Author Archives: Mary A. van Balgooy

About Mary A. van Balgooy

Vice President of Engaging Places LLC, a design and strategy firm that connects people to historic places.

Rethinking Board Governance in a Post-COVID World

At the recent Mid-Atlantic Association of Museums (MAAM) conference in Pittsburgh, I attended “Headwinds and Tailwinds: A Panel Discussion about the Financial and Operational Impacts on the Museum and Arts Management Field.” One of the panelists, Hayley Haldeman of the Pittsburgh Cultural Trust, offered particularly insightful observations about board governance in the post-COVID landscape. Her comments confirmed what many of us have observed firsthand—museum boards are facing more challenges and opportunities than ever before.

A Changing Landscape—But Familiar Structures

Despite the upheavals of recent years, Haldeman noted that few organizations have made major changes to their board structures. Most boards remain large, and many governance documents have yet to be updated. The notable exception has been a growing emphasis on board diversity—though progress toward real inclusion varies widely.

At the same time, museums are experiencing significant leadership transitions. Many long-serving executive directors have retired, while others are navigating the aftermath of the “Great Resignation,” which has affected both staff and board leadership. These changes can be destabilizing, but they also open the door for renewal.

New Pressures on Museums and Nonprofit Organizations

Board service today comes with new (and sometimes unexpected) responsibilities. Museums and other nonprofit organizations are grappling with a range of threats, both real and perceived:

Drops in individual giving and shifts in foundation priorities
Greater community expectations for accountability and transparency
Political and legal questions (e.g., DEAI initiatives, exhibition content)
Cybersecurity and AI-related risks

Meanwhile, board members are harder to recruit and retain. COVID-19 reshaped personal and professional priorities, making time an even scarcer resource. For organizations, that means it’s harder than ever to fill board seats, onboard new members, and keep them engaged—especially when board work happens virtually.

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What’s in Your Board Manual?

When was the last time you opened your board manual?

For many nonprofits, that thick binder (or increasingly, PDF) sits quietly on a shelf until a new member joins or a crisis hits. Yet a well-organized, up-to-date board manual is one of the most valuable governance tools an organization can have. It orients new board members, preserves institutional memory, and keeps everyone—staff and volunteers alike—on the same page about the organization’s purpose, policies, and priorities.

Whether your historic site or museum is just forming its first board or has been operating for a century, a board manual is essential. For a new nonprofit, it lays the foundation for consistent governance and clarity of purpose. For an established organization, it keeps institutional memory strong and ensures that practices evolve alongside the organization’s growth. No matter the stage, the goal is the same—clarity, accountability, and continuity.

Let’s take a more detailed look at what a strong board manual should include and how to make it a living document rather than a forgotten binder.

1. Start with the Essentials

This first section grounds board members in the organization’s structure and identity. It’s the snapshot of who we are.

Include:

Board of Directors list with terms, positions, and contact information
Board calendar of meetings, events, and key decision points (e.g., budget approval)
Organizational chart showing relationships between board, committees, staff, and the public
Mission, vision, and values statements that are current, concise, and approved by the board
“Quick Facts” page with founding date, budget size, number of staff, and a brief description of core programs

For new board members, this section offers invaluable context. For long-time members, it’s a reminder of the organization’s evolution and impact.

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Rethinking Timelines: How Women’s History Can Reframe the Past

The timeline is one of the most familiar tools in our interpretive toolkit. It helps us organize facts, identify turning points, and connect events over time. Yet the decision of what to include or exclude shapes the story we tell. Most timelines highlight wars, political milestones, or technological achievements. For many women, those events barely touched their daily lives.

As historian Joan Kelly famously asked, “Did Women Have a Renaissance?” Her answer revealed that what was celebrated as a golden age for men was, in fact, a period of restriction for women. That same question can and should be asked at every historic site: Did women’s lives improve or decline during the turning points we highlight? Or were their defining moments entirely different?

Reimagining the Timeline

What if, instead of centering wars and political leaders, we built timelines around women’s legal rights, economic opportunities, or access to education and institutions?

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Carrying the American Revolution in a Name

“My name is my identity and must not be lost,” declared abolitionist and suffragist Lucy Stone. Her words remind us that names are more than just labels. They tell stories, carry history, and hold cultural significance. They shape how we see ourselves and how others see us. The act of naming—whether giving, changing, or choosing a name—can express individuality, family ties, culture, faith, or resistance. Moreover, it is a deeply personal act, yet also public. A name declares: this is who I am.

As the United States marks the 250th anniversary of its Revolution, historic house museums have a unique opportunity to reflect on the women of their sites—especially those interpreting the nineteenth century. How were their names connected to individuals of the founding era? How important was it for women to assert ties to that legacy?

For women in the nineteenth century, marriage customarily submerged female identity under a husband’s surname. Often, that is where the trail seems to end. Yet some women found ways to hold onto their maiden or ancestral names—an intentional act of memory-keeping that linked them to Revolutionary roots and preserved family history across generations.

Doing History Through Names

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Who Does What? Clarifying Roles for Nonprofit Boards and Staff

One of the most common challenges for nonprofit organizations—whether museums, historic sites, or community groups—is understanding who does what when it comes to decision-making, planning, and day-to-day operations.

Board members sometimes worry they are getting too involved in management or don’t know enough about what’s going on. Staff members, on the other hand, can feel their authority is being questioned when board members step into operational details. Yet when everyone understands their distinct responsibilities, organizations thrive.

We would never expect a new volunteer to suddenly step into a historic house and deliver a flawless tour. They need orientation, resources, and time to develop their skills before they feel confident leading visitors.

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What is the Future of Interpretation at Historic House Museums?

The world of historic house museums has been grappling with fundamental questions about purpose and sustainability for many years. Two significant gatherings, the Kykuit II Summit in 2007 and the recent 2025 Historic House Summit, highlight key moments in this ongoing discussion. Bridging these two events is the American Association for State and Local History’s (AASLH) STEPS program, particularly its standards for interpretation, which emerged directly from the needs identified in that earlier period. Looking at these three points in time reveals not only evolving ideas but also the increasing urgency and specific challenges facing interpretation today.

The Kykuit II Summit: The Call for Sustainability and Standards

The Kykuit II Summit, held in April 2007 at the John D. Rockefeller estate, brought together leaders to discuss “the sustainability of historic sites.” This was a follow-up to a similar meeting five years prior. The discussions focused on finding ways for historic sites, the largest segment of the museum community, to thrive. Key questions included the challenging, “unmentionable” ones: “Does America need another house museum?” or “Can America support the existing historic sites it now has?”

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