This has been a rather sad string and seems to virtually be becoming
a tradition.
        Indeed it is far easier to raise capital funds for expansion
                than to raise operating. Perhaps some musuem shift
                of heads in donor discourse--concertedly--is
                required. Director's are also rewarded for
                successful capital campaigns and always cut back
                on operating.
        The trend is usually a peak after the opening of a new wing
                or facility and then a leveling off.

        Even with NO expansion, budgets to be submitted to the board
                are most often balanced by backing in attandance figures.
                We kid ourselves into good arguments of why an x%
                increase is expected. Actually believe it until
                half-way into the fiscal-year.

        Worst. Normal practice is that during building/expansion significant
                percentages of operating salaries can be capitalized. After
                the first year, these revert to operating. This, on top
                of always "underestimating" personnel needs--boards hate
                on-going costs--means downsizing staff, the KEY to
                musuem success, which means lower quality programming,
                which means a drop in the gate etc.

        I have argued with so many clients that focus on staffing is
        far more important than 2 more square feet in the restaurant
        or gift shop. Alas, program staff "naming opportunites" are rare.

Cheers,
        Lois

Lois Brynes
Deep-Time Associates
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