A “middle-aged” museum was trying to update board practices and attract new members from a more diverse community. It was also dealing with competition from a brand new, well-publicized museum in the same city. Furthermore, the board and staff felt that it was time upgrade their property and holdings, but were uncertain of their priorities. Rena Zurofsky Consulting was hired to help examine the mission and priorities of the institution, and to establish an ambitious, achievable five-year plan.

A growing university museum wanted a new strategic plan to ensure that they fulfill their potential as a nexus between the community and the university. They further wished to establish bench marks for achievement based on criteria met by better-known university museums. Rena Zurofsky Consulting was hired to facilitate this multi-dimensional strategic process which resulted in a detailed five-year plan.

A well-established museum was considering a change in venue from one pastoral location to another, historically-related one. Rena Zurofsky Consulting was hired to examine the marketing implications and economic ramifications of attempting such a move. The resulting report helped convince the board to launch a capital campaign toward rehabilitation and new construction for their ultimate relocation.

A prominent museum had completed one expansion and was about to embark on another one, but it was still unfocused. Rena Zurofsky Consulting coordinated a strategic planning process that embraced staff, trustees, and community leaders to reach agreement regarding programmatic, public relations, and financial opportunities to be pursued over the next five years.

An exhibition venue which had “reinvented” itself a few years earlier needed to examine its progress and priorities. Rena Zurofsky Consulting conducted board and staff retreats to reaffirm vision, clarify the mission, and update by-laws for the institution.