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.

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.

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

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.