Note #1:
The Museum Board: Its Organization and Functions

• • Introduction
  • Organization of the Board
  • Who Serves on the Board
  • Responsibilities of the Board
  • The Board and the Museum Director
  • Policy Statements
  • Museum Funding
  • Other Responsibilities
  • Bibliography

  ---

  The museum board (board of trustees, board of management, committee of management) is the governing body of a museum. As such, it assumes responsibility for the museum and its collection, which it holds in trust for the present and future community. The board accepts all legal responsibility for the institution, controls its finances, sets policy, and ensures that the purposes for which the museum exists are fulfilled. With functions as important as these, it is vital that the role and responsibilities of the board as a whole, and the obligations of individual trustees, be clearly understood. This paper will point out the characteristics which make for an effective museum board, and will suggest where the board's main responsibilities lie.

  Organization of the Board

  There are a number of ways to organize a museum board. The needs of the institution should determine the board's structure. The size of the board will probably reflect the size of the institution it serves and the community in which it is situated. The ideal board would be large enough to represent the community's many different interests, but small enough for its members to work together effectively. It has been observed that too large a board may prove to be awkward or unwieldy. Difficulties may be experienced in securing a quorum for a meeting or in response to an emergency.

  The Ontario Municipal Act (R.S.O. 1990, Chap. M45) provides for:

  • municipalities to own and operate public historical museums. The council of a municipality may appoint such numbers of persons who are qualified to be elected as members of the council as it deems appropriate to act on its behalf as a board of management.
  • Members of a board of management appointed under this paragraph shall hold office at the pleasure of the council that appointed them and unless sooner removed shall hold office until the expiration of the term of the council that appointed them and until their successors are appointed and are eligible for reappointment.

  Non-municipal organizations, such as historical societies or other community groups, may wish to consider the advantages of formally (and legally) organizing by means of incorporation. This is normally accomplished through one of the following agencies:

  1. Industry Canada, Corporations Directorate, of the Federal Government,
  2. the Ontario Ministry of Consumer and Commercial Relations, Companies Branch, which administers the Ontario Corporations Act - Part 111, or
  3. The Ontario Historical Society's Act of Incorporation, which permits affiliate member organizations to be included within that Act while they remain affiliates.

  Incorporation will require the applicant organization to identify fully its alms and objectives, qualification for (and classes of) membership, details of terms of membership, activities of members and officers, by-laws, the ultimate disposal of assets in the event of dissolution, and all other additional details that describe what the corporation intends to be, what its activities will include and how it intends to pursue these aims.

  The community museum is most frequently operated or administered by an agency that has other interests in addition to the operation of a museum. There may be certain instances where it is preferable to be organized and incorporated as a museum society when the objectives of the organization are specifically directed towards the operation of a museum.

  When a new board is being established, membership terms should be allotted for one, two and three years. When the one and two year terms expire, they can be replaced by the standard three-year term. In this way continuity is maintained within the board and a regular pattern of membership turnover is established. This format is used whether the board members are appointed or elected.

  A board generally elects officers (chairman, corresponding secretary, and treasurer) for one-year terms at the beginning of each calendar year. These three positions form the executive committee, which has the power to act for the full board between formal meetings. Some museum boards establish standing committees to deal with specific policy areas such as accessions, exhibitions, funding, and so forth. These committees then report back to and advise the board on their specific areas of expertise. Members of the community may serve on these committees along with the museum director and one or two members of the museum board.

  The museum director (in some institutions the curator or curator/director) usually holds the position of recording secretary to the board. This is an ex-officio position, however, and he or she would not vote on board decisions.

  A museum board with legal status (that is, the board of a museum which is owned by an incorporated agency) should have a constitution and by-laws which clearly describe the purpose and objectives of the museum, as well as the duties and responsibilities of the board, its officers and committees. To perform their duties satisfactorily, all new board members should be given an orientation program and be provided with suitable background information material to assist them in carrying out their duties.

  Who Serves on the Board

  The composition of an effective museum board will reflect the diversity of the community it serves. Board members who represent community groups will bring the talents and knowledge of their associates to the service of the museum. At the same time they can serve as museum spokesmen within their groups. An individual who can envision the broad overall needs of both the museum and the community will be a valuable board member. Representatives from community groups which have provided financial or volunteer support to the museum (historical societies, women's institutes, etc.), might also serve on the museum board.

  Membership on a museum board is a position of community responsibility which demands commitment of an individual's time and energy. Persons who see such positions as status symbols or as a means to further their own ambitions have no place on a successful board. For the board to function effectively, members should be strongly urged to attend all meetings. Through his or her active participation in board affairs, each individual member can make a personal contribution towards the betterment of the museum. The effectiveness of a board can be quickly undermined, however, by the dominance of one member or a small clique of members. Board members must work cooperatively with one another, and with the museum director and staff, in defining policies and developing programs for the enrichment of both the museum and the community.

  Individually and collectively, the board should demonstrate the following:

  • a commitment to the development of the museum as a strong community resource,
  • an awareness of the social and economic characteristics of the various segments of the community,
  • an understanding of business, financial and political procedures,
  • an ability to work cooperatively and unselfishly in the best interests of the museum, and
  • a willingness to devote time and effort to the duties of board membership.

  Responsibilities of the Board

  The board's main responsibilities include:

  • employing a director, director/curator or curator,
  • formulating the museum's statement of purpose,
  • formulating written policy statements which govern the operation and define the programs of the museum,
  • securing the funding necessary to carry out the museum's programs, and
  • ensuring that the purposes for which the museum exists are being fulfilled and that the collection is being cared for and maintained under proper conditions.

  The Board and the Museum Director

  The employment of a director is a particularly important task. It is the museum director who is responsible for the day-to-day administration of the institution, in accordance with policies and budget limitations which have been established by the board. It is important that the difference between the function of the board and the role of the director be clearly defined and mutually understood. Otherwise, unnecessary confusion and friction can result. The director's professional expertise in administering museum policies should receive the full support of the board. Any problems encountered by the director in the daily operation of the museum should be brought before the board so that policy changes can be dealt with cooperatively.

  Policy Statements

  The decisions made by the board respecting the museum's priorities and its role within the community take the form of written policy statements. These statements will cover at least the following areas of concern:

  • statement of purpose (aims and objectives)
  • research
  • collection records management
  • staff training
  • exhibition
  • interpretation and education programs
  • conservation of the collection

  Additional policy matters that will require consideration and clarification by the board are:

  • the relationship of the museum director and staff with the board
  • public use of the building for non-museum purposes (e.g. general lectures, Girl Guide/Boy Scout meetings, bazaars)
  • financial management and the preparation of financial statements
  • regulations regarding the institution and its staff (e.g. open hours, staffing requirements)
  • ethics and conflict of interest (for both board and staff)
  • regulations governing smoking and food in the museum
  • relationship of the museum with other organizations within the community and with other museums
  • whether and how the museum will accept loans from other persons/organizations or how the museum will make loans from its collection(s) to other organizations, persons or museums

  Policy statements should be in written form and be available to all board members and staff to prevent personal interpretation or individual misunderstanding.

  Museum Funding

  It is the responsibility of the board to secure adequate funding for the operation of the museum and the programs that have been outlined in the policy statements. The board must become familiar with sources of both government and private funding, as well as the procedures necessary for securing this financial support.

  Each year the board submits an approved annual budget to the owning agency. The budget delineates specific program requirements and operating expenditures, and provides a review of the year's total expenditures based upon the authorized annual budget and program(s).

  Other Responsibilities

  A museum board should be familiar with the municipal, provincial and federal laws which could affect the museum. It should actively support any new legislation which could be in the museum's best interests.

  A public relations program should be established to assist in fund-raising and audience development activities.

  To perform their roles with the best interests of the museum in mind, board members should publicly declare any potential conflict of interest(s).

  To ensure the most efficient use of staff, collection, funds and premises, it is important that board members consider memberships for themselves in organizations dedicated to the development and improvement of museums. Such organizations include:

  Canadian Museums Association
  280 Metcalfe Street, Suite 400
  Ottawa, Ontario
  K2P IR7

  Ontario Museum Association
  50 Baldwin Street
  Toronto, Ontario
  M5R 3P6

  The Ontario Historical Society
  34 Parkview Avenue
  North York, Ontario
  M2N 3Y2

  Interpretation Canada
  Box 2667, PO Station D
  Ottawa, Ontario
  KIP 5W7

  Ontario Association of Art Galleries
  489 King Street West, Ste. 306
  Toronto, Ontario
  M5V IK4

  Bibliography

  Books

  Chudleigh, Ann. The Role of the Trustee in the 70's. Toronto: Ontario Association of Art Galleries, 1971.

  Holman, Christopher (ed.). Selected Excerpts from Trustee and Board Members Seminar. Banff: Banff Centre for the Arts, 1975.

  McDougal, W. Jack (ed.). The Role of the Volunteer Trustee. London, Ont.: University of Western Ontario School of Business Administration, n.d.

  Naumer, Helmuth J. Of Mutual Respect and Other Things: an Essay on Museum Trusteeship. Washington: American Association of Museums, 1983.

  O'Doherty, Brian (ed.). Museums in Crisis. New York: Braziller, 1972. pp.117-129.

  Articles

  Boulet, Roger H. "Getting Together Director/Board Relations", Museum Round-Up No. 89 (Spring, 1983). pp. 8-10.

  Budd, Edward B. Jr. "Museums Organization and Personnel Policies", Museum News Vol. 44, no. 1 (September, 1965). pp. 22-23.

  Burns, William A. "Trustees: Duties and Responsibilities", Museum News Vol. 41, no. 4 (December, 1982). pp. 22-23.

  Crowley, Terry. "Don't Let the Ship Sink: Board and Staff in Community Museums". Ontario Museum Quarterly Vol. 11, no. 3 (Summer/July, 1982). pp. 17-20.

  du Pont Copeland, Lammont. "The Role of Trustees: Selection and Responsibilities", History News Vol. 29, no. 3 (March, 1974), Technical Leaflet No. 72.

  Fox, Michael J. "Directors as Communicators". Museum Studies Journal Vol. 1, no. 1 (Spring, 1983), pp. 12-15.

  Fulford, Robert. "The Edifice Complex", Saturday Night (June, 1983). pp. 5-10.

  Hamilton, Denis. "The Trustee and the National Museums", Museum Journal Vol. 77, no. 3 (December, 1977). pp. 119-125.

  Knoll, Alfred P. "Museums - a Gunslinger's Dream", The Museologist no. 136 (March 1976). pp. 3-8, 17-25.

  McGrath, Kyran M. "A Landmark Court Decision", Museum News Vol. 53, no. 4 (December, 1974). pp. 40-41.

  McGreevy, Milton. "The Trustee - Professional Staff Relationship", Museum News Vol. 41, no. 1 (September, 1965). pp. 27-29.

  Nelson, Charles A. "Trusteeship Today", Curator Vol. 19, no. 1 (March, 1976). pp. 5-16.

  Paul, Rodman, "In My Opinion: A Case for Trustee Involvement". History News Vol. 36, no. 1 (January, 1981). pp. 34-35.

  Pietrzak, Ted. "Management and Operation", in W. McAllister Johnson and Frances K. Smith (eds.). Art Gallery Handbook. (Toronto: Ontario Association of Art Galleries, 1982). pp. 43-69.

  Seybolt, George. "A Museum Trustee's Proposal for Change", Museum News Vol. 50, no. 6 (February, 1972). pg. 7.

  Sherrell-Leo, Cindy and Meyer, Richard W. "For the Board", History News Vol. 39, no. 3 (March, 1984). pp. 28-30.

  Smithies, Don. "The Trustee In Evolution", OMA Quarterly Vol. 9, no. 1 (Winter, 1980). pp. 6-8.

  Spaeth, Eloise. "The Fine Art of Being a Trustee", Museum News Vol. 44, no. 2 (October, 1965). pp. 39-40.

  Stitt, Susan. "Trustee Orientation: A Sound Investment", Museum News Vol. 59, no. 6 (May/June, 1981). pp. 53-55, 81.

  Thomas, Robert E. "Trustee and the Institution", The Museologist no. 123 (June, 1972). pp. 5-9.

  Toole, L . Ross. "The Sandwich Man: A Hard Role", Museum News Vol. 52, no. 9 (June, 1974), pp. 41-42.

  Ullberg, Alan D. and Patricia. "Historical Perspective". Museum News Vol. 59, no. 6 (May/June, 1981). pp. 53-55, 81.

  Unterman, Israel and Davis, Richard Hart. "The Strategy Gap in Not-for-Profits", Museum News Vol. 62, no. 5 (June, 1984). pp. 38-44.

  Walford, Norman. "Managing Museums", OMA. Museum Quarterly Vol. 14, no. 1 (Spring, 1985), pp. 10-17.

  General

  Alexander, Edward P. Museums in Motion: An Introduction to the History and Functions of Museums. Nashville: American Association for State and Local History, 1979.

  Community Museums Policy for Ontario. Toronto: Ontario Ministry of Citizenship and Culture, Heritage Branch, 1983.

  Dixon, Brian. The Museum and the Canadian Public. Ottawa: Arts and Culture Branch, Department of the Secretary of State, 1974.

  Guthe, Carl E. The Management of Small History Museums. Nashville: American Association for State and Local History, 1959.

  Hudson, Kenneth. Museums for the 1980's. Paris: UNESCO, 1977.

  Lord, Barry and Gail Dexter (eds.). Planning Our Museums. Ottawa: National Museums of Canada, 1993.

  MacBeath, George and S. James Gooding (eds.) Basic Museum Management. Ottawa: Canadian Museums Association, 1969.

  Standards For Community Museums in Ontario. Toronto: Ontario Ministry of Citizenship and Culture, 1983.

  The Corporations Act of Ontario R.S.O. 1990, Chapter C38, Part III, Section 117(a) to 133(3)(4) inclusive (Corporations incorporated without share capital). Toronto: Ontario Ministry of Consumer and Commercial Relations, 1990.

  The Municipal Act of Ontario 1990, Chapter M45, Section 207, Sub-section 58(a) to (j). Toronto: Ontario Ministry of Municipal Affairs and Housing, 1990.