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Nema Mccauley 09
- 4. Museums must not be afraid to innovate when crisis strikes Museums do their best work when they embrace public service as a core mission Museums have the potential to do even better when they think beyond the current crisis at hand and look into the future
- 5. …think beyond the current crisis at hand and think into the future
- 6. “It is clear that non-profits will, increasingly, leverage the power of relationships (through social media, e-mail, in-person requests, text messaging and more) to spark action around issues using new technologies.” March 2009 Fundraising Success Sarah Durham Think into the future
- 7. Twitter and YouTube Across the board Facebook Mid 20’s and up My Space Generally for teens and young adults 18-23
- 8. “We find that if a donor is engaged in our on-line community, their average gift is 50% higher than a donor who is only responding through direct mail.” Roy Jones Liberty University Lynchburg, VA
- 10. “As non-profits, museums are built to survive, not to succeed. Unlike startups and rock stars, museums aren’t structured to shoot for the moon and burn up trying. They’re made to plod along.” Eric Siegel New York Hall of Science
- 11. “….problems arise when the desire to sustain overcomes the desire to be superlative and more resources go to surviving than succeeding.”
- 12. “For some museums, awesomeness has never been part of the mission statement or core services.”
- 13. AWESOMENESS
- 14. List your core services that people depend on and need to survive 2. List services you provide that make you awesome. Identify what draws people to your door, gets them excited, and connects them passionately with your content.
- 15. “It’s not enough to relegate these grand, heroic goals to mission statements. We have to pursue them – foolishly or rashly or successfully in our activities every day.”
- 16. Pursue grand and heroic goals everyday!
- 17. Move out of survival mode, think into the future, and reach for 1 AWESOMENESS
- 22. During the crisis be especially aware that you preserve the core values of your museum 2
- 24. “Enduring great companies preserve their core values and purpose while their business strategies and operating practices endlessly adapt to a changing world.”
- 27. Focus on what you can do better than any other organization – in other words – What can we be the most awesomest at? 3
- 28. The good to great companies understood that doing what you are good at will only make you good; focusing solely on what you can potentially do better than any other organization is the only path to greatness.
- 29. Invite your donors to be part of your awesomeness 4
- 31. “When the economy finally swings upward and more wealth is created, that wealth will go to the relationships created when the economy was down.”
- 32. Summary Move out of survival mode, think into the future 1
- 33. During this crisis be especially aware that you preserve the core values of your museum 2
- 34. Focus on what you can do better than any other organization 3
- 35. Invite your donors to be part of your awesomeness 4
Notes de l'éditeur
- In the first article Ms. Schwarzer looks at the years 1930 to 1935 when Museum professionals had no road map and were completely caught off guard when Depression hit. After citing examples of innovation and creativity shown Museums of the day she concludes with three lessons learned from these case studies that stood out to her and are quite relavent to us now.
- Cl 1. Museums must not be afraid to innovate when crisis strikes.Cl 2. Museums do their best work when they embrace public service as a core missionCl 3. Museums have the potential to do even better when they think beyond the current crisis at hand and into the future. She felt that Depression-era Museums fell short in the third lesson:
- She urges us to think beyond the current crisis and think into the future. So I asked myself….how can we as fundraisers think into the future at a time like this?One thing I know and that is that the world of technology is bearing down on all of us and it has to be a part of how we think about the future and the role is plays in lives of future Museum donors
- Sarah Durham stated in the most recent issue of Fundraising SuccessIt is clear that non-profits will, increasingly, leverage the power of relationships through social media, e-mail, in-person requests, text messaging and more) to spark action around issues using new technologies. Right now it is clear that as fundraisers we can’t be spending enough time and resources into looking at new technologies and how they will become a key component of fundraising and relationship building strategies in the future. And we need to take responsibility for educating our boards on the values of these new technologies. If your board is like my board the thought of a Longyear Facebook page required a lengthy conversation with the younger members of our staff. It’s a well known fact that the demographics for social net-work users always trend older and more educated than most people believe.
- It might be helpful to review the demographic breakdown….Twitter and YouTubeAcross the board audienceFacebookAudience of Mid 20’s and upMy Space Generally for teens and young adults 18-23While some say that these sites act as engagement devices and build branding familiarity, others are finding that you can’t write off social networks as they relate to fundraising. In the same article I cited from Fundraising Sucess Roy Jones from Liberty University is quoted as saying .
- We find that if a donor is engaged in our on-line community, their average gift is 50% higher than a donor who is only responding through direct mailCreating a social networking plan that drives your Museum into the future, if you don’t already have one, is one way to think beyond the current crisis and into the future. 42 Fundraising
- The second article from Museum that caught my eye Deliberately Unsustainable , has a brutally honest and forward thinking message for us…Nina Simon quotes Eric Siegel, director of the New York Hall of Science at the beginning of the article.
- …as nonprofits, museums are built to survive, not to succeed. Unlike startups and rock stars, museums aren’t structured to shoot for the moon and burn up trying. They’re made to plod along.
- Ms. Simon goes on to say that problems arise when the desire to sustain overcomes the desire to be superlative and more resources go to surviving than succeeding. But here is my favorite thing she has to say because I think it may just be the key to winning this battle….
- “For some museums, awesomeness has never been part of the mission statement or core services.”