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Building Public Value

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The document provides guidance for children's museums to build public value in their communities. It outlines steps to (1) understand community challenges, (2) identify the museum's strategic interests and how they align with community needs, (3) determine a public good goal that benefits the community, (4) frame measurable goals, (5) develop action strategies through partnerships and programs, and (6) assess outcomes and impact. The document includes a case study example of a museum addressing limited play opportunities for children in low-income neighborhoods.

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Connecting the Dots: Building Public Value for Children’s Museums Association of Children’s Museums Leadership Call March 29, 2011 VERGERONT 

MUSEUM 
PLANNING
Goals for Today’s Call • Clarify what public value is and how it benefits museums • Walk through steps in building public value • Practice a shared way to describe public value • Illustrate with examples • Questions and open discussion
Public Value by Many Names… …Relevance, external value, community impact • How can we better serve the public in deeper, lasting ways that also serve our mission? • How will our community will be different in positive, recognized ways because our museum exists?
Not Just Business as Usual… Public value relies on: • Going beyond taking for granted that a museum is valuable–and that others know it • Being more outwardly focused • Deciding what museum role best serves the community • Aligning museum mission and operational capacity with community priorities • Demonstrating changes in social conditions
Connecting the Dots Deliberately connecting: • Community challenges • Museum’s strategic interests • Public good • Framed goals • Platforms for action • Outcomes • Measurement
Community Challenges • What critical issues face your community? • A change in perspective: – From assuming the museum knows what the community needs, or should need – To understanding community pressures • Sources: existing studies, needs assessment, census data, Kids Count • From the field…
A Museum’s Strategic Interests • Which aspects of the museum’s strategic interests are most relevant to issues facing the community? • A museum’s strategic interests relate to: – its mission – the audience – what the museum does reliably well – what other local players contribute–or don’t – where the museum’s existing relationships are strong
A Museum’s Strategic Interests • Possible areas of positive change: – Increase civic engagement around children – Improve children’s quality of life – Increase parental involvement in children’s learning – Improve workforce capacity – Mitigate environmental issues • Identify where the museum can build strong strategic connections between its priorities and those of the community • From the field…
Public Good • What does the museum intend to accomplish and for whom? • Identify a community impact that: – Aligns with community priorities and museum interests – Goes beyond internal priorities – Considers personal, social, and economic benefits – Extends beyond a museum visit for long-term impact
Public Good • Review
related
studies
and
effec2ve prac2ces
that
give
direc2on
for
framing goals
and
provide
confidence
that
the
effort is
likely
to
be
successful • On‐going
documenta2on
of
the
museum’s impact • From the field…
Framed Goals • What does the museum need to accomplish to produce those results? • Frame goals that are: – Long-term – Well-defined – Directed to specific group(s) – Actionable – Connected with and build on one another – Targeting desired changes • From the field…
Platforms for Action • What strategies will help accomplish the goals? • Strategies: – Varied (community engagement, partnerships and networks, technologies, advocacy, research and dissemination; facilitated experiences) – Build on museum competencies – Linked to goals
Platforms for Action • What resources and activities will support the strategies and help accomplish the goals? • Resources should: – Align with strategies and goals – Be within the museum’s operational capacity • Examples: – Ability to convene partners – Expertise, internal or through partnerships – Internal processes and practices – Programs: access, professional development – Funding • From the field…
Outcomes • What does the change look like and for whom?
Metrics • How
will
you
know
the
extent
to
which your
museum
is
having
an
impact?
A Case Study Follow the steps in building public value as a children’s museum serves its community while serving its mission
Case Study: Community Challenges • Limited
play
opportuni2es,
or
play depriva2on,
for
children
in
low‐income
city neighborhoods
where
high
density
housing and
small
yards
along
with
high
crime makes
children’s
outdoor
play
limited
and unsafe
Case Study: Museum’s Strategic Interests • Mission:
Engage
children,
connect
families,
and build
community
through
the
joy
of
play
and
the wonder
of
learning. • Target
audience:
Children
8
years
and
under, their
parents,
caregivers,
and
teachers • Strategic
interest: – The
value
of
play
and
its
benefits
to
a
child’s
well‐being and
development:
social,
cogni2ve,
emo2onal,
and physical. – Museum
serves
children
and
their
parents
Case Study: Public Good • Social/community
value – Stronger
community – Safer
neighborhoods – Healthier
children • Area
of
change:
Regular,
posi2ve,
and
safe outdoor
play
experiences
for
the
4,000
children, 3
through
8
years
in
3
adjacent
city neighborhoods:
Elliot,
Powderhorn,
and
WhiVer
Case Study: Framed Goals • Increase
parents’
awareness
of
the
value
of
play for
their
child’s
development
‐
physical,
social, emo2onal,
and
cogni2ve • Provide
families
in
targeted
neighborhoods
with choices
of
safe
outdoor
play
areas
within
4
blocks of
where
they
live • Expand
neighborhood
places
for
outdoor
play: playgrounds,
KaBOOM!,
sidewalk
playgrounds • Build
a
cross‐sector
network
of
partners
to advocate
for
increased
play
opportuni2es
for children
in
their
neighborhoods
Case Study: Platforms for Action • Community
engagement:
Community conversa2ons
around
play • Partners:
Mayor’s
office,
Park
&
Rec,
Landscape Architecture
School,
library,
Boys
and
Girls
Club • Training:
Train
neighborhood
parents
as playworkers • Museum
events:
Intergenera2onal
Play
Par'es, Co‐host
Ul2mate
Block
Party • Research:
Map
exis2ng
and
poten2al
play
areas
in each
neighborhood;
collect
parent
play
memories
A Case for Public Value • Achieve impact for the community • Be recognized as benefiting the community • Provide coherence across complex tasks • Get everyone on the same page • Support team approach • Use resources more efficiently
Starting Where You Are • Use
the
opportunity
to
ar2culate
your museum’s
community
impact
as
you: – Develop
a
case
for
support
for
a
new
museum
or
a capital
campaign – Conduct
a
strategic
planning
process – Build
on
an
area
with
significant
poten2al
for
impact where
you
are
already
strong – Formulate
your
next
ini2a2ve,
i.e.
health,
using
a community
centered‐museum‐framed
approach – Do
a
MAP
self‐study
or
Good
To
Grow
self‐study
Resources • Measuring Public Value. V.S. Yocco, J. Heimlich, E. Meyer. And P.Edwards. Visitor Studies, 2009, 12(2), 152-163. • Being Purposeful: Planning for, Initiating, and Documenting Public Value. L. Dierking. ASTC Dimensions. January-February 2010. • Raising the Bar: Aiming for Public Value. M.E. Munley. Journal of Museum Education, Vol. 35, No. 1. Spring 2010. Pp. 21-32.
Resources • Museums, the Public, and Public Value. C. A. Scott. Journal of Museum Education, Vol. 35, No. 1. Spring 2010. Pp. 33-42. • Intentionally Fostering and Documenting Public Value. Lynn Dierking. Journal of Museum Education, Vol. 35, No. 1. Spring 2010. Pp. 9-19. • Advocating the Value of Museums. C. A Scott. Presented at INTERCOM/ICOM, Vienna 20th August 2007. www.intercom.museum/documents/ documents/CarolScott.pdf.
Resources • Leading Where it Matters: Measuring Success in the Art Museums of Minneapolis. M.L. Anderson, CEO Indianapolis Museum of Art. April 1, 2008. • Outcomes Framework for Museums, Libraries and Archives. www.mla.gov.uk/what/raising_ standards/improvement/~/media/Files/pdf/200 8/outcomes_framework_v2.ashx. Also attend: From Nice to Necessary. May 19 at 10:45. InterActivity, Houston
Thank you! • Questions? • Discussion
Contact Information Jeanne Vergeront Vergeront Museum Planning 612.879.8979 jwverg@earthlink.net 2731 Fremont Avenue South Minneapolis, MN 55408 www.vergeront.com

More Related Content

Building Public Value

  • 1. Connecting the Dots: Building Public Value for Children’s Museums Association of Children’s Museums Leadership Call March 29, 2011 VERGERONT 

MUSEUM 
PLANNING
  • 2. Goals for Today’s Call • Clarify what public value is and how it benefits museums • Walk through steps in building public value • Practice a shared way to describe public value • Illustrate with examples • Questions and open discussion
  • 3. Public Value by Many Names… …Relevance, external value, community impact • How can we better serve the public in deeper, lasting ways that also serve our mission? • How will our community will be different in positive, recognized ways because our museum exists?
  • 4. Not Just Business as Usual… Public value relies on: • Going beyond taking for granted that a museum is valuable–and that others know it • Being more outwardly focused • Deciding what museum role best serves the community • Aligning museum mission and operational capacity with community priorities • Demonstrating changes in social conditions
  • 5. Connecting the Dots Deliberately connecting: • Community challenges • Museum’s strategic interests • Public good • Framed goals • Platforms for action • Outcomes • Measurement
  • 6. Community Challenges • What critical issues face your community? • A change in perspective: – From assuming the museum knows what the community needs, or should need – To understanding community pressures • Sources: existing studies, needs assessment, census data, Kids Count • From the field…
  • 7. A Museum’s Strategic Interests • Which aspects of the museum’s strategic interests are most relevant to issues facing the community? • A museum’s strategic interests relate to: – its mission – the audience – what the museum does reliably well – what other local players contribute–or don’t – where the museum’s existing relationships are strong
  • 8. A Museum’s Strategic Interests • Possible areas of positive change: – Increase civic engagement around children – Improve children’s quality of life – Increase parental involvement in children’s learning – Improve workforce capacity – Mitigate environmental issues • Identify where the museum can build strong strategic connections between its priorities and those of the community • From the field…
  • 9. Public Good • What does the museum intend to accomplish and for whom? • Identify a community impact that: – Aligns with community priorities and museum interests – Goes beyond internal priorities – Considers personal, social, and economic benefits – Extends beyond a museum visit for long-term impact
  • 10. Public Good • Review
related
studies
and
effec2ve prac2ces
that
give
direc2on
for
framing goals
and
provide
confidence
that
the
effort is
likely
to
be
successful • On‐going
documenta2on
of
the
museum’s impact • From the field…
  • 11. Framed Goals • What does the museum need to accomplish to produce those results? • Frame goals that are: – Long-term – Well-defined – Directed to specific group(s) – Actionable – Connected with and build on one another – Targeting desired changes • From the field…
  • 12. Platforms for Action • What strategies will help accomplish the goals? • Strategies: – Varied (community engagement, partnerships and networks, technologies, advocacy, research and dissemination; facilitated experiences) – Build on museum competencies – Linked to goals
  • 13. Platforms for Action • What resources and activities will support the strategies and help accomplish the goals? • Resources should: – Align with strategies and goals – Be within the museum’s operational capacity • Examples: – Ability to convene partners – Expertise, internal or through partnerships – Internal processes and practices – Programs: access, professional development – Funding • From the field…
  • 14. Outcomes • What does the change look like and for whom?
  • 15. Metrics • How
will
you
know
the
extent
to
which your
museum
is
having
an
impact?
  • 16. A Case Study Follow the steps in building public value as a children’s museum serves its community while serving its mission
  • 17. Case Study: Community Challenges • Limited
play
opportuni2es,
or
play depriva2on,
for
children
in
low‐income
city neighborhoods
where
high
density
housing and
small
yards
along
with
high
crime makes
children’s
outdoor
play
limited
and unsafe
  • 18. Case Study: Museum’s Strategic Interests • Mission:
Engage
children,
connect
families,
and build
community
through
the
joy
of
play
and
the wonder
of
learning. • Target
audience:
Children
8
years
and
under, their
parents,
caregivers,
and
teachers • Strategic
interest: – The
value
of
play
and
its
benefits
to
a
child’s
well‐being and
development:
social,
cogni2ve,
emo2onal,
and physical. – Museum
serves
children
and
their
parents
  • 19. Case Study: Public Good • Social/community
value – Stronger
community – Safer
neighborhoods – Healthier
children • Area
of
change:
Regular,
posi2ve,
and
safe outdoor
play
experiences
for
the
4,000
children, 3
through
8
years
in
3
adjacent
city neighborhoods:
Elliot,
Powderhorn,
and
WhiVer
  • 20. Case Study: Framed Goals • Increase
parents’
awareness
of
the
value
of
play for
their
child’s
development
‐
physical,
social, emo2onal,
and
cogni2ve • Provide
families
in
targeted
neighborhoods
with choices
of
safe
outdoor
play
areas
within
4
blocks of
where
they
live • Expand
neighborhood
places
for
outdoor
play: playgrounds,
KaBOOM!,
sidewalk
playgrounds • Build
a
cross‐sector
network
of
partners
to advocate
for
increased
play
opportuni2es
for children
in
their
neighborhoods
  • 21. Case Study: Platforms for Action • Community
engagement:
Community conversa2ons
around
play • Partners:
Mayor’s
office,
Park
&
Rec,
Landscape Architecture
School,
library,
Boys
and
Girls
Club • Training:
Train
neighborhood
parents
as playworkers • Museum
events:
Intergenera2onal
Play
Par'es, Co‐host
Ul2mate
Block
Party • Research:
Map
exis2ng
and
poten2al
play
areas
in each
neighborhood;
collect
parent
play
memories
  • 22. A Case for Public Value • Achieve impact for the community • Be recognized as benefiting the community • Provide coherence across complex tasks • Get everyone on the same page • Support team approach • Use resources more efficiently
  • 23. Starting Where You Are • Use
the
opportunity
to
ar2culate
your museum’s
community
impact
as
you: – Develop
a
case
for
support
for
a
new
museum
or
a capital
campaign – Conduct
a
strategic
planning
process – Build
on
an
area
with
significant
poten2al
for
impact where
you
are
already
strong – Formulate
your
next
ini2a2ve,
i.e.
health,
using
a community
centered‐museum‐framed
approach – Do
a
MAP
self‐study
or
Good
To
Grow
self‐study
  • 24. Resources • Measuring Public Value. V.S. Yocco, J. Heimlich, E. Meyer. And P.Edwards. Visitor Studies, 2009, 12(2), 152-163. • Being Purposeful: Planning for, Initiating, and Documenting Public Value. L. Dierking. ASTC Dimensions. January-February 2010. • Raising the Bar: Aiming for Public Value. M.E. Munley. Journal of Museum Education, Vol. 35, No. 1. Spring 2010. Pp. 21-32.
  • 25. Resources • Museums, the Public, and Public Value. C. A. Scott. Journal of Museum Education, Vol. 35, No. 1. Spring 2010. Pp. 33-42. • Intentionally Fostering and Documenting Public Value. Lynn Dierking. Journal of Museum Education, Vol. 35, No. 1. Spring 2010. Pp. 9-19. • Advocating the Value of Museums. C. A Scott. Presented at INTERCOM/ICOM, Vienna 20th August 2007. www.intercom.museum/documents/ documents/CarolScott.pdf.
  • 26. Resources • Leading Where it Matters: Measuring Success in the Art Museums of Minneapolis. M.L. Anderson, CEO Indianapolis Museum of Art. April 1, 2008. • Outcomes Framework for Museums, Libraries and Archives. www.mla.gov.uk/what/raising_ standards/improvement/~/media/Files/pdf/200 8/outcomes_framework_v2.ashx. Also attend: From Nice to Necessary. May 19 at 10:45. InterActivity, Houston
  • 28. Contact Information Jeanne Vergeront Vergeront Museum Planning 612.879.8979 jwverg@earthlink.net 2731 Fremont Avenue South Minneapolis, MN 55408 www.vergeront.com