMA’S NEW STRATEGIC PLAN