Pleasant Grove Chapel in Snow, Willamette Heritage Center (FB) March 1, 2018 Episode.
In the world of historic and cultural venues, change is inevitable--physical changes to resources, changes in financial operations, and changes in leadership and staff are not unexpected occurrences. Such change has recently come to a long-time Salem venue, Willamette Heritage Center. Our guest today, James Phelps is the interim executive director there, and he shared with us a fresh perspective on helping historical/cultural venues weather transitions such as these.
In the world of historic and cultural venues, change is inevitable--physical changes to resources, changes in financial operations, and changes in leadership and staff are not unexpected occurrences. Such change has recently come to a long-time Salem venue, Willamette Heritage Center. Our guest today, James Phelps is the interim executive director there, and he shared with us a fresh perspective on helping historical/cultural venues weather transitions such as these.
James Phelps, ACFRE James has been working in the field of nonprofits since 1990 before beginning his consultant practice in 2011. He is also a member of a practice group, Nonprofit Association of Oregon, which specializes in assisting non-profit organizations. James's expertise involves interim executive directorship and fundraising. The job with WHC is his tenth position in the last seven years, with contracts typically three to 10 months in duration.
Transitional administration fills a unique role. Boards of directors often opt to hire an outside consultant whose "new eyes" can evaluate the organization and suggest areas of improvement and potential growth. In the case of large changes or a series of changes, the consultant can assess and evaluate the best ways to move forward. They can put into place practices for the organization to continue in the future. In this case, his role is to identify how to go forward for this organization, refine their continuation plan, define the job description for a new executive director, and help with recruitment.
Transitional administration fills a unique role. Boards of directors often opt to hire an outside consultant whose "new eyes" can evaluate the organization and suggest areas of improvement and potential growth. In the case of large changes or a series of changes, the consultant can assess and evaluate the best ways to move forward. They can put into place practices for the organization to continue in the future. In this case, his role is to identify how to go forward for this organization, refine their continuation plan, define the job description for a new executive director, and help with recruitment.
Jason Lee House, Pleasant Grove Church, John D Boon House at Willamette Heritage Center [FB] WHC is unique in that it has lots of moving parts and provides many services to the community besides interpreting historical artifacts. There are many buildings needing to be maintained to historic preservation standards. Their archives are extensive and are the depository of history for the mid-Willamette Valley. They are a public venue for the community with a full facility rentals division, as well as being the landlord for several specialty tenants who provide goods and services for the community. They act as the cultural heartbeat of the city and provide opportunities to showcase other historic/cultural organizations.
| One such cooperative effort is the annual Heritage Invitational Exhibit currently running through April 21 (photo, right). This exhibit, with artifacts from 13 different organizations, focuses on stories of migration, immigrations and journeys of our very diverse ancestors into the Valley. Another annual event, the Sheep to Shawl Show (photo, right), highlights the textile industries that grew our local communities. Typically held in late spring, this year's event will be May 12th. |   |
Thomas Kay Woolen Mill, cxxxxx, Willamette Heritage Center [FB] We put James on the spot and asked what his suggestions would be to help WHC move forward in the most productive way. His answers would seem to benefit any cultural or heritage group in our area. His recommendations included bringing on someone to provide long-term stable leadership; getting on a firm financial footing; becoming more efficient in fundraising methods and events, providing more programming to keep the venue relevant, and to seek future accreditation with the American Museum Association. James accounted that WHC is lucky to have lots of institutional history in the area and a well-working staff with proven routines that keep things going forward. They also receive wonderful support from the community.
Lower salaries and long hours are the thorns that routinely plague leadership in these often volunteer-run organizations. Typically, admission fees for such venues only cover 10-12% of the operating budget so other funding sources are necessary. Fundraising must become more efficient. One of their mission goals should always be to encourage the perspective within a community that historic/cultural venues are vital parts of that community and are just as worthy as other infrastructure investments.
How limited would be our lives without these opportunities to expand our experiences and enhance our understanding of our place in time, past and future, that these venues provide. Please show your recognition and support of their vital roles in our everyday lives with your feet, your friends, and your pocketbooks.
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