Strategic Planning Process Underway

We recently did some strategic planning, led by Harold Skramstad, who ran the Henry Ford Museum and Greenfield Village for 15 years.  He convinced us that incremental change will not be good enough.  We need to think of bigger things. We need to decide on the most important themes in York’s long history that we want to address.  Then we need to match our collections and our buildings with those themes, see where they connect.  Finally, we need to find new ways to engage audiences in exploring history.  

Take, for example, the Elizabeth Perkins House.  It is an important element of the town’s beauty and character, but too few people are interested in the Colonial Revival theme illustrated by the interior.  Once they have seen the Perkins House, they never need to return.  What else could be done with it?  Perhaps holding writers’ or artists workshops there in the summer, renting it in a program similar to the National Trust’s in England, or holding special events at the site. These and many other ideas are under consideration.  The bottom line is that we want to promote community pride, using our rich history, and we need help from our residents to get it right. Click here to read newsletter articles about the strategic planning process.

Museums of Old York
Strategic Plan 2011-2013: Mission, Vision & Goals

Mission

The mission of the Museums of Old York is to preserve and promote the rich history of the York region through programs and educational experiences that enhance historical perspective and build on community pride.

Vision 2020

  • MOY will be an important center of community engagement with history and heritage by residents of the York region

  • MOY will be known for delivering innovative, engaging, content-rich public programs that are mission driven and audience focused

  • MOY will have sufficient and appropriate staff to carry out its programs and activities effectively and efficiently

  • MOY will have sufficient contributed support and earned revenue to sustain its ongoing operating costs as well as desired program and infrastructure improvements

  • MOY will have a large and well-trained volunteer corps at a variety of age levels that will be involved in every area of Museum activity

  • MOY will be considered a “must see” attraction for visitors to the area

  • MOY collection material will be consistent with Mission, well housed and fully inventoried

  • MOY will be engaged in a variety of strategic partnerships and collaborations with other organizations to advance its mission

  • MOY will have an active program of providing advice and expertise to private restoration and renovation efforts  

  • MOY will use web-based technologies to provide information about its programs, access to its collections, and to create an online community of people interested in history

  • MOY Board will be strategically focused, fully committed to fulfilling its fiduciary and advocacy responsibilities in an on-going way

  • MOY will be known for its exemplary standards of welcome and hospitality

  • MOY will be the sponsor and venue for at least one signature event each year that is both Mission driven and actively involves the local York community and visitors to the area

  • MOY staff will be acknowledged leaders and innovators in museum-based public interpretation and engagement

  • MOY will be seen as an important educational resource by K-12 school districts throughout the region

  • MOY will have significantly increased its endowment fund

  • MOY will be accredited by the American Association of Museums

Five Goals

  • One: Develop and implement an interpretive plan for MOY that provides a framework for the key themes, topics, and stories that should be the core of Museum programs and activities

  • Two: Develop an overall marketing plan that grows out of core MOY interpretive strategies and identified audiences of greatest value and opportunity

  • Three: Develop board capacities, structures, and processes to best advance the mission and vision of MOY

  • Four: Develop staff capacities, structures, and processes to best advance the mission and vision of MOY

  • Five: Explore the possibility of MOY becoming a provider of advice and expertise for private restoration and renovation projects; recognition programs for exemplary private restoration/renovation projects