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To build its capacity to represent and serve all Chicagoans, the Chicago History Museum will implement a multi-phase effort to identify and address bias throughout its operations. Working with a diversity and inclusion consulting firm, the museum will conduct a comprehensive audit of its workplace culture and use surveys, interviews, and focus groups to involve staff in all departments and at all levels in assessing its strengths and weaknesses in promoting an inclusive environment for employees. All staff will participate in customized training to improve their cultural competencies. The museum will integrate the resulting changes into its internal systems and processes, including adding action steps to its current strategic plan that will operationalize the institutional commitment to anti-bias work. The overall project goal is to build a foundation for a stronger anti-racism, anti-bias culture that resonates throughout the museum and into the communities it serves.
The Children's Museum of Pittsburgh will strengthen the staff's capacity for seamless collaboration across areas of research and practice by establishing a research practice partnership with Manchester Academic Charter School Middle School. The partnership goals include growing the capacity of museum educators, designers, researchers, partner-school teachers, and administrators, to work together. An additional partnership goal is to lay the foundation for continuous collaborative research that will help the partners address local problems of practice, while advancing field-wide conversations about learning theory, practice, and policy. Museum staff will develop new core competencies in exhibit and program design aimed at supporting learning experiences for youth ages 8-14.
Seattle's Museum of History and Industry will increase staff cultural competency and provide clear objectives and accountability for moving forward as a more inclusive organization in order to build its capacity to serve the diverse communities of Seattle and King County. The museum will engage its 55 full-time, part-time, and temporary staff, 28 trustees, and nearly 200 volunteers in racial equity training, facilitated by an external consultant. The consulting firm will provide "train the trainer" racial equity training for select staff to build the museum's capacity to bring new employees and volunteers into the institution's culture of inclusion. As staff begin to use a racial equity lens within their daily work, the museum will evaluate policies and practices, leading to the development of a long-range Inclusion, Diversity, Equity, and Accessibility (IDEA) plan.
The Indianapolis Zoo will create a Life Sciences Training Program for keepers in an effort to increase staff diversity. It will offer two two-year paid positions for college graduates to experience and learn about the care of collections from animal or horticultural staff. The new paid positions will help the zoo reach candidates who otherwise would not be able to participate in the zoo's traditional unpaid internships. The pre-requisite for the training program is the completion of a paid 12-week apprenticeship program offered to college seniors, graduate students, or recent graduates. The zoo will use various recruitment methods and will target national colleges with strong racial diversity. The training program is not only a strategy to increase staff diversity, but it will also provide an improved, well-rounded training program for zoo staff to ensure the chances of success and retention.
The Portland Japanese Garden will launch a multi-year assessment and overhaul of its digital systems with a goal of improving its services to visitors by creating more efficient workflows and increased staff capacity. The project will be managed with the assistance of a technology consultant and a project manager who will work with the institution's leadership staff to identify the most appropriate systems and ensure that staff are fully trained and able to optimize the new tools. Providing staff with the training and resources to more efficiently and effectively complete their daily responsibilities will increase overall productivity, cross-departmental collaboration, and staff morale.
The Denver Museum of Nature & Science will implement a professional development plan for its cross-departmental data team to leverage insights from existing data sets and identify new data sources to support its mission, increase relevance, and better serve its community. The data team will engage in a comprehensive series of activities including regular opportunities for collaboration; formal training on business analytics tools and data warehouse concepts; insights gathered from working closely with a consulting data scientist; and exposure to current technology tools and trends through participation in conferences, trade shows, and research. In addition to enhancing the knowledge and skills of the data team, project goals will include developing a data strategy; identifying new digital technologies such as business analytics and machine learning that will enhance the quality, quantity, and types of data the museum is able to capture about guest behavior; and ultimately using data to make better informed business decisions and develop personalized approaches for engaging the community.
The Kentucky Historical Society will embark on a three-year project to reshape its institutional culture to prioritize diversity and inclusion in all facets of its work. Staff members will participate in a series of professional development workshops and will be introduced to a new assessment tool as part of their performance evaluations. The society will use the Intercultural Development Inventory to assess the staff's intercultural competences and the institution's culture. Staff members will also participate in a series of workshops grounded in inclusive Kentucky history, so that they are up-to-date on current historiographic trends and interpretations. Key staff will design, test, and implement new policies and procedures for the organization, working with consultants to ensure best practices and expertise are maintained. In the final year of the project, staff will design, test, and implement a pilot program on interpreting difficult historical topics for its constituent museums, sister agencies in state government, and others, creating a stronger network of cultural institutions.
The Exploratorium will build its capacity to attract and retain diverse staff with new strategies for recruitment and retention. The museum will engage a diversity recruitment expert to develop strategies aimed at attracting racially and ethnically diverse candidates and offer a series of trainings for human resources staff. To retain diverse staff, the museum will work towards a more culturally competent workplace and culture by providing in-depth cultural competence training tailored for five key staff groups, and also by creating mentorship opportunities for new staff. To create workforce development opportunities for diverse young adults, the museum will pilot paid internships in a variety of its professional departments along with training for supervisors around creating and managing on-the-job learning experiences. A project evaluator from the museum's in-house research and evaluation department will measure affective and behavioral impacts and conduct formative assessments and summative evaluations to inform project iterations and understand levels of success.
The Naperville Heritage Society will implement a capacity building project to support institution-wide learning in organizational transformation, leadership, and new professional practices. The project will support the society's vision to transform Naper Settlement, a 19th century pioneer history village, into a community-oriented museum relevant to the concerns and issues of a diverse, rapidly changing city. Staff members at all levels will participate in eight facilitated organizational management navigation sessions, six field study trips, a book club, and eight innovation workforce seminars led by transformational leaders in and outside the museum field. Staff learning and openness to contemporary museum practices will be assessed through pre- and post-evaluation results addressing attitudes, engagement, and learning. Each of the participating speakers will contribute to a compendium of essays, which will be shared with the field through blogs, publications, conference presentations, and webinars.
The New York Historical Society will equip staff members with the skills needed to more fully integrate digital content and high-tech learning tools in the institution's education programs. While the museum has systematically digitized its collections and content management systems for use by curators and researchers, its digital assets are not maximized to support the full range of educational programming. A staff digital initiatives team will participate in special training to improve their understanding of and facility with content management systems, digital collections, and creative hardware and software. Through regular interdepartmental meetings, the museum will foster a culture of collaboration through peer-to-peer training sessions. These trainings will be translated into increased education program capacity, as members from different departments share their knowledge with student audiences. The museum will post a project evaluation on its website and produce a white paper, setting forth best practices for the development of new technology-driven offerings in museums.
The Desert Botanical Garden will develop and implement a comprehensive program that will improve its capacity to recruit for diversity and retain staff. The garden will hire a human resources training manager and establish a diversity and inclusion committee of staff, trustees, and a volunteer to work with the project team. The garden will also hire three consultants to develop training resources on diversity and inclusion, professional development opportunities, and manuals for employees and managers with inclusive policies, compliance guidelines, and step-by-step instructions for creating a diverse and inclusive culture. Staff trainings will include cultural awareness and topics identified through staff surveys and focus groups. A new onboarding program for new and existing employees will celebrate and describe institutional culture and core values. The garden will also facilitate the Legacy Leadership Academy, an internal, six-month leadership program to train, coach and mentor mid-level managers, which will include a training component on diversity, equity, and inclusion.
The Wexner Center for the Arts will implement a staff professional development program to support its institutional digital archive. External consultants will work with staff teams to conduct an institutional and staff skills assessment and make recommendations for the most appropriate training opportunities. Based on the needs assessment, staff members will learn new or relevant digital technologies and archiving skills through workshops, webinars, seminars, specific conference sessions, and/or one-on-one discussions, which may include travel to meet with archiving staff at other museums that have successfully created institutional archives. Team members will collectively develop a guidebook with standards for metadata, cataloging, and record keeping.
The High Desert Museum will embed evaluative thinking into organizational practices by building staff competencies in evaluation. The project will include a mixture of skill building workshops and guided studies designed to build staff skills and confidence in evaluation processes. A baseline visitor study and logic model will help the museum identify its evaluation priorities. An external consultant will act as an evaluation mentor, offering expert advice and working with a cross-departmental project team to guide the development of staff skills. In addition, an advisory group of evaluation experts will help staff develop a toolkit of evaluation methods that can be adapted to fit their needs. The project will culminate in the development of an institutional evaluation plan that will provide a framework for continuing a culture of evaluation within the institution. Through these activities, the museum intends to establish a culture of learning that will advance its capacity to serve its visitors and the Central Oregon community.
The Philbrook Museum will research, develop, and implement a three-year initiative to build institutional capacity around evaluation and integrate evaluation into sustained institutional planning and processes in order to better serve audiences. Working with a consulting team of evaluation experts, the museum will engage an interdepartmental and multilevel team of 16 staff members to receive training in evaluation through workshops, coaching, and individualized assistance; practice evaluation on exhibitions, interpretive projects and programs taking place in real time; and build sustaining processes and practices around evaluation. Team members will develop a shared knowledge of and skills in evaluation; conduct evaluation iteratively within existing institutional processes; and build a strategic evaluation plan, and develop pathways to share learning internally across the institution and externally with the field.
The Palo Alto Art Center will partner with the Palo Alto Junior Museum and Zoo to create a replicable and scalable model of inclusion that can be implemented at other small to mid-sized institutions. Under the oversight of a project steering committee, the project will provide professional development for staff and board, including diversity, inclusion, and anti-bias trainings; hire a contract community outreach coordinator and increase the hours of the museum's director of volunteer engagement; and establish paid internship and fellowship programs, designed to strengthen the ladder of engagement for diverse young adults interested in professional museum work. The project will also involve targeted K-12 engagement, through a variety of teen volunteer and leadership opportunities, and community partnerships, for strengthening ties with regional organizations, school districts, and institutes of higher education. A community advisory committee will provide project guidance, and the project evaluator will write a white paper to disseminate to the museum field.
The Science Museum of Minnesota will re-examine and recreate the ways in which it gathers, analyzes, and uses data to guide its strategic planning and daily work. The Department of Evaluation and Research in Learning, in collaboration with the senior leadership team, will expand and accelerate an ongoing process to document, study, and improve data-gathering systems throughout the institution; develop and test new strategies and practices; refine and expand on the tools and practices used to elicit feedback from visitors; better document the visitors' learning experiences; and be more proactive in engaging visitors. The project team will communicate findings and solicit feedback from the entire staff, and smaller cross-departmental teams will develop and refine data collection tools and management systems to strengthen institutional evaluation capacity. The museum will form an advisory board of external museum and evaluation experts, as well as a Twin Cities, industry?based advisory board to offer perspectives from other fields.
The Matthaei Botanical Gardens and Nichols Arboretum at the University of Michigan will create a training program for both paid and volunteer staff to become more effective and efficient users of its new geospatial collections database. The garden has identified a strategic planning objective to establish the necessary protocols to update data and maintain the accuracy and integrity of the database. Training will ensure that the database is integrated into the day-to-day work of staff responsible for collections care. Project activities will begin with an assessment of existing business processes for tracking activities such as purchasing, planting new specimens, and removing diseased plants. The garden will create standardized tools, forms, and reports within the collections database to perform these functions and eliminate shadow systems. An external trainer will work alongside staff to improve and adjust the interface to make it user-friendly, while providing intensive one-on-one support to facilitate routine use of the database for monitoring and managing the collections.
The McWane Science Center will strengthen organizational capacity to evaluate the impact of its museum exhibits and programs, as well as its success in delivering the institutional mission. Based on a recently completed needs assessment that defined a logic model identifying the outcomes that are important to determine organizational success, the museum will initiate a process to build its evaluation capacity and create a culture of impact evaluation. The museum will establish a staff evaluation team to work with an external consultant who will create a summative evaluation instrument to assess impact objectives; train staff and volunteers in data collection and documentation; and implement an evaluation process to understand the museum's impact performance, creating a baseline for future comparison. The project will include two evaluation cycles, ensuring that staff are trained and prepared to continue the process independently without external supervision.
The Montshire Museum of Science will train its staff in the principles of design thinking to strengthen its capacity to undertake critically important initiatives with innovation, creativity, and openness to change. With guidance and facilitation by experts in the field of social innovation, the museum will introduce every member of its staff to the steps and structure of design thinking methodology. A smaller cross-departmental team of eleven people will spend two days delving deeper into the process by applying it to the specific challenge of serving visitors affected by autism spectrum disorder. Following the training, the museum will conduct a survey to assess performance measures, and an additional assessment at the end of the project year will evaluate how often and how effectively design thinking has been incorporated into the staff's standard practices for problem solving and program development.
The Air Zoo will expand its ongoing program of diversity and inclusion training for its staff and volunteers. As one of 14 nationwide sites to be selected to participate in the W.K. Kellogg Foundation's Truth, Racial Healing and Transformation initiative, the museum will continue its commitment to becoming a more culturally-competent, diverse, and inclusive community organization. Project activities will include continued training for 14 key directors and managers, while allowing the museum to implement the first stage of diversity and inclusion training for an estimated 110 full and part-time staff and volunteers. Staff will spend a minimum of two hours per quarter covering the topics of ableism, racism, LGBTQ rights, and poverty with the support of community experts. Simultaneously, managers will undergo a two-day restorative justice training. Seven community organizations will support the project, including the Kalamazoo Public Library, which will serve as the museum's organizational mentor.
The Wild Center will implement a two-year comprehensive professional development initiative to build staff member cultural competency for improved work with its neighboring community of Akwesasne, the largest remaining Mohawk territory. The museum will engage the International Coalition of Sites of Conscience to offer dialogue training for museum interpretive staff and up to ten additional participants from other regional museums and tourism associations to build staff skills in facilitating authentic conversations with visitors. Up to 40 staff members and additional regional participants will attend the Native North American Traveling College Cultural Sensitivity Workshop at the museum, and all participants will complete practice sessions and related activities as a follow-up to the trainings. Staff field trips will also be organized to visit Akwesasne and the Six Nations Museum to further build an understanding of the Mohawk people.
The Rhode Island Historical Society will implement a comprehensive professional development program for its staff and volunteers to build their knowledge and practice in using dialogue facilitation with different audiences and improve their readiness to work on re-interpreting programming, exhibitions, and collections practices. Staff members will participate in a three-day training offered by the International Coalition of Sites of Conscience on fostering dialogue and civic engagement. They will also engage in a series of four online sessions with the Memorial ACTe (a museum in Guadeloupe, on the site of the former Darboussier sugar factory); the Barbados Museum and Historical Society; Maison des Esclaves on Gorge Island in Senegal; and the Whitney Heritage Plantation Museum in Louisiana. The project will also include site visits to Harriet Beecher Stowe Center in Hartford, CT; the Ferreira-Mendes Portuguese-American Archives & Special Collections at the University of Massachusetts (Dartmouth); and the Hip-Hop Archive at the Joseph P. Healey Library at University of Massachusetts (Boston).
The Museum of Tolerance will launch a diversity and inclusion coaching initiative to augment its ongoing professional development program for its volunteer museum guides. The museum will establish an application process to select 16 guides to participate and will recruit two coaches from its extensive network of over 50 consultants and dialogue facilitators in Los Angeles. The coaches will provide individualized support for building increased diversity and inclusion competencies over a four to eight week period. The individualized training will provide the museum with a cohort of guides that have increased self-awareness, improved skills, and enhanced abilities to work with visitors, while bolstering the mentoring ranks for incoming staff members and volunteers.
The Montana Natural History Center will implement a year-long professional development program for staff to build capacity for internal evaluation and cultivate an institutional commitment to evaluation. The museum will work with an evaluation consulting company, an online resource and marketing firm, and a community engagement expert to create and present a series of professional development workshops. The expert consultants will provide 31 hours of workshop sessions which will reach a broad cross section of the employees, including managers, research staff, program coordinators, development staff, administrators, and marketing and communications staff. The project is intended to train staff to evaluate their own programs, individually or as a team, using qualitative and quantitative methods.
The Henry Ford will partner with the Henry Ford Learning Institute to introduce cross-functional team members to in-depth knowledge about tools for innovation and innovative thinking. The project will be based on the institute's Model I: An Innovation Learning Framework, which outlines the actions of innovation and the habits of innovators. The project team will create a set of assets, resources, and an implementation strategy to support the rollout of the model so that museum staff will understand it in the museum context, apply it to their own experience, and become more innovative and creative thinkers and doers. The project team will further the development of the underlying professional development model, associated workshops, and learning and implementation tools to be adaptable for use with other museums and other learning organizations.
Stepping Stones Museum for Children will provide its cross-functional museum managers and directors with the education and tools needed to become proficient in three areas: expanding a culture of reflection and intentionality to achieve continuous improvement; ongoing assessment and evaluation; and data collection, analysis, and reporting methodologies. The 18-month professional development and capacity building project will be implemented in partnership with Fairfield County's community foundation and the CT Data Collaborative. Through a combination of training and workshops in Results Based Accountability (RBA), a Data Skills Series, and internal planning and results reflections, the project will empower museum team members to learn new skills critical to the organization's ability to plan, implement, and continuously improve upon priority initiatives identified through its 2018-2020 strategic planning matrix.
The Seattle Aquarium will provide staff training on diversity, equity, and inclusion with a goal to more meaningfully and positively engage all people in surrounding communities. The museum will work with a national consulting firm to facilitate an in-depth three-day training for 12-15 selected organizational leaders to become knowledge centers in diversity, equity, and inclusion at the aquarium. Staff trained at this workshop will in turn train their departments and other aquarium staff in the techniques they learned to inform more inclusive practice throughout the organization. The project is intended to create a model for sustaining an informed and culturally competent staff without continually relying on outside consultants.