I hear a lot about how we need a new business model for museums or that the current business model is broken. We have business models; we just may need to evolve them.
For museums, continuing revenue comes from four sectors (Visitors and Program Customers, both earned revenues, and Public and Private Supporters, both support revenues), each with its own interests. This article focuses on earned revenue opportunities and how to think about them, particularly those available to children’s museums.
Are your supporters and audiences getting benefits that are different from the impacts your mission desires? I believe that museums are valued for a wealth of beneficial results beyond their focused missions, and that studying the alignment between a museum’s intentions and its results can improve a museum’s impact and performance.
This slide describes historical trends in museum funding, showing the changing shares of government, private, earned income, and investments in museum business models.
The Welcoming Guidelines Task Force was launched in 2014 to compile preferred practices for museums to use in working with LGBTQ professionals and communities. These practices are organized across functions and areas of professional practice with the goal to create a workable document that can be used by professionals and institutions of all kinds. The Guidelines are envisioned as a checklist/assessment that can be applied by individual LGTBQ museum professionals and our allies as a resource to effect change at institutions that serve LGBTQ persons and families and employ LGBTQ staff and
“Are museums perceived as experts – and are they trusted? To what extent?” These are the questions that I hoped to shine a light upon when I requested a topic-specific data cut on cultural organizations from the National Awareness, Attitudes, and Usage Study. The NAAU is an ongoing study regarding market perceptions of visitor-serving organizations and it currently quantifies feedback from over 108,000 respondents. The resulting data reveal important takeaways for museums today – and specifically underscore an important role that the market expects museums to play. As a heads-up, the data
This paper aims to contribute to the ongoing efforts of the museum sector to build a museum perspective of innovation. More specifically, the paper presents a new framework for innovation in museums called the Museum Innovation Model (MIM). The model emerged as a result of Ph.D. research that included a number of museums in the United States and the United Kingdom. The theoretical framework of the model is based on three concepts—open innovation, social enterprise, and social innovation—each of which, the research observed, are growing trends in the museum sector. The proposed paper offers an
There are many lenses through which we can measure the value of a museum experience.
There is the satisfaction factor: Did visitors have a good time? Were they engaged? Do they want to return?
There are learning outcomes: Did visitors learn something new? How much did they learn? How did their experience compare to other types of learning experiences?
And there is also meaning-making: Did respondents have a meaningful experience? A memorable one? A connective experience that made them want more?
While all three of these lenses (and many others) are important, meaning-making is
People love stuff. It speaks to them; it reminds them of special moments or people in their lives. They collect it and they love to tell stories about it and show it off. Museums’ deepest roots are in the stuff of collections. But over the last 200 years, the value and importance of collections to effective science interpretation (including exhibits, education, and outreach) has waxed and waned. It is clear from recent studies that using collections in concert with media and interactivity in exhibits and programs yields an extremely effective visitor experience. The recent work of Reach
A collective mass of youthful exuberance pulses through our science centers and museums on any given day. As I visit our ASTC-member institutions around the world, I find it extremely rewarding to watch all that energy being transformed into focused, intense contemplation of specific topics or experiences.
I have always been fascinated by the concept of “dwell time” in our science centers and museums. Dwell time usually refers simply to the period of time visitors spend in an exhibition or at a specific exhibit or activity. This time period can be extended in ways that are not entirely
On the first day of the Science and Society course at the Cooperstown Graduate Program in Cooperstown, New York, I present the students with an incandescent lightbulb, with clear glass so one can easily see the filament inside. I ask the students how it works and they are able to tell me that the electricity comes in there, runs through the filament here, heats up, and produces light. Then I take out my iPhone and slide it across the table and ask, “How does this work?” Blank stares abound.
In the 1980s in the United States, the traditional science center business and mission models worked well. Science centers were the most prominent source for informal science learning with financial support from governments and donors and a quasi-monopoly on IMAX films, science store merchandise, and interactive exhibits. A science center’s exhibit department would devise interesting exhibits, and the marketing department simply advertised that content to whatever audience might be interested. From today’s perspective, those were relatively simple times.
Things began to change in the 1990s
The San Diego Natural History Museum (theNAT) contracted RK&A to conduct a summative evaluation of the exhibition Extraordinary Ideas from Ordinary People: A History of Citizen Science and to explore how well the exhibition communicates an inclusive view of science. The goals for the evaluation were to explore visitors’ behaviors in the exhibition as well as understand what meanings visitors made from the exhibition, particularly with regard to how the exhibition’s messages about citizen science are resonating in the context of visitors’ science identity.
RK&A conducted timing and tracking