We will expand our reach and revenue, and further invest in innovative, commercial partnerships that will help shape our future beyond 2022. Our Future Museum strategy enables the Museum to look up and look ahead. Ki te Moananui-a-Kiwa me Aotearoa whānui 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. We will also deepen our engagement for individual visitors and audience groups, sharpen our business and operating models, and grow and diversify our income. 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. Phone: 202-653-IMLS (4657) 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. We will create a living room for the city, enabling our visitors to interrogate Auckland – the city’s past and current state – and a ‘weather station’ for exploring and debating the future. Washington, D.C. 20024-2135, purposes and priorities outlined in the LSTA, Federated States of Micronesia 5 Year Plan. Pterodroma cervicalis, White necked petrel. 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. In recent years, we have worked with communities to better understand our taonga and have doubled our investment in their care. The museum is experiencing CCTV issues which will result to huge losses if theft arises. We will draw new and return visitation by investing in the public experience. 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. We will develop networks across our operations and engage in the global galleries, libraries, archives and museums (GLAM) community through conference participation and by entering international awards to ensure our work is appropriately acknowledged. We will reach more people, and deepen their engagement, through the establishment of a strengthened Membership Programme in 2019. CC-BY. Application/Key learning points: If you enjoy planning and forecasting, this is an excellent human capital strategic plan from one of the world’s best museums, the Smithsonian Institution. Inspired by our successful Pacific Collection Access and Te Awe collection readiness projects, which unlock cultural knowledge, we will continue to draw on tohunga (experts) and knowledge-holders within our Māori and Pacific communities to transform our understanding of the collections. The refreshed Auckland Plan expresses the need to value, protect and enhance our environment and cultural heritage, and recognises that these assets are under considerable pressure. Auckland’s current population is 1.6 million, with 1.4 million living within the region’s urban area. CC-BY. We are well under way with Future Museum, our 20-year strategy to improve our building, to transform access to our collections and to refresh and revitalise our galleries. In 2017, we upgraded the commercial event space on level three of the Domain building, to support increased sales, and at the end of 2019, we will launch a new hospitality precinct in the South Atrium and an enlarged Special Exhibitions Hall. Utilising Linked Open Data methods and principles, our collections will be part of a global network that enables access, irrespective of location. Auckland families represent over a quarter of our visitors and we will attract more. We will partner with individuals, communities, government and organisations to co-create programmes and enrich what we offer. Ko tenēi te karanga o te manu, 5 Steps in Making a Year Plan. It puts the spotlight on the role of cultural heritage institutions and the contribution made by them to our economy, our communities, and to people’s sense of identity and belonging. The Museum will be a model for best practice, providing effective, innovative and responsive learning and engagement for all our visitors. The products and services we design, such as Museum in a Box, will be made available through a variety of distribution channels. There is an emerging trend towards shared authority, where multiple perspectives are highlighted and community involvement in programming and exhibitions is encouraged. Auckland grows by 45,000 people a year and is rapidly emerging as one of the most diverse cities in the world. Emerging technologies will be showcased to Aucklanders to excite and engage them. These will be supported by a workforce with Pacific knowledge and language capability. We will provide immersive environments and innovative spaces for play-based learning that will support families, carers, educators and children to learn together. We will become one of only a handful of museums that specialise in early years programming and expand our programmes for the under-fives. Our broad Asian communities will increase the most during this period, with almost two thirds of the country’s Asian population living in Auckland, and one in three Aucklanders likely to identify as Asian in 2038. We will take a staged approach to implementation of the Five-Year Strategic Plan. LSTA Five-Year Plan 2018-2022 For Submission to the Institute of Museum and Library Services Barbara Reading State Librarian Missouri State Library 600 W. Main Street Jefferson City, MO 65102 . 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. —Japanese Proverb. We are planning for the steadily rising levels of engagement and participation onsite, offsite and online in order to meet the needs of a growing and increasingly diverse Auckland. The Museum's five-acre site will be transformed into a biologically diverse, accessible and welcoming green space in the heart of London. 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. We will also play our part in reducing our carbon footprint and in protecting the environment. Cultural permissions apply. Download our Five-Year Strategic Plan here. Professional stewardship of the collections includes employing the latest conservation and care techniques to ensure objects can contribute their full value well into the future. Our digital and ICT strategies will ensure we embed digital into all aspects of our work across Auckland Museum. Museum planning teams can use the template “as is” or users can modify the template to meet their needs. Fit-out of a dedicated collections centre was completed in 2017, to enable the gifting of more of the Domain building to the public. Divisare is the result of an effort of selection and classification of contemporary architecture conducted for over twenty years. 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. • Refurbishing and relaunching the South Atrium as a hospitality precinct, with a kai room for families, an upgraded café and a new retail store. • Introducing a richer special exhibition offering, including international touring exhibitions with broad appeal. Tools; Case studies; Videos; Cultural LIFE Research; The Happy Museum Story of Change; News. Explore over 1 million records. made great progress towards these goals, this Five Year Plan, the last of my tenure, reflects my aspiration of constantly making Philadelphia a better place to live, work, go to school, play, and visit. The plan identifies the mission of IMLS to advance, support, and empower America’s museums, libraries, and related organizations through grantmaking, research, and policy development. By 2020, we will have built a new onsite ‘learning base’ facility inspiring curiosity and wonder. Read our plans for our new site in … We will seek to lead the development of touring exhibition and research networks across the region. Read our special features, behind the scenes blogs and more. • 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. We will acknowledge iwi and hapū, their tikanga, taonga and pūrakāu (stories), especially in the new and refreshed Tāmaki galleries on the ground floor, to be delivered in 2019. 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 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. This trend reflects actions that Auckland Museum is taking to become more self-sufficient. Through our Strategic Plan 2013–2018, the Museum of London is now firmly on the map. This second phase will centre on securing a major expansion to our special exhibition, research and community collaboration facilities and amenities to benefit Aucklanders. • Activating the Domain and Museum to draw more visitors to the area, for example by opening for extended hours and developing new public programming aligning with celebrations in the Domain. 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. The iconic Domain building is bursting at the seams and is expensive to maintain and upgrade. Across the Pacific and Aotearoa We have reached more people – onsite, offsite and online – and made a strong contribution to the wider Auckland economy. Collections Online. We will refresh our Sustainability Strategy. We will actively seek Auckland sector collaboration, including joint marketing, public programming, digital access and workforce capacity-building initiatives. Our vision at Auckland Museum is ‘He Oranga Tangata Ka Ao – Enriching lives: Inspiring Discoveries’. Let us gather together. 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. We will share our learning and new practices in cultural competency and community co-development with our counterpart museums and galleries. Individual galleries depict specific eras and highlight Marine contributions to significant events in American history. 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). We will be a great place to work and our reputation will attract the very best. Step 1: Know your … We will use digital technology to connect people and make more content available through traditional and non-traditional channels. This article provides you a step-by-step process in making an effective year plan. The call of the manu cries In the second … Read our Future Museum Plan here. Optimising Auckland’s iconic Domain building for public engagement and enjoyment is an evolutionary process. The Japanese American Museum of San Jose (JAMsj), with roots back to 1987, has the mission of the … In line with our mission to build sector capacity, we will lead workforce development and grow leadership capability. 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. • Investing in consolidated opensystems workspace, enabling our people to work more creatively and collaboratively as is appropriate for a leading cultural and research organisation. Get more from your Museum with Membership, Find out more about Auckland Museum’s transformation, Nā te whanau o Tāmaki Paenga Hira We have completed needed heritage restoration work to Auckland’s iconic Domain building. 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 2038 approximately 2.2 million people will live in Auckland, almost 40% of New Zealand’s population. The annual reports and accounts illustrate how the our resources were spent in the last year and provide an overview of its activities. ... Download our Museum of London Strategic Plan 2018-2023 (PDF 7,651 KB) Also of interest. We will also increase access to the Museum from Parnell and Newmarket, in order to draw more visitors and increase time spent in the area. At our heart, we will always be Auckland’s war memorial – home of Auckland’s collective remembering and commemoration. This will enable the exploration of ideas, technologies and museum collections, and will create new digital learning resources well aligned to students’ needs. We are committed to enhancing our offering to Auckland ratepayers, demonstrating a return on their investment and helping to secure our own future. We will be recognised as a worldrenowned leader in the museum community for experiential, selfdirected, hands-on learning. 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%. 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. In its final form, the National Museum of the Marine Corps will present a comprehensive study of more than 200 years of Marine Corps history. Auckland War Memorial Museum Tāmaki Paenga Hira. In this Five-Year Strategic Plan, we set out our medium-term priorities. Our aim is to bring the world to Auckland and Auckland to the world. We will continue to be strategic about collecting for tomorrow, identifying those objects we must acquire today that will be the target of future investigation and debate. the effort is ap­ propriate to the times, because the Smithsonian stands on the threshold of a new era. 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. This plan is underpinned by our ongoing Story of Change, and will be adapted and refined throughout the life of … As Auckland’s population continues to grow and diversify, there is a need to enhance and maintain a shared sense of belonging. 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. This Five Year Plan also reflects my goal of leaving the City fiscally sound and more efficient and effective. We will invest in key partnership ventures, including digital access across the city’s multiple collections assets. 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. Elements of a Good 10 Year Plan. Auckland Museum has an important role to play as a place of learning, participation and belonging, enriching the lives of all Aucklanders and engaging all of our visitors. We will embrace the notion of onsite, offsite and online in every aspect of our digital offering to ensure we have maximum impact in the community. 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). We have the potential to offer a wonderful alternative to the formal classroom pedagogy. We will also engage with Aucklanders on environmental issues through our exhibition, programme and education activities. To ensure Auckland Museum has sufficient resources to pursue its strategy, we will: • Support all investments with strong business cases and plans. 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%. Wider social, economic and environmental pressures affecting Auckland present a challenging context. From Tāmaki Paenga Hira Pocket chronograph. Our priorities for the next five years centre on enriching the visitor experience, extending our reach and impact, fostering new research questions and debate, and supporting social belonging and participation. 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. We will also seek to coordinate priorities across civic cultural and learning institutions to establish a shared experience, improve delivery and provide better outcomes for Aucklanders. Rice paper scroll. Through implementing a product and innovation road map, we will develop a range of services which can be accessed by schools and other learning communities, such as libraries and kindergartens. facebook.com/AucklandMuseum Instagram.com/aucklandmuseum, Reception: 09 309 0443 5-year study; Affiliate Scheme; Museum projects; Research and development; Resources. Honour and remember New Zealand's servicemen and women. 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. The unique museum learning environments will provide the ability to see, touch and learn about the world around us. 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. H411. Vision without action is a daydream. Collection processes and projects will focus on optimising intellectual and physical access, creating connections between collections and applying high standards of care and management. 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. 864,000 visits each year, and we consistently have a 98% satisfaction rate, 230,000+ New Zealand service personnel records on Online Cenotaph, with records receiving over 2 million page views per annum, Self-generated revenue is increasing; at $9 million in FY 2016/2017, it contributes 27% of our total operating costs, 37,000+ interactions offsite in communities via events such as Pasifika Festival, Tāmaki Herenga Waka Festival and Auckland Writers Festival, 40,000+ students from preschool to tertiary benefit from our onsite and offsite learning programming each year, 53,000 followers on Facebook, 46,000 on Twitter and 11,000 on Instagram, We are Auckland’s No.1 man-made visitor attraction, on TripAdvisor, We are a kaitiaki for 4.5 million objects in our internationally renowned collections, 1 million+ objects are accessible via Collections Online, and our online collection currently grows by 2,000 records every month. We will continue to listen to our communities, share knowledge about our city and place, and speak out on Auckland issues. This weekend I created a five-year plan Pinterest board for visual inspiration. These will share the stories of our people and our place, resonating both with Aucklanders and our growing international audiences. 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. This Five-Year Strategic Plan gives effect to our legislation. We have brought the collections to the world by making them widely available online. 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. imlsinfo@imls.gov, 955 L'Enfant Plaza North, SW, Suite 4000 Museum Admission Prices for admission and events are subject to change. Patient work, done with care, image after image, project after project, to offer you the ideal tool with which to organize your knowledge of contemporary architecture. Stories. We have been using the template for several years for our database of exhibits and find it to be a fantastic tool. We will combine hands-on exploration and discovery with playbased learning. These goals are based on identified needs and reflect the purposes and priorities outlined in the LSTA. CC-BY. We will ensure access for communities to their taonga at the Museum through our new galleries, Mātauranga Māori and research initiatives, digital and online access, and by taking taonga to communities. We aim to cast our intellectual net wide and find ways to open up our collections to all those who can help us interrogate our content and explore new meanings. Still, it should be well-written so your company will have a good sense of direction. CC-BY. We acknowledge that technology evolves rapidly and in unpredictable ways; so, we will invest in sustainable technology that protects our data and intellectual property and enables us to adapt dynamically in order to remain at the centre of the technology revolution. 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. This building will increasingly become a public space, and a cultural destination and hub for exploring the city’s rich collections. This new model is impacting how Museum staff approach their work and the skills they need to be effective in their roles. Our volunteer programme will support Auckland’s community connectedness and deepen our civic engagement. Manihiki, Cook Islands. Over the next five years we will create a world-class museum experience within the Domain building, including refurbishing half of our galleries, creating more public and special exhibition space and developing a hospitality hub that will encourage visitors to make the Museum a destination. What we collect informs our programming and will enrich our galleries. From the third phase, beginning in 2021, we will be positioned to accelerate growth. Hui hui mai tātou 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. We will also be relevant to and inclusive of our many communities and diverse audiences, including Māori, Asian, Pacific, European and many others who call Auckland home. Connecting with the Domain and our neighbourhoods. Fiscal constraint will mean prudent capital investment, strong cost control and sound business practices. 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.

museum 5 year plan

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