First it was the triple bottom line of sustainability. Next came entrepreneurship. Now resilience is the new kid on the block.
There has been a lot of talk over the past few months about how we can – and must – develop museums that are more resilient. But is it possible to create organisations that do not just survive the current crisis, but come out of it stronger?
It seems that every day now there are news stories and first-hand accounts of the impact of cuts. Closures, job losses and reductions in programming and projects are all taking their toll on the services that museums can provide.
While there is no magic bullet, there are things that can be done. Alternative business models, different governance structures, collaborative working and new approaches to fundraising and earning income must all be explored.
But building resilient organisations must be seen as a means to an end – not just an end in itself.
Resilient museums have to be connected to and engaged with their communities. And leadership is key. I think resilient museums are those that are sure about their core purpose and that stick to a strong mission. The quest for resilience should start with a vision of what you want your organisation to be.
When we began planning this year’s Museums Association (MA) conference, we started by thinking about content from the point of view of the organisation’s values. So it was logical that the MA’s key policy priority, Museums Change Lives, should be the main theme.
But we also thought about how hard-pressed museums might deliver the ambitious plans in Museums Change Lives and have real impacts on society. To support that, we have programmed a Resilience Room at conference, which will help delegates explore different ways to make their museums more robust.
It is the museums that can respond with flexibility and stick to principled visions that will ride this storm.
Sharon Heal, editor, Museums Journal
sharon@museumsassociation.org
www.twitter.com/sharonheal
www.museumsassociation.org/conference
There has been a lot of talk over the past few months about how we can – and must – develop museums that are more resilient. But is it possible to create organisations that do not just survive the current crisis, but come out of it stronger?
It seems that every day now there are news stories and first-hand accounts of the impact of cuts. Closures, job losses and reductions in programming and projects are all taking their toll on the services that museums can provide.
While there is no magic bullet, there are things that can be done. Alternative business models, different governance structures, collaborative working and new approaches to fundraising and earning income must all be explored.
But building resilient organisations must be seen as a means to an end – not just an end in itself.
Resilient museums have to be connected to and engaged with their communities. And leadership is key. I think resilient museums are those that are sure about their core purpose and that stick to a strong mission. The quest for resilience should start with a vision of what you want your organisation to be.
When we began planning this year’s Museums Association (MA) conference, we started by thinking about content from the point of view of the organisation’s values. So it was logical that the MA’s key policy priority, Museums Change Lives, should be the main theme.
But we also thought about how hard-pressed museums might deliver the ambitious plans in Museums Change Lives and have real impacts on society. To support that, we have programmed a Resilience Room at conference, which will help delegates explore different ways to make their museums more robust.
It is the museums that can respond with flexibility and stick to principled visions that will ride this storm.
Sharon Heal, editor, Museums Journal
sharon@museumsassociation.org
www.twitter.com/sharonheal
www.museumsassociation.org/conference