The San Francisco Museum of Trendy Artwork (SFMoMA) has laid off 20 employees members, asserting the choice in a ten November letter to the group posted to the museum’s web site. The announcement cites low attendance figures, rising prices of operation and broader financial points in San Francisco as contributing elements within the choice. The layoffs comply with latest, broad cuts to the museum’s group programming and a wider initiative to prioritise admissions and membership income.
Within the museum’s assertion on the layoffs, SFMoMA director Christopher Bedford stated that “since reopening in March 2021, our fiscal yr 2023 attendance was about 65% of what it was in fiscal yr 2019, mirroring the lowered foot site visitors in San Francisco’s downtown core”. Related considerations relating to admissions income drove the museum’s August choice to lift customary grownup ticket costs from $25 to $30, inserting SFMoMA in league with New York’s Museum of Trendy Artwork, Metropolitan Museum of Artwork, Solomon R. Guggenheim Museum and Whitney Museum of American Artwork, among the many costliest artwork museums to go to within the US. SFMoMA doesn’t supply discounted ticket costs for San Francisco residents, however holds a four-hour free admission window on the primary Thursday of every month.
Budgetary considerations have been additionally the acknowledged reasoning behind SFMoMA’s July 2021 cuts to an array of group programming, together with the museum’s on-line publication Open House, movie programme and Artists Gallery, an area for getting or renting works by Bay Space artists. Whereas the museum acknowledged on the time that it was discontinuing the programmes in favor of “a holistic customer expertise that draws bigger, extra various audiences”, native artists and creatives protested the choice, claiming that it was antithetical to SFMoMA’s acknowledged dedication to benefitting the area people.
Each the July 2021 and November 2023 statements from SFMoMA define comparable methods to enhance income, prioritising a pivot from group growth to customer expertise, and exhibitions able to connecting the museum to new audiences. Changing the almost century-old movie and artist gallery programmes have been enhanced “meals and beverage choices”, and makes an attempt at “modernising the retail technique by investing in new product growth”.
It stays to be seen whether or not cuts to the museum’s workforce and scope of its actions will “streamline operations” and “optimise programmatic priorities” in ways in which result in stability and development.