To position NMGL as a recognized gathering place for Great Lakes conversations, the museum advanced a multi-year media relations strategy in 2025. The rationale emphasizes the importance of building sustained relationships with regional and thematic media outlets to drive visitation and awareness. Success is measured by tracking earned and paid media and correlating media activity with visitor and program attendance.

In 2025, NMGL began identifying and implementing new earned and paid media partnerships across print and digital platforms. Systems for tracking media engagement were also initiated, with responsibilities clearly assigned to ensure annual reporting and analysis. This work represents early but essential progress toward long-term visibility goals. 

In 2025, NMGL advanced its partnership strategy as a core driver of visitation, membership growth, and philanthropic support. The rationale underscores the value of mutually beneficial partnerships in reaching engaged, community-minded audiences. Success is measured by tracking the number and impact of partnerships alongside visitor, member, and fundraising data.

During the year, the museum began identifying and developing new community and corporate partnerships, supported by a formal partnership tracking system. While reporting and comparative analysis are scheduled for future years, the foundational work completed in 2025 established a clear structure for growth and accountability. 

Recognizing that organizational growth depends on informed and engaged people, NMGL made progress in 2025 toward developing internal training programs for staff, volunteers, and board members. Success is measured through evaluations incorporated into staff and volunteer meetings and board education processes.

In 2025, the museum scheduled and conducted all-staff and volunteer training meetings, began integrating strategic plan updates into staff gatherings, and advanced board education efforts tied to long-term planning. Evaluation tools for staff and volunteer training were identified and partially implemented, with additional development planned for subsequent years. 

In 2025, NMGL made intentional progress toward strengthening internal communication and engagement as a cornerstone of organizational health and effectiveness. The rationale for this work centers on building a shared sense of community and ensuring that staff, volunteers, and board members are informed, connected, and aligned with the museum’s mission and priorities. Success is measured through volunteer communication metrics, staff evaluation feedback, and board communication review processes.

During the year, the museum implemented monthly volunteer updates and began evaluating engagement through quarterly goal meetings. Regular one-on-one and goal-setting meetings between staff and supervisors were established as a standard practice, reinforcing accountability and feedback loops. Board and committee communications were also formalized through monthly Executive Director updates and developing internal processes supporting committee outreach. While some evaluation and tracking components are scheduled for future years, 2025 established consistent communication structures supporting transparency and trust. 

Volunteers remain central to NMGL’s ability to deliver high-quality experiences and extend its reach. In 2025, the museum advanced a multi-year strategy to strengthen volunteer engagement, recognizing volunteers as both operational partners and mission advocates. Success is measured through growth in volunteer participation and engagement.

Key milestones achieved in 2025 included hiring an onsite Volunteer Coordinator, significantly increasing the museum’s capacity to recruit, train, and support volunteers. The museum also began developing and maintaining a centralized volunteer database, including systems to track volunteer hours. Additional progress was made toward implementing a volunteer engagement and appreciation strategy and establishing annual evaluation tools to gather volunteer feedback. These efforts collectively position the volunteer program for sustainable growth. 

In 2025, NMGL took early steps toward embedding a culture of partnership within its organizational identity. The rationale for this objective emphasizes that staff who understand and value partnerships help expand both institutional visibility and individual professional networks. Success is measured by tracking staff participation in external boards / organizations and by assessing partnership perceptions through yearly employee surveys.

During the year, the museum began developing and implementing internal strategies to communicate new and ongoing partnerships through staff channels such as all-staff meetings and internal communications. While formal tracking and survey-based evaluation are scheduled for future years, 2025 laid the groundwork for a shared understanding of partnerships as a strategic asset rather than a transactional activity. 

Recognizing that organizational sustainability depends on staff well-being, NMGL prioritized foundational planning in 2025 to support a healthy and positive work environment. The rationale for this objective is rooted in talent retention and recruitment, with success measured through semi-annual staff surveys.

In 2025, the museum identified key action steps to support staff culture, including the creation of a culture committee and the implementation of regular staff surveys. While much of this work is intentionally scheduled for future execution, the planning completed in 2025 clarified roles, timelines, and expectations—ensuring that staff well-being remains an organizational priority as the museum continues to grow.