Agenda 10/09/2018 Item #16D 710/09/2018
EXECUTIVE SUMMARY
Recommendation to adopt the Museum Division 2018 Strategic Plan.
OBJECTIVE: To establish long-term goals, objectives, and tactical activities for the Museum Division.
CONSIDERATIONS: The Museum Division operates five (5) free local history museums in Collier
County: Collier Museum at Government Center, Museum of the Everglades, Immokalee Pioneer Museum
at Roberts Ranch, Naples Deport Museum, and Marco Island Historical Museum. The Division is also
responsible for the historic Rosemary Cemetery. The museum system includes more than thirty (30)
historic buildings and structures, three (3) sites on the National Register of Historic Places, and two (2)
sites with local historic designations. The museum collection includes tens of thousands of photographs
and negatives, original documents, various ephemera, archaeological objects, original works of art, and
other artifacts. Division programming includes several annual special events, monthly lectures, temporary
exhibits on a rotating year-round basis, tours for school groups and adults, and evening events for friend-
and fundraising.
The Division grew from one (1) location to five (5) over the course of twenty (20) years. Each of the new
locations added to the Museum System was a community-initiated project. While this pattern of growth
demonstrates strong trust and support of the Museum Division on behalf of the community and the Board
of County Commissioners (Board), the pace at which the system expanded left little time or resources for
self-determination. In spring of 2017, The Division formed a Leadership Team consisting of the Director,
the two (2) Curators, the four (4) Museum Managers, and the Marketing Coordinator. The team
conducted a SWOT analysis and defined a mission, vision, and overarching goals, as follows:
The mission of the Collier County Museum Division is to foster appreciation and understanding of our
communities’ unique heritage and cultural development.
The vision of the Collier County Museum Division is to be the respected and sought-after authority for
Collier County history, and for our locations and events to be must-do attractions for all resident and
visitors.
The Division’s overarching goals are:
1. Grow and diversify our audience
2. Refine the stories we tell
3. Diversify our revenue streams, and
4. Foster a collaborative team
In addition, eight (8) areas for planning were identified: Accreditation, Capital Improvements,
Collections, The Key Marco Cat Loan, Marketing, Programming and Special Events, Revenue, and
Temporary Exhibits. The resulting strategic plan addresses each of these areas with narrative, action
steps, responsible parties, measures, and targets. Public input on the plan was sought from citizens and
stakeholders (including the Friends of the Collier County Museums, the Marco Island Historical Society,
and the Friends of the Museum of the Everglades) via a public presentation held in April 2018 and an
online survey that was available at colliermuseums.com for several weeks. Suggestions were incorpor ated
and included as an appendix.
The plan will be used to guide Division activities and will become a foundational document for the
Division to seek accreditation from the American Alliance of Museums. Routine progress reports will be
issued to staff by the director and made available to decision makers or the public on request.
16.D.7
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10/09/2018
FISCAL IMPACT: There is no Fiscal impact associated with adopting the Strategic Plan. The plan
includes operating and capital improvement activities that will require sufficient funding to execute, as
well as plans and activities for introducing new revenue-generating activities to help the same come to
fruition.
GROWTH MANAGEMENT IMPACT: This plan includes operating and capital improvement
activities that will require sufficient funding to execute, as well as plans and activities for introducing new
revenue-generating activities to help the same come to fruition.
LEGAL CONSIDERATIONS: This Item has been reviewed by the County Attorney, raises no legal
issues, and requires majority vote for adoption. -JAK
RECOMMENDATION: To adopt the Museum Division 2018 Strategic Plan.
Prepared By: Amanda Townsend, Director, Museum Division
ATTACHMENT(S)
1. Collier County Museums Strategic Plan - for BCC (PDF)
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COLLIER COUNTY
Board of County Commissioners
Item Number: 16.D.7
Doc ID: 6823
Item Summary: Recommendation to adopt the Museum Division 2018 Strategic Plan.
Meeting Date: 10/09/2018
Prepared by:
Title: Administrative Assistant – Museum
Name: Wanda Bieschke
09/24/2018 4:01 PM
Submitted by:
Title: Division Director - MuseumOperations Support – Museum
Name: Amanda O. Townsend
09/24/2018 4:01 PM
Approved By:
Review:
Public Services Department Kimberley Grant Level 1 Reviewer Completed 09/25/2018 2:07 PM
Public Services Department Todd Henry Level 1 Division Reviewer Completed 09/25/2018 2:19 PM
Public Services Department Steve Carnell Level 2 Division Administrator Review Completed 09/25/2018 4:05 PM
Office of Management and Budget Valerie Fleming Level 3 OMB Gatekeeper Review Completed 09/25/2018 4:24 PM
County Attorney's Office Emily Pepin CAO Preview Completed 09/25/2018 4:47 PM
County Attorney's Office Jeffrey A. Klatzkow Level 3 County Attorney's Office Review Completed 09/26/2018 11:01 AM
Budget and Management Office Ed Finn Additional Reviewer Completed 10/01/2018 10:25 AM
County Manager's Office Nick Casalanguida Level 4 County Manager Review Completed 10/03/2018 7:43 AM
Board of County Commissioners MaryJo Brock Meeting Pending 10/09/2018 9:00 AM
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Collier County Museum Division Strategic Plan
2018
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Table of Contents
Operational Overview 3
Customer Profile 3
Organizational Structure 6
Funding Sources 7
Key Partnerships 8
History of the Museum System 8
How This Plan Was Written 9
Mission 10
Vision 10
Values 11
Overarching Goals 11
Assumptions 11
Monitoring and Updating 11
Accreditation 12
Capital Improvements 13
Collier Museum at Government Center 14
Museum of the Everglades 15
Immokalee Pioneer Museum at Roberts Ranch 15
Naples Depot Museum 16
Marco Island Historical Museum 16
Rosemary Cemetery 16
Systemwide Projects 16
Collections 17
The Key Marco Cat Loan 17
Marketing 18
Programming 19
Revenue 20
Temporary Exhibits 22
Appendix A – SWOT Analysis
Appendix B – AAM Characteristics of Excellence
Appendix C – Accreditation Timeline
Appendix D – Capital Improvement Plan
Appendix E – Collections Plan
Appendix F – Artifacts Loan Timeline
Appendix G – Marketing Plan
Appendix H – Programming Plan
Appendix I – Revenue Plan
Appendix J – Temporary Exhibits Plan
Appendix K – Feedback Survey Results
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Collier County Museum Division Strategic Plan
2018
Operational Overview
The Museum Division operates five free local history museums in Collier County: Collier Museum at
Government Center, Museum of the Everglades, Immokalee Pioneer Museum at Roberts Ranch, Naples
Deport Museum, and Marco Island Historical Museum. The Marco and Immokalee locations are open
five days a week, the other three sites operate six days a week. The Division is also responsible for the
historic Rosemary Cemetery.
Within the system there are 19 historic buildings, 13
historic structures, more than 12 non-historic buildings
and structures, and over 21 acres of land. Three
locations (Immokalee Pioneer Museum at Roberts
Ranch, Museum of the Everglades, and Naples Depot
Museum) are on listed the National Register of Historic
Places. Two (Roberts Ranch and Rosemary Cemetery)
have local historic designations.
The Museum’s collection includes tens of thousands of
photographs and negatives, original documents, various
ephemera, archaeological objects, original works of art,
and other artifacts.
Programming includes one or two special events per
location each year, monthly lectures at Collier Museum
at Government Center and occasionally elsewhere,
temporary exhibits hosted at most locations on a
rotating year-round basis, tours for school groups at all
locations whenever requested, adult group tours at all
locations and historic walking tours of Everglades City
upon request, and evening events for friend- and
fundraising.
Customer Profile
The Museums welcome tens of thousands of visitors
each year. From a high of over 100,000 in 2011, visitation dropped some over the ensuing years, with a
low of 66,000 in 2016. Twenty-eleven saw the grand opening of the Marco Island Historical Museum and
a re-opening of the Naples Depot Museum. As such, the marked high visitation is explainable. However,
Collier Museum at
Government Center
Museum of the
Everglades
Immokalee Pioneer
Museum at Roberts
Ranch
Naples Depot
Museum
Marco Island
Historical Museum
Rosemary Cemetery
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the significant drop between 2015 and 2016 was a cause for concern, and the upswing in 2017 is a sign
the system is on a path of course correction.
The Museums have traditionally collected visitor information via traditional guest books and hand door
counts. These have been a useful resource in assessing both the quantity and quality of the visitor
experience. Guest books, in particular, allow for a “conversation” about where visitors come from and
what they think of their museum experience. While it would be atypical for the comments section to be
filled with negative feedback, it is enjoyable to discover that, for example, Graham and Laura Aberdein
visited from Waterloo, Ontario and commented that the museum was “very interesting and a beautiful
setting.” From guest books we have learned that typically the Museums enjoy a customer profile that is
roughly 40% residents and 60% visitors, with a significant international visitor profile, particularly in
Everglades City (traditionally our most heavily visited site). And we know that in a typical month more
than 35 states of the Union and 30 countries are represented among our visitors.
In addition, the Museums have recently implemented a customer survey system that allows for
electronic collection of visitor information via iPad kiosk. While hand door counts are still used for
counting total visitation numbers, the electronic customer surveys have given us more reliable (and
easier to analyze) data on customer residency and allow for a franker discussion of the quality of the
customer experience than one can garner via guest book alone. Using survey data gathered in the last
two months of 2017, we learned that 38% of visitors surveyed were full- or part-time Collier County
residents and the balance—72%—are tourists.
The iPad kiosks ask several key questions about the visitor experience, including whether or not the
customer was greeted upon arrival, whether or not the customer is likely to recommend the museum to
friends (a net promoter score) and whether or not the customer is likely to visit one of the other four
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Series1 65,933 73,153 90,221 82,801 84,003 106,773 94,466 100,210 94,387 90,318 66,283 69,790
-
20,000
40,000
60,000
80,000
100,000
120,000
Museum System Visitation 2006 -2017
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museums. This feedback is being used to keep decision makers informed on division performance and to
inform course corrections in service delivery when necessary.
One further piece of analysis on visitor profile recently conducted is which activities the visitor engages
in that prompt attendance. Systemwide about 75% of visitors are walk-through patrons, with 25%
coming for a specific reason, such as a tour, program, or special event. This profile differs considerably
among individual locations, however. For example, at Immokalee Pioneer Museum at Roberts Ranch,
only 17% of visitation is driven by “regular” customers, with the majority coming for special events.
Similarly, data reveals that visitors to the Museum of the Everglades are much less likely to visit one of
the other four museums than visitors to Collier Museum at Government Center or Naples Depot
Museum. The relatively remote locations of Immokalee and Everglades City certainly explain these
findings, and offer an opportunity to both capitalize on low-hanging fruit (offer more special events at
Roberts Ranch, assure Museum of the Everglades is welcoming to Everglades destination tourists), and
invites creative problem-solving to reach the more challenging goals (in this example, driving daily
visitation to Immokalee and promoting a wider regional view among visitors to Everglades).
These data gathering and analysis projects are in their infancy, but will become a routine part of the
division’s business practice and will be used to further develop strategy in the coming months and years.
One request from the public feedback process for this plan suggested later operating hours for the
museums.
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Organizational Structure
The Division employs 15 full-time staff members and makes use of three job bank employees (two part-
time and one full-time). In the past two years depth has been added to the organizational chart, to right-
size the Director’s span of control and develop supervisory skills among key staff members. An
important step toward this end was the re-classification of the curator positions to a higher pay grade in
2017. Future staffing goals include continuing to fill out the bottom of the organizational chart with FTE
Museums Assistants, establishing career progressions, and a second round of narrowing the Director’s
span of control.
Collier
Musuem at
Government
Center
Museum of the
Everglades
Immokalee
Pioneer
Museum at
Roberts Ranch
Naples Depot
Museum
Marco Island
Historical
Museum
Tours 817 350 863 150 572
Programs and Events 1959 2156 3809 4669 2005
Daily Visitors 7640 16625 998 9854 17323
0
5000
10000
15000
20000
25000
Reasons for Visiting 2017
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Funding Sources
The FY 18 budget allocation for the Museum Division is $2,512,100 in operating funds and $650,500 in
capital improvement funding. This amount is sufficient to maintain current operations. However, the
cost to properly maintain the large number of historic structures within the system is a demand the
Division should be cognizant of over the multi-year planning cycle. The primary funding source for the
Museum Division is tourist taxes. Additional operating funding sources include charges for services
(earned revenue) and donations. The Museum Capital Fund has received a transfer from the General
Fund of at least $200,000 annually since FY 15. In June 2017, the Board of County Commissioners
amended the Tourist Development Tax distribution, limiting the County-owned Museum distribution to
$2,000,000. This equated to a loss of $113,500. The shortfall was made up by an equal increase in the
General Fund contribution to the Museum capital fund.
It is unknown whether County Management and the Board of County Commissioners will support an
increase in the General Fund transfer in subsequent years to cover routine increases in operating
expenses if the cap on TDT funding remains. Maintenance of positive relationships with major funding
sources and diversification of revenue sources are two primary objectives of this plan and will be
discussed in further detail later.
Director
Amanda Townsend
Curator Collections
Jennifer Guida
Associate
Project Mgr
Pam Miner
Maint Specialist
Jim Noe
Curator Education
Joy Murphy
Volunteer Coor
Grant Matthews
Marketing Coor
Ryan Davis
Museum Mgr
Everglades
Thomas Lockyear
Museum Asst
Martha Hutcheson
Museum Mgr
Immokalee
Theresa Schober
Maint Specialist
Juan Aviles
Job Bank
Museum Asst
Katie Margolis
Museum Mgr
Depot
Lisa Marciano
Museum Asst
Jon Nickerson
Museum Mgr
Marco
Jennifer Perry
Job Bank
Museum Asst
Jessica Patel
Admin Asst
Wanda Bieschke
Job Bank
Museum Asst
Keith Underwood
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Key Partnerships
The Division benefits from partnerships with three independent 501-c-3 support organizations:
• The Friends of the Collier County Museum support operational efforts at the Collier Museum at
Government Center, the Naples Depot Museum, and the Immokalee Pioneer Museum at
Roberts Ranch. Their arrangement with the County is governed by Resolution 2001-479. The
organization’s total worth is about $100,000. In 2017, they contributed approximately $16,000
to the Museums, mostly in the form of paying for services and supplies for temporary exhibit
receptions and special events.
• The Friends of the Museum of the Everglades are also a financial support and volunteer
organization, governed by Resolution 2001-255. The organization’s total worth is about
$100,000. In 2017, they contributed about $7000 to the Museum, also for receptions and
special events. For 2018, they have pledged over $15,000 to buy iPads for use in school
programming and to replace and upgrade artifact display and storage cases damaged in
Hurricane Irma.
• The Marco Island Historical Society is more of a partner than a support organization. Their
relationship with the County is governed by a Memorandum of Understanding approved by the
Board of County Commissioners. MIHS is a wealthy organization, worth well over $1 million and
employing its own administrative and curatorial staff. Projects undertaken with MIHS are
generally done so in an equal partner spirit. Recent MIHS investments in the Museum are
reflected in the Capital Improvements section.
Generally, these groups’ contributions are “off the books” for the County, but their support, in the form
of both financial contributions and advocacy, is extremely valuable to Museum Division success.
Relationships with all three groups have been strengthening in the past two years, and it is reasonable
to believe that this will continue and bear increasing financial rewards for all.
History of the Museum System
The Collier County Museum was established by the Collier County Historical Society in 1978 to preserve
and interpret the history, archaeology, and development of Southwest Florida’s last frontier. Moved and
expanded to its current location in 1987, the Collier Museum at Government Center grew over time to
feature exhibits, relocated buildings and conveyances, and re-created environments and gardens that
paint a vivid if broad picture of Collier County history.
Over the past twenty years, the Division has grown from one location to five:
The Museum of the Everglades is located in the former Collier Company laundry building built in 1927 in
Everglades City. The building was a gift to the County from the Everglades Women’s Club. After a
comprehensive restoration, it opened to the public as a museum in 1998.
In 1996 the trustees of the Roberts Family Trust gifted Tract E of Roberts Ridge in Immokalee to Collier
County, and in 1999 the County purchased Tract D, amassing 13 acres of the former cattle ranch. After
restoration of the 1921 Roberts home and outbuildings, the Immokalee Pioneer Museum at Roberts
Ranch opened to the public in 2003.
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In 2004 Southwest Heritage Inc. offered the County a 90-year lease on the 1927 Naples Depot train
station in downtown Naples. After renovations and exhibit development, The Naples Depot Museum
opened in 2006.
And finally, in 2001 the Board of County Commissioners designated 3-acre tract of land on Marco Island
as the future site of a museum there. The Marco Island Historical Society conducted a capital campaign
and constructed the 8000-square-foot facility, which was then turned over to the County for operation
and opened in 2010.
Each of the new locations added to the Museum System was a community-initiated project. While this
pattern of growth demonstrates strong trust and support of the Museum Division on behalf of the
community and the Board of County Commissioners, the pace at which the system expanded left little
time or resources for self-determination.
In March 2016, Museum Director Ron Jamro retired after 33 years of leadership. Amanda Townsend
was named interim, then permanent director in January 2017. In addition to the director, the Curator of
Education, the Museum Managers at Everglades and Immokalee, and several other staffers are all new
since 2016.
After a long period of expansion and steady leadership, the Museum system was ready in 2017 for a
period of self-assessment and redefinition.
How This Plan Was Written
In spring of 2017, with all key positions in the Division filled, the Director formed a Leadership Team
consisting of the Director, the two Curators, the four Museum Managers, and the Marketing
Coordinator. Eight areas for planning were identified, with each member of the Leadership Team
assigned to chair and assemble a committee
of other Leadership Team members to
develop plans under the topics of
Accreditation, Capital Improvements,
Collections, The Key Marco Cat Loan,
Marketing, Programming and Special Events,
Revenue, and Temporary Exhibits.
It should be noted that the Division
recognizes that the eight focus areas of this
plan, while comprehensive, are not
exhaustive of all areas of operations or topics
that can or should be covered by multi-year
planning. Staff training and development, the
volunteer program, and special events are
examples of areas where intentional thinking
is needed and will be undertaken and plans
carried out in the coming months and years.
Accreditation
•Committee Chair: Lisa Marciano, Naples Depot Museum Manager
Capital Improvements
•Committee Chair: Theresa Schober, Immoklaee Pioneer Museum Manager
Collections
•Committee Chair: Jennifer Guida, Curator of Collections
The Key Marco Cat Loan
•Committee Chair: Jennifer Perry, Marco Island Historical Museum Manager
Marketing
•Committee Chair: Ryan Davis, Sales Events and Marketing Coordinator
Programming and Special Events
•Committee Chair: Joy Murphy, Curator of Education
Revenue
•Committee Chair: Amanda Townsend, Director
Temporary Exhibits
•Committee Chair: Thomas Lockyear, Museum of the Everglades Manager
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The committees met over the ensuing months and developed multi-year plans in each of these
functional areas. This strategic plan is the result of that work. Notably, this plan was created without the
level of public involvement typical or desirable of a strategic planning process. Because more than half
of the Leadership Team members are new to the organization, the committee work and planning
process was used as a teambuilding exercise. This moment of turning inward was a necessary step in
organizational growth, but a more concerted effort at community outreach was needed. To counter this
shortcoming of the plan development process, the Museum Division held a public presentation of this
material on April 24, 2017, then placed the plan online and solicited feedback for a period of several
weeks. All feedback received is incorporated here as Appendix K. Where appropriate, such feedback has
also been included in the text of this final version of the plan, presented to the Board of County
Commissioners for adoption on October 9, 2018. For future planning activities, the Division is developing
a more comprehensive QA/QC program (via the iPad kiosks mentioned above, as well as other
methods), which will be used to gather public feedback on an ongoing basis, and to inform
improvements to service delivery.
In preparing to write this plan, the Leadership Team performed a SWOT analysis (attached in Appendix
A); re-examined and rewrote the division’s mission, vision, and values statements; and identified four
overarching goals to guide future activities.
Mission
The mission of the Collier County Manager’s
Agency is to deliver high-quality, best-value
public services, programs, and facilities to our
residents, businesses, and visitors.
The mission of the Collier County Museum
Division is to foster appreciation and
understanding of our communities’ unique
heritage and cultural development.
Vision
The vision of the Collier County Manager’s
Agency is to be the best community in
America to live, work, and play.
The vision of the Collier County Museum
Division is to be the respected and sought-
after authority for Collier County history, and for our locations and events to be must-do attractions for
all resident and visitors.
The mission
of the Collier County
Museum Division is to
foster appreciation and
understanding of our
communities’ unique
heritage and cultural
development.
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Values
The Museum Division espouses the guiding principles of the Collier County Manager’s Agency: Honesty,
Integrity, Service, Accountability, Quality, Respect, Knowledge, Stewardship, Collaboration, and Self-
Initiating, Self-Correcting.
By taking the AAM Pledge of Excellence, the Collier County Museum Division pledges that, in fulfillment
of its educational mission, it will strive to operate according to national standards and best practices to
the best of its abilities and in accordance with its resources. The thirty-eight Characteristic of Excellence
for US Museums, a distillation of the national standards and best practices, are included in Appendix B.
Overarching Goals
Loosely using a Balanced Scorecard framework of Serve the Customer, Run the Business, Manage
Financial Resources, and Build the Team, the Leadership Team established the following goals:
1. Grow and diversify our audience
2. Refine the stories we tell
3. Diversify our revenue streams, and
4. Foster a collaborative team
Assumptions
This plan was written assuming
stability or small gains in Division
operations, staffing, funding, and
service delivery. Circumstances that
this plan is not written to address
include substantial change in the
local, state, or national economic
climate; significant natural or man-
made disaster; assignment of a major,
unanticipated community-based
initiative based on Board direction; or
any other radical change to Division
focus and/or diversion of resources
due to outside forces.
Monitoring and Updating
Measures and targets are written into this plan so that Division performance can be monitored
quarterly. It can be expected that not all projects and action steps outlined in this plan will be executed
flawlessly and on-time. Nonetheless, this plan represents a realistic if ambitious direction forward for
the Museum Division. Routine progress reports will be issued to staff by the director and made available
to decision makers or the public on request. If unforeseen circumstances require a re-write or re-boot
Grow and
diversify our
audience
Refine the
stories we
tell
Diversify our
revenue
streams
Foster a
collaborative
team
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within the five-year window, such will be undertaken. When a thorough update of this plan is required,
anticipated to be in 2022 for publication in 2023, it will most likely be desirable and appropriate to begin
that effort with concerted community outreach in the form of focus groups, public meetings, and
invitations to provide feedback before writing the update.
Accreditation
While professional accreditation offers a “feather in one’s cap,” as well as post-award external benefits,
such as credibility and its attendant rewards in the areas of recruiting, lobbying, leveraging support, etc.,
the greatest benefit to seeking any professional accreditation is in the process of organizational
discovery and development. The process rallies the team around a common but lofty goal, and the pride
and unity that results from becoming accredited has staying power. The investment of time and money
involved with the accreditation process is always a lasting an investment in the professional standards
(as well as standing) of the organization.
The American Alliance of Museums offers a Continuum of Excellence, which essentially provides a tiered
program of support and assessment to prepare organizations for eventual accreditation. Museums are
encouraged first to take the Pledge of Excellence, then participate in the Museum Assessment Program
(MAP), which offers three tracks: organizational, collections stewardship, and community engagement;
then graduate to Core Documents Verification; then finally move on to Accreditation.
The Collier County Museums received Core Documents Verification on April 14, 2014. The designation is
required for accreditation and is good for five years. The notification from AAM regarding the
verification warns that the designation “does not constitute a qualitative judgement about your
museum’s operations or the implementation of your policies and plans,” and further notes that these
determinations are made in the MAP and accreditation processes. In consideration of this and the fact
that Museum system had undergone a change in leadership and significant staff turnover, Museum staff
finds it most prudent complete all three units of the MAP program before proceeding to accreditation.
The Accreditation Committee also recommends participation in the American Association of State and
Local History Standards and Excellence Program for History Organizations (StEPS) and the Collections
Assessment for Preservation Program (CAP) from the Institute of Museum and Library Services. StEPS is
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a self-assessment-only program that will serve as an excellent pre-cursor to the MAP units. CAP will be
completed last, as it is the most specific and focused of the various assessment programs.
AAM advises that MAP units take about a year to complete. StEPS and CAP may take a year each. It is
reasonable to assume that each successive step will be completed more quickly that the last as the
organization builds and builds on a stronger foundation of professional standards and abilities. Although
the existing Core Documents Verification will probably expire prior the Museums being ready to begin
accreditation, this a minor risk because the Core Documents would need to be updated within the
ensuing time anyway, and a foundation has been established that has already been determined to be
acceptable to the AAM. With steady and focused attention, the Museum may be able to achieve full
accreditation in six years’ time. A more conservative timeline of eight years in included in Appendix C.
Capital Improvements
Museum Capital appropriations over the past ten years have varied from a high of $1.5 million in FY 09
to zero in FY 14. These two extremes, however, are outliers. During the Great Recession appropriations
were predictably low, averaging $165,000 annually from FY 10 through 13, and as the economy has
recovered so has our ability to make needed improvements and repairs, with an average annual
appropriation of $520,000 from FY 15 through FY 17.
Appropriations have been sourced at a cumulative 60%/40% split between Tourist Development taxes
(through a transfer from Fund 198) and General Fund taxes (through a transfer from Fund 001) over the
past ten years. Projects funded have been similarly split 60%/40% between exhibit development for
visitor experience enhancement and facilities upkeep and improvements.
Recognizing and leveraging additional sources of capital improvement funding is a strategic goal of this
plan. Private donations, contributions of the Marco Island Historical Society, and projects funded by the
Tourism Division are all greatly enhancing the system without tapping Museum capital dollars. Likewise,
$-
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
FY 08 FY 09 FY 10 FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17
Museum Annual Capital Appropriations
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it is the intention of the Division to leverage state, federal, and private grant funds to further stretch our
facilities improvement dollars. The Capital Improvement Plan included as Appendix D includes detailed
information on planned projects by year and by funding source.
Not surprisingly, funds have been focused on new facilities being brought online. Although a twenty-
year retrospective might show an even distribution of appropriations per facility, the ten-year analysis
below demonstrates how targeted attention to one location can lead to deferred upkeep elsewhere. A
strategic goal of this plan is to smooth out annual appropriations per location, to avoid creating pitfalls
of deferred maintenance in the future.
Collier Museum at Government Center
Recent improvements to the Collier Museum at Government Center include the relocation of
the Art Studio of E. George Rogers to the museum grounds and its renovation to serve as a
reproduction of the artist’s working studio as well as an exhibit and gallery space. The project
was entirely funded through private donations and opened to the public in May 2018.
In FY 18 the Division completed renovations to the Craighead Laboratory necessary due to
deferred maintenance and will undertake a series of small upkeep projects to facilities
throughout the garden.
Beginning in FY 19 the Division will undertake a multi-year project to re-design and renovate the
entire Collier Museum garden. A systematic approach to pathways, lighting, electrical, irrigation,
and drainage, as well as unification through interpretive signage is needed to promote rentals
and evening events and enhance the visitor experience.
Finally, in the out years of this plan, evaluation of the condition of the many historic structures
in the garden and resulting recommended renovations will be conducted to ensure we maintain
the irreplaceable resources entrusted to us.
CCM, $446,400
MOE, $78,000
MIHM, $850,000
ND, $2,724,800
RR, $148,000
Ten -Year Appropriations by Location
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Some comments received through the public feedback process included requests for more focus
on repairs and improvements at Collier Museum at Government Center and installation of dark-
skies-friendly lighting there.
Museum of the Everglades
Recent improvements to the Museum of the Everglades include the engineering and resurfacing
of the auxiliary parking lot, which was a joint purchase in 2014 between the Museum Division
and the Friends of the Museum of the Everglades, and repairs to the flooring and building
systems made necessary by the floodwaters of Hurricane Irma.
This year the Division will upgrade network connectivity and install a security camera system, as
well as perform a historic structure evaluation and design of a replacement HVAC system.
Replacement of the HVAC and lecture/theater space improvements are planned for FY 19.
In the next few years findings of the building evaluation will be addressed, anticipated to be
window repairs, building fabric repairs, and roofing. In the out years, time will be overdue to
rethink the museum’s exhibits through master planning and exhibit design, fabrication, and
installation.
Immokalee Pioneer Museum at Roberts Ranch
Network connectivity and security camera projects are being conducted at each location, with
Immokalee Pioneer Museum at Roberts Ranch being completed in FY 17. Visitor Center
improvements are underway to define office space and create a more inviting entrance.
Roberts Ranch is the largest of all museum sites and contains the most historic structures.
Having come online second among the “satellite” facilities (a term we are phasing out in favor of
viewing the Division as a system of five locations of equal standing), it has certainly suffered the
most in terms of deferred maintenance. Planned projects include significant repairs to the
Roberts home and other structures, site master planning and installation of pathways and
improved interpretive signage, and adaptive reuse of the horse barn and bunk house as new
interpretive spaces. Because Roberts Ranch needs the greatest investment among all locations
within the next five years, it is our prime candidate for seeking state grant funding.
An exciting opportunity planned for the out years at Roberts Ranch is the introduction of
technology to enhance the interpretive experience. The remoteness of the location makes a
day-to-day living history program using volunteers a less-than-viable option. However,
technology offers a suitable replacement in the form of augmented reality. Visitors can use a
device to meet characters representing lifeways of the Ranch, and learn and interact in a way
that is both fresh and familiar. This strategy is sure to attract new audiences and position the
Division on the cutting edge of museum education.
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Naples Depot Museum
Recent improvements at the Naples Depot Museum include replacing deteriorated exterior
doors and the restoration of the 1947 Budd Tavern Train Car. A network upgrade and security
camera installation is planned for this year.
Projects planned for FY 19 include the adaptive reuse of the Baggage Car to house the Chamber
of Commerce Visitor Center being funded by the Tourism Division, audio visual and public-
address improvements for the travelling exhibit/lecture space, and restoration of the caboose,
to complete the upgrades to all rolling stock on site.
Future projects include consolidation of electrical service to allow for creation of office space
currently used for storage and utility, window and building repairs intended for state grant
funding and, finally, exhibit upgrades in the out years.
Marco Island Historical Museum
Recent improvements at the Marco Island Historical Museum include the completion of the
Pioneer Gallery, installation of the beautiful Window and Doors to History exterior exhibit
funded by the Marco Island Historical Society, and installation of additional exterior railings to
assure patron safety while enjoying it. Network upgrades and security camera installation have
been completed as part of a systemwide initiative and also to facilitate the upcoming artifacts
loan project.
FY 19 projects, again in preparation for the artifacts loan, include the installation of a back-up
generator in the museum building to maintain security, temperature, and relative humidity in
event of a power failure, and a significant investment by the Marco Island Historical Society in
upgrades to the exhibits, cases, and displays in the two Calusa galleries.
During the period of the artifacts loan, no new building improvements can be undertaken.
Planned projects for that time include creation of an outdoor learning space by expanding the
gazebo area, and beginning planning for the next CIP window, which should rightly be done as a
joint project among the Museum Division, Historical Society, and the larger community.
Rosemary Cemetery
Other than minor repairs due to Hurricane Irma, no investment is needed for Rosemary
Cemetery at this time or anticipated in the five-year window.
Systemwide Projects
A planned systemwide project is the engagement of a consultant to address barriers to
participation and accessibility issues for diverse audiences in FY 21. A future strategic plan
should include plans to address the findings of such a report.
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Collections
The museum has been a collecting institution since 1977. As with many such institutions, the collection
was begun without a serious amount of thought toward future intent, and as a result early records are
incomplete. Many items in the collection lack proper Deeds of Gift and other important documentation.
The existing Collections Policy (Resolution 87-200) was adopted in 1987 and has never been revised.
The first professional Curator of Collections was hired in 1997. A major step toward professionalizing the
collections practices was taken in 2001 with the purchase and implementation of Past Perfect
collections management software. To date, it holds just over 13,000 catalog records. This is a small
fraction of the collection and there is a tremendous backlog for data entry. In addition, a prior lack of
streamlined processes has left many “found in collection” objects.
Significant progress has been made recently in collections management. The most recent version of Past
Perfect was networked for staff access in Q1 of FY 18. The database now is housed on the Division’s own
server to ensure proper back-up procedures. The first large-scale digitization project was also launched
Q1 of FY 18. Everglades Echo newspapers from 1980 to 1992 will be digitized using optical character
Recognition (OCR) to make the scans searchable for facilitation of research needs. Conservation and
restoration efforts have been completed on the Kokomis and are planned for the Lee Tidewater Cypress
Locomotive No. 2 when funds become available. The former was sponsored by the Friends of the Collier
County Museum, with the work being performed by a member of one of the County’s pioneering
families, Bem Storter. In addition, the Collections Committee has been diligently working to locate
appropriate homes for “found in collection” objects as well as deaccessioning objects that are no longer
relevant to the museum’s mission.
The Collections Committee will build on these successes with collections management improvements
focused on access, conservation, and storage and growth. Projects include training relevant staff on use
of Past Perfect and making the catalog available online, updating the existing Collections Policy,
continued digitizing of archival materials, and creating plans for collections conservation, storage and
acquisition. Details of the plan with actions steps, measures and targets is included in Appendix E.
The Key Marco Cat Loan
The return on loan of Key Marco artifacts has been a shared objective of the Collier County Museum and
the Marco Island Historical Society for more than two decades. There are no better artifacts in the world
through which to engage, inspire, and educate people about Florida’s early Native American cultures. A
temporary exhibit of important Key Marco artifacts will enable Marco Islanders, Floridians, and visitors
from around the world to recognize the incredible complexity and artistic achievements of the people
who lived on Marco Island centuries earlier. Seeing the artifacts in their place of origin will add to the
appeal for residents and visitors.
Joint applications from the Collier County Museums and the Marco Island Historical Society to borrow
significant artifacts found on Marco Island during the 1896 Pepper-Hearst Archaeological Expedition
from the Smithsonian Institution and University of Pennsylvania were submitted and reviewed and
approved by the lending institutions. Each institution proffered a loan agreement that enumerates
specific conditions under which the items may be borrowed. Important requirements include precise
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construction specifications for display cases, maintenance of specific temperatures and relative
humidity, and the provision of appropriate electronic surveillance and manned security. Together the
Museum Division and the Marco Island Historical Society can meet all named stipulations.
The Museum Division and the Marco Island Historical Society have developed a Memorandum of
Understanding specific to this project, outlining each organization’s roles and responsibilities in hosting
the exhibition. In general, the Museum Division will assume responsibility for site security and costs
related to insurance and crating and shipping. The Marco Island Historical Society will assume
responsibility for mount making and case modifications, environmental monitoring and reporting,
upgrades to the interpretive aspects of existing exhibits, and miscellaneous other costs. The term of the
agreement extends through 30 days after the satisfactory return of the artifacts to the lending
institutions. The Board of County Commissioners approved the loan agreements and the Memorandum
of Understanding in June of 2017.
In preparation for this exhibit, the Museum Division is investing approximately $45,000 in the Marco
Island Historical Museum for security surveillance systems, $150,000 in to install back-up generator
power. Operating expenses associated with providing manned security are estimated at $138,000 over
the 30-month period of the loan (not incurred until FY 19). The Marco Island Historical Society expects
to invest $250,000 in permanent facility upgrades for this project, and will cover some additional
operating expenses over the same 30-month period as well. The Marco Island Historical Society may
produce an exhibition catalog or other collateral for fundraising purposes. Any revenues realized will be
re-invested in the Museum.
The artifacts are scheduled to arrive in November 2018 and stay on display at the Marco Island Historical
Museum through April 2021. A Gantt chart outlining activities to be undertaken by each organization in
preparation for and through the period of the loan agreement is attached as Appendix F.
Marketing
The marketing landscape for cultural institutions like the Collier County Museums has gone through
significant changes over the past five to ten years and continues to change at a rapid pace. Much of this
change can be attributed to the advancement and adoption of new technologies like video marketing
and social media, and a distinct move away from traditional mediums such as newspaper advertising
and direct mailings. With these changes in consideration, the marketing strategy for Collier County
Museums has been developed at a relatively high level: to develop a unified message, deliver the
message to the widest possible audience, and evaluate its effectiveness.
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Collier County Museums has traditionally
invested most of its marketing efforts in
promotion of individual exhibits and events,
and a focus on highlighting the differences
among museum locations. This approach
may have increased visitation or attention
on one specific moment at a single location,
but did little to promote Collier County
Museums as a system of five museum
locations that contribute to the whole and
complement one another. Collier County
Museums aspires to unify as a single
branded system, offering five distinct
locations, that tell one larger story: the
history, heritage, and development of
Collier County. Once this unified message is developed, current audiences must be evaluated to discern
future audience growth opportunities, identify appropriate methods to reach these potential audiences,
and ensure that future marketing efforts continue to reach these existing audiences. As new audiences
are identified and added to marketing promotions, it is essential that evaluation is completed regularly
so that changes can be made to deliver the highest quality promotion in a fiscally responsible manner.
This overarching marketing “plan, do, check” model is elaborated upon with actions steps, measures,
and targets in Appendix G. In addition, an annual spending plan is developed cooperatively among the
Marketing Coordinator and members of the Leadership Team, and shared annually with staff from the
Tourism Division to assure alignment with overall tourist tax spending goals.
The public feedback process for this plan resulted in several comments and suggestions about
marketing, including better marketing to residents, working with civic and volunteer organizations, and
coordinating marketing for Roberts Ranch with other Immokalee area attractions.
Programming
Educational programming in museums has undergone a marked changed in the twenty-five years since
the American Alliance of Museums first published its report Excellence and Equity: Education and the
Public Dimension of Museums. The Museum Division strives to move to the forefront of these changes
by meeting and exceeding the expectations set forth by the report, particularly, the call to “assert
education at the center of their public service role.” In alignment with this directive and with the
museum’s overarching goals, upcoming programming initiatives will include: refining the collateral
associated with current programming, filling in obvious gaps in our programmatic offerings, identifying
barriers to program participation and addressing them, developing an evaluation system to implement a
“plan, do, check” loop for program development, and creating value-added programming that promotes
members of the team as experts and can generate earned income.
Refining education collateral allows the system to ensure that a baseline of information is covered at
each location, and also helps us begin to highlight stories that are underrepresented in our exhibits.
Develop a
unified
message
Deliver the
message to
the widest
possible
audience
Evaluate its
effectiveness
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Standardized docent guides will serve as a training guide for volunteers and also ensure a consistent and
professionally delivered customer experience. Likewise, family guides and self-guided tour aids will
guide the visitor experience and supplement permanent and temporary exhibits.
Increasing our programmatic offerings allows the museum to attract new audiences while maintaining
its core base. Diversity in scope is key for increasing visitation. An increase in family friendly programs,
night and weekend activities, and culturally sensitive programs will serve to attract new visitors.
Evaluating our effectiveness in reaching all members of the community will entail considerable self-
study and time to implement changes. Considerations for physical accessibility, providing more
enriching experiences for persons with physical and developmental disabilities, adapting offerings to all
ages, and ensuring that all community members in one way or another see themselves reflected in local
history—that we are telling, or at least touching, each person’s history—will all be part of examining and
removing barriers to participation. An evaluation system that uses feedback to inform future offerings
will help us further understand and meet the needs of the communities we serve. Once we’ve attracted
new visitors, we want to keep them coming back!
Finally, the breadth and depth of Division staff expertise is a secret we should no longer keep. Promoting
staff as the experts they are through podcasts, lecture offerings, and a speakers’ bureau helps develop
public trust in the museums as an authoritative voice on local history, and additionally has the potential
to be a source of earned revenue. A detailed action plan for achieving these objectives is attached as
Appendix H.
Comments from the public feedback process in developing this plan were that the respondent would
like to see more quality programming and that history programs should be coordinated with the
elementary and secondary schools. Although not specifically enumerated in this plan, such is a
continuing effort the Division engages in.
Revenue
As mentioned above, the primary funding source for the Museum Division is tourist taxes. As such, the
first and best defense against budgetary woes in the Museums is the development and maintenance of
relationships with the Tourist Development Council and Board of County Commissioners wherein the
Museums are valued for their contribution to the County’s tourism economy. While some may argue
that few visitors come to Collier County exclusively to visit its Museums, over 40% of visitors to Florida
participate in heritage tourism during their visits. The Museum Division’s intention is to make these
visits less happenstance and more intentional, positioning the Museums among the Naples Zoo, the
Children’s Museum of Naples and the Naples Botanical Gardens as “must see” cultural attractions for
families visiting the area.
For many years running, the Board of County Commissioners has adopted a revenue-centric budget
policy, wherein a business unit’s ability to generate its own revenue gives it dollar-for-dollar monetary
credit in budget development. In consideration of this, as well as the potential volatility of tourist tax
revenue stream, the Museum Division’s best interest is served by diversifying its revenue sources.
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The first additional revenue source the Museums are pursuing is grant funding. In addition to offsetting
tourist tax dollars, pursuit, receipt, and successful completion of these or similar grants will help position
the Museums among state and federal agencies as a respectable and professionally engaged institution.
This broader positive reputation enjoys a whole host of other benefits, such as recruiting power, a
lobbying voice, and general public recognition. However, grants should be viewed as subcontracting
arrangements and only pursued under the following conditions: 1. When the activity being funding is a
project that would have been undertaken in keeping with the Division’s mission if funding were not
otherwise an issue, and 2. When the Division is fully aware of the management and ongoing
responsibilities associated with the funding and is sure it has the capacity to meet them. There are
numerous grant opportunities that meet this test and could significantly enhance the Division’s ability to
maintain and deliver high-quality facilities and programming.
For the second year in a row, the Division has applied to the State of Florida Division of Historical
Resources Special Category Grant Program for structural stabilization and rehabilitation of the Roberts
home at the Immokalee Pioneer Museum at Roberts Ranch, requesting approximately $430,000. In 2017
the DHR Review and Ranking Committee ranked the project ninth among the submitted applications.
Unfortunately, at the end of the 2018 state legislative session, appropriations to the grant program were
not sufficient to fund the request. For 2018, the application ranked fifth. A legislative appropriation to
the rant program of $1.75 million of more will fully fund our request.
Additional grant funding that will be pursued includes national programs such as those of the Institute of
Museum and Library Sciences and/or the National Endowment for the Humanities, and local sources
such as the Florida Humanities Council and Collier County Community Foundation. Public feedback on
this plan included a suggestion to coordinate grant requests with local businesses.
The next area where effort will be invested in diversifying Museum revenues is in developing robust
Friends organizations. As mentioned above, the Museums benefit from key partnerships with The
Friends of the Collier County Museum, The Friends of the Museum of the Everglades, and The Marco
Island Historical Society. Again, these groups’ contributions are “off the books” for the County, and
therefore are not factored into the visible revenue-generation equation. This is unfortunate, as the time
investment on both sides is significant, and the financial rewards, though varied, harbor significant
potential. The nurturing of positive relationships with all three groups is critical to Museum Division
success. Staff must negotiate the delicate balance of supporting without supplanting (or being
supplanted by) these groups’ independence and achievements. Recently great strides have been made
in strengthening these relationships, and the revenue plan attached as Appendix I includes systematic
action steps for maintaining the same.
Over the last several years, the Museums have made faithful, though circumstantially restricted, efforts
at independent revenue generation through group tours, photo reproductions, and after-hours event
rentals. The Museum revenue plan includes objectives for improving the efficacy of these programs and
for developing new sources of earned revenue. An updated Fee Policy was approved by the Board of
County Commissioners in February to facilitate this.
A current focus is on improving the facility rental program which, following the termination of the
relationship with the contracted vendor in January, is being administered in-house. Capital planning for
facilities improvements and upgrades are being undertaken with revenue generation from rentals in
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mind, as appropriate. An example of this include the redesign of the Collier Museum at Government
Center garden, which will include areas appropriate for wedding and event rentals.
New sources of earned revenue included in the plan include limited retail, traveling exhibit rentals, and
development of value-added programming such as a speakers’ bureau and travelling trunks.
Radical changes in service delivery and projects of opportunity (such as charging admission to the
Museums or participating in naming rights programs) are include in the plan as potential revenue
sources that are beyond the scope of what can realistically be pursued now, but should not be dismissed
out-of-hand. However, cost of administration, non-monetary secondary impacts, and physical site
improvement needs all should be evaluated very carefully before moving forward. Implementation of
any of these programs will require assessment of market interest, planning, Board of County
Commissioners approval, execution, and evaluation.
Temporary Exhibits
Temporary exhibits encourage repeat visitation and broaden the Museums’ audience by introducing
new and diverse topics. Temporary exhibits should serve the mission and give more dimension to
permanent exhibits – showing different perspectives and giving voices to people who may have been
marginalized by traditional telling of history.
Four of the five museum locations have dedicated spaces for temporary exhibits. Only the Immokalee
Pioneer Museum at Roberts Ranch lacks a dedicated space, although the location has space enough to
feature temporary exhibits if desired. An untapped opportunity all locations can explore is the possibility
for outdoor exhibits or pop-up exhibits in smaller or under-utilized areas.
Traditionally each Museum Manager has been responsible for booking temporary exhibits, and content
has run the gamut from detailed aspects of Southwest Florida history to the works of local abstract
artists to travelling exhibits of national and international interest. The Temporary Exhibits Committee
examined current and best practices and created a plan that allows for autonomy and location-based
decision-making among Museum Managers, but also fosters collaboration and thematic unity to draw
the sites within the system together. This strategy capitalizes on the paradox of the Collier County
Museums Division: five distinct locations with unique stories united by common governance and
geography to create a complete picture of the history of Collier County.
Each Museum Manager remains ultimately responsible for the temporary exhibits at their respective
location. Choices and decisions regarding exhibit content and themes will be the result of collaboration
with colleagues both individually and as groups: specifically, Administration, Education and Collections
(the Director and Curators of those areas), the Leadership Team, and the standing committee dedicated
to Temporary Exhibits. Brainstorming topics and ideas is more productive as a team effort rather than
working in a vacuum.
The Temporary Exhibits Committee determined that consideration should be given to significant
anniversaries, cultural heritage months, and seasonal themes when planning an exhibit schedule (for
example, hurricane season, harvest festival, or swamp buggy races). This helps grow and diversify our
audiences by partnering with our communities for local events or piggybacking on trending topics.
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Annually each location will participate in presenting its own take of an aspect of a single theme. (For
example, for a theme of food the Marco Island Historical Museum could focus on clams, Museum of the
Everglades grapefruit a la Deep Lake, beef at Immokalee Pioneer Museum at Roberts Ranch, stone crab
at the Naples Depot Museum, and hearts of palm at Collier Museum at Government Center.) The first
coordinated effort at systemwide thematic temporary exhibits will coincide with Collier County’s
Centennial in 2023.
Temporary exhibits will be scheduled in three four-month seasons: January through April, May through
August, and September through December. The hosting of a temporary exhibit can span over seasonal
breaks if necessary. The length of a temporary exhibit will vary based on internal and external factors. It
is not recommended that a temporary exhibit be hosted if it cannot be on display for one full month,
though some exceptions may apply. Consideration will be given to seasonal themes, as noted above,
and also to what might appeal more to seasonal visitors versus year-round residents. To allow for
appropriate marketing plans for temporary exhibits will be solidified eight weeks prior to the season in
which they will be held, with an ultimate goal of the planning process being completed one year in
advance.
Finally, the Temporary Exhibits Committee recommends a mix of renting exhibits produced by other
institutions and curating temporary exhibits in-house. Developing temporary exhibits that could travel
to other institutions for a fee is a goal of the earned revenue plan. Similarly, the revenue plan and new
Fee Policy contemplate admission to temporary exhibits and fee-based destination events. A complete
Temporary Exhibits plan, with action steps, measures, and targets is include as Appendix J.
Feedback from the public input process in this plan included doing a temporary exhibit on dark night
skies and bringing more arts to Immokalee.
Conclusion
The Museum Division grew from one location to five in a short period of time, proving the trust of the
community but limiting opportunities for long-range planning. With new personnel in key leadership
positions, the Division has defined a new direction forward based on four broad goals: grow and
diversify our audience; refine the stories we tell; diversify our revenue streams; and foster a
collaborative team. While sufficient future funding to meet all Division needs (let alone the ambitions of
this plan) is not guaranteed, the pursuit of excellence through accreditation, stewardship, outreach, and
fiscal responsibility should create a foundation worthy of future investment.
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Appendix A - Museums Divisions Leadership Team SWOT Analysis February 2017
Strengths:
• A quality staff with a variety of backgrounds and
knowledge.
• 5 very distinct museums that tell and has the ability to
tell all of the history of Collier County
• Earmarked funding stream outside of general revenue
• Programs offered free to general public/schools
• Subject area specialists among staff in the system
• Adequate staff resources to operate each facility
• Key partnerships – particularly MIHS, FofCCM, FofMOE
• Documentary and photographic archive that is partially
catalogued
• High exhibit quality at Depot and MIM; Some moderate
to high quality exhibits at other facilities; Some outdated
exhibits
• County structure, defined bottom line
• Broad support network, strong team
• Growing support from Collier County Tourism office
• New exhibits
• Diversity of staff skill sets
• New and established talent on staff
• Commitment from volunteers
• Commitment from staff
• Non-ad valorem funding source
• BOCC and CMO support
Weaknesses:
• No clear and distinct mission
• Silos
• No clear understanding of how each function of the
museum is performed; e.g. are all exhibits generated by
the Curator of Collections in conjunction with the
museum managers?
• Collections that don’t relate to Collier County history.
• No clear understanding of the direction of the museum.
• Mission creep, particularly in events
• Lack of branding – individually and collectively
• Lack of diversity in revenue sources
• Absence of marketing evaluation for effectiveness;
marketing overall appears to be a weakness
• Inequitable resources and use of resources between
facilities (which could potentially lead to internal
competition)
• Lack of coordinated efforts for openings, exhibits, other
events
• Untapped potential of staff and facilities, and potentially
of volunteers and Friends groups
• Lack of a cohesive strategic plan
• Limited access to museum collections among staff
• Disconnected geographic locations
• Lack of established Division training protocol
• Lack of established fill-in or on-call system
• Poor methods of gathering visitor data
• Lack of consistency in processes among locations
• Lack of diversity in revenue sources
• Old negative behaviors persist
• Lack of communication/direction
• BOCC/CMO?
Opportunities:
• A majority new staff brings new ideas.
• Collaborative efforts (internal and external)
• The chance to completely rewrite and retell the stories
that we tell.
• Income generation through programming
• Diversify funding through retail, membership, external
events, and grant sources
• Immokalee is a Federal Promise Zone and a REDI
community as defined by state funding agencies
• Building partnerships across the tourism and attraction
communities
• Use marketing to diverse audiences to the system
• Add digital content to museum facilities and expanded
digital footprint online
• Increase accessibility to sites, site features, and
collections
• Oral history projects
• Internally generated research projects on our collections
(i.e., reputation building)
• Strategic planning
• Perceived value in the community
• Review/retool special events
• Ability to hit the “refresh” button
• Establish new lines/methods of communication
• Start fresh/rewrite the vision
• Museums are “cool” again
• Ability to raise revenue
• Ability to engage the community
• Ability to establish MOUs with Friends groups
Threats:
• Outside influences
• Lack of collaboration
• Deferred maintenance on historic structures
• Staff training and internal growth
• Accessibility challenges or inaccessible areas at multiple
facilities
• Lack of diverse funding streams
• Lack of strategic plan
• Friends groups/Historical Society – Have too much power
and influence
• Limited volunteer pool that decides where and when to
work
• Perceived value in the community
• Fundraising in a government environment
• Friends groups
• Historic baggage/past track record/community
perception
• Difficulty embracing change
• Everyone not being on the same page (and accountable)
• Lack of assessment/data on facilities infrastructure needs
• Lack of understanding on purchasing and finance
protocol
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AMERICAN ASSOCIATION OF MUSEUMS
Museum Advancement & Excellence
Accreditation Program
______________________________________________________
1575 EYE STREET NW, SUITE 400
WASHINGTON, DC 20005
202.289.1818
FAX 202.289.6578
www.aam-us.org
Page 1 of 3
Accreditation Program Standards:
Characteristics of an Accreditable Museum
Approved by the Accreditation Commission on December 3, 2004
Effective January 1, 2005
Public Trust & Accountability
• The museum is a good steward of its resources held in the public trust.
• The museum identifies the communities it serves, and makes appropriate decisions in
how it serves them.
• Regardless of its self-identified communities, the museum strives to be a good
neighbor in its geographic area.
• The museum strives to be inclusive and offers opportunities for diverse participation.
• The museum asserts its public service role and places education at the center of that
role.
• The museum demonstrates a commitment to providing the public with physical and
intellectual access to the museum and its resources.
• The museum is committed to public accountability and is transparent in its mission and
its operations.
• The museum complies with local, state, and federal laws, codes, and regulations
applicable to its facilities, operations, and administration.
Mission & Planning
• The museum has a clear understanding of its mission and communicates why it exists
and who benefits as a result of its efforts.
• All aspects of the museum’s operations are integrated and focused on meeting its
mission.
• The museum’s governing authority and staff think and act strategically to acquire,
develop, and allocate resources to advance the mission of the museum.
• The museum engages in ongoing and reflective institutional planning that includes
involvement of its audiences and community.
• The museum establishes measures of success and uses them to evaluate and adjust
its activities.
16.D.7.a
Packet Pg. 763 Attachment: Collier County Museums Strategic Plan - for BCC (6823 : Recommendation to adopt the Museum Division 2018 Strategic Plan.)
Page 2 of 3
Characteristics of an Accreditable Museum
1-1-05
Leadership & Organizational Structure
• The governance, staff, and volunteer structures and processes effectively advance the
museum’s mission.
• The governing authority, staff, and volunteers have a clear and shared understanding
of their roles and responsibilities.
• The governing authority, staff, and volunteers legally, ethically, and effectively carry
out their responsibilities.
• The composition, qualifications, and diversity of the museum’s leadership, staff, and
volunteers enable it to carry out the museum’s mission and goals.
• There is a clear and formal division of responsibilities between the governing authority
and any group that supports the museum, whether separately incorporated or
operating within the museum or its parent organization.
Collections Stewardship
• The museum owns, exhibits, or uses collections that are appropriate to its mission.
• The museum legally, ethically, and effectively manages, documents, cares for, and
uses the collections.
• The museum’s collections-related research is conducted according to appropriate
scholarly standards.
• The museum strategically plans for the use and development of its collections.
• Guided by its mission, the museum provides public access to its collections while
ensuring their preservation.
Education & Interpretation
• The museum clearly states its overall educational goals, philosophy, and messages,
and demonstrates that its activities are in alignment with them.
• The museum understands the characteristics and needs of its existing and potential
audiences and uses this understanding to inform its interpretation.
• The museum’s interpretive content is based on appropriate research.
• Museums conducting primary research do so according to scholarly standards.
• The museum uses techniques, technologies, and methods appropriate to its
educational goals, content, audiences, and resources.
• The museum presents accurate and appropriate content for each of its audiences.
• The museum demonstrates consistent high quality in its interpretive activities.
• The museum assesses the effectiveness of its interpretive activities and uses those
results to plan and improve its activities.
Financial Stability
• The museum legally, ethically, and responsibly acquires, manages, and allocates its
financial resources in a way that advances its mission.
• The museum operates in a fiscally responsible manner that promotes its long-term
sustainability.
16.D.7.a
Packet Pg. 764 Attachment: Collier County Museums Strategic Plan - for BCC (6823 : Recommendation to adopt the Museum Division 2018 Strategic Plan.)
Page 3 of 3
Characteristics of an Accreditable Museum
1-1-05
Facilities & Risk Management
• The museum allocates its space and uses its facilities to meet the needs of the
collections, audience, and staff.
• The museum has appropriate measures to ensure the safety and security of people,
its collections and/or objects, and the facilities it owns or uses.
• The museum has an effective program for the care and long-term maintenance of its
facilities.
• The museum is clean and well-maintained, and provides for the visitors’ needs.
• The museum takes appropriate measures to protect itself against potential risk and
loss.
16.D.7.a
Packet Pg. 765 Attachment: Collier County Museums Strategic Plan - for BCC (6823 : Recommendation to adopt the Museum Division 2018 Strategic Plan.)
Appendix C - Accreditation Timeline
Q1 FY 18Q2 FY 18Q3 FY 18Q4 FY 18Q1 FY 19Q2 FY 19Q3 FY 19Q4 FY 19Q1 FY 20Q2 FY 20Q3 FY 20Q4 FY 20Q1 FY 21Q2 FY 21Q3 FY 21Q4 FY 21Q1 FY 22Q2 FY 22Q3 FY 22Q4 FY22Q1 FY 23Q2 FY 23Q3 FY 23Q4 FY23Q1 FY 24Q2 FY 24Q3 FY 24Q4 FY24Q1 FY 25Q2 FY 25Q3 FY 25Q4 FY25Address 2010 MAP
Recommendations
Conduct StEPs Assessment
Implement Changes Resulting
from StEPs Assessment
Conduct MAP Organizational
Assessment
Implement Changes Resulting
from MAP Organizational
Assessment
Conduct MAP Collections
Assessment
Implement Changes Resulting
from MAP Collections
Assessment
Conduct MAP Community
Engagement Assessment
Implement Changes Resulting
from MAP Community
Engagement Assessment
Conduct CAP Assessment
Implement Changes Resulting
from CAP Assessment
Complete Core Documents
Complete Accrediation
16.D.7.a
Packet Pg. 766 Attachment: Collier County Museums Strategic Plan - for BCC (6823 : Recommendation to adopt the
Location Project FY17 FY18 FY19 FY20 FY21 FY22 FY23 TOTAL
Collier Museum at Government Center Craighead Lab Renovations 54,000.00$ 54,000.00$
Historic Buildings Evaluation 55,000.00$ 55,000.00$
Huntoon Renovations 111,000.00$ 111,000.00$
Naples Cottage Renovations 120,000.00$ 120,000.00$
Rogers Studio Renovations 235,000.00$ 16,000.00$ 251,000.00$
Garden Small Projects 50,000.00$ 50,000.00$
Garden Redesign 70,000.00$ 70,000.00$
Garden Renovation Phase I 230,000.00$ 230,000.00$
Garden Renovation Phase II 170,000.00$ 170,000.00$
Garden Renovation Phase III 65,000.00$ 65,000.00$
Collier Museum at Government Center Subtotal 235,000.00$ 104,000.00$ 70,000.00$ 230,000.00$ 225,000.00$ 176,000.00$ 136,000.00$ 1,176,000.00$
Museum of the Everglades Parking Lot Engineering and Resurfacing 87,000.00$ 87,000.00$
Hurricane Irma Repairs 35,000.00$ 35,000.00$
IT and Security Upgrade 35,000.00$ 35,000.00$
Historic Building Evaluation 10,000.00$ 10,000.00$
HVAC Replacement 18,000.00$ 32,000.00$ 50,000.00$
Windows and Buidling Fabric Repairs 140,000.00$ 140,000.00$
Roof Replacement 100,000.00$ 100,000.00$
Lecture Space A/V and PA Improvements 32,000.00$ 32,000.00$
Exhibit Masterplanning 28,000.00$ 28,000.00$
Exhibit Redesign, Fabrication and Installation 150,000.00$ 150,000.00$
Museum of the Everglades Subtotal 87,000.00$ 98,000.00$ 64,000.00$ 100,000.00$ 140,000.00$ 28,000.00$ 150,000.00$ 667,000.00$
Immokalee Pioneer Museum at Roberts Ranch IT and Security Upgrade 42,000.00$ 42,000.00$
Visitor Center Improvements 67,000.00$ 67,000.00$
Roberts Home Repairs 92,000.00$ 364,000.00$ 30,000.00$ 486,000.00$
Chickee Replacement 50,000.00$ 50,000.00$
Site Masterplanning 86,000.00$ 86,000.00$
Site Improvements Implementation Phase I 95,000.00$ 95,000.00$
Site Improvements Implementation Phase II 125,000.00$ 125,000.00$
Site Improvements Implementation Phase III 325,000.00$ 400,000.00$ 725,000.00$
Horse Barn Adaptive Reuse 23,000.00$ 125,000.00$ 100,000.00$ 250,000.00$ 498,000.00$
Bunk House Adaptive Reuse 9,000.00$ 38,000.00$ 35,000.00$ 65,000.00$ 147,000.00$
Small Structures Repairs 5,000.00$ 73,000.00$ 40,000.00$ 118,000.00$
Immokalee Pioneer Museum at Roberts Ranch Subtotal 42,000.00$ 67,000.00$ 215,000.00$ 745,000.00$ 330,000.00$ 640,000.00$ 400,000.00$ 2,439,000.00$
Naples Depot Museum Exterior Doors Replacement 16,000.00$ 16,000.00$
Tavern Car Restoration 247,000.00$ 247,000.00$
IT and Security Upgrade 92,000.00$ 92,000.00$
Baggage Car Adaptive Reuse 600,000.00$ 600,000.00$
Caboose Restoration 31,000.00$ 31,000.00$
Lecture Space A/V and PA Improvements 15,000.00$ 15,000.00$
Electrical Upgrade and Office Space Creation 121,000.00$ 121,000.00$
Windows and Buidling Fabric Repairs 218,000.00$ 218,000.00$
Loading Dock Replacement 42,000.00$ 42,000.00$
Exhibits Upgrades 60,000.00$ 100,000.00$ 160,000.00$
Naples Depot Museum Subtotal 16,000.00$ 339,000.00$ 646,000.00$ 121,000.00$ 260,000.00$ 60,000.00$ 100,000.00$ 1,542,000.00$
Apprendix D - Capital Improvement Plan (Projects)
16.D.7.a
Packet Pg. 767 Attachment: Collier County Museums Strategic Plan - for BCC (6823 : Recommendation to adopt the
Marco Island Historical Museum Railings Installation 22,000.00$ 22,000.00$
Pioneer Gallery Design, Fabrication and Installation 300,000.00$ 300,000.00$
Exterior Windows and Doors Exhibit 46,000.00$ 46,000.00$
IT and Security Upgrade 51,000.00$ 51,000.00$
Generator Engineering and Installation 150,000.00$ 150,000.00$
Calusa Gallery Exhibit Upgrades 250,000.00$ 250,000.00$
Outdoor Classroom Creation 10,000.00$ 89,000.00$ 99,000.00$
Needs Assessment for Next CIP 12,000.00$ 12,000.00$
Masterplanning for Next CIP 170,000.00$ 170,000.00$
Marco Island Historical Museum Subtotal 419,000.00$ 400,000.00$ 10,000.00$ 89,000.00$ -$ 12,000.00$ 170,000.00$ 1,100,000.00$
Systemwide Projects Accessibility Assessment 35,000.00$ 35,000.00$
Systemwide Projects Subtotal -$ -$ -$ -$ 35,000.00$ -$ -$ 35,000.00$
Division TOTAL 799,000.00$ 1,008,000.00$ 1,005,000.00$ 1,285,000.00$ 990,000.00$ 916,000.00$ 956,000.00$ 6,959,000.00$
16.D.7.a
Packet Pg. 768 Attachment: Collier County Museums Strategic Plan - for BCC (6823 : Recommendation to adopt the
Appendix D - Capital Improvement Plan - Funding
Location Project Private Funding Source Insurance Proceeds/FEMA Reimbursement Marco Island Historical Society Tourism Division Division of Historical Resources Grant Division of Cultural Resources Grant CDBG Grant Foundation Grant Fund 314 Museum Capital Dollars TOTAL
Collier Museum at Government Center Craighead Lab Renovations 54,000.00$ 54,000.00$
Historic Buildings Evaluation 55,000.00$ 55,000.00$
Huntoon Renovations 111,000.00$ 111,000.00$
Naples Cottage Renovations 120,000.00$ 120,000.00$
Rogers Studio Renovations 235,000.00$ 16,000.00$ 251,000.00$
Garden Small Projects 50,000.00$ 50,000.00$
Garden Redesign 70,000.00$ 70,000.00$
Garden Renovation Phase I 230,000.00$ 230,000.00$
Garden Renovation Phase II 170,000.00$ 170,000.00$
Garden Renovation Phase III 65,000.00$ 65,000.00$
Collier Museum at Government Center Subtotal 235,000.00$ -$ -$ -$ -$ -$ -$ -$ 941,000.00$ 1,176,000.00$
Museum of the Everglades Parking Lot Engineering and Resurfacing 87,000.00$ 87,000.00$
Hurricane Irma Repairs 35,000.00$ 35,000.00$
IT and Security Upgrade 35,000.00$ 35,000.00$
Historic Building Evaluation 10,000.00$ 10,000.00$
HVAC Replacement 10,000.00$ 40,000.00$ 50,000.00$
Windows and Buidling Fabric Repairs 140,000.00$ 140,000.00$
Roof Replacement 100,000.00$ 100,000.00$
Lecture Space A/V and PA Improvements 32,000.00$ 32,000.00$
Exhibit Masterplanning 28,000.00$ 28,000.00$
Exhibit Redesign, Fabrication and Installation 150,000.00$ 150,000.00$
Museum of the Everglades Subtotal -$ 45,000.00$ -$ -$ 140,000.00$ -$ -$ -$ 482,000.00$ 667,000.00$
Immokalee Pioneer Museum at Roberts Ranch IT and Security Upgrade 42,000.00$ 42,000.00$
Visitor Center Improvements 67,000.00$ 67,000.00$
Roberts Home Repairs 440,000.00$ 46,000.00$ 486,000.00$
Chickee Replacement 50,000.00$ 50,000.00$
Site Masterplanning 86,000.00$ 86,000.00$
Site Improvements Implementation Phase I 95,000.00$ 95,000.00$
Site Improvements Implementation Phase II 125,000.00$ 125,000.00$
Site Improvements Implementation Phase III 725,000.00$ 725,000.00$
Horse Barn Adaptive Reuse 475,000.00$ 23,000.00$ 498,000.00$
Bunk House Adaptive Reuse 138,000.00$ 9,000.00$ 147,000.00$
Small Structures Repairs 118,000.00$ 118,000.00$
Immokalee Pioneer Museum at Roberts Ranch Subtotal -$ -$ -$ -$ 440,000.00$ 613,000.00$ 50,000.00$ 725,000.00$ 611,000.00$ 2,439,000.00$
Naples Depot Museum Exterior Doors Replacement 16,000.00$ 16,000.00$
Tavern Car Restoration 247,000.00$ 247,000.00$
IT and Security Upgrade 92,000.00$ 92,000.00$
Baggage Car Adaptive Reuse 600,000.00$ 600,000.00$
Caboose Restoration 31,000.00$ 31,000.00$
Lecture Space A/V and PA Improvements 15,000.00$ 15,000.00$
Electrical Upgrade and Office Space Creation 121,000.00$ 121,000.00$
Windows and Buidling Fabric Repairs 218,000.00$ 218,000.00$
Loading Dock Replacement 42,000.00$ 42,000.00$
Exhibits Upgrades 160,000.00$ 160,000.00$
Naples Depot Museum Subtotal -$ -$ -$ 600,000.00$ 218,000.00$ -$ -$ -$ 724,000.00$ 1,542,000.00$
Marco Island Historical Museum Railings Installation 22,000.00$ 22,000.00$
Pioneer Gallery Design, Fabrication and Installation 300,000.00$ 300,000.00$
16.D.7.a
Packet Pg. 769 Attachment: Collier County Museums Strategic Plan - for BCC (6823 : Recommendation to adopt the
Exterior Windows and Doors Exhibit 46,000.00$ 46,000.00$
IT and Security Upgrade 51,000.00$ 51,000.00$
Generator Engineering and Installation 150,000.00$ 150,000.00$
Calusa Gallery Exhibit Upgrades 250,000.00$ 250,000.00$
Outdoor Classroom Creation 99,000.00$ 99,000.00$
Needs Assessment for Next CIP 12,000.00$ 12,000.00$
Masterplanning for Next CIP 170,000.00$ 170,000.00$
Marco Island Historical Museum Subtotal -$ -$ 296,000.00$ -$ -$ -$ -$ -$ 804,000.00$ 1,100,000.00$
Systemwide Projects Accessibility Assessment 35,000.00$ 35,000.00$
Systemwide Projects Subtotal -$ -$ -$ -$ -$ -$ -$ -$ 35,000.00$ 35,000.00$
-$
Division TOTAL TOTAL 235,000.00$ 45,000.00$ 296,000.00$ 600,000.00$ 798,000.00$ 613,000.00$ 50,000.00$ 725,000.00$ 3,597,000.00$ 6,959,000.00$
16.D.7.a
Packet Pg. 770 Attachment: Collier County Museums Strategic Plan - for BCC (6823 : Recommendation to adopt the
Project FY17 FY18 FY19 FY20 FY21 FY22 FY23 TOTAL
Private Funding Source 235,000.00$ 235,000.00$
Insurance Proceeds/FEMA Reimbursement 45,000.00$ 45,000.00$
Marco Island Historical Society 46,000.00$ 250,000.00$ 296,000.00$
Tourism Division 600,000.00$ 600,000.00$
Division of Historical Resources Grant 440,000.00$ 358,000.00$ 798,000.00$
Division of Cultural Resources Grant 163,000.00$ 135,000.00$ 315,000.00$ 613,000.00$
CDBG Grant 50,000.00$ 50,000.00$
Foundation Grant 325,000.00$ 400,000.00$ 725,000.00$
Subtotal Leveraged Funds 281,000.00$ 295,000.00$ 600,000.00$ 653,000.00$ 493,000.00$ 640,000.00$ 400,000.00$ 3,362,000.00$
Fund 314 Museum Capital Dollars 518,000.00$ 713,000.00$ 405,000.00$ 632,000.00$ 497,000.00$ 276,000.00$ 556,000.00$ 3,597,000.00$
TOTAL 799,000.00$ 1,008,000.00$ 1,005,000.00$ 1,285,000.00$ 990,000.00$ 916,000.00$ 956,000.00$ 6,959,000.00$
Percent of Capital Projects Using Leveraged Funds 35%29%60%51%50%70%42%48%
Appendix D - Capital Improvement Plan (Affordability)
16.D.7.a
Packet Pg. 771 Attachment: Collier County Museums Strategic Plan - for BCC (6823 : Recommendation to adopt the
Strategic Goals Objectives Action/Steps Responsible Party Measure Target
Grow and Diversify Our Audience Past Perfect Online Begin conversation with IT about compliance for future plans to make catalog
available online.Curator of Collections and IT % complete 100% Q2 FY 21
Launch Past Perfect online catalog.Curator of Collections and IT % complete 100% Q1 FY 22
Digitize Appropriate Holdings Identify projects and develop budget. Curator of Collections % complete 100% Q2 FY 18
Research vendors and cost to capture 3-D photographs of significant collection
objects.Curator of Collections % complete 100% Q2 FY 19
Refine the Stories We Tell Update Existing Collections Policy Revise existing 1987 Collections Policy (Resolution 87-200). Committee revise first
draft for Director review.
Curator of Collections and
Collections Committee % complete 100% Q2 FY 18
Director review and submit RLS to CAO.Director %c complete 100% Q3 FY 18
Draft Executive Summary with CAO-approved policy for Commissioner approval. Director % complete 100% Q4 FY 18
Determine and Address Collections Storage Needs Identify and measure existing storage spaces. Curator of Collections % complete 100% Q1 FY 18
Inventory and evaluation of stored objects. Curator of Collections % complete 50% Q2 FY 18, 100% Q2 FY 19
Create retention schedule for administrative files. Coordinate efforts with
Administrative Services Dept.Curator of Collections ongoing ongoing
Create Acquisition Plan
Collections Committee drafts plan with input from site managers and Curator of
Education.
Curator of Collections, Collections
Committee, and Curator of
Education % complete 100% Q4 FY 18
Submit draft to Museum Director for approval.Director % complete 100% Q1 FY 19
Review plan for any potential revisions.
Curator of Collections, Collections
Committee, and Curator of
Education % complete 100% Q2 FY 22
Foster a Collaborative Team Address Cataloging Backlog Continue Past Perfect and museum related studies staff training via online
webinars and workshops. Curator of Collections ongoing ongoing
Develop summer internship for candidates with cataloging experience to assist with
backlog.Curator of Collections % complete 50% Q2 FY 18, 100% Q3 FY 19
Hire temporary job banker to assist with cataloging back log at branch locations. Director and Curator of Collections % complete 50% Q2 FY 18, 100% Q1 FY 19
Past Perfect Upgrade Procure software upgrade and licensing for network with 11-25 users. Curator of Collections % complete 100% Q4 FY17
Procure Virtual Machine (VM) to be created by IT and named BCCMUSEUM01 to
provide automatic back-ups. Curator of Collections and IT % complete 100% Q1 FY 18
Initial training available via Online User Guide. Online webinars and on-site
workshops available.Curator of Collections % complete ongoing
Develop Standards Guide for use by all staff.Curator of Collections % complete 50% Q4 FY 19
Diversify Our Revenue Streams Address Conservations Needs Create priority list and plan budget.Curator of Collections ongoing ongoing
Publicize completed projects.Curator of Collections and Marketing % complete 50% Q2 FY 18, 100% Q1 FY 19
Initiate Adopt-an-Artifact program as additional funding source, possibly through
FOCCM.
Director, Curator of Collections, and
Marketing Coordinator % complete 50% Q3 FY 18, 100% Q2 FY 19
Appendix E - Collections Plan
16.D.7.a
Packet Pg. 772 Attachment: Collier County Museums Strategic Plan - for BCC (6823 : Recommendation to adopt the
Appendix F - Artifacts Loan Timeline
Q1 FY 17Q2 FY 17Q3 FY 17Q4 FY 17Q1 FY 18Q2 FY 18Q3 FY 18Q4 FY 18Q1 FY 19Q2 FY 19Q3 FY 19Q4 FY 19Q1 FY 20Q2 FY 20Q3 FY 20Q4 FY 20Q1 FY 21Q2 FY 21Q3 FY 21Budget development and approval
Loan agreement approval
MOU development and approval
Security system install
Generator install
Arrangements for insurance coverage
Aarrangements for shipping
Arrangements for insitution personnel
Arrangements for onsite security
Funding initiatives
Display cases
Interpretive panels
Exhibition marketing
Artifacts on display
Development of interpetive
programming
Provision of interpretive programming
Provision of onsite security
Responsible Party
Collier County Museums
Marco Island Historical Society
Joint Responsibility
16.D.7.a
Packet Pg. 773 Attachment: Collier County Museums Strategic Plan - for BCC (6823 : Recommendation to adopt the
Strategic Goals Objectives Action/Steps Responsible Party Measure Target
Grow and Diversify Our Audience Identify current audience Research, develop, and implement protocol for ascertaining demographical information
Marketing Coordinator and
Marketing Committee % complete Q3 FY18
Using above, create a report of current market penetration
Marketing Coordinator and
Marketing Committee % complete Q4 FY18
Diversify target audience Research and identify available audiences in Collier County and surrounding region
Marketing Coordinator and
Marketing Committee % complete Q4 FY18
Develop and implement plan to reach new audiences
Marketing Coordinator and
Marketing Committee # of new audiences 3 minimum Q4 FY19
Diversify methods of communication Research and identify available marketing mediums
Marketing Coordinator and
Marketing Committee % complete Q3 FY18
Using above, develop marketing budget that encompasses at least 75% of available mediums Marketing Coordinator % complete ongoing, 100% each Q4 FY
Assess ROI of different mediums and adapt plan as needed to maximize efficacy Marketing Coordinator ongoing ongoing
Refine the Stories We Tell Develop system-wide "Brand" and message Create new logo for Collier County Museums
Director and Marketing
Coordinator % complete Q1 FY18
Develop message for Museums system
Director, Marketing
Coordinator, and Marketing
Committee % complete Q1 FY18
Develop new website that is informative, easy to use, and consistent with industry trends Marketing Coordinator % complete 75% Q1 FY18, 100% Q1 FY19
Develop Standards Guide for use by all staff Marketing Coordinator % complete Q2 FY18
Determine message effectiveness Create/distribute customer feedback survey to evaluate public perception of Museums Marketing Coordinator % complete ongoing, 100% each Q3 FY
Develop plan for further assessing public image of Collier County Museums
Marketing Coordinator and
Marketing Committee ongoing ongoing
Using Qualtrics, determine how visitors are learning about museums, events, exhibits Marketing Coordinator ongoing ongoing
Adapt marketing efforts as needed based on above feedback Marketing Coordinator ongoing ongoing
Foster a Collaborative Team Establish relevant organizational partnerships Identify individuals and organizations that can add to and enhance the Museum's mission
Director and Leadership
Team ongoing ongoing
Develop plan to approach these individuals and organizations, including what value we can provide
in return
Director and Leadership
Team ongoing, as needed ongoing
Implement plan, involving Friends groups and other partners as needed
Director and Leadership
Team ongoing, as needed ongoing
Foster inclusive collaboration within Collier County
Museums staff Develop semiannual evaluation survey to be distributed among staff Marketing Coordinator % complete Q3 FY18
Adapt marketing plan and budget as needed based on staff feedback Marketing Coordinator ongoing ongoing
Appendix G - Marketing Plan
16.D.7.a
Packet Pg. 774 Attachment: Collier County Museums Strategic Plan - for BCC (6823 : Recommendation to adopt the
Strategic Goals Objectives Action/Steps Responsible Party Measure Target
Grow and Diversify Our Audience Fill in obvious gaps in service Increase our digital footprint through podcast and videos Curator of Education and
Marketing Coordinator # podcasts per month 1 minimum beginning Q2 FY 19
Develop school-aged and pre-school offerings Curator of Education # programs per month 1 minimum beginning Q3 FY 18
Develop evening and weekend programs Curator of Education and
Marketing Coordinator # programs per month 1 minimum beginning Q3 FY 18
Develop young professonal programs Curator of Education and
Marketing Coordinator # events per year 3 minimum beginning FY 17
Evaluate and develop a plan to address accessibility Have county ADA office evaluate accessiblity at each site Curator of Education and Museum
Managers # sites evaluated 1 per quarter beginning FY 19
Bring in outside consultants as needed Director, Curator of Education and
Museum Managers # sites evaluated 5 completed FY 21
Refine the Stories We Tell Refine Collateral Associated with Curent Programs Rewrite Docent Guides Curator of Education and Museum
Managers # complete 5 by Q4 FY 18
Develop self-guided tours for each museum Curator of Education and Museum
Managers # complete 5 by Q4 FY 19
Evaluate all offerings Write and implement program specific Qualtrics Surveys Curator of Education and
Marketing Coordinator % complete 100% by Q3 FY 18, ongoing
thereafter
Complete AAM self study Accreditation Committee % complete 100% Q3 FY 22
Foster a Collaborative Team Create a speakers bureau of museum staff Each leadership team member develop a new presentation each year Curator of Education and
Leadership Team # complete annually 6 per year, minimum
Develop specific podcasts episodes highlighting each museum offerings Curator of Education and identified
staff # podcasts per month 1 minimum beginning Q2 FY 19
Diversify Our Revenue Streams Create travelling trunks Research need and develop plan to create trucks in accordance with
demand and budget Curator of Education
% plan complete
% implementation
complete
Plan 100% Q2 FY 20
Implementation 100% Q2 FY 21
Procure and create trunks according to plan Curator of Education # trunks created TBD by project plan
Market trunks and oversee their use Curator of Education and
Marketing Coordinator # trunks used per year TBD by project plan
Appendix H - Programming Plan
16.D.7.a
Packet Pg. 775 Attachment: Collier County Museums Strategic Plan - for BCC (6823 : Recommendation to adopt the
Strategic Goal Objective Action Steps Responsible Party Measure Target
Grow and Diversify Our Audiences Improve efficacy of existing sources of earned
revenue Make all marketable photos in collection available on website Curator of Collections % of photos available
50% FY 18
75% FY 19
100% FY 20
Investigate ROI of online ordering system and implement if warranted Curator of Collections
ROI report complete, implementation
plan prepared if warranted
report complete Q2 FY 19, if warranted
request included in FY 20 budget,
implementation complete Q4 FY 20
Promote availability of reproductions to target markets Marketing Coordinator # of targeted promotion activities 1 annually, minimum
revisit and walking pricing and update in fee policy
Director, with Leadership Team
input fee policy approved by BCC February 2018
update group tour and walking tour policies and procedures
Director, with Leadership Team
input internal P&P complete July 2018
promote availability of group tours and walking tours to target markets Marketing Coordinator # of targeted promotion activities 2 annually, minimum
terminate current outsourced contract for facilities rentals Director contract amendment approved by BCC September 2017
include renatls pricing in revised fee policy
Director and Marketing
Coordinator fee policy approved by BCC February 2018
write rentals policies and procedures
Director, Marketing Coordinator,
NDM Manager internal P&P complete July 2018
promote avilability of rentals to target markets Marketing Coordinator # of targeted promotion activities 4 annually, minimum
develop capital improvement plans that will improve rentable spaces
Director, with Leadership Team
input completed CIPs included in Strategic Plan January 2018
Refine the Stories We Tell Maintain an Openness to Radical Change and
Projects of Opportunity implement point of sale system, need anylsis of ROI before implementation plan, how to gauge?Director ROI report complete unknown
pursue naming rights opportunities, independent or within County initiatives?Director unknown ongoing
charge general admission, last resort, contingent upon point of sale and capital investment in site
configuration, may require additional staff Director unknown unknown
Foster a Collaborative Team Maintain and improve positive relationships with
major funding sources Meet or coordinate tourism marketing efforts with the CVB at least quarterly Marketing Coordinator
# of annual meeting/coordiantion
activities 4 minimum
Report and present to TDC on Museum data and events monthly Director or designee
# of annual meetings
attended/preentations 10 minimum
Personally invite appropriate BCC members to all relavent Museum events
Leadership team members, as self-
initiated or assigned # of invitations 1 each per location annually, minimum
Prodcue an annual report to share with stakeholders
Director and Marketing
Coordinator report produced annually Q1 of following year
Nurture relationships with and build capacity of
support and partner organizations Attend FOCCM meetings Director # of meetings attended miss no more than 1 annually
Maintain open dialog with FOCCM Director
# of written feedback documents
requested 1 annually, minimum
Address FOCCM needs through written plan reponding to solicited feedback Director # of response plans produced 1 annually, minimum
Implement agreed-upon plan to address FOCCM needs Director % complete, tasks in response plan 85% minimum
Participate in PSD program to ensure compliance within/among Friends groups Director % compliance with PSD program 100% compliance
Attend FOMOE meetings Manager, MOE # of meetings attended miss no more than 1 annually
Maintain open dialog with FOMOE Manager, MOE
# of written feedback documents
requested 1 annually, minimum
Address FOMOE needs through written plan reponding to solicited feedback Manager, MOE # of response plans produced 1 annually, minimum
Implement agreed-upon plan to address FOMOE needs Manager, MOE % complete, tasks in response plan 85% minimum
Appendix I - Revenue Plan
16.D.7.a
Packet Pg. 776 Attachment: Collier County Museums Strategic Plan - for BCC (6823 : Recommendation to adopt the
Participate in PSD program to ensure compliance within/among Friends groups Director and Manager, MOE % compliance with PSD program 100% compliance
Attend MIHS meetings Manager, MIHM # of meetings attended miss no more than 1 annually
Maintain open dialog with MIHS Manager, MIHM
# of written feedback documents
requested 1 annually, minimum
Address MIHS needs through written plan reponding to solicited feedback Manager, MIHM # of response plans produced 1 annually, minimum
Implement agreed-upon plan to address MIHS needs Manager, MIHM % complete, tasks in response plan 85% minimum
Participate in PSD program to ensure compliance within/among Friends groups Director and Manager, MIHM % compliance with PSD program 100% compliance
Diversify Revenue Streams Apply for and secure grant funding Apply for Division of Historical Resources and/or Division of Cultural Affairs funding
Leadership team members, as self-
initiated or assigned # of applications submitted minimum 1 annually
Apply for Intitute of Museum and Library Sciences and/or National Endowment for the Humanities
funding
Leadership team members, as self-
initiated or assigned # of applications submitted minimum 1 annually
Apply for Florida Humanities Council, Collier County Community Foundation, or other funding
Leadership team members, as self-
initiated or assigned # of applications submitted minimum 1 annually
Develop new sources of earned revenue Purchase inventory for Book sales at RR Manager, RR purchase complete Q1 FY 18
include pricing policy in revised fee policy for Book sales at RR Director fee policy approved by BCC February 2018
write policies and procedures for Book sales at RR Director and RR Manager internal P&P complete Q1 FY 18
monitor book sales program for efficacy, compliance/pitfalls RR Manager and PSD Ops monthly reporting/deposits throughtout FY 18
report on book sales program as pilot RR Manager and PSD Ops pilot assessment report complete EOY FY 18
include retail pricing policy in revised fee policy Director fee policy approved by BCC February 2018
adapt policies and procedures for retail sales Director internal P&P complete Q4 FY 18
institute retail sales program contingent upon RR pilot Director program implementation decision FY 19
include photo/video shoot pricing in revised fee policy
Director and Marketing
Coordinator fee policy approved by BCC February 2018
write photos/video shoot policies and procedures
Director and Marketing
Coordinator internal P&P complete July 2018
promote avilability for shoots to target markets Marketing Coordinator # of targeted promotion activities 1 annually, minimum
include traveling exhibit pricing in revised fee policy Director and Curator of Colletions fee policy approved by BCC February 2018
update traveling exhibit policies and procedures if necessary Director and Curator of Colletions internal P&P complete May 2018
promote avilability of exhibits to target markets
Marketing Coordinator and
Leadership Team # of targeted promotion activities 1 annually, minimum
include admission to temporary exhibit pricing policy in revised fee policy Director fee policy approved by BCC February 2018
write dmission to temporary exhibit policies and procedures
Director and Temp Exhibits
Committee internal P&P complete July 2018
on case-by-case basis, determine if admission to temporary exhibit implementation has ROI
Director and Temp Exhibits
Committee
ROI report complete, implementation
plan prepared if warranted ongoing
determine or develop menu of experts and content among staff for speakers bureau Curator of Education
programs complete (ppts and scripts
reviewed and approved), program
offering document complete Q4 FY 18
include speakers bureau pricing in revised fee policy Director and Curator of Education fee policy approved by BCC October 2019
write speakers bureau policies and procedures Director and Curator of Education internal P&P complete October 2019
promote availability of speakers to target markets Marketing Coordinator # of targeted promotion activities 1 annually, minimum
survey educators for area of need for travelling turnks Curator of Education survey results gathered Q1 FY 18
determine content and contents to meet established need fopr travelling trunks Curator of Education
survey results synthesized, FY 19 budget
request submitted Q2 FY18
procure and create materials for trunks Curator of Education goods purchased, materials created FY 19
include travelling trunk pricing in revised fee policy Director and Curator of Education fee policy approved by BCC October 2020
write travelling trunk policies and procedures Director and Curator of Education internal P&P complete October 2020
16.D.7.a
Packet Pg. 777 Attachment: Collier County Museums Strategic Plan - for BCC (6823 : Recommendation to adopt the
promote availability of traveling trucks to educators
Marketing Coordinator and Curator
of Education # of targeted promotion activities 1 annually, minimum
16.D.7.a
Packet Pg. 778 Attachment: Collier County Museums Strategic Plan - for BCC (6823 : Recommendation to adopt the
Strategic Goals Objectives Action/Steps Responsible Party Measure Target
Grow and diversify our audiences Expand and maintain a mix of subject matter Choose exhibit topics that will attract new audiences
Museum Manager with Curator of
Education, Curator of Collections,
TE Committee
visitation patterns,
public response ongoing
Maintain a mix of exhibit content and formats while (mostly)
focusing on the Division mission
Museum Manager & Curator of
Collections
variety in exhibits
mounted ongoing
Refine the stories we tell Diversify subject matter Choose topics for exhibits that "fill in the gaps" in the permanent
exhibit information
Museum Manager with Curator of
Education, Curator of Collections,
TE Committee
historic content in
exhibits mounted ongoing
Use a vareity of temporary exhibit sources Bring in exhibits developed by outside organiztions Museum Manager number of outside
exhibits hosted
2 annually, systemwide by
Q2 FY 19
Develop exhibits in-house Museum Manager number of in-house
exhibits created
2 annually, systemwide by
Q2 FY 19
Foster a collaborative team Formalize and unify the temporary exhibit program Establish policies, procdures and guidelines for temporary exhibits Temporary Exhibits Committee P&P/guidelines
developed and in use Q3 FY 18
Establish a seasonal schedule and deadlines for finalizing exhibit
plans
Director and Marketing
Coordinator
schedule complete and
deadlines published Q2 FY 18
Maintain a standing committee to serve as a resource to museum
managers for exhibit planning Temporary Exhibits Committee regular committee
meetings 3 times per year, minimum
Establish at least one theme annually that all locations will
participate in in some way
Temporary Exhibits Committee
with Director and Managers
number of locations
participating in theme
1 annually, beginning in
2020
Establish designated temporary exhibit space at all locations Temporary Exhibits Committee &
Museum Managers
temporary exhibit space
defined at all locations Q1 FY 18
Diversify our revenue streams Develop exhibits that can travel and be rented for a
fee
Identify subjects of broad interest, research, write and design
panels, identify appropriate artifacts if appropriate, package and
market the exhibit
Temporary Exhibits Committee,
Museum Manager, Leadership
Team members
number of traveling
exhibits developed
1 bi-annually, beginning in
2021
Appendix J - Temporary Exhibits Plan
16.D.7.a
Packet Pg. 779 Attachment: Collier County Museums Strategic Plan - for BCC (6823 : Recommendation to adopt the
STRATEGIC PLAN
PUBLIC FEEDBACK
Compiled digitally using the Qualtrics survey platform.
16.D.7.a
Packet Pg. 780 Attachment: Collier County Museums Strategic Plan - for BCC (6823 : Recommendation to
Please select which topics of the Collier County Museums Division strategic plan that
you would like to provide feedback. (check all that apply)
16.D.7.a
Packet Pg. 781 Attachment: Collier County Museums Strategic Plan - for BCC (6823 : Recommendation to
Please provide your feedback below for "General/Other"
I thought that the overall report was well done. It was very factual and not self-serving, which these reports
can quickly become. I thought that the progression of the report was very orderly and flowed well. I do
think that the exterior of the Museum at Government Center needs so much work and seemed to get a bit of
a short shrift.
I believe the museums should open later and stay open later. On numerous occasions I have seen personnel
ask visitors to leave. Sometimes it is large groups of people that are asked to leave. The museum personnel
start to close at 3:45pm. That is awfully early when you consider that many visitors are retired and
vacationers who are not on the 9-4 work schedule.
Thanks for asking for input from the volunteers regarding the draft of the Strategic Plan. It is a thorough
and well thought out document. Of course, reading it from the perspective of a volunteer, I was looking for
more detail on docent training and volunteer programming. Rewriting the docent guide is a good thing, and
I love the idea of staff members giving lectures and doing podcasts. In the SWOT analysis, the commitment
of the volunteers is seen as a strength but their untapped potential is seen as a weakness and the limited
pool of volunteers is seen as a threat. l probably would have characterized the untapped potential as an
opportunity and the limited pool as a weakness. Somehow I just don’t see any aspect of the volunteer
program as being a threat.
After reading the document I have several thoughts. First, I agree that more marketing needs to be done for
Collier County residents-many people I talk to have never visited us! Additionally, I didn't feel that the
majority of the weaknesses apply to our museum-it is a wonderful place!
This is an excellent process for soliciting input from all stakeholders. It's refreshing to see a holistic strategy
for the entire Museum system.
16.D.7.a
Packet Pg. 782 Attachment: Collier County Museums Strategic Plan - for BCC (6823 : Recommendation to
Please provide your feedback below for "Capital Improvements"
I thought that the Museum at Government Center needs a lot of sprucing up and should be a higher priority.
Replace unshielded bright outdoor lighting with dark-sky friendly lighting that uses shielding and warm
colors, preferably amber which is better for wildlife and nicer for people to look at, especially at museums
like this. See darksky.org for other recommendations. Thanks, Diana (South Florida resident)
Need dark sky friendly lighting. Replace ugly acorn and flood lights!
Please provide your feedback below for "Marketing"
Last year, our Greater Naples Leadership Leadership held its first session day, "Naples Past, Present, and
Future" at the Museum at Government Center. No one had been there before. Experiencing the Museum
first-hand was a great way to reach out to people who are interested in becoming active in the civic and
volunteer sphere of Naples. Maybe offering to host various groups-Newcomers, Kiwanis, etc., would bring
more influential people in and make them aware of the offerings of the Museums.
In Immokalee the marketing of Roberts Ranch should be driven by TDC dollars coordinating the other
Attractions Pepper Ranch. The Lake Trafford Marina and Pier. The Rodeo and Cattle Ranch experience
should be included as well.
Please provide your feedback below for "Temporary Exhibits"
Do a temporary traveling exhibit of the beautiful dark night skies in Collier Co. Many of us travel far just to
see Collier Co at night.
We need to bring more of the Arts to Immokalee. Families experiences on weekends would be helpful.
16.D.7.a
Packet Pg. 783 Attachment: Collier County Museums Strategic Plan - for BCC (6823 : Recommendation to
Please provide your feedback below for "Collections"
The Collections section is very comprehensive and has reassured me that the County’s valuable
objects are safe for years to come. Great job cataloging so many artifacts thus far and ensuring
server backup is in place . So professional for a small museum! Impressive.
Please provide your feedback below for "Programming"
The children in Immokalee need the History of where they live .This should be scheduled classes and
experiences coordinated with the elementary and secondary schools.
Please provide your feedback below for "Revenue"
Granting coordinated with the Local business.. The Ranchers .Casino. Packers. Rotary. Chamber of
commerce. Banks. Farmers and land owners.
Please provide any additional comments here:
I applaud the initiative to develop a long-range strategic plan. Depending on taxes for income is always in
the hands of the Commissioners and reaching out for grants is a good idea. Bur I suspect that government
grants will become harder and harder to obtain without deliverables. The return of the Cat to Marco is a
great opportunity to tout all Museum locations.
Would like to see more quality programming at the museum
Thank you for the staffing and improvements at Roberts Ranch.
16.D.7.a
Packet Pg. 784 Attachment: Collier County Museums Strategic Plan - for BCC (6823 : Recommendation to