PLATINUM2023

AMERICAN ALLIANCE OF MUSEUMS

Champion Museums. Nurture Excellence.

Arlington, VA   |  http://www.aam-us.org/

Mission

The American Alliance of Museums' mission is to champion equitable and impactful museums by connecting people, fostering learning and community, and nurturing museum excellence. Our vision is a just and sustainable world informed and enriched by thriving museums that contribute to the resiliency and equity of their communities. The American Alliance of Museums (AAM) is the only organization representing the entire museum field, from art and history museums to science centers and zoos. Since 1906, we have been championing museums through advocacy and providing museum professionals with the resources, knowledge, inspiration, and connections they need to move the field forward.

Ruling year info

1937

Principal Officer

Ms. Laura L. Lott

Main address

2451 Crystal Drive Suite 1005

Arlington, VA 22202 USA

Show more contact info

Formerly known as

American Association of Museums

EIN

53-0205889

NTEE code info

Arts, Cultural Organizations - Multipurpose (A20)

Alliance/Advocacy Organizations (B01)

IRS filing requirement

This organization is required to file an IRS Form 990 or 990-EZ.

Sign in or create an account to view Form(s) 990 for 2022, 2021 and 2020.
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Communication

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

Our mission: Champion equitable and impactful museums by connecting people, fostering learning and community, and nurturing museum excellence. AAM's strategic plan highlights the social & community impact of museums as one of four priority areas of work that museums need to thrive. We are also helping museums to be more diverse, equitable, inclusive, and accessible. It’s time for every museum to think bigger, change faster, reach further, and enrich our world like never before. With more philanthropic support, AAM can make these large-scale, field-wide initiatives a reality—bringing change not only to our 35,000 members, but to the thousands of museums they represent and the hundreds of millions of visitors they impact in communities across America. Join us.

Our programs

SOURCE: Self-reported by organization

What are the organization's current programs, how do they measure success, and who do the programs serve?

Advocacy & Museums Advocacy Day

The Alliance monitors and aims to influence federal legislation and regulatory policy issues relevant to museums through representation before Congress and federal agencies. The Alliance offers extensive advocacy training and e-advocacy tools and works closely with our partners in the field.

Since 2009, the Alliance has been holding Museums Advocacy Day, during which issues of concern to the museum field are shared with Members of Congress. The event presents a unified voice to legislators, many of whom might be unaware of the value of museums.  Museums Advocacy Day establishes a higher profile for the museum field on Capitol Hill and encourages museum professionals and enthusiasts to cultivate and build relationships with Members of Congress.

Population(s) Served
Adults

Since 1906, the AAM Annual Meeting has been held in a different American city, providing opportunities to explore the local host community and its museums, to network, and to share experiences and expertise with professional colleagues.

The Annual Meeting is the premiere professional development opportunity for museum professionals. Attendees learn about current issues, trends and best practices through over 170 educational sessions and myriad networking opportunities where they exchange ideas with professionals representing museums of every type from around the world. Complementary events and activities were hosted by AAM member museums and affiliates throughout the city.

Population(s) Served
Adults

The Alliance’s Continuum of Excellence fosters excellence in museums at all levels. Offering several points of entry and levels of commitment, institutions that participate receive tactical strategies to help them better carryout their mission and fulfill their public service, collections stewardship and educational roles. The Alliance's accreditation program is the field’s primary vehicle for quality assurance, self-regulation and public accountability.

Population(s) Served
Adults

The Center for the Future of Museums (CFM) helps museums explore the cultural, political and economic challenges facing society and devise strategies to shape a better tomorrow. CFM produces trends reports, provides training and consulting services related to forecasting and future studies, and implements projects responding to important trends.

Population(s) Served
Adults

Where we work

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of meetings held with decision makers

This metric is no longer tracked.
Totals By Year
Related Program

Advocacy & Museums Advocacy Day

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Context Notes

Scheduled meetings between Congressional office and advocates during Museums Advocacy Day each year.

Number of staff hours spent on a particular policy or action

This metric is no longer tracked.
Totals By Year
Related Program

Advocacy & Museums Advocacy Day

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Context Notes

2020 metric measured as staff hours spent on advocacy to include museums in federal pandemic relief efforts. 2021-2022 metrics measured as staff hours spent on federal advocacy in support of museums

Number of stories successfully placed in the media

This metric is no longer tracked.
Totals By Year
Related Program

Advocacy & Museums Advocacy Day

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

These stats track the number of mentions in media. In 2020, a landmark year, we secured 900 media placements and 16 billion media impressions on the possibility of museum closures due to the pandemic.

Hours of volunteer service

This metric is no longer tracked.
Totals By Year
Related Program

Excellence Programs & Accreditation

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Context Notes

Museum Assessment Program (MAP) and Accreditation volunteer hours

Number of conference attendees

This metric is no longer tracked.
Totals By Year
Related Program

AAM Annual Meeting & Museum Expo

Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

Context Notes

The AAM Annual Meeting & MuseumExpo is the largest gathering of museum professionals. The 2023 AAM Annual Meeting had 4,000 attendees convene in Denver.

Number of unique website visitors

This metric is no longer tracked.
Totals By Year
Type of Metric

Output - describing our activities and reach

Direction of Success

Holding steady

% increase in public perception of Americans about a particular issue

This metric is no longer tracked.
Totals By Year
Related Program

Advocacy & Museums Advocacy Day

Type of Metric

Outcome - describing the effects on people or issues

Direction of Success

Increasing

Context Notes

Through audience research and strategic media placements, AAM shifted the common perception in the US that museums are not at risk of permanent closure due to the pandemic from 25% to 43% in 6 months.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

Four powerful questions that require reflection about what really matters - results.

Over the three-year term of this strategic framework, AAM aims to:

Celebrate, strengthen, and connect the museum professional community in all its diversity.

Support museum professionals in learning from each other, managing through crisis, and rebuilding strong, relevant, and sustainable institutions.

Lead the museum field in building support for museums as essential community infrastructure and becoming more equitable, inclusive, and impactful institutions and community partners.

Critically examine AAM’s programs and operations to ensure we model our values.

The Alliance will advocate for the value of museums, their power to change the world, and their essential roles in sustaining strong, inclusive, and resilient communities by enriching education systems, bolstering economies, strengthening the social fabric of communities, improving peoples’ wellbeing, and beyond.

Building on our momentum as a driving force for Diversity, Equity, Accessibility, and Inclusion (DEAI), the Alliance will engage partners, allies, and experts to champion an anti-racism movement across the museum field, catalyzing and supporting changemakers in museums and efforts to create more equitable outcomes in all aspects of their structures and programming.

Our Alliance will bolster its role in supporting, celebrating, and convening the broad scope of the museum community. Following a period of radical disruption for the museum field, we will comprehensively review and adapt key fieldwide programs and initiatives to enable the museum community to connect and thrive.

Equally important as what we do, AAM will critically review how we work to ensure equity is at the core of our culture, our structure is agile and scaled to national service as a changemaker and leader, and our business model facilitates a financially sustainable future.


AAM is able to develop partnerships through its broad reach within the museum field. Approximately 35,000 AAM members and an additional 100,000 audience members regularly engage with AAM content and connection channels. Through AAM's twenty professional networks, the Alliance is able to foster the growth, networking, and professional development of the museum workforce. Diversity, equity, accessibility, and inclusion is a key component of AAM's values and an area of focus in the current strategic plan. In partnership with AAM's Inclusion department, AAM is committed to expanding the intercultural competencies of its staff, trustees, volunteers, and members.

AAM Grows Together: We believe museums can change the world—and in 2021, AAM put this belief into action as never before. In July 2021, AAM celebrated the culmination of our Creative Aging initiative with the Museum Summit on Creative Aging, a virtual summit equipping museum professionals with inspiration, tools, and connections to help them serve the growing and underserved population of people who are “55 or better.” Museums can play a pivotal role in combatting loneliness and isolation—and in finding new ways to harness the knowledge, experience, and creativity of this growing population. It was important to us that AAM leverage our network of member organizations to address this issue—and we are already thinking about ways we can continue building on this work and start similar initiatives supporting other populations.

Our Facing Change an initiative to diversify museum Boards of Directors, 46 percent of which are 100 percent white 1 —hit three major milestones in 2021. We concluded our comprehensive Board training initiative, conducted a field-wide survey to gather updated Board demographic data, and wrote a comprehensive report detailing our most recent findings, which will be made public in 2022.

AAM Acts Together: In 2021, our field witnessed firsthand the link between preparation and successful crisis response. For more than a decade, our Advocacy team has been building relationships with legislators and creating opportunities for members of our field to speak directly to them about the unique needs of museums. This proactive work meant that when the pandemic began forcing museums to close their doors, we were ready to act— and Congress was primed to act on our sector’s behalf. Over the course of the pandemic, AAM secured billions of dollars for museums through their inclusion in the Shuttered Venue Operators Grant (SVOG) program and the Paycheck Protection Program (PPP) that helped save 183,000 jobs at over 9,000 museums.

AAM Works Together: Our community was eager to convene in 2021, and AAM was determined to give our member organizations this opportunity. We worked with presenters to come up with new ways of connecting to their audiences, shelving lectures in favor of interactive sessions involving breakout discussions, work groups, and games. A virtual experience also opened opportunities to incorporate the voices and perspectives of individuals who may not have been able to make an appearance at an in-person event. Several luminaries in our field and prominent figures in arts and politics created and sent video messages! Post-meeting surveys indicate a distinct interest in AAM holding future virtual events: a testament to the creativity and hard work of our Meetings & Events team, as well as our members.

How we listen

SOURCE: Self-reported by organization

Seeking feedback from people served makes programs more responsive and effective. Here’s how this organization is listening.

done We shared information about our current feedback practices.
  • How is your organization using feedback from the people you serve?

    To identify and remedy poor client service experiences, To identify bright spots and enhance positive service experiences, To make fundamental changes to our programs and/or operations, To inform the development of new programs/projects, To identify where we are less inclusive or equitable across demographic groups, To strengthen relationships with the people we serve, To understand people's needs and how we can help them achieve their goals

  • Which of the following feedback practices does your organization routinely carry out?

    We collect feedback from the people we serve at least annually, We take steps to get feedback from marginalized or under-represented people, We aim to collect feedback from as many people we serve as possible, We take steps to ensure people feel comfortable being honest with us, We look for patterns in feedback based on demographics (e.g., race, age, gender, etc.), We look for patterns in feedback based on people’s interactions with us (e.g., site, frequency of service, etc.), We engage the people who provide feedback in looking for ways we can improve in response, We act on the feedback we receive

  • What challenges does the organization face when collecting feedback?

    We don't have any major challenges to collecting feedback

Financials

AMERICAN ALLIANCE OF MUSEUMS
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Operations

The people, governance practices, and partners that make the organization tick.

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Connect with nonprofit leaders

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Build 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.

AMERICAN ALLIANCE OF MUSEUMS

Board of directors
as of 06/19/2023
SOURCE: Self-reported by organization
Board chair

Jorge Zamanillo

National Museum of the American Latino

Term: 2023 - 2025

Devon Akmon

Michigan State University Museum and CoLab Studio

Carrie Rebora Barratt

LongHouse Reserve

Frederic Bertley

Center of Science and Industry

Alison Rempel Brown

Science Museum of Minnesota

Marcia DeWitt

Biggs Museum of American Art

Charles L. Katzenmeyer

Field Museum

Nathan Richie

Golden History Museum and Park

Karol Wight

Corning Museum of Glass

Dina Bailey

Mountain Top Vision

Carole Charnow

Boston Children’s Museum

Ann Friedman

Planet Word

Linda Harrison

The Newark Museum of Art

Julissa Marenco

Smithsonian Institution

Chevy Humphrey

Museum of Science and Industry, Chicago

Jessica Chavez

Museum of Science and Industry, Chicago

Larry Dubinski

The Franklin Institute

Patsy Phillips

IAIA Museum of Contemporary Native Arts

Board leadership practices

SOURCE: Self-reported by organization

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? Yes

Organizational demographics

SOURCE: Self-reported; last updated 5/18/2021

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Female

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

Disability