Association of Academic Museums and Galleries

Advancing Academic Museums

Greencastle, IN   |  https://www.aamg-us.org/

Mission

AAMG organizes and/or cosponsors educational conferences, seminars and lectures for museum and gallery directors and administrators who work at colleges and universities.

Ruling year info

2011

Principal Officer

Kristina Durocher

Main address

PO Box 634

Greencastle, IN 46135 USA

Show more contact info

EIN

90-0609855

NTEE code info

Education N.E.C. (B99)

IRS filing requirement

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

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Communication

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

AAMG Believes … --in the irreplaceable benefit of experiential learning and object-based scholarship; --that Campus Museums and Galleries are central components of higher education, providing vital cross-disciplinary centers for academic life and welcoming entrances to campus for the public at large; and --that Academic Museums and Galleries foster respect for diverse people and cultures; value the importance of science, history, and the creative spirit; and advance scholarly research and academic inquiry.

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?

Annual Conference

AAMG’s 2022 annual conference will focus on how academic museums and galleries embrace resilience and an array of emergent forms of sustainability. Marking a return to gathering in person, AAMG will convene a first-ever hybrid conference that aims to continually expand equitable opportunities for participation parallel to a renewal of in-person collegiality.

Population(s) Served
Adults
Academics

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.

Total number of volunteer hours contributed to the organization

This metric is no longer tracked.
Totals By Year
Population(s) Served

Academics

Related Program

Annual Conference

Type of Metric

Input - describing resources we use

Direction of Success

Holding steady

Our Sustainable Development Goals

SOURCE: Self-reported by organization

Learn more about Sustainable Development Goals.

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.

AAMG’s 2022–25 strategy intends to strengthen the professionalism, educational and scholarly contributions, and overall impact of the academic museum field, within the academy and throughout the larger community. It also aims to strengthen AAMG’s position as the leading national organization representing academic museums, galleries, and collections. The AAMG Board has identified four strategic priorities for aggressive focus over the next three years and beyond. And we shall, as stated succinctly in our motto, continue to promote the belief that “Great universities have great museums.”

Professional development and peer community building: To establish opportunities for current and future members to engage and learn from each other and related experts, share insights and challenges, explore professional and career development, and create lasting professional communities.

Advocacy: To provide content, context, and field-wide representation in support of academic museums in their interactions with campus administrators, faculty, and other constituencies. To promote the adoption of professional standards and, when needed, deploy the Task Force for the Protection of University Collections in support of institutions whose collections are placed at risk of inappropriate deaccession, monetization, or other mismanagement.

Professional practices: To establish and disseminate AAMG-endorsed guidelines for the activities and obligations of an academic museum, gallery, or collection, as well as for the professionals, volunteers, governance structures, and campus users and administrators who supervise those entities and engage with those resources.

Organizational sustainability: To develop systems, structures, and financial opportunities for sustaining AAMG operations and effectiveness. To attract and retain more members across a greater diversity of museums. To attract additional funders and revenue-generating opportunities. To understand the issues of our current and potential member base.

For thirty-five years, the Association of Academic Museums and Galleries has flourished as the only national organization dedicated to supporting academic museums, galleries, and collections* and the people committed to their success. AAMG’s membership, capacity, and impact have grown dramatically, particularly over the past half-dozen years.

Among its accomplishments, this all-volunteer organization has received 501(c)3 status; produced a comprehensive and broadly accepted set of professional standards that accelerate the wise stewardship and use of our irreplaceable cultural and educational assets; increased the attendance, duration, and programmatic offerings of the annual conference; and become a respected voice for the field. These and other activities align with AAMG’s ongoing ambition and imperative to be the leading proponent and resource for our members and others in the field.

In the past five years, AAMG has accomplished a number of key initiatives: an independent conference that has more than doubled in size, the hiring of external support to ensure day to day operations, and the publication of key best practices documents for members. All of this has been accomplished by a working board of full time academic museum professionals.

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 demonstrated a willingness to learn more by reviewing resources about feedback practice.
done We shared information about our current feedback practices.
  • Who are the people you serve with your mission?

    Our primary audience is college and university museum professionals, faculty, and students.

  • How is your organization collecting feedback from the people you serve?

    Electronic surveys (by email, tablet, etc.), Paper surveys, Focus groups or interviews (by phone or in person), Community meetings/Town halls, Suggestion box/email,

  • How is your organization using feedback from the people you serve?

    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,

  • What significant change resulted from feedback?

    Many of our members asked for a hybrid conference format in 2022. We've also received feedback that announcing our conference several years in advance would assist with planning. Both of these recommendations were recently implemented by the board.

  • With whom is the organization sharing feedback?

    The people we serve, Our board,

  • How has asking for feedback from the people you serve changed your relationship?

    Feedback from our members--in particular our conference attendees--continues to shape the types of programs that we develop on an annual basis. It has also informed several of our strategic directions, including a national survey and new membership categories.

  • 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, We ask the people who gave us feedback how well they think we responded,

  • What challenges does the organization face when collecting feedback?

    It is difficult to get the people we serve to respond to requests for feedback, We don’t have the right technology to collect and aggregate feedback efficiently, It is difficult to find the ongoing funding to support feedback collection,

Financials

Association of Academic Museums and Galleries
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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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Connect with nonprofit leaders

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  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

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Association of Academic Museums and Galleries

Board of directors
as of 01/18/2022
SOURCE: Self-reported by organization
Board chair

Kristina Durocher

John Versluis

Hill College

Jill Hartz

Retired

Craig Hadley

Northwestern Michigan College

Natalie Marsh

Consultant

John Wetenhall

George Washington University

Katie Lee-Koven

Utah State University

Judith Kirk

Indiana University

Phillip Earenfight

Dickinson College

Christina Yang

Williams College

Robert Saarnio

University of Mississippi

LouAnne Greenwald

University of Louisiana at Lafayette

Sandra Firman

University of Colorado - Boulder

Arif Khan

University of New Mexico

Jordana Pomeroy

Florida International University

Jamaal Sheats

Fisk University

Keidra Navaroli

University of Central Florida

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 ? Not applicable
  • 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? No

Organizational demographics

SOURCE: Self-reported; last updated 1/7/2022

Who works and leads organizations that serve our diverse communities? GuideStar partnered on this section with CHANGE Philanthropy and Equity in the Center.

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Female, Not transgender (cisgender)

Race & ethnicity

Gender identity

No data

 

No data

Sexual orientation

No data

Disability

No data

Equity strategies

Last updated: 01/07/2022

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

Policies and processes
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We have community representation at the board level, either on the board itself or through a community advisory board.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.