Reposted from Northern States Conservation Center

Volunteer Management- Is your museum really ready?

Volunteers are an important part of many museums. Volunteers do work for us; they educate visitors; they answer questions; they bring in money. But having a successful volunteer program means laying some strong foundations.

Start with the main foundation of the museum itself - its mission. Volunteers' main reason for existing should be to support the organization's mission, no matter what their job. Every staff and volunteer should be able to state exactly how what they do directly supports the mission. It is not enough to say they do some job to support the mission, but they must know how they support the mission. For example, someone working at a gift shop supports the mission by making additional information supporting the resource available to visitors; a person leading tours unlocks the resource to visitors; and a person stuffing envelopes sends out opportunities for interested individuals to interact with the resource.

Once everyone embraces that volunteers support the mission, it is time for staff to acknowledge the cost of volunteers. Contrary to the hope of many, volunteers are not free. They require resources of which time and money are two. What resources is your organization willing to commit to managing volunteers? Begin with which staff person will be the overall manager. Depending on the number of volunteers needed, a full-time volunteer manager can be hired, diverting some funds to management or the task of volunteer managing can be given to an existing staff person and adding on to job responsibilities, diverting time to volunteer management. Staff also need to understand the impact volunteers might have on their own work. If volunteers congregate near other staff work areas, noise levels increase. Some staff easily can tune this out and others will be totally distracted.

Volunteers have social needs which can affect staff. While many reasons exist for individuals to volunteer, two are high at the list: the need for a social network and the desire to learn from the experts. When volunteers need social connection, they can get that from other volunteers and from staff. As volunteers come in at varying times throughout the day and week, if every one of them stopped by staff desks and talked only 5 minutes each time, that adds up to several hours of the staff person's day. When the desire to learn from experts is what draws an individual to volunteer, interruptions to the staff day can be thirty minutes or more at a time. Managing these interruptions takes planning. Staff might post designated "open office" hours where they plan their workday to welcome volunteers stopping by or a volunteer staging area might be provided away from the main area of paid staff.

And space is another resource volunteers need. They need an area to hang coats, leave purses or backpacks, record their hours, and receive communications. Maybe this is a nook with just a desk and bulletin board or maybe it is an entire room designed for volunteer use. Space is often at a premium in museums, so designating some for volunteers is sometimes challenging.

Yet one more foundational block to consider is the main role volunteers have within the organization - fundraising, work force, idea bank. Each purpose requires a separate set of strategies for recruiting, training, communicating, and rewarding.

Finally, decide who is in charge, who has the authority to make decisions, and who has final responsibility. The overall structure greatly influences the relationship of the volunteer program with the organization. At the most basic level, volunteer programs are either staff guided, or volunteer guided. This is determined by the answer to two questions: first, how much input do the volunteers need in order to provide the resources as defined in the purpose of the volunteer program, to accomplish the defined tasks, and to feel valued; second, how much time is staff willing to put into discussions and compromises? In a staff-dominated structure, a staff person makes decisions, initiates communication, matches jobs with volunteers, solves problems, recruits volunteers, etc. It is time-consuming, but one person always knows everything going on and can keep the pieces connected. Change is easier to manage, and communication is more streamlined. Processes are simplified and fewer personalities need to be considered. Volunteers primarily do an assigned job. Volunteers might not feel connected or that their voices are heard - this can lead to high turnover.

In a volunteer-dominated structure, volunteers manage themselves in most situations. They might have a leadership board and several committees to share the work and make sure everything is done. Volunteers have a strong sense of ownership and commitment. However, they can lose sight of their role to support the organizational mission and finding leadership each year can be challenging.

No matter what structure is in place, it should be clear and effective. Drawing up an organizational flowchart can be helpful. Does it make sense? Is leadership clear - who is in top decision-making positions?

Once all the above foundational aspects are determined, orientation for new paid staff should include time on the role of volunteers to the museum and the expected culture of staff/volunteer relationships. If all the foundational elements are firmly in place, you are now ready to start recruiting volunteers.

The Volunteer Handbook-

Volunteers should be considered unpaid staff and, like a staff handbook, a strong volunteer organization should have a volunteer handbook. This course goes beyond understanding various aspects of a volunteer program to putting the volunteer program to paper. Create an outline and some draft text for a handbook providing consistency within the volunteers as well as legal support if ever needed.

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Thinking of starting or updating a Volunteer Program? Do you need to create a Volunteer Handbook? Learn all about how to create an effective volunteer program by joining Karin Hostetter for MS259 The Volunteer Handbook starting April 7, 2025.

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Reposted from NATIONAL TRUST FOR HISTORIC PRESERVATION

Save the Date

PastForward 2025

Date: September 16-18 in Milwaukee

If you’ll be joining us in person, the Schedule at a Glance will allow you to map out your travel plans to Milwaukee. You can also reserve your hotel room now at the headquarters hotel, Hilton Milwaukee City Center.

Stay tuned for more details about programming, speakers, and Field Studies.

Registration will go live in July.

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Reposted from Walden Security

Theft, trespassing, and vandalism are costly distractions that drain time and resources from businesses.

Many businesses need to supplement their physical security with 24/7 video and audio monitoring. Event-based monitoring is one service Walden Security offers that provides 24/7 monitoring of sites through the use of event-based alarms.

Read this month's security guide to learn how event-based monitoring works!

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Reposted from Safehaven

You've probably heard the phrase 'Make America Great Again.' As business professionals, our mission is to Make Our Workplace Safe Again – and that's no laughing matter.

Workplace safety has become a critical concern in today's increasingly complex world. The unfortunate reality is that workplace violence is more common than many people realize. According to the Bureau of Labor Statistics, there were 392 workplace homicides in the United States in 2020 alone. That's a sobering statistic, and it highlights the importance of proactively addressing the top threats that you must address to ensure a safe and secure workplace for all employees.

Read our recent article Make Our Workplace Safe Again to learn more.

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Reposted from AAM

2025 AAM Annual Meeting & MuseumExpo

May 6-9, 2025- Los Angeles

THE PROGRAM IS OUT NOW!

At AAM 2025, you are bound to find answers, ideas, and support you need for whatever challenges or opportunities you are facing.

Register Now!

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Reposted from ArtSentry

Our Guide, The Essentials: 25 Questions to Ask Before You Upgrade Your Museum Security Solution helps your team navigate these conversations. The section on evaluating visitor behavior offers practical steps for balancing protection and engagement. 

Did you know 90% of museum incidents involving damage or loss of artifacts are caused by visitor actions? These moments often stem from misunderstanding, not malice, but their consequences can be devastating—and they highlight the importance of a well-thought-out security strategy.

Choosing the right museum security solution isn’t just about picking a product. It’s about ensuring your team aligns priorities like protecting artifacts, engaging visitors, and meeting compliance standards before you start shopping.

Does this align with your museum’s current challenges? I’d love to hear how your team is approaching security planning.

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Reposted from Walden Security

We understand that safety and security are among the top priorities for any business. We have a supplemental option designed to enhance security and deter potential threats to your business: Mobile Patrols.

How can a Mobile Patrol Program help your business?

PERIMETER CHECKS: Our Mobile Patrol Officers will conduct regular perimeter checks of your property, ensuring that all entrances and exits are secure, all lighting works properly and guarantees that gates or barriers function correctly.

TRESPASSERS AND LOITERERS: Periodic checks to your property to ensure absence of any trespassers or loiterers. Additionally, they will identify, report, and remove any suspicious activities or people they encounter during patrols.

VANDALISM:  We will perform patrols of your premises, looking for signs of vandalism or damage. Their presence alone can deter potential vandals from targeting your business, protecting your property from costly repairs.

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Reposted from CISA/DHS

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Reposted from Tim Richardson

Have you ever had one of the following experiences?

• Boarding a flight on a plane where your assigned seat is a middle seat and then finding your row entirely empty.
• Pulling into a downtown parking space where you notice there’s a lot of time left on the meter.
• Shuffling through that kitchen drawer and finding a forgotten gift card.
• Putting your hands in the pocket of a pair of jeans you haven’t worn in a while and finding unexpected money in your pocket.

We’ve all had positive, unexpected things happen to us before. My most recent “finding a wad of cash” made my day.

Here’s what happened.

A client who I worked with last year emailed me recently to inform me that I hadn’t cashed the check from a late year speaking engagement. Indeed, the undeposited check was in my desk drawer, placed there during a very busy season. She had no idea that her simple communication would make my day.

This experience was a reminder about how our actions and words, particularly when unexpected, can make a huge impact on others. They can turn around a negative situation into a positive one or even change the trajectory of someone’s life.

Last week, I had a conversation with a client who had attended a conference where I had presented more than 15 years ago. He told me that his organization had benefited greatly from the presentation and cited specific benefits from my training.

He told me this story:

One of my staff members was underperforming. In fact, due to his poor performance, he was about to be fired. As I was thinking about how to have that difficult conversation, I thought back to a point you made in your presentation. I thought about the skillsets he had which were not being utilized in his current position. That job wasn’t a good fit for him. Instead of firing him as he was expecting, I reassigned him to another position, one that complimented his natural talents. It didn’t take long for both of us to realize that he would excel in his new job. Eventually, he became one of the biggest superstars in our organization. It’s not uncommon for our customers to bring him coffee or doughnuts on occasion to thank him for the work he does. They love how passionately he performs his duties and the incredible energy he brings to work each day. By elevating him to a job that was a perfect fit, he has been able to create exceptional experiences for our customers.

My message from that 2010 presentation was this:

Everybody has value. Excellent leaders identify the best traits on his or her team and figure out how to use them to the greatest benefit of the individual AND the organization.

If you are a leader and you aren’t doing that, you aren’t doing your job.

Good leaders bring out the best in others. They look for unexpected opportunities to communicate encouragement, positive support, and lift up others. They regularly assess the needs of their organization and help their teams reach their full potential.

They continuously look for ways to provide “a wad of cash in your pocket” experience for those around them and they repeat those moments frequently.

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Reposted from ATALM

We are pleased to announce the Strengthening Institutional Support for Native Artists and Culture Bearers Summit taking place October 7-9, 2025, in Cherokee, North Carolina. Held concurrently with ATALM2025, this transformative three-day gathering is dedicated to strengthening institutional support for Native artists, expanding funding opportunities, showcasing model programs, and amplifying artists' voices. With support from the Ford Foundation, ATALM, is partnering with the Native Arts & Cultures Foundation and other partners to bring together Native artists, cultural leaders, funders, policymakers, and cultural institutions to develop actionable strategies that enhance sustainability, representation, and economic opportunities for Indigenous artists and culture bearers. We invite your involvement in one or more of these areas: Request an invitation to attend. Space is limited, and participation is by invitation to ensure a diverse and engaged community of artists, funders, and institutions. Request an invitation here. Request financial support.  After you receive an invitation to attend, you may request financial assistance to cover registration, lodging, or travel. Submit an application here. Propose a Session.  ATALM is seeking presentations that amplify artists' voices and their needs, showcase model programs and best practices, cover funding and institutional support for Native artists, promote economic empowerment, cultural equity, and policy advocacy, and other topics that will help develop an action plan. Submit a session proposal here. Join as a Summit Partner. Funders, arts agencies, tribes, and cultural institutions are invited to support the summit through funding, programmatic collaboration, and/or resource sharing. Apply to be a Summit Partner here. All applications are due by April 1, 2025, although we will continue to accept applications until we reach capacity. This is a critical moment to advance sustainable support for Native artists and cultural practitioners through increased institutional support. We encourage you to apply, participate, and help shape a stronger future for Indigenous arts.

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