Change can also fail – or be stopped or held back – when governing boards resist change as a result of worries about its long-term impact on the financial sustainability of the museum, for example in cases where the changes might alienate the current audience or funders and threaten the financial base. In any case, a key element of a strategic approach to change is to consider financial implications before the people start, and not in the middle of a change programme as a risk-averse reaction when things are getting hard and governing bodies suddenly panic. As a consequence of need for museums to attract revenue funding through projects such as these, there is likely to be a steady stream of grant applications to work on at different times of the year. Maintaining events and programmes, advising teachers, servicing school parties, answering public enquiries or mounting and de-rigging temporary exhibitions are all traditional museum services highly valued by the public.