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Emily's 8 Lessons Learned (1995-2015)


LESSONS LEARNED (1995-2015)               

1. Nonprofits are threatened

  • By fragmentation  (large vs. small and cultural vs. human services)
  • By potential loss of tax exemption

2. Research has found that high performing nonprofits are Alert, Agile, Adaptive and Aligned

3. To survive and thrive, museums must provide something that is essential or addictive—Elizabeth Merritt, Founding Director of the Center for the Future of Museums

4. Levine Museum has a hybrid business model that is driven by both audience and facilities

5. Good-to-Great and the Social Sector asks three important questions that give focus:

  • What are you deeply passionate about? 
  • What can you be best in the world at?
  • What drives your resource engine?


Levine Museum as a civic institution using history to build community, and using exhibits and programs as a catalyst for civic engagement and dialogue.

Levine Museum offers civic leadership:

Focus on, Not how can the community help us achieve our goals.

Rather, how we help the community meet challenges and achieve its vision.   

6. When considering LMNS’ service to the community as an educational resource, focus on what we can uniquely offer and where can we add the greatest value

7. When considering LMNS’ service to the community as a center city attraction, focus on what experience we can offer visitors that they can’t find elsewhere

8. People are our most important and valuable asset.  The commitment, quality and effectiveness of board and staff are critical to the Museum’s success