An efficient and sustainable museum
In order to achieve the aims set forth in this plan, the museum must undergo a significant transformation in its current organisation and legal framework, enabling it to develop to its full potential and stay on equal footing with its European and international counterparts with whom the museum already shares areas of work and cooperation.
The legal and organisational model that regulates the museum’s activities has become outdated and distant from the current reality of the institution and the society in which it provides its services. This asks for a specific treatment that upholds all the requirements of transparency and rigour, but also recognises the particularity of the museum's activity and provides it with more efficient and flexible management and resource collection tools, as most counterpart museums have already done. This transformation would also entail greater involvement and professionalisation of its governing bodies.
In the economic sphere, we must bear in mind that museums create wealth (cognitive and social wealth, as well as the economic variety) and jobs. However, in order to achieve what this plan proposes, we will have to receive a higher level of funding from public administrations than we currently do and continue increasing our means of self-funding.
The work-related plan, which is the result of a long process of consultations and surveys with staff, reveals that better coordination between the different departments of the museum is necessary, and that improvement must be made in both communication and internal management processes. The objective must be to give greater recognition to the work done individually. But also boost the motivation of the teams, which mostly demonstrate a great calling to work in the art world at an institution that is transforming society. A programme of organisational evolution will be issued that streamlines work procedures, simplifies processes and promotes learning through innovation. Interdisciplinary work mechanisms and projects will be implemented and there will be new opportunities for training and participating in external networks and forums. For this plan to succeed, all departments and areas must be committed to the process under way at the Museu Nacional d’Art de Catalunya.
Strategy and Action Plan 2019-2022 / 2029 [2] (pdf 12.1 Mb)