exploration of the perceptions and experience of students of color with white student affairs professionals

Taylor, Keesha Bernadette

doi:10.17760/d20281358

Cited by 1 publication

(1 citation statement)

References 63 publications

(231 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…All organizations experience staff turnover, and with each departure and new hire, institutional knowledge is lost (Krantz & Downey, 2021), while new ideas and perspectives are gained. Additionally, community engagement and equity work can require emotional burden, particularly when goals center on changing institutional norms (Haupt et al., 2022; Taylor, 2021). To ensure the sustainability of long‐term CID work, staffing needs to be distributed across the institution, with support for flexibility to address the reality of turnover.…”

Section: Resultsmentioning

confidence: 99%

Community‐informed design: Blending community engagement and museum design approaches for sustainable experience development

Callahan Schreiber,

Goeke,

Bequette

2023

Curator The Museum Journal

View full text Add to dashboard Cite

The museum field currently and historically has centered on the needs of White, educated, privileged, and affluent people, and changing that reality requires new ways of conceptualizing, organizing, and assessing our core practices. Practice‐based models—including specific stories of how museums and communities work together—are still needed in our field, both as guidance for structuring future projects and as inspiration for what is possible. We share a case study of a 10‐year makerspace design process and identify key features for sustaining community–museum relationships over an extended period of work, which we call community‐informed design. We describe five key aspects that promote sustainability in terms of community–museum relationships and the creation of high‐quality experiences: naming values and assumptions, emergent planning, flexible and distributed staffing, organization‐to‐organization relationships, and layered data.

show abstract

Section: Resultsmentioning

confidence: 99%