Museum Association of New York

Prepared by the Museum Association of New York
in collaboration with
Office of Cultural Education, New York State Education Department
and the
New York State Council on the Arts

Executive Summary

Minimum Standards and Best Practices for museums and historical societies receiving Absolute Charters in New York State cluster around six overarching principles of practice. They are designed to guide organizations in their development, elucidate expectations of acceptable performance, and help an organization measure its effectiveness as an educator and steward of public assets.

I. Organization

A museum or historical society with an absolute charter has complied with all local, state, and federal laws and regulations. It is incorporated to serve a public purpose, has gathered appropriate resources to serve its mission and is open and accessible to the public.

II. Mission

A museum or historical society with an absolute charter has a clear sense of mission and prioritizes its activities to meet its stated mission.

III. Governance

A museum or historical society with an absolute charter organizes its governing authority, staff, financial resources, collections, public programs and other activities to meet its stated Mission and to fulfill its public trust obligations. The governance structure and process seeks a diversity of participation and effectively advances the organization’s mission. The staff and governing authority have a clear and shared understanding of their roles and responsibilities. The Board sets policy and the staff implements policy and reports to the full board. There is current and appropriate evidence of planning for the organization’s future.

IV. Administration, Human Resources, Finance, and Facilities

A museum or historical society with an absolute charter has educated and future-focused leadership and management personnel in place to develop and manage its activities. It is committed to incorporating diversity in its staff and volunteers.

It has adopted professional systems and practices to assure accountable management of its resources and to sustain financial viability. It demonstrates prudent management of its resources and adherence to its mission by engaging in regular planning and review that takes all parts of the organization into account.

It owns or occupies through lease or special arrangement safe, well-maintained, accessible, and visitor-friendly facilities that enhance the organization’s mission, protect collections, and provide programmatic and work space.

V. Collections Stewardship

A museum or historical society with an absolute charter owns a tangible collection of objects, historical records, buildings, archeological remains, properties, lands or other tangible and intrinsically valuable resources which is appropriate to its mission, and effectively manages, houses, secures, documents and conserves it.

VI. Education, Interpretation, and Presentation

A museum or historical society with an absolute charter presents programs, publications, and exhibitions that address the organization’s mission. The organization’s public educational offerings are built upon the best scholarship. They make use of knowledge about the organization’s audiences and their learning styles and they are promoted or offered to as broad a segment of the population as possible.

Introduction

In early 2002, the Office of Cultural Education, the New York State Council on the Arts, and the Museum Association of New York began meeting to discuss issues related to the health and well-being of the state’s museums and heritage organizations. These conversations identified a variety of needs beginning with the strengthening of the chartering process. A four-part strategy was developed that included 1) development of a trustee-training program for provisionally chartered organizations; 2) articulation of standards and best practices by which museums and historical societies could benchmark their performance; 3) creation of a peer review program to help evaluate the readiness of organizations applying for Absolute Charters; and 4) analysis and reporting of data collected by the Chartering Office.

This document represents an important step toward helping museums and historical societies ensure that the public interest in their work is protected. Museums and historical societies in New York State are charged with tremendous responsibility. They steward the artistic, historical, scientific, natural and cultural heritage of our communities, and they hold in public trust the tangible evidence of human activity and creative genius. The services performed by hundreds of private, not-for-profit organizations across the state are unique and unduplicated. The impact upon their constituents and the citizens of the State of New York and the treasure of artifacts, specimens, objects and documents in their care is remarkable.

In recognition that museums and historical societies in the State of New York perform an invaluable service to the people of the State, the State exempts these agencies from certain tax burdens. Because museums bear a fiduciary responsibility for valuable public assets, their work must emphasize openness when developing museum policy and procedure. As with all well-managed organizations and businesses, practices of accountability and professional standards ensure the effective use of scarce resources.

Of the 2,000 agencies holding a charter from New York State, nearly 30% are agencies holding Provisional Charters.[1] Many of these organizations are new or emerging, and often unaware of currently accepted museum practice or of their responsibilities to collections, education, and access. The Museum Association of New York, representing the state’s museum community, and the Chartering Office of the NYS Education Department’s Office of Cultural Education have worked together to clarify a set of standards and best practices to guide new and growing museums and heritage agencies, especially those working toward an Absolute Charter from the State of New York.

These Minimum Standards and Best Practices parallel in organization the set of professional criteria used by the American Association of Museums (a national museum organization) in its national accreditation program. They are designed to guide organizations in their development, elucidate expectations of acceptable practice, and help an organization measure its effectiveness as an educator and steward of public assets. They directly support the new Museum Trustee Training Program created in 2003 by the Office of Cultural Education, the New York State Council on the Arts, and the Museum Association of New York.

This document defines six Standards and related Best Practices and is followed by an exhaustive resources section. The Standards and Best Practices focus on organization, mission, governance, collections stewardship, interpretation and presentation, and administration, human resources, finance, and facilities.

While these minimum standards may at first seem overwhelming, there are many resources to assist organizations attempting to achieve them. It is important to recognize that there exist benchmarks for museum practice, which have evolved during the last 75 years. For a chartered museum or historical society, these standards form the basis for meeting the responsibilities of the public trust and for achieving success as a healthy and vital educational organization.

The following Standards and Best Practices will be used for determining whether an agency is operating at a sufficient level to receive an Absolute Charter from the NYS Board of Regents. By operating at this level the people of New York are offered some assurance that museums and historical societies, which enjoy certain financial benefits, are adequately protecting the cultural heritage of the State and using it to promote the betterment of its citizens.

I. Organization

a. Be a legally organized, not-for-profit institution or part of a not-for-profit institution or government entity.

e. Have fiscal resources allocated appropriately to accomplish the organization’s Mission. Have an appropriate annual operating budget that addresses the care and professional attention needed to meet its responsibilities of achieving its Mission and serving the public interests.

f. Have a written plan in place for dissolving the organization should the Board and members deem it necessary. This plan identifies where resources will be deposited or transferred and why. The plan will determine how the public interest in the collections, properties, lands, buildings or other assets will be protected.

g. Have a clear Memorandum of Agreement with auxiliary organizations, if applicable, governing mutual responsibilities and shared resources.

These standards relate to Modules 1, 2, and 3 of the NYS Museum Trustee Training Program.

II. Mission

A museum or historical society with an absolute charter has a clear sense of mission and prioritizes its activities to meet its stated mission. A chartered institution will:

a. Have a mission statement that is a clear, written declaration of the organization’s public purpose. At a minimum, this statement defines whom the organization serves, what actions it engages in to meet its mission, and how these actions are carried out.

b. Review and update of the mission statement every 3-5 years to ensure the organization continues to meet the changing needs of its community and audiences.[2] The mission statement will be adopted by the board.

These standards relate to Module 3 of the NYS Museum Trustee Training Program.

III. Governance

These standards related to Modules 2, 3, 4, and 5 of the NYS Museum Trustee Training Program.

a. Meet a minimum of four times per year to ensure good communication and productivity among Board, board committees, and staff.

b. Have a written, multi-year plan that guides and evaluates operational directions.

c. Have an annual review and update of its written, multi-year plan. A provision for that review and update is addressed in the plan.

e. Have an organizational chart for the organization delineating a clear chain of communication and reporting and a list of principal professional and administrative personnel.

f. Maintain membership in at least one regional, state or national museum service agency in order for board, staff, and volunteers to remain current with evolving museum practices.

g. Submit an annual report in a form prescribed by the Chartering Office to the New York State Education Department.

b. Ensure that any museum staff responsible for collections management, interpretation, research or educational programming and exhibitions, has appropriate professional experience, paid or unpaid, in a museum, historical society or institution of higher learning, or graduate level training in the practices of historical societies or museums.

d. Have a written personnel handbook or policy statement that delineates the organization’s rights and responsibilities to its personnel and volunteers.

f. Have an annual review by the Board of all the organization’s salary levels, using available comparative data to assist with the establishment of salaries and benefits.

g. Provide professional development opportunities for staff and volunteers to learn new skills, research, write, teach, mentor, and network with colleagues.

a. Have a current annual budget detailing expense and revenue approved by the Board of Trustees, and timely and accurate interim reports to the Board and Director to ensure a sound basis for decision-making.

b. Have a financial accounting system in place approved by a certified public accountant experienced in nonprofit law, codes and best practices.

c. Have formal, written financial policies in place regarding the handling of funds, financial reporting to regulatory and oversight agencies and to donors; investment guidelines, and audit procedures.

d. Have a written investment policy for invested/endowed funds that defines the organization’s position on risk and growth and any other guidelines for managing those funds.

e. Have an annual audit or review of financial statements by an objective third party, and acceptance of the financial review by a formal vote of the Board.

g. Have a publicly available copy of organization’s IRS notification of tax-exempt status.

a. Have an endowment fund large enough to keep the organization stable and viable during economic downturns.

a. Have grounds and facilities that support the organization’s mission, programs and services, collections storage, personnel, and meeting space.

b. Recognize the potential historical significance of the structure(s) it occupies, and manage those facilities in a manner consistent with the prevailing standards of historical preservation (as codified, for example, in the Secretary of the Interior’s Standards for Historic Preservation).

c. Have grounds and facilities that reflect the physical needs of the organization’s visitors, staff, and volunteers, including well-maintained, clean and accessible public and workspaces, with visible and easily comprehended signage.

d. Have written plans that address 1) cyclical maintenance with evidence that facilities and systems are inspected at least annually; 2) development of the grounds facilities to meet the organization’s mission; 3) the significance of historic structures, furnishings, and landscapes.

e. Have a written emergency plan that addresses emergency incidents and policies and procedures ensuring disaster preparedness for staff, volunteers, visitors, and collections.

f. Have encouraged police, fire, and other emergency services to become familiar with the physical facilities and with special requirements.

g. Have identified potential dangers to human safety, collections, and facilities and are addressing them.

These standards related to Modules 2, 3,4, 6, and 7 of the NYS Museum Trustee Training Program.

V. Collections Stewardship

a. Have a written and Board-approved collections management policy that outlines accessioning process, authority to accept objects, deaccessioning, loaning and receiving loans, conservation policies, and collecting ethics for staff and board.

b. Have accessioned a majority of the collection (as measured by number of total objects or number of distinct accessions) using standard museum, library, and archival registration methods.

c. Have every new acquisition be accompanied by a deed of gift. Demonstrate that attempts are underway to clear title to collections where there is a lack of legal evidence, including lack of deeds of gift (with the exception of items that are considered abandoned property).

e. Have and use printed forms for deeds of gift, cataloguing and description information, location files, loan agreements and object history.

f. Have in place a system for uniformly naming collections for cataloguing purposes using standard museum, scientific, and/or archival practices.

g. Have all staff and volunteers responsible for handling collections trained in object handling by a professional registrar, curator, or archivist.

h. Have in place a disaster preparedness plan that addresses collection protection and care in the event of an emergency.

j. Protect collections to the extent possible from adverse environmental conditions, such as light, heat, humidity, pollution, pests, and unsuitable storage containers and/or shelving.

k. Maintain a basic level of care when exhibiting or using collection items to avoid over-exposure to light, heat, dust; over-handling or touching; and improper use of adhesives or fasteners that would in any way degrade or destroy the original integrity of the item.

These standards related to Module 2 of the NYS Museum Trustee Training Program.

a. Have a written and Board-approved collecting scope statement that defines collecting interests and intents in support of achieving the organization’s Mission. This document of collections scope shall be reviewed by the full Board once at least every three years as part of the review of the mission. See Section II. b.

b. Employ current standards of care in the exhibition and use of collections regarding mounting, lighting, rotation, and handling in an effort to reduce degradation or loss of the item’s original integrity and/or intrinsic characteristics.

a. Have a written interpretive plan that identifies audiences, specific subject matter and the organization's approach to the material consistent with the organization’s Mission. The plan will have clearly stated goals for audiences to be reached and subject matter to be covered.

b. Present regularly scheduled educational and public programs and exhibits that use and interpret collections for the public’s benefit.

c. Have identified diverse and distinct audiences to serve and a demonstrated knowledge of the characteristics of each of those audiences.

d. Have representatives of its various audiences involved in developing public programs, publications and exhibitions.

e. Have major programs, educational materials, publications and exhibit offerings informed by staff and a variety of professionally trained scholars serving as consultants, advisors or reviewers.

f. Employ a variety of presentation and teaching techniques that acknowledge the ways audiences gather information and learn. Offer programmatic accommodations for audiences with disabilities.

g. Present written announcements about public programs in advance to major media in the geographical area served by the organization.

h. Carry out written, oral and observational evaluations of its education programs, materials, publications, and exhibitions and use the results to inform and improve future program planning.

i. Have a formal and appropriate written program of maintenance and presentation of exhibits.

These standards related to Module 2 of the NYS Museum Trustee Training Program.

VII. Useful Definitions

a. Accessioning - formal process used to accept legally and to record an artifact, record or specimen as a collection item (Malaro, 1979); involves the creation of an immediate, brief and permanent record utilizing a control number or unique identifier for objects or records added to the collection from the same source at the same time, and for which the institution accepts custody, right, or title.

b. Archives - non-current records of individuals, organizations or institutions preserved because of their continuing value.

c. Artifact (human) - a human-made item, often manufactured or created from naturally-occurring materials and made for use in a cultural context.

d. Cataloging - creation of a full record of information about an artifact, record, or specimen, cross-referenced to other records and files; includes the process of identifying and documenting these objects in detail.

e. Collecting - the process of sampling the natural and cultural world using a variety of techniques that are dependent on (1) the organism or material being obtained and (2) the intended use for the sample or the research methods likely to be applied.

f. Collection - (1) a group of artifacts, records or specimens with like characteristics or a common base of association (e.g., geographic, donor, cultural); (2) an organizational unit within a larger institutional structure (e.g., a collection within a university biology department).

g. Collection Care - the responsibility and function of an institution with collections that involves developing and implementing policies and procedures to protect the long-term integrity of artifacts, records, and specimens, as well as their associated data and documentation, for use in research, education and exhibits.

h. Collection Management - the responsibility and function of an institution that fosters the preservation, accessibility, and utility of their collections and associated data. The management process involves responsibilities for recommending and implementing policy with respect to: artifact, record or specimen acquisition, collection growth, and deaccessioning; planning and establishing collection priorities; obtaining, allocating, and managing resources; and coordinating collection processes with the needs of curation, preservation, and collection use. These responsibilities may be shared by collection managers, subject specialists, curators, and other institutional administrators.

i. Conservation - the application of science to the examination and treatment of museum objects and library and archival materials, and to the study of the environments in which they are placed (Duckworth et al. 1993). This involves activities such as preventive conservation, examination, documentation, treatment, research, and education (American Institute for Conservation, 1993 draft).

j. Curation - the process whereby artifacts, records, or specimens are identified and organized according to discipline-specific recommendations using the most recently available scholarship and expertise; a primary objective of this process is to verify or add to the existing documentation for these objects or records, and to add to knowledge.

k. Deaccession - the formal process used to remove an artifact, record, or specimen permanently from the collection, with appropriate transfer of title (Malaro, 1979).

l. Deterioration - change in an object's or record’s physical or chemical state. "Damage, on the other hand, is the consequent loss of attributes or value: aesthetic, scientific, historic, symbolic, monetary, etc." (Michalski, 1992).

m. Documentation - supporting evidence, recorded in a permanent manner using a variety of media (paper, photographic, etc.), of the identification, condition, history, or scientific value of an artifact, record, specimen, or collection. This encompasses information that is inherent to the individual item and its associations in its cultural, historical or natural environment as well as that which reflects processes and transactions affecting it (e.g., accessioning, cataloging, loaning, sampling, analysis, treatment, etc.). Documentation is an integral aspect of the use, management, and preservation of an artifact, record, specimen, or collection.

n. Maintenance - routine actions that support the goals of preservation of and access to the collection such as monitoring, general housekeeping, providing appropriate storage and exhibition conditions, and organizing a collection.

o. Object - a material, tangible item of any kind; an inclusive, non-specific term for specimen, artifact, etc.

p. Preparation - the procedures used in the field or in the institution to enhance the utility of an organism, object, or inorganic material for a specified use. The resulting specimen may represent only a portion of the original organism or material or may be otherwise altered from its original state. Procedures should be compatible with intended uses and conservation objectives, and should be documented.

q. Preservation - those aspects of conservation that involve preventive measures, such as maintenance procedures and correcting adverse environmental conditions; in natural science conservation, preservation also includes treatments carried out initially to prepare specimens.

r. Preventive conservation - actions taken to minimize or slow the rate of deterioration and to prevent damage to collections; includes activities such as risk assessment, development and implementation of guidelines for continuing use and care, appropriate environmental conditions for storage and exhibition, and proper procedures for handling, packing, transport and use. These responsibilities may be shared by collection managers, conservators, subject specialists, curators, and other institutional administrators.

s. Registration - (1) the process of assigning an immediate and permanent means of identifying a artifact, record or specimen for which the institution has permanently or temporarily assumed responsibility; one facet of documentation; (2) as an institutional function, includes the logical organization of documentation and maintaining access to that information.

t. Repository - a collection administered by a non-profit public or private institution, that adheres to professional standards for collection management and care (e.g., Alberta Museums Association, 1990; Lee et al., 1982; American Society of Mammalogists, 1974) to ensure that artifacts, records, or specimens acquired will be professionally maintained and remain accessible for future use.

u. Sampling - selecting a portion as a representative of the whole; in natural science collections, sampling refers more specifically to the process of removing a portion of a specimen or artifact for analysis. The analysis may be destructive to the sample.

v. Specimen - an organism, part of an organism, or naturally-occurring material that has been collected, that may or may not have undergone some preparation. treatment. It may exist in its original state, in an altered form, or some combination of the two. A specimen may be comprised of one piece or many related pieces. It may be composed of one physical or chemical component or represent a composite of materials.

W. Stabilization - treatment of an object or its environment in a manner intended to reduce the probability or rate of deterioration and probability of damage.

X. Treatment - actions taken, physically or chemically, to stabilize or make accessible a specimen or artifact; includes, for example, techniques such as preparation, cleaning, mending, supporting, pest eradication, and consolidation.

Y. Voucher - a specimen and its associated data that physically document the existence of that organism or object at a given place and time. This definition is more broadly based than that put forth by Lee et al. (1982) in recognition of the potential for specimens held in a collection for use as substantiating evidence.

[1] New York State Education Department, State Museum, Chartering Program. July 25, 2002.

[2] Organizations that pursue a major change of purpose must petition the Board of Regents.

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A Primer for Local Historical Societies, 2^nd Edition
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Accreditation Resource Kit, 3rd Edition
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Chartering Historical Societies, Museums, and Related Agencies in New York State
The University of the State of New York, State Education Department. This primer outlines the procedures for organizing and incorporating a historical society or museum, as well as pursuing a Charter from the Board of Regents of The University of the State of New York. Regulations pertaining to Chartered organizations are also explained. Sample constitutions and by-laws are also included. Available without charge from the Office of External Services, New York State Museum, 3096 Cultural Education Center, Albany, New York 12230; 518-473-3131.

Education Corporations Law Pamphlet 9
2000. New York State Education Department.

Mastering Civic Engagement: A Challenge to Museums
American Association of Museums. ISBN 0-931201-81-0. Order from the AAM Bookstore, 202-289-9127; bookstore@aam-us.org, or amazon.com.

Museum Basics
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Organizing Your Museum: The Essentials
Resource Report. American Association of Museums. Order from the AAM Bookstore, 202-289-9127; bookstore@aam-us.org, or amazon.com.

Starting Right: A Basic Guide to Museum Planning
by Gerald George and Cindy Sherrell-Leo. ISBN 0-910050-78-3. Covers a gamut of concerns associated with launching a new museum. Subjects include choosing a building, collections care, registration, exhibits, conservation, staffing, financial management, fundraising, and more. Order from the AAM Bookstore, 202-289-9127; bookstore@aam-us.org. or AltaMira Press/American Association for State and Local History, or amazon.com.

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Museum Mission Statements: Building a Distinct Identity
American Association of Museums, 1998. ISBN 0-931201-41-1. Order from the AAM Bookstore, 202-289-9127; bookstore@aam-us.org, or amazon.com.

A Handbook for Museum Trustees
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A Performance Checklist for Historical Institutions, Parts I and II (American Association for State and Local History, Technical Leaflets #211 and 212, 2001)

Code of Ethics for Museums
2000. ISBN 0-931201-65-9. This code provides a framework for developing an institution’s own code of ethics and reflects the current, generally understood standards of the museum field. Issues covered include governance, collections, programs, and promulgation. Order from the AAM Bookstore, 202-289-9127; bookstore@aam-us.org, or amazon.com.

Museum Governance: Mission, Ethics, Policy
by Marie C. Malaro. ISBN 1-56098-363-9. Marie Malaro explains the purpose and use of professional codes of ethics and offers practical advice about board education and its role in fostering the long-term health of an organization. She discusses how to set collection strategies, balance mission and entrepreneurial ventures, handle deaccessioning, maintain effective board oversight, approach automation, and deal with repatriation requests. Order from the AAM Bookstore, 202-289-9127; bookstore@aam-us.org, or amazon.com.

Museum Trusteeship
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The Board Building Cycle: Nine Steps to Finding, Recruiting, and Engaging Nonprofit Board Members
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The Legal Obligations of Nonprofit Boards: A Guidebook for Board Members
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Opening the Museum: History and Strategies for a More Inclusive Institution
by Patricia Steuert with Ayletter Jenness and Joanne Jones-Rizzi. Rockefeller Foundation

Statement on the Governance Role of a Trustee or Board Member
Board of Regents, The University of New York, 2001

Ten Basic Responsibilities of Nonprofit Boards
by Richard T. Ingram. ISBN 0-925299-00-6. This booklet describes the fundamental responsibilities of boards, focusing primarily on the whole board as an entity. Also included is a helpful list of responsibilities of individual board members. Published by BoardSource, formerly the National Center for Nonprofit Boards. Order from the AAM Bookstore, 202-289-9127; bookstore@aam-us, or amazon.com.

Writing a Museum Code of Ethics
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Trustee training programs are periodically available on a statewide, regional and national basis. Programs include: MANY/NYS OCE/NYSCA NYS Museum Trustee Training Program, programs offered by the Museum Trustee Association, the American Association of Museums, or the American Association for State and Local History

Introduction to Museum Work
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Museum Visitor Services Manual
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New Visions: Tools for Change in Museums
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Strategic Planning Workbook for Nonprofit Organizations
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The Manual of Museum Management
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Museum Job Descriptions and Organizational Charts
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Standards and Guidelines for Museum Internships
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Model Museum Director’s Employment Contract
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Best Practices in Organization Development and Change Handbook: Culture, Leadership, Retention, Performance, Consulting
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The Employer’s Handbook: A Guide to Personnel Practices and Policies for Museums
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The Volunteer Recruitment (and Membership Development) Book
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96 Great Interview Questions to Ask Before You Hire
by Paul Falcone. AMACOM. 1996. AMACOM is the publishing division of the American Management Association. For information, call 212-586-8100, or visit www.amanet.org, or amazon.com.

The Time Between: A Report of Museum Interim Executive Leadership Patterns
By Dr. Richard W. Ferrin. The Wakefield Connection. 865-546-5764; info@wakefieldconnection.com.

Leadership and Management of Volunteer Programs: A Guide for Volunteer Administrators
By James C. Fisher and Kathleen M. Cole. Jossey-Bass. 1993. Order from the AAM Bookstore, 202-289-9127; bookstore@aam-us.org, or amazon.com.

+Leadership Skills: Developing Volunteers for Organizational Success By Emily Kittle Morrison. Order from the AAM Bookstore, 202-289-9127; bookstore@aam-us.org, or amazon.com.

Biennial Salary and Benefits Survey
Museum Association of New York. Published biennially. Order from MANY, 518-273-3400; info@manyonline.org.

Help Wanted: Turnover and Vacancy in Nonprofits
By Jeanne Peters. CompassPoint, 415-541-9000, or amazon.com.

The AAM Guide to Writing an Employee Handbook
Alexandra Marmion Roosa, with Paul L. Chin. American Association of Museums. 2002. Order from the AAM Bookstore, 202-289-9127; bookstore@aam-us.org, or amazon.com.

Performance Appraisals: A Collection of Samples
Society for Human Resources Management Information Center 800-283-7476, or visit www.shrm.org, or amazon.com.

The Effective Management of Volunteer Programs
By Marlene Wilson. Volunteer Management Associates. 1976. Order from the AAM Bookstore, 202-289-9127; bookstore@aam-us.org, or amazon.com.

Leadership Lost: A Study of Executive Director Tenure and Experience by Timothy Wolfred, et.al. San Francisco: CompassPoint Nonprofit Services. 1999. www.compasspoint.org

2001 AAM Guide to Museum Giving: A Directory of Giving Opportunities at Museums across the United States
American Association of Museums. ISBN 0-931201-72-1. Order from the AAM Bookstore, 202-289-9127; bookstore@aam-us.org, or amazon.com

The Budget-Building Book for Nonprofits: A Step-by-Step Guide for Managers and Boards
By Murray Dropkin and Bill LaTouche. ISBN 0-7879-4036-4. Order from the AAM Bookstore, 202-289-9127; bookstore@aam-us.org, or amazon.com.

Understanding Nonprofit Financial Statements
By Jean Paul Dalsimer. BoardSource. ISBN 0-925299-10-3. Order from the AAM Bookstore, 202-289-9127; bookstore@aam-us.org, or amazon.com.

Grant Seeker’s Budget Toolkit
By James Aaron Quick and Cheryl Carter. ISBN 0-471-39140-9. Order from the AAM Bookstore, 202-289-9127; bookstore@aam-us.org, or amazon.com.

The Board Member’s Guide to Fund Raising: What Every Trustee Needs to Know About Raising Money
By Fisher Howe. ISBN 1-55542-322-1. Order from the AAM Bookstore, 202-289-9127; bookstore@aam-us.org, or amazon.com.

The Accessible Museum: Model Programs of Accessibility for Disabled and Older People
ISBN 0-931201-16-0. Order from the AAM Bookstore, 202-289-9127; bookstore@aam-us.org, or amazon.com.

The Cultural Property Protection Manual
By Stevan P. Layne, Layne Consultants International. Order from the AAM Bookstore, 202-289-9127; bookstore@aam-us.org.

Disaster Recovery Yellow Pages, 11^th Edition
By Steve Lewis, Systems Audit Group, Inc. ISBN 0-9677468-3-3. Order from the AAM Bookstore, 202-289-9127; bookstore@aam-us.org, or amazon.com.

Museum and Art Gallery Lighting: Recommended Practice
By IESNA Committee of Museum and Gallery Lighting, The Illuminating Engineers of North America. ISBN 0-87995-132-X. Order from the AAM Bookstore, 202-289-9127; bookstore@aam-us.org, or amazon.com.

Standard Facility Report, 2^nd Edition
Registrars Committee of AAM. ISBN 0-931201-55-1. Order from the AAM Bookstore, 202-289-9127; bookstore@aam-us.org, or amazon.com.

A Systematic Approach to the Conservation (Care) of Museum Collections
S. Michalski. 1992. Canadian Conservation Institute, Ottawa, Museums & Galleries Commission.

Basic Art Handling
The Exhibition Alliance. Video Order from the AAM Bookstore, 202-289-9127; bookstore@aam-us.org.

Caring for Collections: Strategies for Conservation, Maintenance, and Documentation
American Association of Museums. ISBN 0-931201-22-5. Order from the AAM Bookstore, 202-289-9127; bookstore@aam-us.org, or amazon.com.

Caring for Your Historic House
Edited by Harriet Whelchel. ISBN 0-8109-2779-9. Order from the AAM Bookstore, 202-289-9127; bookstore@aam-us.org, or amazon.com.

Code of Ethics and Guidelines for Practice (draft)
American Institute for Conservation of Historic and Artistic Works Committee on Ethics and Standards. 1993. Ethics and Standards Committee Supplements, 1-5. AIC Newsletter [supplements that provide background and discussion relative to revision of AIC Code of Ethics; Sept., 1991; Nov., 1991; Jan., 1992; March, 1992; May, 1992].

Code Of Ethics For Curators
American Association of Museums Curators Committee. 1983. Museum News, 61:38-40.

Code Of Ethics For Registrars
American Association of Museums Registrars Committee. 1985. Museum News, 63:42-46.

Collections Management Policies
Marie C. Malaro. 1979. Museum News, 58(2):57-61.

Documentation Guidelines For The Preparation And Conservation Of Biological Specimens
K.L. Garrett. 1989. Collection Forum, 5:47-51.

Documentation Guidelines For The Preparation And Conservation Of Paleontological And Geological Specimens
G.R. Fitzgerald. 1988. Collection Forum, 4:38-45.

Guidelines for Acquisition and Management of Biological Specimens W.L. Lee, B. M. Bell, and J. F. Sutton (eds.). 1982. Association of Systematics Co

Best Practices for Museums and Historical Societies Receiving Absolute Charters
in New York State

and Resource List

D R A F T F O R D I S C U S S I O N

I. Organization

II. Mission

III. Governance

V. Collections Stewardship

I. Organization

II. Mission

III. Governance

V. Collections Stewardship

VII. Useful Definitions

Best Practices for Museums and Historical Societies Receiving Absolute Charters in New York State

and Resource List

D R A F T F O R D I S C U S S I O N

I. Organization

II. Mission

III. Governance

V. Collections Stewardship

I. Organization

II. Mission

III. Governance

V. Collections Stewardship

VII. Useful Definitions

Best Practices for Museums and Historical Societies Receiving Absolute Charters
in New York State