Museum of Art of the University of New Hampshire: Strategic Plan Framework 2019

STRATEGIC PLAN FRAMEWORK 2019 to 2024 and beyond

2019 | JUNE

OVERVIEW A committee of board and staff met over several months in 2018 to develop a five year strategic framework for the Museum of Art at the University of New Hampshire. This plan was accepted by the Board of Advisors on June 18, 2019.

The next stage of planning will involve further developing the action steps, determining required resources to accomplish each, and scheduling them over the next five years.

The Museum is committed to supporting the academic mission of the University, executing lively and engaging exhibitions and programs, and caring for its collections professionally. There is much important and significant work to be done to ensure that the Museum becomes a critical component of the entire University’s academic mission and priorities, beyond the College of Liberal Arts.

These priorities are captured in the first part of this plan, which is projected to take five years, depending on available resources.

The Museum sees great opportunities in advancing The Future of UNH: Four Strategic Priorities, the most recent strategic positioning for the University (https://www.unh.edu/main/future-of-unh). Specifically, the Museum is excited by the opportunities to incorporate visual learning and literacy into the revised core curriculum, contribute to the work of the envisioned Honors College, support and encourage undergraduate research, build commitment and pride in UNH throughout the state, and be part of the next capital campaign.

In 2015, under the prior University president, Mark Huddleston, the Museum and University retained Centerbrook Architects and Planners to complete an

architectural feasibility study for a freestanding museum building, which produced a conceptual study for a museum of 23,360 gross square feet.

The study was well received and at Dr. Huddleston’s direction, it was expanded in scope to replace the aging Paul Creative Art Center with a new “Arts Village” complex of five buildings to house academic departments and public facilities for the visual and performing arts. This second architectural feasibility study was completed by Centerbrook in 2017. Although the arts village and new Museum were not part of the last capital campaign, the Museum’s leadership remains committed to the project. The next capital campaign may be several years away, but the Museum staff and Advisory Board will use the time to position the Museum to be a successful piece of that effort by building support both on and off campus.

The second part of the plan outlines that vision for the future. With greater resources (both from the University and from outside donors), the Museum can once again set its sights on reaching beyond the campus audience and serving the larger Seacoast community. Achieving this will initially require increased funding to build staff capacity and ramp up programming in the current facility. Then, growth may be accomplished at a new Museum facility or through more robust and extensive off campus programming. Obviously, any expansion of the Museum’s operations will require not only capital fundraising but also an ongoing commitment to a larger budget and staff. There is really no way of predicting how long it will take the University to initiate and achieve funding for the arts village and how much financial support there will be for an expanded Museum. The staff and Advisory Board will work towards this vision without a clear timetable but with renewed resolve to get there.

2018 | MARCH

MEMPHIS SOLUTIONS

THE UNIVERSITY OF NEW HAMPSHIRE MUSEUM OF ART ASPIRES TO BE… For the University… An asset in the University’s positioning as a Top 25 public university in the U.S. For faculty and students… An exciting and valued resource for teaching and learning, critically contributing to the academic success and well-being of our students

GOALS AND OBJECTIVES GOAL ONE: BE A CRITICAL PART OF THE UNIVERSITY’S STRATEGIC PRIORITY TO EXPAND ACADEMIC EXCELLENCE A.

Forge vibrant, multidisciplinary curricular connections Help to shape the new core curriculum, incorporating art and visual culture into diverse disciplines and modes of inquiry Serve on Dean’s working group to study inclusion of Social Justice and subsequent discussions about course graduation requirements Develop high quality, intensive learning opportunities for students in the new Honors College Develop relationship with graduate programs in Education and Museum Studies for internships or 1 credit course, and assistance with Art Camp Work with faculty to create a menu of short term installations from the permanent collection and temporary loans that link to introductory Art History courses as well as courses throughout the University Explore options for renovating and adding spaces adjacent to the Museum as an additional gallery for course-related exhibitions and/or short term loans Develop courses (live or online) tied to the collection and to special exhibitions for regular term, J term, and/or Continuing Education

B.

Develop strong connections between the Museum and resources and experiences outside of the classroom Work with faculty to support independent research projects for Undergraduate Research Conference using museum collections or on museum issues Create volunteer or internship opportunities for students Partner with other University units such as Sustainability Institute, Isle of Shoals Link to University-wide events (like Parents Weekend) and initiatives Utilize the campus connections subgroup of a re-formed board of advisors

EXPLORE RESEARCH INTERPRET RELATE THE NEW TO THE KNOWN C. Expand professional development opportunities in innovative, immersive pedagogy for faculty Open workshops to more departments and colleges Identify 5-6 departments with greatest affinity for museum and work closely on collections-based pedagogy (e.g. Art & Art History, Communications, History, English, Classics) D.

Support faculty in making greater use of the digital collections in teaching Secure funding for completing digitization of the collection in a timely way Complete digitization of the entire collection, including new photography of objects Make collection database available online Improve website to feature lessons, pre-packaged thematic miniexhibitions, and faculty testimonials

E.

Investigate moving the museum’s reporting to the Provost, reflecting its University-wide reach and service Discuss with Dean Dillon and others in University administration possible changes to reporting and governance structure

GOAL TWO: PURSUE EXCELLENCE IN EVERY ASPECT OF MUSEUM PRACTICE Exhibitions and programming A. B.

C. D.

Provide excellent, relevant and challenging exhibitions and programs Complete a MAP (AAM Museum Assessment) on Community Engagement Develop an exhibition schedule that makes wise use of limited resources Shift from four to three exhibition changes a year Explore opportunities to partner with other New England museums to create shared exhibitions Bring artists to campus to give students and faculty unparalleled learning opportunities Create a rotating sequence of exhibitions on core themes and issues meaningful to a diverse student population and anchor programming around those exhibitions Investigate working in partnership with other college and university museums to co-develop and share core exhibitions

Collections management and care E.

F.

Complete an assessment of the collection (strengths, condition, etc.) and storage conditions Apply for a Collections Assessment and Preservation Program grant Create a Collections Plan identifying areas of opportunity, growth, and candidates for deaccessioning Implement selective deaccessioning consistent with Collections Plan Prepare for the next steps in accreditation by the American Alliance of Museums Finalize Collection Management Policy Submit Strategic Plan and Collections Management Policy to AAM Core Documents for review

GOAL THREE: RESHAPE THE BOARD SO THAT IT HAS THE CAPACITY AND RESOURCES TO SUPPORT THE MUSEUM A.

B. C.

Shift the central expectation of the Board from governance to representing and advocating for the Museum, and providing counsel and support Reorganize the Board around three key constituencies: on campus (students and faculty throughout the University), the art world (dealers, collectors, artists) and the Seacoast and larger NH community (partners, donors, and other stakeholders) Secure service credit for faculty participating on the Board Clearly articulate goals, expectations and work plans for each of the three subgroups Work with board to become “Friendraisers�

Focus recruitment and board building around the three constituencies

GOAL FOUR: DEVELOP ADDITIONAL AND NEW SOURCES OF REVENUE A.

B.

C. D.

E.

Secure adequate funding from the University Restore funding for fourth staff position Restore current fiscal year cuts Increase funding to levels consistent with peer university museums Increase raised revenue from an enlarged pool of donors to extend the Museum’s operating capacity Work with the UNH Foundation to identify and cultivate potential major donors including alumni and local supporters of the arts and of UNH. Work with the Board and Foundation to expand the Support the Arts campaign (corporate support), Friends program (membership), and annual appeal (part of the UNH 603 appeal) Secure sponsorships and/or underwriting for special projects and exhibitions Identify high priority projects and appropriate potential sponsors Increase funding in designated (spend down) and restricted (endowed) accounts Investigate options for adding to the restricted Rines Fund and/or create and fund a designated account for exhibitions Create and fund an endowment for the Museum Create planned giving program Investigate earned income opportunities Research the feasibility of a program to place recently-acquired art from private collectors on exhibit at the Museum to take advantage of NH’s tax laws

VISION FOR THE FUTURE We aspire to extend our reach beyond the campus and to serve the wider Seacoast region. Our vision is to create a place where people can experience the unexpected, where the community and the campus come together in lively conversation and discovery.

We recognize that achieving this vision will take many resources. Some, like the costs of capital and operations, are readily enumerated. Others are less readily tallied: the enthusiasm and help of University and Foundation leadership, the support and engagement of the Advisory Board, and the recognition by the community that the Museum is a valued resource.

STRATEGY ONE: ADVOCATE FOR A NEW MUSEUM BUILDING OR FACILITIES AS PART OF PLANS FOR CONSTRUCTION FOR THE ARTS ON CAMPUS A.

B. C.

Develop a business plan with a robust assessment of the both the capital and operating costs of a new Museum, a realistic market study for admissions and other earned income, and projection of ongoing philanthropic support With the UNH Foundation, complete a fundraising feasibility study to determine the scope of a potential capital campaign Work with the UNH Foundation and Board of Advisors to identify and cultivate alumni and other potential donors of funds and significant, appropriate collections

2018 | MARCH

MEMPHIS SOLUTIONS

STRATEGY TWO: INCREASE THE MUSEUM’S VISIBILITY AND ENGAGEMENT IN THE COMMUNITIES OF THE SEACOAST A. B. C.

Identify and assess potential opportunities for semi-permanent off-campus gallery space Identify steady reliable funding for off-site exhibitions Develop digital exhibitions to expand access to the permanent collection and provide resources for UNH faculty, area schools, artists and residents of New Hampshire

STRATEGY THREE: COMMUNICATE THE MUSEUM OF ART’S PLACE AS THE ONLY ART MUSEUM IN THE SEACOAST REGION A. B. C.

Provide an engaging point of entry to the University Expand open hours to be more convenient for off campus audiences Address issues of parking and access Be known and recognized for distinctive high-quality arts programming and exhibitions Undertake rebranding campaign Build the audience and support for the Museum throughout the region Develop, fund and implement on campus and external strategic communications and marketing plan with UNH Communications and Public Affairs Increase participation in Friends, Support the Arts, and annual giving from Seacoast residents and alumni