A CHILDRENS MUSEUM IN WESTERN MAINE

9/14/2013

Feasibility Study
Written by Angela McLeod, MSW Edited by Jennifer Baker, M.S. Ed.

A Childrens Museum in Western Maine: Feasibility Study

A Childrens Museum in Western Maine

FEASIBILITY STUDY

Contents
EXECUTIVE SUMMARY ........................................................................................................ 2 INTRODUCTION................................................................................................................... 2 DEMOGRAPHICS ................................................................................................................. 4 PROPOSED SERVICE ............................................................................................................ 5 MARKET INFORMATION ..................................................................................................... 6 REVENUE ............................................................................................................................. 7 OPERATING COSTS ............................................................................................................. 8 RECOMMENDATIONS.......................................................................................................... 9 CONCLUSION .................................................................................................................... 10 APPENDIX A: COMMUNITY SURVEY RESULTS .................................................................. 11 APPENDIX B: STATE DEMOGRAPHICS .............................................................................. 13 APPENDIX C: LOCAL DEMOGRAPHICS ............................................................................. 20

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EXECUTIVE SUMMARY
The goal of this report is to provide an overview of how childrens museums typically function in a community, to highlight the potential risks and benefits of starting one in Western Maine, and to give the reader an understanding of the financial implications of starting such a business locally. Information for this report was collected from a variety of sources including the state, federal government, Association of Childrens Museums, local experts, and other resources. Interviews were conducted with three small, regional childrens museums1. Additionally, the presidents of the boards of two local childrens museums that have since gone out of business2 were interviewed so that we might learn from their history. Information from regional childrens museums was gathered informally but specific numbers were corroborated with other sources (e.g. newspaper articles, newsletters, museum websites) whenever possible. This report finds that a childrens museum in Western Maine can be sustainable if a business model is adapted to address two particular concerns that would make this museum unique among regional museums. First, it would have lower projected attendance due to our rural composition, and these low numbers are not expected to be substantially buoyed by tourism. Second, we have a higher degree of children living in poverty so, to reflect this, admission prices would need to be lowered accordingly. Because of those operational challenges, this report suggests an alternative model: a part-time, weekend museum that shares a lease with a compatible business that occupies the space on a Monday-Friday basis. Although attendance projections for a full-time museum appear anemic, a part-time model that keeps the museum open at the busiest times is expected to be robust. Additionally, a compatible business that covers most or all of a site lease would help defray costs and keep admission prices low.

INTRODUCTION
The concept of a childrens museum is one that most of us are familiar withbright colors, levers to pull, structures to climb, and everywhere things to touch and explorebut this idea of a childrens museum being a place of hands-on learning only began to emerge in the 1960s. Though childrens museums have existed in the United States for over 100 years,3 it was during that decade that museums and their communities began to reimagine what a museum for children should look like. In the first half of the 20th century childrens museums brought together collections thought to have particular appeal to children; toys, technology and especially natural history were common themes,4 but otherwise childrens museums looked much like traditional museums with display cases to house and protect collections. Things began to change in 1964 when the director of the Boston Childrens Museum, Michael Spock,5 opened a new type of exhibit entitled Whats Inside? which contained giant, everyday objects that were cross-sectioned so that visitors could see inside them.6 Experimental exhibits like this began popping up in museums across the country and eventually
White Mountain Childrens Museum in North Conway, Childrens Discovery Museum in Augusta, and Coastal Childrens Museum in Rockland 2 Dottie Adams from Kids World of Fun and Wonder in Rumford and Marcia White from Carrabassett Valley Childrens Museum 3 The Brooklyn Childrens Museum began in 1899 and the Boston Childrens Museum began in 1908. Both began with an emphasis on natural history exhibits. 4 LeBlanc, Suzanne. "The Slender Golden Thread, 100 Years Strong." Maher, Mary. Capturing the Vision: A Companion Volume. Washington, D.C.: Association of Children's Museums, 2001. 1-10.
1 5 6

Son of Boston pediatrician, Dr. Benjamin Spock Cross-sectioned objects: a baseball, a toilet, a toaster, and fresh gladiolas among others Page 2

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became the hallmark of childrens museums around the world. The following have become widely recognized characteristics that distinguish childrens museums from traditional museums7:

DIRECT, INTERACTIVE EXPERIENCES : you dont read about bubbles ; you blow them LEARNING IN CONTEXT : small worlds are created with relevance to the childs world LEARNING IS DIRECTED BY CHILDREN : concentration and attention come and go naturally;

learning does not stop or start at a particular time or in a particular order EXHIBITS ARE DESIGNED TO ELICIT AN EMOTIONAL RESPONSE : joy, whimsy, surprise, pride, etc., help to make impacting and lasting memories

It was exactly those types of characteristics that inspired me when I visited the Boston Childrens Museum with my son earlier this year. Instead of having to hover over him to make sure that he didnt injure himself or touch something that he wasnt supposed to, I could simply let him be the guide. Childrens museums are a place where kids can behave like kids. When done correctly, the exhibits are thoughtfully designed, engaging and durable. They also, happily, bring out the child in all of usthere were times when I asked for a few more minutes to explore an exhibit because I was so intrigued by it. It is a space that invites adults to model life-long learning. After my experience at the Boston Childrens Museum,8 I started to envision a potential childrens museum in Western Maine. The more I imagined it the more it seemed possible, so to gauge the rest of the communitys interest I released a survey via the dailybulldog.com on July 31, 2013.9 The results were incredibly enthusiastic and positive (appendix A). Out of 214 respondents, 176 stated that they were either very or extremely interested in a childrens museum being created locally. There were also 28 comments left on the dailybulldog.com site that were almost entirely supportive. Because of the energy and enthusiasm created from the dailybulldog.com article, I immediately created a Facebook page10 so that interested parties had a place to discuss, organize, and support ongoing efforts to see this idea come to fruition. As of the writing of this report, the Facebook page had reached 3942 individuals in the United States, 245 of those individuals had become fans of the page, and 171 had engaged with the page (liking, commenting, or sharing content with others). A small workgroup of local women11 gathered on August 14, 2013, to discuss the project and divide tasks so that a feasibility study could be completed more expeditiously. As information was collected and the project appeared to be realistic, discussions turned to board creation since this will be a necessary step in incorporating as a non-profit organization.12 A board is currently being developed that will be comprised of approximately 1/3 educators, 1/3 business professionals and 1/3 other niche professionals and passionate community members. The board is expected to have between 12-15 members.

Lewin-Benham, Ann. "Children's Museums: A Structure for Family Learning." Maher, Mary. Collective Vision: Starting and Sustaining a Children's Museum. Washington, D.C.: Association of Children's Museums, 1997. 8-13.
7

And also after having experienced a very long winter in 2013 with limited indoor entertainment options for children http://www.dailybulldog.com/db/features/should-a-childrens-museum-open-here/ 10 www.facebook.com/westernmaineplay 11 Jennifer Baker, Jessica Lewis, Shelly Mooar and Mellisa Clawson 12 98% percent of childrens museums are non-profit 501(c)3 organizations, source: Association of Childrens Museums
8 9

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DEMOGRAPHICS
Population Trends: Western Maine is characterized by the beauty of its lakes, forests, and mountains and by the abundance of these natural resources. Most of this region is rural or very rural13 which means that access to bigger city amenities is limited and that its residents are accustomed to traveling distances to get to airports, shopping, specialist medical centers, etc. Western Maine, much like the rest of Maine, has a lower percentage of children in the general population (appendix B) and as such helps to define Maine as one of the oldest states in the U.S. Unlike most of Maine, however, which has had small population gains and is projected to continue having small gains until 203014, many towns in Western Maine are expected to have small and occasionally large population decreases until 2030 (appendix C). The reasons for this are complex and outside of the scope of this document but the writer refers you to the footnote for additional history and analysis.15 Economic Indicators: Childhood poverty should be given special attention in this report due to its predictive value for other negative outcomes that impact child, adult and societal wellbeing. The 2012 Maine Kids Count data book states that: C HILDREN WHO LIVE IN POVERTY , ESPECIALLY THOSE WHO LIVE IN POVERTY FOR LONG PERIODS OF TIME , ARE AT AN INCREASED RISK FOR POOR HEALTH , COGNITIVE , SOCIAL AND EDUCATIONAL OUTCOMES . T HEY ARE MORE LIKELY TO HAVE PHYSICAL , BEHAVIORAL AND EMOTIONAL HEALTH PROBLEMS ; TO HAVE DIFFICULTY IN SCHOOL ; TO BECOME TEEN PARENTS ; AND , AS ADULTS , TO EARN LESS .16 Franklin and Oxford17 counties each have higher levels of childhood poverty and income support programs (such as WIC and TANF) than counties in Southern, Mid-Coast and Central Maine.18 Additionally, approximately 20% more of these children are eligible for subsidized school lunches in comparison with Cumberland County. Education Indicators: An awareness of regional education data would be important information for any childrens museum. The museums ability to influence these indicators would be one measure of success. For Franklin and Oxford County, the most recent education data19 is represented in the following table:

Mattingly, Marybeth J. and Andrew P. Schaefer. A Demographic Profile of Maine: Highlighting the Distribution of Vulnerable Populations. Final Report to the John T. Gorman Foundation. Durham, 2012.
13

Ibid. Cogan, Charles S. "The Maine Economy: Yesterday, Today and Tomorrow." A Background Paper Prepared for the Brookings Institute. Portland, 2006.
14 15 16 17

Maine Children's Alliance. "2012 Maine Kids Count Data Book." 2013.

This section refers to data by county, specifically Franklin and Oxford counties, because of the way census data is aggregated 18 Ibid. 19 Ibid. Page 4

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Indicator
Eligible children enrolled in public Pre-K Students with disabilities High school drop-out rate High school graduation rate

Franklin County
38% 14.7% 4% 89%

Oxford County
32.1% 17.9% 4% 78.4%

Maine
27.9% 17% 3.6% 82%

Although the indicators are mixed, they highlight both areas of strength and potential challenges that the region is facing. Childrens museums are an effective resource for communities to help improve educational outcomes. Their interventions are well timed to coincide with the critical early years of brain development and they facilitate interactions between adult and child that foster the serve and return20 dynamic that is needed to help build neural connections.21 Simply put, they help support a healthy foundation for children.

PROPOSED SERVICE TO THE COMMUNITY

Description: A childrens museum would include a pay-to-enter physical space that incorporates hands-on, interactive exhibits organized and displayed for maximum enjoyment and learning potential. Exhibits would be designed that are developmentally appropriate for young learners across a variety of developmental stages and to engage the child and caregiver in meaningful interaction. Exhibits would illustrate fundamental concepts from the arts, sciences, and humanities. Programming would be created to complement the child/caregivers experience and a room would be available for birthday party rentals. Memberships would be offered to reduce costs to frequent visitors; these passes and regular admission prices would be determined with the goal of affordability for local families. Museum without Walls: It is common for museums to go through a period of time where they utilize a museum without walls prior to opening a physical space.22 A museum without walls includes the same thought and development as a physical space but with mobile exhibits that can be stored when not in use. These traveling childrens museums can arrange to have their exhibits displayed in parks, schools, local festivals, etc. Site Location and Other Considerations: A local museum site should be found to maximize visibility, accessibility and proximity to population centers. The average size of the smallest subsection of the Association of Childrens Museums membership is nearly 6500 sq. feet.23 The three closest, small childrens museums (Coastal Childrens Museum in Rockland, Childrens Discovery Museum in Augusta, and White Mountain Childrens
A tennis metaphor: the child points, looks or verbally engages the adult (i.e. serves) and the adult responds; this back -andforth is crucial for early learning and brain development 21 Maine Children's Growth Council. "Invest Early for 2020: Building the Foundation for Maine's Future." 2011.
20 22 23

The Coastal Childrens Museum operated in this fashion for over a decade before settling into a permanent space Association of Children's Museums. "2008 Children's Museums Metrics Report: Buildings and Facilities." 2008.

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Museum in North Conway, NH) are each between 3000 and 8000 sq. feet.24 Particular attention should be paid to finding a site that has a sprinkler system and adequate emergency exits, as well as onsite or nearby parking. The majority of small childrens museums lease space25 rather than own. 35.7% of small museums have a free lease arrangement26 with an additional 11.9% having a joint lease agreement.27

MARKET INFORMATION
Market Area Definition: The market area for the purpose of this report will be defined as a 30-minute driving radius from Wilton, ME. Within that market area we found that the total population was 46,127 with 4826 between the ages of 0-9 (appendix C). Local Competition: Local, child entertainment options would include outdoor venues (e.g. parks, playgrounds, beaches, nature preserves, outdoor festivals, etc.) and indoor venues (e.g. Narrow Gauge Movie Theater, Meadow Lanes bowling alley, UMF pool). Although many outdoor options are free, making them wonderfully accessible to area families, their major downside is their reliance on good weather. Most parks and playgrounds cannot be accessed by families in the winter and most families choose not to attend outdoor activities when its raining. The indoor options have year-round appeal but all have an admission cost. The indoor options also focus on one activity: either a physical/gross motor activity or passive entertainment. Each local option, outdoor and indoor, has varying degrees of success with being inclusive to all children including the very young and children with special needs. No venue exists locally that combines play-based, organized learning. Families interested in attending such a space would need to travel an hour or more to do so. Because the possibility of birthday party rentals was very popular in the community survey (appendix A) an investigation of local party rental options was also completed. Again, several low or no-cost options were found for warmer weather months (assuming the weather cooperates) but few were found for the rest of the year. Indoor options would include: the bowling alley ($3.25/game and $1 shoe rentals for a birthday party), the UMF pool ($86-$143 for a party rental) or The Paper White Room ($175 for an ice cream social and $250 for a birthday party). The bowling alley and the UMF pool, in particular, would be less desirable for very young party guests because the activity is less developmentally appropriate. Tourism: Western Maine, though drawing fewer tourists than Maines coastal communities, still receives a significant number of overnight and day visitors each year.28 The top draws for visitors to the region29 are the beautiful scenery and outdoor recreation30 in the area. Statistics vary by year but roughly 10% of visitors to Maine come specifically to the Lakes and Mountain region which encompasses Western Maine. These visitors are more likely to be younger than Maines average visitor and to have children.31 When visitors were asked what could have improved their visit to this region poor weather was cited as a
The president of Coastal Childrens Museum estimated ther e space to be between 3000-4000 sq. feet, Childrens Discovery Museum is 3000 sq. feet and White Mountain Childrens Museum is 8000 sq. feet 25 Coastal Childrens Museum pays $515/month, Childrens Discovery Museum pays $2000/month and White Mountain Childrens Museum pays $600/month 26 Kids World of Fun and Wonder had a free lease provided by the Catholic Church 27 Ibid.
24

2008 data: nearly 3 million overnight visitors and 2 million day visitors came to the region, source: www.visitmaine.com The state of Maine has designated our local area as part of the Lakes and Mountains region. The reader should note that the Lakes and Mountains region also includes large tourism draws such as Sebago Lake and mountain ski resorts. 30 Digital Reseach Inc. 2012 Maine Lakes and Mountains Regional Report . Kennebunk, 2013.
28 29 31

Kelley, Chris. 2008 Maine Lakes & Mountains Visitation Report Executive Summary. 2009. email.

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drawback second only to not enough time. Although this is a common response from visitors in all of Maines regions it was particularly acute in the Lakes and Mountains region. These visitors cited the weather as a disappointment 19% of the time while the average for all of Maines visitors was only 14%.32 It is speculated that visitors who come to this region of Maine to experience the outdoors, but instead are confronted with uncooperative weather, would currently find that there are limited indoor entertainment options thus resulting in a higher number of complaints. A childrens museum in Western Maine could potentially offer an alternative activity when other plans fall through.

PROJECTED REVENUE
Revenue is challenging to project. Each museum in each community is unique, which makes creating a standardized formula for determining revenue challenging.33 The following projected earned income is intended to be fair and reasonable with numbers based on these assumptions about attendance: that of the local population ages 0-9 will attend twice per year34 and that there will be a 10% increase in attendance from visitors over 30 miles away. Those assumptions put annual attendance projections at 2654 visits by children per year.35 Attendance projections are supported by the limited number of local, alternative venues for families, the driving time to attend a regional childrens museum, and community survey results (appendix A). The following table projects 2% membership and adjusts total revenue accordingly. It also assumes 40 birthday parties per year, which this writer believes to be a conservative estimate based on the limited number of alternative options. The price assigned to each category is somewhat arbitrarythe writer attempted to find reasonable price points that were more affordable than the three closest regional childrens museums to reflect higher rates of local childhood poverty and lower median household incomes. Contributed income would include grants, fundraising, and donations (including corporate, private and public). Statistically, small museum revenue is comprised of approximately 55% contributed income to 45% earned income. This writer was concerned about the percent of contributed income being unrealistic for the childrens museum being proposed36 so instead went with a more conservative total income that reversed the two percentages. Therefore, contributed income was derived from earned income by determining what amount would create a 45% contributed income to 55% earned income ratio. This is shown in the following table:

32 33

Ibid.

Interviewed employees of one regional museum stated that they still have difficulty projecting attendance and revenue even after being open for four years. 34 A conservative estimate based on community survey results 35 Each child has to attend with a caregiver and museum data supports that half of attendees are adults, resulting in an annual projection of 5308 total visitors. Attendance will fluctuate throughout the year but if we divide this total by 52 we arrive at approximately 100 visitors each week. 36 Grant writing and fundraising are time-intensive so in a model that would rely substantially on volunteers it seems unreasonable to expect that volunteers will spend the time needed to reach the 55% contributed income average. Page 7

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Source of Revenue

How much?

How many?

Total $18,207 - $371 for membership adjustment37 = $17,836 $2385 $3000 $18,999 $42,220

Admissions Memberships Birthday Party Rentals Contributed Income Total Projected Annual Income

$7 for a child/adult pair $45 per child $75 n/a

2601 53 40 n/a

PROJECTED OPERATIONAL COSTS

Having established revenue, addressing operating costs becomes less of a matter of what do we want to spend and more of a reality-based what can we spend? This section will rely heavily on national statistics for small childrens museums to give the reader an overview of operational costs.38 The largest expenditure in a museums budget is personnel, at approximately 50% of the museums total income.39 Based on our income projections that would allow for $21,110/year for one or two part-time employees, depending on their job descriptions, number of hours worked, and hourly wage. The remaining 50% of operational costs are detailed in the following table: Expense Rent or Mortgage40 Facility and Exhibit Maintenance Administrative Costs Fundraising Costs Materials for Programming Other Total Percent of Operational Costs 13% 13% 7% 5% 4% 8% 50% Amount Per Year $5488.60 $5488.60 $2955.40 $2111.00 $1688.80 $3377.60 $21,110

Attendance numbers are based on the assumption of two visits per year; members will only pay one fee so their extra visit that has already been considered must now be removed from the admissions income. 38 Association of Children's Museums. "2008 Children's Museums Metrics Report: Financials and Governance." 2008.
37

Kids World of Fun and Wonder in Rumford never employed a staff person but this may have been one of the reasons for their demise. 40 The national average is approximately 7% of the budget but that averag e includes museums that dont pay any rent. This writer chose to use 13% to more accurately determine a number that the proposed museum can afford to pay for this one expense.
39

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This table illustrates what all small childrens museums are aware of: that balancing affordability with the cost of providing a quality experience for visitors is a constant challenge.

RECOMMENDATIONS
This writer finds that a local childrens museum is feasible in Western Maine but that the following suggestions should be considered by the founding board for long-term sustainability: To reduce costs the board should consider sharing a lease with a companion business and operating the museum on a part-time, weekends, evenings, and holidays basis. This type of arrangement would have the added benefits of 1) more concentrated attendance on t he days that the museum is open, 2) a greater ability to do more with the limited staffing that the museum can afford to hire and 3) reduced overhead costs. Priority should be given to a business whose own schedule most closely resembles a traditional school schedule, thereby allowing the childrens museum to be open when attendance is highest. Priority shou ld also be given to a business that shares the same core values as the childrens museum. C hildrens museums traditionally earn additional revenue not detailed in this report. They include: gift shops, corporate/library memberships, after-hours party rentals, fee-based programming, and school outreach programming among others. The board should examine all potential revenue streams and assertively act to include those that are best suited for a childrens museum in this community. The board should continue to reach out to other small, regional museums to share information , best practices, and potentially exhibits. This sort of collegiality is likely to elevate the quality of product that can be offered by all participating museums and may save money. The board should consider a museum without walls while preparing for a permanent physical space. A museum without walls will serve several purposes, 1) it raises funds (if you charge admission), 2) it helps to create a market for your product, 3) it allows you to test exhibit ideas and solicit feedback on how well theyre received , and 4) it shows potential funders what the organization is capable of. A marketing plan should be developed as part of a larger business plan that addresses the potential to market the childrens museum to tourists in this region. Strategic connections should be made throughout the local education system. UMF and local high schools would be a great source for student teachers, interns, work-study students, and volunteers. This also helps to establish the childrens museum as a place for the community rather than one simply for children. The ability to attract and retain volunteers will be critical to the museums success. A plan for addressing this need should be created as part of a larger business plan. The board should also develop a public relations strategy for minimizing the appearance of this project seeming owned by the writer of this report rather than shared by a community. If community members do not feel that they can have a piece of ownership in the museums planning and creation then they will be less likely to invest their time, energy, and money. Board members should strive for inclusion and multiplicity whenever possible.

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CONCLUSION
A business that supports the wellbeing of children in turn supports the wellbeing of an entire community. A childrens museum has the ability to not only nurture developing young minds but to also be a part of a larger plan to attract young families back to Western Maine. Additionally, it would be a positive development for the local economy to have a place for both locals and tourists to go during long winters and rainy summers. This is one reason why childrens museums have been used as anchors in downtown revitalization projects41they attract people from surrounding areas who then eat or shop nearby, creating economic ripples in those businesses. Although a local childrens museum would face financial challenges, as all childrens museums do, with the right strategies and creative solutions these challenges can be mitigated. The communities of Western Maine should be well-versed in doing more with less and so should be capable of developing a childrens museum that not only succeeds but exceeds our expectations of what our friends and neighbors are capable of accomplishing when motivated to work together for the greater good.

Lord, Ted Silberberg and Gail Dexter. "Making the Case: What Children's Museums Have to Offer Downtown Revitilization Efforts." Maher, Mary. Collective Vision: Starting and Sustaining a Children's Museum. Washington, D.C.: Association of Children's Museums, 1997. 176-180.
41

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APPENDIX A: COMMUNITY SURVEY RESULTS

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APPENDIX A: COMMUNITY SURVEY RESULTS, CONTINUED

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APPENDIX B: STATE DEMOGRAPHICS

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APPENDIX B: STATE DEMOGRAPHICS, CONTINUED

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APPENDIX B: STATE DEMOGRAPHICS, CONTINUED

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APPENDIX B: STATE DEMOGRAPHICS, CONTINUED

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APPENDIX B: STATE DEMOGRAPHICS, CONTINUED

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APPENDIX B: STATE DEMOGRAPHICS, CONTINUED

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APPENDIX B: STATE DEMOGRAPHICS, CONTINUED

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APPENDIX C: LOCAL DEMOGRAPHICS

Towns Within an Approximate 30-Minute Driving Radius from Wilton Source: population from 2010 US Census, projections from www.maine.gov
POPULATION: AGES 0-5 POPULATION: AGES 5-9 TOTAL POPULATION: ALL AGES TOTAL POPULATION PROJECTION: 20102030 -1.5% 1.2% 13.4% -9.3% -4.2% 5.3% 14.7% -15.8% 15.3% -3.1% -34% 2.3% 2.1% -5.9% 2.9% -34.6% -9.2% -15.6% 3.3% -5.4% -13.9% Area Average: -3.5%

CANTON CARTHAGE CHESTERVILLE DIXFIELD FARMINGTON FAYETTE INDUSTRY JAY LIVERMORE LIVERMORE FALLS MEXICO MT. VERNON NEW SHARON NEW VINEYARD PERU RUMFORD STRONG TEMPLE VIENNA WELD WILTON TOTAL

38 22 67 151 354 47 47 294 99 214 147 88 88 39 52 293 70 24 24 8 241 2407

45 26 73 151 315 61 76 284 109 224 140 78 83 33 74 272 71 29 21 8 246 2419

990 560 1352 2550 7760 1140 929 4851 2095 3187 2681 1640 1407 757 1541 5841 1213 528 570 419 4116 46,127

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