A Coherent Process for Museums

Pioneers in Museum Planning

Our process was originally conceived to help museums organize the myriad issues affecting their future
into an action plan comprehensible to museum boards and their staff. Over time, we have continued to
refine the process to address the constantly shifting issues facing museums, but we have retained the
fundamental planning principles of consensus-building and visionary pragmatism.

VernerJohnson was the first architectural firm to develop a consistently

coherent planning process for museums.

Consensus-Building
Our process is interactive and inclusive, placing a strong
emphasis on building consensus at all levels of the museums
constituency. We work closely with staff, board members,
donors, and community leaders to shape and implement a
supportable and sustainable vision for the museums future.

Visionary Pragmatism
Throughout our planning process, there is an on-going dialogue
between overarching vision and pragmatic concerns. Our
process is designed to synthesize vision and pragmatism by
identifying strengths, opportunities, and challenges. Our end
goal is to preserve, enhance, and create successful museums.

Planning Methodology
The more definition each of the components in our Master Plan is given, the more comprehensive and
successful the planning effort will be. Our typical approach to planning is based on a simple, effective and
proven methodology involving three primary steps:

Research and Analysis: During this phase of the planning, we gather documentation
and conduct interviews to assemble and evaluate as much information as pertains to the
project as possible, and we review its implications in discussions and documents with the
museum. At the conclusion of this step, key objectives of the planning effort are identified.

Develop and Select Alternatives: In this step, we prepare drawings and documents
illustrating alternate planning solutions to the project objectives, and we present comparative
analyses for review with the project constituents. We assist the museum in selecting the
most promising alternative for further development.

Refinement, Finalization, and Documentation: As the final step of the planning

process, we work with the museum to refine the selected planning approach and prepare
the documents, graphics, models and other materials required to present the approach
most effectively to the project constituents.

Our planning products usually form the core of the museums fundraising
materials, and we are often asked to continue directly into architectural
design after completion of the planning effort.

Ve r n e r J o h n s o n MUSEUM ARCHITECTS & PLANNERS

Comprehensive Master Plan

The Comprehensive Master Plan is a document that clearly balances,

defines, and achieves consensus on the myriad of institutional,
physical, operational, and implementation issues.

The Institutional Plan

A museums mission is the core statement of its reason for existing. It is the irreducible definition of the
museum as an institution and identifies the museums subject matter, objectives, and audience. To fulfill
its mission, a museum performs a number of roles within the disciplines of exhibition, education, research,
collections, and publications. Each of these roles is in turn supported by activity programs which require
both physical facilities and operational support to implement. Considered together, the mission, roles, and
activity programs constitute the key elements of a museums Institutional Plan.

The Physical Master Plan

The physical facilities required to carry out a museums activity programs include not only the enclosed
space needed and its design criteria, but also the surrounding site and the museums exhibit components
and perhaps off-site facilities. A global consideration of these elements results in the Physical Master Plan.

The Operational Plan

Activity programs also require staffing, budgets, and funding, which form the core of a museums
Operational Plan. An examination of staffing needs includes not only the organizational structure, job
descriptions and salary considerations, but identifies additional space needs and design criteria that are
compiled with other physical requirements and documented in a facility program.

By examining the museums activity programs, staffing plan, and facility program, budgets can be developed
for both capital projects and on-going operations. A critical test in the planning process is to compare
available and potential funding with the required budgets. If the projected revenues do not meet the
projected expenses, the museums roles must be adjusted to make the two align.

The Implementation Plan

The Institutional Plan, Physical Master Plan, and Operational Plan coalesce into the Implementation Plan,
which coordinates the timely availability of resources to meet developing needs. Master plan implementation
includes not only the finalization of design, the construction of facilities and installation of exhibits, but also
synchronizing these activities with the availability of funding and staff.

LOUISIANA ART AND SCIENCE MUSEUM

Academy Museum of Motion Pictures

Academy Museum of Motion Pictures

Conceptual
ConceptualMaster Plan
Master Plan

Conceptual Master Plan

The Time Has Come
Report to the President and to the Congress
Site Opportunities Report
April 2008
E. Verner Johnson and Associates object | IDEA Roberts Consulting
National Museum of African American History and Culture
P L A N F O R A C T I O N P R E S I D E N T I A L C O M M I S S I O N
E. Verner Johnson and Associates

April 2, 2003
E. Verner Johnson and Associates April 2008

Ve r n e r J o h n s o n MUSEUM ARCHITECTS & PLANNERS