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Big Questions? Big Answers

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Big Questions? Big Answers 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.
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