The Children’s Museum: A Strategic Planning Case Study
In 2021, The Spark Mill was hired to guide The Children’s Museum of Richmond in the development of its 2022-2025 Strategic Plan. The Children’s Museum is an organization that believes children learn best through play. Their mission brings together the prioritization of education and community growth through the power of play, ensuring all children in Richmond have access to colorful learning experiences, both inside their facilities and beyond.
Much like many projects of the time, The Spark Mill’s work with The Children’s Museum managed the challenges encountered while supporting Richmond’s youth amidst the unpredictability of the pandemic. Through looking at the current mode of operations at The Children’s Museum, they tapped into both their aspirational and realistic potential allowing the strategic plan to not only reinvigorate the organization's vision for the future but also foster a culture of intentionality and community engagement.
In May, we chatted with The Children’s Museum’s Executive Director, Danielle Ripperton to catch up on where the organization is now two years into their plan. Danielle emphasized their ability to maintain strategic goals into their every day work since collaborating with The Spark Mill. With reflections on strategic facilitations in 2021, the organization still holds many of the lessons learned in those sessions as relevant building blocks today. The strategic plan not only served as a visionary roadmap but also as a practical guide for gradual implementation over the span of its three years. This approach allowed the organization to focus on their key strategies while ensuring that the mission remained at the core of decision-making processes.
It became clear that the importance of embracing change was an ongoing journey rather than a one-time event. The process instilled a sense of ownership and accountability within the organization, encouraging continuous engagement with the plan beyond its initial adoption.
By consistently revisiting and realigning their strategies on a quarterly and annual basis, the Children’s Museum ensured that the strategic plan remained dynamic and relevant to their evolving needs. This not only enhanced internal collaboration and goal-setting but also established adaptability and responsiveness to external stakeholders, ultimately driving sustainable growth and impact within the community and its kids at play.
Redefining growth beyond mere numbers, the organization embraced intentionality through strategic initiatives like incorporating play, seeking to extend its reach beyond traditional museum boundaries, and developing meaningful interactions with individuals who may not typically access the museum's offerings.
As the Children’s Museum continues to bridge the gap between play and education, the opportunity for collaborative strategic planning served as a catalyst for post-pandemic recovery and rejuvenation. Leading internally through a shared vision has allowed the museum to make new discoveries in change and transform aspirations into realities for the broader Richmond community.
