INTRODUCTION
The Johnson County Museum (JCM) has a proven track record of successful long-range planning, with the 2019-2024 Strategic Plan playing a pivotal role in our growth. This plan helped deepen community engagement, expand resources, and advance our mission, focusing on five key areas: strengthening community connections, enhancing storytelling, operational innovation, expanding resources, and preserving collections.
Key Achievements (2019-2024)
•Inclusive History: Launched the Latino Collecting Initiative, Sensory Friendly Mondays, and the Emerging Museum Professional Internship. Diversified our boards, expanded scholarship o erings, and built new community partnerships and celebrations.
•Educational Growth: Expanded programming, updated KidScape, and brought Johnson County’s history to local, regional, and national audiences.
•Operational Enhancements: Opened a destination museum store, merged our nonprofit partner with the JCPRD Foundation of Johnson County, improved security at two sites, added a Curator of Engagement position, and made the administrative assistant role full-time.
•Collections and Preservation: Developed a disaster recovery plan, updated the collecting plan, and invested in digital access for improved collection sharing and preservation.
•Resource Innovation: Expanded enterprise operations and grew charitable giving to the museum.
•Community Impact: Served more than 250,000 visitors and program participants, significantly increasing access to our programs and resources.
•Professional Excellence: Won 17 awards across local, state, regional, and national levels and earned national accreditation from the American Alliance of Museums.
The 2025-2029 Plan
The 2025-2029 Strategic Plan builds upon the successes of the previous plan, with a heightened focus on deeper community engagement, more impactful storytelling, and sustained innovation to meet the needs of a rapidly changing Johnson County. This plan reflects the museum’s commitment to service and excellence, positioning the JCM as a vibrant community hub where diverse histories inspire curiosity, strengthen connections, build community, and equip individuals with the tools to shape a brighter future.
MISSION, VISION & CORE VALUES
Mission: To preserve and share Johnson County’s history through collections, exhibits, and programs that inspire lifelong learning.
Vision: We spark curiosity and foster connections through a deep appreciation for history, inspiring a brighter future with every story we tell.
Core Values
•Visitor First: We place our visitors at the heart of our mission, prioritizing their needs and experiences.
•Integrity and Excellence: We are committed to honesty and professionalism, ensuring the highest standards of stewardship, scholarship, and interpretation.
•Community Engagement: We strive to create inclusive collections and programs that reflect the diverse community we serve and uphold the public’s trust.
•Fiscal Responsibility: We carefully manage our resources to support our mission and goals.
•Inspire and Empower: We nurture lifelong engagement with history, empowering individuals through exploration of our shared past.
Process & Approach
The 2025-2029 Strategic Plan was developed through a thorough, 15-month process with support from a professional consultant. Central to this e ort was extensive community and stakeholder engagement, including surveys, listening sessions, and interviews with key groups such as JCPRD leadership, museum sta , volunteers, the Museum Advisory Council, Friends of the Museum, and donors.
The process also included a comprehensive review of the museum’s mission, vision, and values, a SWOT analysis, and a futurist session with sta to explore emerging trends. Leadership also reviewed documents like JCPRD’s Legacy Plan, the JCPRD Foundation’s strategic plan, community survey data, and feedback from the American Alliance of Museums. This broad input informed the priorities and direction of the new plan.
This inclusive approach highlighted the museum's unique role in addressing the evolving needs of our community. With a growing, aging population and increasing demand for connection and knowledge, the museum is positioned to meet these challenges. The plan builds on past successes and aligns with JCPRD’s Legacy Plan and the JCPRD Foundation’s objectives. It focuses on strengthening partnerships, expanding access, increasing brand awareness, driving innovation, growing resources, and pursuing excellence to meet the diverse needs of Johnson County. Funding will come from existing revenues, enterprise revenue, sponsorships, and targeted fundraising.
Estimated Cost | $1,355,500 over 5 Years*
Funding Sources:
•Annual Museum Budget Process ($318,000)
•Activate Sta ng Resource Requests in 2027 & 2028 to support growth and education and engagement ($385,000)**
•Museum Operating Reserves ($270,000)
•Friends of the Johnson County Museum ($382,500)
*Estimated cost does not include capital improvements.
**Ongoing expense
STRATEGIC PRIORITIES
1. We are a valuable part of our community.
The JCM is committed to actively listening to and engaging with our community, fostering collaboration and innovation to meet its evolving needs. By forming meaningful partnerships with local organizations, we will create high-quality, accessible experiences that spark curiosity, promote lifelong learning, and enhance overall well-being. These e orts ensure that our collections, exhibits, programs, and services reflect the rich diversity of our community and provide a platform for meaningful conversations about the significant changes we are collectively navigating.
Impact: Through our work, the community will gain a deeper understanding of one another, cultivating empathy for the diverse people who live, work, and play in Johnson County today. With the active involvement of more stakeholders, we will continue to demonstrate the museum’s value and its critical role in preserving and sharing the history of Johnson County.
Key Initiatives:
•Partner with JCPRD, Johnson County Government, and the Johnson County Library to expand awareness, o er programming, and provide access to resources.
•Foster relationships with local school districts, homeschool groups, and senior centers to improve educational outreach and engagement.
•Engage with nonprofits and service providers to o er programming for audiences with special needs, like expanded sensory-friendly and memory care museum experiences.
•Contribute to the local cultural ecosystem by collaborating with professional organizations such as the Museum Educators Roundtable, Kansas Museums Association, and Johnson County Kansas Heritage Foundation.
Track partnerships, attendance, new curriculum o erings, audience feedback, and program growth.
2. Our community knows us as a
trusted resource.
The JCM is committed to refining our marketing strategies to engage new audiences and enhance the visitor experience. We o er a variety of programs designed to foster civic skills, deepen historical understanding, and strengthen community ties. Through these initiatives, the JCM has become a vital resource in the community, recognized for its role in illuminating Johnson County’s rich history of suburban development and community building.
Impact: The JCM is passionate about expanding its role as a trusted community resource by enhancing its digital presence, engaging diverse audiences, and fostering important civic conversations. Through initiatives like the redlining summit and the nation’s 250th anniversary celebrations, we deepen historical understanding and strengthen community ties. These e orts ensure the museum remains a vital hub for education, engagement, and the preservation of Johnson County’s rich history.
Key Initiatives:
•Overhaul the museum’s web pages for improved SEO (search engine optimization) and accessibility.
•Launch a Redlining Summit to address historical legacies of the federal policy.
•Develop marketing strategies targeting underserved populations and 2026 World Cup audiences.
•Collaborate with museums and cultural sites, as well as businesses and government partners to celebrate the 250th anniversary of the nation through a special exhibit, unique experiences, and civics-minded educational and public programming.
Metrics: Track website engagement, event attendance, social media growth, number of new partnerships formed, number of public programs and exhibits, presentations, and philanthropic support for initiatives.
3. Our community feels welcome here.
The JCM is dedicated to creating new pathways for engaging visitors from underserved communities and removing barriers wherever possible. Through these e orts, the JCM will cultivate an environment where all visitors feel valued, included, and have access to resources that ensure enriching, high-quality experiences across all museum venues.
Impact: All these initiatives will further advance the public’s understanding of local history, its relevance to their lives today, and the role the museum plays in the community.
Key Initiatives:
•Translate the museum’s exhibits into languages used in the county and improve accessibility with new technologies for non-English speakers and those with disabilities.
•Develop Kindergarten readiness programs and opportunities for intergenerational learning.
•Expand the reach of Lanesfield Historic Site and pilot evening hours at the main museum site for greater access.
Metrics: Track participation in specialized tours, increase in visitors, and engagement in inclusive programs.
4. We innovate and grow resources.
The JCM aims to be a dynamic and e ective leader in the museum sector by strategically assessing our fees, sta ng, revenue streams, and access points. This comprehensive evaluation will enhance our organizational readiness and support innovative initiatives to expand our resources. As a result, we will be well-equipped to achieve our ambitious goals and serve the public more e ectively.
Impact: The JCM’s entrepreneurial approach ensures the delivery of innovative and high-quality public services, driven by a robust resource base that meets the evolving needs of our expanding community. By strategically optimizing our revenue channels, sta ng, and organizational infrastructure, we are creating a sustainable framework for future growth. This approach will not only strengthen our capacity to fulfill our mission, but also expand our reach, engaging a broader audience and fostering a deeper connection with our community.
Key Initiatives:
•Strengthen partnerships with Friends of the JCM and the JCPRD Foundation.
•Grow philanthropic support and sponsorships.
•Explore new revenue channels such as expert programming, collections-based merchandise, and corporate memberships.
•Expand the museum’s digital presence by making more collections and exhibits accessible online.
Metrics: Track increases in philanthropic giving, new revenue from programs and merchandise, and digital engagement.
5. We pursue excellence.
As stewards of the public trust, the JCM is dedicated to collecting, preserving, and presenting history to the highest standards. Our sta will actively seek ways to engage diverse audiences and promote lifelong learning, particularly through significant enhancements to Becoming Johnson County, the Lanesfield Historic Site Visitor Center, and KidScape. The JCM aspires to be recognized for excellence in all its endeavors. Our commitment to preservation planning, service to the field, and professional development will support these goals.
The JCM is committed to upholding the highest standards of preservation, education, and engagement. Through major updates to exhibits like Becoming Johnson County, the Lanesfield Historic Site, and KidScape, we ensure that our collections remain relevant and accessible to diverse audiences. Our dedication to professional development, visitor feedback, and innovative storytelling will position the museum as a leader in historical preservation and public service, fostering lifelong learning and deeper community connections.
Key Initiatives:
•Refine the museum’s signature exhibit, Becoming Johnson County, incorporating interactive elements and intergenerational interpretation.
•Enhance exhibits at KidScape and Lanesfield Historic Site to increase relevance and engagement.
•Develop a preservation plan for Lanesfield Historic Site.
•Optimize current collections storage and create plans for future collections storage.
Metrics: Track visitor feedback, professional development participation, philanthropic support for exhibits, and progress in preservation e orts.
CONCLUSION
The JCM strategic plan for 2025-2029 is focused on fostering inclusivity, community engagement, and operational excellence while expanding resources and deepening historical understanding. By prioritizing community-driven initiatives and innovation, the museum aims to remain a vital, trusted institution that inspires curiosity, reflects diverse histories, and serves as a catalyst for lifelong learning and social connection.
APPENDIX
Itemized List of Key Initiatives by Strategic Priority
1. We are a valuable part of our community.
•Foster connections with JCPRD, the JCPRD Foundation of Johnson County, and Johnson County government to share the county’s history and enrich museum o erings.
•Collaborate with JCPRD to incorporate history into parks, including contributions to the Greater Kill Creek Park Area Master Plan and History in the Parks panels.
•Partner with Johnson County Library to expand access to the Museum and Lanesfield Historic Site, including exploring museum passes and story times at Lanesfield.
•Contribute to JCPRD’s World Cup planning e orts and regional planning e orts.
•Engage other JCPRD and County departments in exhibit and programming creation.
•Support VIBE e orts at the County and JCPRD through information sharing and participation in advisory team activities.
•Forge connections with local school districts, teachers, and homeschool educators to expand educational programs.
•Partner with local homeschool groups to develop new o erings and market to this audience.
•Engage community partners to leverage museum assets for broader service.
•Engage nonprofits like the Alzheimer’s Association to develop memory care programming at the museum.
•Expand KidScape’s Sensory Friendly Monday to serve a wider audience, working with Britain Health and Johnson County Development Supports.
•Build relationships in the Gardner/Edgerton area to collaborate and attract audiences to the Lanesfield Historic Site.
•Seek opportunities to table at community events to expand the museum’s reach and build relationships with underserved populations.
•Engage in professional development and industry groups to contribute to the museum/public history field.
2. Our community knows us as a trusted resource.
•Overhaul the museum’s webpages to improve SEO and make it more user-friendly.
•Launch a summit on the lasting legacies of redlining.
•Engage a marketing expert to enhance the museum’s marketing and refine email strategy, including targeting World Cup audiences.
•Collaborate on the 250th anniversary of the nation with museums, cultural sites, businesses, and government partners to o er special exhibits and programs.
3. Our community feels welcome here.
•Translate “Becoming Johnson County” into minority languages and use technology to increase accessibility.
•Update accessibility scripts in the main gallery.
•Coordinate weekly tours of the main gallery with volunteers.
•Provide tailored tours of “Becoming Johnson County” for diverse audiences, including non-English speakers, the visually impaired, and those needing sign language interpretation.
•Develop early learning opportunities through the museum galleries and KidScape.
•Grow participation at Lanesfield Historic Site through weekly open hours.
•Pilot evening hours at museum to provide more flexible visiting times.
•Explore improvements at the Arts & Heritage Center, including a universal changing table, mothers table, and more visitor-friendly options for the front desk.
•Revise the Collecting Plan with the Collections Committee to ensure the community is reflected in the museum’s history.
•Expand the Friends-supported scholarship program to address cost barriers for field trips and public programs.
•Work on intergenerational learning in “Becoming Johnson County,” with updates integrated into current and future exhibits.
4. We innovate and grow resources.
•Foster partnerships with Friends of the JCM and the JCPRD Foundation, focusing on new member recruitment and fundraising.
•Leverage the Curator of Engagement position to grow philanthropic giving through exhibit sponsorships, campaigns, and legacy gifts.
•Diversify revenue streams through expert programming, merchandise, expanded memberships, and fee evaluations.
•Expand digital access by making more collections and exhibits available online.
•Activate Sta ng Resource Requests in 2027 & 2028 to support growth and education and engagement ($385,000)
5. We pursue excellence.
•Plan a phased update to “Becoming Johnson County” to refine the community-making story, add intergenerational interpretation, and incorporate new technology.
•Update KidScape’s environment with more historical context and intergenerational interpretation.
•Develop a new KidScape environment and find a flooring solution.
•Refresh exhibits at Lanesfield Historic Site to better serve school groups and the public.
•Develop a preservation plan for Lanesfield Historic Site.
•Solicit feedback from visitors, members, and volunteers through surveys and studies to better understand audience needs.
•Collaborate on future collections storage plans with JCPRD and consultants.
•Provide professional development for sta and volunteers to enhance interpretation and cultural competency.
•Cross-train sta and document processes for key positions.
SPONSORSHIP OPPORTUNITIES
Gallery Naming Rights (10-year terms)
“The Business of Johnson County” Gallery – $50,000
“Becoming Johnson County” Exhibit Translation Service – $50,000
Lanesfield Visitor Center Exhibit Gallery – $25,000
Special Exhibits & Programming
250th Anniversary Exhibits and Programming – $25,000 - $1,000
Community-Focused Programs
Adult Enrichment Program Underwriting – $10,000/year
Memory Care Program Underwriting – $5,000/year
Redlining Summit Sponsorships – $5,000 - $1,000
Community Free Days – $2,500/each
Initiatives
Emerging Museum Professional Internship - $25,000/year
Your support allows the Johnson County Museum to continue o ering meaningful, community-driven experiences that inspire learning and spark important conversations about our shared past. Together, we can ensure the museum remains a vibrant hub for curiosity, connection, and cultural understanding.
Learn more:
Contact Lindsey Arnold Seevers, Curator of Engagement, at lindsey.arnoldseevers@jocogov.org
ACKNOWLEDGEMENTS
Thanks to the JCPRD Board of Commissioners and leadership, Johnson County Board of Commissioners, and the JCPRD Foundation for their support of the museum. Thanks also to Katie Lord, strategic planning consultant.
Museum Advisory Council
Nancy Wallerstein*
Gary Hicks
Julie Hickman
Jean Hughes
Courtney Craig
Dr. Donna M. Davis
Jennifer Day
Heather Rubesch
Friends of the Johnson County Museum
Jennifer Vitela*
Jama Akers*
Chris Carey*
Jerry Baird
Kathleen Chirpich
Jennifer Denslow
Tracey Flexter George
Brodie W. Herrman
Zulfiqar (Zulfi) Malik
Mary D. Padilla
Connor Stangler
* Denotes Strategic Planning Committee Member
Johnson County Museum Sta
Mary McMurray, Ph.D.*
Lindsey Arnold Seevers *
Tamra Batt
Bradley Debrick
Andrew Gustafson*
DJ Holzhueter
Anne Jones*
MacKenzie Lasswell
Liz Lumpkin
Lee Merrill
Leah Palmer*
Jessica Smith Doyle
Curtis Woods