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Smoky Hill Museum Planning Project Final Report , -/' ,.."/ / ,.- Final Report Smoky Hill Musemn Planning Project by Marc Goldring April, 1986 (el 1986, '!he Wolf Organization '. - page 2 - TABIE OF CXJNTENTS INTROIXJCI'ION 1 OVERALL FINDINGS 2 I - AI:ro:NISTRATIVE STRUCIURE 4 RECOMMENDATION 1 . . . . . . Planning Session Action on Reconnnendation 1 RE~TIOO2 .. . . . . . . . . . . . Plarming Session Action on Recommendation 2 RECOMMENDATIOO3 . . . . . . . . . . . . . Planning Session Action on Recommendation 3 OPTIONS FOR REORGANIZED STRUCIURE . . . . . RECOMMENDATION 4 ........ . . . . . Plarming Session Action on Recommendation 4 4 6 6 7 8 10 11 11 15 II - FINANCIAL 16 RE~TION 5 Planning Session Action on Recommendation 5 RE~nOO6 .. . . . . ..... .. Planning Session Action on Recommendation 6 RECXJ~TIOO7 ...... . . . . . . . Plarming Session Action on Recommendation 7 RECOMMENDATION8 ............. Planning Session Action on Recommendation 8 16 18 18 21 21 22 22 23 III - PR<:GRAM . . 24 RECOMMENDATION 9A RECOMMENDATION 9B Planning Session Action on Recommendations 9A and 9B RECOMMENDATION 10 . . . . . . . . . . . . . . Planning Session Action on Recommendation 10 24 25 27 27 30 IV-FIVEYEARPIAN........ . 30 APpendix A: Individuals Interviewed 32 APoendix B - Participants in the Plannino Session 34 APoendix c - 'Ihe Functions of a Museum committee 35 .. - page 1 - INTROIXJCrION In February, 1986, Marc Goldring of The Wolf Organization, Inc. in Cambridge, Massachusetts conducted a planning study of the Smoky Hill M.lseum for the Salina Arts and Humanities Commission in Salina, Kansas. This study consisted of an extensive review of renovation plans, exhi- bition and collection statements, budgets, and other relevant printed infonnation about the M.lseum. It also included two days of on-site interviews with Arts and Humanities Commissioners, staff of the Commission and the M.lseum, City and County Commissioners, and other individuals with an interest in the M.lseum. (Appendix A provides a COIlp1ete list of individuals interviewed.) The consultant would like to take this oppor- tunity to thank all of the many individuals - Commission members and staff, city and county officials, and interested citizens of Salina - who were so helpful to him during this consultancy. This Report provides a smmnary of findings, as well as recommendations considered by the Salina Arts and Humanities Commission at a special planning session, held in Salina on April 15, 1986. The purpose of this session was to develop a long-range plan for the Smoky Hill M.lseum. HOW TO READ THIS REroRr: This Report is divided into several parts. After discussing overall findings, it includes several sections dealing with organizational structure, financial concerns and program issues. '. - page 2 - In each section, there are discussions of these issues as well as recom- mendations which suggest planning issues for the Arts and Humanities Commission to review. After each recornrnendation, a section called "Plan- ning Session Action" details the outcome of the review during the planning meeting. lliese "actions" reflect consensus positions of those attending the planning session. lliey should be brought before the Arts- and Human- ities Commission to be officially approved at a regularly scheduled Commission meeting as soon as possible. WHO A'ITENDED 'IHE PIANNING MEEI'ING: llie planning meeting was comprised primarily of Salina Arts and Humanities Commission members. 'IWo out- going Commissioners, Don Timmel and Anne Nettleton, were also invited, since it was felt that their long-standing involvement with the Commission and the Museum warranted their inclusion. However, only Don Timmel was able to attend. (Please see Appendix B for a list of those in atten- dance.) Additionally, two non-Commissioners were invited by the consul- tants, Judy Lilly (representing the Genealogical s=iety) and Gayle Rose (representing the Library Board). lliese individuals were added to provide additional input from the community with particular emphasis on those interested in historical issues. OVERALL FINDlliGS llie Salina Arts and Humaru.ties connnission has established an admirable record as an effective, creative, community-based arts agency. In almost ". - page 3 - twenty years of existence it has implemented a wide range of activities that have been accepted and supported enthusiastically by the community and by the city government of which it is a part. Its success can be attributed to the skill and dedication of its staff, the city and County Commission's consistent encouragement of local public funding for the arts and the interest and backing of the community. Indeed, for a city of its size, salina is a leader in public arts programming and support. ~e Arts and H1.lll'ani.ties Commission's activities have in=eased drama- tically within the past three years. ~ere have been two irnpcrtant new initiatives in this period: the planning and implementation of a sub- granting program (the "Horizons" program) and the planning and initial administrative work which will lead to the scheduled opening of the Smoky Hill Museum in October, 1986. ~s growth in the Arts and Human- ities Commission's activities and the attendant in=ease in public awareness and scrutiny is indicative of the Commission's success: it has become a highly visible and valued part of the fabric of life in Salina. Partly because of this rapid growth, the structures that were effective for the Arts and H1.lll'ani.ties Commission during its early years are no longer as effective in addressing the on-going need for flexible pro- granuning and community involvement. ~e roles and responsibilities of the Commissioners, for example, require greater clarification and the mechanisms for gathering community reaction to Commission activities " -page4- need to be strengthened and :i1rq:lroved. SUch issues, which will be dis- cussed later in this Report, represent some of the "growing pains" that are cormnon to organizations experiencing the kind of rapid growth wit- nessed in Salina. However, it is often during times of most rapid growth that the greatest opportunities exist to strengthen aclministra- tive and governing structures and to facilitate better communication with in=eased efficiency in progrannning. I - AIMINISTRATIVE STRUCI'URE TIle Salina Arts and Humanities Cammission is a department of city govern- ment with Commissioners appointed by the Mayor. Its Executive Director reports directly to the City Manager. 'Ihe Commission's powers are derived both from statute and by delegation from the City Commission through the city Manager. 'Ihe following discussion of the structure of the Arts and Humanities Commission reflects both the legal reality and the day-to-day working structure. It is divided into sections devoted to the various constituents that affect the Commission. Corrnnissioners RECOMMENDATION 1: THE ORIENTATION MANUAL FOR NEWLY APFOINI'ED ARI'S AND HUMANITIES COMMISSIONERS SHOUID BE REVISED AND UPDATED TO PROVIDE INFOR- MATION ON RESFONSIBILITIES OF COMMISSIONERS, AS WELL. AS COMMISSION PROCEI:URES AND FOLICIES. IT SHOUID MAKE SPECIFIC REFERENCE TO THE 1_ ------ . " - page 5 - P.RCJCEI:URES AND roLICIES. IT SHODID MAKE SPECIFIC REFERENCE TO THE SMOKY HILL MUSEUM AND DErAIL THE COMMISSIONERS I ROIE ill roLICY DEVELOP- MENT, PIANNING, BUIX;ETING, PERSONNEL, AND OIHER REIATED AREAS. The role of the members of the Arts and HUllIat1ities Commission is not clearly defined. On the one hand, all city commissions function in an adviso:ry capacity, without the power to hire or fire their executive directors and without fiduciary responsibility for Commission projects. On the other hand, the present city Manager has delegated to the Arts and HUllIat1ities Commission in particular a considerable amount of authority in policy development beyond that mandated by statute. At the present time, there is confusion about the roles and responsi- bilities of Arts and HUllIat1ities Commissioners in relation to the Exe- cutive Director and other Arts and Humanities Commission staff (including Museum staff). As one Commissioner asked, "Is it our job to provide guidance to the Museum DireCtor, or does the Executive Director do that?" This an1biguity has =eated situations in which the Commission is often not involved in any meaningful way in the decisions reached by Commission staff. A revised orientation manual would shorten the time required for new Commissioners to 1.U1derstand Commission functioning. It would also provide clear, objective guidance to all Commissioners and eliminate any uncertainty about the appropriate role for Commissioners. ", - page 6 - Planninq Session Action on Recommendation 1: The group felt that while an orientation manual for Conunissioners already existed, that it would be worthwhile to review and update it, especially since it did not contain any discussion of the new Musemn. The reconnnendation was accepted as written. staff RECOMMENDATION 2: '!HE JOB TITLE OF '!HE MUSEUM DIRECI'OR SHOUID BE CHANGED TO DIRECI'OR OF MUSEUM SERVICES, IN ORDER TO PROVIDE A BEITER DESCRIPI'ION OF '!HE DIRECI'OR OF MUSEUM SERVICES' STRUCIURAL REIATIONSHIP TO 'IRE EXEaJTIVE DIRECI'OR. The staff at the Carmnission has been very stable - the shortest tenured senior staff person at the Conunission has worked there for five years. With the planning and opening of the Museum, however, new staff members have been added. There is some confusion among Museum staff members about the procedures and working relationships within the Conunission and city government generally. Contributing to the confusion is the categorization of the Museum as part of the Arts and Humanities Conunission. While such a structure makes a great deal of sense in this situation, it is more customaxy for Museums to operate as independent nonprofit organizations, with a Board " -page7- of Trustees having fiducimy responsibility and chal:ged with the respons- ibility for hiring and firing the Executive Director. ('Ihe Musemn Director is most commonly a=table to the goveming body rather than to another Executive Director.) 'Ihus, a Musemn director new to the community is not likely immediately to understand the relationship between the Arts and Hmnanities Commission's Executive Director and the Musemn Director. 'Ihe existing organization chart clearly shows that the Musemn Director reports to the Executive Director; however, there is some question about which Musemn-related decisions require the approval of the Executive Director. Considering that the Musemn positions are new, it is understandable that there is some confusion about decision-making authority. However, it is always ilnportant to have job titles that accurately reflect the position's level of authority. Additional efforts to clarify the over- lapping areas of responsibilities for the Executive Director and the Musemn Director would be useful as well. Plannina Session Action on Recommendation 2: 'Ihe group discussed the issue of the Musemn Director's job title at great length. 'Ihere was concern that structural issues not prevent the Commission from finding and hiring the most highly qualified individual to run the Musemn. 'Ihe consensus was that the title of Director of Musemn Services would provide a more accurate description of the position while also providing the - page 8 - prestige necessary in the community. The recommendation was adopted as re-written above. City and County Government There are areas of potential confusion surrounding the city and county government and their relationship with the Museum and the Arts and HLmianities Commission. These stem in part from the fact that the present city Manager has chosen to delegate significant oversight authority to the Arts and Humanities Commission. While this is an advantageous situation for the Commission, there is no guarantee that it will be continued by subsequent city managers and commissions. Should the situation change, the Arts and HLmianities Commission could revert to the more traditional role of strictly advising the staff. SUch a shift might present problems for the Arts and HLmianities Commissioners, but it would not necessarily alter the way in which the Commission actually functioned in any significant way. Comrm.mitv RECOMMENDATION 3: THE MEANS BY WHICH THE ARI'S AND HUMANITIES COMMISSION FORMUIATES roLICY FOR THE MUSEUM SHOUID BE PARTIALLY FACILITATED THROUGH THE S'IRUCIURED USE OF O>>lMUNITY INIUI', C!JIlIURE, AND RESOURCES. 1 1 This recommendation is presented here as re-written during the planning session. '. - page 9 - '!he Salina Arts and Humanities Commission has the strong support of both the arts community and the community at large in Salina. It is seen as an effective deliverer of arts programs and a valuable support service for arts organizations. '!here are, however, some community members who are concerned that the Commission may become isolated fram the community. In relation to the Museum, there are two groups in which this point of view appears strong: 1. Amoncr those with a stroncr interest in history: Several members of the Historical Society and the Genealogical Society expressed disappointment with their limited information about the new historical Museum. Some individuals question decisions such as deleting the word "Historical" fram the name of the Museum and the choosing of "'!he Heritage of Handcrafts" as the theme of the opening exhibition. '!hey are concerned that the new Museum will provide "generic history" rather than specific details that reflect life in Salina and Saline County. 2. Amoncr those representina some arts orcranizations: Many of the individuals interviewed who represented the Salina Arts Center expressed a concern that with the Museum project the Salina Arts and Humanities Commission is moving into areas that pre- viously had been the Arts Center's sole purview, such as ex- hibitions of visual arts. Another concern expressed by several '. - page 10 - people was that the Arts Center's fund raising activities might be jeopardized if the Musemn were to begin an active fund raising campaign. It is inportant to emphasize that all of the individuals interviewed felt that the Musemn was a positive and i111portant addition to salina's cultural life despite the concerns noted. These issues, perhaps more than any others, reflect the need for in=eased dialogue between the Conunission and the =nnunity, of which this planning project is a part. As the President of the Genealogical S=iety said, "The IllUSemn profes- sionals can do a better job - and do it faster and easier - if they consult the many reliable sources in our =nnunity." The =nnunity is supportive of the Musemn and a structure that allows for ready lines of =nnunication will strengthen that support. Planninq session .Action on Reconunendation 3: It was felt that the reconnnendation should recognize the need for the =nnunity to contribute . more than just comments at meetings, that other resources, and even the collective culture of the =nnunity were i111portant ingredients to the success of the Museum. Thus, the group consensus favored the recom- mendation as re-written at the meeting and reproduced on page 8. ,--:- I I ", - page 11 - omONS FOR REORGANIZED STRUCIURE '!he previous discussion suggests that there is a need for a structural reorganization of the Arts and Humanities Commission. Such a reorgani- zation should address the in=eased volume and sophistication of the work being handled by the staff as well as the need for community input. To that end, three options were presented to the Commissioners as outlined below; each one represented a different evaluation of the proper level of activity for the Arts and Humanities Commission. Figure 1 provides a graphic representation of the three options (please note that only executive staff members are included in these charts). While each option posited a differing level of Commission activity, all of the options presumed an in=eased level of involvement by the Commissioners. It is important to keep in mind that the propOsed committees are advisory and in no wav imoi.nqe UpOn the final authoritv of the Arts and Humanities Commissioners. RECOMMENDATION 4: THE ARI'S AND HUMANITIES COMMISSION SHOUID FORMALLY AIXlPI' ONE OF THE THREE AIIT'ERNATIVE ORGANIZATIONAL STRUCIURES DISCUSSED BElOW. PERIODICALLY (AT LEAST EVERY 'IWO YEARS), THIS DECISION SHOUID BE REVIEWED TO ASSESS HOW WELL IT IS WORKING. . It will be difficult for the Commission to continue on a "business as usual" basis. Even Option 1, which proposes the least change from the J " Option 1: Director Huaewa Option 2: Museum COIZlttee - page llA - Salina Arta , Humanities COIIDluion Executive Director Director Spedal Projects 5.11n. Arta & H~nltie8 COllllll.ission Executive Director Director Special Projects Figura 1: Director Prograu Director ProgrAlla Organizational Charts . '. . - page lIB - Option 3: Salina Arts & Humanities eo-balon Executive Director L_____L_ I-..J - 1 I - - '- - Director Museum DirectDr' Special Projects Director prosr... Double solid line represents reporting lines mandated by statute. Single solid line represents reporting lines within Commission. Broken line represents ex officio members of Committees. (Note that Special Projects-and Programs Directors will sit on relevant Committees. Those lines have not been drawn for the sake of clarity.) Figure 1, continued: Organizational Charts '. - page 12 - present arrangement, still requires greater clarification of Commis- sioner's roles and a greater commitment from each Commissioner. It is i.rrportant to recognize that the choice of options is real and reflects i.rrportant differences in the vision of the role of the Commission in the future. Ootion 1: '!his plan offers the least change in the =ent structure of the Arts and Humanities Commission. It does, however, provide for greater participation by Commissioners, working as a committee of the whole, in policy development and planning for all Commission activities, especially the Museum. 2 All major decisions about program planning, budget development and staffing should be reviewed periodically by the Commission. While the Commission's role is always advisory, it is actively involved in that process in Option I, as the only non-compensated citizens body with a review function. '!his option assumes that the commission's level of activity has reached its highest point. since the Commission will =ntinue to work as a committee of the whole, the amount of time available for =nsideration of policy and planning issues will of necessity limit the number of programs in which the Arts and Humanities Commission can be involved. 2 '!he organizational chart shown in Figure 1 as Option 1 provides a representation of the present organization of the Arts and Humanities Commission. '. - page 13 - r Ootion 2: The inter-local agreement states that the Arts and Humanities Conunission is the legal policy-making body for the Smoky Hill Museum. Thus, this option provides for greater COll1llII.lI1i.ty involvement in that process through the creation of a separate Advisory Conunittee for the Museum (cf, Figure 1, Option 2.) This committee should be COllprised of four Commissioners and five representatives of the COll1llII.lI1i.ty (appointed. by the Conunission); the Director of the Museum should sit on this com- mittee ex officio, as should the Executive Director. It should meet monthly to address the wide range of issues surrounding the operation of the Museum. It may organize itself into sub-commi.ttees if it sees fit to do so. This option assumes that the necessity for a separate body to advise on Museum policy is due to the large number of policy decisions that are required during the early stages of a major undertaking of this sort. While this committee would undoubtedly be faced with many years worth of work, it is possible that after three to five years, all of the major policy issues will have been resolved. At that time, the Museum Advisory Corrnnittee might be dissolved. Ootion 3: The Museum, of course, is not the only new project that the Arts and Humanities Conunission has undertaken recently. The "Horizons" sub-granting program is also quite new, and other initiatives from the Conunission are possible as well. Option 3 provides for a set of sub- committees of the Commission that will allow for a more efficient use ". - page 14 - of Commissioner's time and provide for the consideration of a broader range of opinion (cf, Figure I, Option 3). Each committee should be made up of two Commissioners and up to four conummity members (appointed by the Arts and Humanities commission); the appropriate staff member, as well as the Executive Director, should sit on each committee ex officio. 3 '!he purpose of these committees should be, with the assis- tance of the appropriate staff, to develop policy, review staff plans and schedules, consider budgetary concerns, and generally provide guidance on the operation and direction of all programs. '!here might be up to six committees - Finance/fund raising, Planning, "Horizons", Museum, Festival, and Program (dealing with all Commission-sponsored projects except those covered by the other committees). As Commission activities continue to expand, the activities considered by various committees might become more generic (for example, the "Horizons" committee might become the "Grants Prograroming" Committee). Members of these sub- committees should serve in an advisory capacity; any recommendations from sub-comrnittees should be brought before the full Arts and Humanities Commission where a decision will be made. '!his option provides for the greatest level of complexity of Commission activity. '!he sub-comrnittee structure allows the Commissioners to 3 '!he Executive Director is usually an ex officio member of all committees. However, it seems unlikely that he or she would attend all committee meetings, but would instead meet with- appropriate staff or Commission members in order to track their activities. , I. '. - page 15 - delegate a significant amount of the infomation review and analysis to the sub-cammi ttees. SUch a procedure will allow the Commissioners to focus their attention on matters of policy for the whole Arts and Human- ities Commission. ~e structure will also allow for the greatest amount , of community involvement and sense of participation. Plannina session Action on Recormnendation 4: ~ere was much discussion concerning the implications of the three options for the Commission. Consensus was reached in several areas: 1. Option 1 was not seen as a viable alternative. It did not offer the necessary flexibility to deal with the range of activities in which the Commission is presently engaged. 2. In order to address the problems of Commission workload and lack of community input, a committee devoted to the Smokv Hill Museum was needed ill1rnediately. (Please see Appendix C, which contains a discussion of the role and responsibilities of a Museum Committee.) 3. A more fonnally organized Executive committee for the Commission would provide the necessary link between commission and staff between meetings of the Commission. " - page 16 - 4. The committee structure outlined in Option 3 seemed the most desirable, although some of the committees might not be neces- sary at the moment. Most participants felt that it would be wise to design a structure that could work toward the complexity of Option 3. Thus, an ad-hoc study aroUP should be set UP inunediatel v to develop lJlans for the phased imPlementation of the committee structure outlined in Option 3. II - FINANCIAL The financial issues surrounding the Salina Arts and Humanities Commission and the Smoky Hill Musel.nn involve the budgeting process and the generation of income. They are discussed below with recommendations preceding each section. Budqetinq RECXJMMENDATION 5: PROCEI:URES SHOUID BE DEVEIOPED WHICH AllOW THE MUSEUM AND COMMISSION STAFF 'IO DEVEIOP AIJJ:ERNATIVE EXPENDITURE LEVElS FOR THE MUSEUM FOR THREE YEARS IN THE FU'IURE 'IO BE REVIEWED BY THE APPROPRIA'IE COMMI'ITEE OF THE COMMISSION AND APPROVED BY THE FULL COMMISSION. The budgeting process for the Arts and Hl.nnanities Commission is dictated by the procedures of city government. Within that context. these systems appear to function effectively. The City Manager presents a bottom ". - page 17 - line figure for expenses to the Executive Director, who develops a budget based on that figure. 'Ihe Corrnnissioners review the Executive Director's budget. 'Ihis budget is usually submitted, without alteration, to the city Corrnnission; however, when warranted, the Corrnnissioners have submitted a budget with alternative funding levels to those proposed by the city Manager. 'Ihe budgeting process is less clear for the Museum, however. For the first three years of the inter-local agreement, the County has been contributing $83,000 each year toward the operations of the Museum. 'Ihat amount has covered all Museum staff salaries, overl1ead and all of the renovations planned before the Museum opens in October, 1986. Once the Museum is opened, the City and County Corrnnissions will decide on the proper funding level to cover the Museum's operations, a=rding to the City Manager. While this amount has not yet been detennined, he expects it to be in the range of $150,000 to $160,000. 'Ihe City Manager also indicated that additional city or county funds would probably be available if the Museum needed capital repairs or inprovements. 'Ihe City Manager and the Corrnnissioners feel there is a great deal of security in the relationship that the Museum has with the city, since much of the museum's budget for operations and programs is provided by public funds . 'Ihe arrangement described by the City Manager does, however, create some uncertainties in the budgeting process. For instance, the final ".. - page 18 - detennination of the availability of funds for the Museum is contingent on the needs of the many other deparbnents of the city. 'Ihus, funding for the Museum may be altered based on the needs of these deparbnents. Further, since city funding is on a year-to-year basis, planning expen- ditures for multi-year prograrmning becomes more difficult. since Museum exhibitions usually require a two to three year cycle from planning and preParation to opening, it is necessary to budget expenses over that same period. By budgeting with alternative funding levels (for example, "optilnistic" and "neutral"), the potential problems posed by altered funding levels from local govemrnent can be minilnized. Plannir.q Session Action on Recommendation 5: 'Ihe group felt that it was appropriate to move ahead with a budgeting procedure as described in this Report. SUch a procedure would provide necessary costed-out infonnation on prcgraros so that the Arts and Humanities Commission could detennine whether sufficient funding from the city and county were avail- able and plan a=rdingly. Unearned Income RECXlMMENDATION 6: A PlAN FOR AN ANNUAL FUND RAISlliG APPEAL FOR 'IRE SMOKY HILL MUSEUM SHOUID BE DEVEIDPED BY 'IRE S'lM'F, REVIEWED BY 'IRE AP- PROPRIATE COMMI'ITEES,' AND APPROVED BY 'IRE COMMISSION WI'lliIN AOOUT ONE YEAR '. - page 19 - FROM THE OPENING OF THE MUSEUM. IT SHOUID THEN BE PRESENTED'IO THE CITY MANAGER. Presently, one source of income is being relied upon to provide all of the funds for the Museum; thus, should a new city Manager have a different set of priorities, Museum funding might be less secure. However, other income sources are possible. Several projects of the Salina Arts and Humanities Commission, most notably the Smoky Hill River Festival, have generated significant amounts of earned and unearned income. 'Ihe fund raising conducted in connection with the Artists-in-Residence program, primarily among the business community of Salina, was also very success- ful. A possible stumbling block to fund raising for the Smoky Hill Museum is the potential opposition of the city administration and others to suCh activities. 'Ihe city Manager, for example, stated that he felt it would not be appropriate for the Museum as a governmental agency to engage in fund raising; rather, the Museum's needs should continue to be met by government alone. Additionally, representatives of arts organizations in Salina expressed concern about the effect of another solicitor of funds in the comrrn.mity. In the consultant's interviews, a different attitude about the need for other sources of income was expressed by most other people. 'Ihese opinions varied as to the type and extent of fund raising for the Museum, ". - page 20 - but never questioned the likelihood of such activity. '!he City Manager has ultimate authority in this area. However, this Report has included a discussion of the option for fund raising. '!his is not intended to contradict the city Manager's view or to minimize the concerns expressed by others. Rather it acknowledges these different opinions, recognizes the potential danger of relying on a single funding source, and notes that the funding arrangement presently in place for the Smoky Hill MUseum varies from the nann among historicallllUSeUlTlS in the united States. Most of the individuals interviewed indicated that any fund raising program would emphasize yearly individual gifts at the $25 to $50 level and corporate gifts at the $100 to $250 level. Many individuals were concerned about how much support the community would provide for cultural activities in Salina. Should the Museum become involved in fund raising, it would represent another solicitor of funds, and as such might inpinge on the activities of other non-profit organizatiClns in Salina. Most of the individuals interviewed felt that any fund raising campaign conducted for the Museum would have to make allowances for the potential of com- petition with other nonprofit organizations. Since the MUseum is part of the Salina Arts and Humanities Commission, its money should be handled through the city. '!hus, a special a=unt should be set up within the city's acoounting system for contributions made specifically to the Museum. While every effort should be made to get unrestricted contributions, it is likely that some restricted gifts '. - page 21 - will also be received. The a=unting structure for fund raising should allow for a clear distinction among these various funds. Plannina Session Action on Recommendation 6: The group was unwilling to accept the recommendation of the consultants. The consensus of the group was that an on-going fund raising program would not be acceptable in Salina. Instead, it was suggested that if and when prooram plans of the Museum require additional fundina beyond what the city and county are prepared to contribute. the Museum and other Commission staff should develop a fund raisina plan that will encouraqe local SUPPOrt from individuals. businesses. and other sources. A Friends of the Museum group might be considered, but not as a vehicle for an annual appeal. RECOMMENDATION 7: APPLICATIONS FOR GRANTS FOR THE MUSEUM FROM RJBLIC AND PRIVATE SOURCES SHOUID BE MADE Kr THE DISCREI'ION OF THE MUSEUM DIRECIOR AND THE EXECUTIVE DIRECIOR OF THE ARI'S AND HUMANITIES COMMISSION WITH THE APPROVAL OF THE cm MANAGER. Funding through grants from public sources - the State Arts Agency and the state Humanities Council, the Mid-America Arts Alliance (a regional arts agency), and the federally funded National Endowments for the Arts and for the Humanities - should be pursued with caution. Such funding can be useful to support specific exhibitions or other Museum activities. Care should be taken, however, to weigh the time spent in applying for grants against the money actually received. - page 22 - Planninq Session Action on Recorrunendation 7: The group agreed with this recommendation, since it follows the concen1S which they expressed during the discussion of the previous recorrunendation. EARNED INCOME RECDMMENDATION 8: THE MUSEUM STAFF SHOUID DEVEIDP FrANS FOR EARNED INCXlME ACl'IVITIES, SPECIFICALLY A RESTAURANT/ICE CREAM PARIDR Kr THE MUSEUM (WITHIN'lWO YEARS OF THE MUSEUM'S OPENING) AND A PERFORMING ARI'S SERIES (WITHIN ONE YEAR OF OPENING). Several of the Commission's programs generate eamed income, including the Smoky Hill River Festival (which generates enough money to have become Self-sustaining) and the education program. Opporbmities exist for eamed income at the MuseUlll, although no decisions have yet been reached on the feasibility of activities in many of the areas in which the MuseUlll might generate income. (It has been decided, however, that no entrance fee to the MuseUlll will be charged.) A wide range of other options for eamed income exist, including a MuseUlll gift shop, a res- taurant, a performing arts series, site rental, lectures, educational programming, and other activities. All of these areas are appropriate for MuseUlll activities; however, some priority nnlSt be set so that the MuseUlll staff understands which activities are most important. Further, some of these activities may be appropriate for reasons other than - page 23 - their cash-generating potential. Such factors as in=easing Musemn visitation, inlproved community relationships, or enhanced visibility for the Musemn in the media may all be reasons to choose one income- earning proj ect over another. 'Ihe two activities chosen by the oonsultants would work to in=ease visitation at the Musemn and would reenforce the downtown revitalization program. 'Ihe restaurant appears most likely to earn money for the Musemn and thus it has been given priority. However, the perfonning arts series, while it may only break even, should be undertaken as well, since it will encourage people to come to the Musemn frequently. It must be emphasized that the planninq and ilnolementation of the ex- hibition schedule should always take priority over other proqrammjnq at the Musemn. (See the following section for a discussion of Musemn programming. ) 'Ihus. the tiInetable for these earned income proj ects must provide ample tiIne, perl1aps several years, for planning and inlplemen- tation. Plannina Session Action on Recommendation 8: 'Ihe group expressed interest in exploring the potential for generating earned income for the Musemn; nowever, there was considerable disagreement with the particular acti- vities suggested by the consultants. It was felt that a charqe should be qiven to the newlv-fonnulated Musemn Committee to look into various - page 24 - options for activities. Once its recommendations were made, they would be reviewed and approved by the Conmrission and other appropriate bodies. III-PRCX;RAM The primaJ:y function of the Smoky Hill Museum is to mount exhibitions, but there are many other activities that are appropriate as well. A Museum's program - especially during the start-up phase - is a matter which is always subject to much debate. Thus, conununication between the professional staff of the Museum and the conununity is of the greatest ilnportance. EXHIBmONS RECOMMENDATION 9A: THE MUSEUM STAFF SHOUlD ESTABLISH AN EXHIBmON SCHEOOLE FOR THE MUSEUM FOR THE FIRST 'IEREE YEARS OF OPERATION. THIS SCHEOOLE SHOUlD BE REVIEWED AND APPROVED BY THE APPROPRIATE COMMITTEE AND AOOPI'ED BY THE ARI'S AND HUMI\NITIES COMMISSION. The schedule should have two parts. The first part should list all major and minor new exhibitions for each year, along with all ancillary events planned in conjunction with them. (These plans will of course become more vague as they go further into the future. For instance, it is not necessary to specify the exact program to be held in conjunction with an exhibition in Year 2 or even the exact content of an exhibition - page 25 - in Year 3. However, several options should be provided, so that the general thrust of the exhibit schedule is apparent.) The second part should detail the schedule for opening additional spaces in the Museum. RECOMMENDATION 9B: AFI'ER THE cnMMISSION HAS REVIEWED ALL POLICIES RECOMMENDED BY THE MUSEUM STAFF REIATING 'TO EXHIBITIONS, THE STAFF SHOUID <XlLIATE THE POLICIES rnro A MANUAL THAT WILL PROVIDE A COMPREHENSIVE S'IM'EMENT ON EXHIBITIONS. This infonnation should be made available to interested conununity members so that they can understand the underlying philosophy that infonns the decisions that are made in these areas. The key program of the Museum will clearly be its exhibitions. Dlring the consultant's intaviews, some of the most heated discussions revolved around the issue of what the new Museum's exhibitions should involve. Many individuals who are active in the Historical Society or the Genea- logical Society have concerns that the exhibitions to be mounted will be: 1. Focussed on a generic history of the pioneers in the Mid-west, rather than on the history of the city of Salina, Saline County, and the state of Kansas; 2. Oriented toward the display of the visual arts, rather than historical artifacts; - page 26 - 3. Dependent on travelling exhibition materials, rather than using the historical museum's own extensive pentiaI1ent collection. '!hese concerns reflect the depth of community feeling on matters relating to the historical museum and underline the bnportance of the adminis- trative issues raised in Section III above. '!hey also eIlg;lhasize the bnportance of developing a community input mechanism as discussed above. While the }illseum Opening Committee is already beginning to address some of these concerns, there is presently no stnJ.cture to assist the Museum staff or the Commission in reaching decisions on any aspect of the exhibition program. '!here are many bnportant issues relating to exhibitions that will require both the professional expertise of }illseum and Cormnission staff, as well as the opinions of all segments of the community to be resolved. More- over, once these policies are resolved, they must be communicated to the various constituencies of the Smoky Hill Museum. Among the questions which must be addressed are the following: 1. What should the general content of the various exhibitions be? 2. What should the balance between long-tenn and short-tenn exhi- bitions be? 3. How frequently should exhibitions change? 4. How many exhibitions should be developed by }illseum staff and how many travelling exhibitions should be obtained from other sources? - page 27 - 5. How much of the pennanent collection should be utilized? In what fomat? 6. Should exhibition catalogs be produced for all major exhibitions? Who will write them? How will they be funded? 7. Should a policy of cooperative exhibition development. (with such institutions as the Salina Art Center) be implemented? It should also be a priority for the Museum staff to develop a compre- hensive plan of exhibitions for at least three years into the future. This will provide the proper amount of lead time for the planning and mounting of exhibitions. Planninq Session Action on Recommendations 9A and 9B: These reconunen- dations were agreeable to most participants. There was, however, some concern expressed that the community have direct input into the exhibition planning process. Thus, it was suggested that the Museum staff develop the exhibition schedule with careful consideration of the themes SUqqested bv the Museum Committee and others in the conununitv. ANCILlARY PROGRAMS RECOMMENDATION 10: THE MUSEUM STAFF (IN CONSULTATION WITH THE MUSEUM COMMITl'EE) SHOUID DECIDE WHEIHER TO IMPLEMENT EIUCATIONAL PROGRAMS, JOINT PROGRAMMING, VOIllNTEER/lXlCENT PROGRAMS, AN EVENING IECIURE SERIES, AND/OR AN HISTORICAL TOURS PRCGRAM. IT SHOUID THEN DEVEIDP A PHASED PIAN FOR INSTI'IUTING SCME OR ALL OF THESE ACTIVITIES. THIS PIAN SHOUID - page 28 - BE AVAIUlBIE FOR REVIEW AND APPROVAL BY THE FULL COMMISSION WI'IHIN ONE YEAR AFTER THE MUSEUM OPENS. Most :museUIllS conduct a wide range of ancillcu:y activities designed to enhance and expand the value of the exhibition offerings. Many people interviewed felt that there are a great number of activities that might assist in the interpretation of the historical artifacts that are dis- played at the Museum. While not every :museum will provide all of the activities discussed below, the full range should be examined, so that priorities may be set among them. TIle list below suggests areas which the consultant feels are most worthy of closer examination. 1. Educational proarams: USD 305 presently uses many programs developed by the Salina Arts and Humanities Conunission. While the funding for additional progranuning might be limited, there are many ways that the Museum could be used as an aid iJ1 teaching the history of Salina and the region to youngsters. Activities might include special docent-led tours of exhibitions; guided reviews of items in the permanent collection that are in storage; special teaching materials developed by Museum staff for use in the schools. 2. Joint procmmrrninq: While it is clear that there is no place in the Museum for exhibitions devoted solely to the visual arts, a relationship with the Salina Arts Center might be developed, - page 29 - so that when the Smoky Hill Musetnn is planning exhibitions, the Arts Center might develop concurrent exhibitions of visual arts. SUch a relationship would allow each partner to bring its unique program and expertise to the exhibition and enhance the program available to the community. SUch an arrangement might also be, possible with the Library and the Historical Society. 3. Volunteer/Docent ProcIraIns: Any nD.lSetnn relies upon an active group of volunteers and docents to perform a wide range of services, ranging from guided tours of exhibitions to staffing a gift shop to answering the telephone. It is :in1portant that all volunteers be properly trained and that the Musetnn staff have a system for utilizing the available skills of volunteers to the utmost. 4. Evenincr Lecture Series: The history of any region is brought to life through contact with the individuals who have lived some of that history. A series of lectures, pemaps illustrated, would provide an :in1portant opportunity to bring that enriching experience to the community. 5. Historical Tours ProaraIn: A program might be developed in conjunction with the Historical Society devoted to weekend day-trips to :in1portant historical sites in Saline County. - page 30 - While not =ing in the Museum itself, this program could =eate a sense of the larger context of the obj ects displayed at the Museum and could provide :i111portant links between the Historical Society and the Arts and Humanities commission. Planninq Session Action on Recommendation 10: The group felt that the role of the Museum Committee was crucial in this area and thus added that newly-established committee to this recommendation; othexwise, it was accepted without alteration. IV - FIVE YEAR PIAN The five year plan is the key planning document for the Salina Arts and Hmnanities Commission. Once it has been corrpleted and approved by the Commission, it will foon the basis for all activities and provide a consistent context for all decision-making. It is :i111portant to keep in . mind, however, that a 1000 ranqe plan must be revised vearlv so that corrections can be Il1ade for chanoino circumstances. While it is :i111portant to reach agreement, it is equally important to recognize that the process of planning never is finished - it is on-going. The outline that is provided on the following pages divides the planning process into three general areas - administrative structure; financial; program. Each area has been provided its own five year time line. Please keep in mind that this document has been developed before the - page 31 - Corrnnission's planning session on April 15. It is meant to provide a guideline to participants, in order to structure that discussion. More detail may be provided during the planning session itself and other, more significant, changes may be made as well. Of course, the earlier years appear to have more activity; this siIrply reflects the greater ease with which that period is viewed. Appendix page A.32 Appendix A: Individuals Interviewed The following individuals were interviewed during the two days of on- site fact finding conducted by the consultant. Roy Allen Mal:y Nell Beatty Member, Saline County Commission cfuUr, Salina Arts and Humanities Commission Lisa Callaway Marilyn Dowell SUsan Glenn CUrator, Smoky Hill Museum Founding member and current Board member, Salina Arts Center; arts patron Partner, Evans Grain Conpany; arts patron Director, Salina Arts Center Sam Evans Karen Graves Member, Salina Arts and Humanities Conunission; arts patron Saralyn Reece Hardy Arts Programmer, Salina Arts and Humanities Commission !ana Jordan Festival Coordinator, Salina Arts and Humanities Commission Ann Knowles President, Board of Directors, Salina Arts center Judy Lilly President, Board of Directors, Smoky Valley Genealogical Society Mal:y Maley Member, Museum Opening Conunittee; local his- torian and genealogist S. C. MCCrae vice President, Salina Historical Society Joe McKenzie Interdepartmental Librarian, Salina Public Library Dusty Moshier Member, Salina Arts and Humanities Conunission; attorney '. Appendix page A.33 Pat Neustrom Member and former chair, Salina Arts and Humanities Commission Rufus Nye Salina City Manager Gayle Rose Member, Salina Library Board; member, Museum study Committee and Museum Opening committee Sydney Sode:rberg Member, Salina Arts and Hunanities Commission; member, Salina City Commission Harold Schmidt Director of Elementaxy Education, USD 305 Ed Stelfox Director, Smoky Hill Museum Don Tinnnel Partner, Wright-Lorenz Grain Co.; member and fonner chair, salina Arts and Humanities Commission Jack Weisgemer Member, Salina Arts and Humanities Commission L_ Appendix page B.34 APPendix B - Participants in the PlanninCT Session Roy Allen Member, Saline County Commission Chair, Salina Arts and Humanities COnunission Mal:}' Nell Beatty Lisa Callaway curator, Smoky Hill Musetnn * Randy Graham Saralyn Reece Hardy Member, Salina Arts and Humanities COnunission; Chair, Smoky Hill River Festival Arts Programmer, Salina Arts and Humanities commission * Han:y Hughes Member, Salina Arts and Hmnanities Commission; Member, Musetnn Study Committee Festival Coordinator, Salina Arts and Hmnanities COnunission * rare Jordan Judy Lilly President, Board of Directors, Smoky Valley Genealogical Society D.lstyMoshier Member, Salina Arts and Humanities Commission; attorney Member and former cha.ir, Salina Arts and Humanities Commission Pat Neustrom Gayle Rose Member, Salina LibraJ:y Board; member, Musetnn Study COnunittee and Musetnn Opening Committee Martha Rhea Executive Director, Salina Arts and Hurnanities COnunission * Sydney SoderbeIg Member, Salina Arts and Hurnanities COnunission; member, Salina City COnunission Ed Stelfox Director, Smoky Hill Museum * Don T:iJmnel Former member and chair, Salina Arts and Humanities COnunission Jack WeisgertJer Member, Salina Arts and Htnnanities commission * Staff member - present in ex officio capacity. '. Appendix page C.35 APPendix C - The Functions of a Museum committee The consensus of the planning session of the Salina Arts and Humanities commission was to develop a committee structure (referred to in the body of the report as Option 3 and discussed on pages 11 through 16) . Thus the Arts and Humanities commission is establishing a Museum Conunittee to assist in the oversight of the new museum. This Appendix will provide some general observations on how that committee should be formed and guidelines for the scope of issues that it should address. The consul- tants feel that the details of committee policy and procedures should be determined by the Arts and Humanities commission, whose knowledge and understanding of the community is extensive. There are, however, some considerations which should be kept in mind. with the =eation of the Museum committee, the full commission will no longer ftmction as a "committee-of-the-whole" in this area. Thus, some commissioners will know more about the Museum, while others will know considerably less. In order for such an arramement to work. the Com- mission must be willina to cede authority to the sub-committee. Said another way, the Commission can =eate a "rubber staItp" committee or it can =eate a committee with real authority. Which is =eated will be determined as much by the commissioners I willingness to delegate and their attitude of trust toward the Museum committee as any procedural issue or structural format. I " Appendix page C.36 At the same time, it is ilnportant that the Musel.llll Committee recognize that the Musel.llll is administered by professional staff whose function is to TIm the day-to-day operations of the organization and take leadership in programming decisions. Interference by the Committee in these func- tions will undenni.ne morale and will not be in the best interests of the Musel.llll. The Commission must carefully monitor the working relation- ship between the staff and the Musel.llll Committee. Structure While the final structure of the connnittee will be detenni.ned by the Arts and Humanities Commission, some factors to be considered include the following: 1. The Committee should be made up of no more that ten people appointed by the Arts and Humanities Commission. A larger group is unlikely to allow for free discussion necessary to reach decisions. 2. No more than one third of the connnittee should be connnission members, one of wham should serve as Chair. Having two-thirds of the members fram the cornrnuni.ty will allow for a significant voice for the camzmmity in planning. 3. A structure which allows for sub-crnmittees should be considered, even though it may not be necessary to :i.nplement them immediately. '. . Appendix page C.37 These sub-coromi ttees would be in the same relationship to the Museum Committee as the Museum Committee is to the Arts and Human- ities Commission (Le., they would be made up of several Museum Cormnittee members with additional membership from the COll1l11Ul1ity) . 4. Members of the Museum Committee should have terns of two years, staggered so that no more than one-half the members are new at any one time. 5. Consideration should be given to having several seats on the com- mittee designated for a member of an organization with a direct interest in histo:ry, such as the Historical Society and/or the Genea- logical Society. 6. While it is important to have representation of historical groups on the Museum Committee, the Arts and Humanities Commission should decide which individual to appoint. This decision must be made based on the overall make-up of the cormnittee and thus has to be made by the Arts and Humanities Commission. The chair has the power to make appointments. Tasks for the Museum cormnittee Much planning and decision-making for the Smoky Hill Museum has already been done. It is important to build on those decisions, rather than " . Appendix page C.38 re-invent solutions. Among the many tasks that need to be addressed before the Musetnn has been in operation for too long, the following stand out as among the most inportant: 1. Communitv input: The Musetnn committee should Sel:Ve as a vehicle for the coromuni.ty to express its interests and concerns about the Musetnn and to infonn the coromuni.ty of the Musetnn's activities and plans. This is in many ways the Committee's most inportant function, and it might be accorrplished in a variety of ways - through public meetings, intel:Views with relevant individuals, or other on-going approaches. 2. Proc:lraIn: The Musetnn Committee has a significant role workinq with the staff: a. to help prepare an appropriate schedule of exhibitions for the musetnn b. to develop a policy statement on exhibitions as discussed in the final report c. to collate these into an exhibitions manual to be made available in the coromuni.ty b. to dete:rmine which ancillary programs are most appropriate to this Musetnn and prepare an ilnplementation schedule for them 3. Financial concerns: The Musetnn Committee should work together with staff in three major areas: a. to develop budqets and projected income and expense levels for the Musetnn . . '. Appendix page C.39 b. to develop a fund raisincr plan if and when the need arises (including applications for grant funds as appropriate). c. to develop a plan for earned income activities at the new Museum after consultation with the community and the staff of the Museum. 4. Phvsical plant considerations: The Museum Committee should work together with staff to develop plans for effective space usage within the Museum building, both now and in the future, and to deal with any renovation and maintanenceneeds which may arise. 5. Personnel: The Museum Committee should work together with staff to develop recommendations for additions or changes in organizational structure within the Museum, including the use of contracted person- nel, whenever necesscuy.