Growing Pains

Part of this series on growing a museum, this was first posted in 2018

https://audaxdesign.org/life-cycle-of-a-leaf-via-earth_pics/

It happened again recently. Another, unplanned, leadership transition in a young, 3-5 year old, museum. Again, I get over my surprise; everything seemed to be going well. 

Again I think about the bumpy spots all museums encounter. Like any organization, these museums are experiencing, and will experience, rough spots and growing pains. Some bumps are easier than others. The departure of an executive director is a challenge, but not an unusual one. An unplanned departure makes it even harder. Often when it happens, is what makes it hard.

Again I wonder about the museum’s next steps, the probable executive search, and who I might know or know of who would be a good fit for the museum and the position.

Inevitably, I come around to the realization that this museum is navigating a transition from one stage to another in its organizational life-cycle. Just as humans go through life stages (think infancy, early childhood, adolescence, and right on through old-age) so do non-profit organizations, including museums. Planned or unplanned, leadership transitions often occur when a museum is making a shift from one stage to the next. In fact, bumpy spots occur at somewhat predictable points in a museum’s development. In the case of these 3-5 year old museums, they are moving from a start-up stage to a growth stage. Not surprisingly, they are living somewhat in both stages. In this situation, the referred pain of growth is likely.

The idea of organizational lifecycles comes from several fields. The work of Susan KennyStevens, a non-profit management consultant based in the Twin Cities has been a helpful tool in my work. In her book Non-profit Life-cycles: Stage-based Wisdom for Non-profit Capacity, Kenny Stevens presents seven lifecycle stages that nonprofit organizations, including museums, typically go through: the Idea stage, Start-up stage, Growth stage, Maturity stage, Decline stage, Turn-around stage and sometimes, the Terminal stage.

Museums of every kind, size, and age experience life-cycle stages. Often these times are rough for staff, board, and sometimes even partners and visitors. A life-cycles approach, however, can be a helpful tool for a board, executive director, staff, and even funders. Besides serving as a tool for navigating a transition, this approach can also help depersonalize difficult discussions and decisions at a stressful time for the organization.

Understanding Stages

While inevitable, stages are not deterministic with one stage automatically following another like cruising through state after state on a cross-country road trip. Completing a stage and moving on to the next requires deliberate effort, activity on many fronts, and working together at another scale and complexity. New opportunities come along; there are staff and board transitions; new systems are needed; and some things must be discarded.

The young museums I’m thinking about signaled an intention to leave the Start-up stage when, accompanied by great celebration and popular response, they opened to the public. The Growth stage seemed certain to follow. Moving through stages, however, is not automatic. Opening the museum doors doesn’t necessarily mean completely closing the door to the Start-up stage and stepping over the threshold into Growth.

And while stages may be clear, the boundaries between them are not. Consequently, a museum is likely to be straddling more than one stage and not even realize it.

A stage is not simply a place a museum bides its time or plows ahead to get to the other side. Rather, a stage describes developmental periods when characteristic patterns of behavior emerge, develop, and are resolved. The major tasks that need to be accomplished in every stage cluster in five organizational capacity areas: Programs (including exhibits and programs), Management, Administrative Systems, Financial Resources, and Governance.

Work to Be Done

Managing success in any stage and the transition to the next one relies on having sufficient internal capacity in all five areas. Development–or capacity–in organizations however, is usually uneven and occurs at different rates very much as it does across domains—physical, social, emotional, and cognitive—in humans. Uneven capacity across areas is likely to show up as a rough patch or growing pains.

In museums, and in the Growth Stage in particular, exhibits, products and services are generally more mature than other capacity areas like Administrative Systems or Financial Resources. A museum’s offerings expand in response to public demand. Staff races to keep up; financial tracking systems lag behind. Capacity areas like Administrative Systems or Financial Resources often need time and targeted resources to catch up, for both building new capacity and shedding old ways.

Processes for budget development, program planning, on-boarding staff, and recruiting board members may have been outgrown—or were never even established. New levels of accountability are needed. What worked for a staff of 7 and a founding board may be inadequate for a staff of 20 and a board of many new recruits. The nature of the work to be done in a stage is not necessarily immediately obvious. For instance, “communication” surfacing as a recurring issue—communication with and among staff, staff leadership, the board—often indicates related capacity issues. Nevertheless, communication internally and externally IS more critical than ever.

– For Everyone

Having the necessary capacity also means having the right people in the right positions: staff, staff leadership, and board. In every stage, staff, board, and staff leadership have specific roles to play, and these roles change across stages. For instance, a board needs to shift from being hands on to being strategic. The executive director needs to have the right characteristics to work with the board and be positioned to lead through a period of growth and development.

Finding the right person to complete a museum leadership team, to fit with the board and fit with staff, can be a challenge any time. Especially when a founding ED has left and a new stage of organizational development is unfolding, a successful search can be challenging. A museum may not get it right the first time. Kenny Stevens points out that, while more has been written about the start-up stage, it is really the growth stage that is the more complex management challenge.

When I return to thinking about what comes next for these museums and I look through the lens of organizational stages, I think about them quite differently. Regardless of its size, age, stage, or focus, every museum faces essentially the same task: building and aligning capacity across all 5 areas. And because every museum is different, there isn’t a set way to move smoothly and gracefully from one stage to another.

An organizational life-cycle approach, however, does help a museum get unstuck and develop a shared idea of how to move forward. It invites a museum to understand which stage it is in, to diagnose its internal capacity across areas, to identify where behaviors are out of sync, and to begin to grow and align its capacity.

The approach doesn’t solve everything. No tool does. Moving from one stage to another, however, is also an opportunity for a museum to become a better version of itself.

Growing Site by Site

This post on finding a site from 2012 continues the series on Growing a Museum.

Minnesota Children's Museum today

Should we focus on opening our museum in a permanent site with the space and amenities we really want or should we open sooner in a smaller site and assume we’ll move later?

This is one of the most frequently asked questions from groups starting a museum. Mostly I hear it from children’s museums, but it is no different for virtually any new museum. One would think that being asked this question repeatedly over 30 years that I, and other museum planners, would have a good answer. Nope. There are no simple answers to this question. In fact, no single answer could fit every, or even many, museums’ circumstances.

The question itself reveals the complexity and various trade-offs involved in making a decision with far-reaching implications. Realities of capacity and readiness must play a role in whether a museum is able take on a large, permanent home or is better suited to grow site by site. Often opportunity and even serendipity have a deciding, if invisible, hand in what site shows up, where, when, and with what strings. Inevitably, the relativity of time distorts the meaning of permanent. Three years is forever in the life of a 5-year old organization but merely a pause in a 30-year organizational journey.

First Site

Whether a museum operates with no walls, borrowed walls, or permanent walls, in the end each answers the question of it first site its own way. In my experience starting in an unbelievably small space, moving onto a somewhat bigger second space, and then landing in a good-sized third or fourth space is not unusual. Madison Children’s Museum where I was involved during its mobile years and its first two spaces has grown through multiple moves as has Minnesota Children’s Museum where I worked in its second and third sites. Growing site-by-site aptly describes how more than a few established museums have grown.

• Austin Children's Museum (TX) operated as a museum without walls from 1983 to 1987 when it moved into a 5,000 square foot (s.f.) space. Ten years later it opened in a 20,000 s.f. space in downtown Austin. In May 2012, the Museum broke ground for a 40,000 s.f. building in a mixed-use development northeast of downtown and in 2013, it became the Thinkery.

• Bay Area Discovery Museum (Sausalito, CA) opened in a 2,500 s.f. pilot site at a shopping center in Marin County north of San Francisco, in 1987. In 1991 the Museum relocated to a 7-1/2 acre campus at Fort Baker (under the Golden Gate Bridge) and occupied 21,000 s.f. In 1993 and 1999, additions increased the space to 31,000 s.f. and then 31,500 s.f.  New construction on an entry building with classrooms and performance space, improvements on interior spaces, and development of exterior play areas took place between 2003 and 2005 increasing indoor s.f. to 52,000 plus 1.84 acres of outdoor exhibits.  

• Chicago Children’s Museum opened in the hallways of Chicago Public Library in 1982 and moved to a 7,000 s.f. space in Lincoln Park in 1986. A move to a 21,000 s.f. space in North Pier followed in 1989. The Museum opened in its current home of 57,000 s.f. at Navy Pier in1995. The Museum continues to expand at its site at Navy Pier.

• Explore & More Children’s Museum in East Aurora (NY) opened in 1994 with 500 s.f. of exhibit space in a school and added 500 s.f. more in 1997. In 2000 the Museum relocated to a 6,500 s.f. space in an office-park building in a residential neighborhood. Currently planning is underway for new construction of 25,000 -30,000 s.f. of space in a multi-use development at the western terminus of the Erie Canal in downtown Buffalo. (Opened in July 2019)

Madison Children's Museum's first walls 

• Madison Children’s Museum (WI) shifted from traveling exhibits in public venues to a 500 s.f. basement space in the Wisconsin Academy of Science, Arts and Letters in 1980 and was open on weekends and school holidays until 1985 when it moved into a 5,000 s.f. space in the garden level of an old factory building at the edge of downtown. In 1991 the museum opened 8,000 s.f. of space in a renovated bank building on State Street. Twenty years later, it moved 58,000 s.f. in a renovated a 1929 Montgomery Ward Building right off the Capitol Square.

• Minnesota Children’s Museum opened in 1981 in a 6,000 s.f. space in the Itasca Warehouse along the Minneapolis River front. In 1985, it relocated to an 18,000 s.f. historic railroad building midway between Minneapolis and St. Paul. In 1995 the Museum moved into a newly built 65,000 s.f. building in downtown St. Paul. Recently, the Museum announced a 14,000 s.f. addition to its current building and reconfiguration of interior spaces. (MCM reopened with 10 new exhibits in 2017.)

Madison Children's Museum 2012

The earliest spaces these museums called home were modest. Some were so small or incidental–like the hallways Chicago Children’s Museum occupied–that they were not even measured. Some early spaces received minimal preparation and others were renovated. Getting from a first space to a “permanent” home can take 10 years or 30 years. As these timelines illustrate, even when a museum is in its “permanent” home, its physical footprint is likely to change by growing and reconfiguring space. With time, its community footprint will undoubtedly grow and carry greater potential for increased impact. Facility and site changes are a reality; they reflect museums’ responses to changing contexts and to serving visitors whose interests and priorities change.

Bigger Steps

Site by site growth is not the only model for growing a museum. There are fewer, but increasingly more, museums that open “full-size” in a permanent home. Betty Brinn Children’s Museum (Milwaukee, WI) opened in a new 25,000 s.f. space in 1995 without incubating in a previous site. Creative Discovery Museum (Chattanooga, TN) opened in a new 42,5000 s.f. building in 1995. Stepping Stones Museum for Children (Norwalk, CT) opened in a new 19,000 s.f. building in 2000 and opened a 22,000 s.f. addition in 2010.

In 30 years, the arts, culture, and education landscape where museums position themselves has changed across the country. Children’s museums have become more familiar in towns and cities and are relatively established in the lives of American children and childhoods. These days, making the case for a children’s museum or science center doesn’t have to start with an introduction to an unfamiliar museum concept.

With the growth of museums, the start-up and expansion process has consolidated and become somewhat formalized. A group starting a museum will often find and identify their own “benchmarks,” museums in communities of similar size or with a similar vision; they will know their histories and growth. Sharing and developing resources for starting museums have also occurred on several fronts. The Association of Children’s Museums published Collective Vision in 1997. It sponsors an annual emerging museum conference and launched Collective Vision On-line Tool Kit in 2011. The Mid-Atlantic Association of Museums has offered an annual Building Museums symposium. In 2012, Minnesota Historical Society published Building Museums: A Handbook for Small and Midsize Organizations by Robert Herskovitz, Timothy Glines, and David Grabitske.

Navigating Site Questions

The site-growth question is not only common, but is also bound up with other long-term strategic choices a museum faces at an early stage in its development when it has few procedures and precedents for guidance. Site questions will always interact with larger questions of a museum’s vision, process, and position. Site and facility are more tangible ways for a board to approach larger, more abstract issues of mission or what the museum is and will become. The relative concreteness of a site’s size, its address, and related costs can offer a kind of comfort in searching for a site compared to exploring intangibles like experience, quality, or learning value.

Finding a first site–or perhaps any site–also requires distinguishing among size-related considerations like location, quality, or vision. For some museums, questions of site and facility are actually a proxy for other issues like fundraising goals (modest or ambitious?); personal or professional relationships in the real estate, construction, or development sectors; or values related to diversity and access. Finally a sense of urgency to find a site can be so insistent for founders and board members that it dominates the other business of starting a museum, overshadows other possible ways the museum could pursue growth, and at times actually derails a museum project.

Learning from Experience, Proceeding with Confidence

There is no formula for finding the right site at the right time in a relatively simple process. A few guidelines do emerge, however, from scanning the experiences–successful and otherwise–of other museums that have wrestled with finding a site.

• Vision: Maintain a roomy vision for the museum, even if it will take a long time to physically grow into that big vision. Keep the vision.

• Discuss. Engage in lots of lively discussion about site and size. Bring new questions and new information to these discussions. Be honest and respectful in discussing the museum’s capacity to successfully raise funds, create an outstanding experience, and effectively operate a site.

• Evaluate. Develop a really solid set of site selection criteria to help frame what is required of a site and to compare sites. Revisit the criteria periodically because circumstances change. This does not mean changing the criteria every month. It does mean bringing new information, perspectives, and questions to the criteria to test, refine, clarify, and strengthen them and the candidates. This builds a strong, shared sense of what they mean–and don’t mean–for longer-term and newer board members. When the real site decision comes up, things can move very fast. 

• Compare. Build a strong list of promising sites well informed by an understanding of the real estate market, neighborhoods, zoning issues, and the health of other culturals. Visit the sites. Always–always– look at multiple sites and compare and contrast.

• Realism. Be realistic about the museum’s challenges and capacity. Be aware of committing to a larger facility than the museum will be able to support financially and will have the capacity to operate well. At the same time, avoid frequent moves. Relocating is demanding. It takes a lot out of a museum staff; and it can be challenging to bring visitors along to a new location.

• Setbacks. It’s not unusual to find an “ideal” site that then falls through. In hindsight, that site turns out not to be as good as it seemed at the time: the area didn’t take off or a site of a better size came along.

• Caution. Even the best-managed site processes can become enmeshed in controversial issues that initially seem minor. Be alert to the early signs of a pubic fuss arising about a site, especially if the museum is associated with it. Contact museums that have had to navigate similar situations and learn from their experiences.

• Opportunity. Keep an eye out for opportunity. Listen for the knock.

In the Primordial Ooze of Early Planning

Originally posted in April 2017 and now the first in a series on Growing a Museum

I love the primordial ooze of early planning for a big museum project. It may be a new museum, an expansion, or reinventing a museum. There is no near or far in the midst of primordial ooze; no fixed or firm center; no visible shore. In this early stage everything oozes into everything else. Potential is enormous, vision is fuzzy; possibilities bump and meld into one another.

Not every member of a team or planning task force, however, enjoys this murky phase. Avoiding it, however, is virtually impossible. Museums find different strategies for navigating the thick mass of shadowy possibilities. Typically museum leadership or founding board members look for guidance from other museums, master planners, and their own related experience. They visit museums that are strong examples of what they aspire to become and attend museum planning conferences.

A project definition, a set of well-tested planning steps grouped into phases with project milestones help bring order to the early steps in the process. But, at some point, there is inevitably a stutter in a process this extensive and complex. A key team member moves on or joins the team; planning money is hard to find; the “perfect” site doesn’t come through. The team regroups, the process slows, and sometimes, the project is resized.

It is one thing to have a planning process laid out, but how does a museum team ready itself for the unavoidable ups-and-downs of the intense, often life-changing, journey they are beginning? A few realities about the process have emerged from the experience of countless museums that have started up, expanded, or reinvented themselves. It's helpful to keep them in mind.   

• This is not actually a linear process. Not. At. All. Project planning, especially, in the early stages, is a discovery process. While perhaps a disciplined discovery process, it is nonetheless exploratory, opportunistic, and has a life of its own. Laid out on charts, the process looks orderly with a clear beginning and end. Planning, in fact, starts long before building size is determined or design begins. It often runs on parallel tracks and moves forward at different rates. Trial and error and false starts are inevitable. And, what appears to be the end of a project is actually a new beginning. The museum opens, meets reality, and is on a new learning curve.

• Everything connects with everything. This is especially and emphatically true at the beginning of a project! The vision connects to the community and to the mission; both connect with audience. Audience informs the target market and attendance. Community size and projected attendance are closely related to building size and exhibit square footage. Thinking about a building without considering the location is unproductive; will the site draw audiences? And everything connects to funding which connects to vision, mission, staff, and the community. 

• There’s no single model for a museum, plan, or project. Every project is distinct from another because every museum is distinct. Even two projects underway in the same town at about the same time differ in material ways. A journey is shaped depending on whether a museum is mature or a start-up, renovating or building new, its size, in a museum-going community or not, starting off during lean or boom years, has an experienced or inexperienced capital campaign team. Museums certainly should borrow and learn from other museums, projects, and planning processes–of course! But they should also borrow with an awareness of the particular parameters of their project, audience, and community and adapt accordingly. 

• The museum field has not only enjoyed a building boom but also has a track record of sharing its lessons. Insider insights into a capital project by a science center in the east are regularly passed on to an art museum expanding in the west and a children’s museum starting up in the south in conference sessions, blogs, and journals. Take comfort and take advantage of others having blazed the trail before and having insights others want. Reach out to leaders at museums that have recently expanded, renovated, or opened a completely new museum. Be respectful of their time and play this generosity forward and help other projects coming along.

• Preparation, preparation, preparation. Planning and preparation help develop shared expectations among planning team members, the board, across the museum, and with partners about the vision and what lies ahead. Understand the necessary steps, what needs to be accomplished during each, and who should be involved. Decide how decisions will be made and start learning a new vocabulary and terms. Implement and track practices that are helpful in guiding the discovery, wrangling orderliness throughout the process, and reinvigorating staff and board. It is unlikely a team can do too much preparation and planning.

Actively collecting resources to serve as a bookshelf for the project will be useful in navigating murky moments throughout the process. A dog-eared article may be the just-in-time information or needed perspective when facing a tough decision. Others' reflections of their experiences can bring comfort at a challenging moment. Sharing a blog post can lift a pesky question into the open for a lively discussion.

The following selected Museum Notes blog posts address some of the inevitable questions, challenges, and realities that surface in the long meander of process. How do we build support for the project? Should we start off in a permanent site or grow site-by-site? Who should our partners be? Can’t our audience be "everyone"?

• Stakeholders + Engagement. “Stakeholders” is a term a museum might not think about early in its planning process. Stakeholders play a key role at every step along the way. They are partners, supporters, members, gatekeepers, staff, and board, and decision makers who can become friends. Thinking about the museum’s stakeholders, who they are in its community, and how to involve them in meaningful ways throughout the process will favorably impact the project. 

• Vision with a View to Impact. A clear and powerful vision is necessary for the journey ahead. At the same time, a hard working vision is not always the first choice of a group setting out on a long, complex process and feeling the need to accomplish everything all at once. A hard working vision connects with impact and emerges from knowing the community, connecting the community’s and museum’s assets, and describing the positive change the museum believes is possible. 

• Audience, An Area of Enduring Focus. Nothing is more central to a museum’s existence and aspirations than its audience. Understanding audience is never complete, but is especially key in starting up or planning for dramatic growth. Museums learn about their audiences in many ways: identifying primary, secondary, and emerging audiences; surveying visitors; analyzing attendance data; conducting audience research; engaging with the audience. This focus on audience serves to remind staff and board that the people and communities they hope to serve are the highest priority, at the center, and at every step.

• Planning Out Loud. Planning out loud makes a museum’s thinking, testing, and learning visible to itself and its stakeholders. Bigger than a prototype, louder than a focus group, and unfolding over months and possibly years, planning out loud uses long-term, deliberate testing of multiple aspects of a museum by engaging the community: from testing hours, staffing, and how much mess; to community partnerships; to programming schedules, and how to communicate with stakeholders.

Good luck on the journey ahead! 

Photo credit: A glimpse of the primordial soup courtesy of the Large Hadron Collider's Alice Experiments  

This Week, I Like…

 

Raise/Raze (Photo Credit: Hou de Sousa Studio)

Dezeen, a daily on-line architecture and design digest, often includes, “Today we like…” This edited selection of spaces, places, and objects may include bookshops, architecture in Wales, or design with chocolate.

On most days, a comparable slice-through with crisp thematic edges of what interests me is less obvious. There’s no, “This week I like…” exhibit moments that last a lifetime, or logic models that knock your socks off. Still in my weekly random, associative wonderings through journals, presentations, blog posts, museum visits, book covers, or landscape design, I do come upon images, ideas, phrases, frameworks, definitions, or designs that are intriguing, fresh, provocative. Something promising, if not thematic. Something that turns out to be the missing piece for a long-percolating post or sparks a new exploration. Something fresh and helpful for project work with a museum. Or perhaps some of all of these like these recent finds.

1. A view of learning. I was delighted to come upon a definition of learning in an article on tinkering and learning at the Exploratorium–and such an interesting one too. Staff in the Tinkering Studio drew on constructivist, constructionist, and socio-cultural theories of learning and their own experiences developing, implementing, and studying tinkering in the Studio. Their view of learning is a “process of being, doing, knowing, and becoming.” It takes into account various dimensions of learning including the connection between doing and knowing and the time necessary for learning. While this may not be the view of learning for every museum, every museum can construct a view of learning for its setting.

Related Museum Notes Posts:  Making and Tinkering: The Missing Piece

2. Anything Goes is an exhibit at the National Museum in Warsaw curated by a group of 69 children. Ranging in age from 6 to 14 years, children were selected on a first-come basis. They searched the collection, developed 6 themes, designed the exhibit, and worked on audio guides and collateral materials. The museum showed a high level of interest in the children’s ideas and perspectives as well as confidence in their capacity to work collaboratively. On the other hand, the article about the exhibit unwittingly minimizes the children’s accomplishment by noting what they don’t have–degrees and experience–and primarily casting their work as fun.

Related Museum Notes Posts: More Than Fun and Cute

3. Raise/Raze is the proposed exhibit for the Dupont Underground in Washington, D.C. scheduled to open in April 2016. A kind of double re-purposing, the exhibit will occupy a new cultural center inside a disused trolley station underneath Dupont Circle. Raise/Raze transforms light-weight balls from the ball-pit ocean of The Beach exhibit that ran at The National Building Museum in summer 2015. Those half-million balls will now cover surfaces and be reassembled into light-weight cubes that become building blocks for structures, sculptures, and installations. Delightfully open-ended for visitors too.

Related Museum Notes Posts: Abundance

4. Children’s Environments Research Group. Housed at the Center for Human Environments at the Graduate Center of the City University of New York, CERG brings together “…university scholarship with development of policies, environments, and programs to fulfill children’s rights and improve the quality of their lives.” Active in theory, policy, and practice, CERG has a strong commitment to understanding children’s own perspectives on their lives. The team of researchers is headed by Dr. Roger Hart, a leader in theory and research related to children’s relationship with the physical environment. Dr. Hart’s study of children’s out-of-school lives in a New England town in the 1970’s is the basis for a longitudinal study of the changing lives of children in that same New England town. CERG's focus complements the work being done in museums to understand the long-term impact of museums.

Related Museum Notes Posts: More Varied Places for Children: A Gentle Plea

5. Social Cartography. Fascinated by maps, I am alert to where they can be brought into an exhibit, a nature trail, museum site, or book. The term social cartography–not surprisingly–jumped right off the page in an article in ASTC’s Creating Great Cities issue of Dimensions (Jan. - Feb. 2016). Adaptable to a variety of purposes, social cartography is a tool that empowers communities to analyze social issues. It is also a strategy for emerging museums and museums rethinking their role in the community to hear from communities themselves. In mapping neighborhoods, their relationships to places in nature, or local issues, community members make their knowledge visible, identify problems, provide important perspectives, and communicate with decision-makers.

Related Museum Notes Posts: Place Matters 

What do you like this week?

Starting on a Higher Rung

Partial view of the Tree of Forts

Not so very long ago, when a new museum opened, it looked, well, not quite ready. Hand-made exhibits occupied a small left-over space. Passion, pride, and excitement somewhat compensated for what the exhibits lacked. Friends and optimistic supporters kindly acknowledged that, “given some time, this museum would get a few more things right.” This was certainly true for Madison Children’s Museum when it opened at its first site in the early 1980’s. We were scrappy, inventive, good with duck tape, and hopeful.

I began noticing a change when Milwaukee’s Betty Brinn Children’s Museum (BBCM) opened in 1995. From its exhibits, programs, staff, and even visual identity, this new children’s museum seemed as though it had been operating for several years. This wasn’t entirely surprising. BBCM’s founding executive director, Mary Ellyn Voden, drew on her significant museum experience as Director of Exhibits and Education at Children’s Museum of Houston that had been operating for 10 years and had opened a new building in 1992.

A new museum starting on a very high rung opened May 1^st in Mankato, MN, located 75 miles south of the Twin Cities. The Children’s Museum of Southern Minnesota opened in a converted City of Mankato bus garage after 10 years of planning and growing.  I first met the two founders, Linda Frost and Mary Jo Hensel in 2005. Early childhood educators and friends, they

formed a board, joined ACM, and incorporated in 2006. The next year they invited me to facilitate a planning retreat and develop a case statement with them. In early 2009, CMSM hired Peter Olson as executive director. Peter brought 6 years of operations, marketing, and exhibit experience at Minnesota Children’s Museum to CMSM’s start up efforts. In 2011 I worked with a board committee to develop a master plan that served as a framework for exhibit and experience planning.

While most new museums follow similar steps, this museum has done so while thinking big, building community connections, being very intentional about the small and the beautiful, and keeping children at the center of their vision. 

Mankato is a community that believes the prosperity it has enjoyed comes from the regional resources–the river that connects towns and people, sandstone quarries, and productive agricultural land–and the resourcefulness of its inhabitants. This narrative threaded through the city’s 2007 economic development plan. It has informed CMSM’s vision and framed its approach to funders. It has become infused throughout the Museum and its experiences.

Thinking Big

CMSM has been thinking big from the start–not expressed in inflated language or high square footage ,but as a roomy vision that fits its community. CMSM has seen itself since the beginning–and more so with time–as extending the community’s prosperity to its children through a childhood rich in play and opportunities, as a children’s museum.

When CMSM decided how to build local awareness and learn to operate a children’s museum, it opened its first Play Lab in 2010 in a temporary, long-term space. Play Lab was a location, a state of mind, and an expression of the Museum’s interest in learning how exhibits and experiences play with the Museum’s audiences and how audiences play with exhibits. Play Lab was also where CMSM premiered TapeScape in 2011. A twisty, tubular crawl-through landscape, Tapescape is constructed from plastic shrink-wrap and packaging tape stretched and woven around an L-shaped steel pipe structure (32’ L x 24’ W x 9’ H). CMSM’s Tapescape was the first of this type of temporary installation that has since been installed in several other museums.

If anything indicates that CMSM thinks big, it’s probably the new Tree of Forts climber introduced at the opening. This multi-story tree supports numerous tree forts of different designs and materials that are connected by vertical, horizontal, and angled rope climbers and ladders. The tree bursts through the building’s roof, opening into a kind of tree fort high aloft and with a view of the river and city. The Tree of Forts rolls fantasy, childhood memories, physical challenge, and surprise for children and adults into one amazing structure. Climbing through it myself, I met toddlers and grandparents and every age in between climbing, sliding, slinking, and discovering.

A Strong Sense of Place

CMSM has deeply and thoughtfully grounded itself in southern Minnesota. In making choices, it has infused experiences and environments with a strong southern Minnesota flavor. Massive sandstone blocks from a local quarry enclose the Quarry Zone creating a very real sense of being in a quarry. Mounted on the wall inside, an historic 12’ circular quarrying saw blade seems to be poised for cutting stone. The combination of stone and blade creates a feel of authenticity with a hint of danger.

Play Porch, for infants, toddlers and preschoolers to 3 years, is completely at home in Mankato. The detailed ornamental scrollwork, porch posts, and creamy yellow clapboard are copied from the childhood home of Maud Hart Lovelace, author of the Betsy-Tacy children’s books. The books, the house, the map of Deep Valley–Mankato in 1905–are part of the town and the childhoods of parents and grandparents visiting with their children today.

Local references are integrated throughout the building and exhibits. They are embedded in the expansive farm scene mural showing local crops and in alternative uses of farm materials like stock tanks, corrugated metal panels, and barn board. Regional crafts such as quilting and sewing are visible in the hand-made quilt that features southern Minnesota landscapes. High up in the rafters sits one of the recognizable millions of cats taken from an illustration in another local children’s book author, Wanda Gag. In every area of the museum, placed-based and historic references help tell their own stories. They invite conversations and elicit memories from parents and grandparents about quarrying, farming, and building tree forts.  

Visible Community Contributions

The importance of place is also reflected in the visibility of community connections, forged through the Museum’s planning and now contributing to what it offers. Like the hand-made quilt that traveled to the very first fairs and festivals CMSM attended, connections started early and have become integral to CMSM’s identity. The Toddler Committee made up of area early childhood educators has worked on the Play Porch for 7+ years.  Community carpenters built prototypes for the market and the quarry at Play Lab. Four hundred pieces of produce hand sewn by volunteers fills the wheelbarrows and bins of the farm and the market.

Indications that CMSM intends to continue to engage the community are apparent. A sign in the Ag area invites input for an indoor/outdoor new ag exhibit with, “What do you want to learn about modern agriculture?”

Worth Discovering

A wholehearted commitment to giving children something worth discovering is apparent throughout the Museum. There is not only the Wanda Gag cat in the rafters, but there is also a secret passage into the farmyard through the crawl-through log in the farm mural.  A message that wood comes from trees is carried by the steps spiraling up the Tree of Forts. Each tread is made from a different tree, its name burned in–Boxelder, Ash, Elm, Poplar, Maple.

CMSM knows children scour their world for information, are fascinated by small details, and notice often-overlooked features. The Museum has been deliberate and generous in making sure there are abundant opportunities for play, exploration, and discovery. Multiple mailboxes stand at different heights. Because children will feel and see details, the mailbox interiors are textured and patterned. Mailbox doors open and open-and-close at both ends suggesting games and extending exploration and play with others. 

Beauty as well as interesting details and novel materials invites investigation. Area artist Malia Wiley painted the farm scene mural in Grow It and included a mother and child and recognizable flowers and herbs. Liz Miller’s mixed media installation Preternatural Prairie Mirage floats overhead among the rafters. Children working with fabric artist Amy Sinning sewed and dyed 2,100 fabric willow leaves that hang–and detach from–the tree in the Play Porch yard. Laser cut steel railings carry a prairie grass motif designed by Ellen Schofield along the mezzanine where the Whiz Bang STEAM area is located.

CMSM has opened with a loud, wonderful, and long-awaited roar. I have no doubt that planning and refining will continue. This is a museum that knows how to discover ways of engaging children and their families, enriching childhoods, and strengthening connections with southern Minnesota.

Related Museum Notes Posts

• TapeScape
• Planning Out Loud 
• Place Matters

Growing Site By Site By Site

Minnesota Children's Museum today

 

Should we focus on opening our museum in a permanent site with the space and amenities we really want or should we open sooner in a smaller site and assume we’ll move later?

This is one of the most frequently asked questions from groups starting a museum. Mostly I hear it from children’s museums, but it is no different for virtually any new museum. One would think that being asked this question repeatedly over 30 years that I, and other museum planners, would have a good answer. Nope. There are no simple answers to this question. In fact, no single answer could fit every, or even many, museums’ circumstances.

The question itself reveals the complexity and various trade-offs involved in making a decision with far-reaching implications. Realities of capacity and readiness must play a role in whether a museum is able take on a large, permanent home or is better suited to grow site by site. Often opportunity and even serendipity have a deciding, if invisible, hand in what site shows up, where, when, and with what strings. Inevitably, the relativity of time distorts the meaning of permanent. Three years is forever in the life of a 5-year old organization but merely a pause in a 30-year organizational journey.

First Site

Whether a museum operates with no walls, borrowed walls, or permanent walls, in the end each answers the question of it first site its own way. In my experience starting in an unbelievably small space, moving onto a somewhat bigger second space, and then landing in a good-sized third or fourth space is not unusual. Madison Children’s Museum where I was involved during its mobile years and its first two spaces has grown through multiple moves as has Minnesota Children’s Museum where I worked in its second and third sites. Growing site-by-site characterizes how a number of established museums have grown.

• Austin Children's Museum (TX) operated as a museum without walls from 1983 to 1987 when it moved into a 5,000 square foot (s.f.) space. Ten years later it opened in a 20,000 s.f. space in downtown Austin. In May 2012, the Museum broke ground for a 40,000 s.f. building in a mixed-use development northeast of downtown.

• Bay Area Discovery Museum (Sausalito, CA) opened in a 2,500 s.f. pilot site at a shopping center in Marin County north of San Francisco, in 1987. In 1991 the Museum relocated to a 7-1/2 acre campus at Fort Baker (under the Golden Gate Bridge) and occupied 21,000 s.f. In 1993 and 1999, additions increased the space to 31,000 s.f. and then 31,500 s.f.  New construction on an entry building with classrooms and performance space, improvements on interior spaces, and development of exterior play areas took place between 2003 and 2005 increasing indoor s.f. to 52,000 plus 1.84 acres of outdoor exhibits.  

• Chicago Children’s Museum opened in the hallways of Chicago Public Library in 1982 and moved to a 7,000 s.f. space in Lincoln Park in 1986. A move to a 21,000 s.f. space in North Pier followed in 1989. The Museum opened in its current home of 57,000 s.f. at Navy Pier in1995. Plans are underway for an expansion.

• Explore & More Children’s Museum in East Aurora (NY) opened in 1994 with 500 s.f. of exhibit space in a school and added 500 s.f. more in 1997. In 2000 the Museum relocated to a 6,500 s.f. space in an office-park building in a residential neighborhood. Currently planning is underway for new construction of 25,000 -30,000 s.f. of space in a multi-use development at the western terminus of the Erie Canal in downtown Buffalo.

Madison Children's Museum's first walls

• Madison Children’s Museum (WI) shifted from traveling exhibits in public venues to a 500 s.f. basement space in the Wisconsin Academy of Science, Arts and Letters in 1980 and was open on weekends and school holidays until 1985 when it moved into a 5,000 s.f. space in the garden level of an old factory building at the edge of downtown. In 1991 the museum opened 8,000 s.f. of space in a renovated bank building on State Street. Twenty years later, it moved 58,000 s.f. in a renovated a 1929 Montgomery Ward Building right off the Capitol Square.

• Minnesota Children’s Museum opened in 1981 in a 6,000 s.f. space in the Itasca Warehouse along the Minneapolis River front. In 1985, it relocated to an 18,000 s.f. historic railroad building midway between Minneapolis and St. Paul. In 1995 the Museum moved into a newly built 65,000 s.f. building in downtown St. Paul. Recently, the Museum announced a 14,000 s.f. addition to its current building and reconfiguration of interior spaces.

Madison Children's Museum 2012

The earliest spaces these museums called home were modest. Some were so small or incidental–like the hallways Chicago Children’s Museum occupied–they were not even measured. Some early spaces received minimal preparation and others were renovated. Getting from a first space to a “permanent” home can take 10 years or 30 years. As these timelines illustrate, even when a museum is in its “permanent” home, its physical footprint is likely to change by growing and reconfiguring space. Facility and site changes are a reality; they reflect museums’ responses to changing contexts and to serving visitors whose interests and priorities change.

Bigger Steps

Site by site growth is not the only model for growing a museum. There are fewer, but increasingly more, museums that open “full-size” in a permanent home. Betty Brinn Children’s Museum (Milwaukee, WI) opened in a new 25,000 s.f. space in 1995 without incubating in a previous site. Creative Discovery Museum (Chattanooga, TN) opened in a new 42,5000 s.f. building in 1995. Stepping Stones Museum for Children (Norwalk, CT) opened in a new 19,000 s.f. building in 2000 and opened a 22,000 s.f. addition in 2010.

In 30 years, the arts, culture, and education landscape where museums position themselves has changed across the country. Children’s museums have become more familiar in towns and cities and are relatively established in the lives of American children and childhoods. Making the case for a children’s museum or science center doesn’t have to start with an introduction to an unfamiliar museum concept.

With the growth of museums, the start-up and expansion process has consolidated and become somewhat formalized. A group starting a museum will often find and identify their own “benchmarks,” museums in communities of similar size or with a similar vision; they will know their histories and growth. Sharing and developing resources for starting museums have also occurred on several fronts. The Association of Children’s Museums published Collective Vision in 1997. It sponsors an annual emerging museum conference and launched Collective Vision On-line Tool Kit in 2011. The Mid-Atlantic Association of Museums has offered an annual Building Museums symposium. In 2012, Minnesota Historical Society published Building Museums: A Handbook for Small and Midsize Organizations by Robert Herskovitz, Timothy Glines, and David Grabitske.

Navigating Site Questions

The site-growth question is not only common, but is also bound up with other long-term strategic choices a museum faces at an early stage in its development when it has few procedures and precedents for guidance. Site questions will always interact with larger questions of a museum’s vision, process, and position. Site and facility are more tangible ways for a board to approach larger, more abstract issues of mission or what the museum is and will become. The very concreteness of site’s size, its address, and expense can mean greater comfort in finding a site than exploring intangibles like experience, quality, or learning value.

Finding a first site–or perhaps any site–also requires distinguishing among size-related considerations like location, quality, or vision. For some museums, questions of site and facility are actually a proxy for other issues like fundraising goals (modest or ambitious?); personal or professional relationships in the real estate, construction, or development sectors; or values related to diversity and access. Finally a sense of urgency to find a site can be so insistent for founders and board members that it dominates the other business of starting a museum, overshadows other possible ways the museum could pursue growth, and at times actually derails a museum project.

Learning from Experience, Proceeding with Confidence

There is no formula for finding the right site at the right time in a relatively simple process. A few guidelines do emerge, however, from scanning the experiences–successful and otherwise–of other museums that have wrestled with finding a site.

• Vision: Maintain a roomy vision for the museum, even if it will take a long time to physically grow into that big vision. Keep the vision.

• Discuss. Engage in lots of lively discussion about site and size. Bring new questions and new information to the discussions. Be honest and respectful in discussing the museum’s capacity to successfully raise funds, create an outstanding experience, and effectively operate a site.

• Evaluate. Develop a really solid set of site selection criteria to help frame what is required of a site and to compare sites. Revisit the criteria periodically because circumstances change. This does not mean changing the criteria every month. It does mean bringing new information, perspectives, and questions to the criteria to test, refine, and strengthen them and the candidates. This builds a strong, shared sense of what they mean–and don’t mean–for longer-term and newer board members. When the real site decision comes up, things can move very fast. 

• Compare. Build a strong list of promising sites well informed by an understanding of the real estate market, neighborhoods, zoning issues, and the health of other culturals. Visit the sites. Always–always– look at multiple sites and compare and contrast.

• Realism. Be realistic about the museum’s challenges and capacity. Be aware of committing to a larger facility than the museum will be able to support financially and will have the capacity to operate well. At the same time, avoid frequent moves. Relocating is demanding. It takes a lot out of a museum staff; it can be challenging to bring visitors along to a new location.

• Setbacks. It’s not unusual to find an “ideal” site that then falls through. In hindsight, the site turns out not to be as good as it seemed at the time: the area didn’t take off or a site of a better size came along.

• Caution. Even the best-managed site processes can become enmeshed in controversial issues that initially seem minor. Be alert to the early signs of a pubic fuss arising about a site, especially if the museum is associated with it. Contact museums that have had to navigate similar situations and learn from their experiences.

• Opportunity. Keep an eye out for opportunity. Listen for the knock.