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 542017–2022 STRATEGIC PLAN 47 ETHOS OF MENTORSHIP Instill a culture of student mentorship across all departments and roles by encouraging all departments to take on student volunteers, work-study students and/or student interns. Celebrate the perspectives brought by students by showcasing their work or points of view through special projects. ONGOING ASSESSMENT Create a culture of project assessment and data collection through targeted initiatives. • Identify a few specific areas to pilot new strategies, capture data on their success and implement recommendations • Adopt Salesforce to capture and organize constituent data USE OF TECHNOLOGY Create purposeful reasons for why and how we utilize digital technology. Identify strategies for the same content to be used across digital platforms. Investigate offering specific training and/or introducing a new technology-focused role to our staff. IDENTIFYING EFFICIENCIES As a small museum with limited resources, we are mindful of how we allocate those resources and are always seeking opportunities to remove redundancies and increase efficiencies. This will include rethinking our schedule for exhibitions and programs, improving processes to eliminate waste in operations and communications, and identifying areas where we can remove less successful programs from our roster. FUNDING MODEL To support change and enable new initiatives and programs, the museum needs to identify unrestricted funding streams. While incorporating our fundraising objectives into the college’s development efforts, we will work to build our donor base to increase our endowment and contributed income; apply for foundational support through grants; implement a new admission policy through private or corporate support; and identify partnership opportunities to support new initiatives. PROFESSIONAL TRAINING AND DEVELOPMENT Instill a practice of continued personal reflection and evolution. Develop a training program that leverages existing training programs available through the college and provides our staff with resources to develop the skills/tools they need to deliver on this plan. Workshop topics will include: • Collaboration and team-building skills • Customer service training for all staff, including a focus on cultural sensitivity training and avoiding implicit bias • Ongoing internal training in museum policy, standards and methods including adherence to brand and visual identity, maintaining consistent collection data standards, etc. RECRUITING Incorporate an ethos of inclusion and diversity into our recruiting process for new staff, committee members and student workers/post- baccalaureate fellows. Identify and implement strategies to reach broader audiences through our recruiting process. AAM ACCREDITATION Being an accredited museum enables our success. In the next five years, we will submit a self-study for reaccreditation by the American Alliance of Museums.