Museum Organization & Structure

Dear Kirk,

In most museums, the functions listed in your question (acquisition, transportation, restoration, replication, maintenance, and exhibition) are to one extent or another the responsibility of the curatorial staff. I notice that your proposed table of organization does not include curators. Another important function that is not evident in that table is the interpretation of the artifacts in the collection, which is also a curatorial function. I'd suggest amending the Research and Archives service slot to read "Curatorial and Research Services" and make the folks in this division responsible for the scholarly tasks that are, in fact, the reason for the museum's existence. If you intend to have an ongoing restortion program, you probably also need a conservation division, where the experts who will carry this program out will reside. Without a scholarly staff, you may be headed in the direction that guard at the British Museum once described to me when he said "Most people thnk that all you need to have a museum is a mummy and someone to take the money."

Lonn Taylor,

Fort Davis, Texas

----- Original Message -----

From: [log in to unmask] href="mailto:[log in to unmask]">Kirk Ransom

To: [log in to unmask] href="mailto:[log in to unmask]">[log in to unmask]

Sent: Sunday, February 27, 2005 9:06 PM

Subject: Museum Organization & Structure

I am trying to develop an organization structure for an aviation museum. How are other similar museums organized?. Please look at the following and tell me if I am on track or way off base.

In the following scheme, there is an Executive Director overall and a Business Manager over the Business Operation department and a Museum Director over the Museum Operations department.

I realize that many of the functions shown could and would be done by one staff member (or volunteer) but I want to include all of the functions that would be necessary for effective day-to-day operations of a museum. This will ensure that functions are not overlooked and allow for smooth growth and development. I am trying to group similar things together and present a workable span of control for the managers and directors.

BUSINESS OPERATIONS (department)

        ADMINISTRATIVE SERVICES (division)
                ACCOUNTING and BOOKKEEPING SERVICES
                CONTRACTING SERVICES

        ELECTRONIC TECHNOLOGY & INFORMATION SYSTEMS SERVICES   (division)

        FACILITIES & GROUNDS MANAGEMENT SERVICES (division)

        FINANCIAL MANAGEMENT (division)
                FUNDRAISING & INVESTMENT SERVICES
                BUDGET & FUNDS DISBURSEMENT

        HUMAN RESOURCES & STAFFING SERVICES (division)

        PLANNING & SCHEDULES (division)

        PROJECT MANAGEMENT SERVICES   (division)

        PURCHASING & SUPPLY MANAGEMENT SERVICES (division)

        SAFETY SERVICES   (division)

        SECURITY & PROPERTY PROTECTION SERVICES.    (division)

MUSEUM OPERATIONS

        MEMBERSHIP & PROMOTION SERVICES (division)
                COMMUNITY OUTREACH SERVICES

        EXHIBITION & EDUCATION SERVICES (division)

        RESEARCH & ARCHIVES SERVICES (division)
                LIBRARY & PUBLISHING SERVICES
                HISTORY (of the Museum)

        COLLECTION MANAGEMENT (division)
                AIRCRAFT COLLECTION

For small museums that feature large objects in their exhibition and collection programs, like trains, ships, or airplanes, which take up the bulk of the effort running the museum, where does the day-today management of the acquisitions, transportation, restoration, replication, maintenance, and even exhibition fall? Under the Collection Management division or as a separate division under Museum Operations?

Thanks,

Kirk Ransom
Minnetonka, MN

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