17 minute read
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.”
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 • We are a community waking up • I see so many people taking time for things they never before took time to do • you read national news there is so much hate. It’s too much me, me, me—my freedoms • Frustration 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.
• The perception [of MFA] has changed a lot, is changing, evolving • Most 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 • So well respected. The people who pay attention to us know the good things we are doing • Challenge to fight the image, especially of encyclopedic museums • There are definitely barriers to feeling welcome in the museum but not sure what they are • Location determines reputation – seen as an unattainable building • The pandemic has brought out a lot of entitled and privileged people • We 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 • COVID 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 • Need 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
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 • Programming 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 • The 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.
• 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 • The 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 • We are partnering with the Woodson and Kristen is talking to other community leaders • We’ve been astute collectors and have been ahead of the curve in that way. • Hook 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 • Rich, diverse collections have always ahead of the curve with diversity but now are doing even better • Success is when we see a mirror of our community no matter the exhibition • Build surveys and data collection into process • No 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.
• St. 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
• Getting 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 • We need a way to attract deeper pockets to survive
• When 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
• Can’t find people to work security
• Donors having a strong opinion about the diverse art
• This 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
• Small team but you step in to help if someone is out; can lead to employee burnout
• Modifying communication internally and externally
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.
• Range of viewpoints, experiences and opportunities to share them
• Recognizing the barriers that individuals have financial, physical, etc. Knowing the issues to address them
• Taking the steps we need so that in the future we aren’t having these conversation
• Diversity, 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 • Challenge 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
• Nothing happens without money. If we reach out to the community, we’ll have to stress the fundraising side
• Proud 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
• Need 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
• Used 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”
• Would be nice to see more diversity within the staff and volunteer base so they look more like the community
• When [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
• Bullying of Kristen in board meetings has shifted a lot
• 10 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
• You’re talking about the Afro American community
• We 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
