Carol Bolton
Betts, editor for the Illinois Heritage Association, wrote an overview of The Small Museum Toolkit as part of the
IHA’s Technical Insert series. The IHA
has graciously allowed The Small Museum
Toolkit to share this introduction in seven blog posts during July and
August. The posts will help you to get to know about the content of the Toolkit from an outside perspective.
The first volume of The
Small Museum Toolkit addresses ways that small museums and other history
organizations can take stock of their strengths and weaknesses, with the goal
of moving their operations forward while adhering to the highest standards.
These groups must have effective and ethical leaders, wise governance,
responsible budgetary oversight, and expert management and conservation of
collections. Book 1 provides guidelines for attaining these qualities, and it
tells why it is important to attain them.
Cherie Cook, Elizabeth Merritt, and Sara Gonzales lay the groundwork
in chapter 1 by describing several important initiatives, many of which were
developed with funding by the Institute of Museum and Library Services (IMLS).
The authors describe, respectively, the Standards and Excellence Program for
History Organizations (StEPs), a relatively new project of AASLH; the American
Association of Museums’ (AAM) Museum Assessment Program (MAP) and the
Accreditation Program, the latter funded by AAM; and the Conservation
Assessment Program (CAP), which is offered by Heritage Preservation. These
involve self-study and peer review, methods that can provide pathways to
identifying and solving immediate problems in an organization—and sometimes
preventing problems—while ensuring the organization’s long-term good health.
These programs are also referred to in the other books in the set.
In
chapter 2, Steve Friesen tackles questions that are important for the entire Small
Museum Toolkit: What makes a museum small? How can we make a case for the
small museum? While some might view the small museum in terms of its supposed
disadvantages, Friesen points to the many advantages of the smaller
institution. Small museums may have small staffs and budgets, but the best of
them can match—even exceed—the accomplishments of larger, better-funded
museums with large staffs. Imagination, dedication, and the ability to turn on
a dime characterize the effective staff members of a small museum. Small
institutions can take advantage of the latest in training and technology to
turn out well-conceived, well-mounted exhibitions. Reading about these
qualities will make people associated with a small museum feel encouraged and
proud of their work.
The authors of
chapter 3, Harold Skramstad and Susan Skramstad, define mission and vision
statements and say that without well-reasoned, well-prepared statements—and
without adhering to them—a museum cannot have adequate governance, plan
strategically, mount meaningful programs, or attain best practices. The
Skramstads lay out principles that should inform the mission and vision
statements, and they give sample documents that will aid staff in crafting
their own. In chapter 4, Cinnamon Catlin-Legutko discusses a low-cost approach
to developing the all-important strategic plan. She presents a step-by-step
outline for economical, do-it-yourself strategic planning, along with
checklists, worksheets, and ground rules that will be particularly useful to
those who guide the small museum.
Teresa Goforth,
author of chapter 5, asserts that a museum of any size can create a successful
governing structure and can draw from several models to do so. She describes
the makeup of a desirable governing board and uses case studies to illustrate
how such a board can be composed, developed, and maintained. Goforth details
board responsibilities and structure, stressing the importance of following an
ethics policy. In the final chapter of book 1, Katie Anderson compares the
relationship between board and director to a marriage: it involves asking the
right questions before embarking on the relationship and keeping the lines of
communication open. Anderson lists the tasks of a board and its president,
along with tips for the successful director. By working together and meeting
the highest standards, she says, board and director can ensure that their
partnership lasts.
Adapted
from Carol Bolton Betts, “An
Introduction to The Small Museum Toolkit,”
Illinois Heritage Association, Technical Insert 177 (May-June 2012). As a
volunteer, Ms. Betts has done editorial work for the Illinois Heritage
Association (illinoisheritage.org) since 1982. She was an editor at the
University of Illinois Press for twenty years, working primarily on books about
art and architecture, film, women’s history, and subjects related to the
history of Illinois. Earlier she served on the staff of the Philadelphia Museum
of Art and taught art history at Villanova University and at California State
University–Los Angeles.
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