Envisioning New Economic Models for Public History, Part III: Abandon Fundraising

In my previous post, I alluded to the problems of cultural organizations relying heavily on grants and wealthy donors. I would like to dig into that a little more and argue that, even if cultural organizations do not pursue a strictly cooperative model, there is still good reason to abandon fundraising and adopt a public-oriented approach to resource development. In other words, shared authority is not just good public history, but a sustainable financial model for cultural organizations.*

Actual dog, tired of chasing its own tail

First of all, I acknowledge that funds from foundations and wealthy donors can accomplish high-impact work and supply the start-up money for self-contained or self-sustaining projects. As I learned at NCPH 2018, sometimes project-based work can resist the problems inherent in institutional work. However, organizations risk becoming dependent on short-term, high-dollar grants for basic operation over the long term. It might start with grant guidelines reshaping a project’s scope; over time, institutional priorities may shift to accommodate the interests of philanthropists and foundations. Cultural organizations seeking grants can quickly become like a dog chasing its own tail, neglecting the needs and interests of the broader public who cannot immediately provide that high-dollar high. Continue reading “Envisioning New Economic Models for Public History, Part III: Abandon Fundraising”