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Home My WebLink AboutPACKET Community Development 1993-06-03. Community Development Committee Thursday, June 3, 1993 10:00 A.M. Page No. 1. Advertising Report a. Year-to-date 1-6 b. Highway 7 Scenic By-way - Memorandum of Understanding (information) 7 - 13 2. Museum Report a. Grounds Maintenance 14 - 15 b. Report 16 - 18 3. Reports 4. Adjourn NOTE: The Community Development Committee reserves the right to consider other appropriate items not available at the time the agenda was prepared. 1 Community Development Committee Advertising Report 6/3/93 a) Progress Report on 1993 Advertising Response 1. VACATION PACKETS MAILED AS OF 5/31/93: 46,584 This level of response activity puts us 5.35% behind the same period in 1992. Reasons for this seem to be a combination of changes in creative, and changes in the media buy. We are addressing the creative question with the fall ads by using an image and copy line that was successful in 1992. The month-by-month comparison shown in Table la fails to indicate any pattern or trend. c â‚¬ 2. TELEPHONE INQUIRIES AS OF 4/30/93: 15,100 Much the same story as the number of packets, with telephone activity being down 7. 95% compared to the same period in 1992. With packet requests being the dominant activity at this time of year, it is no surprise that telephone activity generally follows the same path. Table IIa is every bit as confusing as Table la above. b) Peak-to-Peak Scenic Byway Interest Group Memorandum of Understanding. For your review - this MOU between TARP (Boulder County) and public entities in Larimer and Gilpin Counties, which comprise all counties along the Peak to Peak Scenic Byway, will establish the cooperative linkages required to develop the Corridor Management Plan for the Peak to Peak Scenic By-way. c) Projects 1. Estes Park's full-page, four-color, seasonal kick-off ad ran in special sections of the Post and the News on Sunday May 23rd. 2. Our first 3x10" event ad (Wool Market) for 1993 will run in the News and Post this Friday (6/4) and next Wednesday 6/9 and in the front range dailies during next week. 3. Our new lure brochure will be printed within the next ten days. W , Estes Park Packet Requests Estes Park Advertising Program 49,215 50-" /4-&--4 46,584 44.198 V./4.j Q 4.110 45 -" 4~---t~ 9-:r' 40-~ ,B.1.- 4 33,594 1 35-Z â‚¬ 7,1 g 30 -~ 4 28,506 /3 ' 22 6 /2 0 251 1 NONâ‚¬< An g 202/ \Ne- 1% di '' ir*f. F.-1-44> -' 151 ss 41 â‚¬ \ I #u;Ar#/S9 f WA LA ~b, \ It Â¥ 99*:Et 112Â»2 ~16-44*2Â«; 1 il 1989 1991 1993 1990 1992 TABLE I: Year-to-Date May 2 ' Packet Requests by Month Estes Park Advertising Program 25- 20 15- 10 .~. ~ 1--i~t ~,~. ~i ~~ ~. i. 5- 0 JAN MARCH MAY JULY SEPT NOV FEB APRIL JUNE AUGUST OCT DEC TABLE la ~ 1989 ~ 1990 Â§*7 1991 EE@ 1992 ~ 1993 3 (Thousands) ..lili............ \\..\ . Estes Park Telephone Inquiries Estes Park Advertising Program 18-" 16,404 16-1 14,531 ** _~p p&**4* 15,100 14/ lip 12-/ 11,029 % 10-/ 8,629 P.71 4 1 4.1 Â« 4 0 -4 1 1 Â»Â«LA 1989 1991 1993 1990 1992 TABLE 11: Year-to-Date April 4. Telephone Inquiries by Month Estes Park Advertising Program I .1 \ 2 0 -2 ...... m... Bild-41.4 3//b a k-: 9-9 JAN' MARCH MAY JULY SEPY NOV FEB APRIL JUNE AUGUST OCT DEC TABLE Ila 1989 ~ 1990 =7 1991 EÂ®I 1992 ~ 1993 Shop the Market The Estes Park Wool Market June 12th & 13th Learn about fibers: see 5-member sheep-to-shawl teams compete, yarn being hand-spun, wool fleece competitions. Watch sheep, goat, alpaca and 11ama shows, and learn about their wool fibers. You can watch (or take part in) a private treaty Ilama sale, too! Bring the kids: our children's tent will , / listes n involve the youngsters in felting, weaving, ' ' j par~V a. - and other fiber arts that the kids (and you) 6/E,EÂ¥3'L) will enjoy learning to do. MARICET Shop the market: select from beautifully crafted garments and ~ -, 4 fiber related art. You'll also find raw JI~ ~ fibers, yams, and fiber art supplies 1 I-b for your own projects. Admission is free; parking $1; starts at 9 a.m. both Saturday 43. and Sunday. Estes Park Fair- grounds, Highway 36, south of Lake Estes, Call 586-6104 for details. -- 1 - d. .# ./.. M *tf, . - I /''f ./... ..1 r ,"0 '6 1 1 .r , + 4 1- i,W' Â· â€¢q I 'llk'., 1 1 J, . . '1 '#.4'JI' A. 0 1 . 3 , r 4% -Ir- 5 ' *7 7 4,00 ..0, IIQUI UziuMA~i #AN, 16 t&Estes Park GATEWAY TO ROCKY MOUNTAIN NATIONAL PARK For information on events, call 1-800-44-ESTES, ext. N3 Estes Park, Colorado. 6 ~ Tourism And Recreation Partnership 1705-14th Street, Box 211 - Boulder, Colorado 80302 . Judy Rydlun Administrative Assistant (303) 786-9666 To: H. Bernerd Dannels, Mayer - Tow,n Â©f'Estesi Pa;1~~D From: Jonelle Nuckolls, Cha(f~~1~8Â®~c,ftp<0?(EInterest Group Date: May 27, 1993 . 1. 1 SUB J: Memorandum of Understanding (MOU) Attached please find a copy of the Memorandum of Understanding (MOU) developed by public and private sector representatives from Boulder, Gilpin, and Larimer counties, regarding planning and management activities for the Peak to Peak Scenic and Historic Byway. Each participating agency has, as required, had their legal counsel review the final version of the MOU. On behalf of your representative(s), I am requesting that each participating agency take the necessary action to approve the MOU by forwarding a dated signature page, or other appropriate document, attesting to the items outlined therein to the address listed below. Our goal is to have the MOU approval process completed by June 30, 1993. If you have any questions please don't hesitate to contact me at (303) 492-0292 or your agency representative (see attached contact list) for assistance. We appreciate your support up to this point and are looking forward to completing the Corridor Management Plan for the Peak to Peak Scenic and Historic Byway. Forward signature page to: Peak to Peak Interest Group c/o TAR-P 1705-14th Street, Box 211 Boulder, CO 80302 1 MEMORANDUM OF UNDERSTANDING between the Tourism and Recreation Program of Boulder County, Inc. and the public and private sector representatives of Boulder, Gilpin, and Larimer Counties and the Federal Agencies listed in this document. Whereas the Tourism and Recreation Program of Boulder County, Inc. (TARP) is recognized by the State Scenic and Historic Byways Commission as the managing organization for the Peak to Peak Scenic and Historic Byway, hereinafter referred to as Peak to Peak; and Whereas the Peak to Peak transcends the boundaries of three counties including Boulder, Gilpin, and Larimer; and Wherear TARP recognizes that its mission, which is to stimulate economic development through tourism in Boulder County, does not sufficiently represent the interests of other interests in Gilpin and Larimer Counties; and Whereas TARP recognizes the need to equally represent all interests along the Peak to Peak; and Whereas TARP has agreed, at the request of the representatives from Gilpin and Larimer counties, to continue to be the managing organization for the Peak to Peak; now therefore, a Memorandum of Understanding (MC)U) is made and entered into by and between the Tourism and Recreation Program of Boulder County, Inc. (TARP) and public and private sector representatives from the counties of Boulder, Gilpin, and Larimer including but not limited to the municipalities of Black Hawk, Central, Estes Park, Lyons, Nederland, and Ward; the U.S. National Park Service - Rocky Mountain National Park; and the U.S. Forest Service - Arapaho and Roosevelt Forests; along the Peak to Peak Scenic Byway Corridor, hereinafter referred by their name or initials or collectively as the Scenic Byway Interest Group. L Purpose The purpose of this MOU is to establish a framework of cooperation between TARP and the public and private sector representatives from Boulder, Gilpin, and Larimer Counties, Rocky Mountain National Park, and Arapaho and Roosevelt National Forests in order to manage the Peak to Peak Scenic and Historic Byway.1 TARP and the Scenic Byway Interest Group propose to work-together to jointly develop a Corridor Management Plan which will outline strategies for the enhancement, protection, marketing and management of the Peak to Peak as a recreational, cultural, ecological and educational tourism and economic resource for the tri-county region. This effort will be pursued within the context of land use management goals, objectives, and policies of the Scenic Byway Interest Group's respective members. 1Note that all residents of unincorporated communities shall be represented by their respective county and Chambers of Commerce by their respective municipality. 8 TARP-moufinal.doc - 2 IL Applicable Laws and Regulations All assistance provided under this MOU and subsequent agreements shall be in accordance with federal, state of Colorado, and local laws and regulations. III. Applicable Clauses 6.1 - Equal Access. During the performance of the Agreement, the parties agree to abide by the terms of Executive Order 11246 on non-discrimination and will not discriminate against any person because of race, color, religion, sex or national origin. The parties will take affirmative action to ensure that applicatns are employed without regard to their race, color, religion, sex or national origin. 6.2 - Conflict of Interest. No member or delegate to congress or Resident Commissioner shall be admitted to any share of part of this Agreement, or to any benefit that may arise therefrom, but this provision shall not be construed to extend to this Agreement if made with a corporation for its general benefit. 6.3 - Drug Free Workplace.- All parties will comply with the requirements of 41 U.S.C. section 702, the Drug Free Workplace Act of 1988, which requires cooperators to prohibit the use of drugs in the workplace and establish drug free awareness programs. IV. Statement of Mutual Interest and Mutual Benefits The public and private sector representatives from Boulder, Gilpin, and Larimer counties along with those Boulder County public and private interests associated with TARP are dedicated to the wise development and management of the Peak to Peak corridor which serves as a significant recreational, cultural, ecological and educational tourism and economic resource for all parties. In addition, the Scenic Byway Interest Group recognizes that it is important to increase resident and visitor awareness, knowledge, and appreciation of this resource. Visitors to the Peak to Peak and local interests can be better served by TARP and the Scenic Byway Interest Group working together toward mutually developed objectives that contribute to the missions and policies of the individual agencies and organizations. V. TARP agrees, as available funding permits, to: A. Serve as the managing partner to coordinate and guide activities relating to developing the Corridor Management Plan. B. Conduct regular meetings with the Scenic Byway Interest Group to carry out the mutually agreed upon activities of the Corridor Management Plan. C. Review referrals of proposed development activities and/or land uses in accordance with the State Scenic Byway Commission's byway designation criteria and submit copies of these reviews to the Scenic Byway Interest Group for recommendations. 9 TARP-moufinal.doc - 3 D. Prepare an annual report to all Scenic Byway Interest Group participants summarizing the activities and financial transactions related to the Peak to Peak. E. Maintain contact with the State Scenic and Historic Byway Commission and relay information to the Scenic Byway Interest Group on all matters related to the Peak to Peak. F. Maintain an up-to-date list of the principal contacts for each representative of the Scenic Byway Interest Group. VI.Where appropriate and as available funding permits, The Scenic Byway Interest Group agrees to: A. Coordinate ideas, activities, and initiatives to develop the required Peak to Peak Scenic and Historic Byway Corridor Management Plan which is scheduled to be completed by January of 19942. This plan will guide the enhancement, protection, preservation, and marketing of natural, scenic, recreational, and cultural resources, attractions and traveler services, with an emphasis on sustainable development policies and practices that are socially and environmentally sound. Ultimately, the plan implementation will increase awareness and understanding on the part of the users (residents and visitors) of the unique features of the Peak to Peak and expand opportunities for recreational and cultural experiences. The planning framework agreed upon at the October 1992 State Scenic Byway Workshop will serve as a guide to developing the Corridor Management Plan. The Scenic Byways Interest Group suggests that specific planning activities will include but not be limited to: â€¢ gathering information - assessing current Peak to Peak representation and levels of community involvement, inventorying existing resources and services, conducting market analyses, evaluating existing and proposed development and improvement plans and projects, and evaluating the effectiveness of various strategies once the plan is implemented; â€¢ developing a mission - defining the purpose for the Scenic Byway Interest Group and identifying whom the Scenic Byway Interest Group is serving; â€¢ identifying values and creating a vision - determining what is essential in order to maintain or enhance the quality of life desired by the public and private tourism and non- -lourism interests who may be directly or indirectly impacted by the enhancement, protection, and marketing activities proposed for the Peak to Peak, and formulating a 2On October 20, 1992 a resolution was passed by the 17 Scenic and Historic Byways of Colorado which states that "...While each Byway currently has completed portions of the Byway Management Plan, it is the intent of each Byway and resource partner, to the maximum extent possible in their judgment, to complete their initial Byway management plan using these guidelines [the planning guidelines developed at the October 19 and 20 meeting] as a tool, and to do so by the end of 1993." 10 TARP-moufmal.doc - 4 vision statement of how the Peak to Peak should be managed at the present and in the future; â€¢ idenafying critical concerns, constraints, and opportunities - identifying and addressing concerns, constraints, and opportunities on the part of both public and private tourism and non-tourism interests as they relate to the planning and management of the Peak to Peak; â€¢ establishing goals - developing broad statements which describe the key focus areas of the Corridor Management Plan. Based on guidelines from the State Scenic Byways Commission, these key areas include but are not limited to enhancement, protection, marketing, and management; â€¢ establishing objectives and actions - further defining how each goal will be achieved; setting timelines and assigning responsibilities to the various Scenic Byway Interest Group partners, and identifying, evaluating and pursuing human and financial resources to carry out the objectives; and â€¢ evaluating progress and mod*ing the plan - developing formal and informal mechanisms by which to measure the effectiveness and progress of the plan, and updating the plan as necessary. B. Through the respective review processes of each Scenic Byway Interest Group partner, determine if existing and proposed land use polices, regulations, and development plans are compatible with the State and Federal Scenic and Historic Byway designation criteria and evaluate alternatives to attempt to achieve compatibility. C. To work with and respect the concerns and desires of local residents and land owners that may be directly or indirectly affected by the Corridor Management Plan. D. Subject to appropriation and individual agency and organization review, provide funding ------63) and/or inkind support and services for agreed upon projects that will implement the Corridor Management Plan. Subsequent cooperative agreements will be executed if funding is made available. E. Organize, encourage, and participate in community activities that foster understanding about how the Peak to Peak serves as a tourism resource that can help to diversify the economies of local communities and at the same time contribute to the overall quality of life for residents. F. Develop grant proposals, review and support site specific projects and initiatives in accordance with the goals of the existing Peak to Peak Plan (Exhibit "A")3, and initiate projects related to the Peak to Peak. 3This item will evenulally be amended to include the official Peak to Peak Scenic and Historic Byway Corridor Management Plan which will be the revised version of the original plan developed as part of the designation process. 11 TARP-moufinal.doc - 5 .. G. Formally review and consider adopting the Corridor Managment Plan into municipal, county, and federal agency plans. H. Work together to access funds for agreed upon projects that will implement the Corridor Management Plan and coordinate these funding efforts through TARP. I. Nothing in this MOU is intended to affect ongoing relationships between parties. -~ J. Nothing in this MOU shall obligate the Scenic Byway Interest Group participants to appropriate or expend funds or to enter into any contract or other obligations. K. Unless terminated under the terms of VI. "L" below, this MOU will remain in effect until January 31 of 1996, at which time it will be reviewed to determine whether it shall be renewed, modified, or terminated. L. This MOU may be modified or amended upon written request of any party and the concurrence of all other Scenic Byway Interest Group participants. Any party of this MOU may terminate its participation with 15 days written notice to TARP. Such termination will not affect the participation of the remaining parties. During this period, the parties will actively attempt to resolve any disagreement. VII. Principal Contacts To provide for consistent and effective communication between the Scenic Byway Interest Group participants, each of the participants shall appoint a representative to actively participate in the discussions and activities pursued under this MOU. A list of individuals who will serve as these representatives including name, organization, county, title, address, phone, and FAX number will be maintained by TARP. These contacts may be changed at the agency's discretion with notice to TARP. VIIL IN WITNESS WHEREOF, the parties hereto have executed this MOU as of the last written date below: Signature, name, title, organization, address, phone, and FAX of all participants (see attached signature pages from each agency). 12 TARP-moufinal.doc -6 Agencies Participating in the Memorandum of Understanding (MOU) Homer Page, Chairperson Frances Brackett, Mayor Boulder County Commissioners Town of Lyons P.O. Box 471 P.O. Box 49 Boulder, CO 80306 Lyons, CO 80306 Ph. (303) 441-3500; FAX (303) 441-4525 Ph: (303) 443-3956; FAX (same) Ralph Knull, Commissioner Bryan Brown, Mayor Gilpin County Town of Nederland 262 Ronnie Rd. P.O. Box 396 Golden, CO 80403 Nederland, CO 80466 Ph:.(303) 642-7857; FAX (303) (303) 258-3266; FAX 444-0393 Name, Title Diane Hill, Mayor Larimer County Town of Ward P.O. Box 357 Ward, CO 80481 Ph: Unpublished Kathryn Eccker, Mayor Homer L. Rouse, Superintendent City of Black Hawk Rocky Mountain National Park P.O. Box 17 U.S.D.I. National Park Service Black Hawk, CO 80422 Estes Park, CO 80517 Ph: (303) 642-3719; FAX (303)582-0429 Ph. (303) 586-3565; FAX (303) 586-4702 Richard Allen, Mayor M.M. Underwood, Jr., Forest Supervisor City of Central Arapaho and Roosevelt National Forests P.O. Box 249 U.S.D.A. National Forest Service Central City, CO 80427 240 West Prospect Rd. Ph: (303) 573-0247; FAX: (303) 642-0429 Fort Collins, CO 80526 Ph. (303) 498-1100; FAX (303>498-1010 H. Bernerd Dannels, Mayor Town of Estes Park Scott Bruntjen, 1993 President P.O. Box 1200 TARP Estes Park, CO 80517 1705 - 14th Street, Box 211 Ph. (303) 586-5331/FAX: (303) 586-2816 Boulder, CO 80302 Ph. (303) 786-9666; FAX (303) 449-7981 13 MEMORANDUM TO: Bill Linnane, Public Works FROM: Lynn Swain, Museum DATE: May 26, 1993 RE: Museum Grounds Here's my understanding of who's doing what regarding the list of tasks needed to be done at the Museum. Please let me know if this matches withyour---doncep Thanks to your crew for the haâ‚¬'Cipped space revisions. WW\look forward to our flowers ! 1/~ -99mmunity Service Volunteer Crew (scheduled for 6/6/93): sweep- -sÂ·i-lt--at_driveway edges- // rake yard & remove rocks --- -pile rocks at N side of driveway entrance to fill bed detail edges of berms with rocks fill fence holes repair and level timbers on walk edges removing dead trees cleaning trash, dead trees, old signs, cinderblocks etc. removing loose hoses removing bird houses loading truck full of trash materials sinking nails on NPS porches Chiefs (as part of landscaping contract): filling & seeding trench line to sign filling & seeding holes left from dead tree removal berms with black soil & seeding Public Works Contractor (Dean Hiatt, 6/7-11/93): moving wagons & farm equipment to new line trimming tree at back door filling & grading walks to top level of timber sides removing lumber pile at NW corner of NPS building removing rock pile underneath rock edging to berms? anything not completed by Community Service crew - /904 Town Crew: mow grass south of driveway/after rocks removed handicapped parking spac% painting - DONE handicapped-parki-Figsigheight - DONE plant &grrfaintain flowers~in beds as follows: - kIiZer=-tree-15â‚¬Eween driveway & museum - two rectangular beds by museum entrance - whiskey barrels by museum entrance? (or removed) 14 rain drip at back door (Greg S.) recommendations for planks over drainage ditch at back door weed maintenance at building edges mow grass every 3 weeks this summer Museum Volunteers: putting canvas cover on covered wagon killing gophers & filling holes On hold for now: removing all or part of stone memorial planter repairing concrete curb on SW corner of parking lot driveway patching from tree root damage raising NPS porch to meet ADA requirements regrading walk to meet porch & paving walk Looks like we'll have a lot accomplished before the heavy tourist season starts. I appreciate all your support with this. CC: Gary Klaphake 15 . ' MEMORANDUM TO: Community Development Committee FROM: Lynn Swain, Museum Director DATE: May 31, 1993 RE: Museum Report 1. Statistics - see attached. 2. John Dillon Days - combined with Parade of the Years brought 34 antique, vintage & classic cars to the Museum grounds on Sunday, May 30. Attracted approximately 1360 visitors, 70.6% higher than previous single day attendance record of 797. 3. CWAM Activities - workshop notes attached as requested. Annual meeting was May 13-16, written report with next month's Museum report. Purchasing Cooperative recieving national attention. 4. National Need Assessment - survey Of small, emerging, minority, and rural museum conducted by the Institute of Museum Services for Congress. Executive summary attached. 5. Staffing - Rachel Bolenske has resigned to be the night manager at Laura's Fudge for the summer. Melissa Roberts, just completing her sophomore year, will replace her as our work study student. 6. Facilities Improvements - a) Landscaping - EVIA Will contribute $200 to wildflower seeds. Community Service crew will do annual cleanup on June 6. b) New Roof - complete. c) New Phone System - installed, will be linked to Town system within 2 weeks. d) Shelving installed in L&P building. -> 7. Ice Cream Social - scheduled for 3:00 pm, Monday, June 21 at t.~le Museum, Town Trustees and Department Heads invited. 16 Estes Park Area Historical Museum MONTHLY STATISTICS April 1993 VISITATION Aticndanm Days open Visitor count Average/day April 1993 8 237 29.6 April 1992 8 226 28.2 % Change 0 +4.9% +4.9% YTD 1993 18 713 39.6 YTD 1992 18 35.3 % Change 0 (293/ +12.1% Geographic Breakdown Local Rest of Colorado Rest of United States Foreign April 1993 75 80 80 2 % of total 31.6% 33.8% 33.8% 0.8% YTD 1993 275 267 165 6 % of total 38.6% 37.4% 23.2% 0.8% April 1992 58 111 52 5 % of total 25.6% 49.1% 23.1% 2.2% YID 1992 261 240 120 15 % Of total 41.0% 37.7% 18.9% 2.4% Camgories Adults Children Members Families Groups Other April 1993 78 16 19 45 54 25 % of total 32.9% 6.8% 8.1% 10.5% 22.8 1(15% YTD 1993 335 40 163 74 54 47 % of total 46.9% 5.7% 22.8% 10.4% 7.6% 6.6% OUTREACH PROGRAMS Number Attendance April 1993 8 324 April 1992 9 207 + 4000 Radio % Change - -11.1% +56.5% YTD 1993 26 1234 + 1000 TV YID 1992 23 844 + 4000 Radio % Change 13.1% 46.2% 17 RESEARCH REQUESTS Number April 1993 4 Y'ID 1993 23 TOTAL PATRONS SERVED BY MUSEUM YTD 1993 2,507 MEMBERSHIP Individ. Family Contrib. Business I.ife Total April - New 7 10 1 1 0 19 April - Renew 11 18 6 8 0 43 Currrent Total 101 155 39 37 61 393 VOLUNTEERS Number Hours In-kind cost (at $9.20 average) April 1993 30 125 $1,150 YTD 1993 57 699 $6,431 18 i CWAM WORKSHOP FLIPCHART NOTES April 23, 1993 ISSUES FROM PANEL PRESENTATIONS Mike Rock: â€¢Assumption of inherent worth of arts/cultural organizations â€¢Community role different under Amendment 1 â€¢Need to reexamine roles on larger scale, how government does business â€¢Don't know what museum employees do â€¢May be "culture clash" between rest of public organizations and .easy, casual" look of museum â€¢Perception of "dlitism" needs to be overcome with facilities â€¢Find ways to cater to audiences without dressing up; make broad base feel comfortable â€¢How much participation is there in cultural organizations vs. sports - provide clear and accurate statistics â€¢Need to participate in all other public activities (can make rules if you play too) â€¢Need for exposure to chamber of commerce-be accessible -attend budget meetings; understand streets, police, community outreach â€¢Make facilities multi-use so they'll see it as a "community asset" and force in the community â€¢Be realistic about facilities George Hix: â€¢Governance-governing board focuses on "quality" not "quantity" â€¢Marketing-use local event to attract people and develop new markets â€¢How to use space more often and better -Storage--adequate? -ADA (access for disabled) â€¢Funding-partnerships â€¢Planning-need clear mission statement/purpose/long term strategic plan supported by the Town â€¢Need to "measure it to manage it" â€¢Community outreach needed â€¢Involvipg private sector-how Dave Kathka: â€¢View that cultural organization is part of tourism and economic development-(positioned that way) â€¢Must be concerned with political agenda of governor â€¢Need to be a politician too â€¢Need to show how museums fit into rest of government services -budget individual jobs â€¢Issue of public perception: that good service is being delivered â€¢Managerial focus vs. program orientation of museums--culture clash exists-translates into museums needing to have strategic plans, etc.; work into other's budget needs â€¢Multiple constituencies-broad constituencies need to be served ("white gloves") â€¢Need to present positive image; get things done, understand other's priorities up front -Advocate--not decided "correctly" doesn't mean didn't listen. -Be prepared to go along with whatever decided 1 . Pat Williams: â€¢What want -How oriented in community--changing image with expansion-where is it still? -Controversy-art vs. historical or both now balance. History still there but seen as lost focus on mission/purpose must be clear. â€¢Visibility/viability-increase both, bring people in, think marketing. â€¢User friendliness-access, shows, hours open, store inside museum, tours for public officials; have commissions, boards, others, meet at museum. do education of public officials. â€¢How does museum add to economy, morale, and image of town?-use rates â€¢Funding priorities-joint efforts between public and private sectors to raise money â€¢Atmosphere of museum-caiming, comforting, quiet, stimulating (multiple use) â€¢Speak common language to not be forgotten Rod Wensing: â€¢Controversy over needs of museum and other groups â€¢Idea-to funding (how?) museum needs to take initiative to raise money â€¢Museum cannot be separate-must be integrated into rest of town's needs â€¢Need for ROI by town â€¢Visitor center-performing arts center-museum. . . which? â€¢Need to develop political savg and cohesive groups General Discussion: â€¢Using history to improve decision-making â€¢Think in Time book used to teach history of politics-used in Public Administration courses â€¢Museums not always seen as educational institutions; reinventing museums in new ways â€¢Need for common language â€¢ Work with press MOST CRITICAL ISSUES â€¢ Understand your city, etc.; speak managerial-- -be present and learn from successful organizations within city, county, etc. -know the larger issues/context -build constituencies so you have supporters â€¢ Know why you're there (why a museum?) â€¢Address expected questions up front THEM - â€¢How to convert museum from special interest to a broad and deep community organization. Examples: banquet facilities in Arvada educational role be a market-based organization â€¢Think economic development and impact of museum (beyond its inherent value) -build commitment and involvement of influential corporations and small businesses 1. Current Strategies: â€¢ we're very visible â€¢provide immediate benefit for participating/attending museum activities â€¢invite public officials only once (or few times) and make it special/make an agreement to attend one â€¢be on the "management team" 2 â€¢create active boards as advocates â€¢pack the audience â€¢select well-respected speakers to represent you â€¢develop your board/recruit people you want â€¢bring the board to CWAM conferences â€¢get participation on a staff level â€¢bring your "enemy" in â€¢use "liaisons" to museum â€¢use kids as tourguides, volunteers ( 14 yrs and up)-gains some family involvement â€¢commissioners or any group visit the museum as part of their regular meetings â€¢P.R.--publicize events â€¢ try to gain recognition and awards (national, etc.) â€¢build links to related efforts-tag on them â€¢start work on what you want to do to get support/increase leverage/visibility 2. Be There! ! Participate regularly and add value â€¢Build (new) constituencies in a (non-threatening) pleasing environment â€¢Keep communicating â€¢Get support lined up in advance â€¢Keep message consistent (we all say the same thing) â€¢Get everyone (public officials) to tour the museum and educate them with hard figures â€¢Develop a more aggressive marketing plan which takes into account needs of the market OBSTACLES â€¢Time â€¢Size of work group -involvement in running museum â€¢Turnover on Council â€¢ Lack of clear priorities (we want to do it all) â€¢Our building â€¢Powerful people need to be on our side . 3 I - CREATING A DIALOGUE BETWEEN MUSEUMS AND PUBLIC OEFICIALS WORKSHOP EVALUATION 1. What were the most helpful parts of today's session? â€¢listening to public officials â€¢meeting Mike Rock â€¢listening to and visiting with public officials â€¢learning what public officials want and need from us â€¢keep your sense of humor â€¢ networking â€¢ public involvement suggestions â€¢meeting members and getting ideas to take home to members of board and council â€¢hearing the "other side's" view of museums â€¢hearing how others in the museum contingent deal with the government (or whoever they must deal with) â€¢knowing others have similar problems-have even solved some â€¢hearing from the public officials--good mix â€¢sharing jdeas with colleagues â€¢There were many helpful aspects of the meeting, notably the presentations by the public officials and the small group presentations. 2. What were the least helpful parts of today's session? â€¢ detailed stories that wandered off the point from a few participants â€¢in "museums only" too many digressions off the main track of , conversation â€¢none-all were worthwhile ':It all helped even though we don't exactly "gc through" city or co'.inty; still need to know and practice,all this. â€¢The general group discussions with the original large groups were sometimes chaotic, though not always. 3. What suggestions do you have for improving similar sessions in the future? â€¢ More specifics from officials on how to speak officialese â€¢ have officials from other than city governments i.e. state and county â€¢provide motel lists for small communities (I got stuck at the Exit 254 Inn) â€¢ good facilitator--well organized--allowed for digression but still stayed on 1 - track â€¢Stressing prioritizing â€¢Staying visible; participating; adding; and sticking with it â€¢I thought it worked well and appreciated the flexibility of not breaking up in the morning sessions â€¢the size was good â€¢ continue to break up large groups into smaller discussion sessions 4. What topics can you suggest for future CWAM professional development workshops? â€¢marketing plan or strategies â€¢Kent's marketing workshop â€¢ very useful in many ways â€¢ Is there a god? â€¢what is the purpose of existence? , â€¢ what is existence? â€¢ do we really exist and who's bringing the beer? â€¢creative ways to build new audiences â€¢ developing procedures and policies for museum staff â€¢ workshop on ways of creating archivally safe storage 2 Institute of Museum Services * National Needs Assessment of Small, Emerging, Minority and Rural Museums in the United States Executive Summary This report presents the findings of an 18-month needs assessment of certain museums in the United States conducted by the Institute of Museum Services in 1991-1992 at the request of Con- gress.1 The purpose of this study is to identify 1) what resources small, emerging, minority, and rural museums need to meet their educational mission; 2) in which areas of museum operation the needs are greatest; and 3) to suggest ways their needs can be met. It is generally perceived that these museums lack sufficient resources to attain adequate levels of professional operation and to fulfill theirpotential as educational and cultural resources. Data in this report is from the re- sponses to a questionnaire mailed to a sample of 524 museums, 12 museums serving as case stud- ies, and representatives of 25 museums in discussion groups. The Findings Small, emerging, minority, and rural museums offer services in all of the nation's communi- ties, from inner city to suburb to remote, rural places. In many cases these museums are the only local cultural resource. A great number of dedicated people work in these museums every day to collect, preserve, and interpret the material, cultural, and scientific heritage of the nation. Taken together these museums account for a vast reservoir of educational and cultural opportunities. Number and Type of (non-federal) Museums Type Number Percentage In looking broadly at the results, the museums that All Museums 8,934 100% are the primary target of this assessment-small, Small 6,660 75% emerging, minority and rural--give responses very similar to one another and similar to responses from Ernerging 4,674 52% all museums. For that reason and for simplicity, Minority 441 5% Rural 3,943 43% graphsand tables presentall questionnaire responses unlessotherwisenoted. (Additional technicalanaly- sis is provided in Appendix D).2 Services to the Public Every small, emerging, minority and rural museum offers exhibitions to the public. The average small museum with only two full-time staff members and an annual operating budget under $90,000 is open 221 days and serves over 16,000 visitors a year. Seventy-three percent of the questionnaire respondents provide school tours, 66% provide adult tours and programs, and 70% hold special events for the public. Participants report the greatest unmet demand is for school tours and programs. Despite the dedication and motivation of people working in the target museums, this report confirms the general impression that the staffs of these museums frequently lack the basic tools and knowledge to operate at professional levels or to fulfill the museums' potential to serve their communities. Overwhelmingly, the responses to the questionnaire indicate great needs for addi- tional financial support, staft equipment, training and space. The participants in case studies and discussion groups express a strong desire to attain higher levels of professional operation but lack the resources to accomplish this goal. 3 ,Resources Needed In the area of financial support and other resources for museum operations, responddhts report high levels of need, as follows: 1 97% need more money r . 94% need more staff If the most frequently identified need, financial 94% need better equipment resources, were met, access to all other types of resources 87% need more training would be increased. On the whole, small, emerging, 83% need more space minority and rural museums report earned income, individual donations, and membership and friends groups as the main sources of operating support. These museums indicate a desire to rely less on individual donations and to have more support from corporations and foundations. Technical Assistance and Implementation ~ In many cases, however, merely having information about fundamental museum opera- tions would be the first, best step to help the people working in small, emerging, minority, and rural museums chart a clear course to higher levels of professionalism. Many participants in this assessment are unaware of currently available sources of training and Does Your Museum Need More Money information. Access to information to Accomplish the Following Activities about training opportunities and Â»12 financial assistance to participate in Z:=1 training opportunities would be OTHI,DPRIC,rn highly beneficial to most of them. ~ HIGHEST PRIORITY Museum workers who have 501 successfully found sources of training ~ A .9 4 need financial assistance to begin to ....:..::.: t' . .Â¥.f implement what they have learned. 3 30.j Many times participants know how to i ~_, proceedto the next level of profes- sionalism, but lack funds to take the 101 ~4: i next step. For this group, financial support for implementation is mNIED mICAICI7 I CUIN alilll,I Al.Id Al/,47 C~Hil CO....... needed. Resourdes Needed by Area of Does Your Museum Need More People Operation to Accomplish the Following Activities In the questionnaire responses, O THID PRIC,m zEZIi in the case studies and in the discus- 9 SECOND PRIORITY sion groups, museum workers consis- w.j .... I HIGHEST PRIORIrr tently report their highest need for -1 resources lie in three areas of opera- 1.2 .1 tion: 1) educational activities; 2) 8 - . X F .- collections care and management; and 3) exhibition. These areas of activity are at the core of any museum's ..A R . 1. mission. Typical problems resulting , for inadequate resources are provided Norâ‚¬ED EDUCAT,0,4 1XXIBrTION CAUOF RES@.UCH ADMDÂ·1. MAINT. C,THE: below. COU~CTIONS 4 SHARI AUM IUMS Collections Care and Management- Does Your Museum Need More Training to Accomplish the Following Activities? Museum staff members face a number -of'problems in providing care and .096 6 6 management for the collections v STIC,Dprlon - 50% entrusted to them. Many staff have + â€¢'acoo 1,10-r, ~ HIGHESTPRJORrry not been trained in the procedures for.Â· - I 40% >2Â» 1* useful collections management, and others simply lack the funds to do g '0.-/ 8 what they know needs to be done. 9 Z 20% Many lack an effective or enforceable 4.: collections policy. Chronic . ..Â·:' understaffing contributes to a backlog of record keeping. Collections are - NONNED) EDUCATION EX}{TDITICH CAmIo, miliA,CH ADMIN MAINT. OTHER housed in cramped spaces and harm- cculcncls ful environments. Does Your Museum Need Better Equipment Educational Programs--The demands to Accomplish the Following Activities? the community makes on the museum 70%- are greater than the museum can meet. .0.j OTHIRD FRIORIPY - More staff is needed to develop and O .COND PRIORm : > 1 NIGHESTPRIORm implement educational programming ~ - 5 activities. Many of the workers who strive to improve and expand program- 1 ~:N:Mr . ming need additional training. Museum i i ~2 .~c workers need better equipment and 2,4 more space for programs. , 10% Exhibitions-In order to produce 74 NONID BUCAT-1 10,1,171Â©N CARIM DISUAICH ADMIN. 1.Alit mn exhibitions and protect the collections at .CLUCTIONS the same time, many museums' staffs face the problems of insufficient equip- Does Your Museum Need More Space ment, space, and training The lack of to Accomplish the Following Activities? staff, financial resources and space inhib- its the museums' ability to borrow or rent O1,{IRD PRORRY traveling exhibitions from other sources. - -j . SECeND PRIORrn I -GHIST PRIORrn Research-Most museums' staffs face . 50. inadequate records for the museums' i collections. They frequently need addi- g %4:65 tional training in research techniques and ~ m Â»E .:Â». in specific subject matter to provide basic 1 20% > documentation for collections. For rural museums, resources to conduct research 10% are not available nearby, and using . outside sources can be very time consuming. NO Null 2DUCATION IHINTION CAUN RES,AlCH ADMIN Dailâ€¢r oâ„¢IR cougcrIONS General Administration-Administrators of small museums have more demands than they have the time and expertise to meet. For some, solving the problem means additional staff to help with the duties, for others the issue is training in a broad range of specialized activities. For the small organization, turnover in staff is frequently high so that training to manage the museum is an ongoing issue. 5 Nk 4 . i. Maintenance-Museum buildings of all types and age have significant maintenance needs and . problems due to the specialized purpose of protecting and preserving the national heritage. , Museum workers need financial help, better equipment and more people to solve maintenance problerns. Federal Assistance Ninety percent of museum respondents to the questionnaire do not expect the federal government to be a main source of support. Less than half applied to the federal government for financial assistance in the last two years, but of the 44% that applied, 65% received support at least once. Forty-one percent of respondents report that they are satisfied with the federal assistance available to meet the needs of their museums; 59% are not satisfied. The respondents to the questionnaire name more information on federal programs and more assistance in apply- ing to federal programs as being most useful to them to get and use federal funds. Respondents indicate as a third choice, that more money in federal programs would be useful in helping them get and use federal funds. All of the case study and discussion group participants and many of the questionnaire respondents expressed their appreciation that Congress had asked IMS to conduct this assess- ment. Many believe they are unknown to and beyond the interest of the federal government. As one person in a discussion group expressed her feeling, "In one way you have already begun to meet our needs, because one of the needs of small museums is to be heard, and so I thank you for hearing us today." How The Needs Can Be Met The needs of small, emerging, minority and rural museums should be addressed simulta- neously from all existing resources for help and support, but at higher levels than currently exist. The first step in addressing the needs of these museums is knowing who and where they are and how they can best be served. Funders should make extra efforts to identify and reach small, emerging, minority and rural museums and should increase specific funds for financial and technical assistance available to them. In addition, funding agencies at alllevels should be ever mindful of the perception held by small, rural, emerging and minority organizations that program guidelines, application require- ments, and agency staff are not accessible to them. Funders need to simplify programs of sup- port for this group. Museum associations and state agencies that provide technical training and assistance should be more aggressive in identifying small, emerging, minority and rural museums within their service areas and in encouraging them to take advantage of technical assistance opportuni- ties. On an organizational and an individual basis, museum professionals should recognize the mutual benefits of making professional advice available to small, emerging, minority, and rural museums and should find effective ways to provide help to them on an occasional or regular basis. As these museums are frequently the closest or only model a community has of a museum operation, helping these museums professionalize will enhance the local and national public image of museums. i Until individuals who are actively involved with museums-as government workers in agencies that provide assistance, as museum association staff, and as individual members of the museum community-help these small, emerging, rural, and minority museums in their dedi- cated work, educational opportunities will continue to be lost on a daily basis and collections now in jeopardy will soon be lost irrevocably. 6