Best year ever?

Last night, while catching up with a fellow nonprofit friend, she said to me: “All that shit you’ve gone through over the last few years is turning into manure!” Now, she works for a garden, so these kind of metaphors are natural for her. But I do love it, and it may be a new mantra.

Our annual meeting was a few weeks ago. By some metrics, this has been a pretty terrible year. But we’ve also had some incredible wins, many of them years in the making. Though this has been shared on the DHV blog, I thought it might be fun to share the year in review here, with all of you. With a few bonus links, just in case you want to know more about a few of these things.

2019–The Year in Review

At this time last year, Dallas Heritage Village was facing some pretty big challenges. We didn’t know what would happen with our city funding. Our budget was up in the air. Key staff were departing, and it was unclear when we would be able to replace them. There was turmoil and uncertainty, to say the least.

And it’s not as if things instantly got better. We did receive a $70,000 cut in our city funding, after all sorts of political twists and turns. The weather has generally been terrible for just about every event, and Candlelight had its lowest attendance in years. We had more staff turnover. Our longtime curator, Evelyn Montgomery, discovered greener pastures and left in January. Also in January, Tuck, one of our beloved donkeys died. The Ambassador Hotel burned to the ground. And to top it all off, we spent most of last spring dealing with sewer line issues, complete with porta-pottys for months and a $40,000 price tag. Sometimes, we do feel that there must be a black cloud hanging over DHV.

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But as I reflect on the past year, I think it’s also safe to say that this has been one of our best years yet. In February, we welcomed Joe McGill and friends to Texas. Joe is the mastermind behind the Slave Dwelling Project, a national effort to bring the story of slavery forward. We had some great partners, including the City of Irving and the Dallas Truth, Racial Healing and Transformation Project. We offered multiple programs, and in spite of the miserable weather, people came and had difficult conversations about our complicated past. And people are still talking. We plan to bring Joe back next May.

This project was also a chance for one of our new staff members, Lisa Lopez to shine. She joined us in mid-November, which meant she had to dive straight into Candlelight. She also managed the logistics of the Slave Dwelling Project and did a fabulous job. As Director of Visitor Experience, she also manages our frontline staff and our school tour program. Her job is very big, but we’ll be able to hire her some help very soon.

A few months ago, we were chosen to participate in the American Alliance of Museums Facing Change: Advancing Board Diversity learning cohort—a group of 50 museums nationwide. This program is working to address issues surrounding board diversity and inclusion. The Texas cohort includes some familiar names for you: the Perot Museum, the Witte Museum, Fort Worth Museum of Science and History, and more. We’re looking forward to truly getting started on this work later this fall.

For the past year, we’ve been working hard on reinterpreting Millermore. And maybe reinterpreting isn’t the right word. Expanding might be better. For most of our history, we’ve focused on William Brown Miller and decorative arts. But as we began to dive into our files and primary sources, we realized there are many more stories to tell—and lots more people to talk about. We began this work last fall—and then right in the middle, our curator up and left. And then there was another opportunity for a staff member to shine. Elizabeth Qualia had joined our staff as part time curatorial assistant in Fall 2017. We promoted her to full time Curator of Collections and Interpretation—and then handed her this giant project. We have radically changed how we talk about Millermore—we start in the cabin and talk about slavery. We end in the sitting room with walls full of family trees of both the black and white Millers. In between, we tell the story of Barry Miller, local politician, and his daughter Evelyn, a writer. And so much more. Even more exciting for some–almost all of the barriers are down. The new tour format launched last week, and I invite you to join us soon for a very different conversation.

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Other new faces at DHV include Wolf Landrum. He also joined us in Fall 2017 as  a handyman—though we’ve known him for a very long time. He’s a longtime volunteer, and most importantly, his husband has been our St. Nicholas at Candlelight for a decade. When Evelyn left, we made him our full time Buildings and Grounds Conservator. It has been years since we’ve been able to dedicate an entire staff position to the care of our grounds. He has a lot of work to do, but I hope you can see some progress.

Aidan Wright joined us in February as Membership and Marketing Manager. He was also a familiar face—having worked as a history host a few years ago. He’s doing some great stuff on social media, and I hope you’re enjoying the “What the Artifact?” series!

But I want to talk a little bit more about Sydney Abdo, our brand new Rentals Manager. We have literally watched Sydney grow up at DHV. She was one of my summer camp kids, hanging out in my dearly departed Pages from the Past camp with Terri Brown’s daughter Isabel. She became a Junior Historian and worked on the Doctor’s Office exhibit. A few years ago, she joined our staff as History Host. When Stephanie made the decision to accept a full time position, she told Preston and I that we really needed to think about Sydney as her possible successor. And here she is.

That story encapsulates some of what makes this museum so special. Though we have plenty of visitors that we see once for a few hours, we also have many people that have made this museum an important part of their lives. People like Barbara Brockett, Queen of the Clothespin Doll, who recently passed her crown to Angie Gamez, longtime history host. Lynn Vogt, whose grandmother got this whole thing started and became a Life Trustee at last week’s Annual Meeting. Jorge Esteban, a brand new board member, who will be getting married at DHV next month.

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There’s a lot to be proud of. A lot to be grateful for. Many, many people to thank. And though there are many things about this past year I would not like to repeat, I’m incredibly proud of all that the staff and board has accomplished. Even as we have waded through literal poop.

 

During the Annual Meeting, we also announced two record-breaking gifts to DHV.

In June, we received $165,000 to fund a full-time Early Childhood Educator position that will be shared with our friends and neighbors at Vogel Alcove. This is a direct result of the 3 year IMLS grant we’re just now wrapping up, along with work that I began as educator many years ago. This new staff member started last week, and we are thrilled! It’s the largest gift from an individual donor in years, and she’s someone I’ve been building a relationship with ever since a thank you phone call where she said “Tell me more about Vogel Alcove. I’ve never thought about homeless children before.”

In September, we received $500,000 over 5 years to fund our animal program and restore various animal areas throughout the Village. One of my friends joked: Does this mean the donkeys are going to be expecting Evian water now? This gift was from the Joe and Doris Dealey Foundation and is the largest foundation gift in our history. We’ve been in conversation about this project for years as well.

More big gifts are in the pipeline as well. All that manure is definitely turning into some beautiful fruit!

Balancing Act: Organizational Structure

A few weeks ago, a friend texted me: “Did you have staff turnover?” Honestly, I’ve been waiting for that question. We all know how much gossip there is in the museum world–and we all notice when organizations start posting lots of openings. We have been posting a lot of job openings over the last six months–and we’re not done yet. It’s been a combination of planned restructuring and people just deciding to move on. It’s meant things have been crazier than usual, and some staff are temporarily taking on work loads that are heavier than I’d like. So, what exactly are we up to?

Last summer, I sat down with a small team to start thinking about our budget. Like most organizations, personnel is the largest chunk to consider. Were we spending that money in the best, most efficient way? Were we getting the job done with the positions we had? We know we need to grow our staff (and suspect that growth is coming with our changing neighborhood), but we also know that can’t happen right away. But was there a way to position ourselves in such a way to make that growth smoother?

As a smaller, cash-strapped organization, sometimes our job descriptions just don’t make sense. The best example of this is probably our Administrative Assistant. When she was hired, her primary job duties were to take care of field trip reservations and provide some light admin help to our Director of Sales. We quickly figured out that she was awfully good at social media, and so we bumped up her hours a bit and gave that task to her. She’s doing a great job at both, but when she moves on, how will we find someone that can do both?

Thinking about this particular position got us to thinking about all of our positions. So, we made a giant list of all of the key functions that have to happen in order to keep the museum running. And instead of grouping them by the people currently doing the jobs, we grouped them by the actual function. Should our curator with a shiny PhD be spending time calling plumbers?

As we began re-crafting job descriptions, I began to also think more about the actual organizational structure. We had a very flat structure–a long line of people without much below them. There had been several issues over the last few years where some staff weren’t chatting with their colleagues before making key decisions. Though we are small, it seemed like we weren’t talking to each other enough. I wanted some sort of symbol that better indicated how we were all working together towards the common good–the visitor.

What I ultimately came up with is far from perfect, but it’s closer to the way I think we need to function. Instead of several departments of one or two, we have three departments: Engagement, Advancement and Operations. The chart is set up like a Venn diagram, with myself and the board at the center. We still have a reporting structure in place, but there’s also a team leader for each department that may or may not be the person everyone reports to on that team. (A good example of this is Engagement–the Educator is the team leader, but both she and the Curator report to me.) I also added some other teams that aren’t on the chart, but still need to meet regularly: Exhibits and Facilities.

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A few DHV staff members and our city council rep at the moving of the Blue House last week.

None of this is fully implemented, because we’re not fully staffed yet. And we’re taking our time to hire these new positions–we can only train so many folks at a time. We’ve rolled this out in two phases, so we were able to stagger the announcement of new positions. Essentially, we took one FT position, split it into two part-time positions. And then we took two other PT positions and reshuffled them. So, same number of people, but balanced in a different way. As we rolled out these changes, we talked first with impacted staff and told them they could apply for the new position, but their position would no longer exist after a certain point. By the end of this year, we’ll have more new faces than we’ve had in quite some time.

A few weeks ago, we hired one of those brand new positions–Membership and Marketing Manager. She comes with a broad nonprofit background and already seems to be fitting in well. And on Monday morning, we’re having a meeting because she has four pages of ideas and it’s time to chat about them. Which is exactly why we’ve made all these changes–new brains. new ideas as we continue to move the past forward.