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July 20, 2020 / News & Blog
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Opportunities for Culturally Relevant Practice in Museums, Cultural Competence Learning Institute
Embedding DEAI in Strategic Planning, High Desert Museum
The Three Bears Model: Identifying Just Right Partnerships, Chicago Children’s Museum
Mobilizing Your Museum to Be a Resource for Equity, Cincinnati Museum Center
Conclusion and Resources
In the midst of the COVID-19 crisis, museums—like so many other institutions and sectors—are being asked to reimagine themselves: Will hands-on exhibits ever be the same? When and how can we reopen safely for our staff and our visitors? In the face of these existential questions, how can we keep equity front and center?
CCLI (Cultural Competence Learning Institute) is a partnership between Children’s Discovery Museum of San Jose, the Association of Science and Technology Centers, the Association of Children’s Museums, and the Garibay Group. On May 19, CCLI hosted the webinar, “Reopening with Equity in Mind: Opportunities for Culturally Relevant Practice in Museums.” CCLI operates on the idea that success for museums in the 21st century will depend on embracing organizational change, allowing organizations to meaningfully connect with their community.
Cecilia Garibay, President of, Garibay Group shared a framework for grounding DEAI efforts in concrete areas of operations for rebuilding with an equity lens, drawing from CCLI’s National Landscape Study: Diversity, Equity, Accessibility, and Inclusion (DEAI) Practices in Museums (Garibay and Olson, forthcoming).
|CCLI’s key definitions surrounding equity work:|
• Diversity encompasses all those differences that make us unique, including but not limited to race, color, ethnicity, language, nationality, sexual orientation, religion, gender identity, socio-economic status, age, and physical and mental ability. A diverse group, community or organization is one in which a variety of social and cultural characteristics exist.
• Equity acknowledges differences in privilege, access, and need, and supports space for appropriate adaptation and accommodation.
• Inclusion denotes an environment where each individual member of a diverse group feels valued, is able to fully develop his or her potential and contributes to the organization’s success.
Find more definitions at the CCLI website.
Garibay noted that the concept of equity can often feel abstract and even aspirational, but when we recognize that structural and historical barriers and systems of opression are at the root, it allows us to consider how we can begin to affect and change those systems and structures. She described how organizational change frameworks that look at systems and operational structures can help to create and measure change toward DEAI. The Burke-Litwin Causal Model of Organizational Change (Burke & Litwin, 1992; Martins & Coetzee, 2009) identifies three interrelated “factors” for change:
Garibay pointed out that DEAI efforts often focus on the personal level using diversity workshops, implicit bias trainings, and other methods to support individual on their cultural competence journey. These strategies, however, ignore institutional levers critical for sustainable change and informing equity-focused organizational practices.
“I want to start by making it clear what an opportunity all of us have ahead of us. Our organizations are going to be community responders. Our first responders have been out there saving lives. And it’s our turn to move in when we can reopen as community responders to the pandemic, getting ready to help rebuild community and connection.”Dana Whitelaw, High Desert Museum
Museum leaders from CCLI alumni organizations offered reflections on how they are thinking about equity amidst this pandemic.
Dana Whitelaw, Executive Director, High Desert Museum (Bend, Oregon)
The High Desert Museum, an interdisciplinary museum in Bend, Oregon, grounds all areas of their operations in an equity lens, both internally and externally. Dana Whitelaw discussed how this affects her museum’s strategic planning and approach to staffing and skilling up.
Pandemic Strategic Plan: The museum has created a pandemic strategic plan that sits alongside their pre-existing five year strategic plan. They have three phases over the next 12-18 months:
During this time of closure, the museum is working to embed equity into all facets of reopening:
Admissions: How can your museum ensure access for a wide audience after reopening? Existing access programs, such as Museums for All, rely on walk-in admissions. If we reopen using timed ticketing, online sales, and cashless payment, how will our front desk processes continue to have an equity model?
Membership: Membership is seen as a privilege – how can we make it accessible?
How can you use membership to build more access? The High Desert Museum is working with partner organizations, starting with our hospital, to gift a community membership to frontline workers (e.g. nurses and grocery store workers) for each new or renewed membership.
Programming: How can you ensure your upcoming programming is inclusive?
The High Desert Museum is collecting stories from the pandemic experience for a future exhibit. They’re reaching out to community partners to ensure they feature and include a diverse set of stories.
Staffing: How can you skill up your staff to align with community needs?
You can build an equity approach into all levels of your organization. With governance, what board-level skills are needed for reopening? With staffing, how can you scale up to be relevant and responsive to new community needs?
Jennifer Farrington, President and CEO, Chicago Children’s Museum (Chicago, Illinois)
When Chicago Children’s Museum closed its doors due to COVID-19, it could not fulfill its mission to promote joyful learning by serving children and families to the museum in the same ways it had done before. President and CEO Jennifer Farrington shared how the museum identified new strategies to meet their mission, by authentically leveraging local partnerships to distribute resources to their community.
Museums do not serve communities alone, but rather as part of a web of individuals, organizations, and community partners. How can your museum work within this ecosystem to offer support and resources to communities? For those museums that feel they do not have resources to share, Farrington noted that with an abundance mindset, our institutions have extraordinary resources from our organizational values and integrity to key community relationships.
How to Approach Authentic Partnership:
1. Do an honest assessment of your museum’s capacity.
In this moment, museums can’t fulfill all their relationship obligations, and they also can’t serve their entire audiences. How can you ensure you make a meaningful impact without spreading yourself too thin? Consider focusing on three to four areas of work to increase impact, maybe even focusing on the most directly impacted communities around your museum. Being honest about what you can do helps set realistic expectations with your partners and offer internal clarity and focus.
2. Reach out with sensitivity and integrity.
Many community partners are on the front lines serving communities affected by the pandemic, and may not have the capacity to engage with your museum. How do you ensure you approach your partners and the people you serve with integrity and in equitable partnership?
Following the “three bears” approach, Chicago Children’s Museum is working with long-time partner Chicago Public Library to distribute activity kits to 10,000 families, with funding from the Education Equity COVID-19 Response Fund.
Elizabeth Pierce, President & CEO, Cincinnati Museum Center (Cincinnati, Ohio)
When Cincinnati Museum Center closed due to the pandemic on March 14, 2020, it moved directly to be in even more active conversation with its community partners to hear what is most helpful for them in moving through the pandemic. By situating themselves as one node in a larger ecosystem, they have been able to be responsive and adaptive to community needs. How can your museum partner in your local social service landscape? President and CEO Elizabeth Pierce identified additional strategies for serving as a resource even when your doors are closed:
Adapting Programming to Address Isolation
This is a time of isolation for many communities, especially those who do not have access to online resources and technologies.
In addition to online programming, can your museum organize analog conference calls or facilitate software that allows people to call into conferences, meetings, and presentations without an internet connection?
Cincinnati Museum Center organized analog conference calls to present curator talks.
Cincinnati Museum Center is also collecting reflections from the graduating class of 2020 as well as other constituencies. They plan to reflect this back to their community with future exhibits and programming when the museum reopens. At that time, they’ll invite respondents back.
Leveraging Your Building
While your museum may not be able to reopen, its building, parking lot, and other spaces may allow your institution to serve as a socially-distanced convener.
Cincinnati Museum Center used its parking lot to host a drive-through graduation ceremony for a local high school.
As you consider these questions for your museum in moving forward, remember these ways of approaching this work from Dana Whitelaw, Executive Director, High Desert Museum:
“Some things are not answered yet, things are in motion. That’s true for our entire [museum] community. We’re in search of some concrete answers, but we’re not in the place yet in this experience where we can get there. We’re creating those realities.”Laura Huerta Migus, Executive Director, Association of Children’s Museums
Burke, W.W., & Litwin, G.H. (1992). A causal model of organisational performance and change. Journal of Management, 8(3), 523–546.
Garibay, C. and Olson, J.M. (forthcoming). CCLI national landscape survey: A conversation about the state of DEAI in Museums.
Martins, N., & Coetzee, M. (2009). Applying the Burke-Litwin model as a diagnostic framework for assessing organizational effectiveness. SA Journal of Human Resource Management, 7(1), 1–13.
The Associations of Children’s Museums (ACM) champions children’s museums worldwide. Follow ACM on Twitter, Facebook, and Instagram. Cultural Competence Learning Institute (CCLI) is a partnership between the Children’s Discovery Museum of San Jose, the Association of Science and Technology Centers, the Association of Children’s Museums, and the Garibay Group.