Page 4 - Muskoka Lakes Museum, Proposal from TCI

1. Our Understanding of Your Situation
The Muskoka Lakes Museum (formerly the Port Carling Museum) has its beginnings in 1964 and for most of its early history was a small community museum portraying the history of the Port Carling and Muskoka Lakes area. In the early part of this new century, however, it came to the brink of closure, only to rebound back due to the hardworking efforts of dedicated volunteers and fundraisers. However, given the current situation and challenges facing community museums now and in the near term, it must redouble its efforts to remain relevant and compelling in the years ahead.
Recognizing this situation, your Terms of Reference have succinctly set out the rationale for this project, as well as the hoped-for deliverable:
“Over the last two decades, MLM has encountered many difficult challenges and has survived and thrived. Muskoka is proud of the role the Museum plays as a cultural asset within the community but we cannot rest on our laurels. Customer expectations of the Museum’s experience has changed. Today there is fierce competition for a family’s entertainment investment, both in terms of time and cost. Delivering a quality cultural product that attracts new and returning customers while exceeding changing expectations is the next significant challenge facing the MLM. It is with this context that the Board of Directors is seeking external consulting assistance to develop a credible and compelling road map to transform the MLM into a stronger, sustainable and relevant cultural asset within Muskoka.”
You have also developed in a sense a ‘vision statement’ for this project:
Your Terms of Reference have focussed upon several key areas in which you hope this transformation will take place:
• audience and customer engagement (practices that have the most positive impact on the customer experience)
• physical layout and artifact display
• taking advantage of changing technology applications
These are to be considered within a context of identifying various growth options in order to chart a transformation path that is realistic and optimal for the Museum.
This all makes very good sense as far as it goes. However, our extensive experience in museum planning has taught us that merely changing the layouts and exhibits, and implementing some new technologies, will not be sufficient for an innovative and ambitious project of the scope we
Transforming MLM into a sustainable cultural product that meets & exceeds the changing needs of the customer.
4 TCI Management Consultants