Over the next five years, our commercial strategy is to increase onsite visitation and to amplify revenue-generation opportunities in the areas of ticketing, retail, catering and corporate hospitality. Executive Summary. But we have permission to think outside the box, to dream … five years because the board and director knew that resources would support a five-year plan and we knew that the amount of change needed to improve opera-tions would be better affected by a five-year plan. Rice paper scroll. Our achievements provide a strong foundation for the next five years. It is the result of a collaborative process that involved Wellin Museum staf, College leadership and administration, Hamilton students and faculty, community members, and peer institutions. • Renewing and refreshing of the permanent galleries on the ground floor; for example, the Tāmaki gallery will provide Auckland anchor stories of our people and our place. Hui hui mai tātou Auckland Museum will be a centre for developing the ‘democratic intellect’ of the city. Tāmaki Paenga Hira Auckland War Memorial Museum is Auckland’s place of gathering, welcome and orientation, where we share knowledge of our taonga (treasures) and explore the many stories of Tāmaki. —Japanese Proverb. It will host an outdoor learning and activity space to inspire the next generation. twitter.com/aucklandmuseum We will complement and enhance our onsite Museum experience through personalisation, interactivity and richness of content. Implementation of our 20-year Future Museum strategy, adopted in 2012, and now our Five-Year Strategic Plan, will help us realise this vision for a culturally rich and creative Auckland. To achieve our transformed education and early learning programme, we will: • Develop a new five-year vision and plan for education and outreach, • Create a new revenue model to support each segment and service, • Develop a network of partners and providers to support our programme, • Grow our formal learning student numbers from 40,000 to 100,000, with digital resources being a key part of achieving this extended reach. We will seek to host international conferences, such as MuseumNext. Events; Happy Museum 5 year plan (June 2015) Happy Museum 5 year plan (June 2015) Post navigation ← Launch of the Happy Museum 5-Year Plan … In a busy urban environment, our Museum will offer safe, creative spaces for families. Individual galleries depict specific eras and highlight Marine contributions to significant events in American history. Auckland War Memorial Museum Tāmaki Paenga Hira. The annual reports and accounts illustrate how the our resources were spent in the last year and provide an overview of its activities. • Ensure learning environments and curriculum links are embedded in our galleries and exhibitions • Create a teacher in-service training programme and a teacher membership programme. With the continuing support of Auckland Council, Regional Facilities Auckland and others, the Auckland Museum in 2022 will be a vital part of Auckland’s future as a modern, inclusive and dynamic, global city. info@aucklandmuseum.com, Bookings Office: 09 306 7048 We will also engage with Aucklanders on environmental issues through our exhibition, programme and education activities. The Library Services and Technology Act (LSTA) requires each State Library Administrative Agency (SLAA) to submit a plan that details library services goals for a five-year period. We will provide immersive environments and innovative spaces for play-based learning that will support families, carers, educators and children to learn together. Actions will include expanding our ticketed special exhibition programme, relocating our Museum retail store to a more visible location in the South Atrium and driving sales, expanding our food and beverage offering, and investing in our venue hire business. Wider social, economic and environmental pressures affecting Auckland present a challenging context. It provides a five-year contextual framework to enhance the human process, policies, and practices for the institution’s transformation from a … The Museum’s collections and their care and accessibility will remain a core priority, and are the vital asset that drives and stimulates engagement with audiences. Stories. The Treaty foundation of Tāmaki Makaurau provides for and embraces a growing and diverse society. We will continue to deliver annual programmes of commemorative activity, in partnership with key stakeholders, with such activities drawing ever increasing numbers of Aucklanders. By 2022, we aim to have a membership of 5,000, together with 100 patrons. Optimising Auckland’s iconic Domain building for public engagement and enjoyment is an evolutionary process. These will be supported by a workforce with Pacific knowledge and language capability. We will deliver this through onsite, online and offsite programmes and events. We are committed to enhancing our offering to Auckland ratepayers, demonstrating a return on their investment and helping to secure our own future. Success will depend not just on deploying our own talent creatively, but also on our partnerships and supporters as well as on the broader network of arts and culture organisations across Auckland, with whom we collaborate. We want to be recognised as a leading digital museum, and will achieve this by making technology an integral part of the museum experience, to provide vital context and to share knowledge. We will be a great place to work and our reputation will attract the very best. Utilising Linked Open Data methods and principles, our collections will be part of a global network that enables access, irrespective of location. This Five Year Plan also reflects my goal of leaving the City fiscally sound and more efficient and effective. The period 2017–2022 will be one of continued change for Auckland Museum and Auckland’s cultural sector. We will seek partnerships with leading research institutions, start-ups and businesses nationally and internationally to ensure our position as a centre of excellence in the use of technology. The process results in a Plan that is a document to guide the operations of the museum, including financial, human resources, board of director development, fund raising, marketing. Step 1: Know your … We will transform our education offering by expanding its reach, relevance and points of difference. Our ambition is to be better connected to the city, visually and logistically, and to improve accessibility. One of the core priorities of this plan is to improve stewardship of the permanent collection, that is, to strategically The growth rate of national income ending fifth plan period was 5.4 per cent at the price index of 1970-71. Auckland Museum is kaitiaki for an encyclopaedic collection of human and natural history. Auckland’s growth trajectory continues to increase demands on its civic infrastructure. Building on its tremendous progress over the past six years, this strategic plan outlines four goals for the next fve years. • Refurbishing and relaunching the South Atrium as a hospitality precinct, with a kai room for families, an upgraded café and a new retail store. The museum is experiencing CCTV issues which will result to huge losses if theft arises. It will be a landing place for visitors and new arrivals to the city and a site of engagement and re-engagement for Aucklanders. The 10 year plan helps you to make the kinds of decisions today that will get you to where you want to be later. H411. Over the past five years, we have invested in the care of the collections and the iconic Domain building. Apr 24, 2013 - Explore paola barcenas's board "Museum plans" on Pinterest. in a five-year plan to strengthen the museum’s capacity as a teaching-learning resource and foster closer links with Marquette students, faculty, staff, and the broader community. It will help you to focus on the little things you should be doing or not be doing right now, so that 10 years from now, you won’t have a … With this strategic plan, IMLS has a roadmap for priorities and investment for the next five years. Building improvements will enhance the education offering. We anticipate revenue will be static over the next few years while these key building improvements are undertaken, but by FY 2022/2023 we are confident we will have increased our annual selfgenerated revenue by 30% to $12 million. The unique museum learning environments will provide the ability to see, touch and learn about the world around us. As a result of these revenue increases, we are planning to reduce our levy increases from 2021/2022, from 2.5% to 2.0% per annum. • Launching a new learning base on level one, to welcome more schoolchildren into an immersive learning environment. The priorities set out in this Plan will be realised through actions and measures to be included in Auckland Museum’s annual planning process. Let us gather together. Greater impact for London • 4 million visitors came to the Museum of London in 2013– 18, and 1.4 million to the Museum of London Docklands – Our aim is to bring the world to Auckland and Auckland to the world. At a time of fast-paced change, when society faces many challenges, we are determined to seize this as an opportunity to respond in a way that is relevant, brings cohesion and enhances people’s lives. Read our plans for our new site in … Our digital and ICT strategies will ensure we embed digital into all aspects of our work across Auckland Museum. Ki te Moananui-a-Kiwa me Aotearoa whānui Our historic collections are not just rich resources for reflection but rapidly also becoming creative technologies that enable people to make new things in the present. We have the potential to offer a wonderful alternative to the formal classroom pedagogy. We have reached more people – onsite, offsite and online – and made a strong contribution to the wider Auckland economy. We are appreciative of Auckland ratepayer support for our core activities and recognise that, in an environment which is financially constrained, we need to demonstrate a return on the investment made in Auckland Museum. The Māori ethnic population is set to grow in all areas of Auckland, with a quarter of the Māori population to live in the city in 2038. Page 3 Table of Contents Contents We want to stretch thinking – our own and everyone else’s. ... Download our Museum of London Strategic Plan 2018-2023 (PDF 7,651 KB) Also of interest. Following the completion of the Museum’s capital works programme our revenue is planned to increase significantly and by 2022/2023 is expected to increase to $12 million; this is an increase above the revenue reported for 2016/2017 of 30%. We will also continue to manage operational and capital costs closely. Their hallowed walls house the origins, history, tradition, and culture of the world or at least a specific country. The objectives in the Auckland Plan and Toi Whītiki – the Arts and Culture Strategic Action Plan for Auckland – are at the heart of what we believe and do. It is also well aligned with the refreshed Auckland Plan, particularly the importance of fostering an inclusive Auckland, where everyone belongs; promoting Māori and Pacific identity and well-being; and valuing our cultural heritage and the environment. See more ideas about museum plan, museum, how to plan. Grants to States: Five Year Plans The Library Services and Technology Act (LSTA) requires each State Library Administrative Agency (SLAA) to submit a plan that details library services goals for a five-year period. the Plan. Auckland Museum will continue to make creative use of the exterior of the building, including lighting it, to recognise the events that matter to the city. The Museum of London has commissioned London-based illustrator Oli Fowler to produce a set of dynamic illustrations for its new "strategic plan" – something that sets out its core aims over the next five years and how they'll be achieved. We will continue to invest in caring for our heritage building by implementing our Heritage Asset Management Plan. Auckland’s current population is 1.6 million, with 1.4 million living within the region’s urban area. We expect membership of Auckland Museum to provide a core constituency of support and, over time patronage. Download our Five-Year Strategic Plan here. Our new Tāmaki galleries, to open at the end of 2019, will share new stories of our place and our people. It needs to be optimised for public use, and ‘fit for the future’, able to accommodate increasing demand and visitation as our city grows. facebook.com/AucklandMuseum Auckland Museum will have strong partnerships and collaboration with iwi and Māori that contribute to Mātauranga Māori and research in Te Ao Māori (the Māori world) and Te Taiao (the natural environment). Auckland Museum is committed to moving beyond the familiar territory of preserving and interpreting objects in our collections. We possess a unique suite of assets – collections, community relationships and digital tools – that place us at the heart of the knowledge economy. The Museum will be a model for best practice, providing effective, innovative and responsive learning and engagement for all our visitors. We see Auckland Museum as the place to discover Auckland – past, present and future – asking questions and stimulating debate about this city and its evolving identity. CC-BY. Get more from your Museum with Membership, Find out more about Auckland Museum’s transformation, Nā te whanau o Tāmaki Paenga Hira The global museum community has moved from using traditional models, where specific collections access was exclusive, to a position which enables open digital access as the default. We are inspired by the strong loyalty and affection for the Museum among current sponsors and we will build on this by widening our networks of support through our new Museum Membership Programme and through creating new connections and rallying fresh support around our much-loved brand and the work we do. We will work with Auckland Council and Auckland Transport to enhance pedestrian access, and to improve public transport links and wayfinding through the Domain, aligning with Council’s Domain Master Plan. This requires Tāmaki Paenga Hira to present New Zealand’s history (including the partnership envisaged by the Treaty of Waitangi), be Auckland’s war memorial, and lead through innovation and partnership, whilst supplementing ratepayer funding by revenue-generating activities. Five Year Strategic Plan of the Japanese American Museum of San Jose JULY 2019 Through JUNE 2024. Our research spaces are being designed to accommodate engagement with our knowledge communities. Over the next five years, Auckland Museum will invest to transform the visitor experience, ensuring a deeper and richer overlay of cocreation opportunities across the galleries, helping to deliver a more connected experience for all our visitors. Offsite collections will be looked after within purpose-designed environments with up to 30% of collections stored there by 2023. Earlier this month the Frisco Town Council approved the Historic Park & Museum’s new five-year strategic plan, outlining goals … At the heart of the changes will be our new Tāmaki galleries, to be launched at the end of 2019. Supported by our digital tools, this unique combination of assets has the power to transform our visitors’ understanding of the world in which we live, enabling them to interrogate relationships between human culture and the natural world. Skip to main content. 12+ Museum Strategic Plan Template & Sample – PDF, DOC Museums hold a priceless purpose in the society. Focusing on our key collections, our museum research priorities over the next five years will focus primarily on Tāmaki Makaurau – its origins, current state and future – and will include biodiversity and the question of human impact on the natural environment, together with a reconsideration of the New Zealand Land Wars. Auckland Museum has been a leader in this democratic approach and we will continue to push the boundaries for the benefit of communities, research and education. We will put the needs of learners first by rethinking our model of engagement, working flexibly and responding promptly to their feedback. By 2020, we will have built a new onsite ‘learning base’ facility inspiring curiosity and wonder. We will also deepen our engagement for individual visitors and audience groups, sharpen our business and operating models, and grow and diversify our income. Cultural permissions apply. We will also intensify our schedule of public programmes, debates and online discussion responding to issues facing those who live and work in the Auckland region. CC-BY. This transformative programme of work will be financed by our Asset Replacement Reserve, made up of depreciation funding provided by Council through an annual levy, supplemented by $12 million of funding and sponsorship to be raised over the next three years. Museum Store: 09 309 2580 In the next five years, Auckland’s population is projected to grow by 7–10%, the rest of New Zealand is expected to grow by 5%, and international tourism could grow by 20–25%, with 4.5 million visitors in 2022 from 3.7 million in 2017. We will be a vibrant place for learning, enabling young people in particular to realise their potential. New programmes will raise awareness of difficult topics – such as human impacts on the environment, biculturalism, discrimination and inclusion – as we strive to ensure we play our part in the ongoing development of a vibrant democracy and robust sustainable society. We will also play our part in reducing our carbon footprint and in protecting the environment. Venue Hire: 09 302 9765, Teu le Vā: The Pacific Dimension at Auckland Museum, He Korahi Māori: A Māori Dimension at Auckland Museum, Partnerships, affiliations and acknowledgements. This strategy has direct implications for how we present the collection, what is included, the research and fieldwork that supports it, and how we enhance understanding and access – on the gallery floor, in the classroom and online. The museum only employs five full-time employees, in which all employees exceed the required work hours of nine hours per day (including one hour of lunch break). Your company’s year plan differs on how long you want to accomplish your goals. We are moving. We will explore their potential to engage our community in new ways. Auckland Museum envisages a staged delivery of our Five-Year Strategic Plan, as illustrated below. We are rethinking the building and how we best use it. • Continuing to play a leading role in cultural tourism for the city and nationally, increasing tourism numbers visiting the Museum. We will actively develop our international profile though an enhanced programme of publishing our research in all aspects of museology via a range of platforms and channels. In this Five-Year Strategic Plan, we set out our medium-term priorities. Museum Admission Prices for admission and events are subject to change. The products and services we design, such as Museum in a Box, will be made available through a variety of distribution channels. The iconic Domain building is bursting at the seams and is expensive to maintain and upgrade. • Introducing a richer special exhibition offering, including international touring exhibitions with broad appeal. As Auckland’s population continues to grow and diversify, there is a need to enhance and maintain a shared sense of belonging. The Museum's five-acre site will be transformed into a biologically diverse, accessible and welcoming green space in the heart of London. Pterodroma cervicalis, White necked petrel. Auckland Museum is a site of investigation about the city and its region, its evolution and future trajectory. Washington, D.C. 20024-2135, purposes and priorities outlined in the LSTA, Federated States of Micronesia 5 Year Plan. We will draw new and return visitation by investing in the public experience. the complexity of the world’s … We will be an active contributor to the international community developing open data principles and appropriate practices for the care of cultural intellectual property. It currently serves many purposes: war memorial, public galleries, special exhibitions hall, visitor amenities, collections care and storage, education centre, reference library and workplace. Instagram.com/aucklandmuseum, Reception: 09 309 0443 GE10354. Auckland War Memorial Museum Tāmaki Paenga Hira. We will seek to lead the development of touring exhibition and research networks across the region. We will find the right fit between our donors’ aspirations and our own, and offer a range of sponsorship incentives; these will focus on the new public galleries, our work with schools, digital innovation, research ventures, and more – a compelling offer we are confident will attract support. Donors are central to realising the Museum’s full potential, and we cannot deliver this Five-Year Stratgeic Plan without them. We will combine hands-on exploration and discovery with playbased learning. Fit-out of a dedicated collections centre was completed in 2017, to enable the gifting of more of the Domain building to the public. From Tāmaki Paenga Hira You may also check out one-page strategic plan examples. This means that, to meet our visitor growth targets, extra initiatives are required to boost onsite visitation, in order to achieve average annual visitor growth of between 5% and 7%. After the First World War, artists in Germany and the Soviet Union began to experiment with photomontage, the process of making a composite image by juxtaposing or mounting two or more photographs in order to give the illusion of a single image. A photomontage can include phot… The learning environment will be stimulating, memorable and appropriate to the varied learning styles for our visitors, be they educational and school groups, preschoolers, families or lifelong learners. Communities will be able to make good use of the collection study facilities available within this centre. By 2020, we will have raised $12 million through sponsorship, charitable partnerships and philanthropic fundraising for our current Future Museum building and gallery renewal programme. Our volunteer programme will support Auckland’s community connectedness and deepen our civic engagement. With the establishment of the Auckland Museum Foundation, created to raise long-term funding of the Museum’s capital works and programming, the Museum may be in a position to fund its own capital works programmes in the future, rather than rely on Auckland Council through the annual levy process.