1.
Utah Museum of Fine Arts
NEW Strategic Plan
University of Utah
Salt Lake City, UT

2.
Gretchen Dietrich, Executive Director
George Lindsey, Deputy Director
Kerry O’Grady, Director of Education & Engagement
Sonja Lunde, Director of Planning & Special Projects

3.
UMFA by the NUMBERS:
1914 – Campus art collection established
1951 – Utah Museum of Fine Arts
1971 – Accreditation from the American
Alliance of Museums
$3M – Annual operating budget
$14M – Total endowment funds, primarily
for art acquisition
19,000 – Total objects in the collection
135,000 – Grand total of visitors in FY13
22,000 – School Children (K-6) served annually

4.
Why must we do Strategic Planning?
• Understand the competitive environment
• Understand demographic and philanthropic
trends in the community
• Ongoing need to be RELEVANT!
• A great moment for the UMFA to look forward

5.
Methodology & Planning Process:
• Study trips to 6 university art museums & 5 civic
art museums in LA, Seattle, the Bay Area &
Austin
• Consultant Lynne Heinrich of Marts & Lundy
• Scores of conversations with staff, UMFA Board
of Directors, students, faculty, campus
administrators, and community leaders
• Workshop Sessions with community members

6.
A new Mission Statement…
The Utah Museum of Fine Arts inspires
critical dialogue and illuminates the
role of art in our lives.

7.
Six Goals for the Future UMFA

8.
Goal I: Become a more strategic,
deliberate, and sustainable institution
• Build Capacity: increase size and sources of
gifts and financial support
• Prioritize and align the Program of the UMFA
with available resources
• Steward the collection to support research,
preservation, utilization, and collections
building
• Realign the organizational structure to
maximize efficiency and promote
accountability

9.
Goal 2: Engage more deeply with and
become a valuable resource for the
University of Utah
• Create opportunities for more faculty and
students to be involved in the UMFA
• Support the U’s goal of enhancing “student
life” by serving as a hub of student
engagement
• Raise awareness and improve
communication of the UMFA’s value to the
University community and beyond

10.
Goal 3: Use art boldly to inspire exploration
of and discussion about important topics of
our day in a “safe” and intellectually
creative environment
• Welcome risk-taking and present a multiplicity
of perspectives to stimulate participation and
exploration of art and ideas
• Maximize and fully utilize the UMFA’s
permanent collection
• Create innovative and relevant public
programming that encourages engagement
and dialogue

11.
Goal 4: Focus and align the UMFA to
better meet the needs of its core audiences
•
•
•
•
Enhance and improve the Visitor Experience
Increase evaluation and data collection
Creatively rethink the use of the Facility
Embrace technology in new and innovative
ways to enhance the Visitor Experience

12.
Core Audiences…
Undergraduates
Families
Intellectually
Curious
Adults

13.
Goal 5: Define and leverage the UMFA’s
role as the state’s art museum
• Maximize and leverage state-wide
programming
• Serve as a leader in our community of
museum and nonprofit best practice
• Improve and maximize communication and
awareness of the UMFA’s value to the State
• Develop a vision and strategy for the facility
and programmatic expansion of the UMFA

14.
Goal 6: Raise the profile, visibility, and
reputation of the UMFA
• Develop, articulate, and promote a refreshed
UMFA brand
• Elevate and emphasize the prominence and
comprehensive scope of the UMFA’s value to
the U of U and the state-wide community
• Pursue targeted, deep-collaborations with
organizations sharing similar core audiences
• Capitalize on the UMFA’s unique strengths
and qualities

15.
Lessons Learned:
• No short cuts … honor the process
• Put everything on the table
• Find the balance between what you
want to achieve and what you’re
capable of achieving
• Simple is better
• Trust your gut but listen carefully to
others

16.
Questioning
• Process: the work of the team.
• We began by asking questions to guide our
observations and conversations.
• Those questions evolved as we let our experiences
and observations shape them.

17.
Determining the Audience
• How do we determine our “core audience?”
• What about everyone else?
• Observations: Alignment between mission,
audience, and program.

18.
The Mission Statement
• Writing the Mission Statement: What do we say?
• Observations: Mission statements and core values
providing a strong sense of direction and identity.
• The role of the mission statements (and vision/
value statements) in guiding engagement.

19.
Engagement Objectives
• Creating a dialogue around engagement
objectives.
• Different sites of engagement: galleries, online,
across campus, across the state.
• How to engage students? How to engage our
civic audience?
• Visitor Experience: The platform for engagement.

20.
Prioritizing and Right-Sizing Initiatives
• Setting priorities: Strategic plan as guide.
• Staffing: How can we best allocate the time and
talents of the staff towards our engagement
priorities?
• Right sizing initiatives; defining success.
• Strategic plan as time-saver in program
development.

21.
Articulating Your Museum’s Strategic
Direction!
• Planning is good for museums of all sizes!
• Identify your strengths and determine your
priorities
• Consider your overall program and mission
• Methodology matters!

22.
Keys to Successful Implementation!
• The successful implementation plan includes:
• Identification of short-term priorities
• Creation of a task-oriented action plan
• Assignment of responsibility
• Regular Communication
• Review and Revision
• Financial Planning

23.
The Financial Plan Should Answer
These Questions:
• What is the cost of implementing the strategic
plan?
• What are the sources of revenue that will pay
these expenses?
• What is the timeline for the revenue?

24.
The Financial Plan Should Address
these Challenges:!
• Estimate the cost of each step identified in the
Implementation Plan
• The duration of the Financial Plan should match the
duration of the Strategic Plan
• The Financial Plan should be realistic in its expense and
revenue projections
• The Financial Plan should provide a multi-year Income
Statement and Balance Sheet
• Communication is key

25.
THANK YOU!