Inclusivity - MFA St. Petersburg Cultural Competence Assessment

C U LT U R A L C O M P E T E N C E

ASSESSMENT

P R E S E N T E D BY:

C U LT U R A L C O M P E T E N C E A S S E S S M E N T

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TABLE OF CONTENTS Executive Summary

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Detailed Responses

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Recommendations

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All Respondents 34 Internal Culture 34

Background 9

Leadership Commitment 36 Business Case for Diversity

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Demographic Analysis

Programs and Services

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Introduction 10 Main Findings 11 Demographics of Pinellas 12 Demographics of Likely Patrons 13 Employee Demographics 14

Personal Awareness 40

2020 Employee Demographics

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Personal Awareness 54

2019 Employee Demographics

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2018 Employee Demographics

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Role in the Organization

Personnel Actions 17 Hires 17

Board Demographics 18 2020-2021 Board 18

Responses by Gender 44 Internal Culture 44 Leadership Commitment 47 Business Case for Diversity

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Programs and Services

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Internal Culture 60 Leadership Commitment 63 Business Case for Diversity

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Programs and Services

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Personal Awareness 70

2019-2020 Board 19 2018-2019 Board 20 2017-2018 Board 21

Written Comments 77 Internal Culture 77

Focus Groups 22

Leadership Commitment 81 Business Case for Diversity

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Opening Discussion 22

Programs and Services

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Community Perceptions 23

Personal Awareness 85

Organizational Culture 24 Organizational Strengths 25 Organizational Challenges 26 Need for DEI 27 Reasons for Working at the Organization

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Organizational Survey

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Introduction 29 Summary of the Main Findings 32 Internal Culture 32 Leadership Commitment 32 Business Case for Diversity

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Programs and Services

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Personal Awareness 33

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M U S E U M O F F I N E A R T S S T. P E T E R S B U R G

EXECUTIVE SUMMARY

The Museum of Fine Arts (MFA) engaged Inclusivity LLC for a comprehensive consultation on Diversity, Equity and Inclusion (DEI) within the organization. Inclusivity is a consulting firm that approaches its engagements though a cultural competency lens.

The engagement will involve several workshops centered on some of the basic principles of cultural competence designed to advance the MFA as an organization in terms of DEI. However, to determine which workshops are most appropriate, Inclusivity needs to understand where the MFA currently stands in terms of DEI. To arrive at his understanding, Inclusivity conducted a detailed assessment of the MFA. The assessment includes a demographic analysis of the MFA’s current workforce and its board, as well as data collected from a series of facilitated conversations in related focus groups, and a comprehensive organizational survey.

Demographic Analysis The demographic analysis shows that the MFA’s work force has a high percentage of women among its employees.

This is a common attribute of the non-profit industry’s workforce. In terms of race and ethnicity, the MFA’s workforce is primarily non-Hispanic white. However, there appears to be a trend towards greater ethnic and racial diversity. Most of the employees of the MFA are either Gen X or Gen Y, but there are a significant percentage of baby boomers as well.

The composition of the board is diverse as far as gender is concerned. There are more women on the 2020-2021 board than men. In previous years, women have made up just under 50% of the board. However, the board lacks diversity when it comes to race and ethnicity. Over the last four years, more than 90% of the board members have been non-Hispanic white.

Focus Groups Inclusivity LLC conducted seven (7) focus group sessions. Many participants acknowledged a racial divide within the local community but considered St. Petersburg to be more inclusive than other communities who were seeing unrest. Participants also touched on several issues related to the COVID pandemic, including the fact that it impacted the MFA’s outreach efforts, created financial strain from closures and new unexpected safety expenses after reopening.

As far as general perceptions of the MFA and the way in which the MFA is viewed by the community, the groups were consistent that the museum is not well known throughout the community. However, among those who know it, it is very well respected. Participants also indicated that the typical visitor does not reflect the demographics of the community at large by age or race. Participants complimented ongoing efforts under Kristen’s leadership to expand exposure and encourage early engagement with young people as well as their families.

Beyond reaching out to bring in new visitors, participants shared efforts to diversify the artists featured, including presenting the work of women and artists of color. Some participants believed this effort was a response to the heightened awareness of social unrest nationwide and locally. They have anecdotally observed a rise in the diversity of visitors since the rollout of these exhibits.

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EXECUTIVE SUMMARY

Participants described a positive work environment at the MFA that is supported through strong communication, collaboration and an overall “upward trajectory.” There was mutual admiration between employees and docents.

Both discussed the need for greater diversity within their respective groups.

The board is disconnected from the staff. Their most relevant comment on the topic of organizational culture was to report on the recent high staff/employee’s turnover rate. The board defers all hiring, training and staffing topics to leadership. The board expressed some concerns about the decisions to hire more curators but welcomed the fact that the new team was able to successfully diversify artists and works.

There was widespread recognition of Kristen’s leadership role and her positive impact on the organization.

Participants glowingly talked about the organization’s direction, inclusiveness of the collection, staff talent, innovative thinking and community outreach. Participants identified an underlying common denominator of passion—an “ingredient” found in board, staff, and leadership.

Participants had varying perceptions of what constitutes success. For some it is docent feedback, others look at the financial bottom line of revenue and donations. Board members indicated children who visit with their school then return with their families as a marker of success. The board also suggested that having credential-filled positions is a marker of the organization’s success.

Many of the organizational challenges identified by the participants included workforce issues, personal safety, community outreach to broaden the visitor base, accessibility, the future of the museum and its financial stability.

However, participants have confidence that Kristen, in conjunction with the new Director of Development, will help the organization overcome the challenges.

The discussion on the organizational need for DEI generated a range of reactions. A common theme throughout the groups was community outreach, and there was a concern expressed by some, including some board members, that, if the organization focused too heavily on community outreach, those reached will not to be able to support the MFA financially. A similar tone arose on the topic of hiring. Participants demanded that hiring focus on talent, not “quotas.” These comments indicate rigid assumptions about diversity, challenges to inclusion and organizational impediments to the potential for equity within the MFA. Much like the shifts in artist representation, there have been shifts in board leadership. These shifts are acknowledged as being positive for the organization. However, participants talked of the bullying they have both experienced and observed by board members.

Most board participants celebrated the focus group process while some refused to participate in the discussion.

Many had difficulty defining diversity, equity and inclusion. Staff and docents recognized and applauded greater diversity of experience, gender, race and age on today’s board and throughout the organization and art installations. Staff and docents have a good handle on the meaning of DEI and are aware that it extends beyond race and gender to include ADA and economic challenges. Just one single group, however, noted LGBTQIA in the diversity discussion.

Finally, employees have strong positive feelings about the organization and its impact. All spoke fondly of the organization, its mission, its results and Kristen’s leadership.

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M U S E U M O F F I N E A R T S S T. P E T E R S B U R G

EXECUTIVE SUMMARY

Organizational Survey As part of the assessment process, Inclusivity also conducted an organizational survey, that was sent to all employees and all board members. The survey asked respondents to indicate their level of agreement or disagreement with a number of different statements and allowed them to add written comments after each statement.

The overall response rate of 86% was very high, and all employees completed at least part of the survey. The response rate for board members was considerably lower at just under 50%.

The survey is divided into five sections:

• Internal Culture

• Leadership Commitment

• Business Case for Diversity

• Programs and Services

• Personal Awareness

The responses to the statements in the section on Internal Culture vary widely. Thus, most respondents agree or strongly agree that the MFA has a commitment to a diverse workforce, promotes a set of values to enhance equity, and values everyone’s input at all levels. There is less agreement among men with the last statement.

There is also less agreement about the extent to which the MFA has a diverse workforce at all levels, especially whether staff and leadership reflect the demographics of the people it serves. In general, board members have a more positive view of this than employees. Moreover, in the written comments, several respondents indicate that, in their view, the visitors to the museum are not as diverse as the communities of Pinellas or St Petersburg. Only about half the respondents agree that the MFA is attempting to reduce bias in the workplace, but some of the written comments mention that the COVID pandemic, and the subsequent need for remote work, have made it difficult to organize team building exercises (for example).

Most of the respondents believe that the MFA leadership is committed to advancing equity in the organization and that its practices enable the success of all. However, the agreement on this issue among women is noticeably lower than among men.

Most respondents also see the business case for diversity, and this holds across genders, and for both board members and employees. However, about a quarter of the respondents disagree or strongly disagree that the MFA attempts to reduce bias about the community it serves. Again, board members appear to have a rosier view than employees. Finally, over half of the respondents agree that the MFA is committed to retaining and developing its employees. The level of disagreement is noticeably higher among women than men.

There was less uniformity related to programs and services. Around half the respondents believe that the MFA understands it partner communities, removes barriers to access, promotes intercultural rigor, and connects with the diversity of its partners. Men agree at higher levels than women, but between a third and halt of the respondents indicate that they neither agree nor disagree or that they do not know. About one third of board members indicate that they do not know in response to these same prompts. Approximately three quarters of

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EXECUTIVE SUMMARY

respondents believe that the MFA does not cater to non-English speakers. Again, it is noticeable that two thirds of board members indicate that they do not know.

The picture that emerges from the section of the survey on personal awareness is one of an organization whose members are strongly committed to DEI at a personal level.

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M U S E U M O F F I N E A R T S S T. P E T E R S B U R G

RECOMMENDATIONS

Overview The Museum of Fine Arts (MFA) has a unique opportunity to leverage data collected from Inclusivity’s assessment to chart a course forward that centers Diversity, Equity and Inclusion within the organization. Across, the organization, stakeholders generally understand the “bottom line” value of DEI even though in some instances survey participants were uncertain about the exact meaning of DEI principles within an organization. The leadership is strong at MFA and strong leadership is the basic predicate for organizational progress in the DEI space. There are multiple areas for action and improvement in the DEI work ahead for the MFA. Inclusivity recommends the following directions and L&D action items for MFA to move forward in addressing these challenges in collaboration with the team at Inclusivity.

The path forward will include the following touchstones for the DEI work ahead at the MFA: Board/Leadership Positioning and Learning: overnance, Oversight, G R oles and Direction – clarifying role in hiring practices, learning about equity and inclusion, redressing interactions with staff and developing equitable approaches to staff interface D evelop S.M.A.R.T.I.E. (Specific, Measurable, Achievable, Relevant, Time-bound, Inclusive and Equitable) goals to measure the progress and return of diversity program investments.

Leadership Track  Cultural Competence: High Performing Teams

T his is a leader workshop to support the retention and development process when leading a team that comprises multiple dimensions of diversity.

 Inclusive Recruitment

T his leadership workshop discusses bias in the recruitment process, how to recognize it and to take steps to mitigate it.

Organizational Culture & Cultivation: Strategy development D efine the value of diversity and develop a definitive plan for creating a diversity-based organization through a series of facilitated workshops.

W hat does Diversity, Equity and Inclusion mean to the MFA?

Learning and Development  I ntroductory content: Complete cultural competence curriculum for entire organization Organization-wide  Inclusion Begins with I

T his workshop is focused on the individual perspective and what personal experiences shaped that perspective creating our own cultural bias.

 Cultural Competence: The Case for Community Impact

F ocuses on why cultural competence is so important to our society and how it drives innovation and

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RECOMMENDATIONS

community impact.  Generations in the Workplace

D escribes the characteristics and tendencies of each generation and how to work better together.

 Blind spots: Unconscious Bias (2 sessions)

C onsiders the first node of the cultural competence continuum and how to identify these tendencies understanding that we all have bias. It also provides tools to work through the bias and evolve along the continuum.

 I can’t talk about that: Courageous Conversations (1 session)

C reates the context by which difficult or uncomfortable conversations can occur to open more opportunities for collaboration, productivity and innovation.

 Allies, Actors and Accomplices: Engaging in Turbulent Times

T his workshop focuses on how you show up in conversations specific Diversity, Equity and Inclusion. It also explains why Equity requires more.

Community Interface:

• Learning about the surrounding the community

• Continuing to present art that engages the community

• Overcoming socio-economic status biases about the community

Talent Management (diverse staff)  Creating an inclusive environment for staff  Cultivating a transparent promotional and hiring infrastructure

T alent Management

C hange performance management process (PMPs) to clearly communicate whether employees are meeting expectations, or not, and put more emphasis on a discussion of the areas where an employee fails to meet expectations, and how they can improve.

A llow Human Resources to conduct the promotions process and conduct a blind review of the performance reviews to avoid bias.

O n-going analysis to determine if any interactions exist between race/ethnicity, gender and age that are contributing to barriers at all phases of the employee life cycle

C reate transparency within the promotions process

D etermine impactful professional development opportunities to mitigate real or perceived gaps

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• Develop a mentorship program including the development of incentives to act as mentor

A ugment recruitment strategies with a policy for hiring that requires those demographics that are disparate to be in the final candidate pool

E xpand the candidate pool for each new role/position

M U S E U M O F F I N E A R T S S T. P E T E R S B U R G

BACKGROUND

The Museum of Fine Arts (MFA) in St. Petersburg, Florida was founded by Margaret Acheson Stuart (1896-1980) and reflects her vision of providing outstanding examples of world art in an inviting, elegant setting. The MFA, a city landmark, opened to the public in 1965. The Museum is dedicated to serving all people by pursuing excellence in art from antiquity to the present through the collection, exhibitions, and education for its diverse audiences. Its mission is to engage, educate and excite the community by collecting, exhibiting, and preserving works of art for the enjoyment of all.

The MFA engaged Inclusivity LLC for a comprehensive consultation on Diversity, Equity and Inclusion (DEI) within the organization. Inclusivity is a consulting firm that approaches its engagements though a cultural competency lens.

The engagement will involve several workshops centered on some of the basic principles designed to advance the MFA as an organization in terms of DEI and to move it along the Cultural Competence Scale below:

However, in order to recommend the most appropriate workshops, Inclusivity needs to understand where the MFA currently stands in terms of DEI, and Inclusivity therefore conducted a detailed assessment of the MFA. The assessment includes a demographic analysis of the MFA’s current workforce, a series of facilitated conversations in related focus groups, and a comprehensive organizational survey.

This document reports on the results of this assessment.

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DEMOGRAPHIC ANALYSIS

Introduction The primary reasons for the analysis of the demographic composition of the MFA staff in terms of gender, race/ ethnicity and generations is to determine how diverse the MFA is at the moment, and to determine how well it reflects the demographic composition of the area it is likely to recruit its staff from, and the demographic composition of its patrons, especially in terms for gender and ethnicity.

For the same reasons, we also analyzed the demographic composition of the Board. However, we also wanted to determine how well the demographic composition of the Board reflects the demographic composition of the MFA staff.

We looked at the demographics of the MFA staff over the last three years. Except for 2018 (the year of the Star Wars exhibition), there is a relatively low number of part-time employees. We therefore combined full-time, parttime and contract employees for our demographic analysis. Moreover, especially when it comes to gender, there are no great differences between full-time and part-time employees.

The analysis uses the following definition of generations:

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• Gen Z – Born after 1998

• Gen Y – Born between 1980 and 1999 (also known as millennials)

• Gen X – Born between 1965 and 1979

• Baby boomer generation – Born between 1946 and 1964

• Silent generation – Born before 1946

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MAIN FINDINGS

In common with many other non-profit organizations, the MFA’s work force has a high percentage of women among its employees. The percentage hovers around 70%, and easily exceeds the percentage of women among the population the MFA is likely to recruit its employees from, or that it is likely to attract its patrons from.

In terms of race and ethnicity, the MFA’s workforce is primarily non-Hispanic white. The percentage of non-Hispanic whites among the MFA employees significantly exceeds the percentage of non-Hispanic whites among the population the MFA is likely to recruit its employees from, or that it is likely to attract its patrons from. However, there appears to be a trend towards greater ethnic and racial diversity. Thus, in 2018, only just over 10% of employees were either non-white or Hispanic. In 2020, this had grown to almost 17%.

Most of the employees of the MFA are either Gen X or Gen Y, but there are a significant percentage of baby boomers as well.

The composition of the board is diverse as far as gender is concerned. There are in fact more women om the 2020-2021 board. In the previous years, women have made up just under 50% of the board.

However, the board lacks diversity when it comes to race and ethnicity. More than 90% of the board members have been non-Hispanic white over the last 4 years and the percentage of non-Hispanic white board members has been as high as 95%. The boards have had only one Hispanic member over this period.

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DEMOGRAPHICS OF PINELLAS

Since the MFA is likely to recruit most of its staff from Pinellas County, we used the American Community Survey to determine the gender and race and ethnicity distributions in Pinellas.

Gender - Pinellas 600000 500000 400000 300000 200000 100000 0 Women

Men

According to the census bureau (American Community Survey 20191), of the 974,994 residents in Pinellas in 2019, 506,997 (52.0%) are female, and 467,997 (48.0%) are men.

Race/Ethnicity - Pinellas 800000 700000 600000 500000 400000 300000 200000 100000 0 White

Black or African Hispanic of Any American Race

Other

Of the 974,996 residents in Pinellas in 20192, 715,323 (73.37%) are non-Hispanic White, 95,761 (9.82%) are non-Hispanic Black of African American, 99,408 (10.20%) are Hispanic of any race, and 64,177 (6.62%) are of some other non-Hispanic race. Of these 36,628 (3.35%) are Asian, 2,014 (0.21%) American Indian or Alaska Native, 370 (0.04%) are Native Hawaiian or Pacific Islander, and 26,539 (2.72%) are two or more races. 2,953 (0.30%) are of some other non-Hispanic race.

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https://data.census.gov/cedsci/table?q=population%20race&g=0500000US12103&tid=ACSST1Y2019.S0601&hidePreview=true

2 EEO and the Census Bureau treats ethnicity differently. EEO treats ethnicity as a separate race. So, under the EEO terminology a person can be either Hispanic, or White, but not both. The Census, on the other hand, treats ethnicity as a separate dimension and a person can therefore be both Hispanic, and White. However, it is possible to analyze the census data so that it mirrors the methodology used by the EEO, and we have done so in this document.

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M U S E U M O F F I N E A R T S S T. P E T E R S B U R G

DEMOGRAPHICS OF LIKELY PATRONS

The MFA does not directly collect data on the gender and race and ethnicity of its patrons. However, it does collect data from ticket sales about the states the visitors hail from and their zip code. Around 82.4% of US ticket sales were to patrons from Florida. Moreover, 55% of all US tickets were to Pinellas residents.

Gender - Florida 12000000 10000000 8000000 6000000 4000000 2000000 0 Women

Men

According to the American Community Survey of 2019, 10,979,732 (51.12%) of Florida’s 21,477,737 residents are women, and 10,498,005 (48.88%) are men.

Race/Ethnicity - Florida 12000000 10000000 8000000 6000000 4000000 2000000 0 White

Black or African Hispanic of Any American Race

Other

According to the American Community Survey of 2019, of Florida’s 21,477,737 residents, 11,378,457 (52.98%) are non-Hispanic White, 3,272,904 (15.24%) are non-Hispanic black or African American, 5,663,629 (23.67%) are Hispanic of any race, and 1,162,747 (5.41%) are of another non-Hispanic race.

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EMPLOYEE DEMOGRAPHICS 2020 Employee Demographics Out of the 36 total employees for MFA in 2020, 25 (69.44%) worked full-time and 10 (27.78%) worked parttime, and 1(2.78%) was a contract employee.

Gender - All 2020 Employees

Out of the 36 total employees for MFA in 2020, 24 (66.67%) are women and 12 (33.33%) are men.

The ratio is the same for full-time and part-time employees.

30 25 20 15 10 5 0 Women

Men

Race/Ethnicity - All 2020 Employees

Out of the 36 total employees for MFA in 2020, 30 (83.33%) are non-Hispanic white and 4 (11.11%) are non-Hispanic black or African American, and 2 (5.56%) are Hispanic of any race. There were no employees of any other race or ethnicity.

35 30 25 20 15 10 5 0 White

Black or African American

Hispanic of Any Race

Other

Generations - All 2020 Employees

Out of the 35 total employees for MFA in 2020 whose year of birth is known, 2 (5.71%) are Gen Z, 14 (40.00%) are Gen Y, 13 (37.14%) are Gen Z and 6 (17.14%) are Baby Boomers.

16 14 12 10 8 6 4 2 0 GenZ

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GenY

GenX

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Baby Boomer

Silent

EMPLOYEE DEMOGRAPHICS 2019 Employee Demographics Of the 35 total employees in 2019, 24 (68.75%) were full time and 10 (28.57%) were part time, and 1 (2.86%) was a contract employee.

Gender - All 2019 Employees

Of the 35 employees in 2019, 25 (71.43%) are women and 10 (28.57%) are men.

30 25 20 15 10 5 0 Women

Men

Race/Ethnicity - All 2019 Employees

Of the 35 employees in 2019, 30 (85.71%) are nonHispanic/Latin white, 3 (8.57%) are non-Hispanic Black or African American, and 2 (5.71%) are Hispanic of any race. There were no employees of any other race or ethnicity.

35 30 25 20 15 10 5 0 White

Black or African American

Hispanic of Any Race

Other

Generations - All 2019 Employees

Of the 35 employees in 2019, 1 (2.86%) was Gen Z, 12 (34.39%) were Gen Y, 11 (31.43%) were Gen X, 10 (28.57%) were baby boomers, and 1 (2.85%) was of the silent generation.

14 12 10 8 6 4 2 0 GenZ

GenY

GenX

Baby Boomer

Silent

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EMPLOYEE DEMOGRAPHICS 2018 Employee Demographics Of the 47 total employees in 2018, 25 (53.19%) were full-time employees, 21 (44.68%) were part-time employees, and 1 (2.13%) employee’s status was not reported.

Gender - All 2018 Employees

Of the 47 employees in 2018, 33 (70.21%) are women and 14 (29.79%) are men.

35 30 25 20 15 10 5 0 Women

Men

Race/Ethnicity - All 2018 Employees

Of the 47 employees in 2018, 42 (89.36%) are non-Hispanic/Latin white, 3 (6.38%) are nonHispanic Black or African American, and 2 (4.26%) are Hispanic of any race. There were no employees of any other race or ethnicity.

45 40 35 30 25 20 15 10 5 0 White

Black or African American

Hispanic of Any Race

Other

Generations - All 2018 Employees

Of the 46 employees in 2018 whose year of birth is known, 1 (2.17%) was Gen Z, 18 (39.13%) were Gen Y, 13 (28.27%) were Gen X, 13 (28.26%) were baby boomers, and 1 (2.17%) were of the silent generation.

20 18 16 14 12 10 8 6 4 2 0 GenZ

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GenY

GenX

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Baby Boomer

Silent

PERSONNEL ACTIONS

As a relatively small organization, there were very few personnel actions in the MFA. For example, there were only 4 promotions between 2019 and 2020, 8 resignations, and 5 terminations. To protect the privacy of individuals, we therefore only look at new hires

Hires Gender - New Hires 14 12 10 8 6 4 2 0 Women

Men

Of the 16 new hires between 2019 and 2020, 12 (75%) are women and 4 (25%) ae men.

Race/Ethnicity - New Hires 14 12 10 8 6 4 2 0 White

Black or African American

Hispanic of Any Race

Other

Of the 16 hires, 13 (81.25%) were non-Hispanic white, 2 (12.5%) were non-Hispanic black or African American, and 1 (6.25%) was Hispanic of any race. There were no other races or ethnicities.

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BOARD DEMOGRAPHICS

2020-2021 Board Gender - 2020-2021 Board Members 12 10 8 6 4 2 0 Women

Men

Of the 21 members on the 2020-2021 Board, 11 (52.38%) are women and 10 (47.62%) are men.

Race/Ethnicity - 2020-2021 Board Members 20 15 10 5 0 White

Black or African American

Hispanic of Any Race

Other

Of the 21 members on the 2020-2021 Board, 19 (90.48%) are non-Hispanic white, and 2 (9.52%) are nonHispanic black or African American and. There are no board members of any other race or ethnicity.

We were not able to determine which generations the board members belonged to.

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M U S E U M O F F I N E A R T S S T. P E T E R S B U R G

BOARD DEMOGRAPHICS

2019-2020 Board Gender - 2019-2020 Board Members 16 14 12 10 8 6 4 2 0 Women

Men

Of the 25 members on the 2019-2020 Board, 11 (44.00%) are women and 15 (56.00%) are men.

Race/Ethnicity - 2019-2020 Board Members 30 25 20 15 10 5 0 White

Black or African American

Hispanic of Any Race

Other

Of the 25 members on the 2019-2020 Board, 24 (96.00%) are non-Hispanic white, and 1 (4.00%) is nonHispanic black or African American. There were no board members of any other race or ethnicity.

We were not able to determine which generations the board members belonged to.

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BOARD DEMOGRAPHICS

2018-2019 Board Gender - 2018-2019 Board Members 14 12 10 8 6 4 2 0 Women

Men

Of the 23 members on the 2018-2019 Board, 11 (47.83%) are women and 12 (52.17%) are men.

Race/Ethnicity - 2018-2019 Board Members 25 20 15 10 5 0 White

Black or African American

Hispanic of Any Race

Other

Of the 23 members on the 2019-2020 Board, 22 (95.65%) are non-Hispanic white, and 1 (4.35%) is nonHispanic black or African American. There were no board members of any other race or ethnicity.

We were not able to determine which generations the board members belonged to.

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M U S E U M O F F I N E A R T S S T. P E T E R S B U R G

BOARD DEMOGRAPHICS

2017-2018 Board Gender - 2017-2018 Board Members 16 14 12 10 8 6 4 2 0 Women

Men

Of the 27 members on the 2017-2018 Board, 12 (44.44%) are women and 15 (55.56%) are men.

Race/Ethnicity - 2017-2018 Board Members 30 25 20 15 10 5 0 White

Black or African American

Hispanic of Any Race

Other

Of the 27 members on the 2017-2018 Board, 25 (92.59%) are non-Hispanic white, and 1 (3.70%) is nonHispanic black or African American and 1 (3.70%) is Hispanic of any race. There were no board members of any other race or ethnicity.

We were not able to determine which generations the board members belonged to.

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FOCUS GROUPS Introduction Inclusivity LLC conducted seven (7) focus group sessions from March 19 to March 31, 2021, with individuals engaged with the Museum of Fine Arts (MFA). Participants included board members, docents, and full-time staff.

Sessions were segmented by the individual’s involvement with the organization, and the MFA was discouraged from placing direct reports in the same groups as their supervisors. Focus group sessions were facilitated by trained Inclusivity focus group moderators. In order to protect anonymity, participant names will not be provided and focus groups were not recorded. A documenter was present during each group to take notes on major themes that came out of the discussions.

Groups begin with an icebreaker question to get the group comfortable with sharing/speaking up. Participants are subsequently asked a prepared series of questions about (1) community perceptions of the organization, (2) the organizational culture, (3) organizational strengths, (4) challenges, and (5) diversity, equity and inclusion (DEI). In closing, participants share their reasons for working with the organization.

The following sections highlight and expand upon the main themes observed.

• Community Outreach

• Diverse Curation

• Passion for Art

• Accessibility

• Early Exposure

• Financial Strain

• Strong ED

• Making Progress

• Change

Opening Discussion The initial question serves as an “icebreaker,” asking participants to share their thoughts on what is going on in the community. Participants used a wide lens when sharing their insights. Events throughout the nation as seen through media coverage and heighted virtual interactions with friends and peers in other states have created reverberations in our own community. Specific mentions included civil unrest, racial injustice, social isolation, and a fear for the aftermath of related events. Many participants acknowledged racial divide within the local community but consider it to be more inclusive than other communities who were seeing unrest; this is not to say challenges do not exist—simply that they are perceived as being less pronounced locally.

Focusing on the immediate community, top-of-mind happenings were heavily weighted towards COVID. This included equitable access to vaccines, inconsistent mask wearing by citizens, a desire to get back to volunteering, and returning to capacity. While many were stunned by the hatred and divisiveness that came to the surface during the pandemic, others commented on the opportunity this time presented to reconnect with people they had not spoken with in decades; this reflects disparity in “lockdown experience” by the various cohorts of participants.

The groups shared a full array of sentiments, from overwhelming fear and concern for division they see within the local community to pure optimism for this “new world.”

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FOCUS GROUPS Below is a list of thoughts shared during the opening discussion: • Headlines show major issues, but they aren’t reflective of our everyday experiences in the community • Not unified as a community/country as we were in the 60s – divided • Racial divide in city cannot be ignored • I’m struck by the return to normalcy that we’re seeing on some folks’ part • I don’t think we’ve begun to connect with the many minority groups that are now in our community

• I was struck all summer long by the passion that our community supported (mostly) BLM, particularly the administration of our city

•W e are a community waking up

• I see so many people taking time for things they never before took time to do

• y ou read national news there is so much hate. It’s too much me, me, me—my freedoms

•F rustration with how the vaccine has been handled but we are seeing progress and potential return

• Things are looking up

Community Perceptions Perceptions of the MFA and the way in which the MFA is viewed by the community were consistent among the groups—the museum is not well known but among those who know it, it is very well respected.

While there was universal recognition that the museum needs to bolster its community awareness, some recognized “barriers” to this while others could not fathom why everyone does not come to experience it.

Numerous participants discussed the traditional perception of museums and see that perception as a challenge to the organization’s efforts to draw in individuals who have not ventured in before. Its exterior alone can be intimidating and was even described as “elitist.” Further, the typical visitor does not reflect the demographics of the community at large by age or race. Participants complimented ongoing efforts under Kristen’s leadership, particularly with school programs in disadvantaged communities to expand exposure and encourage early engagement of not only young people but also of their families.

Beyond reaching out to bring in new visitors, participants shared efforts to diversify the artists featured.

Participants excitedly shared the efforts to curate collections by women and artists of color and see this as a positive change within the organization that will help engage a broader audience of visitors. They have anecdotally observed a rise in the diversity of visitors since rolling out these exhibits.

COVID greatly impacted the organization’s outreach efforts. Programming with toddlers, middle schoolers and summer programs all came to a halt but being closed during that time gave the museum the opportunity to renovate and reinvent. Once it reopened, participants were largely impressed by safety measures put in place; some guests are grateful for them while others complained or were defiant. Participants were pleased with the museum’s safety measures and attribute them and the positive media coverage for them to drawing in first-time visitors upon reopening.

Some participants indicated that heightened awareness of social unrest made the organization take a closer look at the underrepresented groups and how to draw them in; this led to much of the renovation and diversification of artists featured. They indicate there is still a lot of work to do. A small cohort of participants did not see these events impacting the MFA at all.

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FOCUS GROUPS

Below is a list of thoughts shared during the community perception discussion:

•T he perception [of MFA] has changed a lot, is changing, evolving

•M ost people don’t know it’s such a gem—even long-term residents had never stepped foot. It is now so beautiful ad logically laid out…Peaceful place in a time of chaos

•S o well respected. The people who pay attention to us know the good things we are doing

•C hallenge to fight the image, especially of encyclopedic museums

•T here are definitely barriers to feeling welcome in the museum but not sure what they are

•L ocation determines reputation – seen as an unattainable building

•T he pandemic has brought out a lot of entitled and privileged people

•W e were the first to close and last to open out of an abundance of caution for safety of staff and patrons so I think we get high marks on behalf of COVID

•C OVID shut us down and that gave us time to reinvent the museum and this is now a huge opportunity

• I wish our visitors were more diverse • The community is there but we aren't sure how to engage them

• People can come in a see work now from people who “look like” them making MFA more relatable

•N eed to develop and build partnerships with groups in the community. Need to have authentic conversations to build better relationships

Organizational Culture Participants described a positive work environment at the MFA that is supported through strong communication, collaboration and an overall “upward trajectory.” There were some comments highlighting communication challenges between departments and a divide between “upstairs and downstairs,” but these were isolated. Longterm docents also referenced reduced access and freedom to roam the museum for docents but recognized greater limitations and heightened security as a sign of the times likely to be felt at any organization. There was mutual admiration between employees and docents. Both discussed the need for greater diversity within their respective groups.

The board is very disconnected from the staff with their only relevant comment on the topic of culture being high turnover of late. Unsolicited a board member commented that staff diversity is not a board issue because the board has nothing to do with hiring. There is a clear deferral of all hiring, training and staffing topics to leadership.

There were culture shifts post-COVID. One group had individuals who felt lost during and then after returning from remote work, struggling with personal boundaries and an inability to unplug at the end of the day. Others commented on feeling less valued by the organization and had difficulty getting communication back on track.

Participants revealed additional COVID impacts, including difficulty retaining lower pay scale employees, staff interactions with patrons who refuse to observe safety protocols, and a big topic—financial strain from closures and new unexpected safety expenses.

Despite these challenges, there was widespread recognition of Kristen’s role and her positive impact on the organization since joining as ED and particularly through 2020. Participants favorably discussed leadership’s attentiveness to safety, mental and physical health during and after their shutdown period.

Decisions to hire more curators concerned the board, yet the results of this new team and their successful

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diversification of artists and works is positively regarded. In addition to exhibits and programming, moves to diversify board representation were also lauded. While these decisions were in the works prior to (not initiated in response to) the highly publicized social unrest of the summer, the events indicated to the participants that MFA is on an important and necessary diversity trajectory.

Below is a list of thoughts shared during the organizational culture discussion:

• As the board, couldn’t really answer that question [organizational culture], and we shouldn’t have to • The board has evolved for the positive • Institutional Values: Generosity of spirit; Being game; Supporter of excellence and spirit • I am willing to do whatever we need for this organization • Free to voice your opinion • Passionate, hard workers • Willingness to jump in to help one another, overall really positive • You have set boundaries • I feel less valued by the organization • Staff could be more diverse • Proud of the change in the programming and acquisitions • [George Floyd and BLM] made the museum look at itself a little bit more

•P rogramming is radically different than years in the past. But need to make it visible to the public that we are making that change

• The museum itself is a cultural barrier

•T he special exhibits bring in new audiences (Star Wars). Trying to be more desirable to a broader audience. Security and safety have increased but so has that in out general society

• Now we learn more about the artists and their backgrounds and not just the work • Museums historically have not been thought of as being inclusive but MFA is trying to change that

Organizational Strengths Participants glowingly talked about the organization’s direction, inclusive of the collection, staff talent, innovative thinking, and community outreach. Comments praised the way the museum is highlighting new art and cultures, the result of the renovations, and its outreach programming to engage children. Participants identified an underlying common denominator of passion—an “ingredient” found in board, staff, and leadership. Staff were praised for progress in building sustainable community partnerships, interdepartmental communications, museum cleanliness, and for embracing Zoom to stay connected and workshopping ideas during COVID. Participants had varying perceptions of what constitutes success. For some it is docent feedback, others look at the financial bottom line of revenue and donations. Board members indicated children who visit with their school then return with their families as a marker of success as well as having credential-filled positions.

To build on these strengths, the common theme was community engagement. Suggestions included connecting with neighborhood associations, rotaries, professional associations, and churches. They suggested offering more discount or free days, reducing admission to draw in new faces where there may be a financial limitation, and marketing to distinct communities through social media. Participants also discussed existing data gaps and believed that, if they knew more about who was coming through the doors and how that really compares to the community, the MFA could better address their needs and interests.

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FOCUS GROUPS

Below is a list of thoughts shared during the discussion on organizational strengths: • The innovation to get us out of the pandemic has been nothing short of brilliant • Every time you go in, you see something you didn’t see before • Kristen has garnered more attention than ever before • It was nice to see my skin tone in the museum

•T he idea of the shows are cutting edge and keep in line with the NY museums is amazing and exciting and gives us relevance and I'm proud of that and I’m proud it happened under a woman

•W e are partnering with the Woodson and Kristen is talking to other community leaders

•W e’ve been astute collectors and have been ahead of the curve in that way.

•H ook people in early (kids/young adult) at reduced rates they will show up, support and value it later when they are in the position to do so

•R ich, diverse collections have always ahead of the curve with diversity but now are doing even better

•S uccess is when we see a mirror of our community no matter the exhibition

•B uild surveys and data collection into process

•N o one and done partners…[Kristen is building] long-term and sustainable

Organizational Challenges Things that keep employees up at night are vast, and commonly included workforce issues (pay, retaining talent, filling open positions, being overworked), personal safety (guests and staff), community outreach to broaden the visitor base, accessibility (parking, seating, transportation, entry cost), the future (strategic plan) and financial stability (as major donors pass away, supporting a larger payroll). Despite these challenges, participants place substantial confidence (and responsibility) on Kristen to see it through in conjunction with the new Director of Development.

Below is a list of thoughts shared during the organizational challenges discussion:

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•S t. Pete demographics are wildly changing, give us a chance to deal with that. People who are moving into St Pete are all so different and allowing Kristen to work through this, she will find a solution

•G etting new supporters has been a challenge because the events and parties their involvement would normally give access to are not happening so all we can offer is another Zoom event

•W e need a way to attract deeper pockets to survive

•W hen Kristen isn’t allowed to do her job, when she’s shut down, when she’s bullied. We’ve cleared a lot of board members but negativity is hard to work under

•C an’t find people to work security

•D onors having a strong opinion about the diverse art

•T his institution doesn’t have a strategic plan, and this [focus group] should be a part of that so that this becomes part of our DNA

•S mall team but you step in to help if someone is out; can lead to employee burnout

•M odifying communication internally and externally

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Need for DEI This segment of the discussion brought extreme relief for some and extreme aggression for others. A common theme throughout the groups was community outreach. There were some assumptions revealed regarding affluence and education in the discussion of DEI—that if the organization focuses too heavily on community outreach that those reached will never have the financial standing to be able to support the MFA. Even in a discussion of board member diversity one member said they would have a hard time finding someone of color who could fulfill the financial responsibility. A similar tone arose from the topic of hiring with participants demanding that hiring focus on talent, not “quotas.” These comments indicate major rigid assumptions about diversity, challenges to inclusion and halts to potential equity.

Much like the shifts in artist representation, there have been board leadership shifts acknowledged as being positive for the organization. Depictions of a “rich, white and male” board painted a picture of an uphill battle to get to the point of even having focus groups like these take place. Participants talked of the bullying they have both experienced and observed by board members, and their feelings of not being welcome to speak up, saying it is “getting better” but not saying that it has stopped.

Most board participants celebrated this process while some refused to participate in the discussion; many had difficulty defining diversity, equity and inclusion. Staff and docents recognize and applaud greater diversity of experience, gender, race and age on today’s board and throughout the organization and art. Staff and docents have a good handle on the meaning of DEI and extend beyond race and gender to include ADA and economic challenges; just one single group, however, noted LGBTQ in the diversity discussion.

Below is a list of thoughts shared during the DEI discussion:

•R ange of viewpoints, experiences and opportunities to share them

•R ecognizing the barriers that individuals have financial, physical, etc. Knowing the issues to address them

•T aking the steps we need so that in the future we aren’t having these conversation

•D iversity, it means representing the entire spectrum of our society and it should inform our mission but ultimately, we need to look at our mission and if the mission doesn’t serve diversity, then diversity will only serve to ruin the mission

•C hallenge in deciding how to split focus between bringing people through the door and catering to their interests, and catering to the interests of those who provide financial support

•N othing happens without money. If we reach out to the community, we’ll have to stress the fundraising side

•P roud of the exhibitions that focused on women artists and people who have historically been marginalized. Outreach will help reflect that in the art and vice versa

•N eed to go back to groups haven’t talked to in a long time to promote the museum. Ask them what they are interested in and what would bring them in

•U sed to have a junior docent program for 6th graders but transportation was an issue, and they program ended, lack of funds. Built public speaking skills, confidence and art knowledge. Brought in parents and family members to see them “perform”

•W ould be nice to see more diversity within the staff and volunteer base so they look more like the community

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•W hen [former board members] got talking, I wasn’t going to add anything; they weren’t interested. That, thank goodness, has changed or I wouldn't stay. I feel more valued now

• [ Kristen] made all of these strides to be more inclusive and diverse and hire women of color

•B ullying of Kristen in board meetings has shifted a lot

• 1 0 years ago, we wouldn’t even be having this conversation

• I think the trustees care a lot about community and museums, but we all are in kindergarten if not nursery school in how to proceed and interact with people not like us in a meaningful positive way where trust is developed

•Y ou’re talking about the Afro American community

•W e brought in Kehinde Wiley, [the Black community] should want to come and see it

Reasons for Working at the Organization Employees have strong positive feelings about the organization and its impact. No one gave a response that indicated grudgingly maintaining their post, but they spoke fondly of the organization, its mission, its results and its leadership under Kristen.

Below is a list of reasons shared for working at the organization: • I get more than I put in

• Excited about the new direction Kristen is taking the museum

• Art education is heart and soul of community • Previous leadership moved us in the right direction and Kristen is an absolute superstar.

• I was surprised when I was approached (prior to Kristen) and I think they were trying to diversify, and my idea of the museum was that it was still a huffy old institution, but I wanted to help raise it up. It happened so much faster than I imagined thanks to Kristen

• Getting kids excited about art • Engaging with people and helping see themselves in the art • I came for the art, stayed for the people • I came for the people, stayed for the art • It’s a wonderful place to be

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ORGANIZATIONAL SURVEY

Introduction As part of its assessment process, Inclusivity conducted a survey to gauge the opinions of the employees and board members of the MFA. The following reports on the main findings of the survey. In addition to an analysis of all responses, we also analyzed the responses for different affinity groups, namely • Gender identity • Role in the organization (Board Member or Employee) The response rates for each of the groups are given in the following table:

It is noticeable that all employees completed at least part of the survey, as did most women. The response rate for board members was significantly lower at just under 48%. Given that all employees completed the survey, and almost all women, it is hard not to conclude that the survey was not completed by male board members.

The survey is divided into five sections, namely • Internal Culture • Leadership Commitment • Business Case for Diversity • Programs and Services • Personal Awareness We present the most striking observations along those lines. Respondents were also given the opportunity to submit written comments on each question, and we also highlight some of the most salient comments. The following sections highlight and expand upon the main themes observed.

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SUMMARY OF THE MAIN FINDINGS

Internal Culture The responses to the statements in the section on Internal Culture vary widely. Thus, most respondents agree or strongly agree that the MFA has a commitment to a diverse workforce (64%), promotes a set of values to enhance equity (63%), and values everyone’s input at all levels (60%). While there are no differences between the genders for the first two statements, 65% of women agree or strongly agree with the last statement, but only 50% of men.

However, there is less agreement about the extent to which the MFA has a diverse workforce at all levels, with only 35% of respondents agreeing or strongly agreeing, and 26% disagreeing or strongly disagreeing. A higher percentage of men agree than women. However, among women, 45% neither agree nor disagree. Among board members, 56% agree or strongly agree with 33% neither agreeing nor disagreeing, while the level of agreement or strong agreement among employees is only 30%, with 39% neither agreeing nor disagreeing. However, it should be noted that only 9 board members completed the survey.

There is also a relatively low level of agreement or strong agreement (47%) with the statement “MFA’s staff and leadership reflect the demographic of the people it serves”, although there are noticeable differences between the board members, 70% of whom agree or strongly agree, and employees, only 42% of whom agree. Among employees, men agree or strongly agree at a higher percentage that women (58% versus 44%). Some of the written comments suggest that it may indeed be the case that the MFA’s staff and leadership reflect the population that it serves but that MFA fails to attract a diverse set of patrons. In other words, just as the MFA staff and leadership are primarily female and non-Hispanic white, the museum visitors appear to be primarily female and nonHispanic white.

The level of agreement or strong agreement with the statement “The MFA attempts to reduce bias in the workplace (ex. Training team building)” is also relatively low at 45% (more so among men, only 36% of whom agree or strongly agree). Some of the written comments mention the COVID pandemic, and the subsequent need for remote work, have made it difficult to organize team building exercises.

Leadership Commitment The respondents seem to believe that the MFA leadership is committed to advancing equity in the organization, with 75% agreeing or strongly agreeing. However, while almost all men agree or strongly agreement (90%), the level of agreement or strong agreement is lower among women (67%), with 30% of women neither agreeing nor disagreeing. 89% of board members agree or strongly agree as opposed to 70% of employees.

Most of the respondents also believe that the MFA’s practices enable the success of all individuals, no matter what group they belong to, with 65% agreeing or strongly agreeing, although there is also a relatively high percentage of respondents who neither agree nor disagree (21%). Again, the percentage of women who agree or strongly agree is lower than the percentage of men (60% versus 73%), but the percentage of women who neither agree nor disagree is significantly higher (23% versus 18%). There are no noticeable differences between the board members and the employees.

Finally, 44% of respondents disagree or strongly disagrees that some of MFA’s rules and policies are based on assumptions that can lead to bias. In this case, a higher percentage of men neither agree nor disagree (45% versus 33%). Again, there are no noticeable differences between the board members and the employees.

Business Case for Diversity Most respondents also see the business case for diversity. For example, 90% agree or strongly agree that diversity is vital to MFA’s success, and 78% agree or strongly agree that the MFA’s culture support and encourages change.

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SUMMARY OF THE MAIN FINDINGS

There are no noticeable gender differences, or differences between board members and employees.

However, there is a lower level of agreement or strong agreement that the MFA attempts to reduce bias about the community it serves, at 60%, with 27% of respondents indicating that they neither agree nor disagree. The level of agreement or strong agreement is higher among men than women (80% versus 55%), and while no men indicate that they neither agree not disagree (31%) of women do. A higher percentage of board members agree or strongly agree with the statement than employees (88% versus 51%).

Finally, only 54% agree or strongly agree that the MFA is committed to retaining and developing its employees, with 21% disagreeing or strongly disagreeing. There are significant gender differences. No men disagree or strongly disagree with the statement but 27% of women do.

Programs and Services There was less uniformity in the responses to the questions related to programs and services. The levels of agreement or strong agreement with statement related to how well the MFA understands it partner communities, removes barriers to access, promotes intercultural rigor, and connects with the diversity of its audience range from 42% to 60%. The level of agreement or strong agreement is higher among men than women. In most cases, there is again a large percentage of respondents who indicate that they neither agree or disagree or that they do not know, ranging from 32% to 45%, and again the percentage of respondents who select this open is much higher among women than among men. It also noticeable that about a third of board members indicate that they do not know.

However, there is uniformity in the responses to the question whether the MFA makes its material available in multiple languages, with 70% disagreeing or strongly disagreeing. There is no noticeable difference between the genders. Two third of board members indicate that they do not know, while only 10% of employees do.

Personal Awareness The picture that emerges from the section of the survey on personal awareness is one of organization whose members are strongly committed to DEI at a personal level. For example, 85% of respondents agree or strongly agree that it is important for them to work for an organization that emphasizes getting to know people from different backgrounds, all (100%) disagree or strongly disagree that it is difficult for them to feel close to a person from another culture, and 93% disagree or strongly disagree that getting to know someone from another race is generally an uncomfortable experience.

There are no noticeable differences between the genders, except the statement “People in poverty are often there because of their own doing”. 85% of women disagree or strongly disagree with this statement but only 55% of men.

There are no noticeable differences in the response patterns between board members and employees.

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All Respondents DETAILED RESPONSES ALL RESPONDENTS Internal Culture DETAILED RESPONSES

ALL RESPONDENTS Internal CultureRESPONSES DETAILED Internal Culture ALL RESPONDENTS MFA’s Staff and Leadership reflect the demographic of the people it serves. (n=46) ALL RESPONDENTS

MFA’s Staff and Leadership reflect the demographic of the people it serves. (n=46) Internal Culture Strongly Agree 3 6.52% InternalAgree Culture Strongly 3 6.52% MFA’s Staff and Leadership reflect the demographic of the people it serves. (n=46) Agree 19 reflect 41.30% Agree 19 41.30% MFA’s Agree Staff and Leadership the demographic of the people it serves. (n=46) Strongly 3 6.52% Strongly Agree 6.52% Neither Agree nor 12 Neither Agree nor 12 3 26.09% 26.09% Agree 19 41.30% Disagree Disagree Agree 19 41.30% Neither Agree nor 12 26.09% Disagree 9912 19.57% Neither Agree nor 26.09% Disagree 19.57% Disagree Strongly Disagree 1 2.17% Disagree Disagree 9 19.57% Strongly Disagree 1 2.17% Disagree 19.57% Don't Know 2 9 4.35% Strongly Disagree 1 2.17% Don't Know 2 4.35% Strongly Disagree 1 2.17% Don't Know 2 4.35% Don't Know 2 4.35% MFA’s employees represent a diverse workforce at all levels. (n=45) MFA’s employees represent a diverse workforce at all levels. (n=45) Strongly Agree 8.89% Strongly Agree represent4a4 diverse 8.89% MFA’s employees workforce at all levels. (n=45) MFA’s employees represent a diverse Agree 12 26.67% Strongly 4 8.89% workforce at all levels. (n=45) Agree Agree 12 26.67% Strongly Agree 8.89% Neither Agree nor 17 4 26.67% 37.78% Agree 12 Neither Agree nor 17 37.78% Disagree Agree 12 26.67% Disagree Neither Agree nor 17 37.78% Disagree Neither Agree nor 11 17 24.44% 37.78% Disagree Disagree 11 24.44% Disagree Strongly Disagree 1 2.22% Disagree 11 24.44% Strongly Disagree 2.22% Disagree 24.44% Don't Know 0111 2.22% 0.00% Strongly Disagree 1 Strongly Disagree 1 2.22% Don't Know 0 0.00% Don't Know 0 0.00% Don't Know 0 0.00% The MFA has an established commitment to a diverse workforce. (n=45) The MFA Agree has an established to a diverse workforce. (n=45) Strongly 8 commitment 17.78 The MFA has an established commitment to a diverse workforce. (n=45) % The MFA has an established commitment to a diverse workforce. (n=45) Strongly Agree Strongly Agree 8 8 17.78% 17.78 Agree 2 46.67 Strongly Agree 8 17.78 % Agree 121 46.67% % Agree 2 46.67 % Neither Agree nor 1 24.44 Agree 2 46.67 Neither Agree nor 111 24.44% % Disagree 1 1 % Disagree Neither Agree nor 1 24.44 % Disagree 4 1 8.89% Neither Agree nor 24.44 Disagree 14 % Disagree 8.89% Strongly Disagree 0 1 0.00% % Disagree Disagree 4 8.89% Strongly Disagree 0.00% Disagree 8.89% Don't Know 1 0 4 2.22% Strongly Disagree 0 0.00% Strongly 0.00% Don't KnowDisagree 1 0 2.22% Don't Know 1 2.22% Don't Know 1 2.22%

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The MFA values everyone’s input at all levels. (n=45) The MFAAgree values everyone’s at all levels. (n=45) Strongly 10 input 22.22% The MFA values at all levels. (n=45) Strongly Agree everyone’s 10 input 22.22% Agree 17 37.78% The MFA values at all levels. (n=45) Strongly Agree everyone’s 10 input 22.22% Agree 17 37.78% Strongly Agree 10 22.22% Neither 77 15.56% Agree 17 37.78% NeitherAgree Agreenor nor 15.56% Agree 17 37.78% Disagree Neither Agree nor 7 15.56% Disagree Neither Agree nor 7 15.56% Disagree Disagree 6 13.33% Disagree 6 13.33% Disagree Disagree 6 13.33% StronglyDisagree Disagree 8.89% Strongly 44 8.89% Disagree 6 13.33% Strongly Disagree 4 8.89% Don't Know 1 2.22% Strongly Disagree 4 8.89% Don't Know 1 2.22% Don't Know 1 2.22% Don't Know 1 2.22% The MFA promotes a core set of values The MFA promotes a core set of valuestotoenhance enhanceequity. equity.(n=45) (n=45) The MFA promotes a core set of values to enhance equity. (n=45) StronglyAgree Agree 10 22.22% Strongly 10 22.22% The MFA promotes a core set of22.22% values to enhance equity. (n=45) Strongly 10 Agree Agree 23 51.11% Agree 23 51.11% Strongly Agree 10 22.22% Agree 23 51.11% Neither Agree nor 7 15.56% Agree 23 51.11% Neither Agree nor 7 15.56% Neither Agree nor 7 15.56% Disagree Disagree Neither Agree nor 7 15.56% Disagree 5 11.11% Disagree Disagree 5 11.11% Disagree 50 11.11% Strongly Disagree 0.00% Disagree 5 11.11% Strongly Disagree 0 0.00% Strongly Disagree 00 0.00% Don't Know 0.00% Strongly Disagree 0 0.00% Don't Know 0 0.00% Don't 00 0.00% Don'tKnow Know 0.00%

The MFA atempts to reduce bias in the workplace (ex. Training team building). (n=44) The MFA to reduce bias ininthe The MFAa\empts atempts theworkplace workplace(ex. (ex.Training Trainingteam teambuilding). building).(n=44) (n=44) Strongly Agree to reduce 10 bias 22.73% The MFA atempts to reduce bias in the workplace (ex.

Training team building). (n=44) StronglyAgree Agree 10 22.73% Strongly 10 22.73% Agree 10 22.73% Strongly Agree 10 22.73% Agree 10 22.73% Agree 10 22.73% Neither Agree nor 17 38.64% Agree 10 22.73% Neither Agree nor 17 38.64% Disagree Neither Agree nor 17 38.64% Neither Agree nor 17 38.64% Disagree 4 9.09% Disagree Disagree Disagree 4 9.09% Strongly Disagree 0 0.00% Disagree 9.09% Disagree 44 9.09% Strongly Disagree 0 0.00% Don't Know 3 6.82% Strongly Disagree 0 0.00% Strongly Disagree 03 0.00% Don't Know 6.82% Don't Know 3 6.82% Don't Know 3 6.82%

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Leadership Commitment Leadership Commitment

CONFIDENTIAL CONFIDENTIAL

CONFIDENTIAL Leadership Commitment CONFIDENTIAL The MFA's leadership is commi\ed to advancing equity principles in the organiza7on. (n=43) Leadership Commitment Strongly Agree 27.91% The MFA's leadership is12 commited to advancing equity principles in the organiza�on. (n=43) Leadership Commitment 12 Strongly Agree 27.91% Agree 46.51% The MFA's leadership is20 commited to advancing equity principles in the organiza�on. (n=43) Agree 20 46.51% Strongly Agree 12 27.91% The MFA's leadership is commited to advancing equity principles in the organiza�on. (n=43) Neither Agree nor 9 20.93% Neither 9 20.93% Agree Agree 20 46.51% Strongly Agreenor 12 27.91% Disagree Disagree Neither 9 20.93% Agree Agree nor 46.51% Disagree 2202 4.65% Disagree 4.65% Disagree Neither Agree nor 9 20.93% Strongly Disagree 0 0.00% Strongly Disagree 02 0.00% Disagree 4.65% Disagree Don't Know 0 0.00% Strongly Disagree 0 0.00% Disagree 2 4.65% Don't Know 0 0.00% Don't Know Strongly Disagree 0 0.00% Don't Know 0 the 0.00% TheThe MFA's prac7ces enable the success and groups, MFA's prac�ces enable success andpromo7on promo�onofofindividuals individuals from from all all racial/ethnic racial/ethnic groups, socio-economic backgrounds, and genders. socio-economic backgrounds, and genders.(n=43) (n=43) The MFA's prac�ces enable the success and promo�on of individuals from all racial/ethnic groups, Strongly Agree 23.26% Strongly Agree 1010 23.26% socio-economic backgrounds, genders.

The MFA's prac�ces enable theand success and (n=43) promo�on of individuals from all racial/ethnic groups, Agree 18 41.86% Strongly Agree backgrounds, 23.26% socio-economic genders. (n=43) Agree 1810 and 41.86% Neither 9 20.93% Agree Agree 18 41.86% Strongly Agreenor 10 23.26% Neither Agree nor 9 20.93% Disagree Neither Agree nor 9 20.93% Agree 18 41.86% Disagree Disagree 3 6.98% DisagreeAgree nor Neither 9 20.93% Strongly Disagree 0 0.00% Disagree 3 6.98% Disagree 3 6.98% Disagree Don't Know 3 6.98% Strongly Disagree 0.00% Disagree 6.98% Strongly Disagree 0 30 0.00% Don't Know 3 6.98% Strongly Disagree 0 0.00% Don't Know 3 6.98% Don't Know 3 6.98% Some of the MFA's Rules and Policies are based on assump�ons that can lead to bias. (n=43) Strongly Agree Rules and3Policies 6.98% based on assump7ons that can lead to bias. (n=43) Some of the MFA's Some of the MFA's Rules and Policiesare are based on assump�ons that can lead to bias. (n=43) Agree 3 6.98% Strongly Agree 3 Policies 6.98% Some of the MFA's Rules3and are based on assump�ons that can lead to bias. (n=43) Strongly Agree 6.98% Neither 12 27.91% Agree Agree Strongly Agreenor 3 6.98% Agree 3 6.98% Disagree Neither Agree nor 12 27.91% Agree 3 6.98% Disagree 32.56% Neither Agree nornor 1214 Disagree Neither Agree 12 27.91% 27.91% Strongly 5 11.63% Disagree Disagree Disagree 14 32.56% Disagree Don't Know 6 13.95% Strongly Disagree 11.63% Disagree 32.56% Disagree 14145 32.56% Don't Know 6 13.95% Strongly Disagree 5 11.63% Strongly Disagree 5 11.63% Don't Know 6 13.95% Don't Know 6 13.95% Business Case for Diversity The MFA atempts to reduce bias about the community it serves. (n=41) Business Case for Diversity Strongly Agree 6 14.63% The MFA atempts to reduce bias about the community it serves. (n=41) Business Case Diversity Business Case forfor Diversity Agree 18 43.90% Strongly Agree to to 6bias 14.63% MFA atempts reduce bias aboutthe thecommunity communityititserves. serves.(n=41) (n=41) TheThe MFA a\empts reduce about Neither Agree nor 11 26.83% Agree 18 43.90% Strongly Agree 6 14.63% Strongly Agree 6 14.63% Disagree Neither Agree nor 11 26.83% Agree 18 43.90% Disagree 3 7.32% Agree 1811 43.90% Disagree Neither Agree nor 26.83% Strongly Disagree 0 0.00% Disagree 7.32% Disagree Neither Agree nor 11 3 26.83% Don't Know 3 7.32% Strongly Disagree 0 0.00% Disagree 3 7.32% Disagree Don't Know 3 7.32% Strongly Disagree 0.00% Disagree 30 7.32% Don't Know 3 7.32% 6/13/2021 6/13/2021 6/13/2021

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Know 6.98% SomeDon't of the MFA's Rules and3Policies are based on assump7ons that can lead to bias. (n=43)

Strongly Agree

3

6.98%

Some of the MFA's Rules3and Policies Agree 6.98%are based on assump�ons that can lead to bias. (n=43) CONFIDENTIAL Strongly Agree 3 6.98% Neither Agree nor 12 27.91% Agree 3 6.98% Disagree Diversity is vitalnor to the MFA’s Neither Agree 12 success.

27.91%(n=42) Disagree 1426 32.56% Strongly Agree 61.90% Disagree Disagree 14 32.56% Agree 12 28.57% Strongly Disagree 5 11.63% Strongly 11.63% Neither Disagree Agree nor 45 9.52% Don't Know 6 13.95% Disagree BUSINESS CASE FOR DIVERSITY Don't Know 6 13.95% Disagree 0 0.00% Strongly Disagree 0 0.00% Business Case for Diversity Don't Know 0 0.00%the community it serves. (n=41) TheBusiness MFA a\empts reduce bias about Case fortoDiversity The MFA atempts to reduce about the community it serves. (n=41) Strongly Agree 6 bias 14.63% Strongly Agree 6 and14.63% The MFA's culture supports encourages change. (n=41) Agree 18 43.90% Agree 18 43.90% Strongly Agree 11 26.83% Neither Agree nornor 1121 Neither Agree 11 26.83% 26.83% Agree 51.22% CONFIDENTIAL Disagree Disagree Neither Agree nor 6 14.63% Disagree 7.32% Disagree 33 7.32% Disagree Strongly Disagree 0 0.00% Disagree 2 4.88% Strongly Disagree 0 0.00% Don't Know 7.32% Strongly Disagree 13 2.44% Don't Know 3 7.32% Don't Know 0 0.00% 6/13/2021 38

DETAILED RESPONSES

Diversity is vital to the MFA’s success. (n=42) The MFA is commited26to retaining Strongly Agree 61.90%and developing its employees. (n=42) 6/13/2021 Strongly Agree 9 21.43% Diversity is vital to the12 MFA’s28.57% success. (n=42) Agree Agree 18 42.86% Strongly Agree 26 61.90% Neither Agree nor 4 9.52% Diversity is vital to the MFA’s success.

Neither Agree nor 4 9.52%(n=42) Agree 12 28.57% Disagree Strongly 26 61.90% Disagree Agree Neither Agree nor 4 9.52% Agree 28.57% Disagree 16.67% Disagree 0127 0.00% Disagree Neither Agree nor 4 9.52% Strongly Disagree 2 4.76% Disagree 0.00% Strongly Disagree 0 0 0.00% Disagree Don't Know 2 4.76% Strongly Disagree 0 0.00% 0.00% Don'tDisagree Know 0 0 0.00% Don't Know 0 0.00% Strongly Disagree 0 0.00% Don't culture Know supports and 0 encourages 0.00% change. (n=41) The MFA's

CONFIDENTIAL CONFIDENTIAL 38

The MFA's and encourages change. (n=41) Strongly Agreeculture supports 11 26.83% Strongly Agree 11 26.83% Agree 21 51.22% The MFA's culture supports and encourages change. (n=41) Agree 21 51.22% Strongly Agree 11 26.83% Neither Agree nor nor 6 6 14.63% Neither Agree 14.63% Agree 21 51.22% Disagree Disagree Neither Agree nor 6 14.63% Disagree 4.88% Disagree 2 2 4.88% Disagree Strongly Disagree 1 2.44% Disagree 4.88% Strongly Disagree 1 2 2.44% Don't Know 0 0.00% 2.44% Don'tStrongly Know Disagree 0 1 0.00% Don't Know 0 0.00% is commited to retaining developing employees.(n=42) (n=42) The The MFAMFA is commi\ed to retaining andand developing itsits employees.

Strongly Agree 9 21.43% Strongly Agree 21.43%and developing its employees. (n=42) The MFA is commited 9to retaining Agree 18 42.86% Strongly Agree 9 21.43% Agree 18 42.86% Neither Agree nor 4 9.52% Agree 18 42.86% Disagree Neither Agree nor 4 9.52% Neither Agree nor 4 9.52% 6/13/2021 Disagree 7 16.67% Disagree Disagree Strongly Disagree 4.76% Disagree 7 27 16.67% Disagree 16.67% Don't Know 2 4.76% Strongly Disagree 4.76% Strongly Disagree 2 2 4.76% Don't Know 2 4.76% Don't Know 2 4.76%

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DETAILED RESPONSES CONFIDENTIAL

Programs and Services Programs and Services MFA staff understands its partner communi�es, in a non-sta�c manner, including their culture, values, norms, history, customs, and par�cularly the types of discrimina�on, marginaliza�on, and exclusion they face in this country. This knowledge is applied in a responsive, non-limi�ng and non-stereotyping manner. (n=40) Strongly Agree 6 15.00% Agree 14 35.00% Neither Agree nor 6 15.00% Disagree Disagree 4 10.00% Strongly Disagree 2 5.00% Don't Know 8 20.00% Informa�on and materials for the community are available in mul�ple languages. (n=40) Strongly Agree 0 0.00% Agree 1 2.50% Neither Agree nor 2 5.00% Disagree Disagree 10 25.00% Strongly Disagree 18 45.00% Don't Know 9 22.50% The MFA analyzes and remedies barriers to access to full engagement based on race, gender, sexual orienta�on, gender iden�ty, and disability. (n=39) Strongly Agree 5 12.82% Agree 15 38.46% Neither Agree nor 9 23.08% Disagree Disagree 5 12.82% Strongly Disagree 2 5.13% Don't Know 3 7.69%

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DETAILED RESPONSES

CONFIDENTIAL CONFIDENTIAL CONFIDENTIAL The MFA's collec7ons policies and archives demonstrate and consistently improve intercultural rigor, connec7on, and impactpolicies based and on race, gender, sexual orienta7on, genderimprove iden7ty,intercultural and disability.

The MFA's collec�ons archives demonstrate and consistently rigor, (n=39) The MFA's collec�ons policies archives demonstrate and consistently rigor, connec�on, and impact based and on race, gender, sexual orienta�on, genderimprove iden�ty, intercultural and disability. connec�on, and impact based on race, gender, sexual orienta�on, gender iden�ty, and disability. (n=39) Strongly Agree 6 15.38% (n=39) Strongly Agree 6 15.38% Agree 18 46.15% Strongly 6 15.38% Agree Agree 18 46.15% Neither Agree nor 12 30.77% Agree 18 46.15% Neither Agree nor 12 30.77% Disagree Neither 12 30.77% DisagreeAgree nor Disagree Disagree 5.13% 22 Disagree 2 5.13% Strongly Disagree 0 0.00% Strongly Disagree 0 0.00% Strongly Disagree 0 0.00% Don't Know 1 2.56% Don't 2.56% Don'tKnow Know 11 2.56%

The and assesses assesses impact impact TheMFA’s MFA’sinterpre7ve interpre�veprocesses processesfully fully connect connect with with the the diversity diversity of of its its audiences audiences and based on race, gender, sexual orienta7on, gender iden7ty and disability. (n=38) The MFA’s interpre�ve processes fully connect with the diversity of its audiences based on race, gender, sexual orienta�on, gender iden�ty and disability. (n=38) and assesses impact based on Agree race, Strongly Agreegender, sexual 55 orienta�on, Strongly 13.16% gender iden�ty and disability. (n=38) Strongly 5 13.16% Agree Agree 11 28.95% Agree 11 28.95% Agree 11 28.95% Neither Agree nor 12 31.58% Neither Agree nor 12 31.58% Neither 12 31.58% DisagreeAgree nor Disagree Disagree 3 7.89% Disagree 3 7.89% Disagree Strongly Disagree 23 5.26% Strongly Disagree 2 5.26% Don't Know 5 13.16% Strongly Disagree 2 5.26% Don't Know 5 13.16% Don't Know 5 13.16%

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DETAILED RESPONSES

Personal Awareness

CONFIDENTIAL

CONFIDENTIAL CONFIDENTIAL Personal Awareness It is important to me to work for an organiza7on that emphasizes gevng to know peopleCONFIDENTIAL from different Personal Awareness backgrounds. (n=41) It is important to me to work for an organiza�on that emphasizes ge�ng to know people from different Personal Awareness Strongly Agree 23 for 56.10% backgrounds. (n=41) Personal Awareness It is important to me to work an organiza�on that emphasizes ge�ng to know people from different Strongly Agree 23 56.10% It is important to me to work for an organiza�on that emphasizes ge�ng to know people from different backgrounds. (n=41) Agree 12 29.27% backgrounds. (n=41) 23 Strongly 56.10% Agree Agree 12 29.27% Neither Agree 5 12.20% Strongly Agreenor 23 56.10% Agree 12 29.27% Neither Agree nor 5 12.20% Disagree Agree 12 29.27% DisagreeAgree nor Neither 5 12.20% Disagree 0.00% 0.00% Neither 50 12.20% DisagreeAgree nor Disagree 00 0.00% StronglyDisagree Disagree Strongly 0.00% Disagree 0 0.00% Strongly Disagree 0 0.00% Don't Know 1 2.44% Don't Know 1 2.44% Strongly Disagree 0 0.00% Don't Know 1 2.44% Don't Know 1 2.44% I Ican and different different from from me. me. canbest bestunderstand understandsomeone someoneaier a�er II understand understand how how they they are are both both similar similar to to and (n=41) I(n=41) can best understand someone a�er I understand how they are both similar to and different from me.

Strongly Agree 16 39.02% I(n=41) can bestAgree understand someone a�er I understand how they are both similar to and different from me.

Strongly 39.02% (n=41) Strongly Agree 16 39.02% Agree Agree 16 39.02% Strongly Agreenor 16 39.02% Agree 16 39.02% Neither Agree 7 17.07% Neither Agree nor 7 17.07% Agree 16 39.02% Disagree Neither Agree nor 7 17.07% Disagree 1 2.44% Neither 7 17.07% DisagreeAgree nor Disagree 2.44% Disagree 1 2.44% Strongly Disagree Disagree 1 2.44% Strongly Disagree 1 2.44% Don't Know 01 0.00% Strongly Disagree 2.44% Strongly Disagree 1 2.44% Don't Know 0 0.00% Don't Know 0 0.00% Don't Know 0 0.00% Knowing how a person is different than me greatly enhances my ability to communicate with work Knowing how aaperson with work work colleagues. (n=41) Knowing how personisisdifferent differentthan than me me greatly greatly enhances enhances my my ability ability to to communicate communicate with colleagues. (n=41) Stronglyhow Agree 29.27% Knowing a person is12different than me greatly enhances my ability to communicate with work colleagues. (n=41) colleagues. (n=41) Strongly Agree 12 29.27% Agree Agree 14 34.15% Strongly 29.27% Strongly Agreenor 12 29.27% Agree 14 34.15% Neither Agree 9 21.95% Agree 14 34.15% Agree 14 34.15% DisagreeAgree nor Neither 9 21.95% Neither Agree 21.95% 19 2.44% Neither Agreenor nor 9 21.95% Disagree Disagree Disagree 1 2.44% Strongly Disagree 2 4.88% Disagree 1 2.44% Disagree 2.44% Strongly Disagree 2 4.88% Don't Know 3 7.32% Strongly Disagree 2 4.88% Don't Know 3 7.32% Strongly Disagree 2 4.88% Don't Know 3 7.32% Don't Know 3 7.32%

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DETAILED RESPONSES

CONFIDENTIAL CONFIDENTIAL CONFIDENTIAL CONFIDENTIAL

It is really hard for me to feel close to a person from another culture. (n=41)

Strongly 0.00% It is reallyAgree hard for me to 0feel close to a person from another culture. (n=41) CONFIDENTIAL Strongly Agree 0 0.00% It is really hard for me to feel close to a person from another culture. (n=41) Agree 0 0.00% It Strongly is really hard to a person from another culture. (n=41) Agreefor me to feel 0 close 0.00% Agree Neither Agree nor 0 0.00% Agree 0 0.00% Agree 0 0.00% ItStrongly is really hard for me to feel close to a person from another culture. (n=41) Neither Agree nor Disagree Agree 0 0.00% Strongly Agree 0 0.00% Disagree Neither Agree nor 0 0.00% Disagree 11 26.83% Neither 0 0.00% 11 26.83% DisagreeAgree nor Agree 0 0.00% Disagree Disagree 11 26.83% StronglyDisagree Disagree 30 73.17% Strongly 73.17% Neither Agree nor 0 0.00% Disagree 11 26.83% Strongly Disagree 30 73.17% Disagree Don't Know 0 0.00% Don't Know 0 0.00% Strongly Disagree 300 73.17% Disagree 11 26.83% Don't Know 0.00% Don't Know 0 0.00% Strongly Disagree 30 73.17% InIngevng totoknow I like knowing ge�ng knowsomeone, someone, knowingboth bothhow howthey they differ differ from from me me and and are are similar similar to to me. me. (n=40) (n=40) Don't Know 0 I like 0.00% Strongly 13 I like 32.50% Agree 32.50% InStrongly ge�ngAgree to know someone, knowing both how they differ from me and are similar to me. (n=40) InStrongly ge�ng to know someone, knowing both how they differ from me and are similar to me. (n=40) Agree 13 32.50% Agree 14 I like 35.00% Agree 14 35.00% Strongly Agree 13 32.50% 14 35.00% InAgree ge�ng Agree to know knowing both how they differ from me and are similar to me. (n=40) Neither norsomeone, 10 I like 25.00% Neither Agree nor 10 25.00% Agree 14 35.00% Strongly Agree nor 13 32.50% DisagreeAgree Neither 10 25.00% Disagree Neither 100 25.00% 0.00% DisagreeAgree nor Agree 14 35.00% Disagree Disagree 0.00% Disagree 0.00% StronglyAgree Disagree 2.50% Neither nor 1001 25.00% Disagree 01 0.00% Strongly Disagree 2.50% Disagree Don't Know 2 5.00% Strongly Disagree 2.50% Strongly Disagree 12 2.50% Disagree 0 0.00% Don't Know 5.00% Don't Know 2 5.00% Don't Know 2 5.00% Strongly Disagree 1 2.50% Ge�ng to know someone2 from another race is generally an uncomfortable experience for me. (n=40) Don't to Know 5.00% race Gevng Strongly Agree 2.44% raceisisgenerally Ge�ng toknow knowsomeone someone1from fromanother another generally an an uncomfortable uncomfortable experience experience for for me. me. (n=40) (n=40) Ge�ng to know someone from another race is generally an uncomfortable experience for me. (n=40) Strongly Agree 1 2.44% Strongly 2.44% Agree Agree 0 0.00% Strongly Agree 2.44% Agree 0.00% Ge�ng toAgree know nor someone100 Neither 2from another 4.88% race is generally an uncomfortable experience for me. (n=40) Agree 0.00% Agree 0 0.00% Strongly Agree nor 12 2.44% DisagreeAgree Neither 4.88% Neither Agree 2 4.88% Neither Agreenor nor 2 4.88% 12 29.27% Disagree Agree 0 0.00% Disagree Disagree Disagree 12 29.27% StronglyAgree Disagree 26 63.41% Neither nor 2 4.88% Disagree 12 29.27% Disagree 29.27% Strongly Disagree 26 63.41% Disagree Don't Know 0 0.00% Strongly Disagree 26 63.41% Disagree 12 29.27% Don't Know 0 0.00% Strongly Disagree 26 63.41% Don't Know 0 0.00% Strongly Disagree 26 63.41% Don't Know 0 0.00% I Don't ac�vely seek out experiences that could expose me to people who have a different cultural, racial, or Know 0 0.00% background from me. (n=40) Iethnic ac�vely seek out experiences that could expose me to people who have a different cultural, racial, or I Iethnic ac7vely seek out that could racial, or or ac�vely seek outexperiences experiences that could expose expose me me to to people who have a different cultural, racial, Strongly Agree 30.00% background from12 me. (n=40) ethnic background from background fromme. me.(n=40) (n=40) Strongly Agree 12 30.00% Agree 13 32.50% Iethnic ac�vely seek out experiences that could expose me to people who have a different cultural, racial, or Strongly Agree norfrom12 30.00% Agree 13 32.50% ethnic background me. (n=40) Strongly Agree 12 30.00% Neither Agree 11 27.50% Agree 13 32.50% Strongly Agree nor 12 30.00% Disagree Neither Agree 11 27.50% Agree 13 32.50% Neither 114 27.50% 10.00% DisagreeAgree nor Agree 13 32.50% Neither Agree nor 114 27.50% Disagree Disagree 10.00% Strongly Disagree 0 0.00% Neither Agree nor 11 27.50% Disagree Disagree 4 10.00% Strongly Disagree 0 0.00% Disagree Don't Know Strongly Disagree 0 0.00% Disagree 10.00% Disagree 4 10.00% Don't Know 0 0.00% Don't Know 0 0.00% Strongly Disagree 00 0.00% Strongly Disagree 0.00% Don't Know 0 0.00% Don't Know 0 0.00%

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41

DETAILED RESPONSES CONFIDENTIAL My biases and prejudices affect how I interact with people from different racial and ethnic backgrounds. (n=40) Strongly Agree 2 5.00% Agree 4 10.00% Neither Agree nor 8 20.00% Disagree Disagree 14 35.00% Strongly Disagree 10 25.00% Don't Know 2 5.00% I enjoy working with communi6es whose cultures are different from my own. (n=40) Strongly Agree 16 40.00% Agree 17 42.50% Neither Agree nor 6 15.00% Disagree Disagree 1 2.50% Strongly Disagree 0 0.00% Don't Know 0 0.00% My social iden66es (race, ethnicity, faith, age, gender, socioeconomic class, physical/mental abili6es, sexual orienta6on) influence the way I interact with my community. (n=40) Strongly Agree 6 15.00% Agree 22 55.00% Neither Agree nor 6 15.00% Disagree Disagree 3 7.50% Strongly Disagree 3 7.50% Don't Know 0 0.00% It is important for me to show pa6ence for people that do not speak English fluently. (n=40) Strongly Agree 29 72.50% Agree 10 25.00% Neither Agree nor 1 2.50% Disagree Disagree 0 0.00% Strongly Disagree 0 0.00% Don't Know 0 0.00%

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DETAILED RESPONSES CONFIDENTIAL People in poverty are ogen there because of their own doing. (n=40) Strongly Agree 2 5.00% Agree 0 0.00% Neither Agree nor 5 12.50% Disagree Disagree 10 25.00% Strongly Disagree 21 52.50% Don't Know 2 5.00% I feel that I am aware of my own biases. (n=40) Strongly Agree 3 7.50% Agree 19 47.50% Neither Agree nor 15 37.50% Disagree Disagree 1 2.50% Strongly Disagree 1 2.50% Don't Know 1 2.50%

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DETAILED RESPONSES

CONFIDENTIAL

RESPONSES BY GENDER

Responses by Gender InternalInternal Culture Culture

MFA’s Staff and Leadership reflect the demographic of the people it serves.

Women (n=32) Strongly Agree 1 3.13% Agree 13 40.63% Neither Agree nor 9 28.13% Disagree Disagree 8 25.00% Strongly Disagree 0 0.00% Don't Know 1 3.13% Men (n=12) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

1 6 3

8.33% 50.00% 25.00%

0 1 1

0.00% 8.33% 8.33%

MFA’s employees represent a diverse workforce at all levels.

Women (n=31) Strongly Agree 2 6.45% Agree 7 22.58% Neither Agree nor 14 45.16% Disagree Disagree 7 22.58% Strongly Disagree 1 3.23% Don't Know 0 0.00% Men (n=12) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

2 5 2

16.67% 41.67% 16.67%

3 0 0

25.00% 0.00% 0.00%

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DETAILED RESPONSES

CONFIDENTIAL The MFA has an established commitment to a diverse workforce.

Women (n=31) Strongly Agree 6 19.35% Agree 14 45.16% Neither Agree nor 8 25.81% Disagree Disagree 3 9.68% Strongly Disagree 0 0.00% Don't Know 0 0.00% Men (n=12) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

2 6 2

16.67% 50.00% 16.67%

1 0 1

8.33% 0.00% 8.33%

The MFA values everyone’s input at all levels.

Women (n=31) Strongly Agree 7 22.58% Agree 13 41.94% Neither Agree nor 3 9.68% Disagree Disagree 4 12.90% Strongly Disagree 3 9.68% Don't Know 1 3.23% Men (n=12) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

3 3 4

25.00% 25.00% 33.33%

1 1 0

8.33% 8.33% 0.00%

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DETAILED RESPONSES

CONFIDENTIAL The MFA promotes a core set of values to enhance equity.

Women (n=31) Strongly Agree 7 22.58 % Agree 16 51.61 % Neither Agree nor 5 16.13 Disagree % Disagree 3 9.68% Strongly Disagree 0 0.00% Don't Know 0 0.00% Men (n=12) Strongly Agree 3 25.00% Agree 6 50.00% Neither Agree nor 2 16.67% Disagree Disagree 1 8.33% Strongly Disagree 0 0.00% Don't Know 0 0.00% The MFA aYempts to reduce bias in the workplace (ex. Training team building).

Women (n=31) Strongly Agree 7 22.58% Agree 8 25.81% Neither Agree nor 1 35.48% Disagree 1 Disagree 3 9.68% Strongly Disagree 0 0.00% Don't Know 2 6.45% Men (n=11) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

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3 1 5 1 0 1

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27.27 % 9.09% 45.45 % 9.09% 0.00% 9.09%

DETAILED RESPONSES CONFIDENTIAL

Leadership Commitment Leadership Commitment The MFA's leadership is commiYed to advancing equity principles in the organiza6on.

Women (n=30) Strongly Agree 8 26.67% Agree 1 40.00% 2 Neither Agree nor 9 30.00% Disagree Disagree 1 3.33% Strongly Disagree 0 0.00% Don't Know 0 0.00% Men (n=11) Strongly Agree 4 36.36% Agree 6 54.55% Neither Agree nor 0 0.00% Disagree Disagree 1 9.09% Strongly Disagree 0 0.00% Don't Know 0 0.00% The MFA's prac6ces enable the success and promo6on of individuals from all racial/ethnic groups, socio-economic backgrounds, and genders.

Women (n=30) Strongly Agree 7 23.33% Agree 1 36.67% 1 Neither Agree nor 7 23.33% Disagree Disagree 2 6.67% Strongly Disagree 0 0.00% Don't Know 3 10.00% Men (n=11) Strongly Agree 3 27.27% Agree 5 45.45% Neither Agree nor 2 18.18% Disagree CONFIDENTIAL Disagree 1 9.09% Strongly Disagree 0 0.00% Don't Know 0 0.00% Don't Know 0 0.00%

Some of the MFA's Rules and Policies are based on assump7ons that can lead to bias.

Women (n=30) Strongly Agree Agree 6/13/2021 Neither Agree nor

2

6.67%

3

10.00%

6

20.00%

C U LT U R A L C O M P E T E N C E A S S E S S M E N T

49

47

DETAILED RESPONSES

CONFIDENTIAL Some of the MFA's Rules and Policies are based on assump6ons that can lead to bias.

Women (n=30) Strongly Agree 2 6.67% Agree 3 10.00% Neither Agree nor 6 20.00% Disagree Disagree 10 33.33% Strongly Disagree 4 13.33% Don't Know 5 16.67% Men (n=11) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

48

M U S E U M O F F I N E A R T S S T. P E T E R S B U R G

1 0 5

9.09% 0.00% 45.45%

3 1 1

27.27% 9.09% 9.09%

DETAILED RESPONSES CONFIDENTIAL

Business Case for Diversity Business Case for Diversity The MFA aYempts to reduce bias about the community it serves.

Women (n=29) Strongly Agree 4 13.79% Agree 12 41.38% Neither Agree 9 31.03% nor Disagree Disagree 2 6.90% Strongly Disagree 0 0.00% Don't Know 2 6.90% Men (n=10) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

2 6 0

20.00% 60.00% 0.00%

1 0 1

10.00% 0.00% 10.00%

Diversity is vital to the MFA’s success.

Women (n=29) Strongly Agree 18 62.07% Agree 7 24.14% Neither Agree 4 13.79% nor Disagree Disagree 0 0.00% Strongly Disagree 0 0.00% Don't Know 0 0.00% Men (n=11) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

8 3 0

72.73% 27.27% 0.00%

0 0 0

0.00% 0.00% 0.00%

C U LT U R A L C O M P E T E N C E A S S E S S M E N T

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51

49

DETAILED RESPONSES

CONFIDENTIAL The MFA's culture supports and encourages change.

Women (n=28) Strongly Agree 7 25.00% Agree 15 53.57% Neither Agree 4 14.29% nor Disagree Disagree 2 7.14% Strongly Disagree 0 0.00% Don't Know 0 0.00% Men (n=11) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

4 5 1

36.36% 45.45% 9.09%

0 1 0

0.00% 9.09% 0.00%

The MFA is commiYed to retaining and developing its employees.

Women (n=29) Strongly Agree 5 17.24% Agree 12 41.38% Neither Agree 3 10.34% nor Disagree Disagree 6 20.69% Strongly Disagree 2 6.90% Don't Know 1 3.45% Men (n=11) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

50

4 5 1

36.36% 45.45% 9.09%

0 0 1

0.00% 0.00% 3.45%

M U S E U M O F F I N E A R T S S T. P E T E R S B U R G

DETAILED RESPONSES CONFIDENTIAL

Programs and Services Programs and Services MFA staff understands its partner communi6es, in a non-sta6c manner, including their culture, values, norms, history, customs, and par6cularly the types of discrimina6on, marginaliza6on, and exclusion they face in this country. This knowledge is applied in a responsive, non-limi6ng and non-stereotyping manner.

Women (n=27) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know Men (n=11) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

4 8 6

14.81% 29.63% 22.22%

3 1 5

11.11% 3.70% 18.52%

2 5 0

18.18% 45.45% 0.00%

0 1 3

0.00% 9.09% 27.27%

C U LT U R A L C O M P E T E N C E A S S E S S M E N T

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53

51

DETAILED RESPONSES

CONFIDENTIAL Informa6on and materials for the community are available in mul6ple languages.

Women (n=27) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know Men (n=11) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

0 1 0

0.00% 3.70% 0.00%

4 16 6

14.81% 59.26% 22.22%

0 0 1

0.00% 0.00% 9.09%

5 2 3

45.45% 18.18% 27.27%

The MFA analyzes and remedies barriers to access to full engagement based on race, gender, sexual orienta6on, gender iden6ty, and disability.

Women (n=26) Strongly Agree 3 11.54% Agree 10 38.46% Neither Agree 7 26.92% nor Disagree Disagree 3 11.54% Strongly Disagree 1 3.85% Don't Know 2 7.69% Men (n=11) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

52

2 4 1

18.18% 36.36% 9.09%

2 1 1

18.18% 9.09% 9.09%

M U S E U M O F F I N E A R T S S T. P E T E R S B U R G

DETAILED RESPONSES CONFIDENTIAL The MFA's collec6ons policies and archives demonstrate and consistently improve intercultural rigor, connec6on, and impact based on race, gender, sexual orienta6on, gender iden6ty, and disability.

Women (n=26) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know Men (n=11) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

4 11 9

15.38% 42.31% 34.62%

1 0 1

3.85% 0.00% 3.85%

2 5 3

18.18% 45.45% 27.27%

1 0 0

9.09% 0.00% 0.00%

The MFA’s interpre6ve processes fully connect with the diversity of its audiences and assesses impact based on race, gender, sexual orienta6on, gender iden6ty and disability.

Women (n=25) Strongly Agree 4 16.00% Agree 6 24.00% Neither Agree nor 9 36.00% Disagree Disagree 3 12.00% Strongly Disagree 1 4.00% Don't Know 2 8.00% Men (n=11) Strongly Agree 1 Agree 5 Neither Agree nor 2 Disagree Disagree 0 Strongly Disagree 1 Strongly Disagree Don't Know 2 Don't Know

9.09% 45.45% 18.18% 0.00% 9.09% 1 9.09% 18.18% 2

CONFIDENTIAL

18.18%

Personal Awareness C U LTfrom U R A L different COMPETENCE ASSESSMENT It is important to me to work for an organiza7on that emphasizes gevng to know people backgrounds.

6/13/2021 55 Women (n=28)

53

DETAILED RESPONSES CONFIDENTIAL

Personal Awareness Personal Awareness It is important to me to work for an organiza6on that emphasizes gevng to know people from different backgrounds.

Women (n=28) Strongly Agree 15 53.57% Agree 8 28.57% Neither Agree 4 14.29% nor Disagree Disagree 0 0.00% Strongly Disagree 0 0.00% Don't Know 1 3.57% Men (n=11) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

7 3 1

63.64% 27.27% 9.09%

0 0 0

0.00% 0.00% 0.00%

I can best understand someone ager I understand how they are both similar to and different from me.

Women (n=28) Strongly Agree 10 35.71% Agree 11 39.29% Neither Agree 5 17.86% nor Disagree Disagree 1 3.57% Strongly Disagree 1 3.57% Don't Know 0 0.00% Men (n=11) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

54

6 3 2

54.55% 27.27% 18.18%

0 0 0

0.00% 0.00% 0.00%

M U S E U M O F F I N E A R T S S T. P E T E R S B U R G

6/13/2021

56

DETAILED RESPONSES CONFIDENTIAL Knowing how a person is different than me greatly enhances my ability to communicate with work colleagues.

Women (n=28) Strongly Agree 7 25.00% Agree 8 28.57% Neither Agree nor 8 28.57% Disagree Disagree 1 3.57% Strongly Disagree 1 3.57% Don't Know 3 10.71% Men (n=11) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

5 4 1

45.45% 36.36% 9.09%

0 1 0

0.00% 9.09% 0.00%

It is really hard for me to feel close to a person from another culture.

Women (n=41) Strongly Agree 0 0.00% Agree 0 0.00% Neither Agree 0 0.00% nor Disagree Disagree 8 28.57% Strongly Disagree 20 71.43% Don't Know 0 0.00% Men (n=11) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

0 0 0

0.00% 0.00% 0.00%

2 9 0

18.18% 81.82% 0.00%

C U LT U R A L C O M P E T E N C E A S S E S S M E N T

6/13/2021

57

55

DETAILED RESPONSES CONFIDENTIAL In gevng to know someone, I like knowing both how they differ from me and are similar to me.

Women (n=27) Strongly Agree 9 33.33% Agree 9 33.33% Neither Agree nor 7 25.93% Disagree Disagree 0 0.00% Strongly Disagree 1 3.70% Don't Know 1 3.70% Men (n=11) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

4 4 2

36.36% 36.36% 18.18%

0 0 1

0.00% 0.00% 9.09%

Gevng to know someone from another race is generally an uncomfortable experience for me.

Women (n=28) Strongly Agree 0 0.00% Strongly Agree Agree 0 0.00% Agree Neither Agree 2 7.14% Neither Agree nor Disagree nor Disagree Disagree Strongly Disagree Disagree 8 28.57% Don't Know Strongly Disagree 18 64.29% 0% 20% 40% 60% Don't Know 0 0.00% Men (n=11) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

56

1 0 0

9.09% 0.00% 0.00%

3 7 0

27.27% 63.64% 0.00%

M U S E U M O F F I N E A R T S S T. P E T E R S B U R G

DETAILED RESPONSES CONFIDENTIAL I ac6vely seek out experiences that could expose me to people who have a different cultural, racial, or ethnic background from me.

Women (n=27) Strongly Agree 7 25.93% Agree 10 37.04% Neither Agree 7 25.93% nor Disagree Disagree 3 11.11% Strongly Disagree 0 0.00% Don't Know 0 0.00% Men (n=11) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

4 3 3

36.36% 27.27% 27.27%

1 0 0

9.09% 0.00% 0.00%

My biases and prejudices affect how I interact with people from different racial and ethnic backgrounds.

Women (n=27) Strongly Agree 1 3.70% Agree 1 3.70% Neither Agree nor 7 25.93% Disagree Disagree 9 33.33% Strongly Disagree 8 29.63% Don't Know 1 3.70% Men (n=11) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

1 3 1

9.09% 27.27% 9.09%

4 2 0

36.36% 18.18% 0.00%

C U LT U R A L C O M P E T E N C E A S S E S S M E N T

6/13/2021

59

57

DETAILED RESPONSES CONFIDENTIAL I enjoy working with communi6es whose cultures are different from my own.

Women (n=27) Strongly Agree 10 37.04% Agree 10 37.04% Neither Agree 6 22.22% nor Disagree Disagree 1 3.70% Strongly Disagree 0 0.00% Don't Know 0 0.00% Men (n=11) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

5 6 0

45.45% 54.55% 0.00%

0 0 0

0.00% 0.00% 0.00%

My social iden66es (race, ethnicity, faith, age, gender, socioeconomic class, physical/mental abili6es, sexual orienta6on) influence the way I interact with my community.

Women (n=27) Strongly Agree 4 14.81% Agree 14 51.85% Neither Agree 6 22.22% nor Disagree Disagree 2 7.41% Strongly Disagree 1 3.70% Don't Know 0 0.00% Men (n=11) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

58

1 7 0

9.09% 63.64% 0.00%

1 2 0

9.09% 18.18% 0.00%

M U S E U M O F F I N E A R T S S T. P E T E R S B U R G

DETAILED RESPONSES CONFIDENTIAL It is important for me to show pa6ence for people that do not speak English fluently.

Women (n=27) Strongly Agree 20 74.07% Agree 6 22.22% Neither Agree 1 3.70% nor Disagree Disagree 0 0.00% Strongly Disagree 0 0.00% Don't Know 0 0.00% Men (n=11) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

8 3 0

72.73% 27.27% 0.00%

0 0 0

0.00% 0.00% 0.00%

People in poverty are ogen there because of their own doing.

Women (n=27) Strongly Agree 0 0.00% Agree 0 0.00% Neither Agree 3 11.11% nor Disagree Disagree 8 29.63% Strongly Disagree 15 55.56% Don't Know 1 3.70% Men (n=11) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

2 0 2

18.18% 0.00% 18.18%

2 4 1

18.18% 36.36% 9.09%

C U LT U R A L C O M P E T E N C E A S S E S S M E N T

6/13/2021

61

59

DETAILED RESPONSES CONFIDENTIAL

Role in the Organization

ROLE IN THE ORGANIZATION

Internal Culture Internal Culture MFA’s Staff and Leadership reflect the demographic of the people it serves.

Directors (n=10) Strongly Agree 1 10.00% Agree 6 60.00% Neither Agree nor 0 0.00% Disagree Disagree 1 10.00% Strongly Disagree 1 10.00% Don't Know 1 10.00% Employees (n=36) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

2 13 12

5.56% 36.11% 33.33%

8 0 1

22.22% 0.00% 2.78%

MFA’s employees represent a diverse workforce at all levels.

Directors (n=9) Strongly Agree 2 22.22% Agree 3 33.33% Neither Agree nor 3 33.33% Disagree Disagree 1 11.11% Strongly Disagree 0 0.00% Don't Know 0 0.00% Employees (n=36) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

60

6/13/2021

2 9 14

5.56% 25.00% 38.89%

10 1 0

27.78% 2.78% 0.00%

M U S E U M O F F I N E A R T S S T. P E T E R S B U R G

63

DETAILED RESPONSES CONFIDENTIAL The MFA has an established commitment to a diverse workforce.

Directors (n=9) Strongly Agree 2 22.22% Agree 4 44.44% Neither Agree nor 1 11.11% Disagree Disagree 1 11.11% Strongly Disagree 0 0.00% Don't Know 1 11.11% Employees (n=36) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

6 17 10

16.67% 47.22% 27.78%

3 0 0

8.33% 0.00% 0.00%

The MFA values everyone’s input at all levels.

Directors (n=9) Strongly Agree 3 33.33% Agree 1 11.11% Neither Agree nor 3 33.33% Disagree Disagree 0 0.00% Strongly Disagree 1 11.11% Don't Know 1 11.11% Employees (n=36) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

7 16 4

19.44% 44.44% 11.11%

6 3 0

16.67% 8.33% 0.00%

C U LT U R A L C O M P E T E N C E A S S E S S M E N T

6/13/2021

64

61

DETAILED RESPONSES

CONFIDENTIAL The MFA promotes a core set of values to enhance equity.

Directors (n=9) Strongly Agree 3 33.33% Agree 5 55.56% Neither Agree nor 0 0.00% Disagree Disagree 1 11.11% Strongly Disagree 0 0.00% Don't Know 0 0.00% Employees (n=36) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

7 18 7

19.44% 50.00% 19.44%

4 0 0

11.11% 0.00% 0.00%

The MFA aYempts to reduce bias in the workplace (ex. Training team building).

Directors (n=9) Strongly Agree 3 33.33% Agree 2 22.22% Neither Agree nor 2 22.22% Disagree Disagree 0 0.00% Strongly Disagree 0 0.00% Don't Know 2 22.22% Employees (n=36) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

62

7 8 15

20.00% 22.86% 42.86%

4 0 1

11.43% 0.00% 2.86%

M U S E U M O F F I N E A R T S S T. P E T E R S B U R G

DETAILED RESPONSES CONFIDENTIAL

Leadership Commitment Leadership Commitment The MFA's leadership is commiYed to advancing equity principles in the organiza6on.

Directors (n=9) Strongly Agree 4 44.44% Agree 4 44.44% Neither Agree nor 0 0.00% Disagree Disagree 1 11.11% Strongly Disagree 0 0.00% Don't Know 0 0.00% Employees (n=34) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

8 16 9

23.53% 47.06% 26.47%

1 0 0

2.94% 0.00% 0.00%

The MFA's prac6ces enable the success and promo6on of individuals from all racial/ethnic groups, socio-economic backgrounds, and genders.

Directors (n=9) Strongly Agree 2 22.22% Agree 4 44.44% Neither Agree nor 1 11.11% Disagree Disagree 1 11.11% Strongly Disagree 0 0.00% Don't Know 1 11.11% Employees (n=34) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

8 14 8

23.53% 41.18% 23.53%

2 0 2

5.88% 0.00% 5.88%

C U LT U R A L C O M P E T E N C E A S S E S S M E N T

6/13/2021

66

63

DETAILED RESPONSES

CONFIDENTIAL Some of the MFA's Rules and Policies are based on assump6ons that can lead to bias.

Directors (n=9) Strongly Agree 0 0.00% Agree 1 11.11% Neither Agree nor 3 33.33% Disagree Disagree 2 22.22% Strongly Disagree 1 11.11% Don't Know 2 22.22% Employees (n=34) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

3 2 9

8.82% 5.88% 26.47%

12 4 4

35.29% 11.76% 11.76%

The MFA aYempts to reduce bias about the community it serves.

Directors (n=8) Strongly Agree 2 25.00% Agree 5 62.50% Neither Agree nor 0 0.00% Disagree Disagree 1 12.50% Strongly Disagree 0 0.00% Don't Know 0 0.00% Employees (n=33) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

64

4 13 11

12.12% 39.39% 33.33%

2 0 3

6.06% 0.00% 9.09%

M U S E U M O F F I N E A R T S S T. P E T E R S B U R G

DETAILED RESPONSES CONFIDENTIAL

Business Case for Diversity Business Case for Diversity Diversity is vital to the MFA’s success.

Directors (n=9) Strongly Agree 6 66.67% Agree 2 22.22% Neither Agree nor 1 11.11% Disagree Disagree 0 0.00% Strongly Disagree 0 0.00% Don't Know 0 0.00% Employees (n=33) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

20 10 3

60.61% 30.30% 9.09%

0 0 0

0.00% 0.00% 0.00%

The MFA's culture supports and encourages change.

Directors (n=9) Strongly Agree 3 33.33% Agree 4 44.44% Neither Agree nor 1 11.11% Disagree Disagree 0 0.00% Strongly Disagree 1 11.11% Don't Know 0 0.00% Employees (n=32) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

8 17 5

25.00% 53.13% 15.63%

2 0 0

6.25% 0.00% 0.00%

C U LT U R A L C O M P E T E N C E A S S E S S M E N T

6/13/2021

68

65

DETAILED RESPONSES CONFIDENTIAL The MFA is commiYed to retaining and developing its employees.

Directors (n=9) Strongly Agree 2 22.22% Agree 4 44.44% Neither Agree nor 1 11.11% Disagree Disagree 0 0.00% Strongly Disagree 0 0.00% Don't Know 2 22.22% Employees (n=33) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

66

7 14 3

21.21% 42.42% 9.09%

7 2 0

21.21% 6.06% 0.00%

M U S E U M O F F I N E A R T S S T. P E T E R S B U R G

6/13/2021

69

DETAILED RESPONSES CONFIDENTIAL

Programs and Services Programs and Services MFA staff understands its partner communi6es, in a non-sta6c manner, including their culture, values, norms, history, customs, and par6cularly the types of discrimina6on, marginaliza6on, and exclusion they face in this country. This knowledge is applied in a responsive, non-limi6ng and non-stereotyping manner.

Directors (n=9) Strongly Agree 1 11.11% Agree 2 22.22% Neither Agree nor 2 22.22% Disagree Disagree 0 0.00% Strongly Disagree 1 11.11% Don't Know 3 33.33% Employees (n=31) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

5 12 4

16.13% 38.71% 12.90%

4 1 5

12.90% 3.23% 16.13%

Informa6on and materials for the community are available in mul6ple languages.

Directors (n=9) Strongly Agree 0 0.00% Agree 0 0.00% Neither Agree nor 0 0.00% Disagree Disagree 3 33.33% Strongly Disagree 0 0.00% Don't Know 6 66.67% Employees (n=31) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

6/13/2021

0 1 2

0.00% 3.23% 6.45%

7 18 3

22.58% 58.06% 9.68%

70

C U LT U R A L C O M P E T E N C E A S S E S S M E N T

67

DETAILED RESPONSES

CONFIDENTIAL

The MFA analyzes and remedies barriers to access to full engagement based on race, gender, sexual orienta6on, gender iden6ty, and disability.

Directors (n=9) Strongly Agree 1 11.11% Agree 4 44.44% Neither Agree nor 1 11.11% Disagree Disagree 0 0.00% Strongly Disagree 1 11.11% Don't Know 2 22.22% Employees (n=30) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

4 11 8

13.33% 36.67% 26.67%

5 1 1

16.67% 3.33% 3.33%

The MFA's collec6ons policies and archives demonstrate and consistently improve intercultural rigor, connec6on, and impact based on race, gender, sexual orienta6on, gender iden6ty, and disability.

Directors (n=9) Strongly Agree 3 33.33% Agree 5 55.56% Neither Agree nor 1 11.11% Disagree Disagree 0 0.00% Strongly Disagree 0 0.00% Don't Know 0 0.00% Employees (n=30) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

68

3 13 11

10.00% 43.33% 36.67%

2 0 1

6.67% 0.00% 3.33%

M U S E U M O F F I N E A R T S S T. P E T E R S B U R G

DETAILED RESPONSES

CONFIDENTIAL The MFA’s interpre6ve processes fully connect with the diversity of its audiences and assesses impact based on race, gender, sexual orienta6on, gender iden6ty and disability.

Directors (n=9) Strongly Agree 2 22.22% Agree 2 22.22% Neither Agree nor 1 11.11% Disagree Disagree 0 0.00% Strongly Disagree 1 11.11% Don't Know 3 33.33% Employees (n=29) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

3 9 11

10.34% 31.03% 37.93%

3 1 2

10.34% 3.45% 6.90%

C U LT U R A L C O M P E T E N C E A S S E S S M E N T

69

DETAILED RESPONSES CONFIDENTIAL

Personal Awareness Personal Awareness It is important to me to work for an organiza6on that emphasizes gevng to know people from different backgrounds.

Directors (n=9) Strongly Agree 5 55.56% Agree 1 11.11% Neither Agree nor 2 22.22% Disagree Disagree 0 0.00% Strongly Disagree 0 0.00% Don't Know 1 11.11% Employees (n=32) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

18 11 3

56.25% 34.38% 9.38%

0 0 0

0.00% 0.00% 0.00%

I can best understand someone ager I understand how they are both similar to and different from me.

Directors (n=9) Strongly Agree 4 44.44% Agree 3 33.33% Neither Agree nor 1 11.11% Disagree Disagree 1 11.11% Strongly Disagree 0 0.00% Don't Know 0 0.00% Employees (n=32) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

70

12 13 6

37.50% 40.63% 18.75%

0 1 0

0.00% 3.13% 0.00%

M U S E U M O F F I N E A R T S S T. P E T E R S B U R G

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73

DETAILED RESPONSES

CONFIDENTIAL Knowing how a person is different than me greatly enhances my ability to communicate with work colleagues.

Directors (n=9) Strongly Agree 3 33.33% Agree 3 33.33% Neither Agree nor 0 0.00% Disagree Disagree 1 11.11% Strongly Disagree 0 0.00% Don't Know 2 22.22% Employees (n=32) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

9 11 9

28.13% 34.38% 28.13%

0 2 1

0.00% 6.25% 3.13%

It is really hard for me to feel close to a person from another culture.

Directors (n=9) Strongly Agree 0 0.00% Agree 0 0.00% Neither Agree nor 0 0.00% Disagree Disagree 4 44.44% Strongly Disagree 5 55.56% Don't Know 0 0.00% Employees (n=32) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

0 0 0

0.00% 0.00% 0.00%

7 25 0

21.88% 78.13% 0.00%

C U LT U R A L C O M P E T E N C E A S S E S S M E N T

71

DETAILED RESPONSES

CONFIDENTIAL In gevng to know someone, I like knowing both how they differ from me and are similar to me.

Directors (n=9) Strongly Agree 2 22.22% Agree 4 44.44% Neither Agree nor 2 22.22% Disagree Disagree 0 0.00% Strongly Disagree 0 0.00% Don't Know 1 11.11% Employees (n=31) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

11 10 8

35.48% 32.26% 25.81%

0 1 1

0.00% 3.23% 3.23%

Gevng to know someone from another race is generally an uncomfortable experience for me.

Directors (n=9) Strongly Agree 0 0.00% Agree 0 0.00% Neither Agree nor 1 11.11% Disagree Disagree 4 44.44% Strongly Disagree 4 44.44% Don't Know 0 0.00% Employees (n=32) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

1 0 1

3.13% 0.00% 3.13%

8 22 0

25.00% 68.75% 0.00%

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DETAILED RESPONSES CONFIDENTIAL

CONFIDENTIAL

Inac6vely gevngseek to know someone, Ithat like could knowing bothme how differ and are cultural, similar toracial, me. or out experiences expose to they people whofrom haveme a different ethnic background from me.

Directors (n=9) Directors (n=9) Strongly Agree 2 22.22% Strongly Agree 0 0.00% Agree 44.44% Agree 54 55.56% Neither nor 22.22% Neither Agree Agree nor 12 11.11% Disagree Disagree Disagree 30 33.33% Disagree 0.00% Strongly Disagree 0 0.00% Strongly Disagree 0 0.00% Don't Know 0 0.00% Don't Know 1 11.11% Employees (n=31) Strongly Agree Employees (n=31) Agree Strongly Agree Neither Agree Agree nor Disagree Neither DisagreeAgree nor Disagree Strongly Disagree Don't Know Disagree

12 8 11 10

38.71% 25.81% 35.48% 32.26%

0 00

0.00% 0.00% 0.00%

10 18

32.26% 25.81% 3.23%

Strongly Disagree 1 3.23% Don't Know My biases and prejudices1affect3.23% how I interact with people from different racial and ethnic

backgrounds.

Directors (n=9) Strongly 0 from 0.00% Gevng to Agree know someone another race is generally an uncomfortable experience for me.

Agree 1 11.11% Directors (n=9) Neither Agree nor 2 22.22% Strongly Agree 0 0.00% Disagree Agree 0.00% Disagree 50 55.56% StronglyAgree Disagree 11 11.11% Neither nor 11.11% Don't Know 0 0.00% Disagree

Disagree

Employees (n=31) Strongly Strongly Disagree Agree AgreeKnow Don't Neither Agree nor Disagree (n=32) Employees Disagree Strongly Agree Strongly Disagree Agree Don't Know

Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

4 24 30

44.44% 44.44% 6.45% 9.68% 0.00%

6

19.35%

9 1 9 0 2

29.03% 3.13% 29.03% 0.00% 6.45%

8 22 0

25.00% 68.75% 0.00%

1

3.13%

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DETAILED RESPONSES

CONFIDENTIAL I enjoy working with communi6es whose cultures are different from my own.

Directors (n=9) Strongly Agree 1 11.11% Agree 6 66.67% Neither Agree nor 1 11.11% Disagree Disagree 1 11.11% Strongly Disagree 0 0.00% Don't Know 0 0.00% Employees (n=31) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

15 11 5

48.39% 35.48% 16.13%

0 0 0

0.00% 0.00% 0.00%

My social iden66es (race, ethnicity, faith, age, gender, socioeconomic class, physical/mental abili6es, sexual orienta6on) influence the way I interact with my community.

Directors (n=9) Strongly Agree 1 11.11% Agree 6 66.67% Neither Agree nor 2 22.22% Disagree Disagree 0 0.00% Strongly Disagree 0 0.00% Don't Know 0 0.00% Employees (n=31) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

74

5 16 4

16.13% 51.61% 12.90%

3 3 0

9.68% 9.68% 0.00%

M U S E U M O F F I N E A R T S S T. P E T E R S B U R G

DETAILED RESPONSES

CONFIDENTIAL It is important for me to show pa6ence for people that do not speak English fluently.

Directors (n=9) Strongly Agree 6 66.67% Agree 3 33.33% Neither Agree nor 0 0.00% Disagree Disagree 0 0.00% Strongly Disagree 0 0.00% Don't Know 0 0.00% Employees (n=31) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

23 7 1

74.19% 22.58% 3.23%

0 0 0

0.00% 0.00% 0.00%

People in poverty are ogen there because of their own doing.

Directors (n=9) Strongly Agree 0 0.00% Agree 0 0.00% Neither Agree nor 2 22.22% Disagree Disagree 2 22.22% Strongly Disagree 3 33.33% Don't Know 2 22.22% Employees (n=31) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

2 0 3

6.45% 0.00% 9.68%

8 18 0

25.81% 58.06% 0.00%

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DETAILED RESPONSES

CONFIDENTIAL I feel that I am aware of my own biases.

Directors (n=9) Strongly Agree 1 11.11% Agree 5 55.56% Neither Agree nor 2 22.22% Disagree Disagree 0 0.00% Strongly Disagree 0 0.00% Don't Know 1 11.11% Employees (n=31) Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree Don't Know

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2 14 13

6.45% 45.16% 41.94%

1 1 0

3.23% 3.23% 0.00%

M U S E U M O F F I N E A R T S S T. P E T E R S B U R G

WRITTEN COMMENTS

Internal Culture MFA’s Staff and Leadership reflect the demographic of the people it serves.

• Personnel

might be more diversified than the demographic of people served. MFA may need to diversify some of its programming and/or consider stretching its marketing efforts to diverse communities.

• It is hard to answer this accurately. I don't really know the demographics of our visitors. They seem to skew mainly older and white, though there have been more younger people of late. However, we actually serve the people of St. Petersburg, a city which is much more diverse than our visitors (I think).

• I think the staff statistically are similar to the demographics of our local community. I do not think leadership as diversely reflects the people we serve.

• It appears that the staff is diverse.

• Generally speaking, no. It is improving, however.

• St. Petersburg and Pinellas county are very diverse, not only in terms of race, but also with regard to socio-economic status, education, family structures, etc. I would say the majority of MFA staff are white, wealthy or middle class, highly educated, and have somewhat "normalized" family structures. This is not a criticism, just my observation. We reflect elements of the demographics we serve, but certainly not all of them.

• The MFA staff and leadership reflects our constituency but not necessarily the greater St Pete community in which it exists.

• I think that MFA staff currently reflects the demographic of the MFA community, but the hope is that both will diversify in the future.

• Demographics

for Pinellas County are 74% white, 10% Black or African American, and 8% Hispanic. Of our 27 FTEs there are 5 full time Black employees, including staff in senior and management level positions that are public facing, and 2 that identify as Hispanic...so we are actually more diverse than our county demographics.

• We remain a predominantly white institution although we have gotten better, and I know we work hard at that.

• We want to be open to everyone, of all age groups, ethnicities, and backgrounds. However, as a staff I would say that we are mostly white women (young to middle aged) with at least 4 years of college education (if not more). Our board may be

the least diverse but, I am generally unfamiliar with who currently serves in these roles .

•W e are an overwhelmingly white, wealthy, and aged organization, but are tasked with appealing to diverse groups of people.

We achieve this through our curatorial choices, but we are still left without representation for most of the exhibitions we mount by people of color.

• I think statistically we represent the demographics of St. Pete fairly well, but I believe there is more work to be done, particularly at the board level.

• Only 2 Latinos, 0 Native Americans, 0 Asians/Pacific Islanders

MFA’s employees represent a diverse workforce at all levels.

• MFA is working on diversifying its workforce.

• Again, it's getting better but not there yet.

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WRITTEN COMMENTS MFA’s employees represent a diverse workforce at all levels.

• MFA is working on diversifying its workforce.

• Again, it's getting better but not there yet.

• In general, we have some diversity on staff (race, ethnicity, gender, etc.). I recognize that it can be a challenge with a smaller staff to achieve diversity at all levels when you have departments made-up of 3 or less people. I do think this is an area in which we can improve.

• It seems to me that the MFA is always trying to enhance diversity, after the primary consideration of expertise in the particular field • We have a diversity of staff at all levels, from entry level, manager, and Director/senior staff.

• Again, we are getting better.

• I think that we are moving towards a more diverse staff but are still predominately white and female (as noted above).

• We are moving in the right direction.

• We are getting increasingly diverse, but certain departments (e.g., Curatorial) do not have significant BIPOC representation.

• Up until two weeks ago, there were no BIPOC in senior level/executive roles at the MFA. Two largest departments, Curatorial and Development & Membership, have one BIPOC each. Admissions desk has one black person. Not sure about other races. We can do better.

The MFA has an established commitment to a diverse workforce • I feel that is true, especially with recent hires which added greatly to the overall staff diversity. But even before that there was a range within the staff, and a commitment to making sure that the staff evolved more toward greater diversity.

• We do now, but it took a while to get here. We have an established intent; I don't know if it is commitment yet.

• As previously mentioned, it is a work in progress that is improving.

• If we had a strategic plan, I am sure a commitment to a diverse workforce would be embedded within it. Until such time, it isn't necessarily a well-documented strategy or goal, but it is an assumption, I believe, among the staff and leadership.

• In general, our work culture creates space for this and encourages this, and I have also witnessed this, especially in our hiring practices; however, I do not believe we have an established commitment to creating a diverse workforce. Of course, I could be forgetting something or not aware of a particular HR policy that addresses this.

• I think the MFA is moving towards more inclusive hires and there is the difficulty of the museum world being a predominantly white space, especially at the higher levels.

• It's a work in progress, but I don't believe we're there yet.

• Our

hiring practice includes posting positions on job boards that are specifically targeted to diverse candidates, and we have seen Black and Hispanic finalists for many positions in the last 4 years.

• The

effort seems to be noticeable only in the last year to year and a half but doesn't truly feel like a strong or dedicated "commitment." For an organization that bills itself as the community's museum and talks about having art that speaks to different global and diverse cultures, we don't reflect that as a workforce.

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WRITTEN COMMENTS The MFA values everyone’s input at all levels.

• We are lucky to work in an environment which encourages open discussion. I think most staff members are comfortable with speaking honestly with their supervisors and colleagues. I feel that Covid has made communication a bit more difficult, but nonetheless we still encourage dialogue from all levels.

• I do not have sufficient information but, knowing Kristen, I believe this is likely.

• While

junior staff have fewer opportunities to weigh in on major decisions, we do encourage sharing of information and survey employees at all levels on many issues.

• Though

bear in mind that while input is indeed valued it may not always be acted on quickly (which makes sense; you don't want to be impulsive). And while you are always heard sometimes decisions are made that do not directly address the concern raised. However, I truly believe that all decisions are being made in the best interest of the Museum in mind.

• The

opportunity to share your input and voice your opinion is given and encouraged, but how we feel and what we say are not really heard or have considerable weight when decisions are made.

The MFA promotes a core set of values to enhance equity.

• That is so hard to measure, but that is what I perceive to be the situation.

• They don't enhance equity • I think our core values as an institution and the examples of professionalism and behavior set by our leadership creates a culture that works hard to ensure equity among staff and our visitors. Truly in our staff meetings everyone's opinions are genuinely sought after, acknowledged, and considered. I can't quite speak to our part-time staff and their worked experience, as they are not part of our weekly staff meetings, which only include full-time team members; however, when we were able to meet in person, everyone was included, as well as part-time staff. At one point, the museum was considering having staff pay for their parking passes, as the garage we worked with continued to raise prices and it was causing us to go over budget.

All full-time staff agreed that PT individuals should not be required to pay for parking, as it would disproportionately impact them, and this was unfair. With that being said, we could certainly do more to improve in this regard.

• We have not focused on issues of equity in a formal way.

• The effort to do this with our exhibitions and programs is there, but don't feel like it's top of mind internally.

The MFA attempts to reduce bias in the workplace (ex. Training team building).

• Here

again Covid has restricted more traditional team building exercises, but we nonetheless work very collaboratively. We also encourage and reward excellent examples of team values.

• I do not have sufficient information but, knowing Kristen, I believe this is likely.

• I would say the MFA is moving in that direction with this DEAI initiative, but we haven't quite yet.

• Again,

I think our core values as an institution and the examples of professionalism and behavior set by our leadership creates a culture that works hard to acknowledge biases and not enact on them. With that being said, we have not had formal training on unconscious biases and how to recognize them, reduce them in the workplace, and find ways • with other employers and found it so valuable as a manager and colleague, and I would absolutely love to have that type of training at the MFA among all levels of staff.

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WRITTEN COMMENTS • As a part time employee our training is minimal and focused on customer service. The only bias training or acknowledgment that I have received was on Autism in relation to our Sensory Saturday Program.

• I think we want it to happen, but I'm unclear about the steps we'll be taking to actually implement the change.

• Reducing

unconscious bias is something we need education and training on - which we hope and expect will happen with our DEAI initiative.

• This is forthcoming, but no trainings have happened as of yet.

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WRITTEN COMMENTS

Leadership Commitment The MFA's leadership is committed to advancing equity principles in the organization.

•E ven before the DEAI initiative, MFA leadership was clearly committed to advancing equity principles. This has become clearer even over the last few months.

• t he leadership is disconnected from the average employee. There is not an understanding of or empathy for the average employee.

• I think the fact that we are here as an entire organization working toward improving our work culture is example of our commitment to advancing equity principles as an institution, and a leader in our community.

• I think that the simple fact that we have restarted the DEAI Committee and are working towards addressing issues within the institution shows that they are committed to at least this stage of the process. It will be interesting to see how they move forward when the hard work of making the changes comes about.

•W e do not yet have an active strategy for addressing issues of equity in the organization, so that commitment is not formally in place.

• I think leadership is open-minded about moving forward in this area.

•F eel like the work towards change is happening, but will there be actual, noticeable and real changes?

The MFA's practices enable the success and promotion of individuals from all racial/ethnic groups, socio-economic backgrounds, and genders.

•Y es, the museum's practices clearly reward successful individuals, regardless of their gender, ethnicity, or background.

• I do not have sufficient information but, knowing Kristen, I believe this is likely.

•O ur staff only recently began becoming diversified.

• I don't know if the MFA has an established set of practices to enable this, or if this is more of a general principle that is organically or informally born out.

•F rom what I have observed in my time as an employee here, I would agree with this.

•W hen asking the general public to secure their tickets ahead of time, the information on our website requires people to fill out a “title” there is no option to skip or exempt to answer the title. To add, no option for they/them or non-binary • I don't think that the leadership at the MFA understands, or cares, about the challenges of childcare, as one example.

Some of the MFA's Rules and Policies are based on assumptions that can lead to bias.

•W ithout having undertaken bias training, I don't feel in a position to make a judgement.

• I have not critically looked at our employee manual to truly know if we have done this. I would assume there are elements that might, but in my experience, I have not yet come across any that I am aware of. My only initial thought is that parents, or single parents, might have scheduling struggles that make it harder for them to perform their jobs than those of us who do not have children.

•T his is a difficult question to answer because if I am not affected by these assumptions than I am unlikely to notice a bias.

•N o rules or policies but think people's own personal assumptions can lead to bias.

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WRITTEN COMMENTS

Business Case for Diversity The MFA attempts to reduce bias about the community it serves.

• I do not understand the statement • Our programs are strong.

• Having very little interaction with our community as part of my job responsibilities, I feel unable to have insight to answer this. I do worry about our admission fee and how it is exclusionary to so many members of our community who would otherwise be able to see our collection and be served. Our programming and Educational staff do make efforts to be accessible and receive strong responses from our community with engagement; however, I am sure we could be doing more.

• I think that this has been a recent focus and while I believe there is a lot more work to be done, I think that we are starting to look at the right things.

• Our programs are inclusive and work to reduce bias and divisions.

• I think we have made great strides in trying to do this however, I am not sure whether we are able to gage our success (or failure) in this regard.

• The MFA attempts to broaden perspectives on global art history, which can lead to reducing bias.

Diversity is vital to the MFA’s success.

• I think it is crucial to the success of every institution. Fortunately, the MFA is committed to diversity.

• We will never truly come close to reaching our goal of serving the people of St. Petersburg and beyond if we do not find ways to bring those individuals into our organization, be it as a staff member, volunteer, board/committee member, visitor, etc. We are 100% better together than we are a part, and I do think our value as an organization is the meaning, we have to the people we serve, and not necessarily because of our collection, or location, or our history.

• Museums need to work constantly to attract younger and new members/donors and to do so, especially in a city like St Petersburg. A strong focus on Diversity will only grow our base constituency and introduce new people to the MFA • We are committed to serving our community and remaining a relevant and important resource for all, so diversity is vital.

Our staff reflects that diversity, as well as our exhibitions, programs, and acquisition of artworks.

• If we want to grow into a museum that is viewed as inclusive and welcoming to all, then we have to talk the talk and walk the walk, and in this case, look the part. There are no BIPOC docents, which is pretty shameful. Majority are old, white women. The membership, board and visitors are overwhelming white and of a certain age. Diversity in race, gender and age has been a major weakness at the MFA, which does impact the success and evolution of the MFA.

The MFA's culture supports and encourages change.

• This is ambiguous. In what respect?

• The MFA's culture encourages and is always open to institutional improvement. It is particularly good at looking careful and analyzing problems to produce proposals for betterment and change.

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WRITTEN COMMENTS

• I often feel as though we are going backwards both in our attitude to our community and the art field as a whole. So it's change, but not the kind I would hope to see at such a prominent local art museum.

• I've seen change in specific areas, such as board diversity, staff diversity, and increasingly diverse exhibitions, but I don't know if it's at the level of being the "culture," which implies something more broad, structural, and institution wide. But we're getting there!

• We are changing and evolving all of the time, in almost all instances positively and in an effort to be better, whether that relates to exhibition presentation, programming, day-to-day procedure, etc. Change is a welcomed and encouraged thing.

• As a staff and as a museum we have successfully undertaken a huge amount of positive change in the last several years.

The MFA is committed to retaining and developing its employees.

• Rather unusually for a museum or other non-profit, the MFA has been remarkable in its cultivation of its employees.

This owes to excellent, visionary leadership. It is also great for helping employees to understand how they can improve themselves professionally.

• We have lost some very good employees, but I think don't think it related to DEAI reasons. I do not think support in the form development is offered to current employees.

• I do not have sufficient information but, knowing Kristen, I believe this is likely.

• Again, there is a disconnect.

• I must say that I have had more opportunities here than I have had at any other place I have worked. The leadership here have supported and encouraged my development every step of the way.

• Turnover seems high, and most of the people have left not because better opportunities have come their way, but because of clashing personalities and constant, frustrating differences of opinions with leadership that speak to control, power and micromanaging issues.

Programs and Services MFA staff understands its partner communities, in a non-static manner, including their culture, values, norms, history, customs, and particularly the types of discrimination, marginalization, and exclusion they face in this country. This knowledge is applied in a responsive, non-limiting and non-stereotyping manner.

• As I haven't been a part of conversations or initiatives addressing this, I'm not sure.

• I think we consider this generally as an organization, but I am not sure we have given such a specific, critical approach to all that we do as listed above.

• I don't know what this question is about.

• I think this is something that we are very sensitive to but still need to work on.

• I think we have a lot more to learn and can't attempt to be responsive until we have a better understanding of the

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WRITTEN COMMENTS

communities that make up this city.

• Some, but not entire staff.

Information and materials for the community are available in multiple languages.

• I don't believe that we have materials available in other languages. That being said, for the most part, I don't think nonEnglish speakers make up a very large portion of our visitors, or (as I understand it) of our community. I have no idea about demographics though!

• There have been Spanish/English bilingual materials available before, but it was always related to specific exhibitions.

• I don't think we have any other languages featured anywhere in this institution.

• We only currently have information available in English.

• Personally never seen anything other than English.

The MFA analyzes and remedies barriers to access to full engagement based on race, gender, sexual orientation, gender identity, and disability.

• Most times.

• I don't think that many of these issues have been really present at the MFA. But I do feel confident in saying that if there is an issue, we would work creatively to solve it, with the full support of leadership.

• I think working staff are very vigilant about making the MFA exhibitions and programs as accessible as possible.

• Again, we have strong programs.

• I don't believe the MFA does this in a formal way but it's an implied intention in much of the work that we do.

• I think we could be doing more here in a variety of areas at the organization.

• Relates to previous comment. To add, need more women/lgbtq+/non-binary artists • I think this is a work in progress as we address biases within.

• We have and continue to work on this. Particularly in terms of physical ability and learning differences. We have also made small strides with gender identity.

• I think the MFA is taking good steps towards analyzing and removing barriers of many kinds, but there's still a ways to go in terms of our use of language, for instance, and the financial barriers of admission.

• In small ways, but not substantial ways.

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WRITTEN COMMENTS

The MFA's collections policies and archives demonstrate and consistently improve intercultural rigor, connection, and impact based on race, gender, sexual orientation, gender identity, and disability.

• The MFA's collections policies assume that artistic quality encompasses distinctions such as race, gender, sexual orientation, gender identity, and disability.

• During the past few years we have made great strides in adding works by people of color. In addition, our exhibitions and programming reflect a rich diversity of races and cultures. I think we are open to all people, regardless of their sexual orientation, gender, race, or disabilities.

• This is an area we have made lots of improvement but have also gone backward in some areas.

• I believe this is more the case currently than before and will likely increase.

• We are definitely working on this and improving as time goes on when it comes to intercultural rigor and connectivity. This is perhaps our strongest area for progress, but we could do a better job measuring impact.

• I do not understand this question or statement.

The MFA’s interpretive processes fully connect with the diversity of its audiences and assesses impact based on race, gender, sexual orientation, gender identity and disability.

• I think one of the things we watch most carefully is looking at how we are interpreting art, to ensure that it is fair and accurate.

• It depends on who is writing the interpretation. Some are more inclusive and accessible than others.

• We try and with this DEAI training we will improve.

• I am sure we do to a certain extent, but I am not sure how formalized that process might be, as it is not a responsibility of my work at the Museum, so I have little insight.

• Our labels were recently completely rewritten by the curatorial team with these and other issues in mind.

• This is something that we are very aware of when developing didactics but there is still room for growth and improvement.

Personal Awareness It is important to me to work for an organization that emphasizes getting to know people from different backgrounds.

• Absolutely. Learning about others enriches our own lives and mitigates the perception of "other."

• I am not an employee, but personally would strongly agree

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WRITTEN COMMENTS

I can best understand someone after I understand how they are both similar to and different from me.

• No written comments

Knowing how a person is different than me greatly enhances my ability to communicate with work colleagues.

• Assuming the person is the work colleague.

• I am not sure that is true. I think it would help me recognize some unsuccessful means of communication, but I am not sure it would give me the full pictures in terms of how to work successfully together. I am also not sure how relevant it would be, either? I would have to understand what the differences are to better answer the question. For example, someone's sexual orientation being different than mine should have little to zero impact on my working relationship with them, so I am not sure how important it would be for me to know that difference?

• I am not an employee • I don't think it's really knowing differences, but more knowing their story and lived experiences.

It is really hard for me to feel close to a person from another culture.

• No written comments

In getting to know someone, I like knowing both how they differ from me and are similar to me.

• Yes, in getting to know someone I "like" these discoveries but they aren't essential to developing a really productive work relationship.

Getting to know someone from another race is generally an uncomfortable experience for me.

• I've been fortunate enough to travel the world and have made connections everywhere I go! We are all truly more alike than not.

• I will say, given the polarized relationship between blacks and whites in the US, and especially over the past two years with the increasing trauma the racial divide in our country is experiencing, as a white person, I feel further pulled away and distanced in my abilities to connect with black individuals. I am sure there are a variety of factors, many likely my own problem and issue, but the US culture is hyper aware of the racial divide and it feels, to me, even more of a challenge to connect specifically with black individuals.

I actively seek out experiences that could expose me to people who have a different cultural, racial, or ethnic background from me.

• I do, but I feel like I could do more to go outside my comfort zone.

• Again, I love to travel and experience all of the worlds rich and beautiful cultures.

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WRITTEN COMMENTS

My biases and prejudices affect how I interact with people from different racial and ethnic backgrounds.

• My response is to say that biases and prejudices in general will affect interacting with people from different backgrounds, but this is not something that has affected my interactions.

• I want to say they never do, but I am sure I have some inherent bias that impact my interactions with others.

• Again, my travels have shown me just how much we are all alike than not. I welcome interactions with anyone who is kind of character and a gentle soul. If we all could experience the magic of traveling abroad, we could snuff out the fear that exists. If it were up to me, we would have a requirement of all high school graduates to complete a 3-month long service in the peace corps abroad and we would host international students in the same program as well. This would help to dissolve fear and open hearts and minds.

• I would be a fool to say they do not, and if I do not acknowledge them, I have no hope of ever evolving past them.

• In my opinion people have a blank page in my book, and they write their own stories when describing who they are.

• I am not sure what my biases and prejudices are (though I am sure I have them). As such, I am unsure how they affect my interactions with others.

I enjoy working with communities whose cultures are different from my own.

• Understanding and an open mind & heart are key.

• This is how we learn, grow and connect.

My social identities (race, ethnicity, faith, age, gender, socioeconomic class, physical/mental abilities, sexual orientation) influence the way I interact with my community.

• Being a woman, one is aware of her surroundings and interactions more than a male.

• I hope not

It is important for me to show patience for people that do not speak English fluently.

• I have been in plenty of non-English speaking countries without a translator. It is a humbling experience.

• It is important to me to be patient.

• English is a hard language to learn so, anyone attempting it should be given patience and assistance when requested. I sadly do not speak other languages but have always learned enough to say "hello", "please", "thank you", No, thank you", "How much?" "Do you speak English?" etc. This goes a long way when you are a guest in a non-speaking country. Too many Americans are arrogant and expect people to speak English to them no matter where they are.

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WRITTEN COMMENTS

People in poverty are often there because of their own doing.

• The statement is too vague. Not all who are in poverty are there by their own doing, however, some make very little to no effort to remove themselves from some undesirable situations .

• The system is set against them. Systemic racism is the number one culprit. I understand that I am treated differently because I am not only a woman but, because I am white, I am afforded a different experience (trying to buy a home for example) than a woman of color. It is not okay.

• I think there are many varied reasons why people are in poverty, some because of their own doing but many are not.

I feel that I am aware of my own biases.

• I like to think I am, but suspect I have a lot of room to learn and grow.

• Not all of them, but I am learning!

• I am a work in progress and am constantly learning . I am ready to do the work that needs to be done to make things truly equal and just for all. It is especially important for me as a white person to be vocal and supportive of those who are being marginalized in our society by other white people. This has been a long time coming, something that is embarrassing to see still going on in the year 2021. We can and need to do better for ourselves and all of this worlds beautiful people!

• I might understand or be able to identify my biases but I maybe don't always know how they come across or impact other people. I really want to learn that during our DEAI training.

• To an extent, yes, but this will be an ever-evolving process that I will spend the rest of my life trying to recognize and overcome.

• Working on it!

• I am aware of some biases but I hope that further education will illuminate others that I am not consciously aware of so that I may improve in this area.

• I work on this but understand that it's unlikely I'm ever aware of all my biases.

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C U LT U R A L C O M P E T E N C E

ASSESSMENT

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