In this how-to guide, practitioners at cultural heritage venues share their experiences in building sustainable relationships with their geographic and demographic communities. The volume includes practical discussions of activity types that museums can employ to build relationships with their communities including education, advocacy, co-creative, while serving as a community asset and resource. Case studies include direct application of successes and lessons learned with an emphasis on small to medium sized institutions with limited staff and budgets. Highlights include: Thematic discussions on topics such as building an advocacy network between the museum and community; developing cultural heritage institutions as critical and essential components of educational systems; museum response to community expressed needs through a co-creative approach; the varied means for developing community members as cultural heritage stakeholders; and positioning the cultural heritage institution as an integral community asset. Twenty case studies directly apply the thematic discussions in small to medium-sized museum contexts. Extensive list of resources including digital links to forms, workbooks, and guides produced in the case studies. A list of national organizations and an extensive bibliography on community museum engagement. Specifically addressed to smaller institutions with limited budgets and limited or no full-time staff, the volume includes cost-effective projects that can be completed for $1,500 or less.
First Published in 2010. Routledge is an imprint of Taylor & Francis, an informa company.
Author: Amy K. Levin, Joshua G. Adair
Publisher: Rowman & Littlefield
This second edition of Defining Memory offers readers multiple lenses for viewing and discussing local institutions. New chapters analyze the ways in which local museums have come to adopt digital technologies in selecting items for exhibitions as well as the complexities of creating institutions devoted to marginalized histories
Gain insight into history organizations of all shapes and sizes in this book, which addresses the opportunities and challenges of public historians’ work through the prism of the past, present, and future of our communities and institutions, as well as the public history field itself. Featuring essays from some of the leading thinkers in the profession, this book not only looks at major themes as they relate to historians’ work but also inspires creativity in how they approach their work in an institutional and personal sense. The themes themselves are important, but even more important are the articles (presented here as chapters) that amplify the overarching themes. Chapters discuss in-depth and through real-world examples, the work of history organizations. They specifically focus on the challenges and opportunities that are important to any nonprofit (or small business)—entrepreneurship, change, transformation, possibility/opportunity, partnerships—but also those unique to history organizations, leverage the asset of history to: explore place, commemorate the past (and therefore better understand the present), demonstrate how it is people who make history, and discern how to use the past to chart the future. Together, An American Association for State and Local History Guide to Making Public History provides a roadmap of the national discussions the field of history museums and organizations is having regarding its present and the future.
Author: Timothy Ambrose, Crispin Paine
This fourth edition of Museum Basics has been produced for use in the many museums worldwide that operate with few professional staff and limited resources. The fourth edition has been fully updated to reflect the many changes that have taken place in museums around the world over the last six years. Drawing from a wide range of practical experience, the authors provide a basic guide to all aspects of museum work, from audience development and learning, through collections management and conservation, to museum management and forward planning. Museum Basics is organised on a modular basis, with over 100 units in eight sections. It can be used both as a reference work to assist day-to-day museum management, and as the key textbook for pre-service and in-service museum training programmes, where it can be supplemented by case studies, project work and group discussion. This edition includes over 100 diagrams to support the text, as well as a glossary, sources of information and support and a select bibliography. Museum Basics is also supported by its own companion website, which provides a wide range of additional resources for readers. Museum Basics aims to help the museum practitioner keep up to date with new thinking about the function of museums and their relationships with the communities they serve. The training materials provided within the book are also suitable for pre-service and in-service students who wish to gain a full understanding of work in a museum.
Collections management can be a daunting task for volunteers and employees alike. Archives for the Lay Person provides practical, step-by-step guidance for those managing all facets of archival collections at small organizations.
Museum as Process
Author: Raymond Silverman
The museum has become a vital strategic space for negotiating ownership of and access to knowledges produced in local settings. Museum as Process presents community-engaged "culture work" of a group of scholars whose collaborative projects consider the social spaces between the museum and community and offer new ways of addressing the challenges of bridging the local and the global. Museum as Process explores a variety of strategies for engaging source communities in the process of translation and the collaborative mediation of cultural knowledges. Scholars from around the world reflect upon their work with specific communities in different parts of the world – Australia, Canada, Ghana, Great Britain, New Zealand, Papua New Guinea, Philippines, South Africa, Taiwan and the United States. Each global case study provides significant insights into what happens to knowledge as it moves back and forth between source communities and global sites, especially the museum. Museum as Process is an important contribution to understanding the relationships between museums and source communities and the flow of cultural knowledge.
The Museum Effect
Author: Jeffrey K. Smith
Publisher: Rowman & Littlefield
Museums, libraries, and cultural institutions are opportunities for people to understand and celebrate who we are, were, and might be. These institutions are vehicles for educating and civilizing society that work on a variety of levels, ranging from a community event to a single child making a first visit. The Museum Effect documents this phenomenon, explains how it happens, and makes suggestions as to how these institutions can work to facilitate this process.
Savvy companies recognize the value of a strong community. Think of Nike and its community of runners, Nike+, and you’ll quickly understand that creating and fostering an online community around a product or brand is a powerful way to boost marketing efforts, gain valuable insight into consumers, increase revenue, improve consumer loyalty, and enhance customer service efforts. Companies now have the unprecedented opportunity to integrate their brand’s messaging into the everyday lives of their target audiences. But while supporting the growth of online communities should be at the top of every company’s priority list, all too often it falls by the wayside. That’s why brand strategy expert and digital marketer Lauren Perkins wrote The Community Manager’s Playbook (#CMplaybook on Twitter), a must-read guide for business and brand builders who need to strengthen their approach to online B2C community management and customer engagement. As Perkins explains, if companies want to create thriving online communities focused on their product or brand, they must do more than simply issue a few tweets a day, create (and then abandon) a Facebook page, and blog every once in a while. Instead, organizations of all sizes must treat community management as a central component of their overall marketing strategy. When they do, they will be rewarded handsomely with greater brand awareness, increased customer use and retention, lower acquisition costs, and a tribe of consumers who can’t wait to purchase their next product. Perkins not only teaches readers how to build an engaging community strategy from the ground up, but she also provides them with the tactical community management activities they need to acquire and retain customers, create compelling content, and track their results along the way. Distinctive in its comprehensive, step-by-step approach to creating online communities that are fully consistent with a company’s existing brand voice, The Community Manager’s Playbook: Explains how excellent community management provides a competitive advantage with a large impact on sales Provides an in-depth overview of brand and business alignment Teaches readers how to identify their community's online target audience and influence their needs and wants Details the appropriate online channels through which content should be distributed Champions the use of an agile approach through repeated testing to maximize the return on every company investment Discusses the many diverse metrics that can be used to measure community scope Today, there is no brand strategy without a community strategy. Companies that are not developing communities are losing control of their brands and missing opportunities to optimize their marketing investments. With The Community Manager’s Playbook as their guide, however, marketing professionals and the companies and brands they represent will be equipped with the tools they need to manage their online marketing efforts, engage their core customers at every level, leverage community insights into the product development cycle, and ensure that their messaging is heard across all corners of the digital landscape.
The Museum Educator's Manual
Author: Anna Johnson, Kimberly A. Huber, Nancy Cutler, Melissa Bingmann, Tim Grove
Publisher: Rowman & Littlefield
The Museum Educator's Manual addresses the role museum educators play in today's museums from an experience-based perspective. Seasoned museum educators author each chapter, emphasizing key programs along with case studies that provide successful examples, and demonstrate a practical foundation for the daily operations of a museum education department, no matter how small. The book covers: volunteer and docent management and training; exhibit development; program and event design and implementation; working with families, seniors, and teens; collaborating with schools and other institutions; and funding. This second edition interweaves technology into every aspect of the manual and includes two entirely new chapters, one on Museums - An Educational Resource for Schools and another on Active Learning in Museums. With invaluable checklists, schedules, organizational charts, program examples, and other how-to documents included throughout, The Museum Educator's Manual is a 'must have' book for any museum educator.
Conner Prairie, among the finest outdoor history museums in the country, recreates life in 19th-century Indiana. It also was the site of one of the most significant controversies that an American museum has faced. Twilight at Conner Prairie follows the development of the museum, the conflicts of interest created by the terms of founder Eli Lilly's gifts, and the breakdown of the relationship between the museum and its trustee, Earlham College. Author Berkley Duck, who served on Conner Prairie's independent board of directors when the board and CEO were dismissed, provides an inside look at what went wrong at Conner Prairie and how it was put to right. Twilight at Conner Prairie is essential reading for anyone concerned with the survival of museums and the ethical obligations of preserving America's past.
Cemetery Tours and Programming: A Guide shows the range and opportunities of cemetery programming that go beyond basic starting points like dog-walking or traditional historic walking tours. It illustrates the reuses of both historic and contemporary burial grounds through the lenses of recreation, education, and reflection. This guide takes readers through the historical roots of cemetery programming, options for creating diverse programming, and step-by-step suggestions for executing events. While most cemeteries do not have a large paid staff, this book is accessible to anyone (paid staff members, volunteers, a Friends Group, or museum or historical society) looking to broaden the scope of how their local cemetery is utilized.
Produced by The University of South Carolina’s School of Library and Information Science, this volume of the Annual Review of Cultural Heritage Informatics (ARCHI) is the polestar publication for cultural heritage scholars, professionals, and students. Featuring original works selected by the distinguished editorial board of international scholars, ARCHI presents a broad spectrum of the cultural heritage informatics field. New to this edition is a Perspectives chapter in which scholars, practitioners, and leaders delve into a current issue facing the field, voicing their thoughts based on research and personal experience. Some topics covered include: How the transactions and reflections of collections work influences the workplace, community, and nation An in-depth look at the work and how theoretical and professional obstacles hinder convergence. The debate over technology and big data addressed through two articles offering opposing viewpoints on the benefits and disadvantages With a focus on the way our cultural heritage is accessed, stored, and preserved, this volume looks forward to the future and the insight brought forth through technological innovation and research.
Managing People and Projects in Museums is a practical guide about the intersection of projects and individuals in the museum workplace. Chapters contain the experiences of the author and other museum professionals and literature from the field. Case studies and an Appendix with templates, tools, and hypothetical class exercises are included.
Fundraising for Museums
Author: Linda Wise McNay
Publisher: Charitychannel LLC
Being a head of a museum is both challenging and rewarding work. Museum leaders and those who aspire to the role are expected to engage donors and members, and raise money effectively; yet, most have received little or no training or support in advancement. In Fundraising for Museums: 8 Keys to Success Every Museum Leader Should Know, veteran fundraising consultant Linda Wise McNay demystifies fundraising for museum leaders. This innovative book will guide museum leaders on: How museum leaders should manage their time in every stage of their fundraising and stewardship efforts The importance of board leadership The critical relationship between the Museum Leader and, if there is one, the chief development officer Detailed instruction on "how to ask" McNay offers lessons that she routinely shares with her arts and cultural clients. Some museums do not have a chief development officer or experienced advancement staff. She shares detailed explanations of which fundraising tasks are the most important and which should be undertaken first by museum leadership. She explains annual giving, major giving, capital campaigns, and the museum's endowment. This book is organized into eight chapters: Chapter One: Three Secrets to Successful Fundraising. Museums cannot be supported by tuition alone. Therefore, the museum leader needs to devote significant time and attention to fundraising. A museum leader must be able to present the case for support and lead the board and staff in a team effort to ask for funds, all while following a coordinated plan of action. Chapter Two: Fundraising Methods by Rate of Return. A museum fundraising plan should include scheduled direct mail, telephone, event, sponsorship, email, and personal solicitations. Effectiveness of all solicitations is enhanced with an accurate database and appropriate stewardship. Chapter Three: The Big Ask. The museum leader needs to be able to talk about money--a lot. The greatest reason people give money is because they are asked in person! Chapter Four: Forge a Lasting Partnership with the Chief Development Officer. Development is the process of building long-term, positive, and mutually beneficial relationships between donors and the cultural institution. This is best achieved by the combined efforts of the museum leader and the development staff member(s) and volunteers. It is definitely not a one-person job. Chapter Five: A Primary Responsibility of the Board Is to Raise Money. One hundred percent of board members should participate in fundraising both as donors and in soliciting others to all campaigns at your museum. Chapter Six: Operational Funds Have Less Donor Appeal, but They Are Essential. Most museums begin their fundraising efforts with the annual fund or membership. You must create a case for annual operating needs and train your volunteers on the importance of unrestricted giving. Chapter Seven: Capital Campaigns Occur Every Three to Five Years, so Prepare Yourself. Everyone is an annual fund prospect. Some donors are also capital gift prospects. The top 10 donors are critical to your campaign success. Chapter Eight: Endowment Building for the Future. The best way to build an endowment for your museum is to initiate a planned giving program.