National Capital Trolley Museum

The NCTM 2001 Strategic Business Plan (2001 SBP) was developed in a participative planning process facilitated by Acuity, LLC, consultants, during March and April 2001. The participants were NCTM Trustees, staff, and volunteers, who met in four planning sessions aligned with the four main categories of the U.S Small Business Administration (SBA) business planning model: 1) Description of the Business, 2)Financial Plan, 3) Marketing Plan, and 4) Operations/Implementation Plan. The 2007 SBP presents an update review and directions based on the initial SBP.

The most visible change ahead for NCTM remains the anticipated construction of a three-phase project to build expanded exhibit, visitor, and administrative space, a track extension, and site improvements, all adjacent to the Museum's existing location at 1313 Bonifant Road, Silver Spring, Maryland. Anticipated project cost is approximately $ 6.8 million. The Museum suffered the loss of one of its carhouses and eight cars from its collections in September, 2003. Cognizant of the potential impact of the InterCounty Connector, the Trustees elected to apply insurance recovery money to construction of the new site in Northwest Branch Park rather than reconstruction. The State Highway Administration is preparing its package for condemnation and relocation of the Museum facilities impacted by the ICC.

NCTM has identified a number of important long-term goals. These include: being recognized for excellence in the museum community, being a visible and valued institution in the local area, being both inviting and accessible to visitors, steadily increasing membership and ridership, being financially sound, remaining family-oriented, being a research resource, and providing Maryland residents with an enhanced sense of place and history.

To meet these long-term goals, NCTM has established short and medium range goals, with milestones, for each of the nine Recommended Practice areas established by the Association of Railway Museums. Those practice areas are: 1) Institutional Purposes, 2) Governance, 3) Staff Structure and Evolution, 4) Programs and Support Activities, 5)Collections Stewardship, 6) Museum Facilities and Infrastructure, 7) Funding, 8)Accessibility, and 9) Corporate Relations (includes marketing).

Regarding Institutional Purposes, the 2001 strategy group examined trends in the economic and community environment. NCTM also identified its core principles, i.e., the "non-negotiables" that make the Museum what it is. As a preparatory step, most Trustees, staff, and volunteer participants completed a questionnaire regarding NCTM strengths, weaknesses, opportunities, and concerns. The results revealed five themes, which were discussed by the entire group. These themes appear on page 12.*

Regarding Governance, NCTM underwent step one of the 3-part Museum Assessment Program (MAP I) in the fall of 2000. The assessment surveyor recommended establishment of additional board positions and revisions to Bylaws. These recommendations are shown as strategic tasks.

Regarding Staff Structure and Evolution, NCTM plans a more formalized volunteer program and additional paid staff time to oversee the volunteer program. NCTM also seeks to fund the costs of a part-time director of marketing to support new Corporate Relations objectives.

Under Programs and Support Activities, NCTM plans to improve the docent program, sponsor special events and off-site exhibits, expand interpretive exhibits and materials, and actively experiment with ways to enhance the visitor's museum experience.

Regarding Collections Stewardship, NCTM has an existing Collections Policy, which it has now augmented with four strategies to register and publicize the collection, two strategies to enhance the Maintenance Program, and three strategies to build the Restoration Program.

In the area of Museum Facilities and Infrastructure, NCTM has two priorities: 1) working with the Maryland-National Capital Park and Planning Commission and the State Highway Administration toward successful construction of new facilities in Northwest Branch Park, and 2) establishing close oversight over the progress of construction.

In the area of Funding, other than funding additional staff, the primary strategic priority is to obtain full funding for construction.

Regarding Accessibility, NCTM plans to offer expanded hours and programs, improved signage, and develop off-site exhibit capability.

Regarding Corporate Relations, NCTM expects to establish institutional and community partnerships and substantially expand marketing and promotion of the Museum.

NCTM has adopted a long-range goal of earning the accreditation of the American Association of Museums (AAM). To begin this accreditation process, NCTM has completed the first step of the three-phase Museum Assessment Program (MAP I, MAP II, and MAP III) sponsored by AAM. MAP I (Institutional Assessment), was completed in September 2000. The Surveyor's Report of MAP I included a number of recommendations, many of which are incorporated in this plan.

In 1997, the Association of Railway Museums (ARM) issued the publication, Recommended Practices for Railway Museums in cooperation with the American Association of Museums. In it, the ARM identified nine categories of recommended practice, which are the categories followed in this 2007 Strategic Business Plan.

* The complete plan is available as a PDF file: NCTMStrategicPlan.pdf

August 27, 2007