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Title: Samuel P. Harn Museum of Art five-year strategic plan 2008-2013
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Title: Samuel P. Harn Museum of Art five-year strategic plan 2008-2013
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Language: English
Creator: Harn Museum of Art, University of Florida
Publisher: Harn Museum of Art, University of Florida
Place of Publication: Gainesville, Fla.
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Full Text

Samuel P. Harn Museum of Art

Five-Year Strategic Plan

2008 2013

Samuel P. Harn Museum of Art
PO Box 112700
Gainesville, Florida 32611-2700

Alexander Haas Martin & Partners
3520 Piedmont Road, NE, Suite 300
Atlanta, Georgia 30305

Ham Museum of Art
Strategic Plan 2008-2013

Table of Contents

Executive Summary
Brief History of the Museum
Integration with Strategic priorities of UF

Strategic Plan
Ham Museum of Art's Five-Year Strategic Plan
Institutional Goals
Evaluation of the Five-Year Plan
Measuring the Success of the Plan

Action Plans
Director's Office
Marketing & Public Relations (includes Museum Store)
Finance & Operations (includes IT and Security)

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Five-Year Strategic Plan 2

Executive Summary

The Samuel P. Harn Museum of Art has seen
tremendous growth since the museum first
opened to the public in 1990. Over a million .--
people have visited the Harn and in 2005 the
museum substantially increased its 86,800 square
foot facility with the opening of the 18,000 square
foot Mary Ann Harn Cofrin Pavilion. In 2010, the
Harn will undertake another expansion with the
opening of a 22,000 square foot Asian art wing
dedicated to the exhibition, conservation and
study of Asian art. As the Museum continues to
grow and develop, we look toward the future with excitement and anticipation, as evidenced by the
following strategic plan. This plan is a blueprint for the priorities, strategies and tactics of the
museum for the next five years. I want to thank the Harn staff for their creative and visionary
thinking, hard work and dedication in developing the plan and for their commitment to realizing its
goals over the next five years.

Among the goals of the plan are to:
Weave the museum's programs into the academic fabric of the University of Florida in order
to enhance student learning experiences and support university goals;
Broaden the national and international influence and reputation of the Harn as a leader
among university art museums;
Provide a welcoming environment that stimulates art-centered visitor experiences for
diverse audiences;
Use the museum's diverse art collections and exhibitions to facilitate dialogue about global
ideas and issues;
Work with University of Florida Cultural Plaza partners to make the plaza a destination for
the enjoyment of art, culture and nature.

In five years, visitors will approach the museum across a lushly landscaped Cultural Plaza bustling
with pedestrians who are irresistibly drawn to the Harn. Once inside the building, each person will
be warmly greeted by Harn Museum Ambassadors and assisted by friendly staff and volunteers to
plan a rewarding and pleasant visit. Visitors will enjoy colorful and stimulating installations of
extraordinary permanent collections and exciting changing exhibitions. Every aspect of the visit will
contribute to a delightful experience that audiences will be eager to repeat and share with others.

Through strong leadership and stewardship, the Samuel P. Harn Museum of Art will work with the
University of Florida and the communities the museum serves to achieve the vision set forth in this
plan. The museum's ambitious fundraising goals as part of the university's Florida Tomorrow capital
campaign will be exceeded, and the future will be bright as the Harn anticipates celebration of its
25th anniversary in 2015.

EUM O ARTFive-Year Strategic Plan 3
I I A LM IKT Five-Year Strategic Plan 3

Brief History of the Samuel P. Harn Museum of Art

Fully accredited by the American Association of Museums,
the Samuel P. Harn Museum of Art is located at the
Cultural Plaza of the University of Florida. Designed by
Kha Le-Huu, an alumnus of the university's School of
Architecture, the museum opened to the public in 1990.
Since that time, over a million people have visited the
Harn. The museum's dramatic soaring architecture
includes 32,311 square feet of exhibition space. One of the
largest university art museums in the country, the Harn
substantially increased its size in 2005 with the opening of
the Mary Ann Harn Cofrin Pavilion. The Pavilion consists
of 18,000 square feet with exhibition space, two
multipurpose educational spaces and a popular caf6.
Beautifully landscaped gardens with palms, bamboo and water features surround the Pavilion.

A visitor to the Cofrin Pavilion in 2005 left this comment: "The new wing is gorgeous... I want
you to know I was very impressed with the Harn Museum. I feel it is the most beautiful
building on campus. It had a great aura. I definitely want to come back soon!"

An article in Florida International Magazine
(November 2006) stated: "The inauguration of the
Mary Ann Harn Cofrin Pavilion in October 2005
marked a significant milestone for the 16-year old Harn
Museum of Art. Those extra 18,000 square feet of space
allowed the museum to create a home for its
contemporary art collection, inevitably setting the bar
higher as it relates to future exhibitions. Just having
celebrated its first anniversary, the Cofrin Pavilion is
living up to its potential with a new installation
debuting this month..."

The collections of the Harn Museum currently comprise over 6,500 works of art and continue to
grow through a well-defined plan in five collecting areas: international contemporary art,
modern art of the Americas and Europe, African art, Asian art, and photography. Five curators,
each of whom is assigned to one of these collecting areas, are responsible for building the
collections, organizing exhibitions and publishing original research. The Harn organizes
exhibitions to travel to other venues across the country and distributes its publications
nationally and internationally.

The Harn reaches out to its audience through a variety of lectures and symposiums, films and
performance events in a 200-seat auditorium and through the Bishop Study Center, offering

A f AT Five-Year Strategic Plan 4

interpretive support through books, videos and software with lending privileges to teachers.
Current educational programming also includes docent-led tours, gallery talks, outreach
programming (including programming for seniors), Family Days with hands-on art-making
activities, interdisciplinary curriculum units for K-12 schools and teacher workshops. The Harn
Museum collaborates extensively on programming and research with units of the University of
Florida and provides internships and research opportunities for students. Admission to the
museum is free, and attendance continues to increase from both the Gainesville community and
University of Florida staff, faculty and students. In 2006, attendance was 93,857 and increased to
101,200 in 2007.

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Five-Year Strategic Plan 5

Integration with Strategic Priorities of the University of Florida

The University of Florida is a research-intensive university and a member of the elite
Association of American Universities. Aspiring to be among the top ten public universities, UF
employs strategic planning as a dynamic process that responds to new opportunities and
changing conditions. The Harn Museum of Art has responded to the strategic priorities outlined
in the University of Florida's long-range work plan in creating its own strategic priorities.

The University of Florida is committed to
investing in areas that enhance quality in all
areas of its operations. Priorities for

investment include recruitment and
retention of the best faculty and students
with emphasis on diversity in both groups.
Accordingly, investment in quality of life
for faculty, staff and students is also a high
priority. In pursuit of academic excellence,
the university recognizes the importance of
internationalization, ensuring that students
understand the world's cultural and
linguistic diversity. The Harn Museum is a valuable asset to the university in the recruitment
and retention of top faculty and students, who demand great cultural amenities where they live,
work and study. With its diverse collections and exhibitions featuring art from all over the
world, the Harn contributes to the university's emphasis on internationalization and cultural
diversity. The museum's highest priority is to be fully integrated into the academic fabric of the
University of Florida, thus ensuring that all faculty and students benefit from the museum's

The University of Florida focuses on
interdisciplinary approaches to improving the
health and well-being of children and families
through research, education and service. Another
crucial focus for interdisciplinary research and
service at UF addresses the needs of the nation's
aging population, a demographic of particular
relevance in a state with so many retirees. The
Harn Museum has strong and effective programs
for families with children such as Saturday Family
Days, Tot Time and programming in the Bishop
Study Center. Our programs for seniors, including Art for Life and Vital Visionaries, are
national models. The Harn Museum is committed to making the museum accessible, welcoming
and meaningful to diverse audiences and in the next five years will focus on collaborating with

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Five-Year Strategic Plan 6

~n r~7( 1

academic partners at UF to increase and improve its service to both families with children and
our aging population among other underserved audiences.

Interdisciplinary collaboration is also at the center of the university's commitment to leading
medical research in numerous areas, particularly cancer, genetics, bio-nanoscience, life science
and emerging pathogens. Recognizing the incredible potential of creative collaboration across
academic disciplines, from the fine arts and humanities to the social sciences and medicine, the
College of Fine Arts at UF has taken the lead in activating the creative campus concept at the
university. A creative campus is defined as one where creativity and innovation are encouraged
and fostered in all academic areas, often through collaborations across disciplines. The Harn
takes pride in its successful interdisciplinary partnerships with academic units across campus,
including the Colleges of Business Administration; Design, Construction and Planning;
Education; Fine Arts; Journalism; Law; Liberal Arts and Sciences and Medicine. In prioritizing
dialogue about global ideas and issues in its exhibitions and programs, the Harn Museum
demonstrates its commitment to work creatively with colleagues from many different
disciplines to pursue groundbreaking research and innovative artistic endeavors.

U F UNIVERSITY of Another campus-wide priority is environmental
FIJ -sustainability. This initiative is led by UF's Office of
U F I FLORID A iSustainability, which seeks to make the university a
model of sustainability, integrating the goals of
ecological restoration, economic development and social equity in its operations, education,
research and outreach. While supporting sustainability goals in its daily operations, the Harn
Museum also contributes to research and teaching on environmental sustainability through
organizing exhibitions, publications and programs that address this issue. In development of
the Cultural Plaza grounds, the Harn and our Cultural Plaza neighbors will contribute to
environmental sustainability through preservation of wetlands, use of native species in
landscaping and through other progressive approaches developed in concert with our UF
colleagues in environmental horticulture, landscape architecture and other relevant academic

The University of Florida values its close working relationship with the city of Gainesville and
Alachua County and partners with the local community on many initiatives designed to
improve the quality of life for all residents. The Harn Museum of Art and our neighbors at the
Cultural Plaza are essential partners in this effort. At the intersection of SW 34th Street and Hull
Road, we occupy a symbolic and actual gateway into campus from the community. Serving as a
bridge between the university and the wider community and a catalyst to creative engagement
between UF and partners outside the university, we offer a rich array of exhibitions and
programs designed to inspire and educate people and enrich their lives.

II A AT Five-Year Strategic Plan 7

The Harn Museum of Art's Five-Year Strateeic Plan


The Samuel P. Harn Museum of Art promotes the power of the arts to inspire and educate
people and enrich their lives. To this purpose the museum builds and maintains exemplary art
collections and produces a wide variety of challenging, innovative exhibitions and stimulating
educational programs. As an integral part of the University of Florida, the museum advances
teaching and research and serves as a catalyst for creative engagement between the university
and diverse local, state, national and international audiences.


The Harn Museum of Art distinguishes itself among university art museums as a creative
laboratory for innovation in the visual arts. Accordingly, the Harn unites the university and the
wider community to make groundbreaking contributions to research, teaching and service. The
Harn makes great works of art accessible to diverse audiences by using a variety of innovative
approaches to the exhibition and interpretation of art.


The Harn Museum of Art exemplifies innovative leadership among university art museums,
pursuing original research to develop stellar collections, engaging exhibitions, creative
publications and unique programs.

The Harn places education and scholarship about art at the forefront of its activities, providing
visitors with engaging and inspiring experiences that enhance visual literacy and promote
cultural diversity.

The Harn contributes to an interconnected, international community by being accessible to all
and employing art to explore and celebrate the diversity of world cultures.

The Harn Museum achieves excellence through diligent stewardship of resources and
collections, maintaining the utmost integrity and accountability in all areas of its operations.

IIA T Five-Year Strategic Plan 8

Institutional Goals

1. To weave the museum's programs into the academic fabric of the University of Florida in
order to enhance student learning experiences and support university goals for research,
teaching and service.

We embrace the Ham's special role as a museum at a great
research and land grant university with the tri-fold mission of
research, teaching and service to the state, nation and world.
The museum serves University of Florida faculty and
students while also benefiting from the incredible resources
they offer. The museum is a catalyst to creative engagement
between the academic and wider communities and partners
I e r j'
with colleagues at the university to serve audiences r m
worldwide. Our highest goal and greatest commitment is to I
integrate every aspect of the museum's work into the
academic life of the university. Accordingly, every member of
the Harn Museum staff serves as a liaison to faculty and
students of the University of Florida and contributes to the
development of partnerships and collaborations that enrich
the academic experience while advancing the goals of the

2. To broaden our national and international reputation and influence as a leader among
university art museums.

As a jewel in the crown of the University of Florida, the Harn contributes to UF's goal to be a
top ten university. The Harn is already among the top rated art museums at public universities
in our country and is recognized as a national leader in a number of key areas. These include
our African art collection, exhibitions, publications and programs; our innovative partnerships
with University of Florida students for programs such as Museum Nights, the MUSEs (Museum
University Student Educators) and a vigorous internship program; our programs for senior
citizens such as Art for Life and the Vital Visionaries; and the museum's original exhibitions,
which often travel to other prestigious museums, with their accompanying scholarly
publications. We are poised to receive comparable recognition in other areas.

In 2010, the Harn will expand its offerings again with the opening of a 22,000 square foot wing
dedicated to the exhibition, conservation and study of Asian art. Part of this project is an Asian
garden that will complement the beautiful landscaping of the Cofrin Pavilion and enhance the
appeal of the University of Florida's Cultural Plaza. With the completion of our Asian art wing,
we will become known for our extensive Asian collection developed in collaboration with
university colleagues in Asian studies, fine arts and other fields. Garnering this recognition and

IIA AT Five-Year Strategic Plan 9

respect will expand our opportunities to partner with other museums and attract the support of
donors who can help us to achieve our goals.

3. To provide a welcoming environment that stimulates engaging and meaningful art-centered
visitor experiences for diverse audiences.

As an institution devoted to inspiring and educating
people and enriching their lives through direct
experiences with great works of art, the Harn
welcomes visitors of all ages, backgrounds and
interests. We know through surveys, focus groups
and other audience feedback that many individuals
still find the Harn facility to be austere and
unwelcoming. A perception that the museum is
elitist lingers among many in the community. Others
simply feel that the museum has nothing to offer them. We are making changes to the entrance
and public areas of the museum to make visitors feel more welcome and comfortable. We will
make our installations of the permanent collections and changing exhibitions more inviting and
stimulating. We will schedule a variety of types of exhibitions to appeal to diverse audiences.
We will ensure that young visitors to the museum always encounter exhibitions, programs and
activities to make their museum experiences fun and exciting.

4. To use the museum's diverse art collections and exhibitions to facilitate dialogue about
global ideas and issues.

In our collections, exhibitions, publications and programs the Harn will engage ideas and issues
that are on the minds of University of Florida faculty and students as well as issues facing our
nation and the world. These may range, for example, from the nature of the creative mind to
environmental and cultural sustainability, from the varieties of religious experience to the
centrality of games and sports in world cultures. We will explore with our university colleagues
the many ways that artists reflect on, respond to and influence the societies in which they live
and work. Collections, exhibitions and programs that address the compelling issues of our day
will ensure that the experience of great works of art at the Harn Museum is interesting and
meaningful to our visitors on multiple levels.

5. To work with Cultural Plaza partners to make the plaza a destination for the experience and
enjoyment of art, culture and nature.

The Harn Museum of Art shares the University of Florida Cultural Plaza with two other great
cultural institutions, the Phillips Center for the Performing Arts and the Florida Museum of
Natural History with its Butterfly Rainforest. A lovely natural teaching area on the south side of
the property offers nature trails and picnic facilities for enjoyment of the native North Central

II A AT Five-Year Strategic Plan 10

Florida natural environment. Originally on the edge of campus, the Cultural Plaza is now
surrounded by active university buildings such as the Southwest Recreation Center, the
Orthopedics Institute and the Hilton/University of Florida Hotel and Conference Center.
Additional facilities are planned for this area of campus, which is slated to become a new major
gateway to the university from the busy SW 34th Street.

We share with our institutional neighbors
a vision of the Cultural Plaza as a
marvelous destination for people
interested in the visual and performing a
arts, natural science and outdoor
activities. The twenty-eight acres of the
Cultural Plaza will be transformed with
the implementation of a landscape design .
that combines built and natural
environments, outdoor sculpture, walking .
and jogging paths, attractive seating and
lighting, native plants, habitats for birds
and butterflies and various amenities for ai
children and adults. The area will be busy day and night, as University of Florida and Santa Fe
Community College faculty and students, Gainesville and Alachua residents and visitors from
across Florida and the world will flock to the Cultural Plaza to enjoy a variety of leisure and
cultural activities.

Evaluation of the Five-Year Plan

Each department head reviews progress on stated goals routinely with his or her staff. Reports
of accomplishment are shared (as they occur) at bi-weekly senior staff meetings. Formal review
of annual progress on the plan occurs each August, with accomplishment of specific goals, any
obstacles or problems and plans for next year's goals submitted in writing by each department
head to the director and then discussed among senior staff at their annual retreat. Discussion of
museum-wide progress on institutional goals is also a topic of discussion at the annual all-staff

Department heads are held accountable for progress on their departmental goals during their
annual performance appraisals with the director each March. The director in turn accounts to
the provost annually in her annual performance appraisal to ensure steady progress toward
achievement of museum-wide goals. Revisions and updates of the five-year plan can be
submitted to the provost at the time of this annual review, if appropriate.

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Measuring the Success of the Plan

The Harn has set measurable goals for achieving the five institutional goals, such as doubling
attendance to over 200,000 visitors each year. In addition, visitor comments and the results of
audience surveys and focus groups will be tabulated to reveal a higher level of satisfaction with
the facilities and grounds, collections and exhibitions, programs and customer service.

Increased participation in Harn programs by University of Florida faculty and students will be
consistently measured through our attendance records. Another key measurement will be the
improvement of existing partnerships and the formation of new partnerships with faculty and
students working with Harn staff. Faculty and students will be engaged with Harn staff in
organizing exhibitions, planning and implementing educational programs, conducting research
on the collections for exhibitions and publications, renovating and expanding the facilities,
improving and maintaining the gardens, marketing and promoting the work of the museum via
print and electronic media and through ingrained involvement in every other area of the
museums operations.
In five years, visitors to the Harn will experience a different museum. They will approach the
museum across a lushly landscaped Cultural Plaza bustling with pedestrians of all ages talking
excitedly about their plans for the day or evening. People will be irresistibly drawn to the Harn
Museum by intriguing outdoor sculptures, beautiful plantings, colorful banners and inviting
benches. Once inside the building, each person will be warmly greeted by volunteer Harn
Museum Ambassadors and assisted by friendly staff and volunteers to plan a rewarding and
pleasant visit. Throughout the museum, visitors will enjoy colorful and stimulating installations
of permanent collections and exciting changing exhibitions. Every aspect of the visit-works of
art, signage and labels, wall colors, seating, interactive components, security guards, docents
and volunteers-will contribute to a delightful experience that our audiences will be eager to
repeat and share with others.

The museum will be seeking a new level of response from visitors. Success will be achieved
when visitors are overheard commenting that the Harn Museum is not only a stunning building
set in a spectacular landscape, but that the collections are stellar, the exhibitions fascinating, the
programs exciting and the staff the best informed, friendliest and most helpful they have
encountered anywhere. Visitor surveys will show that they marvel at the diversity of the
museum's collections and installations and that they are telling their friends that the Harn is
THE place to learn about African and Asian cultures and their art, the history of photography
from the beginnings to the present and the very best of modern and contemporary art from the
Americas, Europe and around the world. Through provocative programming and a
commitment to increasing dialogue, the Harn will have visitors who realize that an art museum
can be relevant to their own daily lives and experiences, thought provoking and intellectually
stimulating while also exciting and lots of fun.

The dynamism of the Cultural Plaza, the beauty of the Ham's architecture and gardens, the
quality and scope of the collections and the success of our exhibitions, publications and

IOIA AT Five-Year Strategic Plan 12

programs will result in national and international recognition of the Ham's achievements to the
extent that the Harn becomes a role model for other museums, especially those affiliated with
research universities. This recognition will result in extensive national and international media
coverage of the Harn and many opportunities to partner with leading museums on exhibitions
and other projects and will reflect positively on the University of Florida.

Members of the staff will be highly visible on the national stage as presenters at conferences,
editors of publications and officers of associations. As a result of this success, prominent
University of Florida alumni and other friends of UF and the Harn will contribute ever more
generous gifts of works of art and financial resources, such as named endowment funds.

The museum's ambitious fundraising goals as part of the university's Florida Tomorrow capital
campaign will be exceeded. The future will look very bright as the Samuel P. Harn Museum of
Art anticipates celebration of its 25th anniversary in 2015.

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Five-Year Strategic Plan 13

Director's Office
Action Plan

As motivator, facilitator and cheerleader for the Harn
Museum of Art and its staff, the director will ensure that
each department and each member of the Harn team has
the support and resources necessary to work toward
fulfillment of our institutional goals. The director will
take the lead in marketing the museum's five-year
strategic plan to key stakeholders, including UF
administrators, the Harn National Art Council, other
advisory boards and committees, docents and
volunteers, museum members and the wider community. The director will work closely with
the director of development and other staff to realize the museum's fundraising goals for the
university's Florida Tomorrow capital campaign, thereby providing the financial resources to
realize the other goals of our plan. She will ensure that effective methods are in place to
measure and evaluate the museum's progress in pursuing its goals and will report regularly to
constituents on our accomplishments as well as any obstacles and challenges that may impede
our efforts.

The director will establish connections with museum directors and visit art museums across the
country, especially other leading university art museums, in order to establish clear
benchmarking standards for the Harn Museum of Art. In so doing, she will exchange ideas and
information with colleagues, inviting some of them to visit the Harn to bring fresh insights and
inspiration to inform our work on museum goals. At the same time, she will represent the Harn
in the United States and abroad to ensure that the good work the Harn is doing is known to
national and international audiences.

Working with the University of Florida and the local community, the director will play a
leadership role in developing the Cultural Plaza as a popular destination for the experience and
enjoyment of art, culture, science and nature both within the museums and performing arts
center and outdoors on the expansive grounds of the plaza and adjourning nature trails.

Finally, as an active participant in the academic life of a great research university, the director
will remain active as a scholar and teacher, pursuing research, writing and publishing, lecturing
and working with interns.

II A AT Five-Year Strategic Plan 14

Action Plan

The Curatorial Department's action plan outlines a strategy for making significant
contributions, both in terms of growth and impact, in support of the museum's five broad goals
for 2008-2013. One important approach not included in the previous five-year plan is the
strategy to integrate the exhibition planning process more fully with all Harn departments.
Also, the curators will have access to data from market research that will inform decisions about
exhibition planning and design.

Major initiatives include plans for eight original
exhibitions, each accompanied by a major
publication, at least two major publications on
the permanent collections (American and
Asian) and the opening in 2010 of a new 22,000
square foot wing dedicated to Asian art. These
exhibitions will be developed because of their
strong connections to UF curricula, their links
to global issues and ideas, and their relevance
to the museum's active collecting areas thereby
enhancing the Harn's reputation and brand

In support of the museum's goal to weave its programs into the academic fabric of the
University of Florida, curators will seek faculty input early in the planning phase of exhibitions
and will collaborate with faculty and the Education Department on more than four symposia to
bring national and international scholars to the university. Curators will also serve as liaison to
faculty and students by seeking opportunities to meet with UF classes and by serving as
mentors through the Harn internship program. In addition, curators will collaborate with
Education and Public Relations to identify issues of importance at UF that can be linked to
exhibitions on the calendar, thereby supporting university goals for research, teaching and
service. Each of these activities will contribute to the development of partnerships and
collaborations that will enrich the academic experience at UF.

The eight exhibition catalogues and two publications on the permanent collections planned in
2008-2013, will further the museum-wide goal of broadening the Harn's national and
international influence and reputation as a leader among university art museums. The Harn is
already recognized as a national leader in the field of African art and we are poised to receive
comparable recognition with the completion in 2010 of a new wing dedicated to the exhibition,
conservation and study of Asian art. The curators will also broaden the museum's reputation by
submitting more articles for publication, giving more public talks statewide and nationally,
attending more professional meetings and serving on more panels.

I I A Five-Year Strategic Plan 15

In collaboration with other Harn departments, curators will work toward enhancing a
welcoming environment that stimulates engaging and meaningful art-centered visitor
experiences through the creation of interpretive materials, including interactive components
when appropriate, with appeal to diverse audiences. The Curatorial Department also will
evaluate exhibition design in our effort to enhance visitor experience, improve the efficiency of
installations and make the installations more exciting.

The curators will use the museum's diverse art collections and exhibitions to facilitate dialogue
about global issues and will work to improve the caliber and effectiveness of the exhibition
program. Exhibition projects that will receive special attention and resources in terms of
partnerships, marketing and programming include the major original exhibition Project Europa
(Year 2) and upcoming exhibitions on American Impressionists (Years 2-3) and African textiles
(Year 3), as well as other original exhibitions to be determined (Years 4-5). In an effort to
increase the quality and relevance of loan exhibitions organized by other institutions, preference
will be given to shows that complement the Ham's active collecting areas such as the
exhibitions Promises of Paradise and Fashioning Kimono, both in Year 1.

The curators also will work together with their colleagues to identify and build on the strengths
of the Ham's collections in accordance with approved collection development plans with major
acquisitions in all five areas to better integrate into UF curricula. Specific goals for each
collection are outlined in the action plan. Finally, the curators will work with Cultural Plaza
partners to make the plaza a destination for the experience and enjoyment of art, culture and
nature by contributing to the aesthetic design of the museum grounds, in particular by planning
the Asian wing garden and developing a plan for the terrace between the Harn and Florida
Museum of Natural History.


Five-Year Strategic Plan 16

Action Plan

The strategic plan developed by the collective Harn Museum staff identifies exciting directions
for the Education Department over the next five years. For us, the first year of the new plan will
be one of rebuilding, following an almost complete change-over of staff in recent months. With
an energized new staff, we will scrutinize and evaluate all existing programs, partnerships and
initiatives in light of new museum-wide goals. Each program should represent innovation in
the field; a strong connection to the academic focus of the University of Florida; and the ability
to attract sustainable support, promote audience growth, magnetize strategic partnerships and
improve the quality of the visitor experience.

As we implement the museum's strategic plan, the
Education Department will work in tandem with
other museum departments to enhance the Ham's
integration into the academic research, teaching and
S service mission of the university. We will reach out
Sto our UF colleagues through numerous channels to
make them aware of opportunities to develop and
expand interdisciplinary curricula through
partnerships with the Harn. Education staff will
serve on committees outside the museum in order to
advance collaborations beyond those that already
flourish between the Harn and Fine Arts, Architecture, English, Journalism, Law and Medicine.

The Education Department will ensure that all visitors to the Harn can explore global ideas and
issues through a variety of innovative methods. Well-trained docents knowledgeable about
different learning styles will employ the best practices of interactive engagement as they work
with visitors of all ages and diverse backgrounds. Making use of UF's extensive technological
and human resources and the Ham's staff expertise, we will deliver visual, audio and video
content to our guests inside and outside the museum through website, cell phones, pod casts,
blogs and live streaming.

In Year 1, we will expand current partnerships with UF's Centers of African, Asian, European
and International Studies to include a workshop with the Center for Latin American Studies.
We will grow the Ham's internship program through enhanced marketing to attract students
from more diverse academic majors. An exciting new volunteer level, the Harn Ambassadors,
created to involve UF Tourism and Hospitality majors, will develop students' customer service
skills while in turn enhancing the visitor experience at the Harn. Other museum programs will
be invigorated by drawing on the rich resources of the university during Years 1-5.

The Ham's national reputation will be raised when Education staff present at national
professional conferences, serve on national and state committees and publish articles in

A f AT Five-Year Strategic Plan 17

respected art education journals. A new program combining a summer teacher institute and a
high school arts academy will be a national model. This program, being developed in
partnership with the School of Art and Art History, will bring professional development
opportunities to the pre-kindergarten through grade 12 audience statewide. The Ham's
established strong partnership with Alachua District School Board will be positioned to align
with the opening in 2010 of the Ham's Asian art wing. Input from evaluations, surveys and
focus groups will determine specific themes for curricula developed through this partnership
each year.

The Education Department will establish and
deepen connections with exhibitions and programs
of the Florida Museum of Natural History through
collaborations on Student Government sponsored
Museum Nights as well as the annual Earth Day
and ButterflyFest celebrations for family
audiences. The Ham's Saturday Family Days will
be reduced in number but strengthened in content
through key academic and community
partnerships. In addition, self-guided gallery
activities will be developed to ensure that families
with children can enjoy being at the Harn any time, not just on special Family Days or festival

The Education Department's mission is to develop stimulating academic and community
programs that encourage study, reflection and dialogue in response to art. The success of these
programs will be determined by measurable outcomes, thoughtful analysis of responses to
evaluation instruments and rigorous partner and participant feedback. By measuring the
effectiveness of our innovative programs and initiatives, the Education Department will
practice continual improvement, emerging as a national role model among university-affiliated
art museums.

A f AT Five-Year Strategic Plan 18
" \1 \ 1

Marketing and Public Relations
Action Plan

Essential to successful Harn promotion and awareness efforts over the next five years are close
working relationships with the UF community, city and county tourism officials and the media.
In year one of the Ham's new strategic plan, we will focus on team-building within the
museum and relationship-building in the community as we position ourselves to pursue
ambitious goals. Looking forward to the opening of the Ham's new Asian art wing in 2010, we
will seize the opportunity to clarify and refine brand awareness of the Harn in Florida, and in
the national and international arenas. We will establish strong relationships with local, state and
national media to ensure extensive coverage of the Ham's exhibitions, programs and

The Marketing and Public Relations Department will engage deeply with others in the UF
community through joint programming and partnerships to amplify campus awareness of the
Ham's collections, exhibitions and programs. This heightened awareness will lead to greater
visibility, additional partners and ultimately more visitors. In recent years, our partnership with
Student Government to establish Museum Nights and the Ham's participation with our
Cultural Plaza neighbors in the Preview program for incoming freshman jump-started the
museum's visibility among students. Publication of a Faculty Guide to the Harn and mailing of
a bi-monthly event brochure to UF faculty also helped us to spread the word about activities at
the Harn to UF colleagues. A significant goal of the new strategic plan is to seek additional
venues, partnerships and avenues for communicating with university students, faculty, staff
and alumni.

In the local community, we will cooperate
with city and county tourism officials to
promote the Harn to both local audiences and
tourists. Although we enjoy good local media
coverage of exhibitions and programs, we
MJI will work with regional print and broadcast
media outlets to ensure more extensive
coverage of the Harn. We will work closely
with museum curators and educators to
target key national media for coverage of
specific acquisitions, exhibitions, publications
and programs.

As we look forward to Year 2 of the plan, we anticipate a focused media blitz around the
opening of the Asian art wing and gardens. To start the buzz about these exciting events at the
Harn, the new Asian wing will be mentioned in all media relations and advertising connected
to our Asian collection and exhibitions. We will begin now to plan and prepare for production

IIA T Five-Year Strategic Plan 19

and distribution of publications, press kits and distinctive merchandise in conjunction with the
opening of the wing in 2010.

Increasing multi-media connections with our visitors is a priority of the new strategic plan.
Currently at 2,600, our email list-serve is steadily growing. We will double this number of email
addresses over the next five years while simultaneously getting to know the makeup of our list-
serve in order to deliver content that will appeal directly to the receiver. Although we
consistently receive positive feedback regarding the design of our website, we will continue to
make it more user-friendly and deliver more content-rich information, especially for Harn

We will continually measure the effectiveness of our marketing and promotion to learn what is
working and what is not. Feedback from both visitors and non-visitors through surveys and
focus groups will help guide decisions in all areas of operation as we pursue the museum's five
broad goals.

The museum has enjoyed a steady climb in attendance figures over the past five years. Our
marketing and promotion efforts over the next five years will contribute to doubling attendance
to 200,000 visitors a year by 2013.

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Five-Year Strategic Plan 20

Action Plan

Since opening to the public in 1990, the collection at
the Harn Museum of Art has more than doubled,
currently housing more than 6500 objects. The
goals of the Registration and Preparation
Departments for the next five years are to increase
accessibility to these objects for museum
departments, scholars, researchers and the global
community; to make the museum more visible on a
national and international level; and to work
closely with the Curatorial Department to make the
Harn a welcoming environment for visitors.

SThe museum received a National Endowment for
the Humanities (NEH) grant in 2006. The purpose
of this grant was to climate control two new
storage spaces and replace much of the existing
furniture with furniture that is on par with
museum standards. Although the NEH grant will
give us more space for objects, and safer shelving
and cases, it does not allow for re-housing objects
in mats, archival boxes and foam or bead cradles.
Re-housing the objects will be one focus of the
department in Year 1 and following. Re-housing not only provides a way of preserving our
cultural heritage for future generations, but it also enables us to improve our storage area to
allow for easier access to objects for exhibition planning and scholarly use.

Access to objects in the collection also can be enhanced through the use of photography.
Currently most of the object records that contain photography (around 10%) in The Museum
System (TMS) database have "in-house" photography, or images taken for identification
purposes by museum staff. This type of photography can be used to identify and locate objects
or for presentations. Although this is a cost-effective and important part of collections
management, these photos are often not suitable for publication purposes. In order to obtain
images for publication, web use (eMuseum) and advertising, we propose to increase our
collection of professional photography by adding at least 250 new images per year over the next
five years. New photography and re-housing the collection will allow for easier access to the
collection for research, exhibition, web-use and publications that will raise national and
international awareness of the Harn Museum of Art.

The next goal of the department is to increase the visibility of the museum and enhance our
national and international influence and reputation. In the past, the Harn Registrar attended

A T U Five-Year Strategic Plan 21

many regional and national conferences to interact with colleagues in the field. During the past
few years, attendance has dwindled. Over the next five years, the registrars plan to increase
visibility by attending conferences, serving on committees and/or seeking offices in professional
organizations. An exciting new endeavor recently implemented by the department is the series
of registrars' exchange visits. This program will enable us to share insights with and learn from
other registrars in the southeast region. We also hope to establish relationships that may lead to
future project collaborations. In addition to meeting with colleagues at conferences and other
institutions, the department plans to work with the Curatorial Department to solidify a
traveling exhibitions plan so our collections can tour to other museums and increase the
visibility of our collections.

The department also will work with the Curatorial Department during the next five years to
support the museum's endeavors to make it a more welcoming environment. In order to
accomplish this goal we will paint at least one wall in each gallery a color other than white to
create a warmer atmosphere. At the same time, we will make the galleries more cohesive by
painting the existing gallery furniture white. This will also save time and money by eliminating
the need to continually paint the furniture different colors to match changing exhibitions. In
addition, we look forward to working with the curatorial staff to evaluate the use of existing
spaces and supporting them in obtaining interactive components for the World Wide Web and
the galleries.

Since the museum's opening, the responsibilities of the Registration and Preparation
Departments have increased dramatically, proportionately with a collection that has grown
exponentially. During the next five years, the department is looking forward to making the
collections more accessible, working with curators to make the museum a welcoming place for
visitors and participating in increasing our visibility and influence on a national and
international scope.

II A AT Five-Year Strategic Plan 22

Finance and Operations
Action Plan

During the next five years, the Harn Museum of
Art Finance and Operations Department will
enthusiastically evaluate, develop and implement
strategies that will enhance the areas of .
information technology, human resources, '
finance, security and maintenance. This plan
underlines the significant roles of technology and
human resources in supporting the museum's
goals and mission in the coming years. As such,
successful implementation of this plan will
require the Finance and Operations Department
to work closely with staff in prioritizing resource requirements along institutional goals as the
basis for making resource decisions resulting in the highest impact that collectively empowers
the museum to effectively accomplish its goals.

Over the next five years, the IT division will provide the foundation for change that will enable
the museum to achieve its goals. This will be done by first maintaining and upgrading existing
resources needed to embrace UF goals of enhancing student educational experiences,
conducting world-class research and providing quality service to our local and state
community. We will improve the museum's operational effectiveness by developing better
methods of communicating, working together and sharing information that will ultimately save
us time and money and help us do more with less. Planned technology solutions will improve
visitor experiences through tools that provide better communication and service that, when
taken collectively, will exceed visitor expectations. We will build the Ham's national and
international influence and reputation by increasing access to the Ham's collection online,
offering new services and features through our website and sharing our resources and
experience with the university, museums and organizations that support our values, mission
and goals. IT, Finance and HR will work together to ensure that resource requirements and
institutional priorities drive decisions that enable departments to accomplish their goals and
move the museum forward.

The Human Resources division will support the museum by providing human resource
information, services and management, promoting a stable working environment that allows
employees to achieve established museum goals. We will support the Harn staff by offering
training opportunities that will provide a greater level of customer service to our visitors,
creating a warm and friendly environment that visitors will seek out and return to often. At the
same time, these training opportunities will increase staff effectiveness, creating a platform for
employee satisfaction and professional growth that enhances the employee's level of job
satisfaction with a goal of decreasing absenteeism and turnover. Over the next five years, the
Human Resources division will develop and implement a formal training orientation for new

I T Five-Year Strategic Plan 23

hires and promulgate written policies and procedures that will better prepare our staff to
achieve the museum's goals. With the goal of a more stable and qualified staff for the museum,
the Human Resources division will be addressing employee morale and retention issues,
professional development and improved communications through its five-year plan. Staffing
needs are being assessed according to the departmental action plans within the museum's five-
year plan and prioritized based on how best to achieve the overall museum goals. For example,
in view of the heavy IT support that many of the goals will require, new positions will be added
to the IT division over Years 3 through 5. A new position in the Maintenance division is
introduced in Year 3 to support the goals of enhancing the Cultural Plaza and creating a
welcoming environment. Furthermore, the Human Resources division is developing a pro-
active, rather than re-active approach to meeting staffing needs. Working with UF's Human
Resources Services, an assessment of job duties and roles will be made in order to determine
future staffing needs and shape future decisions regarding staff, duty allocation, etc. in order to
fulfill the museum's goals. As part of the university's and the Harn Museum's three-fold
mission of teaching, research and service, the Human Resources division will work closely with
other UF departments and students to fulfill this ambitious plan. In addressing these issues, the
Human Resources division will help the museum achieve its goals in an efficient and effective

The Finance division, in an effort to make
information more readily available, will focus
much of their attention on improving and creating
methods to communicate financial information
more effectively. Utilizing resources available
through the University of Florida, the Finance
division will develop technologically advanced
tools to support these goals. By creating an
Effective method of financial communication, the
'i J museum staff will be better equipped to manage
departmental funds, creating efficiencies between
-departments that will optimize the museum's
resources. Additionally, this tool will assist in identifying needs, shortfalls and overages to
address changing needs throughout the five-year period and beyond. Furthermore, we will
take steps to advance communication between the Harn and the University of Florida, as well
as museums across the nation, by directly participating in local, regional and national
organizations in order to further advance the museum's national reputation and influence.

Enhancing the facility and grounds to create a beautiful, warm and inviting place to visit will be
the priorities for the Security and Maintenance divisions. We enthusiastically embrace the
opportunity to create an engaging landscape that will include gorgeous plants, interesting
sculptures and wonderful trails and areas for reflection. Concurrently, we will enhance the
facility, creating a more welcoming environment that stimulates engaging and meaningful art-
centered visitor experiences for diverse audiences, a facility that our visitors will want to return

IIA AT Five-Year Strategic Plan 24

to often. Behind the scenes, we will move the museum forward by upgrading equipment and
systems that have become obsolete.

The Finance and Operations division, with commitment, dedication and excitement has
developed strategic plans for 2008-2013 to promote the achievement of the museum's goals,
mission and vision.

n$sEUM of arTS

Five-Year Strategic Plan 25

Action Plan

The five museum-wide goals of the Harn Museum of Art will be the guiding principles for
fundraising activities of the museum. Through major gift fundraising, grants, membership and
special events, the Development Department will work to resource the goals of each
department of the museum. Aligning the museum's goals with those of the Florida Tomorrow
campaign of the University of Florida will ensure that our actions are seamless and concurrent.

The Harn Museum of Art is committed to keeping the museum
open free to the public and therefore receives no earned income
from admissions. With program-related endowments currently
at $7 million, support for the museum can most effectively be
generated by increasing endowments. Realizing the goal to
increase endowments by $23 million over the next five years
will have a major impact on support for museum professionals;
art acquisitions and collections care; exhibitions, publications
and programs; and support for museum grounds and facilities.
In addition, non-endowed funds will provide programmatic
and art acquisition support for immediate needs. For instance,
an increase of $20 million to program-related endowments over
the next five years will increase income to the operating budget
from approximately $280,000 to over $1 million annually. The
balance of $3 million will contribute an annual sum of
approximately $120,000 for non-programmatic needs, such as
collections care and conservation. Increasing the membership of the Ham's National Art
Council will be a priority for cultivation of major gifts and deployment of the Ham's Campaign
Committee also will help in realization and fulfillment of the Ham's financial goals.

An aggressive art acquisitions program will continue throughout the plan, and emphasis on
collections growth through gifts in-kind will follow a strategic process, working with each
curator to develop and strengthen relationships with collectors to educate them about the
collection goals. Specifically in Year 1, we will work to document major gifts to each of the five
collections. Documented gifts of entire collections will also be sought in Years 1-5 in all
collecting areas.

A major focus of development efforts will be creation of an effective planned-giving strategy.
This will include soliciting planned gifts and creating strength for future funding by providing
options for donors who have a desire to support the museum but do not have the resources
now. Bequests, life-income programs and insurance policies are examples of ways to fund the
Ham's campaign priorities for the future. Additionally, in order to increase the success of
proposal submission to granting agencies, both corporate and private, increased effort will be
made by the development team to submit a limited number of proposals that have passed a

I I A f Five-Year Strategic Plan 26

rigorous selection process. These proposals will be selected and designed to be competitive for
the maximum award levels, will provide dollars to meet the museum's current needs and will
extend the reputation of the museum through program description in written proposals. Six
such important proposals will be submitted in Year 1.

The Ham's Development Department is aware that in a pyramid of giving, special attention
needs to be given to increasing the base of members of the museum in order to secure a pipeline
of future major donors. The department has set the goal of increasing the number of members
by 10% in Year 1 and each year thereafter. Through working with interns in the membership
office, the Harn will further increase its value to students and their practical learning
experiences. These students will extend the reputation of the museum as they are hired for jobs
in museums and cultural institutions throughout the country and the world.

Not stopping in Gainesville, the membership efforts will extend to University of Florida alumni
throughout the state in Year 1. In collaboration with the Alumni Association's Florida Fund, we
will increase the base of members and thus the base of those to whom we can make an annual
appeal. While reaching further out, we will continue to maintain efforts with the Florida Fund
to reach UF staff and faculty in annual membership and annual fund appeals. Furthermore,
awareness of membership and benefits of reciprocal programs will be announced through the
Albert E. Gator News email blast to alumni world-wide. It will also be important to fulfill the
long-conceived student membership, working through Parent Appeals with the Florida Fund,
as well as with corporate entities to sponsor student membership.

The Development Department will look strategically at re-inventing its museum rental
program. The museum will assign responsibilities to appropriate non-fundraising personnel for
university group rentals and will encourage greater utilization of the Corporate Membership
benefit of museum use for their events. These changes will allow the membership coordinator
more time to solicit and steward corporate and higher level memberships.

The area of special events will provide a strategy for
the Development Department to enhance small
fundraising events to broaden the Gainesville base.
For example, the newly-created Come for Dinner
program invites membership into the museum's
Collectors' Circle. Participation by development staff
and curators in UF alumni events throughout the
country will be used to educate and inform alumni of
the museum, its programs and its funding needs. As .
part of the Florida Tomorrow campaign, these strategic
events will be important for expanding the donor
base. Also, special events will expand travel opportunities for members by focusing on travel to
art fairs both domestically and abroad. This will further increase membership and our donor
base and improve their relationship with the curators.

II A AT Five-Year Strategic Plan 27

Looking broadly at the UF Cultural Plaza, the development staff, ever cognizant of mutual
friend-raising possibilities, will promote grant funding for mutual goals such as development of
an "Art and Nature" park surrounding the facilities, focusing on major gifting to the three

Ultimately, the strategic plan is a roadmap for the work of the museum. In particular, the ways
that the development staff raises money to support these goals will be considered integral and
educational. In fulfilling the five goals of the plan, the Development Department will work in
meaningful ways to identify those who embrace the museum's mission and vision, to identify
their interests, to invite their substantial support and to steward their gifting. By engaging
donors in understanding the importance of their investments and by always being accountable
to those who make the museum's programs a reality, the Harn Museum of Art will become
attractive to individuals as well as corporations and foundations and worthy of their continuing

n$sEUM of arTS
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Five-Year Strategic Plan 28

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