Museum and Local Development - Xavier Greffe
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The document explores how cultural heritage, particularly through museums, can drive local development by enhancing tourism, community wellbeing, and urban aesthetics. It categorizes museums into various economic models, including branding, event-making, and empowering local community museums, each with distinct strategies and challenges. Additionally, it highlights the need for rethinking institutional designs and evaluating the contributions of museums to local development amidst declining resources and support.
Museum and Local Development - Xavier Greffe
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- 2. Is cultural heritage a lever for development? Added Value and New jobs through tourism and cultural products Attractivity and better historic urban landscape Positive contribution to the wellbeing of local communities Fabric for creativity: The role of intangible cultural heritage xg 11/12/09
- 3. How are museums levers for development? By producing intrinsic artistic and cultural values. Developing facilities for visitors, organising exhibitions and other events, and producing scientific knowledge through the use of various media are the principal categories. By developing the supply of extrinsic values: educational, social, and even environmental. This can be considered as an extension of the the museum’s traditional educational function to support general knowledge. By redesigning the cultural landscape of the city. The design of a new building or the extension of an existing building proves to be a major architectural creation. They increasingly encompass an urban dimension in serving as meeting places or stopping-off points, making the museum a landmark and a symbol of shared identity (like the M9 Museum under construction in Mestre.) xg 11/12/09
- 4. The variation of the Museum Economic Models The Branding Museum (as an extension of the superstar museum) The Event-making museum The Empowering local community museum xg 11/12/09
- 5. The Branding Museum From Superstars to Branding Museums Superstars museums were identified as outstanding in terms of their attendance figures, collections, architecture, and associated products and services. The “branding museum” goes further by mobilizing and caitalizing on numerous intangible assets, which put the importance of physical assets into new perspective: The assets are organizational as well as scientific or communicational. The relative importance of these intangible assets is in general complemented by a high degree of autonomy, the possession of working capital, a support from international patrons, and a strategy of events planning that goes far beyond temporary exhibitions or purely cultural themes. Co-opetition at the global level. From Image to Brand, and vice-versa xg 11/12/09
- 6. The Event-Making Museum For this type of museum the chief mechanism for attracting visitors, and thus remaining financially sustainable, is the organization of events, exhibitions, concerts, conferences, etc. But they also have to count on a significant increase in the costs of organizing these events. When the model of “event-driven museum” is adopted, it unleashes profound changes in the future management of the museum. By turning itself into an event, the museum enters into the events market, which has numerous producers and consumers, and hence into monopolistic competition with other “event-driven museums”. xg 11/12/09
- 7. The Local Community Empowering Museum (1) A vast majority of museums have been built around locally sourced collections brought together through the clustering of works or objects around some local practice, activity, or cultural expression. The economic model of the “empowering local community museum” is mainly underpinned by subsidies, grants, patronage, sources that for many reasons are strongly declining. How long such museums will survive? Is their future their own transformation in a community meeting center? Can they benefit from the mutualization of their backyard resources, keeping some autonomy for delivering frontyard services? xg 11/12/09
- 8. The Local Community Empowering Museum (2) : Which Challenges? Disappearing local networks Shrinking support from local governments Increasing costs of the conservation of the existence value Different perspectives between stakeholders xg 11/12/09
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- 10. Which agenda for local development strategies? Taking into consideration the difference of perspectives? Re-thinking the institutional design? New clues for production and services From auto-evaluation to evaluation xg 11/12/09
- 11. Taking into consideration the difference of perspectives : Which is the relevant contribution of museums to local development? According to the Local Government Indicators According to the museum 87% Tourism 7% 60% Creation of products 12% 65% Bettering the skills 8% 47% Piloting new technologies 40% xg 11/12/09
- 12. Taking into consideration the difference of perspectives : Which is the Target group of the soicla inclusion for museums? According to the Local Government Indicators According to the museum 72% Young people less than 25 years old 75% 21% Adults 7% 4% Disadvantaged people 6% 4% Senior citizens 5% xg 11/12/09
- 13. Rething the institutional design: In what ways do local governments hamper the accomplishment of your goals for development? xg 11/12/09
- 14. Rething the institutional design: What is the most positive role of the local government for your museum? Objective % Make you known to the local population 20,2% Provide funding 54% Take over management responsibilities 6,8% Give political support for your work? 19 % Total 100% xg 11/12/09
- 15. Re-thinking the institutional design: What organisational structure facilitates cooperation between museums and local governments? Directed by local government 14,6% Directed by national government 4,2% Mixed direction, both local and national 27,1% Public-Private Partnership 39,6% Private non-profit? 12,5% Private for-profit 2,0% Total 100% xg 11/12/09
- 16. Re-thinking the institutional design: Between devolution and mutualization A not so strong demand of devolution Mixed System: The Renaissance program in United Kingdom The mutualization of the backyard The mutualization of the frontyard xg 11/12/09
- 17. New clues for prodution and services Starting from the collections Training for adult Disposal of venues Health and wellbeing Archives for economic development Driver for creativity Disposal of venues and places for meeting Is a vitual museum a museum (or a cultural center xg 11/12/09
- 18. From evaluation to auto-evaluation: Which are the desirable indicators? According to the Local Government Indicators According to the museum 17% Education & Training 36% 42% Number of Visitors 36% 63% Economic Development 49% 68% Social Welfare 57% xg 11/12/09
- 19. From evaluation to auto-evaluation: Which are the desirable indicators? To agree on the difference between intriniscal and extrinsical values Three dimensions to take into consideration: Assessment, monitoring and mediatization Involve the human resources in the definition of the indicators xg 11/12/09