Board of Trustees
The Board of Trustees is comprised from representatives of the Founding Trustees—Basque Government, Provincial Council of Biscay, and The Solomon R. Guggenheim Foundation—and of the non-founding Trustees. The Board of Trustees is chaired by the President of the Basque Government.
The Executive Committee is comprised of two representatives of each of the Founding Trustees, one representative of the City of Bilbao, and up to four representatives of non-founder Trustees. The Executive Committee is chaired by the President of the Provincial Council of Biscay.
The daily operations of the Guggenheim Museum Bilbao are channeled through various areas of activity.
The Director General’s office is responsible for defining the Museum’s policy and Strategic Plans, which govern its operations and include the Mission Statement, the Vision, and the Values needed to achieve the institution’s objectives to the satisfaction of its stakeholders. These Strategic Objectives are implemented throughout the organization under the supervision of the Director General. This office also manages and plans the organization’s financial resources through the Finance Department to achieve the greatest possible degree of self-financing.
The Museum’s fundamental task—to preserve and exhibit modern and contemporary art—is implemented through a high quality collection and art program which must be conceptually defined and developed, researched, and documented by the curatorial staff. The Museum’s pool of curators is devoted to consolidating the institution’s artistic identity and producing in-house exhibition projects.
As one of the cornerstones of the organization, the Museum’s education and interpretation goals are to make modern and contemporary art more accessible to the public by helping them interpret artistic contents and by designing and implementing educational programs and cultural activities from an interdisciplinary perspective that cater to a wide range of audiences.
With regard to art planning and organization, the exhibition program must be coordinated and managed by specialized staff whose duties range from registrar services and exhibition logistics to artwork conservation and handling and the design and production of museographic resources for each show.
Communications and corporate image activities aim to bolster the Museum’s reputation for excellence through different channels and mediums: publications and graphics; premium in-house products designed and sold at the Store/Bookstore as a source of revenue to contribute to the organization’s self-financing capability; and communications and marketing initiatives to raise the public profile of the institution and its activities, using the media and publicity campaigns to reach as wide an audience as possible.
General Counsel is responsible for ensuring that the Museum’s activities comply with all applicable laws and regulations. It also performs internal control duties, provides legal advice on the Museum’s various activities, and handles external and institutional relations.
In the area of customer relations, the Guggenheim Museum Bilbao’s development activities aim to garner as much individual, corporate, and financial support as possible to maintain a high degree of self-financing. This support is channeled through two initiatives: the Corporate Members Program, which seeks to obtain the highest possible level of backing from the business community and sponsorship projects; and the Individual Members Program, which offers citizens a chance to support the Museum by signing up for one of several categories that entitle members to receive special benefits and enjoy exclusive activities and services. The Guggenheim Bilbao also offers services designed to help visitors make the most of their time at the Museum and benefit from a unique experience with added value that will leave them satisfied and eager to return in the future.
Finally, in the area of human resources the Museum strives to ensure the satisfaction and dedication of its employees as a crucial factor for achieving the institution’s Strategic Goals. Human resources activities also include other areas such as security, to safeguard and protect the people, artworks, and other objects and equipment in the Museum; facility maintenance, to ensure that the physical premises meet the institution’s needs and expectations with the highest standards of quality and the lowest possible environmental impact; and information technology, to guarantee that the information required at every organizational level is readily accessible, secure, and reliable.
This structure also includes cross-functional committees made up of representatives from different areas, implementing a new operational system that facilitates open communication, knowledge sharing, and joint decision-making by viewing the Museum as an interconnected whole.