finding balance in my world and the museum world

It's challenging for me to read and accept museum theory, case studies, and organizational models indicated or intended for for application. There is an incredible amount of diversity and complexity in every aspect of a museum's organization and culture. From departmental goals to sociopolitical/economic location, there are tons of factors associated with the 'hows' and 'whys' of a museum's approach to doing.

Therefore, I believe a museum organizational models can be similar and generalized, but for the most part, differ greatly dependent on the varying factors! Thus I am constantly trying to find a strong connection and balance between understanding the knowledge acquired academically and the real source of it's practical application.

In the same way, Charlie Walter describes similar challenges in balancing sustainability and accessibility at the Fort Worth Museum of Science and History in Fort Worth, Texas. A museum program's "viability depends on its ability to generate revenue" yet at the same time museum programs "must serve the entire community" (Lord, 2007, p. 162). So there you have it - sustainability and accessibility - now let those words soak in as you apply the measure and means of balance...survival and everyone, revenue and relationships, long-term and hopeful.

Before I regurgitate what I read, please place it in the context mentioned in the very beginning of this entry! I am hesitant to outline these strategies because I feel their application and implementation greatly depends on the dynamic of the museum and it's relationship to the community it's serving. So.. let's begin!

Walter describes key strategies in addressing this 'tug-a-war-balance' challenge by, "finding the right combination of revenue streams (program fees, private support, public support) that will keep programs sustainable and accessible to broad audiences..." (p. 162). Furthermore, departmental and programmatic planning and goals must be systematic and holistic in thinking. Meaning, program development must "range from the foundations of education theory that influence the program's design to the financial implications, marketing opportunities and development potential of the project" - and most importantly, in defining 'holistic', all elements of this process "are connected and aligned, moving int he same direction" (p. 162). This is great because all departments are fully engaged and more fully understand the challenges that face the museum, suggesting "an interrelated chain of areas of competence, rather than a heirarchy of reporting relationships" (p. 163). How awesome is that!!??

Here's some 'practical' ;) tips for planning and evaluating:

• Throughput (the amount of participants passing through the programs)
  is important
• Have a portfolio of offerings at a variety of prices
• Try something new each year
• Talk to your customers
  
• Fast, Cheap, High Quality - Pick and Two