National Services Te Paerangi
The team on the Our Space map at Te Papa
www.nationalservices.tepapa.govt.nz
How we help
He Rauemi Resource Guides
0508 freephone helpline
Training and professional development
Workshops for museums at regional
and national level
Marae based workshops
New Zealand Museums Standards Scheme
• Practical and user friendly
• Sends good message to
funders
• Formal review or as a
resource
• Its free!
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
Today
• Identifying existing and potential relationships
• Rethinking your offer & its potential value
• Growing a spirit of partnership around yourself
• Developing a partnership plan
• Managing & sustaining partnerships
“We are losing our innocence about how the world
we live in works. In the past, things seemed certain.
Today, they are uncertain...
“Obviously, we are sailing through uncharted waters
and need new maps”.
John Pisapia, Florida Atlantic University
Breaking out of silos
• The 21st Century will be increasingly about
partnerships, relationships and collaboration
• Those organisations who understand this and
develop skills of building and sustaining
partnerships will flourish
• The cultural and heritage sector will face
continuing (increasing?) financial challenges
Culture
Tourism
“The cultural sector cares about
authenticity”
=
“Tourism doesn’t”
NZ Tourism Strategy 2015
Based on two values:
• KAITIAKITANGA … a basis for our approach to
sustainably managing our natural, cultural, and
built environment for current and future
generations.
• MANAAKITANGA … implies a reciprocal
responsibility upon a host, and an invitation to a
visitor to experience the very best we have to offer
Outcome Four
• Regions and communities preserve and promote their
local culture & character … in all aspects of the visitor
experience
• Core infrastructure and facilities are appropriately funded
• Regions and communities preserve and promote
their local culture & character … in all aspects of the
visitor experience
• Core infrastructure and facilities are appropriately
funded
NZ Tourism Strategy 2015
Outcomes:
ONE: NZ delivers a world-class visitor experience
TWO: NZ’s tourism sector is prosperous and attracts
ongoing investment
THREE: The tourism sector takes a leading role in
protecting and enhancing the environment
FOUR: The tourism sector and communities work
together for mutual benefit
Corporate Social Responsibility
“Ideally… Business embraces responsibility for
the impact of it’s activities on consumers,
communities, the environment, employees,
stakeholders….
Furthermore, business proactively promotes the
public interest by encouraging community
growth and development, and voluntarily
eliminating practices that harm the public
sphere. ..”
The foundations
• Understanding and aligning with the communities
values
• Helping expand a sense of what is possible
• Understanding the power of the collaborative
• Building your profile and visibility
Exercise 1: a rich map
• Draw ‘yourself’ in the middle of a sheet of paper
with 4 segments - cultural, economic, social and
environmental
• List the organisations in each segment - from the
most significant in the centre to the least at the
outer edge
• Don’t forget charities, trusts, volunteer groups…
social
economic
cultural
environmental
You are here
Exercise 2: what do you do?
So your library/gallery/museum is a …?
What/who
enters?
What
transformation
occurs?
What/who
emerges?
A Prison
Criminal
Rehabilitation
Positive
citizen
Criminal
Education
Better
Criminal
Criminal
Dependency
on state
Beneficiary
So a prison is a….?
• Criminal rehabilitating organisation
• University for Crime
• Beneficiary producing organisation
What/who
enters?
What
transformation
occurs?
What/who
emerges?
Exercise 3: Draw a picture of your
organisation
Test your existing vision/mission by getting
staff to draw a picture of what it says about:
• Your relationship with customers
• What you do
• How you do it
Do the same exercise with 1-2 other
organisations’ vision/mission statements
The Dowse, 2000
we work in creative partnerships
with producers, supporters and
communities
to develop and deliver innovative arts and
cultural programmes which
engage our customers in experiences relevant
to their cultural needs, interests and values
The Dowse, 2000
A rich map - continued
• Mark the primary and potential connections
between existing key organisations and others
• Highlight potential key partners
• Next steps: do rich maps with key partners in the
centre
Exercise 4 : Soapbox
• Community newspaper article or short speech to
Rotary – 200 words or 3-5 minutes
• An innovative, engaging and surprising take on:
– Who you are
– What you do and why does it matter?
– How you can deliver value (to partners & the
community)
Think about……
• What does your community care about?
• What else could you do to build your community
and it’s capabilities?
• Can you build support around a renewed sense of
your role and potential?
• Who could you work with to achieve bigger
goals?
Exercise 5 – A positive spin
• Select one project and develop three pitches:
– To local or national government
– To a ‘youth education’ trust
– To a local fourth generation family-owned local
business
OR any other agency of your choice
MAKE SURE ONE IS AN UNLIKELY MATCH
Putting yourselves in their shoes
• Research
• Meet – informally and formally
• Listen openly – its all about them first …. and
then you
• Think and speak in win-win terms
• Think about 3rd parties
The sweet spot
• Think about who you are presenting to:
• How do the understand the world?
• What language do they speak?
• How will the decision be made?
• What do they want/need to hear?
• Who do they think you are?
ALWAYS CUSTOMISE EVERY COMMUNICATION
Exercise 6: A partnership proposal
• Lead the development of values-based objectives
• Tease out contributions and expectations
• Measure success
ALWAYS UNDER PROMISE AND OVER DELIVER
Our values
Shared values
X’s values
Our contributions
X’s contributions
Our expectations
X’s expectations
Managing the relationship
• Who will manage the day-to-day issues?
• Who manages it if it goes wrong?
• Regular reviews – by who, and when?
Measuring success
• Set realistic milestones & targets
• You need to help them understand where value
may lie for them
• Focus on securing long-term partnership
• ‘under promise / over deliver’
Exercise 7 – an unlikely partner?
• Based on the rich map choose a ‘high value but
unlikely’ organisation:
– Brainstorm what shared objectives you could
establish (be lateral)
– List the places you can meet / network with
them
– Trace and list any connections (however
intangible) between them and you
Summary
• The 21st century will be about collaboration and
partnerships
• For this to work we need to find fresh ways of
thinking who we are and what we can offer
• Relationship management should be seen as a
second-nature core competency
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