QUARANTINE LIFE: VENUES

Venues like museums and galleries, that count on the presence of people, have a unique challenge these days. 

Some, armed with good leadership and a faithful following, are winning with stunning, professionally presented virtual offerings, educational opportunities, zoom lectures, conversations, exhibitions, etc. 

Others aren't.

No museum, large or small, should be offering boring, tacky, lifeless, obscure, or uninteresting presentations these days— unless, of course, that’s the way someone wants it to be. 

Whoever controls the purse strings; whoever makes final decisions, has to have a vested interest; be the biggest cheerleader; see the value; be present; communicate regularly with all connected parties; care. 

It’s hard to maintain paradise when the powers that be don't want to invest in the personnel or technology necessary to educate, entertain, and maintain its pre-pandemic audience, and would rather tear it down and pocket the dollars generated from turning it into a virtual parking lot.

Want a thing to fail? 

Refuse to fund the lofty expectations you have, yet complain when they’re not met. 

Sow seeds of discord. 

Fail to communicate with principal players. 

Cultivate insecurity, instability, and competition. Undermine and exhaust strong, effective employees, and replace them with incompetent ones.

Want a thing to be stagnant? 

Install a placeholder; an individual content with just having a title; a yes man or woman who possesses little expertise or direction. 

Want a thing to be a mystery? 

Install a leader whose only interest is self-promotion and personal profit. 

Is it really a museum or gallery, or a non-profit front/side-hustle/ hang-out/clique for a handful of opportunistic people?

Is it public, or purposely secret? 

Is it a priority with a future, or someone’s pet project?

Would those responsible prefer that it fail? 

Is it a money pit in which enthusiasm has been lost? Is that why those given authority, are so poorly chosen, and those who could be effective can’t, and don’t remain?

So many questions.

Why would progress and new patronage be met with opposition?

When patrons enter, are they welcomed, or treated as burglars who’ve broken into someone’s home?

Has the museum strayed from its intended purpose? 

Have the strongest supporters lost interest, relocated, or died?

Are there numerous instances of staff turnover?

Does it no longer matter if the museum is well-maintained, clean, sanitized, neat, and organized? 

Is the environment healthy, or in disarray, filthy, and cluttered?

Are the exteriors inviting or neglected?

Is technology updated regularly? 

Is there WiFi?

Is it temperature controlled to accommodate any given exhibition, or do benefactors and artists take a risk turning over their creations and collections?

Are the artifacts, acquisitions,  exhibits, art, etc. handled with care, misplaced, or lost?

Can exhibiting artists feel secure relinquishing their pieces to the care of staff?

Who is the primary representative? Are people and communication skills lacking?

Is staff engaged or aloof; committed, or out of their element; complainers or solution seekers?

Do staff habits/vices (smoking, drug use, anger issues, verbal abuse, alcohol abuse) threaten the safety of the space?

Is business with vendors handled haphazardly? 

Are bridges frequently burned due to dishonored contracts and otherwise poor business practices?

Are professionals sought and fairly compensated, or shortchanged for any specialized contribution or work done?

Are staff engaging in tasks for which they have little or no expertise?

Is there adequate staff? Is there burnout? Do staff have set hours?

Are staff meetings productive or a waste of time?

Is the staff provided with adequate resources?

Do staff regularly sabotage the efforts/plans/ideas of administrators? 

Is strife allowed to continue? Is there infighting?

Are jobs and salaries the first on the chopping block in budget discussions?

Are job titles and duties clear?

Does staff require micromanagement, or are they self-motivated when assigned tasks?

Is staff allowed to utilize their actual expertise and strengths, or discouraged?

Are delicate or old artifacts preserved/displayed/stored properly and handled well?

Is there a well documented, frequently updated database of what the museum has acquired; what is owned, or on loan?

Are visitor-prohibited office areas orderly and professionally maintained?

Is it easy to communicate with the facility via phone, or do messages go unread or ignored?

Is there a strong, well-manned and maintained social media presence on major platforms? Are archives updated, maintained, or scrubbed?

Are activities well documented? 

Does the graphic correspondence enhance or deceive concerning events and museum experiences?

Is the vision for the museum clear? 

Do exhibitions reflect the interests, needs, wants, or history of the community? Is the community sought for input?

Is there a climate of intimidation and secrecy? Do employees feel restricted?

Are administrators frequently missing in action?

Are funds utilized for activities, resources, travel, etc. that have no direct bearing to the organization?

Are educational programs relevant and informative or mediocre?

Are there active partnerships with teachers and local schools? 

Is the museum deliberately exclusive, or community oriented?

Are records of funds/donations managed well, and accounted for?

Is there an accountant and attorney to insure the integrity of financial and legal matters? Is there transparency?

Are vendors eager or reluctant to partner? Are they paid on time?

Who writes the grants and proposals?

Are visitors encouraged to support based on their experience? Will their reviews be favorable?

Is the space family or kid friendly?

Is leadership and staff knowledgeable about/ trained in business management, museum studies, Art, or History—specifically local history?

Is leadership insecure or unnecessarily competitive?

Is leadership self-promoting or community minded?

Is the board or staff chosen based on actual credentials, or necessity, nepotism, or friendship?

Is leadership and staff properly vetted?

Who hires and terminates? Who has the right to forge contracts? Are they binding?

Is there a disconnect between the board and staff? Is there a contingent eager to sell or dissolve the organization even as others seek to build it up?

Is it an historic place? Has that designation been officially made?

Is the goal to grow and expand or merely function?

Is the staff friendly and able to expound on the museum, its history, current and past exhibitions?

Are hours of operation consistent? 

Are there frequent, unannounced closures?

Are press inquiries and opportunities for publicity or community engagement regularly ignored?

Is the space misused/repurposed after hours? 

Are volunteers and interns treated like partners in the effort, or as dispensable?

Who owns the building, land, parking space? Is it rented? What agreement exists concerning the use of the premises? Is the space being utilized as intended?

Are inspections current?

Is the space adequately insured against fire, theft, or flood? Who’s liable?

Are there adequate financial reserves?

Are there partnerships with other local businesses?

Are utilities maintained and accounts current?

Who handles needed repairs, construction, installation, storage?

Can everyone employed articulate the mission statement?

Is it difficult to retain leadership and competent staff? If so, why?

This pandemic doesn't seem to be waning. Leadership matters if an entity is to succeed. If it is ever to be a functional museum or gallery, expertise and creativity is key. 

Good intentions and nostalgia are no match for a climate of confusion, mismanagement, careless appointments, disconnected board members, lack of vision, incompetence, dishonesty, mediocrity, infighting, and fiscal irresponsibility.

Especially in today’s climate, the more creative, determined, and competent leadership is, the better.