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museum 5 year plan

museum 5 year plan

One of the core priorities of this plan is to improve stewardship of the permanent collection, that is, to strategically 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. By 2022, Auckland Museum will be recognised as a leading metropolitan museum that contributes at a national level, with a global reach. This Five-Year Strategic Plan gives effect to our legislation. Auckland Museum is committed to achieving sustainable revenue growth. This is why every story needs a 10 year plan. Rice paper scroll. We will become one of only a handful of museums that specialise in early years programming and expand our programmes for the under-fives. We will co-develop programmes in the postgraduate curatorial training curriculum and create new opportunities for students to undertake internship experiences within the real-time professional museum environment. Instagram.com/aucklandmuseum, Reception: 09 309 0443 We will support local and central government agendas for economic growth and tourism. • Continuing to play a leading role in cultural tourism for the city and nationally, increasing tourism numbers visiting the Museum. We will invest in key partnership ventures, including digital access across the city’s multiple collections assets. Auckland War Memorial Museum Tāmaki Paenga Hira. H411. The Museum's five-acre site will be transformed into a biologically diverse, accessible and welcoming green space in the heart of London. Download our Five-Year Strategic Plan here. 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. Collections Online. • Refurbishing and relaunching the South Atrium as a hospitality precinct, with a kai room for families, an upgraded café and a new retail store. We will share our learning and new practices in cultural competency and community co-development with our counterpart museums and galleries. Our starting point is our legislation of 1996. We will nurture our partnerships with Pacific communities and organisations, for example through our partnership with the Ministry of Pacific Peoples, to host the national launches of every Pacific language week. 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. We will use digital technology to connect people and make more content available through traditional and non-traditional channels. 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. 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. 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%. The next five years will be an extraordinary time, as we maintain two vibrant museums and undertake the biggest project in our history, creating a New Museum in West Smithfield. In a busy urban environment, our Museum will offer safe, creative spaces for families. Our new Tāmaki galleries, to open at the end of 2019, will share new stories of our place and our people. the effort is ap­ propriate to the times, because the Smithsonian stands on the threshold of a new era. Continued responsible fiscal management and a greater emphasis on selfgenerated income through commercial activities, grants and fundraising are crucial. 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. Have you ever wondered what came before Photoshop? 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. Museum planning teams can use the template “as is” or users can modify the template to meet their needs. This will reinforce the role of the Museum as a ‘material site of knowledge’, as envisaged by our founders. We will also be ready to welcome increased visitor numbers in 2021, when Auckland hosts the America’s Cup yacht race. We will put the needs of learners first by rethinking our model of engagement, working flexibly and responding promptly to their feedback. Though the Fifth Five Year Plan was suspended one year earlier than its tenure, even then, its progress could be considered fairly satisfactory and be compared with the complete period of five years. Fiscal constraint will mean prudent capital investment, strong cost control and sound business practices. 1974.147, 46635. Manihiki, Cook Islands. CC-BY. Our achievements provide a strong foundation for the next five years. 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. • Introducing a richer special exhibition offering, including international touring exhibitions with broad appeal. Museum Business Planning is the process of setting a museum's future objectives and strategies for achieving those objectives. We will continue to find ways to reduce our environmental impact and the Museum’s costs, and engage our staff actively in this work. Apr 24, 2013 - Explore paola barcenas's board "Museum plans" on Pinterest. 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. Auckland grows by 45,000 people a year and is rapidly emerging as one of the most diverse cities in the world. The plan for 2012 through 2017 builds upon five previous years of success in audience growth, exhibit upgrades, expansion of programming, and … The Japanese American Museum of San Jose (JAMsj), with roots back to 1987, has the mission of the … Over the next few years, we will identify a more efficient distribution of collections storage, conservation and research facilities and workspace, onsite and offsite, which will enhance collections utilisation and service the Domain building. 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 – This Strategic Plan sets out our direction for the next five years. We will be a great place to work and our reputation will attract the very best. We also need to work collaboratively with others in the sector and beyond it, to maximise our overall impact. LB4322. Engaging programmes for all year levels from ECE to Year 12, Browse and contribute to New Zealand's Online Cenotaph, Experience life as a WWI soldier in Pou Kanohi Gallery. This will include: • Increasing the size and quality of public spaces, creating new gallery content and improving public amenities. Until 2019, we expect growth in visitor numbers to be relatively static, but to accelerate from 2020, coinciding with the ‘reveal’ of new galleries and greatly-enhanced amenities at the end of 2019. People in particular to realise their potential to engage our community in new ways Ka –! S growth trajectory continues to grow and diversify, there is a site of knowledge ’ as. Be well-written so your company will have built a new onsite ‘ learning base on one. Skills they need to enhance and maintain a shared sense of belonging be positioned accelerate! Being ready to welcome significantly increased visitor numbers in 2021, when Auckland hosts the America s! 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