THE HIGH DESERT MUSEUM
Programs and results
What we aim to solve
As the largest cultural institution east of the Cascades, the High Desert Museum has a unique opportunity to serve rural communities in central and eastern Oregon. Many individuals and families in the area are navigating poverty. Compounding economic challenges, there are fewer educational and cultural resources as compared to urban areas and families must travel far to take advantage of them. In addition, rural communities are often viewed as homogeneous places, ignoring their rich diversity of cultures, experiences and perspectives. We have identified key priorities: 1) provide access to thought-provoking arts and cultural experiences that create positive community impacts; 2) develop platforms for community dialogue that incorporate diverse voices and contribute to community cohesion; and 3) create innovative STEAM education programs that help rural families and students overcome barriers to STEM-related employment. These are embedded within goals named in our strategic plan.
Our programs
What are the organization's current programs, how do they measure success, and who do the programs serve?
Wildlife Exhibits
Learn about the natural world through close encounters with animals from the High Desert region, including birds of prey, reptiles, otters, and porcupines.
Exhibits
Our permanent exhibits include: the Spirit of the West, which immerses the public in the history of the High Desert region; By Hand through Memory, which relates the past and present of the Indigenous peoples the High Desert. In addition to these exhibits, we present at least nine new exhibits each year that range in subject from art and history to science and the environment.
1904 High Desert Ranch
Our 1904 living history ranch allows the public to experience life in the High Desert circa 1904. Visitors can feed chickens, sweep the porch, water the garden, and play games- all in a day's work at the ranch.
Education Programs
From 3 to 18 year olds, the Museum has a wide variety of programs to meet the educational needs of Oregon's youth. Our K-12 programs include STEM field trips, Kids Curate, Discovery Classes, Kids' Camps, and Oregon Encounters. Teens can learn from the Museum through our teen volunteer program. We also offer professional development opportunities for teachers.
Every year, roughly 12,000 students participate in our K-12 education programs. Many of these programs are offered for free or at reduced cost ensuring equitable distribution of learning opportunities.
Programs
Lectures, weekend workshops, field trips, Natural History Pub, and a variety of other programs are all part of the Museum's mission to connect people to the past, present and future of the High Desert region. These programs cover a wide range of subjects, including art, history, environment, natural history, and science.
Daily Talks
The Museum's daily talks include: the High Desert Natural History Walk, Bird of Prey Encounter, Porcupine Encounter, High Desert Hooves, Carnivore Talk, High Desert Fish Tales, and Otter Encounter. During the summer months, we also offer the popular Raptors of the Desert Sky program. Visitors are able to observe these birds in their natural setting as they fly from perch to perch over the audience's heads.
Where we work
Awards
National Medal for Museum and Library Services 2021
Institute of Museum and Libraries
Affiliations & memberships
Smithsonian Affiliate 2016
External reviews

Our results
How does this organization measure their results? It's a hard question but an important one.
Number of children served
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
During 2020, 2021 and part of 2022 - the museum had outreach programs with schools throughout Oregon to continue to provide educational opportunties while dealing with COVID closures & restrictions
Total number of exhibitions
This metric is no longer tracked.Totals By Year
Related Program
Exhibits
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
( rotating exhibits in a year)
Total number of free admissions
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
COVID closures & restrictions affected our 2020/21/22 totals.
Total number of paid admissions
This metric is no longer tracked.Totals By Year
Type of Metric
Output - describing our activities and reach
Direction of Success
Increasing
Context Notes
COVID regulations affected museum attendance in 2020, 2021 and a portion of 2022.
Total number of volunteers and hours
This metric is no longer tracked.Totals By Year
Type of Metric
Input - describing resources we use
Direction of Success
Holding steady
Context Notes
2022: 148 volunteers contributed 21,578* 2021: 150 volunteers contributed 12,384* 2020: 157 volunteers contributed 7,918 hrs* 2019: 207 volunteers contributed 25,161 hrs *COVID impacted #s
Goals & Strategy
Reports and documents
Download strategic planLearn about the organization's key goals, strategies, capabilities, and progress.
Charting impact
Four powerful questions that require reflection about what really matters - results.
What is the organization aiming to accomplish?
Museum leadership identified five primary goals in the most recent strategic plan. They are to amaze visitors with meaningful experiences; to inspire stewardship and a sense of place; to engage new audiences; to ensure future financial stability; and to build leadership for the 21st century.
What are the organization's key strategies for making this happen?
To amaze visitors with meaningful experiences we will cultivate dialogue, expand arts engagement, implement engaging programs and exhibits, and create experiences to include diverse voices.
To inspire stewardship and a sense of place we will expand offsite field trip opportunities, increase engagement in citizen science programs, use art to inspire appreciation of the High Desert, and update our campus plan.
To engage new audiences we will strengthen our access initiatives to under-served populations, develop programming for young adults, and continue collaborating with other institutions.
To ensure future financial stability we will operate on a balanced budget, maintain cash reserves, build the endowment, and continue to strengthen internal financial processes and policies.
To build leadership for the 21st century we will increase board diversity, monitor and strengthen the cultural health of the organization, provide professional development for staff and volunteers, and build awareness and advocacy for the work of museums at a state level.
What are the organization's capabilities for doing this?
The High Desert Museum's board of trustees consists of roughly 30 members, whose expertise ranges from law, finance and nonprofit management to education, forestry and art. Board members meet quarterly, serve on one of five committees, align our mission and strategic plan with fundraising goals and contribute financially to the Museum.
A well-qualified team effectively manages the Museum. Executive Director Dana Whitelaw, Ph.D., provides leadership for the organization, coordinating growth in attendance, exhibits and programs, and fundraising. As previously state, she holds a Ph.D. in Anthropology and has more than 20 years of experience developing and managing educational programs and organizations. The 45+ full-time staff are highly qualified to serve in their respective roles; many are experts in their fields. In addition, the Museum has nearly 150 volunteers who generously contribute their time and talent on a regular basis. Collectively, this team is well suited to fulfill the organizational goals.
What have they accomplished so far and what's next?
Financials
Unlock nonprofit financial insights that will help you make more informed decisions. Try our monthly plan today.
- Analyze a variety of pre-calculated financial metrics
- Access beautifully interactive analysis and comparison tools
- Compare nonprofit financials to similar organizations
Want to see how you can enhance your nonprofit research and unlock more insights?
Learn more
about GuideStar Pro.
Operations
The people, governance practices, and partners that make the organization tick.
Connect with nonprofit leaders
SubscribeBuild relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.
- Analyze a variety of pre-calculated financial metrics
- Access beautifully interactive analysis and comparison tools
- Compare nonprofit financials to similar organizations
Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.
Connect with nonprofit leaders
SubscribeBuild relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.
- Analyze a variety of pre-calculated financial metrics
- Access beautifully interactive analysis and comparison tools
- Compare nonprofit financials to similar organizations
Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.
THE HIGH DESERT MUSEUM
Board of directorsas of 04/07/2023
Nelson Matthews
Northwest Director for the Trust for Public Land
Term: 2021 - 2023
Marilyn Beem
Tucker Bounds
Gretchen Brooks
Gail Hayes Davis
Julie Drinkward
Jim Franzen
Peter J. Hall
Ryan Hagemann
Cameron Kerr
Randy Miller
Kevin Palmer
Don Paterson
Tom Triplett
Dana Whitelaw
Steve Shropshire
Susan Skalski
Rich Wininger
Kathryn Collins
Bobby Brunoe
Gary Cutler
J. Ned Dempsey
Maria Hall
Margi Heater
Andy Jordan
Connie Kearney
Nelson Matthews
Julie Ann Miller
Romy Mortensen
Justin Snyder
Andrea Streedain
Phyllis Swindells
Billy Williams
Board leadership practices
GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.
-
Board orientation and education
Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations? Yes -
CEO oversight
Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes -
Ethics and transparency
Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes -
Board composition
Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes -
Board performance
Has the board conducted a formal, written self-assessment of its performance within the past three years? Not applicable