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SCIENCE. 



[N. S. Vol. II. No. 34. 



tions which are not germane to its real 

 purpose. Such transfers have occasionally 

 been made in the past, and there are few 

 museums which might not benefit individu- 

 ally, in a large degree, by a sweeping ap- 

 plication of this principle. If its effect 

 upon the effectiveness and interest of any 

 local or national group of museums is taken 

 into account, no one can doubt that the re- 

 sult would be exceedingly beneficial. 



5. Another field for cooperation is in joint 

 expenditure of effort and money upon labels 

 and catalogues and in the economical pur- 

 chase of and in supplies and material. 



6. Still another would lie in the coopera- 

 tive employment of expert curators and 

 preparators, it being thus practicable to pay 

 larger salaries and secure better men. 



THE FIVE CARDINAL NECESSITIES IN MUSEUM 

 ADMINISTRATION . 



The Essentials of Success in Museum Work. 



A museum cannot be established and 

 creditably maintained without adequate 

 provision in five directions : 



1. A stable organization and adequate 

 means of support. 



2. A definite plan, wisely framed in ac- 

 cordance with the opportunities of the in- 

 stitution and the needs of the community 

 for whose benefit it is to be maintained. 



3. Material to work upon — good collec- 

 tions or facilities for creating them. 



4. Men to do the work— a stafi' of com- 

 petent curators. 



5. Appliances to work with — a suitable 

 building, with proper accessories, installa- 

 tion material, tools and mechanical as- 

 sistants. 



A. Stability of Organization. 



1. The only absolute assurance of per- 

 manence for a museum lies either in gov- 

 ernmental protection, in a connection with 

 some endowed institution of learning, or 

 in special organization with ample endow- 

 ments. 



2. The cabinets of unendowed societies, 

 or those gathered and supported by the ef- 

 forts of individuals, must in time inevitably 

 be dispersed or destroyed. 



B. Definiteness of Plan. 



1. ISTo two museums can be or ought to 

 be exactly alike. Each should be devoted 

 to one or more special subjects, and should 

 select those subjects not only in reference 

 to opportunity and the needs of the com- 

 munity, but also with regard to the special- 

 ties of other museums in the same region, 

 with a view to cooperation. 



2. It is the duty of every museum to be 

 preeminent in at least one specialty, be this 

 specialty never so limited. 



3. The specialties or departments of any 

 museum may be few or many, but it is im- 

 portant that its plan should be positivelj^ 

 defined and limited, since lack of purpose 

 in museum work leads in a most conspicuous 

 way to waste of eifort and to failure, partial 

 or complete. 



4. It will undoubtedly be found desirable 

 for certain museums, founded for local uses, 

 to specialize mainlj^ in the direction of pop- 

 ular education. If these cannot also pro- 

 vide for a certain amount of scholarly en- 

 deavor in connection with their other activ- 

 ities, it is of the utmost importance that 

 they should be associated (by a system of 

 administrative co5peration) with some in- 

 stitution which is a centre of original 

 work. 



5. The general character of a museum 

 should be clearly determined at its very in- 

 ception. Specialization and division of 

 labor are essential for institutions as well as 

 for individuals. It is only a great national 

 museum which can hope to include all de- 

 partments and which can with safety en- 

 courage growth in every direction. 



6. Small museums, it is needless to say. 

 cannot attempt specialization in the same 

 degree as large ones, but the principles just 



