Strategic Plan Adopted April, 2013 1936 PHOTOGRAPHY Jenny Wheat 1, 16, 17, 21 Beth Byers 8 Don Ipock 4 Dan Videtich 14 Bob Greenspan 5, 7, 25 Louis Meluso 23 Mark McDonald 6, 18, 26 Shirley Harryman 29, 36

2 Table of Contents

5 Welcome Letter from Sarah Rowland, Chair, Board of Trustees

7 The Collaboration: In Gratitude to a Dedicated Team Letter from Julián Zugazagoitia, Menefee D. and Mary Louise Blackwell Director & CEO

EXECUTIVE SUMMARY

10 The Beginning, The Context, The Opportunity

12 The Plan: Six Strategic Goals for the Future

STRATEGIES & GOALS

16 Strategies & Goals

19 Strategy I: Connecting Through Experiences

20 Strategy II: Engaging Constituents

22 Strategy III: Activating Our Collection

24 Strategy IV: Strengthening Our Team

27 Strategy V: Nurturing Excellence In Governance

28 Strategy VI: Envisioning A Cultural District

30 Acknowledgements

The Nelson-Atkins Museum of Art: Where the power of art engages the spirit of community 3 Where the power of art engages the spirit of community.

4 Welcome An open letter to our friends... In the following pages, you are invited to explore the aspirations and assumptions that will, we believe, move The Nelson-Atkins Museum of Art to new heights. The document has been thoughtfully shaped by many...staff, volunteers, consultants...who have looked realistically at the museum’s challenges and opportunities with a high sense of purpose. They have discarded out-worn ideas and protected historical success, always with hope that this much-loved institution will be ever more meaningful in the lives of many, that the community benefits we espouse will be embraced by those we strive to serve.

Although the document seems a slender volume, it is, in truth, a refinement, a distillation of untold hours, a work of remarkable intensity. On these pages you will find, again and again, the museum’s newly-minted vision statement, the banner we’re flying from our star-bound wagon. The statement is concise and clear, noteworthy for brevity, and like the stars, limitless in possibility. It is this...

Sarah Rowland Chair, December 2009 to April 2013 The Nelson-Atkins Museum of Art: Where the power of art engages the spirit of community.

The museum’s vision threads through and binds together each strategy, every goal. It brings civility and reason to civic discourse, tempers conflict and breeds understanding. These are the underpinnings of the messages in this plan. We believe this document will clarify and underscore this vision.

The museum can and must become the place described here, a place of increasingly powerful art and growing community of spirit. We submit to you our renewed commitment to this greater good. We invite you to be part of that commitment.

With gratitude,

Sarah Rowland

Shirley Bush Helzberg Chair, Board of Trustees Incoming Chair May 2013 The Nelson-Atkins Museum of Art

The Nelson-Atkins Museum of Art: Where the power of art engages the spirit of community 5 6 Welcome The Collaboration: In Gratitude to a Dedicated Team In developing this five-year Strategic Plan, I was joined by a team of highly committed internal and external collaborators in an 18-month process of research, discovery and planning. Critical funding was provided by The Andrew W. Mellon Foundation, who were early advocates and their support was essential in enabling us to take an extensive, thoughtful and methodical approach from the project’s inception.

I owe a great debt of gratitude to our Trustees for their dedication, vision and encouragement throughout this process; to our talented staff and volunteers for their expertise, insight and relentless quest for excellence; and to a number of external advisors whose presentations and dialogue helped us clarify and articulate our shared future vision as we were experimenting with the new possibilities that this Plan now captures. As we crafted the Plan, it was essential to experiment, model and test some of the ideas. The lessons learned from that process are now reflected in the Plan and they will be even more evident as we move forward. As we sought fresh perspectives and engaged a wider constituency, we were enriched by the input of those advisors and thankful to the many people who provided valuable feedback all along.

I am indebted to a number of exceptionally committed individuals including veteran COO Karen Christiansen and the Strategic Leadership Group (SLG) —an interdisciplinary team of leaders representing all of the museum’s departments and including: Elisabeth Batchelor, Tammy Bluhm, Margi Conrads, Catherine Futter, Judy Koke, Kim Masteller, Matthew Naylor, Kelly Summers, Steve Waterman, Toni Wood and Mark Zimmerman. This team also worked with two external resources: a team of consultants from the Executive Education Center at the Henry W. Bloch School of Management, and the strategic marketing and communications firm LaPlaca Cohen. The Bloch consultant team conducted workshops throughout the planning process with museum staff, volunteers and the SLG, led community focus groups, and helped guide the development of the Plan. LaPlaca Cohen conducted interviews, extensive qualitative and quantitative audience research, peer benchmarking, and crafted research-based institutional messaging to help direct the positioning of the museum and the writing of the Plan.

Reaching out to this wide range of current and prospective visitors and donors was a crucial part of the process, echoing an emphasis on community engagement and collaborative visioning that connects this Plan to the core principles upon which The Nelson-Atkins Museum of Art was founded. We are proud to advance the path of an extraordinary legacy. Together we make a great museum greater still—for generations to come.

Julián Zugazagoitia Menefee D. and Mary Louise Blackwell Director & CEO The Nelson-Atkins Museum of Art

The Nelson-Atkins Museum of Art: Where the power of art engages the spirit of community 7 “Art deals with things forever incapable of definition and that belong to love, beauty, joy and worship; the shapes, powers and glory of which are ever building, unbuilding and rebuilding in each man’s soul and in the soul of the whole world.”

—Plotinus (205–270 A.D.) as inscribed in the north façade cornice of The Nelson-Atkins Museum of Art

8 Executive Summary Executive Summary

Mission Statement

The Nelson-Atkins Museum of Art is where the power of art engages the spirit of community.

We welcome and provide free admission to all, and deliver unparalleled opportunities to enjoy, appreciate and understand the finest visual arts and the varied cultures they represent—on our campus, online, and throughout City.

As an institution of national and international renown, we establish and adhere to the highest professional standards and practices in research, scholarship, presentation, interpretation, and care of our collections.

We serve as a vital partner in the educational, social, and cultural life of our community, using our collections and programs to build an environment where people can gather, share, and contemplate the greatest creations of humankind.

Every day, in all we do, the Nelson-Atkins is committed to nurturing excellence, inspiring creativity and building community through the power of art.

The Nelson-Atkins Museum of Art: Where the power of art engages the spirit of community 9 Tell me and I forget. Teach me and I remember. Involve me and I learn.” —Benjamin Franklin (1706–1790)

The Beginning Creating a Legacy of Excellence and Public Service

The vibrant connection between , designated the of the public.” Throughout its museum and community has been bulk of his estate “for the purchase history, as the Nelson-Atkins has at the heart of The Nelson-Atkins of fine works of art...which will evolved into one of the world’s Museum of Art’s mission since its contribute to the delectation and greatest and most admired cultural founding almost a century ago. The enjoyment of the public generally.” institutions by—in Plotinus’s museum began as a convergence Local schoolteacher Mary McAfee words— “forever building, of visions, created as a result of Atkins later provided the city with unbuilding and rebuilding,” its public-minded aspirations shared a substantial portion of her estate aspiration has always focused on by two members of the Kansas “for the creation of a building to be this fundamental commitment to City community. In 1915, William maintained and used as a Museum community. Rockhill Nelson, founder of of Fine Arts for the use and benefit

10 Executive Summary The Context Connecting with Community

At the core of The Nelson-Atkins disciplinary entertainment venue time in which digital technology Museum of Art’s vision of the that plays host to many of the is pervasive, the Nelson-Atkins future is the goal of playing a region’s most popular and wide- becomes an oasis of face-to-face central role in Kansas City life reaching exhibitions. The opening experiences; at the same time, by catalyzing connections to of Legoland and a new aquarium the museum embraces the new neighbors; an ever-expanding range have also added to the visibility and possibilities that digital tools create of visitors; and community, civic, energy of downtown Kansas City. to share our collections beyond our and cultural partners in the city and walls and enhance the experience the larger region. Kansas City has a This unprecedented critical mass inside the museum. wealth of cultural resources with an of local cultural activity provides an increasing local presence and global opportunity for the Nelson-Atkins The Nelson-Atkins is a defining influence. Together, along with the to assume a leadership role as component of any visit to Kansas Nelson-Atkins, they have fueled innovator and catalyst, connecting City and a dynamic partner in the a cultural renaissance in the city. with traditional and new audiences region’s educational, social and The past few years have witnessed and differentiating itself through cultural life. The museum will the creation of a new performing the great art collections in its care. occupy a special safe place – the arts center designed by Moshe It is a moment for the museum new town square – and will be open Safdie, the opening of the Nerman to become a transformational and free for all to engage with the Museum of Contemporary Art on force; a place both for individual greatest art and scholarship while the Johnson County Community contemplation and social providing a place for self-discovery College campus in Overland interaction, and one that provides and civic discourse. Park, Kansas and the burgeoning life-transforming encounters success of Union Station, a multi- with original works of art. At a

The Opportunity Realizing our Potential

We now have the opportunity to Through this new Strategic Plan, • How can the museum activate realize this aspiration as never while continuing an extraordinary its collections, buildings, staff before, serving our communities legacy of achievement, we now and volunteers to better serve around Kansas City and across the navigate a changing environment as the anchor of the midtown globe in ways unimaginable even in which the opportunities for Kansas City cultural district— a generation ago. Envisioning the audience engagement are ever- a residential area comprised of next five years for The Nelson- increasing and the challenges ever two vibrant neighborhoods Atkins Museum of Art begins more complex. With the majority (Rockhill and ), by building upon the strong of the Nelson-Atkins’ physical great parklands, and dynamic foundation created through the last transformation successfully community colleagues such Strategic Plan (1999–2010), which achieved, we must now define as the Kansas City Art Institute, guided the most recent phase of the how to invigorate this great legacy MRIGlobal, the Kemper museum’s evolution into a world- for audiences of tomorrow by Museum of Contemporary Art, renowned destination and Kansas addressing two essential questions: the University of City’s cultural icon—a dynamic, Kansas City, the Muriel McBrien multi-faceted campus that is free • What does it mean to be an Kauffman Foundation, the and engaging to all. The Bloch essential point of connection Ewing Marion Kauffman Building expansion, completed by between art and community Foundation, the Stowers Steven Holl Architects in 2007, in the 21st century, both for Institute, Brush Creek was the fulfillment of many of the Kansas City and the world? Community Partners and goals of that Plan, and further ? defined and elevated the museum’s standard of excellence.

The Nelson-Atkins Museum of Art: Where the power of art engages the spirit of community 11 The Plan: Six Strategic Goals for the Future

The following is a summary of the six key strategies and goals that the Nelson-Atkins will advance its commitment to excellence in the arts, art history, scholarship, continued learning and community engagement. By expanding upon the core activities of exhibiting and educating to now include ongoing opportunities for real and meaningful engagement, audiences can experience what it is, in Franklin’s words, to “involve me and I learn.”

12 Executive Summary I II Connecting Through Engaging Constituents Experiences We will strengthen our relationship with our communities by promoting deeper dialogue with the museum. With There is no greater or more transformational experience more focused and effective communications, outreach, that the museum can provide to the visitor than to deliver partnerships and collaborations—all informed by a better engaging experiences that unleash the power of art. understanding of our audiences—the museum will ensure By innovative use of our collections and presentation that it is a “must-see and often” destination. strategies, the Nelson-Atkins will provide a constant stream of fresh perspectives and authentic, powerful moments of connection accessible to visitors of all backgrounds, and in so doing, become more central to people’s lives.

III IV Activating Our Collection Strengthening Our Team Just as the Nelson-Atkins has achieved global leadership Because we can only realize our goals by working together, status for the quality of its art collections and library, so too the Nelson-Atkins will nurture a unified, inspiring and will it come to represent the best practice in its stewardship more effective internal culture, both among existing and activation. The museum will foster excellence and volunteers and staff members and those newly recruited. innovation in collections-related research, interpretation, This evolved organizational culture will be characterized publications and conservation. Further, we will pioneer by open communication, collaboration, mutual respect new and dynamic ways to curate and present art, unleashing and personal accountability. the full potential of this glorious resource locally, nationally, internationally and virtually through digital applications.

V VI Nurturing Excellence Envisioning A Cultural District in Governance We will continually evaluate the short- and long-term usage of our facilities, and ensure that the buildings, grounds and To promote excellence in leadership, fiduciary responsibility, signage are as accessible and user-friendly as possible to meet and fiscal stability, the Nelson-Atkins will continue to the growing needs of the collection and the community. engage and evolve the roles, responsibilities and expertise of Trustees and standing committee members through As a leader in the Kansas City cultural community, the clear and consistent governance practices. We will also Nelson-Atkins is uniquely positioned to build connections strategically cultivate and recruit candidates for new among its midtown colleagues with the goal of developing Trustee and standing committee positions. a cultural district. We are an integral component of this district and our campus can play a greater role by building connections with public art in the midtown area and serving as a central hub.

The Nelson-Atkins Museum of Art: Where the power of art engages the spirit of community 13 14 Executive Summary These six goals of the Strategic Plan will help us create experiences that inspire all visitors. We will unleash the full potential of a collection comprised of many of the world’s greatest examples of artistic achievement. And in all that we do, we commit to building upon a renowned legacy of achievement, excellence and public service that will come to define The Nelson-Atkins Museum of Art as the place where the power of art engages the spirit of community.

The Nelson-Atkins Museum of Art: Where the power of art engages the spirit of communitycommunity. 15 16 STRATEGIES GOALS

The Nelson-Atkins Museum of Art: Where the power of art engages the spirit of community 17 18 Strategies & Goals STRATEGY I Connecting Through Experiences There is no greater or more transformational experience that the museum can provide to the visitor than to deliver engaging experiences that unleash the power of art. By innovative use of our collections and presentation strategies, the Nelson-Atkins will provide a constant stream of fresh perspectives and authentic, powerful moments of connection accessible to visitors of all backgrounds, and in so doing, become more central to people’s lives.

G O A L 1 GOAL 2 GOAL 3 Deepen the connection between art Offer approachable and rewarding Engage and support audiences and communities through exceptional personal experiences through on their own terms considering programming and experiences exhibitions, programs and a their art knowledge, motivation and welcoming environment comfort level of participation, while OBJECTIVE 1.1 providing growth opportunities Offer opportunities for our audiences OBJECTIVE 2.1 to create an increasing spiral of to gain greater understanding about Ensure that first-time audiences of knowledge art, themselves and their world by diverse ages and backgrounds have engaging with the museum’s satisfying experiences OBJECTIVE 3.1 collections Ensure that audiences can access OBJECTIVE 2.2 and learn about art based upon their OBJECTIVE 1.2 Create opportunities that result in individual levels of knowledge and Provide multiple levels of experiences return visits, increased membership experiences so that they can achieve to attract a varied and broad range of and a continuum of progressively a greater depth of understanding audiences invested stakeholders OBJECTIVE 3.2 Consistently use comprehensive audience evaluations and gather audience insights through the use of systematic metrics, processes and tools and rigorously use the data to create action plans and to build engaging programs

OBJECTIVE 3.3 Connect with audiences based on their needs and lifecycle

OBJECTIVE 3.4 Provide the necessary platforms and resources for audiences to customize their museum experiences

The Nelson-Atkins Museum of Art: Where the power of art engages the spirit of community 19 STRATEGY II Engaging Constituents We will strengthen our relationship with our communities by promoting deeper dialogue with the museum. With more focused and effective communications, outreach, partnerships and collaborations—all informed by a better understanding of our audiences—the museum will ensure that it is a “must-see and often” destination.

GOAL 4 GOAL 5 GOAL 6 Ensure that the Nelson-Atkins is Continue to build audiences in Strengthen the museum’s a “must-see and often” destination order to deepen relationships and external relationships through and reduce any emotional and extend the museum’s reach partnerships and increased physical barriers for new and involvement with the Kansas City existing audiences OBJECTIVE 5.1 community, civic and cultural Deepen and broaden core audiences organizations, and the national OBJECTIVE 4.1 by identifying stronger programs and international arts community Communicate with clear, bold, and connections with the greatest benefit-driven messaging to make potential for growth OBJECTIVE 6.1 it easier for audiences to see Identify and establish partnerships themselves at the museum and Objective 5.2 with local community groups that value the experience Identify and reach new and untapped align with the museum’s mission audiences to build relationships and and that enable the Nelson-Atkins OBJECTIVE 4.2 expand involvement to connect and serve existing and Provide user-friendly technology new audiences platforms to engage audiences OBJECTIVE 5.3 virtually as a way of sharing resources Maintain a lively membership benefit OBJECTIVE 6.2 with local constituents and the world structure to deepen the museum’s Become a leader in area civic and relationship with existing members, cultural issues that affect Kansas increase repeat visitation and attract City and the region new members OBJECTIVE 6.3 Strengthen ties to audiences within the national and international community

20 Strategies & Goals The Nelson-Atkins Museum of Art: Where the power of art engages the spirit of community 21 STRATEGY III Activating Our Collection Just as the Nelson-Atkins has achieved global leadership status for the quality of its art collections and library, so too will it come to represent the best practice in its stewardship and activation. The museum will foster excellence and innovation in collections-related research, interpretation, publications and conservation. Further, we will pioneer new and dynamic ways to curate and present art, unleashing the full potential of this glorious resource locally, nationally, internationally and virtually through digital applications.

GOAL 7 GOAL 8 GOAL 9 Research, display, interpret and Continue growing and expanding the Encourage increased appreciation preserve the collection for our use of the collection to a worldwide for collecting and collection growth visitors, digital audience and audience through broad access, through enhanced art and library future generations research and publications relationships with collecting groups, donors and an estate planning OBJECTIVE 7.1 Objective 8.1 initiative Adhere to the best professional Provide broad access to all of our practices for the storage, display, collections through in-person visits, OBJECTIVE 9.1 presentation, interpretation, research, publications, traveling exhibitions, Coordinate with curatorial, installation and the protection of and online to further research and conservation, advancement and the collection dissemination education for organizing programs to promote appreciation and collecting OBJECTIVE 7.2 Objective 8.2 by curatorial area and library Conserve the collection through Continue to strengthen the library’s review and the establishment of collection and increase access by OBJECTIVE 9.2 treatment priorities in-person visits and online Communicate with Trustees, Development Committee members, donors and any collecting groups regarding the museum’s collecting desires for all areas

OBJECTIVE 9.3 Encourage long-term loans to the museum from institutions and individuals to complement and/or enhance existing collections

22 Strategies & Goals GOAL 10 GOAL 11 Maintain museum-quality security and Continue refining and upgrading fire and life safety systems throughout record keeping and collection the campus, ensuring the safety of management policies and systems both people and the collection based on best practices and technology for accountability OBJECTIVE 10.1 and dissemination Continue to refine, implement and test emergency preparedness and OBJECTIVE 11.1 disaster mitigation programs and Develop, review and periodically procedures revise the Collection Management Policy and Handbook Objective 10.2 Continue to monitor, evaluate, and OBJECTIVE 11.2 upgrade campus buildings and Create comprehensive and accurate equipment to provide safe, cost- collections database with updated effective and efficient facilities images that allow staff and visitors to access the entire art and library collection digitally

The Nelson-Atkins Museum of Art: Where the power of art engages the spirit of community 23 STRATEGY IV Strengthening Our Team Because we can only realize our goals by working together, the Nelson-Atkins will nurture a unified, inspiring and more effective internal culture, both among existing staff members and those newly recruited. This evolved organizational culture will be characterized by open communication, collaboration, mutual respect and personal accountability.

GOAL 12 GOAL 13 G O A L 1 4 Foster a strongly collaborative Develop multidirectional internal Attract, retain and develop an culture with informed stakeholders communications platforms that align engaged, diverse and mission-focused (including the Board of Trustees, with institutional strategy stakeholder community that embraces standing committee members, flexibility, agility and innovation staff, volunteers and members) OBJECTIVE 13.1 Ensure communications of OBJECTIVE 14.1 OBJECTIVE 12.1 institutional priorities and shared Design and implement a robust Empower stakeholders with information is consistently program to familiarize stakeholders information and responsibilities delivered to all stakeholders in with backgrounds about the Nelson- that instill a sense of ownership a way that will help the museum Atkins as well as its strategic priorities become a recognized leader for OBJECTIVE 12.2 exceptional programming OBJECTIVE 14.2 Implement formal and informal Review and enhance performance systems to drive performance OBJECTIVE 13.2 management measures and toward the stated strategic goals Ensure that individuals/departments/ incentives to improve the ability to work groups within the institution tie performance to both individual OBJECTIVE 12.3 have access to the most current and organization-wide goals Uphold a culture of excellence, information available in order to make innovation, experimentation informed, collaborative decisions and evaluation and to maximize productivity (e.g. strategic priorities, available budget, required fundraising, etc.)

OBJECTIVE 13.3 Equip each employee, volunteer, trustee and other stakeholders with tools to assist them in representing the Nelson-Atkins brand and core messaged

24 Strategies & Goals GOAL 15 GOAL 16 Clarify structure, roles, Provide fiscal stability through responsibilities and processes to ongoing fund and endowment align with the organizational values, development as well as annual mission and goals fundraising opportunities

OBJECTIVE 15.1 OBJECTIVE 16.1 Develop and support an institutional Create a multi-year fundraising planning process that establishes plan incorporating annual needs, museum-wide priorities and is endowments and naming consistent with museum resources opportunities to provide stable funding of programs, positions OBJECTIVE 15.2 and art acquisitions Undertake a review of organizational design to ensure functions and OBJECTIVE 16.2 responsibilities best support the Structure and staff an advancement Strategic Plan team and process to anticipate funding needs and expanded involvement

The Nelson-Atkins Museum of Art: Where the power of art engages the spirit of community 25 26 Strategies & Goals STRATEGY V Nurturing Excellence In Governance To promote excellence in leadership, fiduciary responsibility and fiscal stability, the Nelson-Atkins will continue to engage and evolve the roles, responsibilities and expertise of Trustees and standing committee members through clear and consistent governance practices. We will also strategically cultivate and recruit candidates for new Trustee and standing committee positions.

GOAL 17 GOAL 18 GOAL 19 Continue to clarify roles and Adhere to best practices to ensure Trustees will participate and assist in responsibilities of Trustees, appropriate fiduciary responsibility creating fiscal stability through giving standing committee members and assistance in fundraising and staff through clear and OBJECTIVE 18.1 consistent governance practices Monitor and review standing committee structure for best OBJECTIVE 17.1 practices and effective governance Continue to improve communication with Trustees and standing OBJECTIVE 18.2 committee members Utilize current methodology to ensure a strong and inclusive nominating OBJECTIVE 17.2 process for assessing Trustees and Jointly establish (among Trustees needs for future committee members and Director) clear strategic direction and Trustees and goals for the museum to ensure effective communication and operational success

The Nelson-Atkins Museum of Art: Where the power of art engages the spirit of community 27 STRATEGY VI Envisioning A Cultural District We will continually evaluate the short- and long-term usage of our facilities and ensure that the buildings, grounds and signage are as accessible and user-friendly as possible to meet the growing needs of the collection and the community.

As a leader in the Kansas City cultural community, the Nelson-Atkins is uniquely positioned to build connections among its midtown colleagues with the goal of developing a cultural district. The museum is an integral component of this district and the museum campus can play a greater role by enhancing links with public art in the midtown area by serving as a central hub.

GOAL 20 GOAL 21 GOAL 22 Develop a comprehensive land and Evaluate building, grounds and Assume a leadership role in the building use plan for all museum signage to determine how well we midtown area to create and property to determine best short-term communicate and welcome visitors brand a cultural district use and evaluate long-term direction OBJECTIVE 21.1 OBJECTIVE 22.1 OBJECTIVE 20.1 Determine and develop signage Develop work teams to create a Determine use requirements for to express the values of the vision of and direction for the short-term and long-term needs Stragetic Plan, inviting accessibility, cultural district openness and excitement OBJECTIVE 20.2 OBJECTIVE 22.2 Reconcile use requirements with OBJECTIVE 21.2 Create an active coalition of current availability and restrictions Evaluate and enhance outdoor institutions and neighbors to signage to increase communication raise funds and implement vision OBJECTIVE 20.3 of activities and create excitement Monitor and refine facility and about entering the museum OBJECTIVE 22.3 equipment needs as well as Participate in the city planning document maintenance or department’s midtown plan replacement requirements

28 Strategies & Goals Westport Neighborhood

41st St

Hyde Park 41st St Neighborhood

Southmoreland Mainheim Neighborhood Neighborhood H&R Block Artspace

43rd St 43rd St

Gillham Rd W WarwickBlvd

Oak St Gillham Rd

Kemper Museum of Troost Ave Troost

Main St Contemporary Art

Charlotte St Kansas City Art Institute Paseo

Wornall Rd JC Nichols Pkwy Nichols JC

American Rockhill Homes Century THE NELSON-ATKINS Association MUSEUM OF ART

Emanuel Cleaver II Blvd

Country Club Plaza Anita Gorman Conservation & Discovery Center

Kauffman Foundation

Kansas City Public Library Volker Blvd

Brookside Blvd MRI Global

Russell Stovers Stowers

Headquarters Insitute Wornall Rd Wornall Cherry St UMKC Oak St Troost Ave Troost 51st St Crestwood

Rockhill Rd Neighborhood

Linda Hall Rockhurst Brookside Toy and Miniature Library University Neighborhood Museum

The Nelson-Atkins Museum of Art: Where the power of art engages the spirit of community 29 Acknowledgements Work took place from August 2011 to December 2012

Board of Trustees Consultants Sam Quigley Community Groups Sarah Rowland, chair BNIM, Kansas City VP for Collections Management, Theresa Alcazar Mary Atterbury Casey Cassias Imaging & Information Elaine Allen G. Kenneth Baum Stephen Hardy Technology/Museum CIO Cheryl Aufdemberge Paul DeBruce The Art Institute of Chicago John Awald LaPlaca Cohen, New York Laura Fields Susan Ballew Arthur Cohen Tina Olsen David Fowler Bardia Behravesh Noreen Ahmad Director of Education & J. Scott Francis Ms. Behravesh Public Programs J. Peter Gattermeir Beverly Bellinger Miguel Sal, Milan Portland Art Museum Richard C. Green, Jr. Teresa Bembnister Shirley Bush Helzberg Scott Associates, Kansas City Beth Tuttle Julie Bilyea Julia Irene Kauffman Jim Scott Managing Director, The Museum Vida Bikales Sandra A.J. Lawrence Group, METStrategies Teresa Bradskey University of Missouri- Alan R. Marsh Ellen Carmody Kansas City: Bloch Executive Robert D. Regnier Dave Logan Reggie Chandra Education Center Louis Smith author of ‘Tribal Leadership’ Laura A. Clemons Doranne Hudson Charles S. Sosland Lida Coleman Yen Nguyen Tom Finkelpearl Kent Sunderland Millie Crossland David Renz Executive Director, Queens Liz Uhlmann Carol D. Cunard Kimberly Young Museum Adelaide C. Ward Kathleen Daily

Ed L. Doering

Chair Emeritus and Emerita Cammie Downing Speakers Small Groups of James Edson Henry W. Bloch Elizabeth Merritt Staff and Volunteers Martin English Donald J. Hall Founding Director, AAM Center Becca Alexander Jon Freeman Estelle Sosland for the Future of Museums Emily Black Andrea Ganier Michele Boeckholt Marianne L. Getchell Reynold Levy Natalie Boten Patricia B. Brown Glenn Strategic President, Lincoln Center for Dixie Buss Steven Glorioso Leadership Group the Performing Arts Jennifer Byers Natasha Goellner Elisabeth Batchelor Leadership Lyceum, Central Drew Cason Richard G. Hamilton Tammy Bluhm Exchange, Kansas City Mike Churchman Michelle Hart Karen Christiansen Michael Cross Jorge Suarez-Velez Gregory Hayes Margi Conrads Cammie Downing Author, CNN commentator Debbie Hedenkamp Catherine Futter Christine Droll and financial analyst Damon Heybrock Judy Koke Karen Harrell Francois G. Henriquez Kimberly Masteller Nik Honeysett Adam Johnson Meghann Henry Matthew Naylor Head of Administration, J. Paul Karin Jones Karen Herman Kelly Summers Getty Museum, to discuss Helen Meyer Audrey Hollander Steve Waterman Technology Laura O’Brien David Hughes Toni Wood Clint Paugh Kanon Cozad Stancia Jenkins Mark Zimmerman Mary Schafer Senior Vice President Chief Cate Jenks Julián Zugazagoitia Sarah Schmiedeler Information Officer for Dr. Anne Johnson James Schwartz TranSystems, to facilitate a Stacy Kearney Jeff Slinkard Technology Symposium Sofia Khan Shannon Stone Deborah D. Kitchin Participants in Toni Anne Straws Cynthia Levin Technology Symposium Linda Van Cleave Carol Lillis Denise Wash Carey Looney Rob Stein April Watson Anita Maltbia Director for Research, Jane Willhoite Jolene Mason Technology & Engagement Stephen Wynne Indianapolis Museum of Art Melinda McCrary

Doug Hegley Director of Technology Minneapolis Institute of Arts

30 Acknowledgements Future John Flowers Ann Friedman Catherine Futter Brittany Garcia Kathleen M. Garland Donna Gaus Homer Gillespie Christopher Gipson Christina Golding Melissa Golding Robert Gotow Bret Gottschall Angela Graham Timothy R. Graves Meghan Gray Michelle Haberl Alicia Halligan John C. Hamann Edgar C. Hankins Karen Harrell Ricky Harrell John Douglas Hays University of Missouri-Kansas City Bloch Executive Education Center Manal Head Jules B. Hearne Scott Heffley Kathleen McDaniel STAFF Drew Cason Jason T. Heisler Paul Mesner DeSaix Willson Adams Joann Chaffee Dinah Henderson Christopher Migneron Marla E. Allen Patricia Lynn Chandler Matthew Henning Marshall Miller Jane Aspinwall Michael Chapman Christopher Holle DanielleFutu Navenre Jillian Aubrey Brian Christiansen Tyson L. Hughes David Newcomer Ami Ayars Karen Christiansen Harland Hunt Gene Newcomer Kelley Bafford Casey Claps John Hunt Elizabeth Oeding Elisabeth Batchelor Barbara Worthington Clark James Hymes Sandra Petersburg Anne M. Beebe Robert Henry Cohon Adam Johnson Glenn Poe Paul L. Benson Cara Cooper Karin Jones Sherry Rush Padma Biswa Jaime Corral Suhail Peter Jones Beth Schaffer Son Biswa Coby Craghead Matthew Kemp Patricia Shackelford Emily Black Fry Lissa Cramer Ian Kennedy Janet F. Simpson Tammy Bluhm Ryan Crisp Alex Keyworth Ashlee Smith Sarah Bluvas Michael Cross Laura Keyworth Phil Smith Michele Boeckholt Adam Crowley Stephanie Knappe Raechell Smith Shelly Bohach Randy Danforth Jill Kohler Teresa Stohs Robert Bolt James Davidson Judith Koke Charlie Sun Steven Boruckyj John Davis Sarah Byrd Kramer Alisha Templeton Tracey Boswell Keith Davis Shannon Kurtz George Terbovich Natalie Sue Boten Brian Day Carole Ladd Dana Vohs Kristin Bowen Melissa Dervin Ryan LaFerney Emily Vowiell Genevieve Boyle M. Kevin Dowd Adrienne Lalli Hills Jim Wanser Joseph Briones Patricia Doyle John Lamberton Travis Willson Kenneth Brummel Christine L. Droll Tammie S. Lance Alecia K. Wright Tara Brungardt Scott Easterday John D. Laney Karenbeth G. Zacharias Kaitlyn Bunch Noriko Y. Ebersole University of Missouri-Kansas City Bloch Executive Education Center Kathleen Leighton Nicole Burres James Ellis Jr. Saori Lewis Kate Butler Ann Erbacher William Lowry Elizabeth Byers Andrea Fail Ling-En Lu Jennifer Byers Marcia L. Fairclough Colin Mackenzie Marilyn Carbonell Laura Fall Dawn Mackey Juliet Carpenter-McCauslin Leesa Fanning MacKenzie Mallon Cynthia Cart Mandy E. Farrow Janet Mark Janine Carter Deborah Fender

The Nelson-Atkins Museum of Art: Where the power of art engages the spirit of community 31 Acknowledgements continued

Eleanor Mason Jacqueline Severns VOLUNTEERS Missy Burdette Kimberly Adora Masteller Kerri Severns Nick Adams Dixie Buss Julie Mattsson Stacey Sherman Dawna Adams-Davis Addie Butler Michael Andrew Maugh Lisa Kay Shively Leslie Aguirre Susan Butler Rose Marie May Morgan Sinclair Raquel Endrino Alagarda Pamela Jean Butterworth Christen Mazurak-Fike Mary Beth Sloan Brad Allen Dusty Campbell Henrietta McCormick Amy Smith Laura Allinder Mildred Capers EvanJohn McIntosh Raymond Starzmann Isaac Alpert Hillary Carlson Kreshaun McKinney Stacey Steele Craig Anderson Deborah Carr Jared Meacham Georgiy Stepanyan Deborah Anderson Nancy Carter Zachary Meek Shannon Stone McKay Anderson Patrick Casey Louis Meluso Toni Anne Straws Carmelita Bahamonde David Cattarin Helen Meyer Kelly Y. Summers Anna Baldwin Pat Chapman Mark Milani Joanne Suther Dee Anna Barwick Pati Chasnoff Amber Mills James Symmonds Anthony Batchelor Tracy Cheng Michael Moffett Sarah Taggart David Batchelor Kristen Cillessen Frank Moore Michael Tatham Rick Bechtel Bob Clark Michael Morales Sara Teasley Sandra Beck Dana Clark Nicole Myers Timothy Terfler Gerald Becker Donna Clark Matthew Naylor Erica Terry Cynthia Bell Mark Clough Temily Naylor Robert Tolnai Wenqing Bennett Teri Cohn Amelia Nelson Gaylord Torrence Winky Bergeson Lisa Coleman Deborah Neustadt Kory Ann Twaddle Barbara Bergin Christie Collins Linda Nickell John Vanderwerf, III Joanie Bergman Rebecca Connor Laura O’Brien Mona Vassos Susan Bernbeck Kathleen Connors Debra Oliphant Molly Vazquez Joshua Best Gene Cooper Merry L. Oliphant Donna-marie Viene Sarah Biggerstaff Sharon Corben Jodi Olson-Kidney Roberta Wagener Ruth Biggs Cheryl Cordes Emmanuel Olubo Dan A. Waller Joy Blake-Krug Vivian Cornwell Cynthia Panza Ashley Warner Helga Blanco Beth Coughlin Peggy Lee Parish Denise Wash Pegeen Blank Carole Coulter Susan Patterson Steven Waterman Maeanna Blomberg Wayne Coulter Clinton Paugh Dolores Watkins Donna Bodinson Carol Cowden Kerry Peak April Watson Brecklyn Bolan Darlene Cowherd James Peeler, II Michael Welch Jane Bollin Anne Cox David Penick Katherine A. Wendel Jaymie Bonavia Debbie Cox Joshua Phillips Mark Westfall Susan Borchardt Kyle Coyer Jay Ben Piper Thomas Weymouth Jena Borel Ed Crawford Ellen Porter David Whitlock Lih-Chia Borich Joy Crimmins Stacy Potter Brandon Wilcox Tracey Bormann Cattarin Laura Crowe Angela Pritchett Toni Wood Sara Bower Youngblood Susan Crowe Amanda Ramirez Holly Wright Sarah Bracco Sarah Crowley Henry J. Raya Mary Jo Wynne Andrew Bracken Lisa Curran Katharine Reed Stephen Wynne Betty Brainerd Sandy Czarlinsky Jessica Reeves Lihui Xiong Julie Brake Chelsea Dahlstrom David Rhoads John Young Tom Brannian Marty Dakan Rosemary Riordan Shannon Young Robert Brazelton Mary Dalton Manuel Rios Jessica Xiangyuan Zhang Marselle Bredemeyer Rita Danaher Jeff Roche Mark Zimmerman Ruth Brito Mark Danforth Joe C. Rogers Julián Zugazagoitia Carolyn Brown Halina Daniel Andrew Rondomanski Gregory Brown Joanie Daniels Meggan Rorvig Priscilla Brown Elizabeth Darr Robin Sanders Vicki Brown Don Davis Mary Schafer Anita Buck Laura Davis Janice Schall Lyn Buckley Walter Davis Lisa K. Schlagle Lynne Buckley Sandra Deffenbaugh Sarah Hyde Schmiedeler Megan Buckley Michelle Delgado James Moore Schwartz Virginia Bukovac Maxine Denton Lindsey Serrano Susan Bunten Brennan DePew

32 Acknowledgements Meredith Derks Luci Gervais Joe Hembree Sarah Huckaby Ankur Desai AnnFutu Giannettore Patricia Henry Carol Hudson Gloria Devonshire Richard Gibson Roxanne Henry Kelsey Huff Hannah DeVries Bunni Glasberg Stephen Henry Kathy Hughes William Dickinson Linda Gleason Leslie Herman Virginia Hulen Addie Dietrich Shirley Goetz Daniell Hernandez Julie Hulse Martin Dillon Trudie Goldberg James Hershey Kathleen Hunzicker Mark Dirkes Amanda Gonzalez Jean Hershey Munawara Hussain Dean Dixon Sheila Goodwin Caryn Hess Hilary Hutton Laura Dolson Katie Gore Karen Hibbard Hope Hyder Jo Anne Dondlinger Melissa Goucher Marcia Hicklin Keli Jackson Marsha Donelly Kerry Gould Evon Hillan Marion Jacques Maria Donigan Barbara Gray Marie Hiltabidel Nicole Jaja Peggy Donnellan Sadia Gray Kathy Hintz Regina James Kimberley Doubek Megan Guerts Min Ho Shannon James David Douglass Amanda Gunderman Pam Hoelzel Madisen Janssen Lynne Douthat Barbara Gunn Ruth Hoffman Nan Jehle Cheryl Downs Brian Gutek Kim Hoffmann Fuller Ruth Ann Jenkins Kaitlin Drape Patricia Haegelin-Hiatt James Hofman Lakisha Johnson Brittani Dremann Mary Hainds Jo-Marie Hogan Lynne Johnson Dean Dunham Harper Hair Patricia Hogan Shane Johnson Phyllis Dunn Billie Hale Thomas Hogan Steven Johnson Rosemary Durkin Rachel Halloran Michael Holdgraf Colleen Jones Garrett Dworkin Rita Hand Linda Holding Penelope Jones Dorothy Dyer Jane Harrell Hayley Holt Sally Jones Jenna Eddy Sarah Harris Anne Holt Steve Joss Christen Edwards Karen Harrison Pamela Hon Barbara Justus University of Missouri-Kansas City Bloch Executive Education Center Lee Egli Katherine Hart Ardeith Hopkins Syrtiller Kabat Ellen Eisen Jaimie Hartter Letitia Hopkins Vida Kaczmarek Kendria Elliott Ann Hauschild Jacquelyn Houlehan Judy Kane Gavin Ellzey Judi Hazlett Donna Houtteman William Kanter Colleen Enna Matt Hearst Amy Hu Sophana Karn Linda Enzmann-Allen Freda Hein Nelson Susan Hubbell Daniel Karp Lauren Erickson Eboni Feaster Future Mona Featherstone Diane Federman Helen Fisher Janet Fisher Roger Fisher Mary Fitzgerald Laura Flanigan Sally Ellis Fletcher Humberto Flores Gabrielle Fox Paula Frankel Elizabeth Franklin Alisa Fratini Lorraine Frazier Janine Frechette Alicia Fries Carol Fryer Julie Fugate Mary Fussell Gloria Gale Leslie Garwood Joseph Geraci Ruth Germann Dorothy Gershman

University of Missouri-Kansas City Bloch Executive Education Center

The Nelson-Atkins Museum of Art: Where the power of art engages the spirit of community 33 Acknowledgements continued

Freda Mendez-Smith Strategic Planning Process Douglas Meng Lenore Meng Symie Menitove Small Validation Survey Visioning Sessions Group Strategizing James Mercer All Staff/Volunteer Board of Trustees Small Groups Barbara Messner Staff Trustees SPC Jeanne Meyer Volunteers Megan Michael Ruth Michel Michael Milens Thought CIO Sharon Milens Round Ann Miller -table Leadership Change Leadership Jan Miller Series Sue Mindlin Seminars & Methods Visioning Speakers Interviews Workgroups Jasmine Mitchell Workshops Glenda Moncke Lori Moore Richard Morado Janet Morgan Goal & Strategy Refinement Audience Research Susan Morgenthaler SLG Community Testing

Trustees Kate Morlock Kim Morris Perry Morris Larry Morrissette University of Missouri-Kansas City Bloch Executive Education Center Susan Mortezaei-far Cihan Kaynak Robert Landon Joyce Maeder Ruth Moss Emily Kenagy An Lane Betty Mahan Michael Mullarky Raymond Kennett Helen LaValley Dawn Mais Denise Mundy Alice Kenney Ellen LaVelle Julie Malen Melissa Musick Mary Kent Katie Le Lois Mall Jeffie Mussman Molly Kessell Kathleen Leach Caryn Mandel Marilyn Muto Elizabeth King Patty Leach Kathleen Mandina Sasha Nana Susan King-Kostelac Courtney Lee Carl Manning Jennifer Nauss Mindy Kinnaman Sandy Leibsohn Dayna Martin Anna Nedeau Marcia Kirwan Nancy Leisinger Alma Martinez Eleanor Nelson Dianne Klein Amanda Levesque Amy Mashburn Nicole Nelson Rozanne Klinzing Adele Levi Margot Matteson Randy Nguyen Pat Knefel Sandra Levin Kim Matthews Barbara Nicely Anna Koehne Jeanne Levy Teri Maun Gilbert Nichols Ingelise Koenig Brittany Lewis Sheila McAdam Mary Nichols Debra Korpi Pam Lewis Catherine McCandlish Rayleen Nightengale Rhona Korte Kelly Lieberman Jane McClain Linda Nocita Isaac Kostrow Betty Lillard Denny McCurren Vickie Norris Bud Koupal Natalie Link Lisa McCurter Bruce North Jan Koupal John Lipscomb Mary Anne McDowell Ernestine Norton Sonia Kraft Sally Loessin Bob McGowan Janice Norton Susan Krebs Brannon Loffi Patti McGrannahan David Norwood Susan Krotzinger Ashley Logan Alberta McGrath Madelyn Norwood Susan Krueger Brenda Logan Kimla McHenry Valeria Nuñez Cyn Kunz Carol Logan Joyce McInerney Anne Nye Meghan Kunz Virginia Long Carol McKay Rufus Nye Alez Kupfer Mia Loos Jean McLafferty Charles Obermeyer Ken Kuse Barbara Loots Martina McLarney Margaret O’Brien Anne Lacey Alan Lubert Donna McLaury Joan O’Donnell Hayward Lafferty Nancy Lucas Mary McLiney Jody Olson Kathleen Lamberti Sue Luger David McMurray Jacqueline Overman Shirley Lammers Sharon Lund Misty McNally Jessica Palko Fran Lancaster Sue Mabry Lauri McNey Ruby Park June Land George MacCurdy Catherine Meihaus Elizabeth Parks

34 Acknowledgements Nancy Parks Judy Robinette Rebecca Smith Chris Van Erp Ryan Partee Lane Rochelle Robert Smith Erika Varady Deanna Patton Rebekah Rodriguez Susan Smith Donna Vaughan Marion Paulette Cheryl Roht Sydney Smith Patricia Veno Betty Paulsell Will Ross Audrey Sokoloff Brad Voelker Paulette Paulson Katharine Rosser Norma Spear Elizabeth Volk Sharon Pearce Linda Rostenberg Shirley Spiegel Elizabeth Vrabac Teresa Peck Phyllis Roufa Victoria Stadler Penelope Vrooman Martha Penaherrera Lawrence Rouse Delores Stafford Dena Waddell Elizabeth Pendleton Corrinne Russell Karen Staley Mary Denise Wagner Antonia Pennisi Howard Russell John Stauffer Kandice Walker Edith Pentecost Pat Sabath George Steele Debbi Wall Carol Pepin Catalina Sailly Marilyn Steffens Nate Wall De’Airra Perkins Nancy Sandoval Gordon Steinle Edith Walter Amanda Perrin Denise Saper Stacey Stelle Madaline Walter Carl Petit Becky Saunders Rebecca Sterling Paula Walter Andrea Phillips Virginia (Ginzy) Schaefer Janet Stewart Sweeting Natalie Ward Thomas Phillips Brian Scheinber Coranetta Stewart Susan Warshawsky Jedidiah Phipps Jennifer Scheinber Tyler Stewart Marsha Watkins Betsy Piebenga Jennifer Schell Catherine Stricker Ann Weaver Caroline Pierce Richard Scherubel Barbara Stuber Charles Wehner Mary Ann Pinkerton Jennifer Schmidt Cindy Sullivan-McGee Elizabeth Weigel Joan Planet Mary Beth Schmidt Rick Suminski Fran Weindling Glenn Poe Bryan Schmiedeler Camille Sumrall Margeaux Welsh Karen Poe Alvin Schneider James Swain Karen Westberry Lesley Poggemoeller Barbara Schoell Monika Swanson Anne Whealdon Kali Pope Donald Schoening Patti Swanson Virginia White Diane Power Patricia Schoening Leslie Swant Hart Jordan Whitmore Derek Prater Eric Schoneman Charles Sweeney Janet Whitmore (Smith) Richard Preis Carolyn Schultz Diane Swift Darlene Whitsitt Madeline Prelogar Valerie Schurman Cathy Swirbul G.B. Whitsitt Kevin Prewitt Vicki Schwickerath Penny Terwelp Lindsey Wiese Nicola Price Dudley Scoville Alyssa Thiel Jane Willhoite Sharon Pruitt Maureen Scribner-Read SueZanne Thibodeau Carol Williams Patricia Pryor Faith Shaff Mary Thomas Floy Williams Christina Przygoda Dede Shannahan Maxine Thompson Lauren Williams Sharon Pugh Lynda Shapiro Jessica Thompson-Lee Sarah Woellhof Christopher Purcell Julie Sharp Mackenzie Thorpe Sara Woldt Merry Quackenbush Lois Sharp Sandy Tickles Esther Wolf Rochelle Ralston Merton Shatzkin Mary Tikwart Frances Wolf Amanda Ramirez Patricia Shealy Carol Tinklepaugh James Wolf Lisa Randall Susann Shinkle Diane Toby Lauren Wolf Eric Ranes Elizabeth Shouse Kathryn Toombs Andrea Wolff Jan Rasmussen Alex Shriner Ann Tootle Phil Wolff Rosalie Rastorfer Theresa Shy Milt Tootle Elizabeth Wollcott Jo Beth Rees Sallye Sickman Lynn Towse Leslie Wollnik Camille Reid Rosemary Yarmo Silverman Constance Traylor Pamela Woodard Candice Releford Stanley Silverman Julie Trotter Linda Woodsmall Barbara Renfro Rachel Simmons Sandy Trotter Alecia Wright Ann Renne Aletha Simon Adam Trower David Wristen Abbigale Reyes Sarah Sims Susan True Pamela York Vickie Rhodes Karen Skinner Susan Truog Luwayne Younghans Esther Ann Richart Andrianna Smith Jacqueline Tucker Linda Zack Ron Riley Georgia Smith Marilyn Tucker Kristin Ziech Sandra Riley Jo Ann Smith Nancy Tucker Nancy Ziegenhorn Geraldine Rinker Kate Smith Cheryl Turlin-Robello Theresa Zimmerman Jonathon Ristau Kathy Smith Mary Turner Judith Zivanovic William Ritter Mary Beth Smith Thomas Uko Kathleen Robertson Pat Smith Holly Urkevich

The Nelson-Atkins Museum of Art: Where the power of art engages the spirit of community 35 4525 Oak Street, Kansas City, Missouri 64111 Where the power of art engages the spirit of community. 816.751.1ART nelson-atkins.org

36 Instrumental support for this strategic plan was provided by The Andrew W. Mellon Foundation.