Marjorie Merriweather Post was an extraordinary person for her time, not only for being the head of a major US corporation but also for overseeing elegant and well-run residences and amassing collections of astounding beauty. Encompassing portraiture, imperial Russian tableware, Faberge creations, stunning garments and jewellery, books, and rare objects in gold, silver, enamel, porcelain, ivory, and glass, Post s works of art were acquired with intelligence and savvy. As a collector, she was inspired by past royal and aristocratic patrons as well as countries that she adored: France, Russia, England, and Austria. This publication illustrates the evolution of Post s collections, as well as her interaction with a multitude of designers, dealers, artists, artisans, and architects with whom she worked. The backdrops for her treasures residences in New York (a 54-room triplex apartment), the Adirondacks (Camp Topridge), Palm Beach (Mar-A-Lago), Washington DC (Hillwood), and on Long Island, among others are depicted with period and newly commissioned photography. Post was actively involved with the international art world of her time, and her taste and lifestyle had an effect on her family members and many admirers. Recent scholarship focusing on the highlights of her trove of exquisite objects, including Western European and Russian paintings, decorative arts, jewellery, and costume, shed new light on Post s legacy as a twentieth-century collector.

The Manual of Strategic Planning for Cultural Organizations adopts a hollistic approach to the creative world of cultural institutions. By encompassing museums, art galleries, gardens, zoos, science centers, historic sites, cultural centers, festivals, and performing arts, this book responds to the that boundaries are being blurred among institutional types-with many gardens incorporating exhibitions, many museums part of multidisciplinary cultural centers and festivals.. As cultural leaders transform the arts in the twenty-first century, this "whole career" manual will prepare readers for every stage. Three key areas covered are: Leadership change. This chapter explains the role of strategic planning when an institution is going through the process of hiring a new director. A question we are frequently asked is "Should the strategic plan precede the search process or should it wait until the new director takes up the position?" Institutional change. Increasingly, cultural organizations are going through major change: from public-sector agencies to nonprofit corporations; from private ownership to non-profit status; from nonprofit status to a foundation, and many other variations. This book addresses the role of strategic planning during these transitions. Staff empowerment. This manual addresses the opportunities for staff at all levelsto grow by participating in strategic planning. This edition focuses on how to engage and empower staff. A Guide for Museums, Performing Arts, Science Centers, Public Gardens, Heritage Sites, Libraries, Archives, and Zoos is a game-changing book with broad reach into the cultural sector, while still serving the museum community.

The Manual of Strategic Planning for Cultural Organizations adopts a hollistic approach to the creative world of cultural institutions. By encompassing museums, art galleries, gardens, zoos, science centers, historic sites, cultural centers, festivals, and performing arts, this book responds to the reality that boundaries are being blurred among institutional types-with many gardens incorporating exhibitions, many museums part of multidisciplinary cultural centers and festivals.. As cultural leaders transform the arts in the twenty-first century, this "whole career" manual will prepare readers for every stage. Three key areas covered are: Leadership change. This chapter explains the role of strategic planning when an institution is going through the process of hiring a new director. A question we are frequently asked is "Should the strategic plan precede the search process or should it wait until the new director takes up the position?" Institutional change. Increasingly, cultural organizations are going through major change: from public-sector agencies to nonprofit corporations; from private ownership to non-profit status; from nonprofit status to a foundation, and many other variations. This book addresses the role of strategic planning during these transitions. Staff empowerment. This manual addresses the opportunities for staff at all levelsto grow by participating in strategic planning. This edition focuses on how to engage and empower staff. A Guide for Museums, Performing Arts, Science Centers, Public Gardens, Heritage Sites, Libraries, Archives, and Zoos is a game-changing book with broad reach into the cultural sector, while still serving the museum community.