Navigating governance in a partnership is complex. Partners must work together to attain common goals through varying lenses, achieving balance between accountability and independence.
Relationships change over time, as do contributions and power dynamics, creating tensions in the partnership. Issues arise when all parties are not engaged in governing the site at appropriate levels, and boards and committees within each party often fall out of alignment and lack clear communication with each other.
Third parties are often undervalued and excluded from necessary conversations about the focus and development of a site, limiting their potential to contribute to the partnership. Government politics have a distinct effect on site management, determining shifts in the level of support directed to operators and third parties.
Participating in a Cultural Advisory committee that oversees the implementation of an owner’s cultural plan, or similar initiatives, can build credibility and demonstrate active engagement with the owner’s objectives. Seeking out opportunities to contribute illustrates leadership and can reflect positively on your site. Participating in regional boards or committees also helps you network with your peers and build external relationships.
Directing a historic site with multiple partners requires coordination of each party’s vision, drawing on shared resources to support development over time.
Raising funds and earning revenue is a consistent issue, as partners are often challenged by the shared responsibility of establishing financial growth and sustainability.
Historic sites require a specialized system of care that draws on shared resources and individual strengths. The complexities of such create issues in building and site maintenance, as partners find it difficult to translate roles and responsibilities from the agreement into the realities of day-to-day operations.