National Services Te Paerangi

1. National Services Te Paerangi The team on the Our Space map at Te Papa www.nationalservices.tepapa.govt.nz

2. How we help He Rauemi Resource Guides 0508 freephone helpline

3. Training and professional development Marae based workshops Workshops for museums at regional and national level

4. New Zealand Museums Standards Scheme • Practical and user friendly • Sends good message to funders • Formal review or as a resource • Its free!

5. 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

6. 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?

7. 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?

8. 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

9. By 2020? • 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

10. By 2020? “By the end of the decade, we see the coming of a newGeneration 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

11. By 2020? “That incredible force — ITthat 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

12. 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

13. 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

14. 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

15. 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?

16. 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

17. “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

18. “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

19. 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

20. Values are critical Gandhi “If people behave in the right way, things will likely turn out right” Nicolo “The end justifies the means”

21. 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

22. Who are your communities?

23. By 2020 – how has your community changed? Demographically? Psychographically? Employment base? Infrastructurally? Politically? Economically? Leadership? Technologically?

24. 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

25. 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

26. 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

27. You are here

30. Building on existing support Choose two current supporters ONE principal funder and ONE other key supporter (without whom its hard to imagine surviving)

31. 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?

32. Remapping the community

33. Thinking about experiences …

35. Re-Mapping the community

38. Growing new support Choose two ‘other’ parties from the outer edges of your rich map Make sure one seems an unlikely match for you

40. 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

41. 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

42. 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

44. Museum 2.0

45. 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

46. Dynamic knowledge will redefine the Museum

47. World Beach project www.vam.ac.uk

48. 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 

49. 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.

50. 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