National Services Te Paerangi

wistfultitleElectronics - Devices

Nov 24, 2013 (3 years and 8 months ago)

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National Services Te Paerangi



The team on the
Our Space

map at Te Papa

www.nationalservices.tepapa.govt.nz


How we help

He Rauemi Resource Guides

0508 freephone helpline

Training and professional development

Marae based workshops

Workshops for museums at regional
and national level

New Zealand Museums Standards Scheme



Practical and user friendly


Sends good message to
funders


Formal review or as a
resource


Its free!



NZMuseums
www.nzmuseums.co.nz




Online collection management
system


Marketing tool for your
museum


It’s free for up to 200 objects


Wider access for your
museum and it’s collection



Today


How are our communities changing?


What opportunities and threats does this
change hold for museums and galleries?


How do we maintain/retain current community
support?


Today


How do we grow new levels of community
support?


Whose role is it to maintain and build
support?


How can we build relationships with third
parties?


Change is getting faster

The computer in your cell phone today is:




a million times cheaper



a thousand times more powerful and



about a hundred thousand times smaller


than the one computer at MIT in 1965


80% of British men will be overweight by 2020,
study shows


Oil shortages by 2020 due to Western
'profligacy
'


A Robot in Every Home by 2020, South Korea
Says


U.S. to colonise Moon by 2020


World will have 20% renewable energy by 2020


Airlines aim for carbon
-
neutral growth by
2020




By 2020?

“By the end of the decade, we see the coming of
a
new

Generation that is replacing the Cyber
Generation.


“…they will be very close to the earth (green),
will
lead a very healthy way of life and they will
collaborate to improve human society.


“Technology is now part of them,
instead of being
born with electronic toys in their hands … they
are the first to be born in a world where
embedded electronics are now part of the daily
life”


www.5deka.com



By 2020?


That incredible force


IT
that moves faster, then
faster, then faster still


will power changes in every
imaginable realm over the next decade.




By 2020, memory devices will be integrated into our
clothing. And the very idea of a “smart phone” will
begin to change.


“Rather than looking at a tiny screen, our glasses will
beam images directly to our retinas, creating a high
resolution virtual display that hovers in air”


Ray
Kurswell
, Futurist






By 2020?

“That virtual display will … put us in a
three
-
dimensional full immersion virtual reality
environment.

We’ll watch movies virtually and read
virtual books. A lot of our meetings will take place in
these 3D virtual worlds...


“By 2020,
we will have the means to program our
biology away from disease and aging
, and toward
significant advances in our ability to treat major
diseases such as heart disease and cancer


an
approach that will be fully mature by 2030…”




Ray
Kurswell
, Futurist








By 2020?

“By embracing technologies of
co
-
operation,
prototyping new models of learning and
cultivating open and collaborative
approaches to leadership
, amplified
educators and learners will become the
organizational “superheroes”...


“Watch for signs at the edges of the formal
system

in such places as … independent
schools, after
-
school programs and
community
-
based learning programs”

www.futureofed.com

By 2020?

“We are shifting toward a culture of creation in
which each of us has the opportunity and the
responsibility to craft our collective future.


“We are seeing
edu
-
citizens define their rights
as learners and re
-
create the civic sphere …
[They will] challenge institutional hierarchies
and … provide the exemplars of, and
provocations for, innovation”


www.futureofed.com

By 2020?

You HAVE to know


Who you are / and what you value


WHY do you do what you do and who for?



Who your community is / and what do they value


What experiences are they looking for?



Who your potential supporters are / and what do
they value?

And you HAVE to know…

How your community and potential
supporters are changing…


… so you can maximize the opportunities
and limit the threats that change will bring


YOU HAVE NO CHOICE IF

YOU WANT TO BE SUCCESSFUL


Without change there is no
innovation, creativity or incentive
for improvement.


“Those who initiate change will
have a better opportunity to
manage the change that is
inevitable”


WILLIAM POLLARD

“Learning and innovation go hand
in hand.


“The arrogance of success is to
think that what you did yesterday
will be sufficient for tomorrow”


WILLIAM POLLARD

The equation?


Profile* + relevancy = Audience


Audience + profile* = Support


As long as your values are seen as being ‘right’


*as long as the profile is positive




Values are critical


Gandhi

“If people behave in the right way, things
will likely turn out right”


Nicolo

“The end justifies the means”

A rich map


Draw ‘yourself’ in the middle of a sheet of paper



Map your audiences


The most regular nearest the centre



The least regular at outer edge



Put groups you’d love to come but who don’t,
outside the ring


Who are your communities?


By 2020


how has your
community changed?


Demographically?


Psychographically?


Employment base?


Infrastructurally?


Politically?


Economically?


Leadership?


Technologically?



Changing demographics


Each group will have 2 demographic groups



Based on what you currently do think about
what each group will want
more of

and what
they will want
less of
over the next decade



As you work note down the
verbs

and the
values

What do you stand for?


What is your vision/mission?


How does it relate to your community


We (verb); we are a (noun)



What are the values that underpin what you
do?


How do they relate to your community?


Verbs, adjectives


A rich map


Draw ‘yourself’ in the middle of a sheet of paper
with 4 segments
-

cultural, economic, social and
environmental



Near the centre list
THREE OR FOUR
key current
supporters &/or
parties you have a relationship
with


Near the outer edge list
THREE OR FOUR
other
parties who don’t support you but are
significant
players
in your community


economic

environmental

cultural

social

You are here

Building on existing support


Choose two current supporters



ONE principal funder and ONE other key
supporter (without whom its hard to imagine
surviving)

Building on existing support


What are their vision/mission/values


or what
do you think they are?



How are they likely to change in the next 10
years?



If you don’t know
what do you need to do to
find out?

Remapping the community

Thinking about
experiences



What your communities want

What you can deliver

To

verb

To verb

A noun

A noun

Who else

is interested in this?

What your communities want

Re
-
Mapping the community

What you can deliver?

What else could you deliver?

To verb

A noun

Growing new support


Choose two ‘other’ parties from the outer
edges of your rich map



Make sure one seems an unlikely match for
you

Growing new support


Using the topic you’ve been given:


Brainstorm what a project might look like


Who it would be for


What it would need to do to be successful


“By embracing technologies of
co
-
operation,
prototyping new models of learning and
cultivating open and collaborative
approaches to leadership
, amplified
educators and learners will become the
organizational “superheroes”...


“Watch for signs at the edges of the formal
system

in such places as … independent
schools, after
-
school programs and
community
-
based learning programs”

www.futureofed.com

By 2020?

“We are shifting toward a culture of creation in
which each of us has the opportunity and the
responsibility to craft our collective future.


“We are seeing
edu
-
citizens define their rights
as learners and re
-
create the civic sphere …
[They will] challenge institutional hierarchies
and … provide the exemplars of, and
provocations for, innovation”


www.futureofed.com

By 2020?

Museum

Exhibition


Educators & Public
Programmers

Teachers & Guides

Students & Public

Museum 2.0

PARTNERSHIP

YOU

WANT

Define

your

objectives

Sometimes

the

company

identifies

an

opportunity

and

sets

out

to

establish

a

partnership

for

strategic

reasons
.

Sometimes

the

community

or

government

markets

an

opportunity

for

companies
.

In

other

cases,

partnerships

are

identified

when

a

problem

needs

to

be

dealt

with,

or

a

new

opportunity

arises,

as

was

the

case

with

Mbotyi

River

Lodge,

when

they

serendipitously

found

a

fabulous

spot

for

a

campsite

when

scouting

for

a

water

tank,

Brief

4
,

Tip

6
.

Developing

a

partnership

that

is

part

of

core

business



for

example

shared

equity

in

a

new

lodge



requires

considerable

investment
.

The

type

of

partnership

needed,

the

investment

of

company

resources,

the

negotiation,

and

the

expectations

of

your

partners

will

be

quite

different

to

a

partnership

aiming

to

use

company

skills

to

support

local

enterprise
.

There

are

many

ways

to

stimulate

local

enterprises,

ranging

from

a

joint

venture

in

which

you

provide

capital

and

direction,

to

a

mentoring

&

support

agreement

or

a

supply

contract
.

The

choice

depends

on

the

entrepreneur’s

capacity

and

situation,

and

on

your

company’s

objectives
.

In

a

CPPP,

the

state

plays

a

leading

role

in

defining

the

type

of

company
-
community

partnerships

that

should

be

developed,

and

in

defining

who

the

community

partner

is
.

This

is

quite

different

from

other

kinds

of

partnerships
.

The

state’s

role

varies

from

prescribing

a

specific

mandatory

partner

to

requiring

the

bidding

companies

to

plan

their

own

partnerships,

and

scoring

them

accordingly
.

Museum 2.0

students

teachers

programme design


‘exhibition’

Museum

Dynamic knowledge will redefine the Museum

World Beach project

www.vam.ac.uk

Partnerships


A partnership is a strategic alliance or
relationship between two or more people. Or
parties





Successful partnerships are almost always
based on trust, equality, and mutual
understanding and expectations &
obligations


Partnerships


Partnerships can be formal, where each
party's roles and obligations are spelled out in
a written agreement, or informal, where the
roles and obligations are assumed or agreed
to verbally.


Either way you need to be clear.



You may be able to choose your partner or,
as is often the case, your partner may be
assigned to you.

A good partnership


Make sure you understand what benefit the
potential partner wants, and what support
they need in order to deliver their part



Ensure expectations are realistic



The partnership is just the start. Maintain,
adapt and expand it, as the project evolves

A partnership proposal


Lead the development of values
-
based objectives



Tease out contributions and expectations



Measure success


ALWAYS UNDER PROMISE AND OVER DELIVER



Build a goals
-
based partnership

Our goals

Shared goals

The partner’s goals

To involve our
community

in
discussion of critical
issues

We share a belief

that
s
ustainability is one of
today’s most pressing
issues

To reinforce our target
of being leaders

in
sustainability


The objective/focus of the partnership:

………………………………………………………………..

Our contributions

Use of gallery for functions

Direct

mail to gallery database
of agreed advertorial

PROFILE PROFILE
PROFILE

X’s contributions

PROFILE
PROFILE

PROFILE

Monitoring your partnerships


Apply Museum standards


Catalogue on database


Logging each conversation


Building up ‘intelligence’ file



For larger (or high potential) partners:


Regular SWOT


Regular feedback