By Kristina Hernandez
Redlands Daily Facts
REDLANDS >> A report released Friday says the San Bernardino County Museum must make significant changes to be able to sustain itself for the future, starting with its leadership.
The report, which was conducted by San Francisco-based Museum Management Consultants, Inc., lays out a number of recommendations the museum can make to increase revenue, attendance and its overall structure by hiring a director that has a curatorial background and experience capable of looking into the “business side of operations.”
“(The museum’s) next director will lead an organization with significant challenges and tremendous potential for growth. It will be crucial to find the right candidate with the expertise and energy required to take on these challenges and leverage opportunities,” the report reads. “As such, MMC strongly recommends engaging an objective third party with experience in recruiting leaders for cultural organizations to conduct the search.”
Between 1996 and 2001, the museum saw four directors come on board before appointing Robert McKernan to the position in 2002. McKernan, who was a curator before being appointed interim director, left the museum in April and left “many advocates of the museum concerned for SBCM’s future without a director during a time,” the report said.
The museum’s reputation for its “problematic leadership” was first noted in an American Alliance of Museums accreditation visit report conducted in 2002. It said that McKernan’s leadership provided the museum with a stabilizing force after a period of volatility and that he had the trust of the museum’s staff and the San Bernardino County Board of Supervisors.
But the report says that over the years, the museum’s staff reported that McKernan had “lost focus” and described the longtime director as more “curator centric” — not paying much attention to the museum’s public or business sides.
MMC also recommended the museum focus on a strategic plan similar to one developed in the early 2000s and lay out a detailed vision and goals for the museum, along with measurable steps to achieve them.
“The same issues exist today as they did 10 years ago, with the addition of new challenges that have brought the museum to a crisis point,” the report said.
In addition to creating an updated strategic plan and addressing leadership problems, the museum will need to pass an upcoming re-accreditation visit from the American Alliance of Museums that is to be conducted in 2017.
The museum also needs to strengthen its relationship with the board of supervisors, the report recommends. That would mean allowing the museum’s Association to have a bigger voice in maintaining the venue’s operations. Currently, the museum is overseen by the board of supervisors because they “felt reluctant to hand over too much authority to an independent board” which would be the current San Bernardino County Museum Advisory Commission.
The commission, the report said, was established as the liaison between the Board of Supervisors to “provide advice and assistance to the board with regard to museum matters” and would also have a say in what would happen at the museum’s off-sites, including the Victor Valley Museum in the high desert.
MMC recommends disbanding the commission and allowing members to be a part of the association so it can establish itself as an authoritative figure and engage in more fundraising opportunities for the museum.
To do so, the report recommended the association grow to 25 to 30 members based on “specific criteria for selection, including the ability to raise funds.”
The report also laid out recommended structure for the museum’s staffing and asked the education venue to look into its hours of operations to see if it was actually serving all possible demographics, including school tours, and develop programs that actually work and cancel those that don’t.
The report also noted that the museum’s current interim director, Leonard Hernandez, has already made significant changes to the museum’s structure, including the re-organization of staff and the installation of the temporary “Fossils Underfoot” exhibit in the Hall of Geological Wonders.
But for the Hall to contribute to the financial stability of the museum, the Hall must be completed and new interactive exhibits must be installed.
“MMC believes the current approach in phases is a realistic solution in the short-term, but opening the full experience should be a top priority in order to revive the visitor experience, increase attendance and prepare the museum for reaccreditation,” the report said. “MMC believes that monetary support of (a) Hall capital campaign would be a worthy investment for the county to consider, and might instill confidence in other potential donors to help complete the campaign.”
MMC was hired by the county in June to conduct the assessment of the museum’s operations and report its findings to the board of supervisors, who will review the report and discuss its findings in the future.
The report cost the county $75,000 to complete, said Felisa Cardona, a deputy information officer for the county.
