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Strategic Plan
1998 - 2002
The evolution of McKissick Museum over the past twenty years into one
of the largest university museums in the southeast is reflected in its
commitment to establish and achieve strong long-term goals. In
particular,
the Museum's dual emphasis on programs dedicated to southern vernacular
culture and graduate level education has given it a distinctive role
among
the many regional museums. Although McKissick was only established in
its
current building in 1976, the collections and some programs date back
to
the early 19th century and the beginnings of the South Carolina
College.
With this rich history and contemporary strengths it is understandable
that the emphasis of the strategic activities for the coming year are
in
making the institutional resources, including staff expertise,
holdings,
and programs, better known. Through the many months of planning
activities
during the two previous years the staff established five areas of
administrative
and programmatic jurisdiction in which to ground the five-year goals
and
objectives. The goals and specific activities will be evaluated and
reformulated
during the 1999-2000 fiscal year.
A. Institutional Philosophy
GOAL 1: Acknowledge and integrate the mission statement of the Museum
into all aspects of operation and fulfill professional guidelines for
national
museum practices.
STRATEGIC ACTIVITIES: Seek reaccreditation from the American
Association
of Museums; continue to review programs and exhibits to evaluate
suitability
with Museum=s mission; seek more effective ways to convey the mission
to
both colleagues and general audiences.
B. Collections Management
GOAL 2: Improve the physical and intellectual access to the permanent
collections.
STRATEGIC ACTIVITIES: Continue computer database development and
records
conversion; collect selectively within the Museum's collections policy
and deaccession nonrelevant objects; revise and update long-range
conservation
plan; develop strategies for using the collections in exhibitions.
C. Programs
GOAL 3: Increase the size and diversity of audiences for public
programs
and exhibitions.
STRATEGIC ACTIVITIES: More accurately identify and target audiences;
include more undergraduate students in programming; develop a revised
marketing
and media plan; hold focus group sessions and re-evaluate results;
administer
a system for regular written audience evaluation of programs and
facilities.
GOAL 4: Develop an active process for critiquing and improving the
didactic
content of exhibitions.
STRATEGIC ACTIVITIES: Continue the increase of University
interdepartmental
cooperation through consulting committees; select exhibitions with a
consideration
for time to author and revise interpretive materials; supplement
borrowed
exhibitions with additional interpretive information.
GOAL 5: Improve event and exhibition scheduling activities.
STRATEGIC ACTIVITIES: Employ standard time schedules; establish
enhanced
system for training and using volunteers for appropriate exhibition
duties.
GOAL 6: Develop further folklife documentation projects on vernacular
culture and strategies for archiving and disseminating information.
STRATEGIC ACTIVITIES: Issue a folklife resource center guide, develop
cooperative programs with other state and regional organizations
working
in folklife; present research in a broader range of outlets; target
specific
areas of research.
GOAL 7: Enhance the quality and relevance of course, internship, and
work experiences for those students registered in the Museum Management
Program.
STRATEGIC ACTIVITIES: Evaluate and make necessary modifications to
syllabi
for each of the program courses to assure relevant and contemporary
material;
produce and mail new printed brochure; investigate new technologies for
presenting course materials; pursue opportunities for students to
participate
in regional professional gatherings.
D. Financial Management
GOAL 8: Diversify funding to create a more stable base of financial
support.
STRATEGIC ACTIVITIES: Broaden earned income with attention to the
Museum's
mission and staff resources; aggressively seek foundation, corporate,
and
business sponsorships.
E. Internal Operations
GOAL 9: Revise and enhance the organization of operational systems
relating
to safety, security and communications.
STRATEGIC ACTIVITIES: Increase physical accessibility, improve
assignment
of building space; increase use of new technologies to provide access
to
collections, data and resources.
Please send
comments to McKissick Museum.
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