In this case, Archive Five might seek to increase public appreciation by conducting a series of seminars. If the legislature does not appreciate the archive, it might decide to train every legislative staffer to use it. If scholars do not appreciate the archive, it might decide to conduct a seminar for the history department of every university and college in the region. Or, if educators do not appreciate it, the archive might choose to conduct seminars for high-school history teachers in every school district to explain how they can make use of the archives in their courses. None of these different bottom lines is magic.
None is precisely right.
But all are useful. And, if an archive achieves this year's bottom line, it can set a different one for next year. Thus, a bottom line is motivational. By adopting an explicit measure of performance, an archive can motivate better performance. But we measure performance for several reasons.