Business planning for cultural heritage institutions definition

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Business planning for cultural heritage institutions definition

Transcription 1 Business Planning for Cultural Heritage Institutions A framework and resource guide to assist cultural heritage institutions with business planning for sustainability of digital asset management programs by Liz Bishoff and Nancy Allen January Council on Library and Information Resources Washington, D.

She was previously assistant director for public services at Colorado State University, Fort Collins. She has also served as associate director for services at Wayne State University, and has held a variety of administrative positions at the University of Illinois, Urbana.

Her experience in large research libraries has enabled her to explore a number of initiatives testing the role of both collections and information technologies to benefit all library users, from undergraduates to specialized scholars.

Previously, she held a variety of positions at OCLC, including vice president of member services and director of online union catalog product management.

Business Planning for Cultural Heritage Institutions • CLIR

Bishoff has also held a variety of positions in public libraries and has managed many collaborative automation initiatives.

She has also served as project consultant on many statewide digitization initiatives. No part of this publication may be reproduced or transcribed in any form without permission of the publisher.

Requests for reproduction should be submitted to the Director of Communications at the Council on Library and Information Resources. A Report of a Case Survey Analysis Institutions Participating in the Survey Particular thanks go to the survey participants, for without their contributions we could not have provided such a close look at current business models or the business-planning examples.

They were generous with both their time and their objective assessment of their projects and programs. We would like to particularly thank Darryl Lang, of Lang Associates, for assistance in developing and executing the survey.

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Libraries, museums, archives, and historical societies often referred to collectively as cultural heritage institutions have amassed physical artifacts and information recorded on physical media for the purpose of providing long-term access to them. Collections-based institutions carefully choose objects of value and interest to some intended audience.

Heritage was long absent from the mainstream sustainable development debate despite its crucial importance to societies and the wide acknowledgment of its great potential to contribute to social, economic and environmental goals. Federal Agencies Digitization Guidelines Initiative Defines the purpose of this document by outlining high-level activities related to the digitization of cultural heritage materials for planning and management purposes. We have defined a generic sequence of activities appropriate for cultural heritage institutions, is listed below. CULTURAL PLANNING TOOLKIT. economic development and business portfolios as well as those with cultural and heritage portfolios; and • Those in local government and its many partner organizations engaged in education, health, revitalization.

They preserve or stabilize these objects, arrange them, curate them, and present them to the public in reading rooms, galleries, and traveling exhibitions, as well as through various forms of surrogacy such as photographs and microfilm. The work of collecting and serving can be labor- and resource-intensive, but the role that collections-based institutions have played over time in providing access to information, sites for cultural enrichment, and forums for civic engagement are deemed to be absolutely critical to society.

The value of these institutions is so high in the public mind that most libraries and museums are able to rely on various forms of subsidy, from both the private and public sectors, to ensure continuity of mission and service.

But these forms of support are evolving rapidly in the digital domain, causing some institutions to look anew at models for sustaining their work.

Before the advent of new information technologies, libraries and museums operated under significant constraints in providing access to their collections.

Opportunities for use of their collections have been limited by time and space, with surrogate use through photographs, document delivery, and other forms of reformatting often filling the need to serve materials remotely and at times other than core operating hours.

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Libraries and archives, and museums and historical societies in particular, have been able to parlay that scarcity of access into value and branding.

Economic models, together with the cultural and legal policies needed to reinforce behaviors supporting those models, have been crafted and honed over the decades to encourage philanthropic and public-sector support. This support has kept libraries and museums open and accessible to their varied publics without making the users bear the brunt of the operating costs directly.

Now, with the power of technology to widen access, library and museum missions of access are suddenly much more easily achieved. But the policies, business models, and ethical and other professional assumptions that have regulated the analog realm are not sufficient for the digital age.

While new funds are available to put collections online from a number of public and private sources, most of the institutions that are reaching out to new audiences find themselves facing organizational challenges that they are unprepared to meet.develop a framework for business planning, a template that lays out the major elements of that framework, and a guide to applying the template in the .

She has a special interest in human capital management, technology and business planning, forecasting and strategic planning, pricing strategies, business process definition and implementation, and contract management and negotiation.

It is against this background that serious consideration is being given to the creation of an independent foundation, under royal patronage and with representatives from government, academic, voluntary, and business institutions, to work with the General Directorate of Cultural Heritage of Galicia.

Why cultural heritage matters planning and programming. I would like to think that this guide will enrich your understanding a business case for valuing cultural heritage, impacts of mining and processing on cultural heritage, and international protocols related to.

Cultural tourism represents an area of significant economic benefit to museums and heritage sites. Challenging economic times in particular require cultural and heritage facilities to explore ways and means to increase attendance and self-generated revenues and to control operating expenses.

business planning for cultural heritage institutions definition

The purpose of this document is to present a framework and resource guide to help cultural heritage institutions plan sustainable access to their digital cultural assets and to do so by means that link their missions to planning modes and models.

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