Part 2: Developing Te Papa
Te Papa will become known worldwide for the innovative application of digital technology to realise its vision for the future.
This aspiration received the most comments and support from stakeholders about Developing Te Papa. The submissions were divided into those which viewed the use of digital and online solutions:
- as an important tool to the collections (i.e. how the objects and knowledge that Te Papa has can be stored and shared with others online), and
- as a means to develop exhibitions (i.e. using technology to enhance the visitor experience and their learning).
In developing this strategy, stakeholders felt that Te Papa should be cognisant of resource issues and invest in digital solutions wisely.
Te Papa will recognise that every experience is an opportunity for shared learning, and that its future will depend on the continuous development of its staff.
Continuous education and development was generally supported, especially by those in the museum and heritage sector, as important to ensuring that Te Papa maintains high standards of expertise and professional skills. Stakeholders suggested that working collaborations with other institutions in New Zealand could help achieve this aspiration.
Te Papa will be aware that communication is two-way, and built on trust and transparency.
Communication and transparency were seen as important values that Te Papa needs to develop in their practice.
- Internally, stakeholders wanted clear communication models and work processes to be developed.
- Stakeholders wished for Te Papa’s external communication to have more transparency and to develop meaningful two-way relationships to enable more effective collaborations between Te Papa and other organisations.
Te Papa will be commercially positive, entrepreneurial by nature, and disciplined with its business processes.
Stakeholders recognised that this aspiration is a necessity and again they provided a number of suggestions about how Te Papa can create opportunities for commercial development and improved business models.
Stakeholders did have concerns though about what this strategy means for Te Papa’s role in the community and the impact it would have for funding in the museum sector. A large number of stakeholders supported collaboration and a closer alignment between Te Papa and other organisations to ensure that investments were leveraged in the best way possible.
Te Papa will be a persuasive and inspiring advocate on its own behalf.
This aspiration did not receive many comments from stakeholders but those that did respond saw it as positive. However, stakeholders wanted to expand this aspiration so that Te Papa advocates for and fosters dialogue with smaller organisations, museums, and communities as well.
Building sustainable leadership
Te Papa will be flexible, proactive, and nimble in its systems, process, and decision-making.
Many of the comments about this aspiration addressed Te Papa’s organisational structure and internal systems. Once more stakeholders’ comments were about what Te Papa needs to improve and how this could be achieved.
Stakeholders felt that Te Papa has a role to help organisations develop their skills and leadership. Therefore the opportunity for other organisations to collaborate with Te Papa was positively received by stakeholders.
Many stakeholders were critical of Te Papa for having a lack of clarity, being too bureaucratic, and being unwieldy in its current decision-making and processes. Therefore stakeholders wondered how Te Papa would achieve this.