museum business plan pdf

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Business Planning

The Alliance has compiled this set of business planning resources from amongst its own offerings as well as those throughout the nonprofit and museum sector.

Alliance Resources

Sample Documents

Tier 3 museum members can access a number of sample business plans.

Other Resources

The Free Management Library has extensive information on developing a business plan and offers several samples. It notes that for-profit and nonprofit business plans are very similar and offers simple tips that nonprofits can use to translate for-profit language into nonprofit terms.

How to Write a Business Plan

The U.S. Small Business Administration (SBA) shares resources on developing a business plan, which includes an outline of essential business plan elements and a guide for writing a good business plan.

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Museum Business Planning

Mark Walhimer March 19, 2018 Museum Business Planning , Museum Planning , Starting A Museum 1 Comment

Museum Business Planning is the process of setting a museum’s future objectives and strategies for achieving those objectives. The Museum Business Planning process results in a Museum Business Plan that is a document to guide the operations of the museum, including financial, human resources, board of director development, fund raising, marketing and museum mission, vision and values.

A museum business plan is one of several planning documents created for a new or expanding museum, other documents include museum strategic plan, museum master plan and museum pro forma (often included in a museum business plan).  Most often planning documents follow an order of:

• Museum Feasibility Study
• Museum Strategic Plan
• Museum Business Plan
• Museum Master Plan

Components of a Museum Business Plan:

• Cover, Name of Museum and Time Span for Plan 2018 – 2023 (Often five years)
• Table of Contents
• Executive Summary
• Introduction
• Organizational History
• Organizational Achievements
• Mission, Vision, Values
• External Environment (including PESTEL analysis)
• Institutiioanal Objectives
• Resources:  People, Systems and Assets
• Museum Finances
• Financial Forecast 2018-2023
• Delivery of Business Plan
• Monitoring and evaluation of planning
• Summary Action Plan 2018-2023
• Staff structure

Sample Museum Business Plans

Royal Ontario Museum Business Plan The People’s History Museum New England Regional Art Museum Strategic Business Plan 2010-2020

Museum Business Planning Templates

Association of Independent Museums  Successful Business Planning PDF Cultural Heritage Tourism – Business Plan Template

We are a group of individuals based in South Africa’s historical township of Soweto, the home of Nelson Mandela and other public figures / legends that playeda pivotal role in politics, arts, culture and heritage activism. We are currently developing a business case for the establishment of a cultural heritage museum to be based in Meadowlands, Soweto.

The group is on a research phase on how to go about it, we would be very much greatful if we could get some guidance through the process.

Please indicate should you be interested in guiding us and have tips in helping us realise this historic legacy project for the youth of Soweto.

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The Business Model of the Nonprofit Museum

Many people think of museums like Botticelli's Venus, a perfectly formed entity that simply rises into being, already whole. And many people might think that the nonprofit status of museums means that there is not a commercial side essential to their creation or growth.

However, the origin story of museums in the united states is fundamentally one of business. american museums do not have a tradition of starting from royal collections like many of those in europe, nor are they supported by socialist government financing, as is frequently the case in other countries., american museums have always sprung from and maintained commercial activity, even though they are considered nonprofits and are often perceived to be apart from the business world. but in actuality, without the business world, they wouldn’t exist. the idea that art and money operate in separate universes is something that sotheby’s institute is here to dissolve, especially through our ma in art business programs., so, here’s what to know about the business behind “nonprofit” museums., what is a 501(c)3.

Mostly pertaining to public charities and private foundations, a 501(c)3 company is defined by (and named for) its tax status: the organization does not have to pay corporate income tax on its revenue. We frequently call these “nonprofits.” But it’s important to keep in mind that “nonprofit” is a tax status, not a business plan, and that making a profit is fundamental to the health of art organizations.

A 501(c)3 can make a profit “so long as it does so by carrying on an activity related to its exempt purposes,” according to IRS policy. These profits can only be used to pay reasonable compensation and necessary expenses as related to its mission. What governs the profit of a nonprofit, so to speak, is what they do with it; not that they don’t make it.

What are the three elements of nonprofit revenue?

In the nonprofit world of museums, there are three main categories of revenue:

• Contributions, or fundraising, which typically counts for over half of a museums’ revenue at an industry standard of around 60%.
• Program services, such as admissions, is not insignificant, but is proportionally small. For example, 2% of the Metropolitan Museum of Art’s revenue is from ticket sales.
• Earned income typically accounts for 40% of a museums’ revenue. A relatively new and increasing category, this can encompass everything from merchandise and licensing to gift shops and educational programs. While these might seem standard to the museum experience today, they represent relatively new and disruptive developments to the museum business model of the past.

Where does the money come from?

Museums, among other nonprofits, employ a wide spread of tactics to bring in income. Galas, for example, are known as high-profile fundraising events and occupy a large part of press and public attention. But galas are not as strong for revenue as they are for community building and cultivating the goodwill of board members and donors. There’s usually a net of $0.40 for every dollar spent, and that’s before factoring in the significant staff time to plan and execute these notable events.

Museum shops can be profitable, but in most instances only break-even. Cafes are marginally profitable, but are primarily a service that’s de rigeur to offer visitors—an expected part of the museum experience. Educational programs are good sources of earned income, if done well. Merchandising and licensing can be significant, based on the blockbuster works an institution might own or the recognizability of its brand. Corporate sponsorship can play a large role as well, depending on the mission and policies of the museum. And space rental for events, like weddings, are often more problematic than profitable, as the audience is not there for the art but to use the facility as a scenic backdrop. The wear and tear on the staff and facilities around events—without the added benefit of cultivating art lovers and repeat visitors—makes this a losing proposition for many museums.

Fundraising—that core income source that is around 60% of a healthy museum’s revenue—might receive high visibility when compelling participation stories are involved. #GivingTuesday is one such example. Yet in reality, it is the few and repeat donors that truly drive this revenue engine for museums, not the annual fund, direct mail, crowdfunding, or small gifts. The 80/20 rule applies to fundraising, with 80% of gifts usually coming from 20% of donors. In 2017, this was even more pronounced in the case study of the Met, where 88% of gifts come from only 12% of donors. A solid recommendation for museum fundraisers is to concentrate on the committed and long-standing donors, rather than over indexing staff’s time and energy on new donor acquisition. With donor retention falling by 12% since 2008, focusing on retention means a reliable revenue stream in an organization. The revenue emphasis around the few yet generous donors also means that major gift officers are usually among the highest paid jobs in the organization.

How liquid are nonprofit museums?

Museums, especially the large and well-funded ones, can have an impressive bottom line going into many millions of dollars. Looking at the Met case study, their listed assets are almost $4 billion. However, liquidity of these art institutions—big and small—is much more limited. In the same Met example, cash holdings are only $7 million. Museums should, as a best practice, have 90 days of liquidity at any given time.

Fixed land holdings can contribute to impressive bottom lines, especially in major metropolitan areas. However, land and facilities can provide a false positive when looking at a museum’s spendable cash. For example, many museums don’t own their land or the impressive buildings, but rather maintain the rights to use it from the city or state. Additionally, most hold charters that stipulate if the institution ceases to exist, the land and building revert back to the city—the museum can’t sell it.

From the three revenue areas listed above, donations can go into the liquid assets of a museum, but only if they are unrestricted gifts. These can be used for operating costs such as lighting and heating, which are potentially exorbitant costs, especially in grand old buildings. Purchasing of inventory is another acceptable use of liquid resources. Restricted gifts, when donations or grant funds are earmarked as project-based (temporary restrictions) or endowment (permanently restricted) can represent a large portion of a museum’s holdings; but they can’t be liquified. (It is, however, a not-so-secret secret that institutions can borrow funds from their temporary restricted accounts to pay operating expenses. It’s not a recommended practice, but it does happen.)

What are the takeaways?

American museums are unlike, say, the Louvre. Arguably the most famous museum in the world, the Louvre is miraculously funded by the French state and supplemented by other revenue streams from donations to licensing (the newly opened Louvre Abu Dhabi is a notable example). In comparison, nonprofit museums in the United States came to exist through the civic-minded philanthropy and commercial acumen of bankers and financiers precisely because there was no government support.

With unknown tax policy changes on the horizon, the earned income of admissions, gift shops, licensing, and other revenue streams will become more important than ever, as projections indicate that the 30% of the U.S. population who donate might drop to a mere 8%.

Without margin, there is no mission. Staying profitable is the only way for a museum to keep its mission alive, given high operating costs and limited liquidity. With the 501(c)3 tax status sheltering museums from taxable income, using their revenue in support of the museum’s mission is not only a guiding principle, but a requirement of the business model.

This article is based on lectures by   Jenny Gibbs, former Program Director of MA Art Business in New York

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Business Plans

As an agency of the Government of Ontario, the Royal Ontario Museum is required to follow the policies and procedures set out in the Agencies and Accountability Directive.  To meet this directive an annual business plan, approved by a Minister, is made publicly available on our website.

Archived Business Plans

Public Business Plan Fiscal 2021-22  (PDF) ROM Mandate Letter, 2021-22 (PDF) ROM Mandate Letter, 2020-21 (PDF) Public Business Plan Fiscal 2020-21  (PDF) Public Business Plan Fiscal 2019-20  (PDF) Public Business Plan Fiscal 2017-18  (PDF) Minister Letter to the ROM Chair, November 23, 2016 (PDF) Public Business Plan Fiscal 2016-17  (PDF) Public Business Plan Fiscal 2015-16  (PDF)

Pacific Grove Museum of Natural History

Business plans.

Please note that these Business Plans align with the Museum's fiscal year which is from July 1 through June 30 of each year.

FY 14/15 Business Plan

Fy 13/14 business plan, fy 12/13 business plan, our mission is to inspire discovery, wonder, and stewardship of our natural world..

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12+ Museum Strategic Plan Template & Sample – PDF, DOC

Museums hold a priceless purpose in the society. Their hallowed walls house the origins, history, tradition, and culture of the world or at least a specific country. The exhibits and artifacts found inside a museum are usually donated by generous donors who believe in that same purpose. Without them, the museum becomes outdated and will soon lose appeal. You may also see Plan Templates .

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Museum Planning Template

American Museum Strategic Plan Sample

Art Center Strategic Plan Sample

Strategic Planning for Museums

Art museum strategic plan example.

Art Museum Strategic Plan Template

Benefits Strategic Planning Bring to Museums

1. provides a sound basis for decision making, 2. increased efficiency, 3. increased effectivity, 4. improved communication with stakeholders, 5. motivated and focused workers, county museum strategic plan sample.

Design Museum Strategic Plan Sample

Strategic Planning Template for Small Museums

Example Strategic Plan for Museum Institution

History Museum Strategic Plan Sample

Strategic Planning Process

1. analysis of the situation, 2. goal analysis, museum strategic institutional plan sample.

National Museum Strategic Plan Sample

Simple Museum Strategic Plan Sample

3. Strategy Analysis

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Leisure Business Advisors LLC

Before the business plan, begin with the museum feasibility study.

The feasibility study is the first step in starting a new museum or expanding an existing museum, and should be prepared before the business plan. Leisure Business Advisors LLC (LBA) specializes in conducting this study, which is generally required by financing institutions. The study provides market and financial analysis and projections that will be used in the developer's business plan. The study also provides critical physical planning recommendations for the museum business plan. It is critical that design plans are in line with market needs and expected cash flow. These planning guidelines need to be in place before the construction and building can start. Designers, planners, and managers can all benefit from the guidance provided in the study. As part of the feasibility study, LBA can work closely with you in preparing the initial image package that would assist designers in the planning stage of development that follows the feasibility stage. We could provide a walk-through description and color artist conceptual images of your new museum seen through the eyes of a typical visitor. These would preliminarily suggest its planned "look and feel" in business financing and marketing presentations. The following paragraphs outline the major tasks typically involved in conducting feasibility studies.

Task 1: Orientation Meeting

An initial meeting would be held to discuss the project in more detail and to see the prospective site if one has been chosen.

Task 2: Site and Area Evaluation

The site and local area would be evaluated to determine its effect on potential usage. Factors include:

• Market proximity
• Physical limitations or constraints
• Access routes
• Traffic patterns
• Surrounding development
• Potential complementary and competitive facilities

Task 3: Concept Description and Industry Trends

The museum concept would be described and industry trends discussed. Readers of the feasibility study may be unfamiliar with the concept and this section of the report provides an introduction before specific project-related issues are examined.

Task 4: Market Analysis

The market areas would be defined based on distance from the site. Demographic characteristics for the resident market would be analyzed to provide an indication of support. This would typically include:

• Population growth
• Age distribution
• Income distribution

The tourist market would be defined and analyzed. Based on available information, this analysis would likely examine:

• Current size
• Historic growth
• Other characteristics

Task 5: Evaluation of Comparable Facilities

Selected comparable museums would be examined. Available reported information would be provided on individual characteristics, including:

• Name and location
• Physical description
• Financial performance
• Development costs

Task 6: Annual Usage

Potential annual usage for the proposed museum would be estimated for the first five years of operation based on a number of factors, including:

• Planned components
• Size of the available markets
• Qualitative market characteristics
• Market performance achieved by comparable facilities
• Location and potential competition

Task 7: Physical Planning and Concept Development

LBA would make physical planning recommendations needed to service expected market demand. The specific parameters vary from one leisure attraction to another. Physical planning parameters may include:

• Recommended types of activities
• Recommended mix and sizing
• Recommended visitor service space
• Minimum land area or building space needed

Initial conceptual efforts may also be provided. These could include:

• Functional layout diagram for the new museum
• Narrative description of a typical visit from the perspective of a typical family
• 3D computer graphics visualizations of selected activities

The final report could also include a video presenting the results of the feasibility study with a "fly-through" or "walk through" computer animation of part of the new museum.

Task 8: Financial Analysis

The financial analysis for the proposed museum would be based on the selected concept and potential usage. Financial estimates for the first five years of operations would include:

• Revenues by category
• Operating expenses
• Operating profit or surplus
• Return-on-investment for equity investors, if applicable

Task 9: Warranted and Typical Development Cost

LBA would determine the warranted development cost or investment based on potential profitability. This is the recommended maximum amount that should be spent to effectively develop the museum and return a reasonable return-on-investment to equity investors. This warranted amount would be compared to the actual development costs for other comparable facilities. Relative size would be taken into consideration. This comparison would provide guidance as to whether the proposed museum could be developed for its warranted investment. If it can be, the project is considered financially feasible.

Past Museum Consulting Projects

Selected past consulting projects are described below. All involved John Gerner, LBA's managing director:

Fort Monroe Cultural Business Plan (Hampton, Virginia  USA)

Fort Monroe is a former military base in Virginia that contains the largest stone fort ever built in America and more than a 100 historic buildings. It is 231 hectares (570 acres) in size. LBA prepared the cultural business plan in 2010 that was part of the interpretive master plan for Fort Monroe's reuse when it closed as an active military base. Click here to download this plan.

Kansas Cosmosphere and Space Center (Hutchinson, Kansas  USA)

The Cosmosphere is a science museum with many historic space exploration artifacts, including the Apollo 13 command module. In 2014, Leisure Business Advisors LLC (LBA) and Verner Johnson, Inc prepared a revitalization plan that emphasized STEM (science, technology, engineering, mathematics) education initiatives. This master plan included significant changes to the museum's mission, programming, exhibits and building layout.

Artisan Center (Staunton, Virginia  USA)

Leisure Business Advisors LLC (LBA) and Verner Johnson, Inc prepared a  comprehensive master plan for a new artisan center in the Shenandoah Valley during 2014. It would promote and support Virginia artisans through sales, exhibition, interpretation, education and special events. The goal is to inspire the next generation of artisans, strengthen communities, and provide an authentic cultural gateway to the region and state. Click here to download this comprehensive master plan .

Arkansas Arts Center (Little Rock, Arkansas  USA)

The Arkansas Arts Center is an art museum and center for the visual and performing arts. It features live theater productions, art classes, lectures, films, family programs, shopping and dining. As a subcontractor to A Different View, Leisure Business Advisors LLC (LBA) evaluated the market and financial feasibility of expanding the museum school in 2006. This effort included an examination of the performance of comparable art schools in relation to the size and quality of the markets that these facilities serve.

Clark Planetarium (Salt Lake City, Utah  USA)

The Clark Planetarium opened in 2003, replacing the historic Hansen Planetarium. It features a dome theater, IMAX theater, and 10,000 square feet (930 square meters) of exhibits. During its initial planning stage, Economics Research Associates was retained by the Hansen Planetarium to conduct the feasibility study for this new science center. As a subcontractor to ERA, Gerner Consulting (LBA's previous name) prepared the financial analysis and projections.

Walt Disney Hometown Museum (Marceline, Missouri  USA)

The Walt Disney Hometown Museum offers interpretive exhibits focusing on his life in Marceline.  The museum was dedicated in 2001. As a subcontractor to International Theme Park Services, Gerner Consulting (LBA's previous name) evaluated the potential of this museum during its planning stage.

Jones Archaeological Museum (Tuscaloosa, Alabama  USA)

The Jones Archaeological Museum tells the story of one of the most significant Native American archaeological sites in the country through modern technology and historical artifacts. Originally built in 1939, the museum reopened in 2010 after a $5 million renovation and expansion. Working with Taft Design + Associates, Gerner Consulting (LBA's previous name) evaluated the market and financial potential of this expansion before construction began.

Kennedy Space Center (Merritt Island, Florida  USA)

The Kennedy Space Center has been the launch site for every United States human space flight since 1968. As a subcontractor to Economics Research Associates, Gerner Consulting (LBA's previous name) evaluated future exhibit and theater needs at its visitor center as part of a long-term physical master plan effort.  In 2012, LBA was retained by the visitor center's operator to review its maintenance appearance from the viewpoint of a typical guest to the attraction.

Battleship New Jersey Museum (Camden, New Jersey  USA)

The USS New Jersey is a battleship that was decommissioned after service in World War II, the Korean War, the Vietnam War, the Lebanese Civil War, and service in the Persian Gulf.  As a subcontractor to International Theme Park Services, Gerner Consulting (LBA's previous name) prepared a market assessment for this museum and memorial before it opened to the public.

Nanshan Cultural Tourism Zone (Hainan, China)

The Nanshan Culture Tourism Zone is approximately 27 hectares (67 acres) in size, and contains several tourist attractions. These include the Hainan Culture Park, Felicity and Longevity Park, and Buddhist Culture Park. Its centerpiece is the Guanyin Statue of Hainan, which is currently the fourth tallest statue in the world. As a subcontractor to Economics Research Associates, John Gerner (LBA's managing director) evaluated the feasibility of developing this major tourism project.

Country Music Hall of Fame and Museum (Nashville, Tennessee  USA)

The Country Music Hall of Fame and Museum identifies and preserves the evolving history and traditions of country music while educating its audiences. Economics Research Associates was retained by the museum to develop a visitor origin tracking system and analyze its initial results. John Gerner (LBA's managing director) was a consultant with ERA and served as project manager for this market analysis initiative. 

Museum of Science (Boston, Massachusetts  USA)

Boston's Museum of Science features over 700 interactive exhibits, live presentations, and shows at its Charles Hayden Planetarium and the Mugar Omni Theater. Economics Research Associates was retained by the museum to evaluate the admissions system and make recommendations that would increase throughput and decrease waiting time. John Gerner (LBA's managing director) was a consultant with ERA and served as project manager for this operations analysis.

National Air and Space Museum (Washington, DC  USA)

The National Air and Space Museum of the Smithsonian Institution holds the largest collection of historic aircraft and spacecraft in the world. Marriott Corporation operated its visitor food service in 1984 and considered opening a full-service restaurant within the museum. Economics Research Associates was retained by Marriott to evaluate visitation patterns at the museum. John Gerner (LBA's managing director) was a consultant with ERA and served as an analyst for this consulting project.

More Information

Click on one of these links for additional information:

• Feasibility Study Process
• Other Services
• LBA's Management
• Press and Media Coverage

Contact Information

Email Address for Initial Inquiries: [email protected]   Office Address: Leisure Business Advisors LLC 2010 Princess Anne Avenue Richmond, VA  23223  USA

Download our managing director's vCard for use in your e-mail program.                       

• © Leisure Business Advisors LLC and its licensors.

Science Museum Business Plan Sample

Here is how to develop a sound science museum business plan.

A science museum holds all sorts of records detailing the progress made in the field of science. If you’re a science enthusiast, coming up with such an idea (of a science museum) is possible.

However much you understand science as a field, there’s no guarantee that you’ll succeed in running a science museum without a plan.

This is why a museum business plan is an important tool that enables you successfully implement and achieve your vision and goals. Here, you’ll learn all the procedures involved.

Your science museum business plan should not be rushed.

SCIENCE MUSEUM BUSINESS PLAN GUIDE

A good science museum business plan should follow a definite structure.

These are building blocks that direct and determine how the plan progresses. At the end of such a plan, you should have a comprehensive document that does exactly what it was designed for.

Speaking of structuring, some segments or sections must be included. Each highlights a key area of the business and details how such should be written.

It’s necessary to follow such guides to enable you to write a unique plan for your science museum business.

These key sections include an executive summary, company description, products & services as well as the market analysis sections.

Others are the strategy & implementation, organization & management team, and financial plan & projection segments.

i. Executive Summary

This is a summary of your entire plan. It’s positioned at the beginning to enable readers to have an idea of what’s contained in the plan. The quality of your summary will determine how far the reader goes.

In other words, your audience will either get interested or turned off.

The curiosity you attract will ensure the investor or whoever is going through the summary becomes more interested. This is likely to attract the funding you desire.

As with other parts of the plan, your executive summary section should be well-thought-out.

There are subsections within the executive summary such as the business name & location, services offered, mission & vision statements, and purpose. Let’s discuss each of these.

Business Name & Location

Your executive summary section seeks to briefly introduce your science museum business. This begins with the business name and location subsection. The name alone speaks volumes.

Here, it’s expected that you’d have picked a name for your business.

The name your science museum business will go by should be stated. This is followed by its location. Every other thing that follows is built upon this.

Products & Services Offered

A science museum serves as a historical information bank where people go to get knowledge on a wide range of science-related issues. Here, you’ll need to state the products and services you wish to offer.

With significant industry experience, you should know what your business will be about.

Having a competitive edge is also crucial to sales. So, you’ll need to understand the dynamics involved especially as it relates to competition.

Mission & Vision Statements

What your science museum business offers is a crucial aspect of determining its mission. How such a service benefits your market encapsulates the value of your science museum business.

In a nutshell, your mission statement clarifies how your vision will be accomplished.

Turning to the vision statement of a museum business, it depicts a mental image of where the business should be at some future point.

Such attainment is hinged on aspirations and goals. The vision serves to inspire your workforce to push towards accomplishing set targets.

The purpose of your science museum business plan is very important in the sense that it either gets you the funding you need or it doesn’t.

Purpose helps to clarify your visions. It also helps with setting up a detailed strategy from where the business will be launched successfully.

ii. Company Description

The provision of a much detailed description of your science museum business is provided here.

Here, its legal structure, history as well as nature is provided. You’ll also need to go into details about the products and services provided.

Summary of business growth is also important.

Here, you’re looking at both the financial aspects as well as market highlights. Your company description section should contain short and long-term business growth. It should also include ways you intend to make a profit.

iii. Products & Services

At this point, all the products and services you wish to offer at your science museum must be written. Here, you want to emphasize customer benefits.

What’s the market role of your business? Inclusion of research and development activities geared towards the improvement of your science museum should be included.

Other relevant additions to products and services may include details on trade secrets, copyright, and patents. There should be comprehensive coverage of all key areas to guarantee success.

iv. Market Analysis

A great deal of understanding is necessary to conduct a market analysis of the museum sector. You may want to go through available information to discover key aspects of the operation that could be beneficial.

Key areas to consider include target customer segments including demographics.

A description of the science museum sector needs to be considered with supporting statistics provided. There should be historical, current, and projected marketing data about the science museum business.

There’s bound to be competition. As such, you should provide an assessment of competing science museum businesses. Special consideration of their strengths and weaknesses is important.

v. Strategy & Implementation

Strategy and implementation will significantly guarantee success. Here, you’ll be looking at how your science museum will be promoted and how it will launch.

What more? Aspects relating to costing pricing and promotions must be included.

vi. Organization & Management Team

How will the operation affairs be handled? All aspects of management departments and key employees should be provided in a chart form.

About ownership, all relevant information such as the names of owners, percentage ownership, and their level of involvement should be supplied.

Also include the profiles of your management team with details such as names, positions held, responsibilities, and experience.

vii. Financial Plan & Projection

The input of a financial expert is very crucial here.

Here, you’ll need to provide financial-related information such as forecasted income statements, cash flow statements, balance sheets, and capital expenditure among others.

Your science museum business can be properly planned by following the guidelines provided here. Your business plan needs all the dedication and time you can give it to ensure it’s thorough.

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Hands On! Children's Art Museum

Executive summary executive summary is a brief introduction to your business plan. it describes your business, the problem that it solves, your target market, and financial highlights.">.

Hands On! Children’s Art Museum of Chicago , ( Hands On!) is a not-for-profit 501(c)(3) organization. Hands On! is being formed to provide unique and meaningful arts programming for all children, to educate children in the arts, and to build a lifelong audience for the arts. We plan to offer a dynamic and constantly-evolving program. Although we will incorporate all of the fine arts into our programs, our focus is on visual art. Most activities will be open-ended and enjoyed on a walk-in basis. The Museum will be staffed by working artists, and all structured activities will be led by master artist-teachers.

The Arts Education Partnership, in conjunction with the President’s Committee on the Arts and Humanities, commenced a study last year to examine the impact of arts experiences on young people and to explore why and how young people were changed through their arts experiences. Evidence demonstrates that children with high levels of arts participation outperform “arts-poor” students by virtually every measure. This study, Champions of Change , found much evidence that learning in the arts helps develop habits that will support other disciplines, and that it can often reach at-risk students when other disciplines cannot. The arts provide young people with authentic learning experiences that engage their minds, hearts, and bodies. Arts education helps students learn; it can enhance creativity, self-discipline, and the skills and confidence necessary to meet the challenges encountered during their lives.

The three founding board members, all of whom are mothers of young children, are uniquely qualified to bring this project to fruition. Karolyn Kuehner, Executive Director, holds a Bachelor of Music degree in Piano Pedagogy and a Master of Music degree in Piano Performance and Pedagogy, with highest honors, from Chicago Musical College of Roosevelt University. In addition, she served as Lecturer in Piano at Roosevelt University for over 10 years, and has also served on the piano faculties at Concordia University and Elmhurst College. Ms. Kuehner received the D.H. Baldwin Fellowship in recognition of her contributions to piano pedagogy and is listed in the book, Who’s Who in American Music . Ms. Kuehner is an active Brownie Troop leader with the Girl Scouts of Chicago and is an advocate for homeschooling. She was a guest on Educate! on Channel 20, and Medill Reports at Northwestern University. Interviews with Ms. Kuehner have appeared in Chicago Parent and the Homeschooling Link.

Sheri Jendra, Operations Director, holds a Bachelor of Arts degree in Public Administration, and a Master of Public Administration degree from Governors State University. She was formerly employed as the Housing Director at the Beverly Area Planning Association, a non-for-profit community organization. She has also served as Assistant Planner for the Northeastern Illinois Planning Commission. Ms. Jendra is active as a volunteer in many capacities at St. Barnabas Catholic Church and Elementary School, and in a variety of youth sports activities.

Nancy McGourty, Marketing Director, holds a Bachelor of Science in Commerce degree with a major in Marketing from DePaul University. Previous employment includes the position of Assistant Vice President/Marketing at Founders Bank, Economic Development Director for the Beverly Area Planning Association, and Marketing Officer in the Corporate and Institutional Banking group at First Chicago Bank. Ms. McGourty is active in the Beverly/Morgan Park community as a director of the Southwest Beverly Improvement Association, and as a volunteer at Sutherland Elementary School, St. Barnabas Catholic Church, and the AYSO.

In addition to the founding board members, our Board of Directors is comprised of a diverse group of individuals including Grammy Award winning composer and pianist Ramsey Lewis, Michael  Friedman, CEO of Premonition Records, James Lindsey, CPA with TTX Company, and Paul Tuminaro, Chicago-based arts advocate and member of the NewGroup Board at the Museum of Contemporary Art.

We are seeking funding for initial start-up costs to be used for legal costs, leasehold improvements, rent and related expenses, office equipment, furniture, starting inventory, and initial cash to handle the first few months of expenses.

We estimate that approximately 60% of Hands On!’s  annual revenue will be generated by a combination of membership, admissions, programming, retail sales, and related activities. The remainder of our funding will be generated by:

• The writing of proposals to secure grants from foundations.
• The solicitation of individuals, corporations, and small businesses.
• An annual large-scale benefit concert, family benefits, and special events.
• A variety of small scale fundraising activities.

Hands On! ‘s objectives during the first year of business are:

• To generate earned revenue from a combination of membership and admission fees, programming, outreach, retail sales, and special events.
• To secure new funding sources including foundation grants, government grants, and private and corporate donations.
• To have 375 total paid memberships.
• To serve 1,500 children through our outreach programs.

The mission of Hands On! is to encourage children of all ages to develop their full creative potential through the visual and performing arts.  Hands On!  strives, through the fine arts, to create a unique environment in which children of all ages, abilities, and experience can feel free to imagine, create, and welcome the arts into their lives.  Hands On!  provides a professional work environment that is challenging, rewarding, creative, and respectful of ideas and individuals.

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