Care > Competencies, Skills
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;
- Calculate the means by which these combined needs can be
met through skills development (and added facilities);
- 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.
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.
Job Descriptions & Organizational Charts, American Association
Includes more than 100 descriptions of museum jobsfrom
director to preparator to trusteeincluding 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
spiral bound 400 pages 1999
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
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],
No.1, pp.1-3, 1994.
& 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.