Big questions? Big answers.
A guide to issues surrounding heritage development Contents Page
Introduction 1 How to use Big Questions, Big Answers 2 Getting started 3 Choices and their implications 4 Steps towards your project 32 Useful organisations 35 Appendix: The Big Questions 37
The Scottish Museums Council is the national agency for Highlands & Islands Enterprise is the government-sponsored central government support to Scotland’s local museums multi-purpose development agency for the northern parts of and galleries. Scotland, which sets the strategic background to the services which its Local Enterprise Companies deliver. SMC’s mission is to improve the quality of museum and gallery provision in Scotland for the public benefit. Local Enterprise Companies are locally-based organisations, involving public and private interests, which HIE contracts SMC combines strategic leadership for the sector, developing to deliver its programmes and pursue development in a way national policies and initiatives, with practical advice and that matches local needs. services for members. This publication is the result of SMC and Highlands & Islands Enterprise working together in partnership. SMC would like to express thanks to Karen Fraser, Highlands & Islands Museum Development Officer for her valuable input.
SMC is very grateful to everybody who contributed text for the case studies and images for the illustration of this booklet. Most of the case studies are from small charitable organisations, usually run by volunteers with, in some cases, part-time, seasonal or full time paid staff. 1. Introduction
This booklet is intended to guide and The Scottish Museums Council is They are made up of volunteers who advise anybody who is thinking about aware of a strong interest in heritage hope to create a new resource or getting involved with a heritage project. development, as witnessed by the facility which will be of benefit to their It is aimed at both those starting new number of enquiries we have for immediate community and others. projects (individuals, local history advice and membership. We already If this sounds like you, then Big societies, community trusts) as well have over 200 members running Questions, Big Answers is for you. as those who may be in a position to about 350 museums. The climate for support or advise new projects (local development is difficult. Public money In 1999 the Scottish Museums enterprise companies, local authorities). is not easily available: existing museums Council produced The Big Questions, The advice in this booklet is based are finding it increasingly hard to meet guidelines intended to help those at the on the Scottish Museums Council’s revenue costs. The Scottish Museums very start of a heritage development experience of working with organisations Council is keen to recognise the project. It suggests, through a initiating heritage projects in recent enthusiasm for, and importance of, questionnaire format (see appendix), years, mainly new museum heritage development but also urges a number of areas of responsibility developments, and usually initiated by anybody undertaking new projects to which must be considered before small-scale charitable organisations consider how they can be sustained starting out on a project. Big Questions, throughout Scotland. over time and to anticipate hurdles and Big Answers replaces this document disappointments along the way. and explores the issues it raised in greater depth before leading you to New heritage projects tend to come arrive at your own answers. from community groups, either community groups that share geographical place or a common interest. These groups are keen to preserve something that they perceive to be of special historic significance.
1 2. How to use Big Questions, Big Answers
Often, when people are thinking about In Big Questions, Big Answers we use Think first, act second developing a heritage project, their first the term ‘heritage project’ to mean any consideration is to open a museum. In short or long-term project (not just In section 3, we map out the choices this document we highlight particular museums) which explores, celebrates and tools which relate to developing a implications for running a museum and and marks what people feel to be heritage project. In section 4, each of what the major difference is between a important to the history of people, these is illustrated by a case study museum and any other heritage facility. places and ways of life. There are and the advantages and disadvantages many varieties of possible projects; for are discussed. (It is essential to read Museums enable people to explore example interpretive trails, oral history and consider these before defining your collections for inspiration, learning recording, visitor centres, publications, project.) The choices you make need to and enjoyment. They are institutions websites, digital archives, CD-ROMs, be based on a clear understanding of that collect, safeguard and make temporary exhibitions, new museums, their short and long term implications. accessible artefacts and specimens, retaining traditional craft skills. Section 5 outlines the steps for which they hold in trust for society. planning your project and section (Museums Association, 1998) Museums are often thought of as 6 offers useful websites to visit. centralised buildings with a variety of This definition, arrived at by consensus functions emanating from within. This By the end of this booklet you will: amongst the museum profession, is notion is increasingly being challenged currently used to differentiate a museum as it is becoming clear that such ➜ be able to state clearly what you from any other type of facility. Museums museums are difficult to maintain and have, what you want to do with it have one unique function – the develop in the long-term and also, in and who you want to do this for collecting of artefacts and preserving some cases, a building can create a them for the future. But is a museum barrier (both physical and psychological) ➜ be aware of the choices that face the only option? In fact, the definition to potential visitors. you and understand their above is open to interpretation and implications there are a host of other ways in Throughout this document, we refer to which you can achieve your aims. case studies which illustrate a range ➜ be able to weigh up the pros and of projects which reflect the reality of cons of your choices current heritage development, offering a range of interpretations of the ➜ be able to draw up a feasible museum definition given above. project based on the choices you Solutions are endless and only limited have made. by our imaginations. This booklet is intended to encourage a creative response to demand in a climate where resources are severely limited.
2 3. Getting started
Choices Tools
A. What do you have? B. What do you want C. Who do you want D. What do you need to make to do with it? to do it for? it happen?
a collection? volunteering? tourism? a building? genealogical information? research? visitor services? an organisation? archives? borrowing and lending? education? information technology? oral records? create a community focus? fundraising? create employment? marketing? exhibit? interpret?
What do you want to do and who do A combination of the choices above The tools – what you are going to need you want to do it for? will form a project concept. Whether in order to make it happen – are not a building is necessary to contain choices. Setting up an organisation to In this section we ask you to think this project is a decision which has run the project, raising funds to pay about what you have, what you want important consequences which will for it and marketing it to let people to do with it and who you want to do be explored in more detail in section know about it are absolute essentials. this for. The table lists a variety of 4, Choices and their implications. Buildings and/or information technology choices; there may be others that you To help you think about the choices can provide the infrastructure for wish to add. It is unlikely that any that lie ahead section 4 consists of a delivering your project. one project would embrace all these variety of case studies. Learning from choices. Instead, it is important for the experiences of others will help to you to consider each one and think inform your own decisions. about whether or not it will help you attain your overall purpose and will be relevant to the people your project is designed to reach. It is crucial therefore that, before you begin, you have a clear idea of the purpose of your project and who it is aimed at.
3 4. Choices and their implications
In this section, we give an explanation of each of the choices listed in section 3, before going on to outline the implications attached to each, which in turn should influence the decisions you make when developing your project. The choices you make now will have implications for the future. It is important to think through the consequences before planning your project.
Groam House Museum Groam House Museum Kilmartin House
4 A. Making choices: what do you have?
A collection
You may acquire a collection as the continue, through donations, and or result of an accumulation of historically purchases in which case you will need significant or interesting objects which to think about developing a policy for has taken place over time, such as the collecting, based on the geographical private collection of an individual. Or area and time period from which you a collection may result from changes want to collect and the limitations of in the community, for example the loss your storage space and resources. You of an industry or a way of life. This must also think about whether your collection could be complete in which collecting intentions will compete with case your priority is to provide a those of existing museums. safeguard for it. Or collecting may
The MacDougall Trust, Oban Partnership funding fell into place Each point strengthens the case for immediately and the HLF gave every subsequent funding applications, and The MacDougall Trust was formed in penny asked for. The MacDougall Trust the project will allow for clear thinking 1996 to take care of a collection of has rearranged its administration, when choosing the exact route to take Scottish highland and island folk life forming a management committee to in the future, based on knowledge of gathered by Miss Hope MacDougall run the project, and an active ‘Friends local demand and national priorities. of MacDougall. The Trust initially of the MacDougall Collection’ (including It is also, quite simply, less daunting considered opening a museum in Oban. new volunteers) as a vehicle for for a local Trust than the prospect of a A feasibility study was carried out and fundraising, dispensing information, and multi-million pound development. The the whole plan looked marvellous. helping out with the Collection in the MacDougall Trust can grow up slowly, However, it became depressingly clear store and at public events. The original and hopefully make fewer mistakes that the climate was wrong for an Trustees remain as the policy makers. when the big day comes. expensive project, and the Trustees were left with two options: a) invest The MacDougall Project is not a museum, Catherine Gillies, months of effort into a longshot lottery but it will achieve important goals: Trustee application, or b) get pragmatic. ➜ the collection will be set in good order Having opted for pragmatic, the MacDougall Trust applied to the ➜ schools, local people and interested Heritage Lottery Fund for the bulk parties will have access to it of money for a £89,900 project to document and fully organise the ➜ the profile of the collection will be collection, plus an extensive outreach raised immeasurably programme working in schools principally but also using the rural ‘network’ to ➜ it will provide a base from which give talks, have displays at coffee other projects (i.e. SCRAN*, a mornings and highland games etc. research post, a touring exhibition) Two part-time members of staff would can spring. run the 3-year project.
* SCRAN – Scottish Cultural Resources Access Network – an electronic collection of over one million records contributed by museums, galleries, archives and media, including images, moving pictures and sound (see the website www.scran.ac.uk).
5 Bressay
South Lanarkshire Museums Forum* Process 4. Representatives of all the registered museums attended a meeting to Background 1. The Agreement was co-ordinated by discuss the content and terms of the the Museum Development Officer, Agreement. The meeting discussed South Lanarkshire contains several South Lanarkshire Council. several issues, using the Museum independent museums, a local authority Association’s ethical guidelines on museum and a national museum. There 2. Following a discussion of the pros acquisition and the Code of Ethics are therefore numerous overlaps of and cons, the South Lanarkshire as the basis for their decisions. collecting area and subject interest. Museums Forum voted to develop The main issues were overlapping There had been a verbal agreement a written Agreement by holding geographical boundaries; overlapping between museums in the past but meetings of representatives of all subjects; Treasure Trove applications; changes in staff, volunteers and trustees museums operating within South protocol when objects of interest to at the different organisations, over time, Lanarkshire. Representatives would another museum are offered. The led to confusion. have the authority to discuss and meeting agreed methods of dealing make decisions about collecting with these situations, based on the Aims of the collecting policy agreement policies for their museum. Museums Association’s guidelines. Some organisations agreed to clarify The museum forum set out to create a 3. The Museum Development Officer their geographical descriptions as written collecting policy which all in summarised the Collecting Policy of a result. the museums forum could sign up to. each museum and collated them This would mean that the collecting into one document and produced 5. The Agreement was drafted by the policies of individual museums would a map showing geographical Museum Development Officer and complement each other. In the process boundaries. The summary and sent to the representatives to of arriving at an agreement, museums map were circulated. discuss with their governing bodies. would formally discuss how collecting Following approval by all parties, areas related to each other, the ethical the final Agreement was signed. implications of this and ways of dealing with overlaps. 6. The Summary of Collecting Policies and a corrected map were included in the Agreement as appendices. The Museum Development Officer undertook to revise the Summary and map as necessary (that is whenever individual collecting policies are renewed).
Anita Hogan, Museum Development Officer
(*Museums Forum – a grouping of museums, either by geography or by subject matter, coming together to share information, expertise and resources.)
6 Dollar Museum
Advantages You will need to be able to account As an organisation with responsibility for all the objects in your collection. for collections you would need to You are preserving for present and (Remember you are safeguarding them consider whether or not to become future public benefit. You may be for future generations as well as for Accredited with MLA (Museums, retaining something in the community now.) This is done by documenting Libraries and Archives Council). The or possibly saving it from destruction. every single object: giving it a number Accreditation scheme, formerly known and then attaching key information to as the Museums Registration scheme, Disadvantages that number and recording this, either has been in operation since 1988 and on paper or on computer. A vast range has been designed to demonstrate Collections have particular needs. of information can be recorded, for that a museum is working to at least They will need space, furniture and example who donated it, what is it, minimum professional standards in materials for display and storage, as where did it come from, what condition all areas. Entry to the scheme is well as people to care for them by is it in? The museum profession has voluntary and free but there may be maintaining a safe and secure fine-tuned this documentation process a cost attached to the work required environment. Objects need to be over the years and information and to meet the standards of the scheme. inspected periodically for signs of advice is freely available, from mda Accreditation is commonly used as a deterioration. Informed decisions (formerly the Museum Documentation criterion for funding, for example by need to be made about their needs. Association) and the National Museums the Heritage Lottery Fund and by of Scotland. the Scottish Museums Council. The formation of a collection should be determined by a collecting and You will also need to decide on a disposal policy. This is a key document. policy for access to objects in your It will set the guidelines for what to collection: can they be handled and collect and the circumstances when by whom, should they be on display removing objects from the collection or in storage, can they be loaned out may be considered as an option. Such to others? Access needs to be weighed a policy must state the subject matter, against the need to provide security time span and geographical area from for the collections and staff and which you will collect and when it is the creation of display and storage necessary not to collect, due to conditions that will minimise the limitations of storage or lack of deterioration of objects. resources to care adequately for objects. It should also acknowledge other collections and undertake not to compete with these.
7 Genealogical information
You may wish to provide assistance for people researching family history. This would mean providing information through access to archives, maps, collections or access to people with local knowledge or directing people to places in your area.
Lismore Historical Society The estate of John Campbell of Dunbeath Heritage Centre Combie was sold to William Cheyney ‘The Returned’ WS. Notice was served on the tenants The ‘return’ of the descendants of Achadhanard – (The High Fields) – they and soon 400 of them would vanish emigrants to visit those places in the named this little township. There; into history... MacDonalds and Keiths, ‘old country’ associated with their sheltered from the prevailing ‘westerlies’ McCorquodales and Carmichaels... ancestors is nothing new in the and as yet recognisable, stand mute crofters, carpenters and fishermen... Highlands. A few miles from Dunbeath, memorials in stone, lasting reminders all gone, many without trace. just north of the Ord of Caithness, of that traumatic period in Highland at Badbae, stands a remarkable history known as the ‘clearances’. John emigrated to Australia, finally monument. It was erected by a New These abandoned homes, in their settling in the State of Victoria, where Zealander, David Sutherland, in 1911, mouldering dereliction, will always kindle eventually he would farm in his own from the stones of the cottage in which in us a feeling of regret for a lost people. right. Aged forty, he married Margaret his father had been born and raised. Munro – born at Kilmuir, Isle of Skye. The monument commemorates a This was where a son they named Margaret was only aged 19 years. On community its architect never knew, but John was born to Peter and Janet the farm at ‘Donald’, Victoria, they which clearly remained important to his Keith in 1830, surely an unfortunate raised seven children. father, Alexander, to the end – even, or era to be born in the Islands and perhaps especially, after he emigrated to Highlands. The ancient loyalties which We’ll now move on ... 150 years have the other side of the world in 1839. In – as it were – ‘ordered’ society had passed: after eviction, emigration and the 1970s, it was another Antipodean, crumbled. In a few short years, danger, a descendant of John had a later descendant, who returned, this Achadhanard was no more: the people returned – Karen Keith (great grand time to write the history of Badbae and were replaced by new immigrants... daughter). Together, we looked across its monument. the ‘great sheep’ had arrived. the Firth, towards snow-capped Ben Cruachan – a view unchanged from the long-lost days of John’s boyhood.
The wheel of fortune had turned at last!
Domhnall Mac’IlleDuibh, Chairman
8 West Linton Historical Association
Today, with a booming interest in More often than not, we know little of Advantages family history throughout the world, what happened to those emigrants as coupled with the ease of global they made new lives for themselves in If you have access to the knowledge communication via the internet and North America and Australasia. Thus and information required, offering a affordable air travel, it is perhaps not our meetings with their descendants genealogy service could be of great surprising that ‘roots-tourism’ has are tremendous opportunities for public benefit as this is an area become something of a mass movement. acquiring knowledge as well as passing currently generating a huge amount Even in a small crofting and fishing it on, and occasions for re-establishing of interest. It is a service which could community such as Dunbeath, throughout links with the village’s far-flung progeny. be provided via a website and which the summer months barely a week could generate income. goes by without at least one overseas At Dunbeath Heritage Centre we are visitor arriving at the Heritage Centre fortunate in having a dedicated research Disadvantages and announcing that he or she has room where visitors exploring their ancestral connections to the place. family histories may access, among Will you have enough staff, time and Such pronouncements are met with a many other resources, census, birth, financial resources to respond to flurry of activity as box files, photographs, death and marriage, parochial, and enquiries? How and where will you maps and family tree charts are estate records. With the help of these store genealogical records? Do you produced and, over a cup of tea or two, returnees, we have been able to compile have the knowledge, or access to information is exchanged and excursions some very detailed family histories, further records, to redirect enquiries to long-deserted settlements arranged. including old photographs, letters, that you cannot undertake yourself? certificates and so forth. In addition to Because of the massive scale of genealogy-related displays in the Heritage emigration in the nineteenth and early Centre itself, we are developing a family twentieth centuries, villages such as history section on our web site Dunbeath could be said to have (www.dunbeath-heritage.org.uk) to diasporas of their own. It is sometimes further encourage diasporan dialogue. assumed that we in the old country are Conscious of the often profound nature the sole keepers of knowledge about of these homecomings, we have avoided our local heritage, but each of those instituting a charge for research facilities emigrants carried their stories and a few and assistance, preferring to leave the treasured possessions with them to the matter to the visitors’ discretion. New World and these have often been passed down the generations. Paul Basu, Design Brief Co-ordinator
9 Oral Records
West Linton Historical Association Oral history recording has become increasingly popular as a way of ensuring that individual experiences, opinions, stories, language and accents are collected and preserved.
The Scottish Borders Memory Bank The project was adopted by the Using digital technology has many Scottish Borders Council in 1998 and benefits that outweigh the difficulties. The Scottish Borders Memory Bank was funded until October 2001. The technology allows preservation of was forged on two main concepts. Grants were also forthcoming from originals by creating working copies; Leader II and SCRAN. The objective copies can be made without perceivable The first was the idea of expanding was to create a community-generated degradation of quality; material can be and enriching the existing historical archive of living memories and shared without threatening the loss or record with first hand accounts of contemporary stories of people linked ownership of the original; the digital life and memories associated with to the Scottish Borders. The memories origination can allow the creation of artefacts, photographs and buildings. were to be recorded in people’s own many resources and income generating For example, the Scottish Borders words in their own way, be it through by-products. The use and approach to museums abound with material from audio or video recordings, text or the new technologies is now maturing; the textile industry and although much pictures. The recordings, catalogue the digital environment does not offer research has been undertaken, the and storage were all undertaken using a replacement to existing worlds but power and value of the first hand digital technology so that all the issues a place of new and very exciting account has not been fully exploited. of holding original material did not arise. possibilities. Of particular interest were attempts to record history while it is happening. The use of digital technology from the The legacy of the Scottish Borders outset meant that the development of Memory Bank is now a permanent The second concept was to place the a dynamic and searchable website digital archive on CD, housed in the choice of what to record for posterity became a logical requirement as soon Local Archive Centre; several resource and the historical record with the as funding was secured. An application packs; a multi-media CD-ROM; and a communities and individuals themselves. to the Heritage Lottery Fund was made unique and ground breaking interactive Taking the choice away from curators and a grant was awarded in September web archive. This is in addition to having and placing it within the communities 1999. Without this funding from the had a positive effect on numerous people’s meant that the community at large has Heritage Lottery Fund, the website lives through volunteer work and ownership of the collecting programme would not have been possible. The professional involvement. and the resultant records. On a practical Scottish Borders Council provided level, this meant that it was possible for the matching funding. Visit www.memorybank.org.uk two members of staff to galvanise the 300 volunteers or more who helped to Wendy Ball, create the Scottish Borders Memory Bank. Project Co-ordinator
10 Dollar Museum
Advantages
Recording people’s histories, as told by themselves, is a way of safeguarding material that would otherwise be lost. Preserving these records for public benefit is a useful service which creates a resource for future research. Taking part in oral history projects can also help develop stronger links with your community and partnerships with other organisations, such as social services or community education. It can also be of great benefit to the individuals who take part, contributing to their own feelings of self worth.
Disadvantages
Recording oral history is a specialised activity which requires training. Asking people to speak about their past experiences is something which needs to be handled very carefully. The cost and time attached to purchasing recording equipment, documenting and preserving recordings, and making information accessible for research need to be considered.
11 Archives
West Linton Historical Association An archive is a collection of documents, photographs, maps and plans collected for preservation for future reference. This can be offered as a resource for research with provision for access and study.
West Linton Historical Association The Association arranges a series Advantages of winter meetings and lectures with The West Linton Historical Association temporary exhibitions in the summer An archive is a resource for research, started up about twenty-five years ago. months. These take place within a small preserving historic books, maps, Its aims are room rented from the local authority photographs and documents. This can (who pay for all overheads). The be publicly accessible and can be ➜ to stimulate a wide and active Association also runs an archive used as material for researching interest in local heritage containing slides, photographs, maps publications or for interpretation. and documents relating to West Linton ➜ to encourage care for the and its surrounding communities. The Disadvantages environment archives are available for consultation by the public, by appointment. Items from You need to be able to provide ➜ to collect and conserve local the archive often form the basis for adequate space for storage, care, archive material and to make temporary exhibitions, with associated handling and public access. The it available to the public privately owned artefacts borrowed for archive will have to be catalogued in display from local individuals. order to be accessible and staff will be ➜ to engage in research of the required to care for the collection and Lynedale Valley The volunteer archivists in the handle public enquiries. Creating an Association seek advice on storage archive may be a duplication of an ➜ to provide an education resource and handling of original material from existing local authority service. for local children. a curator from the local authority museum service. The small amount of storage space available is now almost full and the Association has reached the point of considering the way forward; exploring the idea of finding larger premises to allow the archive to expand and to offer improved facilities to villagers and visitors.
Tony Hitt, Chairman
12 B. Making choices: what do you want to do?
Exhibit
Exhibitions, both permanent and temporary, are the most immediate way of presenting collections to the public. You may wish to do this through the display of objects, written material and photographs. To avoid opening and maintaining a building in which to display exhibitions, you could collaborate with other existing venues: museums, libraries, local halls.
Kilmartin House
Helensburgh Heritage Trust Dunbartonshire Enterprise to install a Advantages semi-permanent exhibition on the life Helensburgh Heritage Trust was formed of John Logie Baird in the local library. Exhibiting is the most direct way of as the result of the actions of one This partnership is being continued offering public access to collections or woman, Mrs Betty Humphrey, who with plans for a further temporary information. This is an opportunity to gradually built up an interest and exhibition in the library interpreting interact with audiences and tell a story. support for a project to develop a new the development of the town of You can raise your profile and increase museum for Helensburgh. A charitable Helensburgh over the past two access through hosting a series of company was formed in 1995. Early hundred years. temporary exhibitions, either of your own investigations into a suitable building making or brought in from elsewhere. led the Trust to realise that it would The Trust also holds lectures, runs not be able to generate enough guided town walks and responds to Disadvantages revenue to cover the costs associated public enquiries. The history of the with the upkeep of a building. Instead, development of the Trust, articles from Exhibitions take up a lot of space they embarked on a series of projects previous exhibitions and useful contacts which is costly to maintain. Creating including exhibitions in local halls are available on the Trust’s website, exhibitions is time consuming and and churches, the restoration of a www.helensburgh-heritage.co.uk expensive and needs a lot of planning commemorative cairn in a local glen, and people power. Space for storage the publication of a book, ‘Around Dr Anne Gray, and handling will be required if you Helensburgh’ (part of the ‘Images of Trustee want to hire in touring exhibitions. Scotland’ series), and the rescue and Thinking about who the exhibition restoration of stained glass windows is for, and creating displays to suit, from a demolished church. In 2000, is a complicated process. Consider the Trust raised money from the collaborating on an exhibition in Heritage Lottery Fund and somebody else’s venue to discover what is involved in setting up and running an exhibition.
13 Research
Dollar Museum You are in a position to research information and share it with others, through displays, publications, websites. You can also provide research facilities for others.
Nairn Museum family and local history research Advantages room, which focuses on Nairnshire. The Museum collection was started This very popular facility has been Research forms a sound basis for in 1858 when a local doctor, John run for eighteen months by museum everything else you do: from fundraising Grigor, encouraged local people to volunteers, and by members of the to exhibitions, dealing with public donate varied and interesting items, local heritage group, who have spent enquiries and developing an education housed in various premises on the the last ten years computerising local service. Offering a research facility can High Street. It moved to Viewfield records, including census returns and add to the public benefit of your project. House, a Georgian building owned by old parish records. the local Council, after World War II Disadvantages and was exhibited in four small attic The children’s area was an innovation rooms. The Council upgraded the in 2000 and is very much appreciated Offering research facilities can be time building in 1985, giving the collection by all generations, and our monthly consuming for staff and requires space the use of larger rooms, and a chairlift exhibitions, introduced in 2001, are and possibly a computer. Having the was installed to improve access. very successful and improved our time to undertake your own research visitor numbers by almost 20%. often becomes a luxury when faced In 2000, the Fishertown Museum, Looking ahead, we are improving our with the demands of other priorities. which began in 1977, added its sales area and hope to have a café. collection to Viewfield. At the same time, the local arts group moved from Visit www.nairnmuseum.co.uk the building, freeing up a large room, and the Council caretaker vacated her Jenny Rose-Miller, flat. With help from a local trust fund, Curator this was converted to offices and workshops, which now include a
14 Create a community focus
Grantown Museum Your facility can become a focal point for community activity: volunteering, events, temporary exhibitions, celebrating local events, providing meeting spaces, sharing information, fundraising events. Over time, this focus can help generate a sense of identity for a community.
Cordale Housing Association, The idea for a museum came originally Advantages West Dunbartonshire from the community who wanted to see a disused church in the village put Your project can bring a wide range This organisation has been active for to some use and to find a way of of benefits to your local community, the past ten years and represents the remembering the textile industry that especially if it provides new, needed, community of Cordale in the village of had been so important. The Turkey Red facilities. It can foster a sense of Renton. Renton itself dates back to Trust was born and received £8,000 identity and pride within a community. 1715 when the first bleachfields in from West Dunbartonshire Partnership to Having a strong community focus Scotland were established as part of carry out a feasibility study for a museum. means it should be easier to find the textile industry in Argyll. At one The aim of the museum will be to raise willing volunteers to help. A vibrant, stage, up to a dozen firms were based the awareness of textiles in the Vale of locally supported project is also more in the area, bleaching, dyeing and Leven and to create employment and likely to be attractive to funders. printing cloth which was exported to volunteering opportunities. Although a India and West Africa. The demise of permanent collection is not yet in place, Disadvantages the industry caused mass unemployment members of the community have been and today around 75% of the Housing donating material, photographs and Can you provide a service for everybody Association’s tenants are on benefit. stories. The Trust has already secured in the community? How do you know The Association is actively promoting funding from Awards for All for an if you are achieving this? Do you know community development and social exhibition to take around libraries and who your community is? How will you inclusion on a number of fronts including schools in the area giving the people of communicate with them? Can you be developing a museum with the Turkey Renton an opportunity to see their lives open at hours which suit your visitors? Red Trust, named after a type of dye and heritage represented. There is a risk of appearing to be a used in the printing process. This is clique that will actually put others off being done in consultation with the Stephen Singer, or you can find that you get diverted local council and the Social Inclusion Community Development from your purpose into other causes, Partnership. Project Worker for example local politics.
15 Create Employment
Grantown Museum Sometimes a heritage development is seen as a way of creating new employment. In fact this is very problematic as most struggle financially with no paid staff whatsoever. However, it is possible that in areas targeted for regeneration that employment can be created.
Timespan Heritage Centre The board appoints a full-time manager Advantages and Art Gallery who has responsibility for the day-to- day running of the building and who Your project could keep people and In 1982, the Helmsdale and District provides the link between the board and skills in the community. Seeing a Action Committee was formed to the employees. Investment in the heritage project at work can give an address the problem of the deteriorating training and management of its staff, alternative role model and options for economy of Helmsdale which had board, and volunteers, is on-going and career development for local people. resulted from the declining fishing Timespan is preparing to be assessed It can bring new skills into the area industry and the partial by-pass of the for the Investor in People award. through creating training opportunities. village by the new A9 road bridge. Helmsdale Heritage Society, and Since opening in 1987, Timespan has Disadvantages subsequently Timespan Heritage Centre, brought many visitors to the village and grew out of a sub-committee formed to this has been of great benefit to the You will need to be able to comply consider the possibility of establishing a village’s economy. More money is spent with relevant employment regulations. visitor to encourage tourists to visit the in local shops and this increased trade The cost of employing staff may be a village. Existing local property was creates more employment, which in danger to the long-term stability of acquired by lease from the District turn leads to more spending within the your organisation. Before creating paid Council and Timespan Heritage Centre area. A more direct benefit has been the posts, you must be absolutely clear opened in 1987. The art gallery was employment of people within Timespan about the purpose of the post and how added in 1997. itself. A wide range of jobs, both full (and by whom) it will be managed. time and seasonal have been created. You will need to invest in your staff by Helmsdale Heritage Society is a Once again, the increased spending providing training and opportunities to registered charity and a company power has had knock on benefits for progress professionally. limited by guarantee. It is run by a the local economy. voluntary board of directors. The Society exists to promote the history of the area Visit www.timespan.org.uk and preserve its culture, heritage and artefacts. Another of the board’s main Kari Moodie, constitutional aims is to improve Centre Manager employment and boost the economy of the area.
16 Volunteering
Your new development may provide opportunities for volunteering in a wide range of activities supported by a variety of tasks: front-of-house documentation, caring for collections. Your project may be entirely managed and operated by volunteers or there may be a combination of paid and volunteer staff.
Bressay
Volunteers at the Smith Art Gallery The value of the voluntary contribution volunteer gallery guides, are given and Museum to the Smith was brought sharply encouragement to come up with into focus through the necessity of proposals of their own to add to our The Smith was first opened in 1874. attempting to quantify it in advance rich cornucopia of voluntary contribution. A century later, due to the dwindling for the purposes of a Heritage Lottery funds of the original Trust, the Friends Application in 1999. The valuation Elspeth King, of the Smith was formed with the came to a significant sum. As the Director remit of rescuing and restoring the project progressed, contributions of organisation. Volunteer help and volunteer labour came from all quarters. Advantages contribution has been an important We ended with a contribution four times element in the operation of the Smith the original estimated sum. This was not Encouraging volunteers to support since then. allowed under HLF’s rules, but taught us your project has benefits for both a valuable lesson in how to recognise, sides. For the volunteer, this could be Among the museum’s most frequent value and evaluate the voluntary an opportunity to give something back visitors and users are groups and contribution, without which the Smith to the community, learn new skills or individuals with much skill and talent, cannot, and does not, function. enjoy the company of others. For your who have been willing to help with organisation, it is an opportunity to projects and tasks which are beyond The contribution by our volunteers is create stronger links with the local the Smith’s limited resources. For now identified in our Service Level community and access a wider pool example local societies, which use the Agreements with Stirling Council, and of knowledge and expertise. museum for meetings, often help out in our Forward Plan. The recognition when asked. Student projects are and reward to which they are entitled Disadvantages always first rate, and with some pre- is highlighted in our Education and planning, can be tailored to the needs Access Policy. Their contribution is so Volunteers need to be managed just as of the museum. The knowledge bank big in every way, that we are about to paid staff; that is recruited, given clear of our visitors is large, and those with set up a register, in the style of our roles and responsibilities, offered training specialist knowledge have been generous museums accession register, to record and protected by the same health and in sharing it. Much of the voluntary work for posterity this input which makes safety regulations, legal requirements which is undertaken is quite mundane. the Smith function as well as it does. and insurance. One volunteer has worked most Fridays for the past two years to index the The opportunities offered by Volunteer Smith’s contemporary ephemera, Development Scotland through housed in twenty volumes of Stirling Volunteers’ Week for publicising both Notes. Others have catalogued and the volunteers and the museum are indexed slides and pamphlets. There welcomed, and will be in our annual is nothing which is beyond the talent events programme for the foreseeable and means of our volunteers, from future. These events create their own driving vans to painting lampposts, momentum. Visitors new to the Smith, delivering posters and leaflets and seeing acknowledgements for display providing some of the best finger food work, paintwork, information and floral in Scotland for Smith openings. arrangements, or met by one of our
17 Borrow and Lend
You may wish to be able to borrow or lend items for the purposes of research or temporary display. If you are doing this, you need to put in place written agreements between borrower and lender setting conditions which will ensure that items are properly cared for during the period of loan.
Grantown Museum
Bressay Heritage Centre borrows items Advantages owned privately by local individuals for temporary exhibitions. Displays at Borrowing objects from other museums Kilmartin House are augmented by or from private collectors can enhance loans of archaeological material from your own collection by adding depth to the National Museums of Scotland. it or by filling gaps. It can also be a The Museum of Communication way of involving the community by Foundation based in Bo’ness has a displaying items that belong to them large collection in storage, parts of and therefore have an immediate which are loaned to other institutions relevance to their lives and interests. for display or are put on temporary Lending objects to other institutions can display by the Foundation at open raise your own profile and can lead to day events. additional research which you might not be able to undertake yourself.
Disadvantages
When borrowing or lending objects, you have to be able to ensure that you can provide adequate insurance and security and that items will be handled, stored and displayed in appropriate conditions. Some organisations will only lend if you are an Accredited museum.
18 Interpret
Groam House Museum This term can mean different things to your own expertise, academic research. different people. Think of it as using The techniques for interpreting a various techniques and media to give collection are many and varied; labelling meaning, offer explanations, tell stories objects, written guides, guided tours, about people, places, events or objects. virtual tours via a website, computer The information which you can provide interactives, interpretation boards, live will be available from a variety of interpretation, artworks, drama. sources: the knowledge of people donating objects, local knowledge,
Kilmartin House Kilmartin House was set up specifically A museum ticket is valid for the entire to interpret the landscape and its day and from the museum, the visitor Kilmartin House Trust, set up in 1994, monuments for both the local is encouraged to go out into the runs the Museum of Ancient Culture, communities and visitors to the area. landscape and return to the museum the Centre for Archaeology & Landscape It aims to provide a focus for the later for further clarification or study. Interpretation and is supported by the interpretation of the area and its history, The museum experience is supported Kilmartin House Trading Company. After a place of learning and discovery and a by the café, where the menu is based 3 years of volunteer effort the museum, tool for socio-economic development in around native and local foods, again shop and café opened in 1997. Five the local area through job provision, extending the themes of the museum, years on, approximately 40% of the economic revenue generation and local and the bookshop, where visitors can costs of Kilmartin House Trust is confidence building. delve into those issues that interest supported by the Trading Company them particularly. and the remaining 60% is made up The museum of ancient culture uses by short-term grants. interpretation panels, artefacts (most However, this central aim to interpret on loan from the national institutions) a landscape has not come without its The Kilmartin valley with one of the replicas, models and sound as tools own problems. The landscape of richest prehistoric landscapes of to interpret an entire landscape. The Argyll, by its very nature rural and Scotland, has from the late nineteenth approach is to bring the prehistoric isolated from the urban centres, century onwards been subject to landscape to life, looking at the everyday means that the museum suffers numerous excavations of many of its detail and focusing on activities central problems of extremely skewed visitor monuments. Many of the artefacts to human life, food, music, religion and numbers, with significant impacts on associated with these monuments left belief, alliances and war. cash flow. Kilmartin House, as a the region following excavation to community development tool, is become part of the British national committed to a year round operation, collections. In addition, changes in land- offering a full time service and full use brought changes to the archaeological time jobs. To continue to do this, the landscape, with monuments removed, museum has to devise strategies for altered or marooned. The local coping with fluctuating incomes. communities were left with scattered shells of monuments in a dislocated landscape.
19 Helensburgh Heritage Trust
The rural location of the museum and Advantages the small size of the local communities also mean that development This is your chance to tell a story or to programmes and funds are not always introduce people to new ideas, inspire a forthcoming. The Kilmartin House sense of wonder and encourage learning response to this lack of revenue funding by providing people with the means to is to aim for financial sustainability explore a subject. There is the potential through developing the Trading company to connect with audiences by involving and its activities outside Kilmartin them, for example by asking people House. Financial independence for to contribute information or to lend Kilmartin House looks like one of the material or to test out your ideas for best ways to financial stability. interpretive media and techniques.
More information on the Trust and Disadvantages its work can be found at www.kilmartin.org In order to communicate via interpretation, you need to know who Dr Deborah Long, you intend to communicate with. Research Programme Manager Finding out about your audience or targeting new audiences is a time- consuming but essential business. What is it you want to communicate and how will you do it? What media will you use and are there costs attached to these? Be aware that by communicating with one audience you could be excluding others.
20 C. Making choices: who do you want to do it for?
Tourism
You may be looking for a way to attract You may be offering entertainment new tourists into an area by providing through the telling of a story or you a new facility or you may be attempting could be acting as an orientation centre, to attract existing tourists, who already introducing people to a place or area. visit other attractions in your area, to stay longer.
Groam House Museum
Grantown Museum To help address the problem of the Advantages quieter winter months, Grantown Grantown Museum, a small, Museum offers access to the internet Positioning yourself as a visitor independent, Highland museum and the use of computers to the attraction can bring money into the offering a wet weather facility for public. This service can be used by area and create spin-off benefits for visitors and a focal point for members visitors accessing e-mail etc and by other local businesses. To tap this of the local community, opened to the local people who do not have their potential, it is useful to think about public in 1999. own computer. We work alongside the joint marketing and ticketing with local history group who purchased a other attractions or businesses. Strathspey is heavily dependent on microfiche reader and printer. We have tourism for economic survival and the films of census, births, deaths and Disadvantages season is a very short one, although marriages in the local parish along there are various initiatives being put with newspapers which are used by Custom from tourists is likely to be in place to address this problem. genealogists. This facility is used by seasonal. You need to be able to meet Many visitors arrive as part of a coach both local people and visitors. There is a the high expectations of tourists – the party. The majority of these groups recognised increase in the Highlands in importance of customer care here is visit the museum which maintains a the demand for this facility and it is one vital. You should be able to offer good relationship with local hotel and that we hope to build on by increasing information in a variety of languages, guest house owners. The museum has the material currently on offer. targeted at the nationalities of people had to adopt a very flexible opening known to visit Scotland as well as policy. Group visits out of hours are Visit www.grantown-on- meet the needs of local and UK accommodated whenever possible. spey.co.uk/museum.htm visitors. Too much reliance on tourism as an income stream is dangerous, as A varied temporary exhibition Molly Duckett, trade fluctuates. Scotland has an ever- programme is essential to encourage Curator increasing number of visitor attractions repeat visits by locals and to attract without rising visitor figures to match people who might not otherwise visit. so supply is outstripping demand. We originate displays by working with local artists or by running projects which result in a temporary exhibition and we take in touring shows such as Year 1980 Year 2000 those available from the National 401 attractions 1,013 attractions Museums of Scotland. in Scotland in Scotland 30 million visitors 36 million visitors (STB-Moffat Centre Visitor Attraction Monitor)
21 Visitor Services
Kilmartin House You must always be ready to meet quality of visitor service you provide is the needs of all your visitors. Public ultimately dependent on the way staff expectations are high so even if you relate to visitors; a friendly welcome and cannot provide an extensive range of offers of assistance go a long way. Good facilities, such as toilets, a café, shop, directional signage and publicity are or a website, customer care must be also vital. excellent to ensure that visitors are satisfied. (You may also wish to provide additional services such as an enquiry service, crèche, internet access.) The
Gordon Highlanders Regimental We like to know that our visitors are Advantages Museum happy; it is rewarding to us and in turn improves morale amongst volunteers Good visitor services and good Training is central to the promotion of and staff. We also have the strong customer care mean that people are customer care in our business. This traditions and reputation of the Gordon more likely to make repeat visits and starts from the top, with the Curator Highlanders to maintain! spread positive commendation by having undertaken the Scotland’s Best word of mouth. for Managers course. This is then The Museum is fully equipped to help passed to the staff and volunteers, in our less able guests, and their needs Disadvantages an annual pre-season Customer Care were a primary consideration when the training course. All new volunteers and Museum was redeveloped in 1996/7. Providing a high quality of service is staff are trained in customer care. The Museum has a ramp entrance, a very demanding; this includes offering Between formal training sessions, hearing loop, special toilet facilities and suitable opening hours, having enough the standards of customer care are low level exhibitions for wheelchair staff to deliver, being physically maintained by the management talking users. The corridors and walkways have accessible, promoting and marketing informally to volunteers, by praising been designed to allow wheelchairs to your services, and knowing your target good customer care and demonstrating pass through freely, and counters and audiences and anticipating their high standards themselves. tables are at the correct level. needs.
The Gordon Highlanders Museum Maintenance and Future Plans: is differentiated from other visitor attractions by its standards of customer ➜ Standards of customer care are care, because it is run by volunteers. maintained by the formal and informal Our staff, therefore, are here because training methods outlined above, and they want to be, and because they are by sharing results with staff. passionate about the heritage of the North East of Scotland and the history ➜ Market research is continually of the Gordon Highlanders. This zeal carried out on existing customers to shows through at all times, and gives find out their needs and comments. the Museum a remarkable atmosphere. ➜ All thank you letters are copied and Being a relatively small concern, the distributed to staff. Museum only has a limited budget to spend on advertising and other forms of Visit www.gordonhighlanders.com marketing. We therefore rely to a large extent on word of mouth. If we exceed Melanie Brooker, our visitors’ expectations, they will tell Curator their friends, and become regular visitors to the Museum.
22 Education
You may wish to provide learning The service you can provide will be opportunities for your potential enhanced the more you involve others audiences, bearing in mind that who already have educational education does not have to be for experience, for example your local schools only. There are a variety of Primary Adviser or Community ways in which you can do this: Education staff. temporary exhibitions, outreach services, loan kits, quiz sheets, interactive displays.
Scottish Borders Council Museum Service
Scottish Borders Council Museum The key to delivering our service is Service that we
From 1996, after the merger of four ➜ consult with the audience (teachers, District Councils into the Scottish education advisers, and pupils) Borders Council, the Museum Service has been running a schools education ➜ design services which allow service, built upon existing staff teachers to make clear links to the knowledge and experience. We offer curriculum a combination of visits, workshops, resource packs and handling boxes ➜ inform schools well in advance of for schools. We have no dedicated events to allow them to work visits education staff as such but we have into their forward plans made the delivery of an education service one of our priorities. Funds, ➜ use our collection (schools want additional to the core budget, are their pupils to interact with real generated through grants, subscription museum objects) fees and loan charges. ➜ establish partnerships with Council departments, outside organisations and other museums
➜ apply for grants
➜ buy in expertise and employ temporary staff to deliver ambitious projects.
The success of our service is leading us to expand to meet the educational needs of other users beyond schools.
Shona Sinclair, Assistant Curator
23 Scottish Borders Council Museum Service
Groam House Museum We now have two boxes containing Advantages
Pictish Loan Boxes ➜ dressing up clothes (boy and girl) Offering an education service is an excellent way of attracting new We knew from museum school visits ➜ information posters audiences and raising your profile. that teachers felt they did not know Educational activities can help you to enough about the Picts and they ➜ back up notes for teachers reach people who might not otherwise believed that there was no relevant consider approaching you. literature available. To fill this gap, ➜ activity book based on items in we sought funding from the Scottish the boxes Disadvantages Museums Council and Ross & Cromarty District Council to create ➜ replica Pictish stones Time: good preparation is essential but loan boxes. The overall cost of the very time consuming. You need to project (in 1995) was £1,400. ➜ replica jewellery think carefully about who your education service is aimed at and what exactly Our aim was to present teachers with ➜ weaving kit with wool they will need. If working with schools, ‘Picts on a plate’, a kit that would you need to consider how you will require no previous knowledge or ➜ associated publications. offer something which matches the much additional work from teachers. requirements of the curriculum. You The intention was to supplement and The loan boxes are free but teachers may need to offer additional facilities not duplicate a visit to the museum; are responsible for collection and or staff skills for working with people to encourage visits to the museum; return - breakages are paid for by with special needs. and to create a stimulating learning schools at cost. Loans are available aid linked to the 5-14 curriculum. for periods of 6 to 8 weeks. Both sets Collaboration with other organisations Developing the loan boxes did not get have been in constant use since they can be very beneficial, especially in off to the best start as the teacher were launched. They are mainly taken identifying and developing new originally charged with offering advice out by primary schools but they have audiences but be aware that once you did not have an empathy with the also been used by WRI and special are working with others you can only museum or the subject. In the end, needs adult groups. go as quickly as the slowest player: two other teachers provided invaluable always consider the time constraints input to the production of an activity After several years of use, we are of others when planning and book to accompany the boxes. finding that the contents of the kits timetabling a project. Subsequent teachers using the book are becoming a little tired and could have commented on its usefulness. do with being replaced, but we do not have the funds to do this. We have asked schools if they would be willing to pay a charge for the use of the kits but they are not willing to do so.
Susan Seright, Curator
24 D.Tools: what do you need to make it happen?
A building
Buildings for heritage projects must meet a variety of needs depending on what you plan to do. They might include display space, storage, workshop, offices, toilets, café, meetings room, research area, archive, security and the health and safety of visitors and workers.
Top: Dollar Museum Bottom: Bressay
Bressay The centre opened in 1996 and now holds temporary exhibitions during the Bressay local history group was formed summer, often using objects loaned by in the early 1990’s in response to the local people, with photographs and local mechanisation of the island’s lighthouse. knowledge used to illustrate themes. Initially formed to protest against the The group continues to gather local mechanisation, the activities of the history, stories and oral recordings group raised an awareness that local and offers facilities for talks and slide history and heritage was rapidly shows in the winter. The island, which disappearing and that with the gradual has a population of approximately loss of older members of the community 400, attracts hundreds of visitors on a lot of memories and local knowledge their way to a bird sanctuary on the were also being lost. neighbouring island of Ness. 1,200 of these visited the centre in 2001. The group needed a workspace and The group decided at the outset not place to gather and thought at first of to collect objects for a museum trying to convert an old building. As collection (donations are directed nothing suitable was available the group to Shetland Museum) because they tried to raise funds for a new building. felt they could not offer appropriate Raising funds proved to be very difficult storage and care but this position is but eventually £96,000 of European reviewed periodically, with occasional funding was secured. advice from Shetland Museum.
Barbara Anderson, Volunteer
25 Grantown Museum You may be considering using an existing building. Will it meet all your needs? If considering a new one will the design meet all your needs?
The Museum of Abernethy Trust, was the fitting out of the interior Advantages of the museum. The Trust took advice The Museum of Abernethy Trust was throughout the development of the Being based within a building has the set up in April 1994 in order to create museum from a Curatorial Adviser obvious advantage of bringing all your a museum by converting Mornington from Perth Museum, in order to activities under one roof and providing Stables, a Grade B listed building ensure that the museum was designed a visible, physical attraction. It offers close to the heart of the village, near to provide all the facilities required you the opportunity to create an to a Historic Scotland property, the for storing, handling and displaying ambience and a public image. Your early mediaeval Round Tower, and collections. The project architect, project could save a building otherwise with a character felt to be sympathetic selected by competitive tender, also under threat and you could combine to the display of artefacts and had experience in museum design, with other partners to offer other photographs relating to the history conservation requirements and facilities needed locally. of the village. The Stables are leased converting historic buildings. to the Trust, in perpetuity, for a Disadvantages peppercorn rent. The idea for a museum had existed since the early 1980s, but only began Bills have to be paid: heating, lighting When the Trust took over the lease of to take shape in 1992, when it topped and insurance at the very least. the building in July 1995, Mornington a list of conservation projects in a local Maintenance costs have to be met – Stables was in a dangerous state survey: this was partly in response to a these can be high in older buildings. of repair, and the restoration of the perception that Abernethy was facing a The building needs to suit your purpose, building structure to provide a weather- period of major change with significant should be easily accessible and should tight building shell was identified as a new housing developments likely to alter have the potential to be developed as most urgent initial phase of the museum the character of the village, and partly your organisation grows. Older buildings project. The restoration of the building in response to the gradual loss of local do not often meet these requirements was designed and overseen by Perth historical knowledge and material as and, if they are listed, making necessary & Kinross District Council Planning the older generation of the community changes may be prohibited. Finding Department and necessary repairs were passed away. In 1992 it was anticipated the funding to create a new building, carried out by Scottish Conservation that the project would take two to three which would meet your needs, is Projects Trust. Perth & Kinross years to complete. The museum opened very difficult. Heritage Trust contributed £60,865 in May 2000. and Scottish Enterprise Tayside £24,500 to the project. Alexandra Nickell, Volunteer The second phase of the project, supported by a £117,000 grant from the Lottery Heritage Fund with a contribution of £29,000 raised by the
26 Information Technology
Groam House Museum Any new heritage project must plan to use information technology. IT may be the solution for your project or it may be one of many tools you can use to deliver your project.
If you are interested in gathering and information more easily accessible to sharing information it may be possible the public. And don’t forget IT can to do this by constructing a website or help you with the business side of your producing a CD-ROM (see Scottish project, e.g. for accounting, marketing, Borders Memory Bank and Helensburgh keeping mailing lists and producing Heritage Trust case studies) without ever in-house publications. taking full responsibility for the long term care and preservation of objects A website can be an excellent or archives. However, if you do form a marketing tool. You can increase collection you could use IT to interpret the presence of your organisation by and help display the collection, for linking your website to others, often for instance by using touchscreen computers, free (e.g. www.24hourmuseum.org.uk). CD-ROMs or a website. Using IT to Increasingly information and opportunities interpret collections means that you can are only available online. The ability offer different levels of information to to use e-mail and the internet different users and you can make links improves your access to the wider to other resources or collections. You world and also allows wider access can also use IT to hold catalogues of to your own information, which can information about the collection. This is help overcome the limitations of a much more powerful tool for staff and space, opening hours and also means that you can make staffing levels.
27 Organisation
If you intend to set up a long-term choose to become, you must think heritage project you will need to about how this will be sustained. Can consider setting up an organisation to you attract new people to join it as the run it. In the not-for-profit sector, this years go by? Can you find people who is likely to be a charitable organisation, have the right skills required to steer either a trust or a company limited by the organisation through its lifespan? guarantee. Advice on options is available Arts & Business offers advice and from the Scottish Museums Council or training in the area of board the Scottish Council for Voluntary development. Organisations and ultimately you should seek the advice of a lawyer. Whatever type of organisation you
Dollar Museum The Friends committee sees to the We recognise the need to keep day-to-day running of the Museum. evolving. If we were to reach a point Dollar Museum opened in 1988, set Friends staff the museum at weekends where no new people were being up and run entirely by volunteers. using a rota system whereby committee attracted to the museum or where no With a determined long-term goal of members take it in turns to be in charge new ideas for exhibitions or events raising standards, the Dollar Museum of the museum for a whole weekend. were being put forward, the museum Trust and Friends of Dollar Museum Two volunteers must be on duty at all could lose momentum. So far, luckily, were set up in 1991. All development times and one of them must be a there is no sign of this happening: work at the museum has been carried committee member. The system is new ideas are continually being out by volunteers, local tradesmen flexible to allow people to swap times proposed and new committee charging minimal costs and with input if they have other commitments. members are elected at most AGMs. from a curatorial adviser. The Honorary Curator is in overall Janet Carolan, Trustees meet four times a year. charge of the operation of the museum Honorary Curator Trustees are drawn from the Friends and is often available in the museum of Dollar Museum, and representatives during opening hours to help with from Clackmannan Council, the parish problems should they arise. The Friends church, the local school, the Local committee also produces ideas and History Society, the Dollar Civic Trust manpower for setting up exhibitions, and Dollar Community Council. co-ordinated by the Hon. Curator.
In addition to this, the Friends We are lucky that as we have become committee meets monthly. Members established we have been supported serve 3 years with one third coming by more than 200 Friends. On the off every year (although they can be Trustee and Friends committees we re-elected) at the AGM. Committee have dedicated and enthusiastic people meetings are well attended (12 to 15 who have given us long or short periods people). Meetings are efficient but fun. of their lives. It is a big commitment We have an excellent secretary who for members to give up perhaps two produces full and accurate minutes or three weekends a year to attend which are circulated to all members meetings and to help organise fund- (by e-mail or car) usually within a raising events and exhibitions. couple of days.
28 Fundraising
Grantown Museum Fundraising is essential to keeping running a ‘Friends’ organisation to help planning time and professional advice. your project going. It is a never-ending with fundraising. A combination of Fundraising locally can be an process for everybody. It will include: any, or all, of these needs constant opportunity to raise the profile of your raising funds for short-term projects attention, planning and sheer hard organisation and encourage people to through applications to grant giving work and is inescapable as there are become involved with your work. bodies and trusts; seeking sponsorship presently no guaranteed sources of Fundraising events can add to the for one-off projects or events; funding to cover revenue costs. social life of your community. generating income through fundraising events, membership subscriptions, Fundraising takes a lot of time and tickets at the door, running a café or work. The process of raising funds shop; looking for support in kind from grant giving bodies is particularly through partnership or free advice; demanding and requires a lot of
Crawfordjohn Heritage Venture Trust four fundraisers per year. This year we are trying a Quiz Night. The Bingo The Crawfordjohn Heritage Venture Nights are most popular as an evening began after a few local people that the whole family, from Grannie to purchased the Old Church (1988). ‘the weans’, can enjoy. The fundraising It was decided to try to establish brings another dimension to museum an interpretative centre, a heritage life but as Crawfordjohn is a small museum to explain the life of country community we have to be aware of people to the visitor and to relate the other fundraising events that take place past to the present. so that we can avoid clashing. With hard work and mutual respect we have The Crawfordjohn Heritage Venture established a worthwhile fundraising Trust (CHVT) does not own the building ‘venture’ within the community. but leases it from Crawfordjohn Church Preservation Trust. The CHVT is To be able to organise such events responsible for insuring and maintaining and also to run the museum it takes the building and with the help of the volunteers and trustees with lots of Association of Friends of CHV runs the commitment and time to give (the fundraising activities to raise the funds majority of our volunteers are to be able to assist with this. retired folks).
Funds are also raised by the annual CHVT has a group of like-minded membership of the Association of the people who are committed to the Friends who are mainly people who project and with a desire to preserve have visited the museum and who a way of life for future generations, come from all parts of the UK and but it is not easy to find such people. abroad (lots of family history seekers). Especially some younger people.
Very few locals participate in the Jess Cairns, running of the museum but are happy Trustee to participate in social events such as the Bingo Nights, Annual Raffle Draw or other events which are thought of as ‘fun’ events. We try to have at least
29 Marketing
Marketing is absolutely vital to the There is a wide range of techniques them more effectively and so that success of your project. Unless you you can use, some cheaper than you can target gaps in your market. publicise your activities you cannot others; leaflets and posters (production It is also important to evaluate the expect people to take an interest. and distribution), press releases, effectiveness of your marketing to advertising, joint publicity schemes with ensure that you are not wasting time Marketing is about identifying what you other organisations, events programmes, and money. have to offer (your ‘product’), thinking direct mail, membership schemes. about who your ‘customers’ might be Market research must be undertaken to and then finding the best available get a better idea of who your means to promote your product. customers are so that you can target
Grampian Transport Museum The marketing strategy Current marketing activities
The product The museum’s marketing strategy was The following are only a sample of originally devised in 1987 and has the entire range of marketing activities The Grampian Transport Museum been developed as the museum taking place at GTM. These are (GTM) has grown from community develops. In many cases marketing constantly under review and new volunteer roots (1981) into one considerations have led development. proposals are examined annually. of Aberdeenshire’s busiest visitor/ The strategy’s aims are: educational facilities. The museum’s Leaflet mission statement reads: ‘The purpose ➜ To enable the GTM to compete of the museum is to promote an for market share by offering The GTM produces a full colour leaflet awareness of, interest in, and better an enhanced range of that is seasonally revised to include understanding of road and rail transport experiences/activities. all important events and exhibition history in its Grampian context.’ changes. The leaflet accompanies all ➜ To adopt a planned approach to mail as routine. Print run in 2001 The museum’s fifty-acre site has been the marketing of the developing was 75,000. developed to provide facilities for the museum during the period. staging of ambitious open-air events. Leaflet distribution It includes a licensed road circuit, ➜ To become more systematic in 350 seat covered stand and a control gathering information in house and The distribution has always been tower. At least 30% of the seasonal from external sources in order to handled ‘in house’ apart from an exhibitions (April to October inclusive) become more market led. experiment in 1996 when a service within the main building (1000m2) are company was employed with poor renewed every year to promote return ➜ To maintain and where possible recorded results. Volunteer distributors visitors. The total marketing budget is raise visitor numbers. are co-ordinated by a Trustee and pitched at 10% of annual turnover. offered a generous mileage rate to ➜ To target activity and apply maximum cover expenses. The distribution area Market research effort to most accessible markets. coincides roughly with the perceived catchment (one and a half hours From the outset the museum has ➜ To pitch marketing effort at a level maximum drive time). Feeder Tourist gathered information from its visitors. that does not produce unrealistic Information Centres and key visitor For the past eight years this has been expectations among visitors, but is destinations also receive leaflet supplies. to a common format (visitor survey) sufficiently attractive to promote visits. enabling comparisons to be made and trends identified. Now called ‘data The strategy records the current range capture’ this is an absolutely essential of marketing activity. activity and underwrites the museum’s marketing strategy.
30 Group initiatives Press activity
The GTM contributes to packages with All museum developments, exhibition other local attractions via the Alford changes, etc. that are genuinely Marketing Group and the Grampian newsworthy are described in a press Treasures Initiative. Both groups publish release and mailed to a regularly a collective leaflet. Both leaflets are updated press list. The seasonal selectively enclosed with mailings and events programme is also the subject the Alford leaflet includes an ‘in house’ of many releases – average of three produced events panel. per event. Releases are always preceded by a ‘phone call to regular Advertising press contacts to encourage interest and usually a photograph can be Advertising in the local press is offered to key contacts. The museum undertaken only in a very small way also endeavours to provide illustrated for the core operation. The seasonal articles to the editors of specialist events programme has a dedicated magazines, either complete and ready advertising budget for each event to run, or in summary form for writing pitched at approximately 10% of from information supplied. event turnover. Mike Ward, Curator
31 5. Steps towards your project
Step 2
Defining the Project Concept what have you got? who do you want to do it for?
Starting Point purpose and audience project concept
what do you want what do you need to do with it? to make it happen?
Identify the project concept Step 2. Identify useful contacts. A good starting point is your local authority By exploring the choices and their Follow the diagram above, discuss the heritage officer or museum service. implications in the previous section choices you are faced with and how Seek out somebody who can give and identifying which of these best these relate to your audience. Don’t you curatorial assistance, if required, suit your own aims, you will now have force yourself down a route with which during the development stages of your a better sense of what type of project you do not feel comfortable. As you go project. Speaking to someone who is will fulfil these aims. This will be your along, list what it is that you wish to already involved with heritage can ‘project concept’. Considering the be able to deliver as a result of your help for a numbers of reasons. It can implications of each of your choices project and list the management give you an idea of will help you to set the framework for responsibilities attached to each of a plan of action. How exactly are you these. Remember that fundraising ➜ where your project fits with other going to achieve the concept? Do you and marketing are musts. similar developments have the resources to do it? Following the steps outlined below will help you Step 3. ➜ how others view the ‘heritage merit’ to arrive at a carefully planned and of your project realistic project concept. With your list, return to section 4, Choices and their implications, and ➜ the competition, that is other Step 1. consider the pros and cons of each of similar projects which may seek to your choices. Remember that the most attract the same users as you Before you attempt to define the important implication for all aspects of project concept, you must decide on the project will be time and money. ➜ useful contacts your purpose, your ultimate goal. Why Try to be as realistic as possible about are you doing this and who are you what you think you can achieve. (You ➜ what curatorial assistance (if doing it for? Whether you intend to can always start small and add to your appropriate) may be available to preserve a building, create digital project over time.) At this stage it is assist your project. resources or provide a home for a very important to learn from other collection, the ultimate shape of your people’s experiences, by looking at project is going to depend on who you the case studies in this booklet or, are doing it for and why you are doing even better, speaking directly to other it. You must have a clear vision before people who have been involved in embarking on the project. Remember, similar projects. You need to get an potential funders will expect you to be idea of where your heritage project fits able to express your purpose and the with other similar developments. You benefits of your project clearly. need to get a sense of the importance of your project by comparing it with others. Are you likely to face competition?
32 Raise awareness of your project in the Step 4. Step 5. local community e.g. ask if the project proposal can be put on the agenda of Make a final decision on the choices You now need to gather some extra local community meetings such as the that you have made. Sum these up in evidence that your proposal can work. community council. This is a good the form of a project concept. Now Why not give your proposal a ‘test informal way to seek local opinion. consider how you are going to make it run’? For instance, you might want to happen? Money is obviously important try staging a temporary exhibition. Start seeking advice on possible sources but finding people who can commit This could give a valuable opportunity of funding. This is not actually the time time to the project is equally important. for feedback from the local community to start applying for funds but it is You need to be able to show how you and visitors from further afield. It will important to find out about the possible are able to achieve the tasks with the also help you gain some experience options available and what the funding resources that you have. This might be which may add to your credibility or priorities are from each of the possible best represented in a brief outline plan track record when funders come to sources. Funders (and advisers on with proposed timescale. Decide who is consider your application. funding) that you may want to contact going to manage the project. in the first instance include Heritage Alternatively, you could commission a Lottery Fund, the Community Fund, At this point, we strongly advise you feasibility study from independent your Local Enterprise Company, and to seek other opinions – e.g. the consultants. You may think that this your local authority. The Scottish Scottish Museums Council, local seems an unnecessary expense but Museums Council can offer early authority, local enterprise company. there are many reasons why this advice on funding. exercise is in fact worthwhile: At this stage you may wish to Try answering The Big Questions reconsider aspects of your project. ➜ funders may expect or even require questionnaire in the appendix. The There is no harm in this at all, in fact it (that is they will look for an results of this will show you if you it will strengthen your project and independent survey / opinion) need to do more preparation before probably result in something more developing the project any further. sustainable as you can now show that ➜ this may seem very obvious but it you have considered other opinions can demonstrate how feasible your and the overall context for your project project is (that is can the necessary development. Make sure that this is investment in resources be justified your project and not something built in terms of the benefits the project on other people’s visions. will bring – is there a demand for the project, are there sufficient potential visitors, can the project break even?)
➜ it can give you an independent and objective view as to how your project could or should develop
33 ➜ it can highlight areas that you have ➜ lastly, make the most of the not yet considered opportunity! It may well be that others are funding your feasibility ➜ it may give pointers as to the weak study. Make sure that you get the areas of your project and how these most out of this chance. This study can be addressed may well form the basis of your forward plan so you need to be ➜ you may get a better idea of the happy with it, as you will be demand for the project, that is who working to/with it for many years the potential users are and how after the consultant has gone. many visitors you might expect Step 6. ➜ the completed study can act as a very useful guide to your future The results of your test run and feasibility forward plan study will prepare you to write a business plan, an essential for any ➜ the process of commissioning and fundraising. Unless you are already managing a feasibility study will experienced at business planning, we be useful planning experience and suggest that you carry out background can help your group clarify further reading, look at online information, your purpose. and seek Local Enterprise Company and Heritage Lottery Fund advice. Based on the experience of others, the It is a good idea to look at funding following are hints on how to get the application forms to see what funders most out of working with consultants: will expect from you. Speak to others about their business plans. ➜ be as objective as possible (do question the consultant and his / Step 7. her findings) Approach funders. If your planning ➜ don’t let the consultant run you, process so far has been thorough and you are employing him / her well thought out, you will be in a far better position to convince funders to ➜ take time in setting the brief (the support your project. Scottish Museums Council can offer advice on preparing a brief)
➜ speak to others who have worked with consultants previously – ask for references / recommendations
34 6. Useful organisations
Background information and useful resources, such as guidance sheets and publications, are available from the following organisations. If you are unable to access the internet, you can contact the Scottish Museums Council’s Information Centre for addresses and phone numbers.
Tel 0131 538 7435
Arts & Business MLA (Museums, Libraries and Scottish Enterprise Network www.AandB.org.uk Archives Council) www.mla.gov.uk Scottish Enterprise Association of Independent Museums www.scottish-enterprise.com www.museums.org.uk/aim Scottish Council for Voluntary Organisations Highlands & Islands Enterprise Convention of Scottish Local Authorities www.scvo.org.uk Cowan House www.cosla.gov.uk Inverness Retail & Business Park Links on this website will give you Scottish Cultural Resources Inverness IV2 7GF contact details for individual local Access Network authorities www.scran.ac.uk Tel 01463 234171 E-mail [email protected] Group for Education in Museums Scottish Enterprise www.hie.co.uk www.gem.org.uk www.scottish-enterprise.com SE Ayrshire Heritage Lottery Fund Scottish Natural Heritage 17/19 Hill Street www.hlf.org.uk www.snh.org.uk Kilmarnock KA3 1HA
Historic Scotland VisitScotland Tel 01563 526623 www.historic-scotland.gov.uk www.scotexchange.net E-mail [email protected]
Interpret Scotland Volunteer Development Scotland SE Borders www.interpretscotland.org.uk www.vds.org.uk Bridge Street Galashiels TD1 1SW mda 24 Hour Museum www.mda.org.uk www.24hourmuseum.org.uk Tel 01896 758991 E-mail [email protected] Museums Association www.museumsassociation.org SE Dumfries & Galloway Solway House Dumfries Enterprise Park Tinwal Down Road Heathall Dumfries DG1 3SJ
Tel 01387 245000 E-mail [email protected]
35 SE Dunbartonshire SE Grampian Spectrum House 27 Albyn Place Clydebank Business Park Aberdeen AB10 1DB Clydebank G81 2DR Tel 01224 252000 Tel 0141 951 2121 E-mail [email protected] E-mail [email protected] SE Lanarkshire SE Edinburgh & Lothian New Lanarkshire House Apex House Strathclyde Business Park 99 Haymarket Terrace Bellshill ML4 3AD Edinburgh EH12 5HD Tel 01698 745454 Tel 0131 313 4000 E-mail [email protected] E-mail [email protected] SE Renfrewshire SE Fife 27 Causeyside Street Kingdom House Paisley PA1 1UL Saltire Centre Glenrothes KY6 2AQ Tel 0141 848 0101 E-mail [email protected] Tel 01592 623000 E-mail [email protected] SE Tayside Enterprise House SE Forth Valley 45 North Lindsay Street Laurel House Dundee DD1 1HT Laurelhill Business Park Stirling FK7 9JQ Tel 01382 223100 E-mail [email protected] Tel 01786 451919 E-mail [email protected]
SE Glasgow 50 Waterloo Street Glasgow G2 6HQ
Tel 0141 204 1111 E-mail [email protected]
36 Appendix: The Big Questions Preparing for a new museum
The Big Questions How to answer The Big Questions This exercise is best undertaken as a group with somebody keeping note The Scottish Museums Council has The tables group these questions into of any points which arise from the designed a set of questions, to help headings which relate to the definition discussion. Don’t worry if you find that you to see whether or not you have of a museum plus a section examining you are ticking lots of ‘don’t knows’. considered all the implications – not the sustainability of the museum. There are lots of sources of advice and only of setting up a new museum, but information available for you to follow- running it successfully in the long term. up. The point of the exercise is not about scoring highly but it is to find out for yourselves how far your preparations towards a new museum have gone.
1 Public Benefit - museums exist to offer a service to the public. Yes No Don't Know
Has any local consultation been carried out with other organisations and local people?
Are you able to outline the cultural/historical value of the project?
Does this duplicate or overlap with something already being dealt with in other museums or visitor centres?
If so, have you discussed your project with them?
Have you made contact with your local authority museum service to discuss your project?
Does the project relate to local, regional or national strategies or plans, e.g. local tourism plan?
Is your organisation aware of the Accreditation scheme for museums?
37 6
2 Institution - the ‘institution’ is the organisation Yes No Don't Know 7 established to own a collection and operate a museum.
Organisations running museums need to have a legal constitution which states what the museum will do. Have you made progress towards such a constitution?
The museum will need a governing body, usually Trustees, which will operate according to the rules of the constitution. Are you aware of all the responsibilities attached to being a Trustee?
Will you be able to attract voluntary support to continue the operation of the museum in the future across the full range of its activities, for 5 or 10 years into the future?
3 Collect - most museums collect actively, either by receiving donations Yes No Don't Know or by purchasing. The type and quantity of objects to be collected must be decided at an early stage.
Has a collection been formed yet?
Will the organisation own the collection?
Has your organisation defined what the future collecting policy should be?
Have you discussed with others whether this will impinge on collecting undertaken by other museums?
Do you have the resources to document the collection (i.e. to gather, store and manipulate information relating to objects in a museum collection)?
38 4 Preserve - it is the duty of all museums to ensure that objects on a collection Yes No Don't Know are stored, displayed and handled in a way that promotes preservation.
If you have an existing building in mind do you know if it is adequate for all museum activities, e.g. storage, display, education?
Does your organisation have, or have access to, the expertise necessary to protect and care for the collection, in the long term?
Does the building contain suitable storage and display areas with conditions which will not be detrimental to the collection?
Have you considered the annual costs required to maintain and secure your building with the special conditions which your collection will need?
5 Exhibit and Interpret - museum collections can be used to illuminate an Yes No Don't Know incredibly wide range of ideas. Time for research, display and publication are vital to successful communication.
Does your organisation have access to knowledge and information about the collection?
Have you thought about who will be using your museum and what their needs and interests will be?
Do you have plans for interpreting and displaying the collection?
Will the museum have room for temporary exhibitions and educational activities?
39 6 Visitor Services and Access - visitor expectations are high. It is important Yes No Don't Know to consider who the museum visitors are likely to be and how their expectations can be met.
Has an assessment of the museum’s visitor potential been carried out?
Are your estimates of visitor numbers realistic?
Have you considered what services you can offer to the local community?
Are you aware of the Disability Discrimination Act and its requirements to provide access to your museums and services?
Are there good transport links?
7 Sustainability - there are a wide range of costs and responsibilities associated Yes No Don't Know with running a museum and maintaining visitor interest. Before setting up a museum, it is important to examine how these will be met in the long term.
Can your organisation generate enough income to run the museum from year to year and into the long term future?
Does the project have a written Feasibility Plan or Business Plan?
Have you contacted your Local Enterprise Company?
Have you contacted your local Tourist Board?
Have you considered links that your organisation might make with others to increase activity/audiences?
40 If you would like to discuss your results with the Scottish Museums Council, you are welcome to contact
Museum Development Manager Scottish Museums Council County House 20-22 Torphichen Street Edinburgh EH3 8JB
Telephone (Switchboard) 0131 229 7465 Telephone (Information Service) 0131 538 7435 Fax 0131 229 2728
E-mail [email protected] Web www.scottishmuseums.org.uk Big Questions, Big Answers
Contact
Scottish Museums Council County House 20-22 Torphichen Street Edinburgh EH3 8JB
Tel (switchboard) 0131 229 7465 Tel (information service) 0131 538 7435 Fax 0131 229 2728 E-mail [email protected] Web www.scottishmuseums.org.uk
Published by the Scottish Museums Council May 2002 (reprinted in April 2005) A large print version of the text is available on request.
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