Care > Competencies, Skills and Knowledge

Scope

Recognize that every initiative provides an opportunity to conduct learning and skills development as a catalyst for organizational growth, personal advancement, community and member-based initiatives and to substantiate funding proposals, project development, documentation and dissemination of results.

Evaluate staff job descriptions (with reference to standards), including essential (core) competencies;

  1. Calculate the means by which these combined needs can be met through skills development (and added facilities);
  2. Couple skills development and training with a competency-based, integrated system for managing employee performance.

Develop a program to advocate best practices in collections stewardship to underscore its importance for staff, members, partners, funders and others.

Conduct ongoing skills training and development programs, which can serve as a catalyst for staff to engage in continuous learning, professional growth, and effective organizational management.

Through membership, engage in activity with professional organizations. Staff can present and publish work of the Society, gain from leading developments in the field, receive specific training at workshops, and further the Society's representation in such professional arenas.

Prioritze in-house skills development and project development over out-sourcing work to consultants and colleagues.

Further develop cöoperative learning and mentorship to provide in-house training to enhance worker's specialized skills and capacity to respond to organizational needs.

Include education and training for in-house staff by consultants and contractors who are employed for specific projects. Colleagues from outside the Society may also be invited.

In collaboration with academic and nonprofit partners, provide a forum for the conservation community and the public to addess preservation issues that relate to stewardship.

Express the goals and results of skills develpment through interpretion and educational programs available to members and the greater public.

Make a commitment to an educational process, rather than a specific solution, through facilitating and guiding staff to reach a conclusion which suits their own unique situation and needs. Otherwise staff will suffer from an information overload.

Provide practical advice across the full range of collections management issues that are sensitive and appropriate to the particular context; a focus on cooperative, coordinated problem-solving rather than fixed solutions; a means to gather and present current research and ‘best practices’ (standards) into accessible and relevant advice that converts easily into specific actions.

Place information in the context of a process- and task-oriended information and communications management system to help users record and communicate their immediate needs, while providing issue-specific references and solutions, some with reference to standards and technical resources, others though dialogue with fellow staff members — and those of other institutions.

Resources

Towards a Strategy for Workforce Development, The Council for Museums, Archives and Libraries. Available as PDF file at Publications.

Presents the findings of research conducted by Demos on behalf of Resource, the Council for Museums, Archives and Libraries. Demos was commissioned to carry out a mapping exercise and a stakeholder consultation to provide information to inform Resource's discussions about its role in building a new approach to workforce development in Museums, Archives and Libraries.

Museum Job Descriptions & Organizational Charts, American Association of Museums

Includes more than 100 descriptions of museum jobs—from director to preparator to trustee—including recently established functions such as visitor services and information systems. Positions represent a cross-section of institutions, including history and historic sites, art and youth museums, botanical gardens, and more. In addition to individual job descriptions, a wide selection of organizational charts provided by American museums represent the varied disciplines, governance, and missions that comprise the museum community. The book also includes information on preparing job descriptions, related ADA regulations, and the relationship between museum mission and organization.
spiral bound 400 pages 1999
ISBN: 0-931201-61-6

AAM Guide to Writing an Employee Handbook, The. Alexandra Marmion Roosa with Paul L. Chin, American Association of Museums

A reference book for every museum, the Guide helps your institution develop the set of expectations and responsibilities for staff and management, from hiring practices, health benefits, and employee performance appraisals to policies on equal employment opportunity and racial/sexual harassment. Includes sample handbook statements, relevant federal laws, and more.
paper 168 pages pub date 2002

Towards a Strategy for Workforce Development: A Research and Discussion Report Prepared for Resource, March 2003, available at Workforce Development, re:Source, The Council for Museums, Archives and Libraries

"The concept of development implies progression and coherence – not a pot luck or scatter gun approach, reacting to whatever training course happens to come on offer. This is why the concept and phrase ‘continuous professional development’ has gained currency, recognising that the process is one of constant growth and renewal, and that there is no limit to either what we may want or need to learn.

To be effective, development needs to take place within a framework of assessment of individual and organisational need, aspiration and potential. Our research discovered that in many organisations no such framework exists. Staff appraisals tend to be backward looking, and are not always linked to a development programme for the individual. Nor are employers making a link between skills foresight exercises, organisational plans and the consequent staff development needs. Too often training occurs on an ad hoc basis, and is hierarchically organised rather than necessarily matching needs with provision: “front line staff get in-house training, there is more sophisticated and virtual training for middle managers, and release for conferences and outside courses for seniors.”

Sasser, Lisa. Setting Up a Preservation Workshop [download PDF format file], CRM Vol.17, No.1, pp.1-3, 1994.

Museums & Consultants: Maximizing the Collaboration. American Association of Museums, 129 pages 1996
An important report for any museum that has considered contracting for services for projects that range from a one-day facilitation to comprehensive, multifaceted consultation. Articles cover a complete review of the process, from preparing the request for proposals to evaluating the consultant. Designed to help museums understand all aspects of consulting services, the report contains articles on: choosing a consultant; involving the board; defining goals; building a productive relationship; ethics; copyright; distinguishing between an employee and a contractor; and locating a consultant. This report contains handy charts and checklists for requests for proposals, contracts, consultant interviews, and proposal evaluation.

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