Analysis 1.Museum’s Mission: How is it communicated to staff, volunteers or donors? When was it last updated? The mission is not formally communicated to staff or volunteers on a regular or semi-regular basis. It is included in the docent training book, the legal framework of the institution and the corporation’s website, but in no other ways. Mission: The Indiana Medical History Museum interprets and preserves the Old Pathology Building. Through its exhibits, publications, and programs, the museum educates the community concerning health care, health careers, and life sciences in Indiana during the nineteenth and first half of the twentieth centuries. 2.Overview of current and future exhibitions and programs Wizards Academy: v Teaches principles within medical field and about scientific principles v Hands on activities and demonstrations done through stations v Children are separated from their parents v Parents are given a lecture about the importance of science education and how parents can apply scientific concepts educationally at home. v Begins with a zoo visit of animals of interest to “wizards” v In 2009 they began branding this program through starting a graphic identity Medicinal Garden: v Revamped program. Initially was just the garden, but now is a tour of plants. v Educational goals are to connect contemporary medicine manufacturing with past use of plants and understanding their compounds. v Have seen increased traffic because of in depth garden tour. v Marketing is through grassroots efforts connecting with horticulture groups (including the IMA) v June event: garden tea party a.What is the experience like visiting the museum? b.Is there a tone or consistency of voice created through onsite communication materials? 3.Overview of Budget – total operating, total marketing a. Operating budget for 2009: 61,461 b. Total marketing: Undetermined – Possibly lumped into promotional activities and BLDG/EXHIBIT/MEMBER PROG at $1,225 and $32,964 respectively. c. Mary Ellen remarked that the budget is effectively zero dollars and cannot be increased.
4.SWOC analysis (either here or in our later discussion) 5.Overview of current branding efforts While it is a goal of the institution to create, regroup and implement a brand the IMHM does not currently have a brand. The indication I got was the brand is an experience inclusive to all people while not sacrificing scholarly understanding of mental illness and health care of the 19th and 20th centuries. Additionally, one outward view of the museum is quirky while the experience within the museum is an understanding, educational tone. Voice and tone of the institution come from two areas: professionalized voice and one that can reach a broad eagerly interested audience. The IMHM’s brand is difficult to ascertain as their message varies from communication source to communication source. The primary reason for this communication barrier appears to come from the museum’s name, “Indianapolis Medical History Museum.” The name implies a learning opportunity applied to the broader historical significance of medical history curated in the Indianapolis area. This brand opposing the two tours I received which were more focused on the importance of Central State Hospital and the pathology department. Within these two tours one focused on the historical importance of the leadership within the hospital in creating the successes experienced today. The other tour sent a message on the objects and their use within Pathology. 6.Overview of current marketing efforts – how do they promote the museum and events? Current marketing efforts are composed of partnerships and free publicity in travel books and magazines. They are partners with the ICVA and have their brand presented in several print publications(Entertainment coupon books, Indiana curiosities: Insane Museum, Travel books, partnership with the Indianapolis Philharmonic). They would like to grow partnerships like the one made with the Philharmonic art and science series. Outside of these efforts, their marketing is done through grassroots efforts. Typically, posters are emailed to volunteers and contacts within IUPUI and IU-Bloomington who print, post, and communicate events within their institutions. Brochure is their largest publication and arguably the most difficult to update, replace and revamp due to budgetary constraints. However they do most printing in-house and typically black and white but on occasion in 4 color. 7.Overview of current audiences – who is coming and why? If the museum doesn’t know, what kind of research would help them determine this? The museum does not maintain detailed demographics of their audience. They have moved toward collecting some data about basic traffic coming through the institution. This information includes information about school groups (how many, affiliation, level of education) and data related to purchased ticket (date, how many, adult admission, student, child, AAA member, etc.). Many school groups attend the museum. This is due, in large part, to the museum’s focus on relationships with educational institutions. 8.5 – 10 year outlook – what are the museum’s goals and plans for the near future? They do not have a set outlook for the next several years. However, they feel they are best suited to build on their successes of their educational programs related to specific school groups of all ages. Additionally, they want to focus their efforts onto finding unique and cheap-to-free ways of advertising. Communications Strategy: Two years in length: January 2011 – December 2012 1.Executive Summary 2.Organization Background 3.SWOC analysis (either presented here, or in our initial discussion) 4.Position Statement 5.Priorities a. Develop comprehensive internship program with IUPUI Liberal Arts program i. Advertise internships on website by April 2011 ii. Develop an ongoing relationship with IUPUI Liberal Arts program by August 2011 iii. Have initial positions filled by September 2011 b. Set-up a systematic and sustainable program to collect visitor information data i. c. Increase programming opportunities year round i. See media/tools section for an in depth discussion and proposal of programs. d. Redevelop membership program e. Develop and implement brand into all communication devices, staff members, and volunteers i. Develop new graphic identity through intern program by December 2011 ii. Implement new GI by April 2011 6.Goals a. See subsections listed above 7.Audience a.Abby will elaborate on her audience information section. 8.Key messages a. Comparing the IMHM’s mission to the brand analysis performed we can determine a focused brand the museum should follow. Future efforts should be placed on the importance of three themes and their relation to pathology: architecture of the Central State Hospital, historical significance of pathology for the greater Indianapolis community, and the difference between contemporary medical practices and those performed and taught in the time of the Pathology Lab. Considering these three themes the IMHM’s brand is, “Pathology: Architecture, Community, and Medicine.” Communications from the museum should focus on these themes as related to pathology. Architecture provides, perhaps, the most important visual for the museum. The pathology building is the first object viewed by an audience when approaching the museum. This vital resource should be viewed in all communication through the museum logo. Community through pathology brands itself towards the vital importance the original pathology building played for the greater community of central Indiana, IU-Bloomington students, and doctors. Medicine through pathology serves a direct route to discuss the historical importance of the discoveries made and instigated at the museum grounds. Current application of this suggested brand in a museum visit would mean broad changes toward content and visitor experience. These changes would require significant time and effort upon the staff of the museum and, ultimately, would not be finished anytime soon. b. 9.Media/tools a. Facebook b. Youtube c. Website d. Brochure e. Newsletter f. Programs 10.Timeline 11.Budget 12.Measurement and evaluation
1. Museum’s Mission: How is it communicated to staff, volunteers or donors? When was it last updated?
The mission is not formally communicated to staff or volunteers on a regular or semi-regular basis. It is included in the docent training book, the legal framework of the institution and the corporation’s website, but in no other ways.
Mission:
The Indiana Medical History Museum interprets and preserves the Old Pathology Building. Through its exhibits, publications, and programs, the museum educates the community concerning health care, health careers, and life sciences in Indiana during the nineteenth and first half of the twentieth centuries.
2. Overview of current and future exhibitions and programs
Wizards Academy:
v Teaches principles within medical field and about scientific principles
v Hands on activities and demonstrations done through stations
v Children are separated from their parents
v Parents are given a lecture about the importance of science education and how parents can apply scientific concepts educationally at home.
v Begins with a zoo visit of animals of interest to “wizards”
v In 2009 they began branding this program through starting a graphic identity
Medicinal Garden:
v Revamped program. Initially was just the garden, but now is a tour of plants.
v Educational goals are to connect contemporary medicine manufacturing with past use of plants and understanding their compounds.
v Have seen increased traffic because of in depth garden tour.
v Marketing is through grassroots efforts connecting with horticulture groups (including the IMA)
v June event: garden tea party
a. What is the experience like visiting the museum?
b. Is there a tone or consistency of voice created through onsite communication materials?
3. Overview of Budget – total operating, total marketing
a. Operating budget for 2009: 61,461
b. Total marketing: Undetermined – Possibly lumped into promotional activities and BLDG/EXHIBIT/MEMBER PROG at $1,225 and $32,964 respectively.
c. Mary Ellen remarked that the budget is effectively zero dollars and cannot be increased.
4. SWOC analysis (either here or in our later discussion)
5. Overview of current branding efforts
While it is a goal of the institution to create, regroup and implement a brand the IMHM does not currently have a brand. The indication I got was the brand is an experience inclusive to all people while not sacrificing scholarly understanding of mental illness and health care of the 19th and 20th centuries. Additionally, one outward view of the museum is quirky while the experience within the museum is an understanding, educational tone.
Voice and tone of the institution come from two areas: professionalized voice and one that can reach a broad eagerly interested audience.
The IMHM’s brand is difficult to ascertain as their message varies from communication source to communication source. The primary reason for this communication barrier appears to come from the museum’s name, “Indianapolis Medical History Museum.” The name implies a learning opportunity applied to the broader historical significance of medical history curated in the Indianapolis area. This brand opposing the two tours I received which were more focused on the importance of Central State Hospital and the pathology department. Within these two tours one focused on the historical importance of the leadership within the hospital in creating the successes experienced today. The other tour sent a message on the objects and their use within Pathology.
6. Overview of current marketing efforts – how do they promote the museum and events?
Current marketing efforts are composed of partnerships and free publicity in travel books and magazines. They are partners with the ICVA and have their brand presented in several print publications(Entertainment coupon books, Indiana curiosities: Insane Museum, Travel books, partnership with the Indianapolis Philharmonic). They would like to grow partnerships like the one made with the Philharmonic art and science series.
Outside of these efforts, their marketing is done through grassroots efforts. Typically, posters are emailed to volunteers and contacts within IUPUI and IU-Bloomington who print, post, and communicate events within their institutions.
Brochure is their largest publication and arguably the most difficult to update, replace and revamp due to budgetary constraints. However they do most printing in-house and typically black and white but on occasion in 4 color.
7. Overview of current audiences – who is coming and why? If the museum doesn’t know, what kind of research would help them determine this?
The museum does not maintain detailed demographics of their audience. They have moved toward collecting some data about basic traffic coming through the institution. This information includes information about school groups (how many, affiliation, level of education) and data related to purchased ticket (date, how many, adult admission, student, child, AAA member, etc.).
Many school groups attend the museum. This is due, in large part, to the museum’s focus on relationships with educational institutions.
8. 5 – 10 year outlook – what are the museum’s goals and plans for the near future?
They do not have a set outlook for the next several years. However, they feel they are best suited to build on their successes of their educational programs related to specific school groups of all ages. Additionally, they want to focus their efforts onto finding unique and cheap-to-free ways of advertising.
Communications Strategy: Two years in length: January 2011 – December 2012
1. Executive Summary
2. Organization Background
3. SWOC analysis (either presented here, or in our initial discussion)
4. Position Statement
5. Priorities
a. Develop comprehensive internship program with IUPUI Liberal Arts program
i. Advertise internships on website by April 2011
ii. Develop an ongoing relationship with IUPUI Liberal Arts program by August 2011
iii. Have initial positions filled by September 2011
b. Set-up a systematic and sustainable program to collect visitor information data
i.
c. Increase programming opportunities year round
i. See media/tools section for an in depth discussion and proposal of programs.
d. Redevelop membership program
e. Develop and implement brand into all communication devices, staff members, and volunteers
i. Develop new graphic identity through intern program by December 2011
ii. Implement new GI by April 2011
6. Goals
a. See subsections listed above
7. Audience
a. Abby will elaborate on her audience information section.
8. Key messages
a. Comparing the IMHM’s mission to the brand analysis performed we can determine a focused brand the museum should follow. Future efforts should be placed on the importance of three themes and their relation to pathology: architecture of the Central State Hospital, historical significance of pathology for the greater Indianapolis community, and the difference between contemporary medical practices and those performed and taught in the time of the Pathology Lab.
Considering these three themes the IMHM’s brand is, “Pathology: Architecture, Community, and Medicine.” Communications from the museum should focus on these themes as related to pathology. Architecture provides, perhaps, the most important visual for the museum. The pathology building is the first object viewed by an audience when approaching the museum. This vital resource should be viewed in all communication through the museum logo. Community through pathology brands itself towards the vital importance the original pathology building played for the greater community of central Indiana, IU-Bloomington students, and doctors. Medicine through pathology serves a direct route to discuss the historical importance of the discoveries made and instigated at the museum grounds.
Current application of this suggested brand in a museum visit would mean broad changes toward content and visitor experience. These changes would require significant time and effort upon the staff of the museum and, ultimately, would not be finished anytime soon.
b.
9. Media/tools
a. Facebook
b. Youtube
c. Website
d. Brochure
e. Newsletter
f. Programs
10. Timeline
11. Budget
12. Measurement and evaluation