Agrita Ozola
The Development of Museums in Latvia
The effect of political and economic changes on the system of museums
More than 10 years have passed since Latvia, its culture and museums have been
working in a new political and economical situation - the conditions of democracy and the
conditions of a market economy. It is a period of changes in society and in museums as a
product of society and also its mirror.
The independent Latvian state declared that its basic values would be the inviolability
of the individual, equal standing of all before the law, freedom of expression, and other
fundamental values that are typical of a democratic society. The mission of individual
museums and the whole network of museums underwent a change.
This is a period which can be described as an era of self-initiative. In the early
1990s museum people wanted to participate in the shaping the newly independent state and
the first step was creation of the Latvian Association of Museums. This non-governmental
organisation was initiator of new laws to regulate the work of museums and of cooperation
among museums. Successes in this process included the publication of the newsletter Muzeju
Vēstnesis (Museum Herald), the publication of a series of books under the title “Library of
Museology”, the organization of a series of courses on museum management (with the help of
colleagues from the Netherlands), and efforts to promote cooperation between museums and
educational institutions under the auspices of a project called “The School and the Museum”.
Many of these projects were supported by the process of which we can call the
opening of the world. Museums and their employees could now engage in international
cooperation. Since 1993 Latvian museum employees have regularly been attending the
International Summer School of Museology in Brno. In 1994 the Latvian National committee
of ICOM was established. The Latvian Association of Museums is an associate member of
NEMO. Confirmation of the professionalism of Latvia’s museums has come through
achievements in the competition for the title of the European museum of the year. In 1997
the Turaida Museum Reserve received this honour.
Private property appeared alongside state and local government property, and for the
first time the concept of private museums emerged. When the state withdrew its support,
many museums closed down. Others transformed into private museums on the basis of
individual or collective initiative. The legislation designates three levels of responsibility:
state, local authority or private. The discussion about the museum leadership models started.
The line department model for museum management still dominates in state and local
authority museums, but some "arm length institutions" and some non-profit making
organisations are existing.
Political changes in post-Soviet Latvia brought also economic problems and almost
this led to a reduction in funding for culture. Museum leaders came to understand that
museums have to earn a much larger share of their money themselves. They started to think
about new economical models. There are 133 state and local authority museums and more
that 130 private museums in Latvia. Approximately a half of all museums today are fully
owned and funded by public funds (central, regional or local governing institutions).
Discussion about economical models has been developed through last five years but only few
museums have changed their legal status and now are working as a profitmaking enterprise or
public foundation. These changes have, among other things, fomented a healthy process of
competition in the museum system.
The law on Museums of the Republic of Latvia foresees that only accredited
museums, whether they are public or private can apply for state funding. The understanding
that museums operations depends on the museums’ orientation toward the interests of the
public and the management skills of museum people is also a new concept. One of the first
such museums was the Latvian Occupation Museum, which today is one of the strongest
museums in Latvia and which has been financed largely by Latvians who live abroad.
The major changes has happened in the museums thinking. They have changed from
institutions that primarily focuses on collecting and research to institutions that pay very
much of their attention to their role in society and obligations towards it. Museums in Latvia
mostly has become mission oriented institutions.
The new aspects of museum operations
Latvia’s parliament adopted an umbrella law on museums in 1997. It defines the
relationship between museums and society and states that the existence, financing and
operations of museums are a key way of preserving and developing Latvia’s cultural heritage.
This was the first law of its kind in Latvia, and museums were actively involved in its
development. This means that the law is in part based on the views of museum specialists.
The law is a part of legislative basis for museums operation.
 The law specifies that the State Authority on Museums, which is an institution
under the auspices of the Ministry of Culture, is responsible for coordinating and supervising
the system of museums on behalf of the state;
 The Latvian Council of Museums is an advisory institution which helps the
aforementioned authority to take decisions in a democratic way;
 The law provides for museum accreditation – a process during which museums
prove the quality of their operations and guarantee that taxpayer monies are being used
properly;
 The law states that the priority activity for museums is to establish and maintain
their collections. It defines also the concept of the National Museum Holdings – items are
considered a part of the national treasure and is under the state protection.
The main strategic policy document is The Cultural policy worked out in 1998 and
agreed in the Committee of Culture in Strasbourg. The next document – the National Culture
Program analyses the place and role of culture in modern society and forecasts its
development over the next 10 years. The following things are stressed in the program as
being the most important in museum development policy:
 Modernization and improvement of the infrastructure of the sector in line with
modern requirements;
 Improvement of the museum network and its legal structure so as to make
museums as accessible as possible, as profitable and effective in terms of their operations and
in pursuit of the missions of the sector;
 Expansion of the National Museum Holdings – the material and intellectual
wealth of the state – ensuring that it provides benefits to society;
 Establishment of a model to attract and distribute financing for the development
of the sector;
 Facilitation of the professionalism of museum employees in pursuit of museum
operations that are of a high quality and in line with the requirements of a market economy;
 Nurturing the individual nature of museums and ensuring competitive operations;
 Development of intersectoral cooperation in pursuit of the effective use of
museum resources for education, tourism, etc.;
 Targeted use of museums in shaping Latvia’s image abroad.
The cultural policy assets are worked out taking into mind the existing situation and problems
of the museum sector. They also address some of the future goals of the system.
The National Culture Program is analysed by the government, and when approved it
can be seen as a point of reference in the development of the sector. The Cabinet of Ministers
approved a specific sub-program that is focused on museum work at the beginning of 2000.
In September 2003 analysis of the programs development was done and it will be
discussed in Latvian Museum Council next month. Today it seems that the development of
museums policy has been successful and clear of purpose but it was slower than planned in
the spheres of activity which are very much depending on financing: modernisation of
museums, reconstruction of infrastructure, computer based cataloguing system of collections.
One of the most important questions is the development of museums system in
Latvia, it's content and it's matrix. An administrative reform is going to be implemented
during the next few years and the future of local and regional museums is not clear. The
culture decentralisation process is important to discuss and it is in close connection to the
understanding of museums efficiency: the quality of museums work and accessibility of
museums in society.
The growth of the professional level of museums.
During the period of transformation, the very survival of museums was the key issue,
and there was an interruption in the professional training system that had been offered during
Soviet times. The new era brought new quality demands with it – a level of quality which
could be guaranteed only by professionally trained specialists and professionally run
museums.
A system of professional training for museum employees has been set up in Latvia.
There are three levels in this system today:
1) The Latvian Academy of Culture has been offering a study program in museology
since 2000, which ensures academic training of future museum employees;
2) An ongoing training courses for those already working in museums which are
organized by the State Authority on Museums;
3) Various opportunities for self-education, exchange of experiences and other forms
of informal training are the brief of the Latvian Association of Museums and of the museums
themselves.
There have also been significant changes and new demands in the professional work
of museums. This involves the appearance of marketing elements, the search for links to the
tourism industry, and a new level of quality in the educational work which museums do. The
most important change, however, has been the arrival of new subjects for museum
exhibitions. Museums were active in casting light on subjects that had been taboo during
Soviet regime – the first period of Latvian independence, the people who were deported or
forced to emigrate, etc. Museums paid their attention also to the more recent past – a time
which people had experienced for themselves and they fulfilled their professional obligation
to document the period through the work of museums: both in terms of the development of
museum collections and in terms of exhibitions that have been staged.
The accreditation process as main instrument for museums development
The accreditation process is a key instrument to enhance the growth of
professionalism of Latvia’s museums. It has been started in 1999 and the experience of the
accreditation process in USA and museums registration in UK was carefully studied before.
The accreditation process consists of four main parts: self-analysis in museum,
methodological support from the State Authority on Museums, the visit of the experts
commission in the museum and control of the development process.
The extensive self-analysis and development of strategic planning is a main part of
accreditation process in museums. This is a way they attest to their conformity to specific
standards. An accredited museum is one which is recognized by the state, which has proper
legal foundations, which has registered its collection and guaranteed its preservation, and
which has ensured that members of the public can have access to the collection. Accredited
museums are eligible for state and local government financing.
The museum accreditation process allows us to analyse museums individually, as
well as the entire system. Accreditation has encouraged museums to improve their
procedures and to undergo reorganization. The greatest benefit from the process has been the
fact that museum employees have been forced take a look at their work as part of the process.
People have had to ask – what is the mission of my museum? Is my museum fulfilling that
mission? What is a demand of society? Do I understand the role of my museum in the local,
regional or national level?
Information from the museum accreditation process was discussed during the
museums conference in September 2003 in Riga and new perspectives were worked out. In
working groups where more than hundred of museum professionals participated actively the
decision was made to continue the accreditation process to have a regular accreditation and
use it as an instrument for supporting the museums sustainability, reaching good standards
and collecting the objective and versatile information for assessment and strategic planning in
future.
Looking back at the past decade it is clear that museums in Latvia have changed very
much thanks to the museum workers and their initiative. They had a good school of
democracy and they had forced the development of museums sphere to the qualitative
changes. The democracy and involvement of as many museum workers as possible in all
processes, especially accreditation, are values we need to take into account planning the
future. The work we have chosen is not easy and it takes longer time but it gives a sense of
stability, I hope.
Literature.
1. Brinkman M. Museums of the 21st century: mission and economical model.
Summary of presentation on the theme. International conference. Museums of 21st
century: mission and economical models. Tukums, Latvia, 2001
2. Garjans J. From oppression to democracy: Experience of Latvian Museums.
Summary of presentation on the theme. International Conference. ISSOM, Massarick
university, Brno, 2000.
3. Garjans J. Latvian museums entering the 21st century. International conference.
Museums of 21st century: mission and economical models. Tukums, Latvia, 2001
4. Kulturpolitika Latvija. nacionalais zinojums. Eiropas padomes ekspertu zinojums.
Riga, 1998.
5. Materials of accreditation of museums. The State Authority on Museums, Latvia.
Riga. 1999-2003.
6. Nacionala programma "Kultura". Latvijas republikas Kulturas ministrija. Riga, 2001
7. Ozola A. Models for museum work and opportunities for change. International
conference. Museums of 21st century: mission and economical models. Tukums,
Latvia, 2001