Case Study:

Identity Crisis

The Problem: Public recogition of museum name dwindled as population grew

When “Old City Park” was founded in 1966, the name suited the outdoor history museum well.Dallas was still small enough that most people knew that “Old City Park” was the 13-acrecollection of historic buildings located on the edge of downtown Dallas, on property that was thecity’s first-ever city park established in 1876. Over the years, however, the city’s population grewand changed. By 1970, an estimated 844,500 people lived in Dallas. By 2003, the populationin the Metroplex had bloomed to over 5,500,000. Many naturally assumed that “Old City Park”was an old municipal park like any other city park. They never thought of it as the region’sleading accredited, award-winning museum of history and culture, one that charged anadmission fee and offered tours, and one that served over 25,000 school children and 25,000adult visitors every year. In addition to the population swelling, the choices of cultural attractionsand entertainment venues multiplied. The museum was losing market share. Spending moneyon advertising was not feasible for this small nonprofit. The museum needed to upgrade to aname that helped define who it was and what it did. In the 1990s, an attempt to update thename was thwarted by a handful of key board members who, citing tradition, blocked a namechange.

The Solution: Evidence, professional help and gentle persuasion

In 2005, Mary worked closely with the president of the organization to find a way to upgrade theinstitution’s name. Mary helped identify and was liaison to Publicis, a well-known ad/marketingfirm that agreed to donate its services. Publicis conducted focus group studies to capturecurrent public perception of the organization as well as explore possible new names. Maryassembled easy-to-understand documentation of ongoing public confusion over the currentname. All information was presented in a calm and encouraging manner to the Board.Although some Board members were initially skeptical, the majority of the Board saw thewisdom in updating the organization's name. The Board was presented with a selection ofnames that tested well with focus groups, and it chose “Dallas Heritage Village” as the newname.

The Results: Museum better positioned for the future

The new name was ushered in with a large reception at the museum. A new logo, brand colors,merchandise, brochures and plans for transition were put into play. For several months, staffreferred to the museum as “Dallas Heritage Village at Old City Park” to help ease the transition.By 2008 the museum was able to use “Dallas Heritage Village” on its own. In addition to thenew name, Mary took steps to change the museum's main address from little-known “Gano”street to the widely-recognized main artery street, “Harwood,” on its eastern border. “Harwood”not only was the street address for other well-known museums in downtown Dallas, but wasalso the future front gate entry street for Dallas Heritage Village after museum expansion. Thename and address change will help the museum position itself in the market by making it morereadily identifiable than before, even to people new to Dallas.

Page fromDallas Heritage Village

Annual Report, on MuseumName Change:

Case Study:

Sit! Stay! Now Speak – and in Spanish, Too

The Problem: Dog packs killing museum livestockDallas Heritage Village is an inner-city museum in a challenged neighborhood that works hardto provide quality educational and cultural programming for the public. Programming includes atop-notch farm animal program. However, when a pack of stray dogs from the neighborhoodattacked and killed its small livestock -- for the second time in two years-- the museum founditself under attack in additional ways: Animal activists threatened to shut the farm animalprogram down, and the local newspaper carried the story about the unfortunate killing spree.Precautions taken at the museum after the first attack evidently were not enough; somethingmore had to be done, and the museum needed to demonstrate best efforts and goodwill.

The Solution: Rally neighbors and businesses in positive wayMary and the museum president had recently helped form a new neighborhood association totry and help spur urban recovery in the museum's challenged neighborhood. Using the newassociation as a starting point, Mary contacted area businesses and residents to help create aneighborhood spay-and-neuter event. The event would be used to not only build awareness ofstray dog pack dangers but also to increase awareness of responsible pet care. Soon, localbusinesses sent employees to help organize the effort, set up tables, and coordinate games.The local elementary school was included as an event sponsor. Mary identified an employee ofa local produce company as the best link to bring in an Hispanic radio station to serve as eventmedia sponsor. Because the neighborhood was home to many Hispanic residents, fliers andtelephone messages were relayed in both English and Spanish. Mary also brought together thelocal SPCA and the city animal services department, which had never before worked together.

The Results: Heightened awareness, esprit de corps, and safer livestockIn addition to dogs receiving low-cost/no-cost spay and neuter services, the museumestablished a much more responsive working relationship with the city animal servicedepartment, which worked with the museum to reduce the number of strays found on theproperty. The leading local newspaper carried an article with two photographs about the event.In addition, a number of local residents helped build an 1860s-style barn in which to house thesmall livestock, further protecting the goats and sheep. Esprit de corps was built within thefledgling neighborhood association, and inroads were made for future business sponsorshipsand participation with the museum.

Page fromDallas Heritage Village Annual Report,

on “Dallas Dog Day” event: