Why Are Visitor Codes of Conduct Suddenly Everywhere?

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To purchase tickets online for the Emily Dickinson Museum requires compliance with their Code of Conduct.

I’m encountering codes of conduct more frequently as I visit museums and historic sites. They’re not only posted near entrances, but increasingly appear on websites as I buy tickets or plan a visit. Museums and historic sites have always had expectations for visitors—don’t touch, no food—but they’ve never seemed so prominent.

That made me wonder: are our efforts to be more inclusive and welcoming attracting visitors who are unfamiliar with our expectations? Has the current political climate encouraged more conflict and confrontation in public spaces? Are front-line staff experiencing more difficult visitor behavior? Or are museums simply becoming more explicit about rules that were once assumed?

To find out, I examined dozens of visitor codes of conduct from museums and historic sites in the United States that were available online using Google’s search feature. This was not a scientific or comprehensive study. It was more of an initial exploration of what seems to be happening in the field.

What I found is that visitor codes of conduct are no longer just about protecting collections. They are becoming management tools.

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The Clip Economy and the Case for One-Minute Museum Videos

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Screenshot from “The Clip Economy is Eating Everything” by the Atlantic.

I was recently listening to a podcast from The Atlantic—“The Clip Economy is Eating Everything”—where Charlie Wartsall interviews business writer Ed Elson about the rise of short-form video. Their argument is straightforward: the dominant unit of media is no longer the article, the podcast, or even the YouTube video. It’s the clip.

That stuck with me and I’m uncomfortable.

Much of what rises to the top in this “clip economy” is not especially thoughtful or constructive. And yet, it’s how many people are now consuming information—not through television, books, newspapers, museums, or even longer-form digital content, but through YouTube Shorts, Instagram, and TikTok. Whether we like it or not, this is the environment our audiences are living in.

While I’ve been producing content for this blog for more than fifteen years, a few years ago I began producing YouTube videos. Based on research on the attention span of viewers, I aimed for a six-minute length but yikes, those take me days to produce. I don’t do it frequently so editing is slow, narration has to be re-recorded when I inevitably trip over a sentence, and assembling images into something coherent takes real effort.

So I decided to experiment.

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What Happens When You Apply Museum Standards to a State Capitol?

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The Virginia State Capitol offers guided and self-guided tours to visitors.

When I agreed to conduct a Museum Assessment Program (MAP) review for the Virginia State Capitol, I knew it would be an unusual assignment. MAP is designed for museums—institutions with clear missions centered on collections, exhibitions, and interpretation. The Capitol, however, is not a museum. It is the active seat of the General Assembly of Virginia. That distinction matters.

At the Capitol, the “museum function” is secondary—sometimes tertiary—to the work of governance. I’ve completed several MAP assessments but only choose those that relate to my expertise and interests—and the unusual environment engaged me immediately and made me wonder what would happen. Tours, exhibitions, and school programs operate within an environment defined by legislative sessions, security protocols, and shifting public access. I suspected that some museum standards wouldn’t apply. Others—especially those related to education and interpretation—would, but required adaptation. What I discovered is that the most useful part of my visit wasn’t evaluating against museum standards—it was a workshop.

As part of MAP, I facilitated a session to develop guiding principles for the visitor experience (called Education and Interpretation in MAP). Think of them as a set of best practices—but ones developed by the staff themselves, grounded in real situations rather than imposed from outside. Rather than start with abstract values (e.g., diversity, education, creativity) or a series of broad questions (e.g., why does the museum exist? what is the museum’s educational vision?), I used scenarios—real situations staff face every day.

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Your Tours Aren’t the Problem—Your Outcomes Are

If you’ve ever wondered whether the challenges you’re facing at your historic site or house museum are typical or unusual, there is some collective evidence to draw on.

For the past decade, Ken Turino and I have led Reimagining Historic House Museums workshops across the country for the American Association for State and Local History, based on our book of the same name. We begin each workshop with a simple but revealing question: What is the greatest challenge facing your site?

We have collected these responses from a wide range of locations (such Chicago, Denver, New York, Philadelphia, Wisconsin, Texas, and Maryland) from a wide range of participants (staff, boardmembers, and volunteers). From a sampling of these lists, I used ChatGPT to analyze and synthesize the responses into the seven overarching issues, each representing a structural or strategic challenge. While the data was not collected in a scientific manner (participants are self-selecting, not random), the consistency of responses across regions and institution types is striking.

The most frequently cited—and arguably most consequential—is relevance and interpretive stagnation.

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Walking Through Time Before You Even Enter: Lessons from Rancho Los Cerritos

A breakdown of the key elements in the timeline walkway at Rancho Los Cerritos in Long Beach.

A couple of weeks ago, Engaging Places spent two days at Rancho Los Cerritos in California as part of an interpretation and visitor experience assessment. Before I even reached the house, something caught my attention—and it’s stayed with me since.

Walking in from the parking lot, I encountered a pathway that integrates a timeline from past to present. It was developed as part of a stormwater and groundwater reclamation project designed by Studio One Eleven, but what struck me wasn’t just the infrastructure—it was the interpretive opportunity. The walkway quietly does something many historic sites struggle to achieve: it begins interpretation before the visitor even arrives.

I’ve long been interested in how entrance sequences can frame a visitor’s experience, and this is a particularly effective example. As you move along the path, you’re also moving through time. Each step becomes a kind of measurement—an embodied sense of duration and change. It’s intuitive, familiar, and requires almost no instruction. In a matter of moments, visitors gain a basic orientation to the site’s history and significance.

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When Contemporary Art Actually Works: Lessons from the Gamble House

Japanese baskets from 20 years ago feel at home in a house that’s a century older.

A growing number of historic house museums are experimenting with contemporary art exhibitions to attract new—and especially younger—audiences. The logic is understandable: align with what feels current and visible, generate social media buzz, and compensate for the decline of traditional media coverage. But too often, these exhibitions feel short-lived and disconnected. The site becomes little more than a stage set, and the art—however compelling on its own—lands like what urban planners used to call “plop art.” It could be placed anywhere, anytime, with little meaningful connection to the place.

That’s why a recent visit to the Gamble House in California was so refreshing.

I had the chance to see From Strand to Sculpture, a temporary exhibition of contemporary Japanese bamboo basketry (February 5–April 12, 2026). The Gamble House, of course, is a textbook example—arguably a masterpiece—of the Arts and Crafts movement by Greene and Greene. Completed in 1908 as the winter home of the Gamble family of Cincinnati, the house is defined by its extraordinary attention to materials, craftsmanship, and the integration of architecture and decorative arts.

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A Luxury Art Club Reveals What Museum Membership Could Look Like

Screenshot of membership levels for The Cultivist, starting at $440 per year.
Membership levels for The Cultivist start at $440 per year and by invitation, you can join at the $15,000 level.

A few weeks ago I came across The Cultivist, a private membership program that promises art lovers “insider access” to the global art world. The club offers members free or priority admission to dozens of museums, invitations to special events, tailored trips to art fairs and biennials, and behind-the-scenes experiences with artists, collectors, and curators.

At first glance, I was skeptical. Is this simply the commodification of art and culture for wealthy travelers?

Perhaps. But it’s also worth taking a closer look, because The Cultivist reveals something important about how cultural tourists and heritage travelers—especially affluent ones—may want to experience museums and historic sites.

The organization was founded by Marlies Verhoeven and Daisy Peat, both of whom previously worked at Sotheby’s developing VIP loyalty programs for collectors. Their backgrounds are not in museums, curatorial practice, art history, or education. Instead, they specialize in relationship marketing, high-net-worth client services, and luxury experiences.  That background explains the business model perfectly.

The Cultivist is not a museum membership program in the traditional sense. It is closer to a global concierge service for the art world. Members pay an annual fee starting at $440 to access a network of museums, exhibitions, artists’ studios, and art fairs, combined with customized travel and social events. Participating US museums include the Museum of Fine Arts Boston, Art Institute of Chicago, Museum of Modern Art, Jewish Museum NY, and the Huntington Library.  In effect, the organization packages the art world into a kind of cultural lifestyle club.

From one perspective, this can feel uncomfortable. Museums have historically framed themselves as institutions devoted to public education, access, and engagement that contribute to society. A private club that sells privileged access to museums risks reinforcing the perception that the arts are primarily a playground for wealthy insiders.  But before dismissing the model entirely, it’s worth asking why a service like this exists—and why it appears to be successful.

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AASLH’s Workforce Report: Redesign the Field—or Just Endure It?

Title page of the "Understanding the Public History Workforce" report.

AASLH has released Understanding the Public History Workforce, a major new study examining who works in history organizations and how they experience their jobs. Read on its own, it offers important insights into burnout, compensation, inclusion, and professional climate. But its full significance becomes clearer when placed alongside two earlier field-wide studies: the National Museum Salary Survey (AAM, 2017) and the National Census of History Organizations (AASLH, 2022). 

Together, these three efforts give us something rare in the cultural sector: a layered dataset. The Census tells us the size and structure of the history organization field. The Salary Survey establishes a compensation range for the museum field as a whole. The new Workforce Report adds the human experience dimension in history organizations.  They don’t align perfectly, but sufficiently to make some findings and recommendations for history museums, historical societies, preservation organizations, and historic sites. 

Start With Scale and Structure

The 2022 Census identified 21,588 history organizations in the United States —more than all other museum types combined. History organizations are ubiquitous, present in nearly every community. The Census also emphasizes the field’s distinctive “hybrid” character: it’s often a partnership between government agencies and nonprofit organizations.

This structure matters. A field composed largely of small, community-based institutions operating within hybrid public–nonprofit governance systems will behave differently than corporate sectors or centralized public systems. Authority is diffuse. Revenue is mixed (appropriations, philanthropy, earned income). Asset accumulation is limited. Management is complex.

The structure shapes the results.

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Using AI on a 500-Year-Old Page Changes Where Curatorial Expertise Begins

Objects to be sold in an auction house include a box filled with framed prints.

I bought the box for $30.

It was a brown cardboard box at a local auction filled with framed prints and miscellaneous ephemera. The sort of lot you bid on partly out of curiosity and partly because, if you’re lucky, you might discover something interesting. I did—it was a framed page from a 500-year-old German book.

As a historian, I enjoy reading. But more than that, I love books as objects. Their design, typography, and material presence give me tremendous joy. I got the bug in college in a federal work-study position in the rare books and special collections department of the library, where I learned how much evidence a single page can hold: paper quality, typeface, layout, illustration style, and wear patterns can all reveal a story before you even understand the words.

This page immediately caught my attention.

The typeface was Gothic, clearly German, probably around 1500. But the illustrations were strange. Instead of familiar late-medieval imagery (saints, cities, plants, kings) one woodcut showed a man lying in bed while another pressed a knife to his neck. Another showed a dining table with people seated around a severed head on a platter. Huh?

It was unmistakably early printed material, but not religious, political, or medical.

In other words: a cool mystery.

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Reimagining the Historic House Museum coming to Nashville in July

Ken Turino introducing the Reimagining House Museum workshop at Bayou Bend, Houston, 2025.

In July, Ken Turino and I will be leading the one-day Reimagining the Historic House Museum workshop on Friday, July 10, 2026, at Belle Meade Historic Site & Winery in Nashville, Tennessee. It’s designed specifically for people working at house museums and historic sites who are wrestling with familiar questions: How do we refresh our programs? Attract new audiences? And build a more sustainable future without losing what makes our site special? Registration is $225 for AASLH members and $350 for nonmembers.

The day combines current social and economic research with practical tools drawn from nonprofit management and business strategy. Participants conduct a holistic assessment of public programs, explore examples of sites that are successfully reinventing themselves, and take part in a facilitated brainstorming session that puts new ideas into practice using a real house museum as a case study.

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