How The Museum Center at 5ive Points Mapped Its Future
Industry: Non-profit
Location: Cleveland, TN
Tactic: Strategic Planning
Results:
Defined a clear 3–5 year strategic plan anchored by five strategic initiatives, each with measurable goals, KPIs, and action steps.
Aligned leadership and governance roles to ensure accountability, momentum, and effective implementation of the plan.
Established a mobilization framework to guide a strong first quarter and activate early wins across programming, community engagement, and sustainability.
The Challenge:
For 25 years, The Museum at 5ive Points has served the Ocoee region through in-house events, creative workshops, music and concerts, art exhibitions and a children’s education program. The Museum had gone through a turnaround in the past few years with a successful recovery post-pandemic. To support the next phase of growth, the organization has set a goal to develop a vision and strategic plan to guide investments for the next five years.
While there are early considerations for the Museum's future including the expansion of programming and community engagement, as well as specific infrastructure needs, leadership wanted to use the strategic planning process to define bold ideas as well.
The Solution:
The solution was the Museum & Cultural Center at 5ive Points engaging Bridge Innovate to help with the following:
Refresh the overarching purpose and vision
Define a strategic direction for the next 3-5 years to deliver on the vision and mission and define a path for sustainability
In order to achieve this, Bridge and the Museum collaborated to produce research in the following areas:
SWOT Survey and Analysis: Analyzing the strengths, weaknesses, opportunities, and threats for the Museum.
External Inspiration: Identifying best practices and innovative strategies from outside organizations.
Internal Data Gathering: Analyzing internal data to better understand the current situation of the Museum.
Collaboration Opportunities Session: Gathering local leaders to discuss collaboration opportunities and ways to work together to benefit Cleveland, TN.
Stakeholder Focus Groups: Facilitating discussion with groups of local stakeholders to gain insights into the needs of the Museum and of the community.
With inspiration from the research areas, Bridge facilitated a strategy design session where board members, staff, and key stakeholders worked to define key drivers for the future of the museum. With these drivers in mind, the team then defined a strategic vision for the key areas of the museum.
The Future of Exhibits
Programs and Workshops
Events
Grow, Learn, Enlighten our Diverse Community
Sustainability
Each of the teams explored how customers and the community would benefit from these strategic opportunities as well as the key partnership needed to be successful.
Once the future visions were crafted, the Museum teams defined the strategic initiatives and tactics needed to deliver on the vision for each of the key areas.
The Museum Strategy Sponsorship team explored and analyzed these visionary strategy briefs, to prioritize the most essential elements. Bridge guided the team in using a priority matrix to determine the impact and feasibility of all investments. This analysis guided the Strategy Sponsorship team in finalizing the strategic plan to include goals, KPIs, and actions for the next 3-5 years for the following areas:
Communications and collaborations,
Exhibits and programming strategy,
Financial sustainability and development,
Master plan and capital campaign, and
Maturing internal operations.
Finally, Bridge facilitated a session with the strategy design team to formulate a leadership approach and launch plan to move the strategy forward.
The Result:
The final outcome was a 3-5 year strategic plan encompassing five strategic initiatives, each supported by clear goals, KPIs, and action plans. In addition, Bridge Innovate helped establish clear leadership and governance responsibilities to guide the execution of the plan. The strategic plan also included a mobilization framework to ensure an effective first quarter in order to get the plan up and running.
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