MCN 2024

Artificial Intelligence has rapidly emerged as a transformative force in the museum community. As museum professionals, understanding the basics of AI and its implications to our industry is crucial. This presentation provides an overview of AI and delves into the various opportunities, challenges, and serious concerns that we must face together.

AI can offer the museum community tools from enhancing the visitor experience to improving how we do our business. AI-driven efforts can revolutionize how we do our work and foster innovation. However, AI in museums raises ethical concerns, especially regarding visitor data privacy and information biases. Equally important, over-reliance on AI might diminish the human touch, risking the loss of authentic, trusted connections museums aim to foster. There are real concerns about AI as it can distort, misrepresent, or oversimplify complex historical and cultural narratives. If not properly trained or contextualized, AI will perpetuate biases or misunderstandings. As museum professionals, it's our responsibility to approach AI with a balanced perspective, harnessing its potential while being mindful of its implications. Collaboration, continuous learning, and open dialogue will be key as we navigate this intersection of technology, innovation, and culture.

In this 15-minute presentation, Katy Long and Gabrielle Santas will offer a real-world case study of how a small "start-up" museum has been able to leverage new digital technologies to start building out meaningful experiential and immersive content via a free-to-download app (designed by Spellerberg and Associates) that allows visitors to access 5 audio-first walking tours across San Francisco and Los Angeles. They will discuss the challenges encountered in building the CalMigration app and the Migrant Footsteps tours, and consider how this type of digital-first museum offers new opportunities to connect with different less traditional museum audiences, as well as the potential for Augmented Reality to help create on-site exhibits. They will also talk briefly about their expansion into 360 video as a means to connect with remote users.

What if our museum workflows encouraged us to be caring, compassionate, intentional people? What would our emails, file folders, purchase orders, scopes-of-work, and contracts look like? Let’s start by looking at speculative examples created by the workshop hosts. These tangible objects that participants can hold and feel, read and look like they were transported from the future. Once we discuss what those design fictions imply about the future museum workplace, we’ll imagine our own present-day museums with digital workflows that operate in service of not only our institutional goals, but also our staff well-being along the way.

This session will invite participants to envision a near(ish)-future scenario in which museum workers have a sense of well-being at their jobs: they feel valued, cared for, and part of a collective, cooperative team of colleagues. We’ll walk participants through some exercises designed to stimulate creative thinking about how digital tools might be helping those museum workers maintain that well-being. Then we’ll return to the present and think about what we might do today to begin building those systems for tomorrow.

Our goal with this session is to encourage people to think optimistically and creatively about how digital platforms might be of benefit to make work a place of psychological safety and community. Working in nonprofits that are (at least nominally) focused on visitors’ experiences, many museum workers feel encouraged to put their own needs aside to ensure visitors are centered. We propose to help reorient participants at this session to approach their work centering their own well-being to pave a more sustainable path toward meaningful visitor experiences, as well.

A website redesign is never just a fresh coat of paint: a new digital home on the web provides opportunities for institutions to reintroduce themselves from the ground up. This session encompasses a series of lightning talks that explore website redesign projects across a range of American institutions and content areas. Including projects at all stages of development, the panel explores each institution’s goals for shifting their brand, expanding their audience, or solving existing problems for their users.

For Glenstone, a website redesign provides an opportunity to reintroduce the institution after the completion of a large-scale renovation. The collection will be digitized and a new content strategy will be employed to humanize the sometimes-intimidating vibes that contemporary art institutions can have.

The Smithsonian Transcription Center, undergoing the first website redesign in its decade+ history, is seeking to adjust to pandemic-initiated changes in the digital volunteering landscape, respond to the needs of a growing and diversifying volunteer community, and rebrand to reflect their status as a premier digital offering of the Smithsonian Institution.

After 10+ years of working with a custom CMS and a third party developer, the Bullock Museum is in the process of migrating and redesigning their website in an open source platform. Originally funded with very different content goals in mind, they are redesigning their website through the lens of a new mission, content strategy & sustainability plan, and a realistic look at what they can upkeep and scale long term.

When the web site for the Brooklyn Seltzer Museum launched in 2023, its goals were simple: capture emails and sell tickets. Since then, it has accumulated content: press coverage, a virtual museum, a special events calendar, and more. As the Museum approaches the start of its second year, the web site needs to offer a more seamless way for visitors to explore the Museum and a more developed “voice” that expresses its character.

The Smithsonian National Museum of American History was prompted by a need to replatform an aging Drupal website, and undertook a two-year project to revisit aspects of the site which reflected 20 years of piecemeal web development. The museum re-evaluated the site’s architecture, design, and features and improved communication of the museum’s newly-articulated mission and values, along with strategic content and branding updates.

The Huntington is currently undergoing an iterative process to reskin and develop a series of priority new features and integrations to update its flagship website, huntington.org. This exciting project follows on the heels of The Huntington’s adoption of a new five-year strategic plan and updated mission statement, along with a comprehensive brand and brand strategy project, resulting in recommendations related to voice and tone, messaging guidelines, a style guide, graphic design, and overall look and feel.

Innovation fuels progress. This session explores the “magic sauce” behind successful museum tech projects. We’ll dissect some GLAM tech success stories, look at what drives innovation: user needs, emerging technologies, fails, and a sprinkle of creative disruption.

We’ll also see how a culture that embraces calculated risks, manages frustration, and celebrates the rewards of pushing boundaries helps innovation, exploring ideas for staying ahead of the curve by identifying the next cutting-edge advancements (surviving the current ones!) and fostering a psychologically safe environment where groundbreaking ideas can take off.

Every museum has a digital strategy, whether it is formalized or ad-hoc. The challenge is to make that strategy useful and meaningful. This session presents three case studies that showcase approaches to making digital strategy operational and useful as museums look for new digital initiatives and innovation. The Spencer Museum of Art focused on the creation of a digital plan that operationalizes well thought-out institutional goals, and incorporated museum- and campus-wide input, and sought guidance from digital leaders across the museum sector. The Arizona State University Art Museum started from a broad assessment of where they were, and what peer institutions had done, in order to plan how to proceed. The Yale University Art Gallery approached planning after completing a major digital project, reflecting on what the project’s twists and turns said about the organization as a whole, and exploring how they might better plan for digital initiatives in the future. At Yale, digital strategy is an ongoing activity, managed by a cross-departmental team. In each case, digital planning is operational. It is focused on doing: where to start, what to do next, and how to measure and learn from doing. As such, digital planning bridges the visionary strategy with the nuts-and-bolts and day-to-day.

This talk will give an overview of the creation of the Judy Chicago Research Portal, a cross-institutional collaboration to provide access to the archives of a prominent feminist artist on one website. Judy Chicago is a ground-breaking feminist artist who has been active as an artist and an arts educator since the 1960s. Her archives are held at four different institutions: two large university libraries and two museums in different parts of the country. These organizations formed a collaborative to create an online portal, hosted by one of the large university libraries, where selections from each of their distinct collections are accessible to researchers, scholars, curators, educators, and students through an easy-to-use interface. A fifth institution, a private foundation, which holds a complete collection of Chicago’s prints, also contributed records. The project represents a model for collaboration, iterative development, and improving access and discoverability for both feminist art archives and for collections at smaller institutions.

The partner organizations were united in ensuring that the unique history of feminist art and the artist’s significant contributions to this unique field were not lost in the archives. Through the portal’s inviting and welcoming interface, primary documents—artworks, photographs, manuscripts, and correspondence—from the artist’s 60-year career are accessible to anyone with an Internet connection. Rather than being sequestered in multiple archives, The artists’ papers and artworks are easily available to inspire and educate new generations of students, artists, curators, and researchers. This includes collaborative curricula from her Feminist Art Program. By providing free and widely available access to educational materials on feminist art, our poster supports The Global Campaign for Education’s Sustainable Development Goal 4 (inclusive & equitable education) and Goal 5 (gender equity, empowering women and girls).

We have developed infrastructure to support a network, that includes implementing a Drupal portal, setting up static and dynamic data exchange, and designing search and discovery tools that can effectively navigate aggregated content. This work was challenging, and we are ready to discuss how we scaled the infrastructure to accommodate the growing volume of digital assets and the evolving needs of the user community.

In addition, the presentation will cover the various aspects of building a comprehensive network in collaboration with others. This includes negotiating shared objectives, coordinating digitization efforts, and establishing process flows to manage and expand the network over time. The Judy Chicago Research Portal will serve as a practical example of this process, highlighting the importance of clear communication, mutual respect for each partner's unique contributions, and a shared commitment to the project's overarching goals.

This is a joint session by the North Carolina Museum of Art and the Perez Art Museum Miami, two medium-sized art museums that have broadly increased capacity to collect and utilize data over the past three years. Our session will showcase digital capabilities to translate strategic goals into measurable and actionable metrics supported by integrated data workflows. Both institutions will share data methodology that supports internal accountability and continuous improvement, bolsters board and grantor confidence, and strengthens support of diverse artistic practices and relationships with members.

In 2021, NCMA created a Museum Evaluation position which has led to drastic increases in internal buy-in of data practices. Data is now collected across departments to produce quarterly and annual reports, and nearly all departments are beginning to think about how data can be leveraged to shape their projects. NCMA’s Evaluator, Melissa Dean, will highlight the work of several staff members in the larger context of interdepartmental collaboration. NCMA staff Kevin Kane and Heiker Medina will highlight data contributions toward collecting goals, marketing performance, utilization of our CRM system (Tessitura), as well as in-gallery and remote educational technology platforms.

The Digital Engagement department at PAMM is a relatively new venture funded specifically to empower a digital initiative that benefits the museum and its community. PAMM’s digital engagement group originally comprised three members, a department head, web developer, and data analyst, Patrick Fox. Patrick will share his work of finding and aggregating all of the data sources in a system that brings unique departmental data to each group for KPI monitoring. PAMM will also showcase their efforts to understand and increase collection artist presence on Wikipedia and a custom membership application for seamless check-in to museum events.

Above all, we are excited to share how building data workflows by combining existing computational knowledge and tools are encouraging formal digital strategies to informally emerge. This is an exploratory showcase of our works-in-progress collaboratively experimenting while learning from each other’s challenges. We hope that sharing our journeys from previously nonexistent or siloed roles to realized responsibilities in data reporting will inspire new projects and roles at your institution as it has ours.

The new Smithsonian American Women’s History Museum has a digital-first mandate and a commitment to community co-creation. Join us for a session exploring why community-focused programs should be at the center of exploring women’s visibility (or the lack thereof). By presenting case studies and provocations, the session will share how evolving digital expectations can foster community participation while offering insight and inspiration for your digital storytelling and audience engagement efforts.

In March 2024, the museum unveiled multiple initiatives that engage audiences in different ways – "Becoming Visible: Bringing American Women’s History into Focus," a compelling story-driven digital experience and “Community Story Explorer,” an interactive browsing experience showcasing stories contributed by the community. While each initiative offers its own format, their roots are interconnected, originating from an underlying strategy meant to invite diverse audiences to engage and participate across mindsets, interests, and locations.
Featuring speakers from the Smithsonian American Women’s History Museum, the Smithsonian Office of Digital Transformation, and digital agency Forum One, this interactive panel will illustrate important connections between organizational goals, strategic planning, and program design, offering valuable insights into developing a coherent approach for community building and engagement.

Museums are increasingly eager to leverage powerful software that promises to deliver valuable insights into growing audiences. However, implementing Customer Relationship Management (CRM) systems in organizations with limited budgets, uneven tech literacy, and varying definitions of audiences are guaranteed to be challenging. While CRMs can enhance visitor engagement, streamline operations, and boost institutional support, their configuration and implementation is fraught with difficulties, potentially leading to costly upgrades and reinforcing siloed data practices.

This panel will offer a candid exploration of CRM deployments drawing on the diverse experiences of three organizations and insights from three key departments: Development, Marketing, and Technology. Through these multidisciplinary perspectives, attendees considering the adoption or migration of CRM systems like Tessitura or Salesforce will gain a holistic understanding of the best practices and common pitfalls associated with platform implementation in cultural institutions.

Development departments across the museums collectively emphasize the importance of a CRM in enhancing donor relations and fundraising efficiency. Best practices include conducting thorough needs assessments, involving end-users in the selection process, and investing in comprehensive staff training. Common pitfalls are the underestimation of data migration complexities and resistance to change from staff who prefer legacy systems.

From the marketing perspective, leveraging CRM for targeted campaigns and visitor insights is essential. Best practices involve integrating CRM with social media and other digital marketing tools, continuously updating visitor data, and utilizing analytics for advanced segmentation and campaign adjustments. Pitfalls include data silos resulting from poor integration and the challenges of keeping up with constantly evolving digital marketing trends.

Finally, technology departments underline the significance of choosing a scalable and flexible CRM platform that can grow with the institution’s needs. They will advocate for rigorous testing phases, robust data security protocols, and continuous system upgrades. Key pitfalls include failing to inform critical stakeholders of how key decisions may affect long-term functionality, inadequate initial customization, lack of user-friendly interfaces leading to low adoption rates, and insufficient IT support post-implementation.

This panel will equip museum professionals with actionable insights and strategies to navigate the complexities of CRM implementation, ultimately enhancing their institution’s ability to foster deeper connections with their audiences and supporters.

With support from Institute of Museum and Library Services, the Internet Archive is expanding ARCH - a web-based computational research platform so that it can streamline gallery, library, archive, and museum ability to support a wide range of users interested in working with museums collections at scale. Museum specific collection functionality includes but is not limited to AI and ML driven methods that enable to speech to text, artwork color analysis, and transcription of text found in photographs. The Internet Archive's development efforts on ARCH are directly informed by partners at the Indianapolis Museum of Art and the Williams College Museum of Art. In this presentation representatives from the project will provide an update on the ARCH development roadmap, new functionality such as its ability to help users easily leverage AI and machine learning with museum collections, as well as a call for broader museum participation in ARCH development and use.

This session will present a case study of Monterey Bay Aquarium’s “tentpole weeks”, or specialized week-long cross-platform engagement campaigns: Shrimp Week & Sea Otter Awareness Week. From digital platforms across the web including social, SMS, and email, we want to make people stop scrolling for long enough to laugh, take a breath, and be awed by the ocean and its animals. We also want to provide incentive and opportunity for people to build affinity, deepen their relationship, and ultimately take action for the ocean.
In the past, we have participated in many more tentpole weeks such as shark week and cephalopod week. Overtime, we found our participation with all of these were very overwhelming as well as caused a drop off in engagement on our social channels. After we scaled back, we discovered a more focused approach yielded better engagement on our social channels and return on investment. In this session, we’ll describe what these tentpole weeks are and why they work, why sea otters and why shrimp. We’ll share general metrics and insights along with a video and a short presentation. We intend to include the audience in an interactive warm up with the infamous Shelly Skelly.

This session will introduce brand new preservation guidance for new media art/digital media art/time-based media art/variable media art and facilitate exercises from “Maintenance Culture: Sustaining Access to Digital Creative Works,” a Myriad project funded by the National Endowment for the Humanities (NEH). Maintenance Culture aims to provide practical, realistic guidelines to support small to mid-sized art museums, history museums, museums at academic institutions, and other cultural heritage institutions who steward complex, born-digital, creative works.

The session will introduce participants to the structure and content of the Maintenance Culture guidelines, including describing some specific examples to illustrate the types of works this project addresses (digital design, time-based media art, augmented reality, and net art) and their common preservation challenges. Facilitators will provide structure for the small group work within the session, with the goal of connecting participants to each other and encouraging the growth of communities of practice around preserving digital creative works.

Presenter will facilitate exercises from the Maintenance Culture workbook (to be published July 2024), including:
• Identifying institutional strengths that support maintaining long-term access to born-digital, creative works
• Naming challenges to collecting and preserving complex, born-digital creative works and connecting with others experiencing similar challenges
• Taking steps towards drafting workflows for collecting and maintaining complex, born-digital works