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.
House museums across the country are confronting difficult questions about relevance, sustainability, and meaning in the 21st century. What worked twenty years ago—traditional tours, decorative arts displays, and carefully preserved interiors—often isn’t enough today to engage visitors or generate financial stability. Communities are changing, audiences have new expectations, and historic sites are under increasing pressure to demonstrate their value.
That’s why Ken Turino (formerly at Historic New England) and I developed Reimagining the Historic House Museum, an intensive one-day workshop that helps professionals and volunteers tackle these challenges head-on. Over the past decade, we’ve led this program at sites across the United States, working with hundreds of staff, board members, and volunteers to think creatively about interpretation, audience engagement, and business models. Each workshop is highly interactive, blending case studies, small-group activities, and practical exercises. Participants leave not only with new ideas, but with concrete tools to implement change at their own sites.
This fall and next spring, we’ll be offering two opportunities to join us in person:
Back in 2014, I shared a classic business matrix as a tool to help museums and historic sites think more strategically about their programs and activities. It plotted mission alignment on one axis and financial sustainability on the other, providing a quick visual way to categorize whether something was worth continuing, needed revision, or should be reconsidered altogether, using metaphors of stars, hearts, cash cows, and bunnies.
The response was strong—many found it useful for internal discussions, staff retreats, and board meetings. But since then, my thinking has evolved.
Over the last decade, I’ve come to see that we need a broader lens. It’s not enough to think about money and mission alone. Sustainability today must account for more than just dollars, and impact is shaped not only by mission statements, but also by vision and values.
A Matrix for Today
Here’s the updated version:
The vertical axis is now Impact, encompassing not just your mission but also your vision and values—your full organizational purpose.
The horizontal axis is now Sustainability, which considers financial, social, and environmental dimensions.
This updated Impact-Sustainability Matrix helps museum professionals assess whether a program or initiative is aligned with what matters most and whether it can endure in a resource-constrained world.
A Living Metaphor: From Bloom to Root
To make the matrix easier to understand and more memorable, I’m using a botanical metaphor. Every program or initiative can be thought of as a kind of plant—some deeply rooted and thriving, others beautiful but short-lived, and a few that are sadly distractions. I’m not sure if the metaphor is as clear and apt as my previous star/heart/cash cow/bunny matrix, so I’d love your thoughts and suggestions in the comments below.
Below are descriptions of each quadrant using this metaphor:
Museums are no strangers to navigating shifting policy landscapes, but recent executive orders issued by the White House signal significant changes that will affect funding, interpretation, and educational outreach. Whether you work in a history museum, a historic preservation organization, or a community-based historical society, understanding these policies is crucial for adapting to new challenges and opportunities.
Key Themes Across the Executive Orders
1. A Shift Toward Patriotic and Nationalist Narratives
Executive Orders 14190 (Ending Radical Indoctrination in K–12 Schooling) and 14189 (Celebrating America’s 250th Birthday) prioritize “patriotic education” and reinforce a government-endorsed interpretation of American history. This shift is exemplified by the reestablishment of the 1776 Commission and the creation of Task Force 250, which will oversee programming related to the 250th anniversary of American independence. “Patriotic education” is defined as “the history of America grounded in:
(i) an accurate, honest, unifying, inspiring, and ennobling characterization of America’s founding and foundational principles;
(ii) a clear examination of how the United States has admirably grown closer to its noble principles throughout its history;
(iii) the concept that commitment to America’s aspirations is beneficial and justified; and
(iv) the concept that celebration of America’s greatness and history is proper.”
2. The Elimination of Federal DEI and Environmental Justice Programs
Executive Order 14151 (Ending Radical and Wasteful DEI Programs and Preferencing) eliminates all federal support for diversity, equity, and inclusion (DEI) initiatives. This includes the termination of DEI-related grants, plans, contracts, programs, initiatives, training programs, offices, positions, and employment policies within federal agencies, “under whatever name they appear.” Museums that have benefited from federal DEI funding or programs may need to reassess their funding strategies and institutional policies.
3. Renaming and Monument Preservation
Executive Order 14172 (Restoring Names That Honor American Greatness) renames Denali back to Mount McKinley and designates the Gulf of Mexico as the Gulf of America. Additionally, the reinstatement of the National Garden of American Heroes and the protection of existing monuments signal a renewed emphasis on traditional historical figures. Museums may face increased scrutiny when interpreting contested histories, particularly around geographic names and public commemorations.
Community engagement is essential to modern museum work—but let’s face it, it’s not always easy. Building authentic, long-term relationships with your community takes time, effort, and a willingness to rethink how your museum operates. Two recent studies in Curator: The Museum Journal offer practical tips and ideas to help you navigate the challenges and make a bigger impact.
Let the Community Lead
In “Unpacking the Complexities, Challenges, and Nuances of Museum Community Engagement Practitioners’ Narratives on Knowledge Production in Scotland” (Wallen et al., 2024) researchers explore how museums and communities can collaborate to co-create knowledge. The big takeaway? Museums need to value the lived experiences of their community partners as much as their own expertise. Smaller museums seem to do this best because their tight-knit teams often integrate community engagement into everything they do.
But it’s not always smooth sailing. Unequal power dynamics, emotional labor, and balancing community needs with organizational goals can make this work tricky. To address these challenges, the study suggests:
Making equity a priority from the start of any project.
Seeing relationship-building as an ongoing effort, not a one-time event.
Sharing decision-making power to let community voices shape museum projects.
This approach isn’t just about being inclusive—it can transform your museum into a space for authentic, diverse narratives.
Museums are feeling the pinch as public funding declines and operational costs grow. But don’t worry—there are creative ways to boost your financial health without losing sight of your mission. Two recent studies offer fresh ideas to help museums thrive while connecting more deeply with their audiences.
Make the Most of What You Offer The first study, “Value Capture for Nonprofits: The Case of Museums’ New Business Models” (Thomas & Tobelem, 2024), urges museums to think more like entrepreneurs. Museums create tremendous value through exhibitions, programs, and digital content—but often struggle to turn that value into income. The solution? Find ways to align financial opportunities with what you already do best.
For instance, you could:
Introduce tiered pricing for digital experiences, like charging for premium virtual tours.
Partner with local businesses to create themed events that support your mission.
Offer exclusive experiences, like behind-the-scenes access, for a fee.
These strategies not only bring in revenue but also allow museums to stay true to their values. The takeaway: look at what you already offer and think creatively about how to monetize it in a way that feels authentic.
I’m excited to announce that I’ll be co-teaching two Reimagining the Historic House Museum workshops in Texas this November with Ken Turino, hosted by the American Association for State and Local History in collaboration with the Texas Historical Commission. It’s a big state, so we’re offering it twice! If you’re a museum professional, volunteer, or student interested in exploring fresh strategies for engaging visitors and revitalizing historic house museums, these workshops are a great opportunity to explore new ideas and connect with colleagues.
Why Attend?
Historic house museums are at a pivotal moment, navigating changes in visitor expectations, community needs, and funding models. These workshops are designed to help you tackle these challenges, offering practical solutions for making your house museum more accessible, sustainable, and relevant. By focusing on innovative interpretation, strategic planning, and community engagement, you’ll be empowered to breathe new life into your historic house museum.
What You’ll Learn
This one-day, hands-on workshop explores the most pressing challenges and rewarding opportunities facing historic sites in America today. We’ll delve into the latest social and economic research to help you identify how these trends impact your own house museum, sparking new ideas for growth and engagement.
Throughout the day, we’ll introduce a variety of field-tested tools and techniques drawn from diverse areas like non-profit management, business strategy, and even software development. You’ll hear about innovative historic sites that are successfully adopting new models to engage their communities, offering fresh interpretation and programming, and generating income to boost financial sustainability.
A key highlight of the workshop is our facilitated brainstorming session based on Michael Porter’s Five Forces framework, where you’ll work with fellow participants to reinvent an event or program for an actual house museum. This practical exercise not only puts theory into action but also showcases the power of collaborative thinking to drive change.
Details and Registration
Mesquite Workshop (near Dallas): November 12, 2024 – Heritage Plaza Visitor Center
Houston Workshop: November 14, 2024 – Bayou Bend Collection and Gardens
Cost: $350 for non-members, $225 for AASLH members
Registration: Visit AASLH’s website for more information and to sign up. Participation is limited.
I hope to see you there as we explore how to bring new life and relevance to historic house museums. Together, let’s make these vital cultural spaces vibrant, engaging, and sustainable for generations to come!
ChatGPT-4o created this image in less than a minute.
The highly anticipated release of ChatGPT-4o has once again thrust artificial intelligence (AI) into the spotlight. So how can historic sites and house museums harness the power of ChatGPT to craft thought-provoking mission statements, an essential element of effective management?
The American Alliance of Museums states that excellence requires that, “all aspects of the museum’s operations are integrated and focused on meeting its mission.” And yet, crafting mission statements is among the most difficult tasks for an organization. Writing and revising as a board or staff committee can result in circular arguments, the infinite parsing of words, or resignation to a milk-toast statement that offends no one. So how can you take a mission statement that’s weak or mild and turn it into something stronger and more meaningful?
My typical response is that a small committee of diverse leaders within the organization discuss the purpose and role of the museum in the community, and then appoint one person to draft a mission statement for approval. Although that’s much more effective than writing-by-committee, it can also result in a tremendous commitment of time and frustrations during the review as members defend their ideas. Instead, I’ve found ChatGPT to be much more efficient and less frustrating. You can revise frequently and quickly, try out variants and new ideas easily, and even better, criticize the “robot” and it won’t care.
The mission of The Gamble House is to inspire the public’s appreciation and understanding of architecture as a fine art through the example of The Gamble House, the most complete and best-preserved work of American Arts and Crafts architects Charles and Henry Greene.
Using a simple prompt, “Create a mission statement for the Gamble House in Pasadena, California,” ChatGPT-3’s version was:
Our mission at the Gamble House is to preserve and celebrate the legacy of this iconic American Arts and Crafts masterpiece. As a cultural destination and community resource, we aim to inspire and educate visitors about the significance of the Gamble House’s architecture and design, and its enduring influence on American culture.
The first sentence is the usual celebratory mission statement but notice that the next sentence goes further to explain why it matters today (“its enduring influence on American culture”). That’s a significant improvement that can improve the mission statement’s ability to guide decisions and establish priorities—which is the core function of a mission statement.
Going further, you can use ChatGPT to create mission statements inspired by the ideas of influential thinkers. English designer and writer William Morris inspired the Arts and Crafts Movement, so he’s an ideal choice for the Gamble House. By changing the prompt to, “Create a mission statement for the Gamble House in Pasadena, California in style of William Morris,” the result is:
“Our mission at the Gamble House is to preserve the beauty and integrity of this magnificent home, which is a masterpiece of American craftsmanship and design. Through our efforts to maintain the house and its surroundings in a state of harmony and balance, we seek to embody the principles of the Arts and Crafts movement, which holds that art and beauty should be an integral part of everyday life. By promoting the values of craftsmanship, simplicity, and authenticity, we aim to create a more just and equitable society, one in which the arts and culture are accessible to all, and the beauty of the natural world is cherished and protected.”
Far too long to be a modern mission statement for a museum, it does offer some intriguing ideas, particularly in the last sentence. By mentioning “craftsmanship,” “equitable society,” and “accessible to all,” it addresses values that could be meaningful to modern visitors and supporters of the Gamble House and inspire innovative programming.
In the year that followed, I’ve continued to explore how ChatGPT can help historic sites and house museum improve their mission statements, as well as create a vision and values. Lest anyone think that ChatGPT is a simple mindless hack to the usual hard work of crafting a mission statement, the use of AI requires a thoughtful human hand on the computer keyboard. ChatGPT can be biased, inaccurate, and hallucinate, so you need to know the organization and theories of management strategy. A weak or poor mission statement can harm a nonprofit organization, whether created by humans or AI.
ChatGPT-4o created this image of the Gamble House, demonstrating the need for the human expert—there’s very little that is correct in this image.
Getting Started
If you’re interested in the best explanation and practices of AI and ChatCPT, read Ethan Mollick’s Co-Intelligence: Living and Working with AI (2024) or listen to an interview with him on the HBR IdeaCast, “Tech at Work: What GenAI Means for Companies Right Now.” If you’re interested in practical applications with lots of examples, read AI and the Future of Education (2023) by Priten Shah. AI is being incorporated into an increasing number of applications, including Microsoft Word, Evernote, Notion, and WordPress, but if you want to explore ChatGPT, it is available free with registration at OpenAI.
If you want to use ChatGPT to craft a mission statement, be aware that it relies on the information that is available to it. If your organization has a very small presence on the Internet or in publications (unlike the Gamble House), a simple prompt will be ineffective. You’ll need to take an additional step to provide it with information, such as the museum’s goals, primary audiences, collection strengths, historical background, and what makes it unique or distinctive. If you’re unsure how to do this in ChatGPT, start with the prompt, “I need help writing a mission statement for [your museum name]. Here are the details: [insert information].” You can follow up with additional instructions, such as “”Give me three different mission statement options,” “Can you make this mission statement more engaging for a younger audience?”, or “I like the direction of this mission statement, but can you make it shorter?”
If ChatGPT has helped your organization improve or rethink its mission statement, please share your experiences in the comments.
In the world of small museums, location and audience significantly influence expenses, rendering a one-size-fits-all approach ineffective. However, gaining insight into the various types of expenses museums incur can shed light on common challenges and their causes. The non-profit financial Form 990 categorizes expenses into five areas, providing a framework for understanding spending patterns. Our goal is to simplify the concept of museum spending and guide museums toward prudent budget management by exploring these key expense categories.
In the colorful tapestry of history-focused organizations, every thread of revenue has a role to play in the success of the organization. Perhaps the most unique collection of these threads is the “Other” revenue category. This singular “Other” thread houses a miscellany of revenue sources that don’t fit into the categories of “Investment Income”, “Program Service Revenue”, and “Contributions and Grants”. At first glance, this classification may appear insignificant, yet it often proves to be a silent contributor that underpins the fiscal health of History-Focused Organizations [Museums (NTEE A50), History Museums (A54), History Organizations (A80), and Historical Societies & Historic Preservation (A82)].
Understanding this “Other” revenue can be like deciphering an ancient dialect. It is made no easier by the fact that IRS Form 990 at times uses the terms revenue and income interchangeably. While some categories of this revenue such as royalties and inventory sales may be familiar, “miscellaneous” often contains difficult to parse odds and ends such as third-party events, insurance proceeds, ATM fees, and revenue from hosting satellite towers. Most often this miscellaneous revenue is unspecified and simply named “miscellaneous” or “other” which can make it difficult to get the full picture of a particular institution’s revenue sources. We advise limiting the classification of your total revenue as “miscellaneous” to no more than 1%. While judicious use of this category can help define your other revenue streams more clearly, overuse could lead to a lack of clarity about a significant portion of your revenue. It is crucial to maintain a comprehensive understanding of your financial situation.
Engaging Places 