Mission, Strategic Plan, and Value Statement

Mission Statement

The Nantucket  Historical Association preserves and interprets the history of Nantucket through its programs, collections, and properties, in order to promote the island’s significance and foster an appreciation of it among all audiences.

Nantucket Historical Association Strategic Plan

Objective I: Invest in Our Community

By presenting exemplary experiences across our portfolio of historic properties, we will deepen a connection to all in the community.

Objective II: Excel at Exhibition Presentation and Story Telling

Our island has many distinguishing stories that provide insight into our shared American experience. Informed encounters with the past allow us to apply lessons in the present and better prepare us for the future.

Objective III: Seek Highest and Best Uses for Our Properties

Our portfolio of historic properties must be commensurate with the ability to care for them. Maintaining an appropriate balance, such that these assets can be sustained, is critical to our success.

Objective IV: Steward and Increase Access to Our Collections

Our collections help us tell the stories of Nantucket spanning over four centuries. Both ensuring their perpetual care and making these collections increasingly accessible are critical to success.

Objective V: Deepen our Financial and Organizational Strength

An increasingly healthy financial base ensures sustainability and the ability for the NHA to be the best possible steward of the Island’s history.


From the NHA Staff:

Black lives matter is a statement that is inalienable and self-evident. The NHA Staff reaffirms its commitment to and joyful embrace of diversity and inclusion. The team looks forward to an evolving collaborative process, both inside and outside the association, through which we aspire to better tell the stories of all islanders, including marginalized communities. We will listen to and learn from them, and thus become better neighbors.

The Goals of this Statement are to:

  • Recognize, reflect, and understand the importance of this moment in time;
  • Inform program development such that stories of underrepresented communities are acknowledged;
  • Create a workplace environment that is reflective of the community;
  • Establish a transparent process with benchmarks that is critically reviewed annually.
NHA Staff will:
  • Pivot NHA programs such that more of an emphasis, with concomitant resources, are directed to the year-round community;
  • Develop, and seek funding for, a more extensive “bullpen” of subject-matter experts to help in our story-telling of marginalized communities;
  • Incorporate diversity benchmarks for research, exhibitions, and story-telling, and implement a process to ensure historical accuracy and cultural sensitivity;
  • Deepen our educational work, with improved delivery systems that address quality of programs and messages multiple points of view;
  • Create a panel of advisors with a charge to deepen community relations;
  • Employ “best practices” in Human Resources management;
  • On contracted services, ensure a “blind” process, and actively seek bids from minority-owned businesses;
  • Institutionalize the need to partner with synergistic organizations when telling stories “outside of our wheelhouse”;
  • Tell more stories of Nantucket in the 20th century.

 

The Nantucket Historical Association preserves and interprets the history of Nantucket through its programs, collections, and properties, in order to promote the island’s significance and foster an appreciation of it among all audiences.

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