公設財団法人による公立博物館運営の現状と課題 : 指定管理者制度の15年を検証する

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  • The Facts and Problems on Management of Public Museums by Public Foundations : Validation of 15 years of Designated Administrator System

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This thesis shows financial conditions of the museums managed by public foundations, and considers the desirable way of operating designated administrator system at public museums. Many of the museums’ public foundation administrators are assigned by closed audition, so that few of them re-examine the museum mission and the operation policy, and merely continue the activities which they have done when partially commissioned to the operation. In comparison, administrators which are selected from the public offerings, tend to create their own mission, operation policy and activities plan by themselves, and try to reevaluate the museum objectively. By re-examining the previous operation they re-form the staff consciousness as well. However, the problem is not as simple as one can say the publicly offered administrator’s museums are better managed than just assigned ones. To consider this matter, the good points and the bad points of the designated administrative museums should be clarified. The good point is that the amount of paperwork decreases. Designated administrators can execute their projects or implement the budgets flexibly, according to the plans they have submitted beforehand, instead of waiting for the section chief’s approval every time at the central government. This also speed up the process of decision-making, which the museum can meet the needs of the visitors promptly.

On the other hand, there are four bad points to be mentioned. Firstly, the designated administrators have no means of generating their revenues, as well as no incentive rewards. Secondly, the administrators are in difficulty to reconcile the amount of payroll of full-time employees. Thirdly, the labor conditions, especially the long term employment of the curators are not guaranteed. The fourth point is the diversification and the increase of activities tend to depress the basic functions of museums, such as collecting and researching the materials. Museum management is the methodology of adequately allocating managerial resources to achieve the goal. When designated administrators are in operation, they will manage the museum flexibly utilizing their non-bureaucratic ideas. However, as several years go on, there is a case that the initiative of the management by designated administrator is gradually discouraged; the budget diversions are restricted and decision-making depends on the municipal government, which detracts the flexibility of non-bureaucratic style of management. This kind of restrictions should be diminished as much as possible. Furthermore, municipal governments should give incentives to designated administrators, considering the balance of total budget and the museums’ admission fee, and should encourage them to expand their original activities to generate their revenues. If designated administrators could save up some money, they can use them when they want to renovate the facilities or develop human resources etc., which are difficult to manage within the range of annual budgets.

As for the labor conditions, it is important for employees to be secure and can form their careers. Especially the knowledge and experience of the professionals such as curator are necessary to raise performance of the museums. Here the municipal governments need to guarantee the pay raise of employees, by setting aside the admission fees as an example. To enhance the basic function of museums, municipal governments must understand their museums’ characteristics well, and should situate the policy and plan for the basic function as designated administrators’ responsible task. Their results should be checked in the evaluation system, and the budget should be prepared. As for the designated administrators, they should understand UNESCO recommendation on “concerning the protection and promotion of museums and collections, their diversity and their role in society” in 2015 thoroughly, and concert and cooperate with their municipal governments.

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