Managing Museums – Corporate Governance

Museums usually fall somewhere on the scale between purely philanthropic and purely commercial enterprises in how they are governed.  This post will briefly describe some of the aspects of the overseeing of museum management, from the administrative level.

How much authority should the museum curator have verses the museum board of trustees?  There was a story of how a certain manager wanted a live horse to be brought in to be part of an exhibit.  The board denied this request, citing various problems that this sort of thing might bring.  The manager wanted the horse anyway, so he bought one and said it was a donation.  Naturally the invoices for the purchase as well as those for the maintenance of the horse went into a bottom draw in his desk (as he couldn’t pay them without the board knowing).  In a short amount of time (perhaps weeks only) the horse had proved to be a huge success and the board changed their position regarding the purchase of “their own horse”.  The manager then took out the invoices and paid them all.

This is probably not the best way to manage a museum.  However, this sort of thing happens more often, we are told, then we might think.

People who are brought in to be part of the board are certainly not automatically qualified simply by the appointment to be on a board.  Many might not even know what they are supposed to do.  But they all should have a clear understanding of rule and their responsibility to the museum.  Preferably, they should have the right set of skills and experience so that they can quickly adapt to their new role.  They also should be people who have the time to do the job, a common vision with the museum management (so stories like the one just told don’t happen), periodic reviews to determine how well they work with management, and renewal for no longer than a total of 8 years.  Eight years is the maximum time that anyone should be in a position of administration because by then they have given just about all they can creatively.

If you find yourself on a board, remember to be bold but not to forget that you work for the public.  Remember how they view the museum and its displays.  It is ok to be a visionary as long as you don’t lose the basic museum essence.  Keep your strategy  in mind in all decisions.  Do not try to be all things to all people; instead – focus.  Do not try to make a long list of projects or activities.  Lists are not what boards should be doing.   Find the highest possible common denominator in price and convenience while maximizing quality.  Try to identify what makes you distinct and capitalize on that.

Good luck.