HomeMy WebLinkAbout7.1 Museum Assess.Program-Phase II
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AGENDA STATEMENT
HERITAGE AND CULTURAL ARTS COMMISSION
MEETING DATE: MARCH 11, 2010
SUBJECT: Museum Assessment Program, Phase II - Update
Prepared by Elizabeth Isles, Heritage Center Director
ATTACHMENTS: Public Dimension Museum Assessment Report
RECOMMENDATION: Receive report and provide input to Staff
FINANCIAL STATEMENT: None
DESCRIPTION: One of the 2009-2010 Goals & Objectives adopted by the City
Council is to "Implement a self study and peer review for the Phase II Museum Assessment Program
(MAP) Public Dimension Assessment for the Dublin Heritage Center
In 2008, Staff applied for and received a Public Dimension MAP grant for the Dublin Heritage Center.
The Museum Assessment Program (MAP) is a confidential, consultative process, designed to help
museums understand how they compare to standards and best practices in the field. MAP helps museums
understand how other institutions deal with similar challenges. MAP provides suggestions for
improvement. There are three stages to each of the four two-year long assessments: Self-Study, Peer
Review and Implementation.
This is the second MAP that the Dublin Heritage Center has participated in. A MAP "Institutional
Assessment" Phase I was completed in 2006. For this round, the Public Dimension Assessment Phase II
assesses the public's perception, experience, and involvement with the museum. The assessment assists a
museum in effectively communicating with the public and helps the museum identify and strengthen
collaborations with other organizations around the country. It includes a review of all the ways in which
the museum interacts with its audiences including; marketing, public relations, audience development and
exhibitions.
Staff completed the self-study portion of the MAP in early 2009 and selected consultant Nancy Bryk as
peer reviewer. Ms. Byrk evaluated the self-study materials and on November 22-25, 2009 visited the
Heritage Center. Ms. Bryk is the Director of Education and Public Programs at Ann Arbor Hands-On
Museum. During her site visit, Ms. Bryk conducted over twenty interviews with people involved at the
Dublin Heritage Center and in cultural activities in the Tri-Valley Area. Following her visit, Ms. Bryk
submitted a thorough report of her findings (Attachment 1)
COPIES TO:
ITEM NO: 7.1
G:U-IERITAGE COMMISSIONWGENDA STMTS\2010\3-11-10 MAP.doc.
The MAP report creates a snapshot of the Dublin Heritage Center, identifies strengths and weaknesses
and makes recommendations. In Ms. Bryk's assessment, among the strong points of programs and
operations are the Oral History Initiative, the Permanent Exhibit, the volunteer base and the diverse array
of programs. Areas where improvements are recommended include; developing a strategic plan,
increasing part time staff hours to realistically cover the expanded Historic Park operations, review and
improve branding, conduct visitor surveys, work with diverse community groups, address collection and
museum responsibly and find ways to attract families through hands-on activities.
RECOMMENDATION: Staff recommends that the Heritage and Cultural Arts Commission
receive the report and provide input to Staff.
2 of 2
MAPMuseum 1 essment Prog •
PUBLIC D1MENSION M:AP ASSESSMENT
REPQRT
DUBL1N HERtTAGE GENTER
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DUBLIN, CA e
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JANUARY 25, 2010 .~r
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REPORT WRITTEN BY SURVEYOR:
NANCY E VILLA BRYK
ANN ARBOR HANDS-ON MUSEUM
ANN ARBOR, MI
ATTACHMENT 1
Public Dimension MAP Assessment Dublin Heritage Center
f
Nancy Villa Bryk, Director of Education and Public Programs at Ann Arbor Hands-On Museum,
visited the Dublin (CA) Heritage Center (DHC) November 22-November 25, 2009, in order;to
conduct the Public Dimension Assessment. Due to the nature of flights from Michigan to
Califomia, it was not feasible to fly out late Tuesday, hence the long visit.
THE VISTT .
Sunday, November 22
I arrived early Sunday aftemoon. After checking in to my hotel, I was picked up by Executive
Director of the Dublin Heritage Center Elizabeth Isles so that I could meet and talk with the
Dublin Heritage Preservation Association (DHI'A) about the Public Dimension MAP goals. I
wanted to leam of their hopes and aspirations for the DHC as well as for the MAP assessment.
John Hamett, Heritage and Cultural Arts Manger, City of Dublin (the director of DHC reports to
Mr. Hartnett) and about 15 members of the DHI'A and the two DHC staff inembers joined us for
the discussion.
Monday, November 23
Elizabeth Isles picked me up in the moming and we headed out on a road trip to look at the
community of Dublin. We met with Anna Hudson, the Director of the Dublin Senior Center, an
active organization in Dublin. Elizabeth and I drove through neighboring communities as well,
including Pleasanton and San Ramon. We dropped by the Museum on Main Street in Pieasanton
and had a brief conversation with the newly-hired Curator of Education, 7ennifer Amiel and
quickly visited Forest Home Farms, a working farm in San Ramon. We also met with the Tri-
Va11ey Visitors and Convention Bureau to discuss cultural tourism, the promotion of local
museums, how the museums could work together for stronger self-promotion, and the profile of
the typical visitor to the Tri-Valley Area. Upon our retum to DHC, Elizabeth and I went on a
tour of several new buildings recently moved to the DHC park area that are scheduled to open in
July 2010 that are associated with one of Dublin's eariiest ranching families, the Kolbs.
Tuesday, November 24
First thing on Tuesday moming Elizabeth and I visited the Alameda County Library where we
met Lee 7others, librarian. Ms. Jothers has worked with Elizabeth at DHC to digitize 200
photos, making them available on the Library's website. The two have enjoyed working together
and Lee is particularly excited about facilitating access to Dublin's Oral History Project.
Back at DHC we met with the two teachers, Jennifer McCort and Dana Tutino, who are
spearheading a project connecting DHC and local history with the City's teachers. I then met
with Georgean Vonheeder-Leopold, the city's historian to discuss her work with DHC. Then, I
met with Steve Lockhart and Janet Lockhart, community leaders and driving forces behind the
establishment of DHC; they helped me understand the founding of DHC. (Mrs. Lockhart is also
a former mayor.) We also talked about how community activists established DHC and how
other cultural not-for-profits might collaborate in the future. I also met with the project manager
of Dublin's oral history initiative, Terry Berry, and discussed DHC's role in this proj ect. Terry
Berry and the Lockharts are also supporters of the archives about and housed at Camp Parks, the
large military base in the center of town. Before leaving for an eazly diruier, I spent a good deal
i
of time in the permanent exhibit in the Murray Schoolhouse, reading labels and looking at
artifacts. '
I returned after dinner to experience DHC's informal folk music get-together. DHC offers tlre
Meeting Room at the Murray Schoolhouse to local musicians to practice, free of charge, if they
will allow the public to watch these practices. Before the pick-up session I talked with Pam
Harvey, administrative assistant at DHC and a member of one of the oldest ranching families in
Dublin.
Wednesday, November 24
First thing on Wednesday Elizabeth and I had an appointment with Lom Miller, P.R and Events
Coordinator for the City of Dublin. We talked about how the City supported DHC marketing to
this community and opportunities for additional communications to citizens. I then returned
briefly to DHC to view PastPerfect cataloging and the inventory of DHC's collections.
I left for the airport about 10:30 am to head back to Michigan.
EXECUTIVE SUMMARY
Dublin Heritage Center has done remazkable things with a constrained budget and very small
staff. It is committed to presenting history of a culturally diverse Dublin and being as inclusive
as it can be considering the resources (staff, money, and rime) it has. Particularly impressive is
the permanent exhibit in the Murray Schoolhouse, a lovely exhibit that includes some diversity
stories and appeals to children. Kudos to the City of Dublin for supporting an oral history
initiative. This initiative poises Dublin to be in the forefront of collecting stories of
contemporary citizens-something few museums are inclined to do. This sentiment can be
infused throughout ali of DHC's programs in which it includes diverse voices from today that
can be connected to stories from Dublin's past.
T'he biggest challenge for DHC is that the east side of Dublin, with the young, tech-sawy,
wealthy newcomers to town, who are more diverse than west siders, do not appear to be
participating in DHC's programs. DHC must reach out to these audiences to understand their
perceptions of DHC, find out what they seek, attract them with unique interactive programming,
connect the history of Dublin's past to their "today" while ensuring the traditional historians and
pioneer families remain honored and included.
Prioritized List of Recommendations of Major Actions
1. Seriously consider changes to the mission statement that moves the institution beyond '
"collecting, preserving, and interpreting." Dublin is a growing, diverse community-
how can DHC help this town embrace change while respecting its past? How can it learn
from the stories of the pioneer past-and how can it link that colorful, diverse pioneer
past to today's "history?" How is this reflected in its mission?
2. Conduct institutional planning for DHC. What should it be doing with its constrained
resources? Who can help accomplish these actions?
3. Conduct simple visitor studies that help DHC really understand how it is perceived 4. Conduct visitor studies to help DHC understand what its diverse constituencies seek from
the institution.
5. Reach out, aggressively and consistently, to the culturally diverse groups on the east side .
of town (and all parts of town).
6. Continue to strengthen collaborations with the Library and the Senior Center, but seek to
forge new collaborations with other sports, cuitural, business, church, and community
groups so that DHC has friends everywhere in town! Make this not NST Elizabeth Isles'
job, but infuse this responsibility with volunteers and DHPA members.
7. Make family hands-on activities an important priority for Kolb Fazmhouse and
outbuildings. This kind of activity will bring people from the east side to the west and
provide them with unique, family-friendly educatio'hal experiences.
8. Grapple with spending more on staffing the new experiences opening in summer 2010.
Face the fact that Elizabeth Isles cannot staff the Kolb Fazmhouse and be expected to
fulfill her other responsibilities or she'll completely bum out.
9. Work with diverse community groups to mount exhibits on groups other than pioneer
families.
10. Seek input from college students and local professors to assess the effectiveness of the
current branding, marketing, and design of materials (including website) of DHC.
11. Enter the world of social media/social networking and start a Facebook page and start
Tweeting! Young families make many leisure time activities based on what others
recommend to them.....through Facebook.
HISTORY OF THE DUBLIN HERTI'AGE CENTER
History-minded citizens in town watched over the historical resources of Dublin for many yeazs
before the Dublin Heritage Center was formally founded. Some virtually threw themselves on
the steps of Murray Schoolhouse to prevent its being bumed in a fire department exercise.
Others worked with volunteer groups to put the Schoolhouse on a better founda.tion; still others
collected objects, volunteered to staff t.he makeshift museum in the Schoolhouse.
When the town was incorporated, the Commissioners included a number of history buffs and
dedicated historic preservationists who felt strongly that Dubliners honor and preserve its pioneer
past and that newcomers-called "modem pioneers" by the mayor in 2006-understand the
history of the town as well. This group urged the City to found the Dublin Heritage Center and
sought and received public funds for operations. These dedicated historians aze known as the
Dublin Historic Preservation Association; without their advocacy and energy there would be no
Dublin Heritage Center.
DESCRIPTION OF THE DUBLIN HERTTAGE CENTER Dublin Heritage Center (DHC) is a publicly funded not-for-profit heritage association that ~
operates imder the auspices of Dublin's Parks and Community Services Deparnnent. The City of
Dublin sets aside approximately $200,000 for its operation and virtually no other funding is used
to sustain the organization. DHC includes several historicai resources including the Murray
Schoolhouse, built ca. 1856 and moved twice, eventually landing in the historical park in Dublin;
St Raymond's Roman Catholic Church, constructed in 1859 and on its original site; filie Pioneer .
Cemetery, officially established in 1859 but people had been buried there for years prior; and a
museum collecrion of artifacts and archival materials that is fairly sma11 in number (likely
numbering about 600 in total). The Murray Schoolhouse also includes DHC's permanent exhibit
relating the history of the town. The City is reinvigorating DHC by establishing an historical
park, including the newly-moved Kolb House, a Craftsman bungalow that has rooms for hands-
on activities relating to life on the farm, and, hopefully, room for some historic room installations
relating to children's' life on the farm. Additionally, outbuildings from the Kolb Farm were
brought and will include the Sunday School Bam, for theater presentations, the Hay Bam, an
open-air covered structure, and the old Kolb House, which will serve as a public bathroom with
handicap access. The City is hopeful that the Heritage Park will be open in 7uly 2010.
Today, the City administers the Dublin Heritage Center and pays for viriually all its expenses
(about $200,000 yeaz) although DHC does generate some money in rentals and paid programs.
Elizabeth Isles, a part-time director who reports to 7ohn Hamett, Heritage and Cultural Arts
Manager, was hired in 2001 and became full time a few years later. Elizabeth Isles has overseen
the development of the permanent exhibit in the Murray Schoolhouse, wrote the DVD about
Dublin ("Crossroads Beneath Our Feet") and has worked hard to diversify the ouflook, the
programs and activities of DHC. She is ably assisted by Pam E3arvey, other colleagues from the
City Parks who assist with website work, public relations, marketing, and some events work, and
dozens of volunteers including the indefatigable DHPA. Elizabeth Isles believes DHC serves
3,000 people a yeaz; however, in speaking with Elizabeth on how they count "served cirizens," it
is clear they serve far more than this-perhaps as many as 5,000.
AUDIENCES AND COMMUNITY
Dublin, California
Dublin is a fast-growing town that lies to the east of San Francisco in the Tri-Valley Area-it is
one of the top-five fastest growing ciries in Califomia Dublin and neighboring Pleasanton and
San Ramon are nestled in the Diablo Valley, the Amador Valley, and the San Ramon Valley.
While Dublin was settled by white men and women just before the Gold Rush in the eazly 1850s,
it remained a very sma11 town composed of scattered cattle ranches. In the mid 1940s the
government founded Camp Parks to the east of downtown. Camp Parks was a military
installation and accommodated virtually every service arm except the Coast Guard, and had a
military hospital on site that specialized in the treatment of Post Traumatic Stress. Thousands of
service men and women Irnow Dublin through their time at Camp Parks. Other than this military
development, the town remained small until the early 1960s.
In 1962, enterprising developers saw the value of Dublin's proximity to San Francisco and '
Oakland and built tract homes near the center of town, bringing about 2,000 new citizens to i
Dublin. The town burgeoned when it was formally incorporated in 1982. The most substantive
growth is represented by high density housing built on the east end of town between late 199bs
and the present. The 2000 Census indicated Dublin's population was 29,633. The 2008
Califomia Department of Finance indicates the population was 46,934 showing an increase 58%.
In addirion to dramatic increase in population, Dublin has seen significant demographic shifts.
In 1990 the City was 70% white and blue collar. By 2008 the Asian population had increased by
78%, the Latino populafion by 71%, and the African-American population by 30%. T'he number
of college gradua#es living in Dublin increased 48% from 2000 to 2008; many work in the
technology firms in and around San Francisco. Median age dropped in the last decade and
Dublin now has the youngest populafion in the Tri-Valley Area
Dublin Divided
Today, Dublin includes 42,000 people who live on a long, rectangular strip surrounding
Interstate 580 (which runs east to west). Before the huge growth 1980s the two-block long
downtown was located on the far west edge of town. However, virtually all of the recent growth
occurred on the east end of town, and East Dublin is the affluent part of town, full of young,
diverse families, and new restaurants and stores, high-density housing, and a BART station.
West Dublin is inhabited by an older, less affluent, less diverse populafion who live in older,
free-standing houses. Most consider West Dublin to be a less prestigious place to live than East
Dublin. While the town is not formally divided into East and West Dublin, the town has two
distinct communities. Traveling east to west in Dublin is not easy as the streets must
accommodate many more automobiles than they did just a decade ago, and East Dubliners prefer
not to fight traffic and so they avoid heading west. Ttus is pertinent because DHC is located on
the far west end of town.
Market Segments
The City of Dublin completed a draft of a strategic pian for the Pazks and Community Services
Department in October 2008. This ten-year vision for Parks and Community Services was
conducted by the National Research Center and inciuded one-on-one interviews, mail in surveys,
and focus groups. This process developed a market segmentation system classifying the
neighborhoods based on socioeconomics and demographics.
The three fast-growing and aff luent top segments in Dublin include:
. Enterprising Professionals: young, educated worlang professionals living in townhouses;
mobile; enjoy sporting events; very tech sawy. '
. Boomburbs: young families; very affluent; own large TVs and enjoy video games; enjoy
tennis, golf and slaing; enjoy interactive high-end vacations (Disneyworld).
. Urban Chic: well-educated, enjoy expensive single-family homes; visit museums, travel,
hike, enjoy educational activities in their leisure time.
It is useful to look at these market segments; it is logical that these segments all want
sophisticated educational entertainment, are sawy technology users, enjoy outdoor sport
iactivities, and have money to spend on their young children. They likely live in East Dublin
(considered a more desuable part of town) and DHPA members believe, rarely visit DHC. -
Audiences 5erved
When asked what audiences DHC serves, the organizarion states residents and tourisxs to the azea
are their target audiences. This is pretty broad; however, DHC has not segmented tkieu audience
further. It may be useful to do this. I surmise that DHC would find the following segments to be
their tazget audiences:
• schoolchildren (primarily 3`d graders) visiting with their classes
. descendents of pioneer families, or those interested in the pioneer past
DHC serves these two target audiences well. Every Dublin~3'd grader visits DHC and a sma11
teacher advisory group is working diligently to connect Dublin's stories and DHC's exhibits to
local history curriculum, and disseminate this information to a113`d grade teachers in Dublin.
Additionally, DHC staff and volunteers are very focused on offering an experience in Murray
Schoolhouse that is geared toward the young visitor or schoolchild rather than toward adults.
Artifacts are chosen (lunch boxes, school desks) and hands-on elements included to interest the
schoolchildren's interest. Continuing discussion in the teacher advisory group has focused on
connecting that experience with science curriculum through inclusion of geography of Dublin as
well as involving high school students with research, dramatic vignettes in the new historic park,
and even some geological concepts to include science curriculum. All great ideas.
DHC is keenly interested in interpreting its colorful pioneer past. And, descendents of pioneer
families and ranching families still in the area take great pride in their founding of this
bnrgeoning town. DHC supports these families' interests in several ways, including:
• making the Pioneer Cemetery accessible and an important part of DHC
. moving the Kolb Farmhouse and related outbuildings to the historical pazk
• offering transcriptions of the tombstones in the cemetery to those who are interested
. working with local historians to create a well-ieseazched, reliable history of the town
• allowing a pioneer family to mount a temporary exhibits on their family annually and
then using the information uncovered by these families to further files on these important
families
Wlxile DHC serves these two target audiences quite well, DHC also believes there aze lazge
porlions of the population is not currently serving that it could serve well with some changes to
programs. (If the number of people served by DHC is any indication--about 3,000 out of a ,
population of 42,000, with many of these children coming from classrooms--the organization is '
probably correct.) Currently, informal methods for gathering information on visitors to DHC
have not revealed a great deal of informarion on who visit. More important, DHC might ask
those who do not visit why this is so, and what they might seek from DHC. This could be done
with little cost if staff and volunteers aggressively query Dubliners who visit the lazge festivals
held annually-all you need is a good questionnaire, clipboazds, pencils, and willing volunteers!
It may take a year or two to get good information but it will be well worth the effort. Please see:
Diamond, 7udy. Pracrical Evaluation Guide: Tools forMuseums & Otherlnformal Educational '
Settings. (Walnut Creek: Altamira Press, 1999) for information on how to obtain valuable '
information on your visitation at low cost.
. '
Segments Not Served
Information about market segments, derived from the Parks Department's strategic planning,
suggests that there may be two other important Dubiin audiences for DHC that they haven't
addressed with programs and extnbits. These include:
. young families (all three top mazket segment include young, educated, tech sawy
professionals and their children) who live in East Dublin
. diverse Dubliners, including seniors and families/immigrants to the United States
;
Young families from East Dublin R'ho Don't Visit
These young families likely seek eacperiences that DHC does not always provide. They
seek educational experiences for their children that are dynamic and unique. We know
from the City's strategic planning that they enjoy sports and recreational events. Tech-
sawy pazents often seek science, engineering, and math educational experiences for their
children as well-subjects not found at DHC. Thus, fairly passive, historical experiences
that are hard to get to (across town) will not be high on their "to do" list. It is also
important to note that there has been ongoing interest in town in a children's
museum, indicating that some believe a highly interactive museum experience is needed.
Recommendations:
• Start a Facebook page (I seazched for one and did not find it-did I miss it?). We
find that young families, particulazly, share information on family-friendly
acrivities through this social network. We have increased visitation by sending
out notices of special events for families via Facebook! Use Twitter for short,
sweet announcements as well. Facebook and Twitter is, increasingly, the main
channel for communicating with young families.
• Conduct more aggressive marketing for specific events through email blasts and
blogs started by a member of your volunteer corps. Consider asking a young teen
volunteer or interested college intern to take this over as their project, monitoring
it daily and ensuring new things are added frequently. A blog run by DHC might
try to connect past and present, or highlight present-day pioneers, reminding
others that DHC is interested in the present as well as the past.
• Consider posting photographs (with permissions, of course) of children engaged in fun workshop activities or in hands-on activities in DHC exhibits to F1ickR.
Invite others to post their DHC photos on FlickR, too-this could be really "big"
when the new buildings in the historical park open during summer 2010 (there
will likely be great photos from the exciting new_activities offered at these sites).
• I missed seeing the link to DHC's website from the City Pazks' Department
website the first few times I was on the site. I might suggest that your web
developer make it more prominent.
. While DHC's website (that links to the City Pazks page) is aitractive, I might
suggest that it could be more interactive so that families interested in more %compelling technalogy mind find it a bit more enticing. It might also include more
virtual tours on it (I like the one that is there now) including virtual tours of =
DHC's temporary exhibits. This might make it a vibrant, deeper (more
information) website.
. To attract young families interested in unique educational activiries, very
seriously consider offering farm and househoid chore-related hands-on activiries
at the Kolb Farmhouse and other outbuildings in the historical park. This ca
191 S farmhouse building provides important program space for dynamic,
unique interactive experiences that would be of grea2 interest to these young
families who currently may not visit The%lb Farmhouse offers a unique
participatory experience peculi¢r to Dublin-what a grea# program space!
One might consider o., f fering interactives that include simple food preparation
chores, handiwork (making towels from sacks), cleaning, farming chores, etc.
Hands-on children's leisure time activities (such as they were on the farm) such
as reading, (mid-20century) radio shows, and show simple homemade toys. I urge
the city to fully :itilize these unique program spaces as "draws " for your
community. I discourage DHCfrom placing collections storage or offices on the
first floor of the Kolb buildings-the space is irreplaceable!
• Discuss with DHPA as well as the city whether DHC might want to collaborate
on creating a children's hands-on museum with a cultural and historical
component (as well as science and engineering). Establishing a building in the
center of town, near Camp Parks, that is sponsored by the City and DHC may be a
significant draw for those even outside of Dublin! Dublin's demographic- ,
young, afrluent families-indicates it is perfectly poised to start such a museum.
While this is an expensive endeavor it is worth a serious discussion.
Diverse Families Who Don't Visit
Additionally, there are increasing numbers of diverse citizens moving to Dublin.
Members of DHPA as well as staff and volunteers believe that they aze not significant
visitors to DHC. Members of DHPA believe that a fair portion of them do not speak
English and live in large multi-generation family units.
Recommendations:
. Elizabeth Isles or Pam Harvey, as representarives of DHC, might consider
joining some culturally diverse community groups, Rotary, or any other
community group that includes a wide variety of participants. Ta1k up the
new Kolb Farm and historic park iniriative; let members know you seek
collaborators for different kinds of special exhibits. You may be surprised
who asks to work with DHC.
• Some volunteers suggested working with the Asian-American business
community, New St. Raymond's Church (as DHC has preserved Old St.
Raymond's Church), the Senior Center (with a very diverse constituency and
a"history group" already in place there). All great ideas. Can members of
the DHPA help with this collaboration initiative? Elizabeth Isles and Pam
Harvey can't do it a11! ~
• Consider ofFering at least one temporary exhibit every other year that focuses
on the cultural traditions of diverse members of your commwuty that they
help create. This might be sponsored, in part, by the Library; they might help
this group create a booklet or a website that could be accessed through DHC
and the library. This temporary exhibit would altemate with the;pioneer
families' exhibits, so you have an interesting blend of old and new.
• Think about adding a member from a diverse community or organization on
the oral history proj ect steering committee (perhaps Anna Hudson from the
Senior Center might be included if she is not already? She is awaze of the
diverse and elderly who have important stories to tell about Dublin).
• Consider creating fliers relating to diverse cultural tradirions in other
languages!
• Work with the local high schools to create some interesting workshops that
these students could help deliver and recruit participants. Often museums
find that Narional Honor Society or Key Clubs, or Foreign Language clubs
have service requirements. These groups may have fun creating unusual
programs (with DHC's oversight) that may be "talked up" on the east side of
town or see unusual promotion or publicity.
Mission
Mission of Dublin Heritage Center:
It is the mission of Dublin Heritage Center to collect, preserve and interpret the museum 's
collections to Dublin to provide an historical and cultural focal point that will enrich the
community. The mission shall be accomplished by using the permanent collection, the Original
Murray Schoolhouse, Old St. Raymond's Church, and the Pioneer Cemetery. The mission shall
further be accomplished through temporary exhibits that reflect a broad scope of topics,
programs that relate to Dublin and its history, and by encouraging the preservation of other
historic sites in Dublin.
The staff, paid and unpaid, and the City administrators who work with DHC in order to offer
programs and keep.facilities open, understand this mission and do their best to deliver it at all
times. The Dublin Heritage Center was founded by preservationists who wanted to ensure that
citizens of the burgeoning town understood the town's past. They also believed that
congegatingthe important historical buildings in one azea on the west end of town-creating an
historical pazk-would become a destination and a community focal point in a town that really
has no center of town. The staff fervenfly believes that preserving and interpreting the history of
the town will enrich the lives of citizens, new and old, and instill them with pride in their town's
past. I believe that the staff hopes that these buildings will serve as cultural anchors and
encourage newer citizens to be savor Dublin's history, take pride in it, and decide it's a great
place to stay (and not move on). The dedication to preserving this history is impressive.
However, one wonders how much the "newcomers" who have little or no connection to the
town's past care and don't have much interest in its history are served by this mission. My
suggestion regarding the mission at DHC is to ask this institution to consider whether ` just"
collecting, preserving, and interpreting that history is really a11 DHC can offer the community. i
Museums exist to have an impact on how we see our comer of the world through a different set
of lenses-they help us make sense of why our commimities are what they aze today. Museums
beloved by their communities and aze special to its citizens are those who have this "mission"-
to see the world differently through the museum's activiries. I believe DHC can help its citizens
understand why Dublin is the way it is. :
I encourage the mission statement to reflect collaborative community building, uniting past and
present stories of diverse citizens who built or are building this town, in its mission statement.
Dublin is being buiit before our eyes. Let's take advantage of this unique opportunity to affect
life in this very young city and tweak the mission so that all resources go toward a goal that can
interest a11 citizens and have some real effect on Dublin.
Please see:
Anderson, Gail. Museum Mission Statements. Washington, DC: AAM, 1998.
Recommendations:
• Cazefully read the Gail Anderson's manual on mission statements. Truly, an
institution with a mission statement that goes well beyond "collect, preserve and
interpret" has the best chance of surviving long into the future. Can the goveming
authority and DHPA look hard at the mission staxement and consider change here?
• Ask DHPA, the Heritage and Cultural Arts Commission, Terry Berry, Lee 7others,
the teachers' advisory group, and your volunteers (all stakeholders) to think hazd
about what DHC offers to its community other than preservation and collection.
What special stories can it offer Dublin that might have resonance with how citizens
live and work together? Fiow can those who know Dublin's colorful history
pinpoint important stories from the past that apply to living and worlang together in
Dublin?
. What's the role of pioneer stories in the mission statement? How can DHC link
these pioneer stories to present-day Dubliners who do not see themselves in a
pioneer-focused mission and museum?
• What role does cultural diversity have in the mission of the organization, and the
stories that DHC focuses on? How is this reflected in DHC's mission statement?
Institutional Planning
As mentioned above, the City of Dublin completed a draft of a strategic plan for the Parks and
Community Services Department in October 2008. This ten-year vision for Parks and
Community Services was conducted by the National Research Center and included one-on-one
interviews, mail in surveys, and focus groups. Dublin Heritage Center has some mention in this
planning in that the movement of the Kolb Farm buildings are included in a revamped historical
park on the west end of town. A recommendarion of the report, happily, includes the
preservation and interpretation of Dublin's culture and heritage (it is the final recommendaYion; it'
is uncleaz if these recommendations are prioritized). %
However, this strategic planning does not appear to have included questions regarding interes`t in
or use of Dublin Heritage Center. The planners did not ask Dublin citizens what it thinks about
its historical programs, historical sites or historical collections, and what DHC can do for them,
and the director of DHC was not queried about what she would like to leam from Dubliners
during the strategic planning. This would have been a great opportunity to find out this
information, using very sophisticated methods.
While the sirategic plan will have some effect on DHC and what it plans (it notes the move of
the Kolb Farm buildings to the new historical park and encourages interpretation of its cultural
past), it is important for DHC to conduct strategic planning on its own, taking time to think about
how to pull together a strategic plan, ensuring all segments pf Dublin's populations are included
in the planning, considering hiring a professional facilitator to conduct meetings and perhaps to
pull together notes an conclusions of the meerings.
It is important for DHC to make strategic planning an important priority. Such a plan will guide
the growth of the organization and will help it discover how to serve diverse members of its
community so that Dublin really feels DHC is everyone's museum. DHC can conduct its own
strategic planning and it does not need to hire an expensive firm to do it. Resources included
with this report can get Elizabeth Isles thinking about this process. It is most important for
Elizabeth to work with diverse members of the community, including ordinary citizens as well as
leaders in community organizations, to craft a strategic plan that is not hers, but Dublin's.
Please see: Lord, Barry. The Manual ofMuseum Planning. Walnut Creek, CA: Altamira Press,
2000.
Recommendations:
. If it hasn't been done, cazefully cull tluough the strategic plan submitted in 2008 for
every bit of information that could be used to help DHC understand its diverse
audiences, their needs, and their challenges regarding visiting. Is there any raw data
that discusses DHC that is not included in the finished report? Might the writers have
any of that information?
• Consider asking the Parks & Community Services Department for permission, or
perhaps including some support, in conducting some basic visitor studies regarding
DHC. It might not cost much money at a11. Perhaps the local community college
has some marketing classes that might help devise some simple questionnaires that
get at this question.
• T'his might be an interesting time to consider whether bringing Camp Pazks' history
into DHC is a good idea. If so, consider planning that will help DHC deternune how
it best integrates these historical resources in DHC.
• Consider finding a business professor at a local community college, or a business
strategist at one of the local businesses, to help plan and facilitate strategic planning.
I have included information on strategic planning, too. It's not too tough to do, but it
i
does have to be carefully planned so that it is truly usefizl as a roadmap to future
actions. '
. Remember, too, that if DHC focuses on those things it believes are of most interest
and use to its citizens it is using the City's funds strategically as well. . The City iLs
they will like to hear that its money is being carefully utilized to accomplish strategic
goals!
. Review the requirements for a strategic plan as defined by the AAM Accreditation
Program. The plan must address all relevant areas of museum operations, list goals,
list acrion steps, assign responsibility for accomplishing action steps, assign both the
human and financial resources needed to implement the plan, list steps to obtain
resources, and include a timeline. Various published sources can assist the process
moving forward. These include John M. Bryson and Famum K Ashton, Creating
and Implementing Your Strategic Plan: A Workbook for Public and Nonprofit
Organizations, 2"d edition (Jossey-Bass, 2004),;, and Gary Edson and David Dean,
The HandbookforMuseums (Routledge, 1996).
PUBLIC PERCEPTION
DHC asks program participants and visitors to the temporary and permanent exhibits what they
think of the institution using comment cards and through informal discussion with visitors. These
methods of feedback do not appear to gather much information for DHC although they do offer .
some qualitative responses to DHC experiences.
DHC believes it is perceived as a reliable, child-focused sma11 historical museum. Staff and
volunteers feel that those who visit are impressed with imaginative and interactive exhibits that
include stories of diverse citizens, enjoy the monthly family workshops that focus on unusual
topics and include fun activities, and aze impressed with DHC's commitment to serving its
community to the best of its ability. This is likely to be the case; however, visitarion is 3,000 out
of a community of about 42,000, so there are many who do not visit and who do not seem to
either know about the institution or believe it does not ofFer value (in terms of spending time
there) for them.
The Public Perception activity results conducted for this MAP Report aze a bit confusing to me.
It offers 40 responses to questions but it indicates that a1140 respondents have heazd of DHC-
unusual for most communities with small museums, and most especially for an institution that
believes many citizens do not lrnow it exists (see below). The responses suggest that 8 out of the
40 have not visited DHC.
Perceptions of DHCAs noted in the MAP application indicate that most of the visitors are
satisfied or somewhat satisfied with quality program (about 75°/a), and about 25% are neutral or
are somewhat dissatisfied. Approximately the same percentages feel that the educational and
public programs meet the needs of the community; however, this is the only category in which
anyone said they were very dissatisfied (4.7%). Approximately 57% feel either neutral or
somewhat dissatisfied that the buildings and grounds are well kept and attractive. In some ways
this is not surprising in that this community deeply values outdoor walking trails and this
lustorical park, tucked belund a former strip mall (tom down) may not be tembly amacrive
compared to other, new trails elsewhere in town. All in ail, however, the public perception %
activity indicates everyone knows about DHC, and that of respondents are satisfied with what
DHC offers. -
It is important to note that when I asked members of the DHPA aloud what they thought the
perceprion of DHC was their unanimous answer was that they believed that few Dub.liners even
know it exists. Members felt that DHC was largely hidden by an old strip mall that pievented
drivers &om seeing the historical area from the road; however, when the strip mall was
demolished many remarked that others have noticed DHC. Others felt that the organization was
so far on the west side that those on the east side-who razely ventured to the west side-just
didn't see it or simply factored it out because of its location.
I wonder if DHC is considered a museum that is devoted to;the "old fashioned" pioneers of a
distant past (could this be reflected in the nearly 25% of the visitors who aze somewhat
dissatisfied or dissatisfied regarding DHC's programs?). Considering the temporary exhibits
focus on one of the pioneering families (and, many of the interested patrons of DHC are from
pioneer families or treasure that pioneer past), one wonders if those who do not see themselves in
this history just dismiss what the museum offers. As mentioned in early sections, I strongly
encourage DHC to think carefully at how much it is perceived as an old-fashioned pioneer
museum, from logo to programs. How does that exclude a significant part of Dublin's citizens?
Marketing
The marketing for DHC includes web-based information and printed materials of various forms.
In both cases, the City of Dublin oversees the content and it is created under the auspices of the
Parks and Community Services Department.
The gateway to DHC is through the City of Dublin's "official website" and includes information
on all the City's facilities, including the pazks, the Senior Center, the Swim Center, sports
facilities, cultural arts events, bikeways events. The site does include the basic information on
the institution, including hours, historical resources, events, electronic newsletter, and volunteer
opportunities. The challenge with thi's site is that it is very basic--serviceable may be the best
word to describe it. However, the site is not particularly enticing nor conveys a sense that the
town's newcomers might find something there that would interest them. (Notable exceptions
are some images of workshops that feature Irish cultural activities and images from Black
History Month, 2009.) While money is tight for marketing and website development, it may be a
gobd idea to consider working with students or a local website developer who might donate
some time to make the site more active, a bit less text-based, perhaps featuring images and
events that young families might fmd tantalizing. Dublin's young fanulies are tech-sawy and ~
may look at this website and determine it is not exciting enough for a visit. There is no question ~
that DHC is worth the visit, but the mazketing of the place needs to be colorful, inclusiveness,
convey a sense of activity and excitement as well as pride in the town's past and town's current
residents' cultural traditions.
Lorri Martin, Manager of Public Relations and Special Events for Dublin, implements a11 the
print markering and the website updates for DHC and the other depariments within the City
i
mentioned above. Particulazly effective marketing for DHC is the Dublin Activity Guide,
distributed to 15,000 families a few times a year. According to the public perception survey, ~
most of the respondents learned about DHC activities through this 45-page (approximate)
' booklet which lists activities in schools, recreational azeas, the library, parks, the Senior Center
as well. Newcomers receive a tri-fold brochure that includes DHC, but I did not see this
markefing piece. DHC also has a full color poster that features its monthly workshops and
special programs such as grandparent-grandchildren programs. Ms. Martin also prouides press
releases, postcazds, and backpack fliers for Dublin's school-age students. Members"of DHPA
and Ms. Martin thought that more direct markefing to school-age children-whether it is through
backpack fliers or special brochures-would be a great way to encourage children to bring their
parents to DHC. I
Interestingly, DHC is not featured in the Chamber of Commerce's map/tri-fold. The library is
prominently featured, but DHC is not! It may be worth a discussion with the Chamber of
Commerce to feature DHC in this brochure. `
Because there is an overwhelming sense that many citizens do not know about DHC, markefing
materials must be assessed for their effectiveness in getting the word out about DHC. The City's
coffers are strained now DHC must share Ms. Martin's time and expertise with other
organizations in town. This means that DHC events are often bundled on posters with other
organizations' activities. One wonders if DHC events get lost among all this other information.
It also suggests that time is too tight to re-think the DHC image presented by the marketing
material. However, I might suggest that DHC look carefully at the image proj ected by the logo,
the typeface, and the information put forth by these materials. They seem a bit plain and dated
(as opposed to old-fashioned). Please bear in mind that the marketing material must reflect what
DHC "is"-if staff and volunteers want to project the notion that this is a dynamic, exciting
place for families, it may be wise to re-think the logo, the colors used, the font used. What image
might you feature as your logo? As the Kolb Famihouse opens, might it be a good idea to re-
consider what image and logo DHC puts forth for advertising its historical resources?
I might suggest that DHC think carefully, too, about how inuch information DHC puts on
marketing material. The full-color poster that features the monthly workshops is lovely but there
is a great deal of written information on this poster. Several fonts aze used, many are difficult to
read, and those who do not speak English well would find it completely frustrating to read. DHC
has a website-corisider putting basic information about the workshops down on the poster in
clear fonts and then list the website for more information. After DHC conducts strategic
planning, and it lrnows where it is headed and what makes it unique, it may be advisable to set
aside some time and money to re-think the logo and the fonts used, ensuring that the look of
these convey what DEiC really wants to project. Then, Elizabeth Isles must watch carefully to
ensure that the new logo and fonts are used on every piece of marketing.
Please see: Wallace, Margot A. Museum Branding. Walnut Creek, CA: Altamira Press, 2006.
Competitors
DHC understands its competitors. The Public Perception survey (40 respondents) indicated
Ardenwood was a destination for Dubiiners, but other than that museum there were few other
museum competitors in the area However, recent Parks Department strategic planning revealed'that citizens most highly valued walking and hiking trails and sports and recreational activities %
close to their housing (mostly on the east side of town). Young families are particulazly
interested in soccer, swimming and baseball, and urge the City to build these facilities on the~east
side of the town where young families live in high-density housing. DHC director Elizabeth Isles
is pleased that DHC will be surrounded by a new historical pazk that will include picnic facilities
and open spaces as this new azea may be a draw for new audiences with young families on the
east side of town. This outdoor historical park may be a great place for the Parks Department to
offer some unusual and special(perhaps historical?) sports and games, quite different from what
is offered on the east side in the new sports parks, to draw the sports enthusiasts from the far side
of town.
The Parks and Community Services Depariment-the department in which DHC resides-offers
activities that are, on occasion, rather similar to what DHC offers. Coordination to ensure that
there is somewhat clear delineation as to what each group offers according to their strengths and
brand may be useful.
Recommendations:
. I urge DHC to conduct some visitor studies regazding what a broad range of Dublin
citizens think about DHC. I don't think the staff and vvlunteers really understand the
perception issues just yet. Do Dubliners in a11 parts of town lrnow it exists? Is it
perceived as a pioneer story museum? While staff is stretched thin, volunteers and
museum students or local college summer intems (including business curriculum
interns) may gain very practical experience querying the public on their basic
perceptions of DHC. A survey could get you started on very basic questions to ask
Dubliners. You might gather a fair amount of invitation at the St. Patrick's Day
Fesrival or other city-wide festivais that are well attended.
. Ensure that visitor studies continue to ask how your visitors prefer to receive
information on your programs. Are printed materials important? To what extent is
website information the preferred way to receive information? Can you ask your
program pazticipants, routinely, how they found out about the programs? (we do this
at the museum at which I work and I am fascinated by the responses-neazly all get
information from the website-I wonder why I bother spending money on printing
brochures!
• Think about asking IlSALS Museums for America funding for much more extensive
visitor studies. There aze many capable visitor studies professionals who can help
you understand the lands of programs that a broad range of citizens seek from DHC.
(http7//vwvwimis.izov/applicants/erants/forAmerica.shtm) .
. As mentioned in an earlier section, look carefully at the brand image DHC is
projecting. Is that image consistent across all printed and web-based materials? Is it
the image you want to project? Do you think it's an image your young families
would fmd compelling? While your tried-and-true local history buffs might love
that look, if you do not involve a younger generation in the institution it may not
have the backing to continue on after several years, or a decade or so. I might
suggest you ask local business professors to assist with this endeavor-I think they
would jump at the chance to have a real-life application of assessing an image and a'brand with their students. !
• Cazefully consider the kind of information conveyed on marketing materials. Is there
too much information on posters? Is the font difficult to read? How can the -
materials push people to the website for further, deep information? I might suggest
that DHC work with graphic designers from local colleges to assess the design of the
printed materials, from logo design, to fonts used, to the number of words used on
marketing materials.
• Consider working with a volunteer website designers-in-training to design a more
vibrant, interactive website. Offer the possibility of caching photos of experiences
on the website. (Wheh Kolb Farmhouse opens up there wiil be extraordinary photo
opportunities then, I think.) Ask website designers how you make this website more
compelling for families.
. In addition to creating unique interactive programs within the Kolb Farmhouse and
outbuildings, consider developing some historical sport games in the park that is
headed up by DHC members or park staff. What are some typical outdoor games
played in the early 20'h century? Can you think of a fun historical summer festival
that includes such sports activities, an ice cream social, a cake walk, etc. that might
be a signaiure experience for the historical park, would include sports activities that
are beloved by young families, and be a truly unusual historical experience?
. Ask the Chamber of Commerce to include DHC and the new hastorical park on their
very impressive tri-fold publication!
PUBLIC INVOLVEMENT
Oral History Initiative
First and foremost, I am deeply impressed with the City of Dublin's commitment to funding an
oral history initiative that will include voices from modem citizens. What a terrific way to get
residents involved in thinking about their lives as part of our history! Disseminating information
on how Dubliners can record their own oral histories, or those of their families, will provide a
real service to citizens and truly involve ordinary folks in recording everyday history.
Additionally, capturing the experiences of Dublin's culturally diverse communities will give
Dublin e}rtraordinary primary source documents for contemporary e}chibits and will provide rich
information to curators in years to come. Caching these oral histories on the website and in the
Library (as Lee Jothers would like to do) ensures that these words will be widely accessible.
What a wonderful project here's hoping the funding for this continues for many yeazs to come.
Consider grant-funding from IlALS' Museums for America for this program, too; the first year
could be considered a prototype in which "bugs" were worked out. Apply for funding (up to
$150,000) for two years.
Collaborations with Cultural Organizations in DubGn
I am impressed with the variety of collaborations that Elizabeth Lsles has forged Elizabeth Isles'
diligence in connecting with these organizations has not gone unnoriced; several cultural partners
remarked on Ms. Isles' energy and enthusiasm for establishing these collaborative relationships
despite all of her daily responsibilities! All of these collaborations work to extend the reach of
the limited resources of DHC, including outreach to more diverse groups and working with
institutions such as the Library which has high visitorship. i
Some of the most prominent collaborarions include: .
. Anna Hudson at the Senior Center who has assisted in programs on 7apanese Culture
(although the Senior Center, per se, is not cunently a collaborator)
. Lee Jothers at the Alameda County Library in Dublin (several important collaborative
programs) . the Tri-Va11ey History Council
. local public school educators
. a local Japanese language school
. an oral history initiative that is led by historian Terry Berry, who has worked with many
other cultural organizations in Dublin and surrounding communities.
There is great opportunity and enthusiasm for additional collaborations with those DHC has
already worked with. Librarian Lee 7others speaks highly of the Library's various collaborations
with DHC. Particulazly successful is the community reading programs that have often
highlighted social history themes so that DHC and the Library could work together to offer
programs and support. Particularly notable is Lee Jothers' work with Elizabeth Isles to secure
grant funding to digitize 200 historic photos of Dublin and Dubliners, which is now complete.
The two worked together to design a very effective and attractive brochure. Lee Jothers is also
interested in offering space to DHC so that the oral histories may be listened to at the Library.
Considering that 1,000 people enter the Library each day this is could be a very effective venue
for DHC`s historical resources. Also notable is that the Library has a teen advisory group that
assists Lee Jothers in developing library programs for this difficult-to-please group; is it possible
to discuss some program possibilities with this already-active teen group?
The Senior Center is run by an energeric, enthusiasric and imaginarive director, Anna Hudson,
who is willing to work with Elizabeth Isles in helping DHC forge new relationships with long-
time Dubliners. (Ms. Hudson has remazked it is interesting to hear them reminisce about the old
times and what the town used to be like.) Some of these visitors to the Senior Center are from
diverse backgrounds, some are not. However, they reflect a group that has lots to offer DHC that
likely does not visit nor contributes memories or artifacts to DHC. Continued conversations
about how the Senior Center and DHC might work together could be very fruitful. They might
include other ideas for subjects for the oral history initiative, small exhibits mounted at the
Senior Center organized by the seniors, and entry into diverse communities with whom DHC has
little contact now. It should be noted that challenges here include geriing senior citizens to DHC
as transportation costs are increasing; however, there's no reason DHC cannot come to visit the
Senior Center on a regular basis, learning from these patrons; one wonders if some grant funds to
bring the seniors to the library might not be too difficult to obtain. (Frankly, teen-senior
programs sound like an interesting possibility, too.)
As mentioned above, members of Camp Pazks Museum administration has expressed some
interest in collaborating with DHC-it seems like a great opportunity for Camp Parks to have
some help with storing, preserving and interpreting these collections. And, Camp Pazks might
help raise DHC's profile as Camp Parks is well-lmown in town and is geographically situated in
a prime location between East and West Dublin. (Could another museum run under the auspices ~
of DHC be situated iri or azotmd Camp Parks, thus making this building the "go to" place for
Dubliners on the west side?) Camp Pazks' history is, quite simply, an important part of Dublin's
history that could reasonably be folded into what DHC interprets and preserves. The challen-ge
for DHC is that Elizabeth Isles' and Pam Harvey's time is stretched quite thin. One wonders if an
IMLS grant or other heritage preservation grant could be sought that might help Camp Parks
Museum and DHC handle the historical resources of the Camp Parks Museum. A gzant that
explores the merger of these organizations might be helpful as well. See the last section for grant
possibilities for this endeavor.
And, as mentioned in the first section of this report, DHC might consider working with the group
of citizens considering starting a children's museum in town. Will DHC view this as an
opportunity for it to bring such an organization under its umbrella? Will it ask to have a
collaborative or collegial relationship with a sepazate sister institution? To what extent can DHC
NOT afford to work with this group? Such a museum, if founded, could be the great favorite in
town for young families on the east side of town. How might DHC's programs reflect, to an
even greater extent, this interest in children's museum activities?
Other Opportunities
There are many organizations in town, however, that DHC might seek collaborations with more
aggressively. These include some of the diverse organizations in town to which DHC has not
been previously connected. Asian, Portuguese, Italian, and Latino organizations (business
organizations, churches or community groups) might offer great entry into these diverse
communities. Some members of the DHPA suggested that extending a hand to the New St.
Raymond's Church (in a more diverse part of town) might prove fruitful (Old and New St.
Raymond's working together-!). Others mentioned that the Asian-American community was
particularly absent at programs at DHC and wondered if a relationship could be forged with the
Asian-American business community. Perhaps offering this business community the opportunity
to share their business history in a small publication, a collecting initiative which includes
photographs of this community, or a temporary exhibit in the Murray Schoolhouse might be an
inducement for closer ties.
While schoolteachers are involved in an advisory group there are more opportunities for
collaboration with students of all ages, particularly high school students in Dublin (remarks
regazding this suggestion aze in the first section.)
Additionally, Dublin is a big "sports town." Sporting events are the biggest draws in town. It
may be useful to capitalize on this in attracting young families to DHC. I might suggest that
relationships could be forged with either (or both) the Swim Park and the Little League
,
Association. Would it be possible to collaborate with the Liitle League, for example, in
moimting an e3chibit and related programs on Little League in Dublin? This initiative might
include gathering archival and three-dimensional artifacts on baseball in Dublin-from photos to
programs to old uniforms! Oral histories of important games and fun times could be part of an
oral history initiative at a later date. Most important, an eachibit on Little League in Dublin,
including recent collecting, could be a significant amactor to families from the east side of town.
Surely any such exhibit would include diverse individuals and recent stones --a great
introduction to DAC for many of these newcomers on the east side! %
The challenges with developing more numerous or deeper collaborations is that they take a 16t of
time to nurture. There is only one Elizabeth Isles, and Pam Harvey currently works less than 10
hours a week. It may be worthwhile to explore employing Pam Harvey more hours each week so
that she may ensure DHC is operating smoothly if Elizabeth is out of the office working on these •
collaborations. It should be noted that emphasizing collaborations would have to come out of a
strategic planning process as an imperative. I might suggest that DHPA members would have to
agree to support this initiative by jumping in to help nurture these collaborations, along with
Elizabeth and Pam. Whi1e this may seem daunting, the value of these collaborations in bringing
in more members of the community is worth every minute of time it takes to develop these.
Finally, it might be a good idea to simply look for parhiers pn the east side of town who might
offer space for DHC programs and classes. This might be community centers, schools, sports
venues, etc. DHC must do what it can to physically move occasional programs out of the west
end and get its interesting programs out into a broader public.
Volunteers
DHC is fortunate to have more than 100 volunteers who help the organization in a myriad of
ways. I met a great many volunteers during my visit and was impressed with the variety of ages,
cultural backgrounds, and expertise of these volunteers. Some menrioned that they were relative
newcomers to the town and that volunteering at DHC helped them feel a part of town. Others
were history buffs and were excited about sharing DHC's stories with others. Teachers are
excited to help Elizabeth Isles create curriculum-aligned programming and are taking on the
responsibility to disseminate the information to other teachers. Srill others were happy just to do
whatever Elizabeth needed for programming; while I was there one volunteer came in after
dinner and gave a tour to a local scout group, then brought them to a music jam session.
Elizabeth Isles says she is grateful to these volunteers-she couldn't run DHC without them!
While newsletters disseminated widely include requests for volunteers for DHC, there is some
indication that most of the volunteers come from the west side of the town. This makes some
sense in the older population lives here, many on the west side have lived there for many years
and are interested in the history of Dublin, and they can get to DHC easily.
It may be helpful to both DHC and the schools to recruit for high school volunteers to help with
some staffing on weekends (especially when Kolb Farmhouse and related outbuildings open) as
staff will be stretched thin. Discussions with the high school counselors might yield some
talented volunteers. If there is no public service requirement in Dublin schools one might remind
counselors and students that colleges love to see this kind of service on college applications (my
museum uses high school volunteers and the "payback" is writing letters of recommendation for
college for the most active volunteers). Most important, DHC might ask these interested high
school students for some suggestions on what DHC might offer that would get them to the visit.
The library has a teens' group that advises on programs-it works!
Similazly, students in undergraduate Public History, History, or Museum Programs would be
great intems (volunteers); working with the community colleges for some specific projects that%
could be completed during the course of one summer-it looks great on a resume and will
provide DHC with solid work completed by a single, dedicated individual. -
Governing Authority
DHC is operated by a municipal government. Its governing authority is the Heritage and
Cultural Arts Commission, composed of seven members (six women, one man, including one
African-American member of the community). I met three of these commissioners during my
visit; all were deeply interested and personally involved with DHC. Georgean Vonheeder-
Leopold posts information on DHC's website, answering Dublin history questions; Steve
Minniear is interested in collaborative programming; Dayna Tutino is one of the leaders of the
teacher advisory group and is invaluable in creating resources for teachers that align with
Califomia grade level content expectations. This is an open-minded, energetic group (at least
those I have met). I do not lrnow if any of these commissioners are from the east side of Dublin,
however. It would also be advisable to continue to culturally diversify this group of
commissioners. (I suspect the Mayor's Office also agrees this would be a good idea) It is
important that ttus group, or DHC, not be perceived as a bastion of a pioneer past but embraces
the history of all Dubliners, new and old.
Dublin Heritage Preservation Association must be mentioned here as well. While not a
goveming body for DHC, DHPA includes powerful, connected, dedicated, history-minded
citizens that support DHC in its endeavors. DHC would not be in existence had it not been for
an involved, energetic, vocal group of history buffs who wanted to ensure that Dublin's history
would not be trampled amidst explosive growth. Indeed, DHPA gathered collections for many
years and then transferred title of the collecrions to DHC. Passionate, engaged supporters of all
that DHC does, Dublin Heritage Preservation Association is also a community advisory group to
DHC. Elizabeth Isles has commented that she runs ideas for exhibits and other programs by this
group as she highly values their input. Having met many members on my first night in Dublin, I
was impressed at the range of interests, ages, and cultural backgrounds of the members.
Interestingly, most of these members aze from Dublin's west side, the older section of the town.
While many friends' groups or boards of trustees work hard to attract younger, more diverse
members, DHC and the DHI'A must continue to work very hard to attract dedicated history
enthusiasts who live on the east side of town. As mentioned above, aggressive outreach to this
side of town is the only way to do this; offering programs off-site in various parts of the east side
-or, perhaps, the Library-may be the most effective way to get the word out about this
historical organization.
Recommendations:
• The Senior Center aiready has a group that meets to discuss local history. Perhaps
Elizabeth or Georgeam Vonheeder-Leopold can join this group to listen to their
discussions and see what connections with diverse cultural communities might arise.
Ask Terry Berry, the oral history coordinator, to visit as well.
• Seek funding from the city or a local sponsor to get the seniors to the museum!
• Lee 7others has a successful teen advisory group at the Library. Might DHC
consider asking them for some help in invigorating programs for teens? While they
might not have a great deal of interest in visiting (as is true with most teens... ) I find
they are often interested in volunteering (it looks great on a college application), ihey
are interested in conducting reseazch (they like to be called intems), can assist with
delivering programs (teachers in training) or may want to serve as tour guides.
. Might these teens be interested in mounting temporary exhibits on teens.in the Kolb
family, or during a specific period? Could staff at DHC, or the teacher advisory
group, work with history teachers at the high school to develop such an exhibit?
. It may be a good idea to consider bringing Camp Parks collections and experiences
under the umbrella of DHC (as mentioned in an earlier section). Particularly
compelling is seeing if DHC can have some presence somewhere on "that side of
town."
. Similarly, talks with those interested in the children's museum are also a good idea.
If a children's museum talces hold in Dublin without DHC's inclusion it may be
very, very difficult to compete for the young families' attention.
. Ask DHPA and volunteers to work with staff to determine how to create liaisons
with key diverse business, community or church groups. Once a short but strategic
list is developed, determine who will be the chief liaison with that community on
DHC's behalf. Building bridges to these diverse communiries is absolutely critical
if DHC does not want to be perceived as only a pioneer museum.
• Consider working with one of the most active sports leagues in the city to create an
exhibit about that group's or sport's history. A Little League e}chibit, an e}chibit on
the Swim Park, an exhibit on skateboarding, etc. would be a great way to get these
communities interested in telling about their triumphs, heroes, etc. at DHC.
• A collecting initiative that focuses on gathering up sports memorabilia from
Dubliners over the ages is a good idea, too. This is an important part of Dublin's
history and can be an exciting way to document changes to the town through
changes in sporting life.
Financial Issues
DHC is almost exclusively supported by citizens' taac dollars and does not have a board of
trustees drawn from the community. Not surprisingly, money is tight in Dublin right now as it is
all over California. DHC was created during the boom years when the town was growing by
leaps and bounds; as property values have fallen and developers have retrenched and town
growth has greatly slowed That means the city's coffers aze far less full as taxes aze much
reduced. The City sees the value in preserving the quaint aspects of Dublin's past and remains
committed to DHC's continued operarion. Additionally, powerful cirizens who see the value in
preserving Dublin's colorful past work hazd to ensure the funding continues to come to DHC.
Elizabeth Isles has done wonders with the budget she has been given. Particularly notable is the
extremely amactive, professional-looking, well-written, and interactive exhibit on Dublin's
history mounted in the Murray Schoolhouse. That exhibit was built on a very limited budget but
could stand proudly next to exhibits at major institutions. The commitment to creating
economical, quality experiences in Dublin extends to moving and setting up the historic Kolb
Farm buildings in the historical park. The City is careful in expenditures but appears to support
Elizabeth Isles and other historians with the DHPA when it is recommended
There are three areas should be scrutinized for further financial support. Fust and foremost, as :
mentioned several times above, with the opening of Kolb Farm buildings and with the potential
for other collaborations and outreach to Dublin, there is simply no way Elizabeth Isles can d6
what is expected of her in a11 of these areas. Particularly womsome is how the Kolb Farmhouse
will be staffed as Pam does not work many hours during the week, and volunteers may not be
able to staff the building to ensure the building can be opened up, reliably, on a regular basis.
While volunteers are a blessing, indeed, it is a mistake to think that they can reliably staff
buildings that are advertised as open to the public. ('Those of us who rely on volunteers can attest
to the fact that volunteers have their own lives and priorities and, understandably, do not always
fulfill their generous commitments.) Thus, it is my recommendation that Pam Harvey's hours
be significantly increased to ensure that the staffing of at least the Kolb Farmhouse be covered
by reliable, paid staff.
Second, the City of Dublin is operating not just a park but DHC is also an historic site and a
museum with coliections. So, the City has some obligation to ensuring these collections are
safely stored and oversee their well-being with Collections Policies. While many archives and
records are kept in two Fire-King cabinets in Elizabeth Isles' office, original photos are kept in
unlocked wooden cabinets in the large classroom in the Murray Schoolhouse. I did not see where
the few three-dimensional artifacts are kept but DHC might be advised to look carefully at the
conditions in which they are stored and make sure they are being properly stewarded. I might
suggest that it is time that Dublin look at collections issues in the near future including how
objects aze stored, if new equipment is needed for storage, if artifacts are properly accessioned
and documented. Particularly womsome is if Kolb family artifacts-irreplaceable-will be
stored in or used in the Kolb Farmhouse. What will the security issues be there? Will visitors be
able to sit on irreplaceable furniture? Where will excess pieces be stored? If they are stored on
the second floor of.the house, will that be secure and is the environment compatible with their
long-term preservation? These are the questions that museums ask regarding their collections.
And many of the answers require some financial expenditure by museums.
Third, of all the recommendations for expenditures made in this report, I might suggest that the
most important is the following: set aside some money to conduct strategic planning for DHC.
It does not haue to be nearly as extensive as the planning the Parks Department undertook a few
years ago; indeed, many museums do it for a few thousand dollazs. While even a few thousand
dollars seems like a lot, prioritizing the important work of the institution-where Elizabeth, Pam
and the volunteers should put their time and energy-may well save the institution thousands of
dotlars in the long run. More on strategic planning resources at the end of the report.
Recommendations:
• Seriously consider increasing Pam Harvey's hours so that Elizabeth and Pam might
offer exciting hands-on programs in that unique venue.
• The Parks and Community Services Deparhnent and Elizabeth Isles, and perhaps, a
local museum professional (always good to have an outsider as a"neutral" voice of
authority) discuss the City's responsibilities in operating a museum responsible for
the collection, documentation, and conservation/preservarion of materials. These
activities do not always result in programming, but if DHC is a museum (which it is)
there may be some financial commitments the City must make in order to ensure thaf
the cultural patrimony of Dublin, which it holds in trust, is well cared for. What ara
the "next steps" for DHC and Elizabeth Isles as she turns her attention toward
collections? Perhaps a Collections MAP is the next step? ,
• Seriously consider setting aside a few thousand dollazs for institutional planning for
DHC. While money is tight, this really is money well spent. It will prioritize how
staff and voltmteers spend their time (and City money), and how they can best serve
Dublin citizens with constrained resources. ~
PUBLIC EXPERIENCE
DHC engages with the cirizens of Dublin in a variety of ways. These include:
• the permanent exhibit in Murray Schoolhouse that is open to the public free-of-charge
(includes hands-on activities, a more extensive gallery guide, and a video)
• fee-based special group and school tours of the permanent exhibit
. presence at city festivals
• collaborations with Library in "Dublin Reads" (when the book is history-based)
. curriculum-based school resources (for teachers) relating to Dublin's history
• temporary exhibits in the Murray Schoolhouse (as scheduled)
. web site that includes photos and transcriprions of Pioneer Cemetery and digirized
photographs of Dublin
• oral history initiative (just beginning)
• access to Old St. Raymond's Church free-of-charge
• access to the Pioneer Cemetery
• access to the inscriptions on tombstones in the Pioneer Cemetery in the Munay
Schoolhouse
. archives and photographs accessible in the Murray Schoolhouse
• fee-based monthly workshops (crafts, cultural activities)
. fee-based special teas
• rentals of Old St. Raymond's Church
. free use of the classroom in Murray Schoolhouse (for not-for-profits) including musical
' performances/practices in the room open free to the public
• publications may result from temporary exhibits
When the Kolb Fazm buildings are open in the summer of 2010 DHC can offer visitors an
historic house experience, hands-on experiences, and (under discassion) some children's
theater in the large bam.
The Permanent Eahibit
DHC has spent rnost money (so faz) on the permanent exhibit on the founding of Dublin
in the Murray Schoolhouse. The eachibit itself is fairly small (I'm guessing 1,200 feet
~
square) but was carefully planned so that the message includes the geological features of
the area, the native and pioneer past, preservation issues regarding the Cemetery, and the
town's history up to the present, including newcomers to town. The staff, City,
volunteers, and DHPA decided the experience should reflect Dublin's culturally diveise
past, should particularly appeal to younger visitors (it includes objects that children
would find familiaz such as lunchboxes or school desks), and include hands-on activiries.
Particularly impressive is the very end of the exhibit, when then-mayor Jane I,ockhart
mentions the modem-day pioneers-the diverse newcomers to Dublin-who are forging
a new history for the town.
Photos of a11 kinds of children and inclusion of immigrant photos and documents (copies)
of those who do not look like Dublin's mid-19'h century pioneers is very effective. I am
sure that members of the community find some comfort in being included (especially
important as every 3d grader in Dublin visits-they;night just see themselves in this part
of the exhibit). I might suggest that aspects of this fine little exhibit be cached on the
website as well-nught there be a feedback mechanism on the web in which children
might input their "pioneer"stories? How are they forging a future for Dublin, as
suggested at the end of the exhibit?
The planning for this permanent exhibit was fairly simple, largely spearheaded by
Elizabeth Isles. The construction of the exhibit was not completed by a tradirional
exhibit firm too much money-but the contractor worked with DHC collaborators to
produce a simple, attractive, inclusive exhibit-- DHC is justly proud of this exhibit.
Fee-based Programs
While I do not believe there is a target for revenue for DHC annually, cleazly, fee-based
programs generally have to cover a significant amount of the costs of running these
programs (expenditures on craft items, foodstuffs, etc). Elizabeth Isles and John Hartnett
drop programs that do not have good enrollment; those that perform poorly aze dropped
quickly from DHC's offering. While covering costs is important, DHC does not depend
on fees to support the organization. Those programs that do not have enrollment cleazly
tell DHC that for whatever reason, there is little interest in the program offered. Until
more strategic planning occurs, and DHC has a better sense of what Dublin's young
families seek from DHC, it is difficult to guess what kinds of revenue opportunities there
may be here.
Temporary Eahibits
Interestingly, annual temporary exhibits that cover the history of pioneer families are not
really overseen by DHC. The pioneer families put together these exhibits, collect the
family photos, documents and/or objects and create the label copy for Elizabeth to
review. These exhibits generally include an acrivity guide, press releases go out
regarding the exhibit, and there is an opening "kick off' party. Most of these exhibits
result in a book produced by the pioneer family. It is unclear what the review process is
for text or for the publication-does Elizabeth Isles have veto power on labels and book
copy? It should be noted that Elizabeth Isles is grateful for this assistance on the
temporary exhibits as she has a great deal to do and these families have resources and
enthusiasm. And, as Elizabeth is quick to note, information on these pioneer families is 'important and of interest now. %
That said, as mentioned repeatedly above, the emphasis might move beyond stories af the
pioneer founders of Dublin. Including more stories of culturally-diverse is a good idea,
and DAC has been including these experiences in some of their monthly workshops.
Here's hoping that Koib Farmhouse will, indeed, include interactive eaperiences for
children. Additionally, as also mentioned above, programs for seniors and teens might be
a good idea; working with the Senior Center, the Library's teen advisory group, and
Dublin High School might result in programs for a wider age range.
Whatever the temporary exhibits may be, I encourage DHC to cache the basic text and
photographic images of temporary exhibits on the website in an online exhibit ("virtual
exhibit")-with citations so that researchers know where the information comes from-
so that all may be to enjoy these temporary exhibits: These temporary exhibits will also
make the website richer and deeper; citizens (including students) may go to the website
routinely for more information on Dublin's history if they know that temporary exhibits
are kept "alive" on the web.
Accessibility
Frankly, access by the "diverse" may be defined in a variety of ways-hearing impaired,
sightless, non-native speakers, those in wheelchairs, etc. The exhibits DHC mounts are
quite accessible-simple but effective hands-on activiti.es aze present in the exhibit. The
permanent exhibit mentions the wide variety of cultural grougs that have come to Dublin
and includes some photos of current students who do not resembie the pioneer founders!
Sightiess visitors can heaz a video on Dublin History and there is much to touch in the
exhibit as well; some might enjoy the concerts in the classroom as scheduled. Hearing
impaired could touch hands-on activities (the Kolb Farmhouse promises more exciting
hands-on activities as well). Historic buildings are difficult to modify for access by
those in wheelchairs so it is far harder to accommodate this clientele. One of the Kolb
outbuildings will include a wheelchair accessible restroom but it may be difficult to get
wheelchair-bound visitors into other buildings on site.
The website includes great information for those who want to visit remotely for whatever
reason. If infirm visitors cannot walk through the Cemetery to explore the website
includes transcriptions of tombs and photos as well. (Photos of historic Dublin are also
cached on the site (hosted by University of Califomia.) However, I might also suggest
that DHC consider, at some point, putting together a simple cell phone tour that could
offer information on the Cemetery for visitors on site who cannot walk through it.
Additionally, a cell phone tour might also offer information on the other historic sites to
visitors at any time as long as they are on site. It may be particulazly important to offer
these tours of Kolb Farm as it may be difficult to get some Dublin citizens up into some
of the outbuildings.
My presumption is that DHPA has an interest in helping determine the agenda of
temporary exhibits and work with Elizabeth and John I3artnett on programs. Cleazly,
DHPA and Elizabeth Isles feel that pioneer family stories are of interest and that
temporary exhibits on these pioneer families is a good idea. (DHPA has been integrally ;
involved in collecting and saving remnants of Dublin's mid-19'k centtuy pioneer past.)
However, as DHPA enlarges to include culturally diverse members of the community, or
collaborations are in place that include links to diverse groups, the planning of temporary
exhibits may well (and probably should) change. The Black History workshops, the
Danish workshops, and the Japanese workshops, and the Day of the Dead workshops
sounded like they were relatively well-attended, indicating interest in progratns beyond
the pioneer families are embraced by this increasingly diverse town. Outreach beyond
the west side will surely result in planning and delivering workshops on more diverse
subj ects; these programs might be offered in venues on the east side, too. And, with any
luck, Elizabeth Isles will receive assistance in delivering new, culturally-diverse
workshops in these new locations-she sure can use the assistance!
The teacher advisory group has been focused on eng uring it can link the permanent
exhibit to the curriculum; however, in our discussions the members seemed very
interested in student involvement in program development at DHC in a number of areas.
TheaUrical presentations, foreign language programs, musical presentations (among other
things) may be appropriate for DHC. These students bring parents and siblings to DHC.
I know they will be amazed at the visitor experience in this wonderful, sma11 museum and
will seek to retum to thia place that offers so much on a shoestring.
Recommendations:
• First and foremost, consider moving away from having all the temporary
exhibits focus on Dublin's pioneer families. Perhaps they aze interspersed
with programs on diverse communities, sports history, etc.
• Consider caching the great information included in the temporary exhibits on
DHC's website. I get the sense there is a great deal more information on
Dublin and its history than I see on the website-let's make that website rich
with historical resources! Be sure to include full citations on research so that
folks from all over the United States can rely on DHC's information.
• Virtual tours of the temporary e3chibits aze great to include on the website, too,
and may be one way to fully document these exciting exhibits.
• Kudos to Elizabeth Isles for creating monthly workshops that discuss the
customs of diverse commimity groups. I encourage even more of this-it's
" everyone's City museum!
In summary, Dublin Heritage Center truly works miracles with a modest budget and
staffing. The permanent exhibit is one of the most impressive exhibits I have seen in a
small museum in my 25 years in museums. Beautiful to look at, inclusive of diverse
stories, focused on children and their interests, and as interactive as it can be in that
space, it sets the tone for DHC's public dimension. I might suggest that DHC conrinue to
cultivate collaborations with prominent cultural organizations in town; seek to build even
more bridges to culturally diverse groups; embrace the Kolb Farmhouse opening as its
opportunity to j ump into unique hands-on family prograsnming; consider being generous
with assistance and support to Camp Pazks Museum and the children's museum planning;
and see if there is a possibility of delivering experiences in places other than DHC's site~
on the far west end of town. I am very excited to see what the future holds for this engine
that could. '
Respectfully submitted, ;
Nancy E. Villa Bryk 1/11/2010
; ,
Characteristics of Excellence for U.S. Museums
Public Trust & Accountability
,
• The museum is a good steward of its resources held in the public trust. !
• The museum identifies the communities it serves, and makes appropriate decisions in how it serves them.
• Regardless of its self-identified communities, the museum strives to be a good neighbor in its geog2phic area. ~
. The museum strives to be inclusive and oRers opportunities for diverse participation. '
• The museum asserts its public service role and places education at the cerrter of that role.
• The museum demonstrates a commitmeM to providing the public with physical and intellectual access ta the museum and its
resources.
• The museum is committed to public accourdability and is transparent in its mission and its operations. "
• The museum complies with local, state, and federel laws, codes, and regulations applicable to its Ndcilities, operations, and
administration.
Mission & Planning
. The museum has a clear understanding of its mission and communicates why it exists and who benefits as a result of its
efforts.
• All aspects of the museum's operations are iMeg2ted and focused on meeting its mission.
• The museum's goveming authority and statf think and ad strategiplly to acquire, develop, and allocate resources to advance
the mission of the museum.
• The museum engages in ongoing and reflective instRutional planning that includes irnolvemeM of fts audiences and
communiry.
• The museum establishes measures oi success ard uses them to evaluate 8nd adjust its activities.
Leadership 8 Organizational Structure
• The governance, staff, and volunteer structures and processes effectively advance the museum's mission.
• The goveming authority, staff, and volunteers have a clear and shared understanding of their roles and responsibilities.
• The goveming authority, staff, and volurrteers legally, ethically, and effectivety carry out their responsibilities.
• The composition, qualifications, and diversity of the museum's leadership, staff, and volunteers enabie it to carry out the
museum's mission and goals.
• There is a clear and fortnal division of responsibilities between the goveming authority and any group that supports the
museum, whether separately incorporated or operating vuithin the museum or fts parent organization.
Collections Stewardship
• The museum ovms, exhibits, or uses collections that are appropriate to fts mission.
• The museum legally, ethiplly, and effectivety manages, documerds, cares for, and uses the colleMions.
• The museum's collections-related research is conducted according to appropriate scholarly standards.
• The museum strategicaly plans for the use and development of its collections.
• Guided by fts mission, the museum provides public access to its callections while ensuring their preservation.
Education & Interprefation
• The museum clearly states its overall educational goals, philosophy, and messages, and demonstrates that fts activities are in
alignment with them.
• The museum understands the charecteristics and needs of its existing and potential audiences and uses this understanding to
inform its interpretation.
• The museum's interpretive content is based on appropriate research.
• Museums conducting primary 2search do so according to scholarly standards.
• The museum uses techniques, technologies, and methods appropriate to its educational goals, cortent, audiences, and
resources.
• The museum presents accurate and appropriate content for each of its audiences.
• The museum demonstretes consistent high quality in its interpretive activRies.
• The museum assesses the effectiveness of its interpretive activities and uses those results to plan and improve fts activities.
Financial Stability
• The museum legally, ethically, and responsibly acquires, manages, and allocates its financial resources in a way that advances
fts mission.
• The muSeum operetes in a fiscally responsible manner that promotes its long-term sustainabilily.
Facilities & Risk Management
The museum allacates its space and uses its facilities to meet the needs of the collections, audience, and sNaff.
• The museum has appropriate measures to ensure the safety and security of people, its collections and/or objects, and the
facilfties R awns or uses.
• The museum has an effective program for the care and long-tertn maintenance of fts facilities.
• The museum is clean and well-mairdained, and provides for the visitors' needs.
• The museum takes appropriate measures to protect itself against potential risk and loss.
Mission Statement
If the Museum reviews its mission statement, ensure that it effectively communicates why the
Museum exists and how it relates to its public.
When describing the value of a mission statement, Harold Skramstad, former President of the
Henry Ford Museum & Greenfield Village, wrote that, "a clear and focused statement of missidn
stakes a museum's claim to its distinctiveness, is a guide to action, and a powerful yardstick .
against which the museum itself can assess each and every activity it carries out." An excellent
tool that can help direct this process is Museum Mission Statements: Building a Disfinct Identity,
edited by Gail Anderson and printed by the American Association of Museums in 1998.
According to Museum Mission Statements, a well-crafted mission statement demonstrates the
followin8 characteristics:
. Three key elements: (1) reason why the museum exists, (2) audience/market served, and
(3) deliverable services or means for achieving the mission.
. Words that convey the parameters of the museum, ;
. Institurional priorities that indicate what the museum emphasizes, and
. A format that is concise, direct, and uses clear and appropriate language.
. When revising the mission statement, ask these questions:
? What should we be doing? How do your constituencies feel about the museum's
efforts at preserving and communicating?
? For whom should we do it? Whom do you want to serve?
? What tools will we use to get there? (Exhibitions, collections, tours, partnerships,
etc.)
? Are a11 programs tied to your mission? Are you serving the public you said you'd
serve? Do people care about what you do?
Audience/Visitors
. Implement a program of visitor surveys to evaluate activities and assist planning. See
Susan K. Nichols, comp., Yisitor Surveys: A User's Manual (AAM, 1999), for assistance
in creating a visitor survey form that collects demographics from each visitor. While this
form would be self-service, adding lines to extract information on age, race, and gender
could provide valuable information on visitors that could be used in future grant
proposals and in malang a case for more funding. Obtain samples of surveys from other
museums. Consider working with an evaluation specialist to construct a new survey.
. Conducting visitor exit surveys once or twice a year would enable the Museum to
develop a continued understanding of the audiences, their needs, and interests-and
'
would be valuable to inform planning. Consider enlisting the aid of a marketing expert
from one of the local colleges or universities. This might be a class project or an i
intemship opportunity. Basic questions might include:
? Demographics: Where from, gender, group composition, education, ethnicity, in6ome
? Awareness: Why they came, how they leamed about the Museum, what media they
read/view/listen to (which can inform decisions about how to market to similar
people), where they have seen information about the Museum.
? Prior experience with the Museum: Are they members, have they visited"before, how
frequently do they visit.
? Experience: What they did, length of visit, what liked, what could be improved, rating
questions (about store, tour, collecrions), what they would tell others about their visit.
? Front-end research: Questions about current issues or to help set priorities.
Baril, Gerald, ed, Knaw Your Visitors: Survey Guide. Soci6te des musees quebecois / Musee de
la civilization, 2001.
Falk, John H., and Lynn D. Dierking, The Museum Experience. Whalesback Books, 1992.
Kom, Randi, and Laurie Sowd, Visitor Surveys: A User's Manual. American Association of
Museums, 1990.
Diamond, Judy. Practical Evaluadon Guide: Tools forMuseums and Otherlnformal
Educational Settings, 2002.
Nichols, Susan K•, Yisitor Surveys: A User's Manual Resource Report, 1999.
Sheppard, Beverly, BuildingMuseum and School Partnerships, 2000.
Visitor Studies Association: www.visitorstudies.or;
The Association of State and Local History's (AASLH's) Performance Management program,
developed in partnership with the Center for Nonprofit Management of Nashville, is based on
measurement of visitor sarisfaction and opinions, digging deeper to determine root causes of
wealrnesses identified by visitors, fixing the problems, and then re-measuring in the future (three
to five years later) to make sure problems have been corrected. Through the use of Performance
Management's scientific and tested survey instruments and resulting reports, museums can
implement positive institutional change and have valuable support material for fund raising, staff
goals, mazketing, and strategic planning. Moreover, the report provides benchmarks so
participating institutions can compare their Performance Management results with institutions of ,
similar size and geographic area.
hrm7//www aas lh ora/perfmanaoement.htm
AAM Resources
Available on American Association of Museums' Website
. The Accreditation Commission's Expectations regarding Institutional Planning
• The Accredita.tion Commission's Expectations regazding Govemance %
• The Accreditalaion Commission's Expectations regarding an Institutional Code of Ethics
• AAM Code of Ethics for Museums
Smithsonian Affiliations .
Consider joining the Smithsonian Affiliations Program - a good source for resources, including
the Visiting Professionals Program for staff training, and for the ability to use the Smithsonian
logo on marketing materials - very helpful in attracting visitors (information available on:
http://affiliarions.si.edw' )