Recommendations

Our work in this area is grounded in the social model of disability, where people are disabled by barriers in society, not by their physical or mental impairments. It is on this basis that our recommendations have been developed. Applying the recommendations will contribute to positive experiences and the recognition of the contributions and challenges of disabled museum professionals.

Sector recommendations

• Ground all activities in the social model of disability, where the responsibility for action is to remove barriers and challenges.
• Where funding is secured to make buildings accessible, for capital projects or for working with specific communities, ensure funding also applies good accessibility practice behind the scenes and for the workforce.
• Where funding is distributed, ensure there is deep thinking and commitment to inclusion and accessibility, and a budget allocation aligned to this commitment.

Organisation-level recommendations

• Adopt a zero-tolerance stance on ableist language or treatment. Ableist language is not banter, but is discriminatory, unethical and illegal. In addition, acknowledge there is no hierarchy of disability, and that no one disability is more important or ‘real’ than another.
• Ensure in planning, fundraising and budget allocation that adequate time and resources are in place to overcome the challenges, resistance and emotional impacts of anti-oppression work.
• Review all policies, specifically those associated with the ‘lifecycle’ of an employee, to identify areas where disabled people may be placed at a disadvantage – through specific criteria, language, process, or procedures – and improve from minimal compliance to best practice. Specifically:
  – Ensure recruitment and selection processes are as inclusive as possible. Use the current inclusive recruitment guidance as a starting point for your own organisation.
  – Ensure the process for requesting reasonable adjustments is effective and meets the needs of all involved from the point of advertising, selection, appointment and induction, and for the duration of employment or engagement, including regular reviews to confirm continued effectiveness. Acknowledge that any adjustment made for one can create benefits for all.

• Recognise that disabled museum professionals are present within all levels and functions of the organisation, and there may be specific training required.
• Ensure that all those with a duty of care have the knowledge and skills to create organisational and team cultures that enable disabled museum professionals to contribute, develop, thrive and progress.
• Establish a disability support network, providing space in work time for support, discussion and suggestions. In smaller museums, explore similar opportunities in your wider network – for example, a local authority or within your region or nation.
• Look to capitalise on other approaches that may be a catalyst for change, for example working closely with trade unions and role models or using access riders, or disability passports, to communicate needs.

Leader, manager and team leader recommendations

• Develop your knowledge, skills and understanding to be able to create an inclusive culture for all, keeping up to date with changes in thinking, best practice, legislation and language.
• Develop specific skills associated with creating a culture of care – giving feedback, managing change and conflict management.
• In all interactions, centre the individual, follow their lead, listen to them, believe them and support them, acknowledging that intersectionality may amplify individual experiences, and that disabilities may be hidden, dynamic or consequences of generational trauma.
• Create a team culture where individuals feel comfortable to share their experiences and identity.
• Appreciate that the experiences of othering, discrimination and prejudice that occur outside of the workplace may affect an individual’s response and performance within it.

Co-worker recommendations

• Develop your knowledge, skills and understanding to become an ally for all, keeping up to date with changes in thinking, best practice, legislation and language. This creates solidarity across communities.
• Get involved where possible, in organisational networks, working groups and project teams, to create change and embed anti-ableism.
• Where you observe ableism, challenge it professionally and escalate with managers where appropriate.

These recommendations…

• are not exhaustive or comprehensive but reflect conversations and engagement in the sector, because individuality also informs the changes we make
• are designed to be high-level so that they can be applied to most organisations, acknowledging the role of leaders and managers at all levels
• are written so that we all know what we need to do, so we can then do it
• are supported by a list of resources that can be found on our website.