Wednesday, September 25, 2013

Strategic Planning Notes



Recently I responded to a query on ChildMus about strategic planning and suggested a link or two from past Museum Notes posts. Scrolling through the list of posts a dozen seemed relevant and I forwarded them. A few days later I thought this same set of posts might also be helpful to other museums setting out on strategic planning. Below are those posts, grouped into typical strategic planning steps.

Preparation: Preplanning gives a solid boost to the process; it helps right-size the scope, gets the necessary players in place, and removes some of the bumps that are inevitable in planning. Start with:
Community Context All planning takes place in a larger context. In strategic planning, awareness of the community context is critical for understanding relevant environmental forces, how the museum might respond, and the role it might play in the community.
Vision Statements: My approach to vision statements is decidedly externally oriented rather than internally oriented. The promise of this approach just keeps getting stronger as I see how it works with more museums, including ones of differing sizes and at various stages of development.
Mission and Values: Museums are guided by a shared sense of a deeper purpose that is made explicit in mission statements and expressed in the beliefs that guide behavior and work of the organization. If a museum is able to capture its distinctive value in its mission, other parts of strategic planning–and its work–will be easier.
Stakeholders: Internal and external stakeholders are the people likely to affect or be affected by the museum, its plans, and projects. Audience is a key stakeholder groups, central to a museum’s aspirations and its reason for being.  A sound and shared understanding of stakeholders and audience will assist stratgeic planning.
For Good Measure: At its best, strategic planning invites solid strategic thinking. But not everything that seems to be strategic actually is and not every strategic planning tool supports strategic thinking. Become familiar with the various meanings of strategic that your team might be bringing to the process and look critically at how to get better thinking out of a familiar planning exercise.
                                       

Tuesday, September 17, 2013

Growing a Field-wide Research Agenda for Children's Museums





With support from the Institute for Museum and Library Services (IMLS), the Association of Children’s Museum (ACM) and the University of Washington’s Museology Graduate Program (UW Museology) convened The Learning Value of Children’s Museums Research Agenda Symposium September 10-11 in Washington, DC.

Emerging areas of study
Children’s museum executive directors, trustees, and education directors; museum, university, and independent researchers and evaluators; and representatives from allied agencies and associations from the US and international organizations brought varied perspectives to what a field-wide, evidence-based research agenda might include. Working with a review of research and evaluation efforts related to learning value in children’s museums and referring to research agendas from other museum segments, practitioners, researchers, and policy-makers engaged in a collaborative, emergent process to identify and prioritize areas of study needed to articulate and demonstrate distinct learning impacts of children’s museums.

Research activity in children’s museums has grown more slowly than in other parts of the museum field. Research was not part of the originating mindset for this newer museum segment, one not based in collections or grounded in a studied discipline. Children’s museums’ grass-roots and significant growth in the last 30 years along with concentration on establishing an identity within their communities and the museum field have, perhaps, redirected some of the energy that otherwise might have advanced research on audience, learning, impact, and value as well as made room for more evaluation of exhibits and programs.

Anticipating the Symposium prompted me to reflect on changes in research and evaluation in children’s museums that I have seen in the last 3 decades.

Treasured ancient scanned photo
I can’t account for the nature or extent of research that occurred before 1980. In fact, I wasn’t really aware that what we were doing to start Madison Children’s Museum (MCM) in 1980 could possibly be considered research. From about 1980 and through the following decade, research took the form of visiting and closely observing what other children’s museums were doing in exhibits, programs, and kits. Like others starting a children’s museum in those years, MCM’s board visited the few-and-far between children’s museums. We took photos and kept notes; we also begged for photos of exhibits from people we knew had visited the few museums we were aware of. I still have treasured photos from Boston Children’s Museum, the Children’s Museum of Denver, Los Angeles Children’s Museum, and The Children’s Museum of History, Science, and Technology in Utica (NY). This collegial approach of learning from (and copying) other museums has continued and evolved. Thirty years later, children’s museums use ACM’s Benchmark Calculator and Metrics Reports with data on facilities, square footage, exhibits, programs, attendance, membership, staff training, etc. for a range of purposes, planning and improving experiences.

For the first 3 years I was at Minnesota Children’s Museum, I couldn’t imagine how we could possibly conduct research when merely planning exhibits and programs consumed us. Fortunately a research opportunity came our way. The late Herb Pick Herb, a professor at the Institute for Child Development at the University of Minnesota (U of MN) was a regular at our monthly Behavior-Environment Lunch group of architects, landscape architects, museum developers, designers, and university faculty where we shared projects and research. Herb introduced us to his colleague, the late Dr. Allen W. Burton, a professor in the School of Kinesiology. In 1990, Dr. Burton conducted research on toddler’s motor development in Habitot, the Museum’s infant-toddler environment. Other children’s museums have also served as a context for research conducted by others and have been recognized as a source of valuable information of high interest to allied fields of psychology, child development, cognitive development, etc.

In 1992, Minnesota Children’s Museum kicked off planning for construction of a new 65,000 s.f. facility by conducting 10 focus groups with educators, parents, cultural leaders, and representatives from diverse communities. In addition, each of the gallery teams was expected to field several focus groups or conversations with children. This front-end evaluation (although we didn’t call it that then) felt new at the time and offered a rich source of first-hand information from visitors, community members, and children that became touchstones for shaping the Museum's 5 galleries.

Two issues of Hand To Hand expanded our world and our thinking about learning in museums and the role of research and the more prevalent evaluation. (Thank you, editor, Mary Maher!) The Winter 1989 Hand To Hand issue focused on research and evaluation with articles on the nature of research and evaluation in children’s museums, who should do evaluation, and learning about learning, along with several case studies. The Summer 1996 issue of Hand To Hand included a research review on museum-based learning in early childhood. Looking back, I can glimpse a culture of research in children’s museums, while small and scattered, beginning to emerge with some of these efforts focusing on areas in the children’s museums.  

In 1997 I began working as an independent museum planner (and sometimes evaluator and researcher) with many museums. Working with science centers and museums across the country afforded me a broader view of research and evaluation activity at a time of growing expectations for museum research, increasing activity, and expanding capacity. This role also exposed me to emerging areas of study, networks including university partnerships, independent research and evaluation practitioners, and museum-friendly research methods. I was often able to gather and share research and evaluation activity from one museum with another.

Increasing research in museums, science centers, zoos, and aquarium, was gradually finding its way into children’s museum. A children’s museum study in 1997, Project Explore, conducted at Please Touch Museum with Harvard University’s Project Zero, researched how children 4 and 5 years old engaging with exhibits might lead to learning. An increasing awareness of the potential of research to deepen understanding of the value of museums also prompted inclusion of developing a research and evaluation agenda as an objective in Minnesota Children’s Museum’s 2000 Education Plan. In 2005 Chicago Children’s Museum developed a set of research-based Standards of Excellence in Early Learning: A Model for Chicago Children’s Museum, a synthesis of best practices that supported the Museum in reaching its goals.
  
Symposium participants, including Dr. Wood
Reflections on early threads of the emerging research agenda for children’s museums also played out in a reunion and conversation I had at the Symposium with Elee Wood. Now Public Scholar of Museums, Families, and Learning at The Children’s Museum of Indianapolis  and Associate Professor at IUPUI, Elee was fresh from Macalester College when she became  Program Manager at Minnesota Children's Museum. From recent college grad in 1994 to Dr. Wood today, conducting research on the learning value of children's museums, Elee's path parallels that of the children's museum field and suggests that, along with doing research, children's museums are growing researchers.

Wednesday, September 4, 2013

Early Learners Becoming Lifelong Learners: New IMLS Report


Portland Children's Museum (OR)
I very much hope you have seen the latest policy report from the Institute for Museums and Library Services Growing Young Minds: How Museums and Libraries Create Lifelong Learners.

Developed and published in partnership with the Campaign for Grade-Level Reading, the project involved representatives from libraries and museums along with policy makers, practitioners, experts, civic leaders and public and private funders who have made early learning a priority. The report brings into focus the capacity of museums and libraries to reach and serve young children and highlights where they are filling gaps and expanding early learning opportunities in their communities.

From A Call To Action at the beginning to Recommendations for Action at the end, the report looks at young children’s potential, museums’ and libraries' capacities, and community priorities through research, policy, and strategic filters. In building a case for a greater role that libraries and museums can play in early learning, the report:
  • Explores museums and libraries as community anchors, connectors, innovative learning specialists, stewards, and digital hubs.
  • Grounds the urgency for young children, particularly those living in poverty, to access the resources of museums and libraries in time-sensitive early cognitive as well as social-emotional development that is critical for later academic performance, mental health, and sound relationships.
PlayWorks at CMOM
  • Plays out the implications of a changing learning landscape that increasingly requires learners to be self-directed and engaged. Critical to becoming engaged and self-directed learners are foundational skills that children develop before ever entering school. Without these skills and dispositions, children continue to fall behind and the opportunity gap between poor children and affluent children widens.
  • Locates the challenge for realizing positive outcomes for children and families in broad-based, community-wide cross-sector efforts that include museums and libraries as essential community partners.
  • Lists ten ways museums and libraries support community efforts, addressing the multiple reinforcing factors that are critical to effective early learning efforts: supporting development of executive function and “deeper learning” skills; engaging and supporting families as children’s first teacher; and creating seamless links across early learning and the early grades.
  • Draws on and profiles museums and libraries across the country to illustrate the roles they play, how they support community efforts, and their contributions as key partners in community early learning efforts.
  • The report concludes with More To Be Done and Recommendations for Action that focus on the roles that need to be filled at every level: federal, state, and local; and across stakeholder groups: schools, districts, and early learning programs; museums and libraries; parents and grandparents; and funders.

 Being Essential, Becoming Visible
A great fan of both museums and libraries in my personal and professional life, I have looked forward to this report since I heard about it from Marsha Semmel, until recently Director of IMLS Office of Strategic Partnerships and Julia Bland, former IMLS board member and Executive Director at Louisiana Children’s Museum. When I saw the announcement on AAM’s weekly update and Museum magazine, I was very pleased. To be completely honest, I felt appreciation tinged with frustration about what took so long? Young children are, again, the last audience group to be considered.

Little, if any, new content is presented in the report, which is not problematic. I see Growing Young Minds as less about content and more about a larger platform from a new voice to a broader audience. Coming from the Institute for Museum and Library Services and Campaign for Grade Level Reading, the report is a call to action beyond a circle of committed early childhood specialists and dedicated museum and library professionals. The report highlights key elements: young children, the role of families, the capacities and track records of museums and libraries, and the need for cross-sector collaborative efforts.

In particular, the report emphasizes vulnerable children who experience multiple risk factors. The disparity of access to learning resources for children from low-income and more affluent families is a reminder that poverty is also a poverty of experience. These disparities in access and varied experience are a source of the readiness gap that becomes a knowledge gap and an opportunity gap.

Museums, libraries, zoos, aquaria, and botanical gardens do create an extensive, diverse infrastructure of informal learning. To realize community level change for young children and families, however, this network must also be connected and aligned with collaborative, cross-sector efforts with a common agenda, mutually reinforcing activities, and shared outcomes. Moreover, museums and libraries, their local, state, and national associations, alliances, and agencies must be bold in acting on their implicit and explicit commitments to young children and families. They must be prepared to lead as they shape their strategic and research agendas and be creative in recognizing, leveraging, and optimizing existing and new resources.

Minneapolis Central Library
To the factors the report rightly highlights, I would add or emphasize, a few others. 
• Meaningful change unequivocally relies on sustained effort. Long-term, committed vision must be paired with on-going support capable of producing lasting results. 
• Our very best efforts are limited when we view children (and their parents) through a lens of deficiencies: what they can’t do, should be doing, or will hopefully do in the future. On the contrary, there is enormous benefit to children in our seeing them as capable, competent, active agents in their own learning. 
• Finally, very little will change without radically new ways of engaging parents; support is not enough. Serving the family as a robust, on-going learning group must also be integrated into these strategies.

If we value young children and a vibrant future for them–as we so often say we do–then we must go well beyond compelling rhetoric and good intentions and do whatever it takes to create dramatically different early experiences and life outcomes for significantly more children.

IMLS Director Susan Hildreth’s introduction to the report ends with, “With this report IMLS is deepening and expanding its commitment to the youngest and most at-risk children in the United States.” I applaud that and look forward to seeing it play out. 
Go Figure! Library Exhibit on Tour

Wednesday, August 28, 2013

History Exhibitions for Children


Minnesota History Center's Then Now Wow
DiMenna Children's History Museum




















Children have generally been underserved in history museums. Typically they do not even rise to the level of a secondary audience; only sometimes are they served in monthly programs or a hands-on history alcove. While history museums have not valued children as an audience group, children’s museums haven’t regarded history as an area for children to explore. Outside of an antique car to climb on or grandmother’s attic full of clothes for dress up, children’s museums have taken a pass on the past. Even though they haven’t focused on connecting children to the past, children’s museums have brought an understanding of development together with an experienced-based approach in museum settings to create interactive experiences and environments across a wide range of topics, including culture, as complex and abstract as history.

Change is afoot. Children are gradually being recognized as an important opportunity for history museums to broaden their public engagement using objects, stories, and environments to look back and consider change over time. With this recognition, history museums are finding ways to allocate space, involve children in planning, write labels for them, and genuinely welcome them.

First came Sensing Chicago, a children’s gallery at the Chicago History Museum that opened in 2006. Connecting Kids to History with Museum Exhibitions, a book of essays on children and history exhibitions from a variety of perspectives followed in 2010. More recently, two history exhibitions for children have debuted, one at the New-York Historical Society Museum and Library and one at Minnesota History Center in St. Paul.
  • DiMenna Children’s History Museum (DCHM) opened within the New-York Historic Society (NYHS) in November 2011. Geared to 8-14 year-olds and targeted to fourth graders, it is located on the lower level of NYHS sharing 4,000 square feet with the Barbara K. Lipman Children’s History Library. Eleven interactive pavilions invite children to, “Explore 300 years of New York and American history through the eyes of children of the past.
  • A year later, in November 2012, Minnesota History Center (MHC) (St. Paul) opened Then Now Wow (TNW). Designed for school-aged children, MHC also promotes the exhibition as, “…perfect for everyone who wants to learn more about Minnesota.” To share wow moments that shaped the State of Minnesota, the exhibition fills 14,000 square feet, the largest exhibit MHC has ever launched.
Organizational Direction
While sharing a school-age audience and holding to strong and deliberate efforts to engage children in exploring the past, each exhibition takes directional cues from its host institution. This institutional context influences each exhibition and sometimes plays out in noteworthy ways for children. (For convenience, both Then Now Wow and DiMenna Children's History Museum will be referred to as exhibitions.)

A statewide context
A city context

















As a city history museum, NYHS’s exhibition uses the city as the context, following the stories of children across time periods, social issues, and key moments in the City’s and the nation’s history. As a state history museum, MHC draws on the state’s geography as a backdrop for sharing stories, memories, and a sense of place across time.

Contextual factors have implications for the exhibitions’ conceptual and physical dimensions. History unfolding across a physically large and geographically diverse state with 5 million inhabitants is a story told more expansively than covering a city (even with 8 million residents), especially when space is available. At 14,000 square feet, Minnesota’s state history exhibition is much like its wide-open spaces and sprawling suburbs. NYHS’s 4,000 square foot city history museum (including a library) is as compact and efficient as the high-density living of its surrounding city. Nevertheless, dedicating so much space to children in its recent renovation was a bold move for NYHS.

Meet the young Alexander Hamilton (DCHM)
Selection of artifacts and design closely follows available space. Then Now Wow has no trouble fitting in a boxcar and a sod house, not to mention an ore mine and tipi. Areas are large; pathways connecting them and their artifacts are broad and wide. DCHM’s 11 pavilions are an efficient design strategy for optimizing space and managing activity, groups, and circulation. Artifacts from the NYHS collections–postcards, photos, paintings, newspapers, a cross-stitch sampler, and baseball equipment, along with photographic murals–layer content with compelling artifacts and images in a relatively small space.

Focus on Children
Both exhibitions focus on a primary audience of school-aged, although they approach and work with it in different ways. DCHM is a child-centered exhibition with a clear school-age focus. It tells stories of the extraordinary lives of six New York children from the past: an Hispanic baseball player, a Dutch immigrant, an African-American student who became a doctor; Alexander Hamilton; an orphan train girl; and the young “newsies” who sold papers. This approach works to connect children today and what they do–go to school, play sports–with children from New York’s past whose enterprise and creativity affected the course of history. By identifying with and learning about children from different times in New York's and America's past, children explore time periods from 1692 to 1932, connect with key moments, and forge their own connections to the past. 

Connecting with children today and their interests (DHM)
 DCHM has a clear school group focus to its school-age focus. The design and layout seem to be structured for school groups exploring the curriculum–milestone dates or the math needed to shop in the van Varick store. The Whiz Bang Quiz Machine at the exhibition’s exit is intended to help children use what they learn; the quiz, however, makes the space feel a bit like a classroom extension. A process-oriented approach of becoming “history detectives” is also found in the pavilion and related programming.

While not explicitly child centered, TNW is a child-friendly history exhibition for the general public. Four regions that blend place and time and recognize ethnic diversity organize the exhibition. North Woods, Dakota Homelands, Grasslands to Cropland, and Cities and Suburbs are areas recognizable to most Minnesota children. Stories and memories of people and places weave together across these landscapes and Babe the Blue Ox Pavilion (theater) to engage children in exploring and understanding the past. Moving through the North Woods, for instance, children meet and join the miners who work in the ore mines. They join students who have attended the Pipe Stone Boarding School and prepare to portage around the falls at Grand Portage. In spite of being conceptually more focused on geography than on children, TNW has a well-tuned sense of what fascinates children: setting dynamite in the Iron Range mine, dressing a bison, or stealing away on a boxcar.

Engaging Experience with History Concepts
Pushing and pulling the plow (TNW)
Among the challenges of a history exhibition for children is balancing history concepts with child-directed experiences. Some of the active ways children think and learn through open-ended play and imaginative play, multi-sensory exploration, object and materials exploration do not always facilitate historical thinking. Offering a variety of experiences is a helpful strategy but not always an option, especially where space is limited. Both exhibitions include varied experiences, although TNW’s ample square footage is a factor allowing a greater range. Visitors can stroke, count, or stack bales of pelts in the Trading Post. A child can be the ox pulling the plow on a treadmill, combining the whole body and role-play. A father and child can work together and try to lift the 45-pound pack of the voyageur. 

DCHM incorporated artifacts, photographs, props, and maps into interactives, flip doors, games, video, kiosks, and scenic elements to encourage children to identify with the six historic characters. A child can look at coins from 1919 and 1823 under a magnifier, practice cross stitch, vote, and touch items like those found in a 17th century home. Video kiosks, digital media and games are well used in every area. Digital media allows a child to read and decode the first issue of the Federalist Papers, pick a location to sell newspapers on a touch screen, practice penmanship, and follow Alexander Hamilton in creating a national banking system.

Riding the orphan train (DCHM)
Exploring perspectives and engaging imaginations invite children to explore the historical narrative. The lives of six New York children from the past offer a variety of perspectives on the city's history, spanning three centuries, recognizing different ethnic backgrounds, and focusing on different boroughs. In the orphan pavilion, DCHM tells a poignant story with strong emotional connections, immersing the visiting child in the orphan’s experience. Children sit on the orphan train’s hard wooden seat next to cutouts of orphan train riders. Watching a video of the passing countryside, they listen to stories narrated in the voice of orphans and read postcards children wrote to the Children’s Aid Society.

The fur trade, as told by the beaver (TNW)

TNW encourages historical imagination by engaging perspectives and a combination of multi-sensory and full body experience. Visitors, often school groups, gather on a small (3’x5’) carpet that simulates the elevator miners packed into to descend deep into the mine shaft; they tour the ore mine with helmets outfitted with headlamps; they can become a driller or a blaster. Old and young take a seat at an old-fashioned desk in front of the class picture at the Pipestone Boarding School. Sometimes perspectives interact with each other. The result can be humorous in learning about the fur trade from the perspective of fur traders and from the fur trade’s main commodity, the beaver. One can be the farmer working the plow and then the ox pulling it.

Then-now, perspective taking that connects the past and present, plays out in both exhibitions. Explicit in its title, TNW draws the connection in a various ways: immigrants from the 1870’s and the 1990’s, a modern tipi, or “Timberjack Harvesting” now. The historical viewfinder pavilion in DCHM offers then-now views of buildings and street scenes including Broadway and 32nd Street in 1902 and today.

Design Challenge
Regardless of size, exhibitions–perhaps history exhibitions for children especially–find design a challenge. History doesn’t come in small, concrete packets. Time is fluid and stretches, as does geography. There are countless stories to tell. Brief or long, a label tells little (especially to non-readers, new readers, or slow readers) compared to visually comparing the stack of beaver, mink, or otter pelts or striding across a floor map of New York City. The more the experience releases the message, the less a label is needed.

Reading about the newsie's (DCHM)
Image, content, and text rich, DCHM integrates audio and text on labels, panels, and video kiosks throughout the 11 pavilions. Families of labels are used consistently, introducing each character, locating the character’s home on a map, explaining the how-to of interactives, etc. Text panels on each pavilion lead with engaging titles but are long, longer than the 50 words visitor research suggests. Similarly, text is plentiful and everywhere in TNW. Information kiosks are located in each region. Messages are sometimes integrated into components–stitched on dishtowels; and are digital–QR codes to identify bison parts and their uses. Text panels vary in length from short, crisp geographic descriptions to (much) longer guides. Spread across TNW’s expanse, however, the quantity of text is minimized.

Perhaps recognizing the school-age audience, both exhibitions have avoided the primary palette that is often the default in designing for children. Both exhibitions incorporate iconic elements; an icon’s familiarity can draw children’s attention and facilitate intuitive navigation of a space or topic. With its sod house, canoe, tipi, and boxcar, TNW relies on authentic and full-scale icons and generally does so in ways that spark imaginations and engage children in physical activity. In DCHM, icons are both physical, like the orphan train car, and also personalities, like Alexander Hamilton. Precious space makes this practical, but scenic elements in a limited material palette feel more theatrical than historic.

Dressing the bison in the wide open (gallery) spaces (TNW)
The pavilions, the major design elements in DCHM, are scaled to children and to the gallery volume. They supply a design solution for a space and circulation challenge, yet tend to limit the experience. On the one hand, the pavilions cue children on using each area and on the other, they encourage less open, free, child-directed exploration. The interplay of space and design play out differently for TNW where there’s a feeling of needing to fill the generous gallery space. With the exception of the North Woods and Grand Portage, the icons and artifacts feel a bit thin, as if they are stretching to connect with the Soo Line boxcar where it has been parked since MHC opened.

 In both Then Now Wow and DiMenna Children’s History Museum, children are solidly at the center of conceptual organization, experience development, and design. As a pair, they illustrate interesting variations in connecting children to the past. How will these exhibitions influence history exhibitions for children currently in the pipeline and those just now taking shape in a team’s discussions? Time will tell. And this will be a story worth following.

Monday, August 19, 2013

Reggio Study Tour – A Special Opportunity for Museums





Children’s museums have been granted a remarkable opportunity with the acceptance of museum teams as part of the North American Study Group to Reggio Emilia (IT) in November. Up to 50 participants from museums along with their partners from higher ed, libraries, community organizations, early childhood, and preschools will travel to Reggio for 8 days of presentations by early childhood specialists, educators, and studio teachers; visits the infant-toddler centers and preschools; and tour the Documentation and Educational Research Center; and a daily facilitated reflection.
 
Registration is open for this November 9-16, 2013 Reggio Emilia Study Group opportunity for
teams from children's museums and individuals involved with children’s museums such
as designers, researchers, evaluators, architects, trustees, and educators. Program highlights include:
  • Presentations by early childhood specialists and educators, as well as studio teachers, on the aims and principles of the Reggio Emilia educational philosophy
  • Visits to the infant-toddler centers and preschools  
  • Tour of Loris Malaguzzi International Center and the Documentation and Educational Research Center
  • Facilitated reflection daily  
Core program cost is $2,720 per person/shared double room or $2,980 per person/single room. Airfare and ground transportation are not included.
Download the informational flyer.
 
To reserve a space, complete and return the Registration Form with the full program fee
no later than September 20, 2013.

Questions? Angela Ferrario, U.S. Liaison for Study Groups to Reggio Emilia or Jeanne Vergeront

Saturday, August 17, 2013

Pay as You Will: An Experiment in Free Admission

-->

A little more than a year ago, I wrote about a big idea the Children’s Museum of Tacoma (CMT) was putting in place. In January 2010, in the thick of developing a strategic plan and in the midst of an expansion involving a move, Executive Director Tanya Andrews presented her board with seven big ideas. Big Idea #3 was going to Pay as You Will, or no admission fee.

The decision for CMT to go to Pay as You Will–or no admission fee–was motivated by an interest in easy access to the Museum for Tacoma families. A community scan conducted as part of strategic planning indicated the need. Pierce County where Tacoma is located is one of the poorest counties in Washington. In numerous areas within the city children experience multiple risk factors. Two military installations, one a mega-base, are located in Pierce County. About half CMT’s visitors were visiting the museum for free or reduced fee on Free Fridays, with library passes, or on free Market Play Days following the Farmer’s Market.

For Tanya and her board, however, 50% free or reduced admission did not add up to access. Tanya explains  “When low-income families come on Fridays during free times, it further segregates our community. But when Mom A and Mom B are here and they share a love for their child, they have that in common. Where else is there a natural gathering of young parents? If any museum should be free, it should be children’s museums.”

In presenting Big Idea #3 to her board, Tanya asked, “If I told you that all you had to do is replace $50,000 in earned revenue from admissions and CMT could drop admission, what would you choose to do?” There was no hesitation; the board voted to adopt a Pay as You Will plan.

Planning on Multiple Fronts
Implementing Pay as You Will was part of a larger set of decisions and actions. Introducing Pay as You Will leveraged CMT’s reopening at a new location, with new exhibits, and a larger, 8,000 square foot, facility (up from its previous 4,000 s.f. building). Replacing $50,000 in admission revenue as well as reaching a higher percentage of total earned revenue (from 30 to 70% of budget) would come from membership, birthdays, programs, café revenue. Membership was enhanced to be more attractive to people interested in convenience and to those interested in a purchase with a philanthropic benefit.

CMT made sure people knew about Pay as You Will. Callers heard about it on the recorded message along with directions and hours. Multiple screens on the website highlighted and explained CMT’s admission policy. Staff was prepared for a conversation with visitors and gently encouraged them to make a donation.

A Strong Start
As reported here 9 weeks into the plan (January 14 - March 16, 2012), initial results from Pay as You Will not only met, but exceeded targets–intentionally conservative ones. In just 9 weeks, the Museum received more than $50,000 in admission contributions. One-in-four general visitors (almost 90% of non-member visiting families) contributed at an average of $11/family or $2.82/person. Membership was almost double projections. As important, the Museum was welcoming families from more ethnically and economically diverse backgrounds in the area.

Fast Forward to June 2013
Six months into its 2nd full year, CMT appears to have escaped the dreaded “sophomore slump,” that drop in attendance that typically follows an opening year of being new with the attendant buzz. CMT has landed just under-and-over its early first year returns in several areas which may be assumed to be the natural and inevitable variations in attendance and income every museum experiences.

  • Growing Attendance. In its first 12 months at its new site, CMT served 123,022 visitors in its galleries, down (a scant) 1.5% from the projected 125,000. Attendance did slow after its first 9 weeks when serving 160,000 visitors in 12 months looked possible. These figures compare to 39,350 annual attendance at the old site. Comparing the first 19 weeks of years 1 and 2, CMT has experienced a small (less than 4 %) decline in gallery attendance from 53,489 to 51,496 visitors.  
     
  • Keeping up Revenue. Admission revenue in the first 12 months was $193,381. Revenue for the first 19 weeks of year 2 has stayed close to what it was in year 1, dipping somewhat from $90,128 to $86,525, an average a few pennies per visitor less. Nevertheless, it is 70% more than the $50,000 gap that Tanya had used in framing Big Idea #3 to her board. 
    Member Relations. Membership has doubled since the Museum opened its doors at its new site and tripled over its previous level. Member visits continue at about 20% of total attendance. Renewal rates have been climbing to 23%, up from 11% previously and, hopefully nearing CMT’s goal of 30%, the lower end of the industry standard.
     
  • A More Diverse Audience. Now around 50-60% of families visit from zip codes considered lower income, up from around 30-40% of families from these same zip codes. Twenty percent of visiting families self-identify as military families and that, Tanya says, is “huge” in Tacoma. In Pierce County, veterans are 10% of the population.
     
  • Intangible Returns. Two other benefits have been picked up through observation, anecdote, and word-of mouth. Front desk staff notice that those who decide to pay at the admission desk and give $30 or $40, do so joyfully because they decide what to give. And locally, Pay as You Will has enhanced CMT’s stature with the bold step it has taken to respond to and serve the community. 

As Committed as Ever
CMT’s commitment to easy access for children and families from across the community is long-term with Pay as You Will as a long-term experiment towards realizing that commitment. Set it up as a 5-year experiment, CMT is half way through year 2. The Museum doesn’t expect to make a solid business decision until it is has at least 2-1/12 years of results to consider. But no one, Tanya says, is talking about going back to charging for admission.

Pay as You Will has been an effective strategic experiment. It is increasing access and creating connections across the community while allowing the Museum to achieve its financial goals. It is also opening up new territory for CMT’s future, bringing bigger questions to the forefront for the Museum to explore: What are we now able to see, deal with, and obligated to do to become the museum our community needs us to be? What’s our role in making this a thriving community for families with young children? How can we help boost the attachment and resiliency of children in military families?  

Successful on multiple fronts, Pay as You Will is allowing the Museum to more fully inhabit its larger purpose in serving its visitors, community, and itself.