There is no formula for starting a science center. Science centers are as variable as the communities that surround them and the people who plan them. They may be of modest or monumental proportions and grow at different rates and in a variety of ways. Nevertheless, it is possible to identify a number of common themes and dimensions that appear to be critical to their success.
This book describes results of the Museum Impact and Evaluation Study, headed by the Chicago Museum of Science and Industry. The project that began in January 1990 and was completed in 1992 explored relationships between museums and their visitors and was intended to help staff members understand how they develop these relationships, what characterizes these relationships, and how these relationships are maintained.
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Museum of Science and IndustryPeter AndersonBonnie Cook Roe
This paper is based on presentation given at a participatory session at the Visitor Studies Conference with the aim of creating a descriptive list of the qualities and conditions that lead to a positive museum experience (PME). This article sorts, names, and discusses the characteristics generated by the group.
This paper presents an overview of the Museum Impact and Evaluation Study and some of its key findings. The project that began in January 1990 and was completed in 1992 explored relationships between museums and their visitors and was intended to help staff members understand how they develop these relationships, what characterizes these relationships, and how these relationships are maintained.
This paper discusses how audience research can help staff at historic houses monitor the quality of their offerings and attract visitors. It provides a review of evaluation efforts at one historic house, the Moody Mansion and Museum, from the perspective of the museum director, Patrick H. Butler III, as well as an evaluator, Ross J. Loomis of Colorado State University, who worked with Butler and other museum staff. This paper includes questions from a short visitor survey used in the research.
This paper presents strategies for audience development, using a research project of the Toronto Historical Board as an illustration. The project was comprehensive, and this paper focuses on some of the strategies used for development of the research design, the methodology and applications of the results. These strategies can be used by others facing the challenges of audience development. The paper is organized into four parts: 1. Definition of the audience development problem; 2. Strategic decisions for developing the research design for audience development; 3. Outcomes and impacts of
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Rosalyn RubensteinLeslie MunroKaren Black
This paper discusses the importance of serving both internal and external publics, which requires attention to their values, expectations, and satisfactions, not just what decision-makers think they should want or expect from the museum. Author Marilyn G. Hood, of Hood Associates, presents data from two recent audience research projects that reveal internal publics (visitors, including volunteers, members or donors) may hold distinctly different views and preferences, and that these may contrast with those held by visitors and the community. This data can offer guidance for improving internal
In this article, VSA President Harris Shettel examines some of the issues that are relevant to the continued growth and development of the field of visitor studies. Shettel presents these issues in the form of questions and shares his answers about the status of exhibit evaluation, the flaws of traditional visitor evaluation, etc.
In this article, Marilyn G. Hood, Ph.D., of Hood Associates, discusses African-American attendance and non-attendance at art museums. Hood presents findings from focus groups and individual interviews used to better understand African-American feelings about and perceptions of art museums, which she divides into internal dimensions and external dimensions.
In this article, Jacksonville State University's Stephen Bitgood and Don Thompson address the issue of how museums can appeal to multicultural audiences and assess the impact of their attempts to attract new audiences. Bitgood and Thompson outline a four-step process for addressing problems of multicultural audiences.
The Franklin Institute Science Museum in Philadelphia, PA requests NSF support for a three-year model program entitled "Partnerships for Acheiving Careers in Technology and Science" (PACTS). Building upon a successful pilot project involving African-American students and mentors, PACTS aims to foster positive attitudes about science careers and increase students leadership skills and self-estee. Through bi-weekly hands-on science workshops with African-American Scientists as mentors, students will strengthen their understanding of science concepts and enhance their critical thinking skills. On alternate Saturdays, students will participate in college/career workshops. PACTS students will also have the opportunity to tutor younger students, visit science laboratories, and serve as science museum demonstrators. Additional support and encouragment will be provided through a network of community resources involving partnerships among scientists, professional associations, community centers, corporations and a science center. The PACTS model will be disseminated nationally through museum conferences, the national networks of professional associations and corporations, and presentations by PACTS staff to interested organizations in other cities.
New and developing science centers make up a significant percentage of ASTC membership. They often have limited funds, facilities, exhibits, education programs and experience developing and operating a science center. These institutions desire ready-to-use exhibits, demonstrations and education materials, as well as management workshops concerning the basic operation of a science center. This project proposes the formation of a Science Carnival Consortia, a partnership of the Pacific Science Center and five to eight new and developing science centers. Building on the success of the Pacific Science Center's Science Carnival, Consortia members: (1) Obtain twenty to forty Science Carnival exhibits (2) Obtain six ready-to-use demonstrations (3) Obtain supplementary education materials (4) Obtain appropriate training regarding the implementation and maintenance of the above items (5) Participate in a week long management workshop at the Pacific Science Center (6) Receive ongoing consultation with Pacific Science Center Staff (7) Participate in three annual meetings of Consortia members The project also produces a Science Carnival "cookbook" which provides instructional for fabricating and maintaining all exhibits in Science Carnival, plus scripts and material lists for each demonstration, and enrichment class. The project also evaluates the success of this model for serving other new and developing science centers.