MUSEUMS GALLERIES AUSTRALIA STRATEGIC REVIEW National Council Report

Transcription

1 MUSEUMS GALLERIES AUSTRALIA STRATEGIC REVIEW Executive Summary National Council Report This review was led by a specially formed council taskforce and carried out between June 2017 and May A variety of methods were used to research, consult and engage, particularly with members. Significant data has been collected which has been used to shape the recommendations. Key findings are that while there is a high satisfaction rate (over 80%) of members with the organisation, there is an expectation and need that MGA does more for its members and is seen to do so. A number of suggestions (some contradictory) have been made, with the strongest priorities identified by members as advocacy, training and professional development, more advice, and a more accessible national conference. Majority opinion on the name and brand of the organisation, expressed both by members and by stakeholders, is that galleries should be included in the name, but that the interim business name of Museums Galleries Australia needs revision to fix issues of brand confusion. National Council also adopted the review taskforce recommendations to restructure the Corporate Strategic Plan for to have four Focus Areas of: Individual & Organisational Members; Leadership, Representation & Advocacy; Sustainable & Resilient Organisation; and Partners, Stakeholders and Supporters. Finally, Council adopted the next steps and timeframe (June December 2018) outlined in the report, and, more immediately, agreed to report on progress at the Members Forum on 6 th June. Recommendations Agreed by National Council 3 June Discuss, refine and adopt the next steps and timeframe for implementation of the review 2. Communicate review findings openly, internally and externally 3. Discuss, refine and adopt the draft Corporate Strategic Plan , prioritise actions for the period and select several for swift initiation (if new) or completion (if underway) Structure of this Report: A B C D E F G H I J Background Purpose of Review Methodology Key Issues Key Results Revised Draft Value Proposition Proposed name of the organisation Options Recommended Focus Areas, Goals and Strategies of the National Council Corporate Strategic Plan Improving communications within MGA Timeframe/next steps for consideration, finalisation and implementation Attachments MGA Strategic Review National Council Report for circulation 15 June

2 A Background Museums Galleries Australia (MGA) is the national membership association and peak advocacy body representing museums and galleries, and partners with the International Council of Museums (ICOM) Australia. MGA is also a service and professional development organisation. MGA was formed as Museums Australia (MA) in 1994 as a deliberate single national membership organisation for the museum and gallery sector to strengthen the national voice and enable greater collaboration and service provision. This builds on a history of museum professional association activity in Australia that extends back to the 1930s. Following a Council initiated change of business name to Museums Galleries Australia in 2016, there was a very wide range of reaction by both the membership and external bodies. This culminated in the decision by the former national council to withdraw a formal resolution to the May 2017 AGM that would have formally changed the name in the constitution from Museums Australia Inc to Museums Galleries Australia Inc. In June, the incoming national council resolved to undertake a strategic review of the association over the following 12 months, to enable a more thorough and longer period of consultation. It established a Taskforce of six Councillors and the national director, and was chaired by the President Robin Hirst. A key aim of the process was to provide members with a range of opportunities to comment and engage. The strategic review was also seen as vital to MGA s evolution as a stronger national membership association and peak advocacy body. B Purpose of Review At its meeting on 6 June 2017, National Council agreed on a plan for the review which specified the following objectives and outputs: Objectives: 1. to consult on our value proposition with all members, 2. to review the National Council Strategic Plan and update for 2017/ , 3. to strengthen the relationships and co operation between different parts of the organisation, 4. to come up with options and decisions about re positioning and rebranding and implement necessary changes in an open and clear way, 5. to build stronger relationships with like minded organisations and stakeholders, and 6. for this process to strengthen the association. Outputs: Covered in this Report: National Council Strategic Plan 2017/ A database of members views Section H Focus Areas, Goals & Strategies of National Council CSP Section E Key Results plus Attachment B A plan for communications between the different parts of the organisation Section I Improving communications within MGA Options for modernising the association name and visual identity Section G proposed name of the organisation Options Options for collaboration Section H CSP MGA Strategic Review National Council Report for circulation 15 June

3 C Methodology Throughout the review period, a range of consultation and data collection methods and channels were used: 1. Data Collection Online Membership Survey November 2017 Branch meetings Submissions invite selected organisations or institutions to submit comment specifically on strategic priorities for the association in to inform the strategic plan General member meetings using existing opportunities at branch/network events to consult on the value proposition and strategic directions One on one meetings or phone discussions between museum/gallery/other association directors and the National Director, National President or state representatives Desktop research (environmental scan, trends in membership organisations) 2. Communication Channels These were used for both initial information distribution and invitation to participate, and continued updates and reporting throughout the process: Online o National website o Member e Bulletins national and divisional o Survey o Social Media Direct mail to members or external bodies Magazine In person at member events or one on one meetings Council/ branch and network discussions Workshops or roundtables with key stakeholders Presentation at a summit, forum or conference General meeting / members forum at National Conference in June 2018 Critical actions were: In September 2017 the President wrote to all councillors, branch committees and national networks with information that would enable them to have structured discussions with their committees, members and other stakeholders. The range of documents, that had been prepared by the Taskforce, included: a Draft Value Proposition and Background; the MGA Consultation Pack; the Message from the New National Council from 7 June 2017; and the MGA Environmental Scan that had been carried out in August The online membership survey of both organizational and individual members opened on 27 October and closed on 17 November On 27 November 2017, the national council reviewed and discussed consultation outcomes to date, including preliminary analysis of the online membership survey results, and advised on the next stages of the review and potential changes to the next Corporate Strategic Plan. National Council Committees for Membership, Conferences, and Professional Development focused on planning complementary strategies and actions that both used the results of the consultation and fed into the redrafting of the Corporate Strategic Plan. The President and Director met with representatives of the state regional/public galleries associations and continued to communicate on the progress of the review. MGA Strategic Review National Council Report for circulation 15 June

4 The President and/or the Director consulted with key stakeholders, CAMD, CAAMD and ICOM Australia. A summary of the consultation program is at Attachment A. D Key Issues The key issues raised during the Review are grouped against each of the six objectives: 1. to consult on our value proposition with all members while many members had not felt consulted previously, they appreciated the branch and network discussions, the e bulletins and the online survey the draft value proposition outlining what you want/get from a national body prompted the strongest views about: affordable professional development (in various forms and more equity for every state and territory); some form of professional accreditation or recognition; the importance of opportunities for networking; more information about issues, research and advocacy; concern that some networks should step up; members should be the first priority community museums often felt undervalued and under serviced institutional membership provides a wide range of benefits to employees of that institution, thereby reducing the incentive for individual members to join there should be a review of benefits to encourage more individual membership 2. to review the National Council Strategic Plan and update for 2017/ members are the stakeholders and the core goal of the association is to support and provide services for members the top four priorities identified for 2018 by individual and organisational members through the online survey were: increased advocacy, training and skills development via different channels, making the national conference more accessible, and providing more advice on funding and other opportunities the organisation needs to focus on better resourcing (human and financial) for the national body, and the sector issues of funding, employment, storage and digitisation 3. to strengthen the relationships and co operation between different parts of the organisation desire for shared professional development offerings between states desire to belong to a national organisation, with more easily connecting if moving interstate (each state seems to be run independently) Improving the database is key for practical/administrative tasks of checking details, ensuring service delivery, capturing (preventing) lapses, etc 4. to come up with options and decisions about re positioning and rebranding and implement necessary changes in an open and clear way members had not felt consulted about the proposed change of name while there was majority support to include galleries in a revised name, the process of developing the name was seen as high handed and, for many, the proposal at the AGM was a surprise galleries, especially those run by local government, were strongly in favour of being included in the name of the association MGA Strategic Review National Council Report for circulation 15 June

5 many members, however, just want the Council and the organisation to get on with it, update the name and focus on bigger issues such as funding, training and advocacy a changed name won t fix the culture or issues within the sector it is more about what we do that speaks volumes a more holistic approach to branding would make more sense when people move, travel and connect with other branches and networks two state based organisations were particularly concerned by the interim name and branding and have been advised of progress during the review: Museums & Galleries of NSW, and the Public Galleries Association of Victoria: o NSW was most concerned about confusion in name and branding between their organisation and the state branch of MGA; they also see a strong role for a national body but not so much for the state branch o Victoria took exception with the claim that we represent and provide services to galleries the Monash Gallery of Art (MGA) in Victoria also wrote regarding concerns about confusion in brand recognition ICOM Australia agreed that, despite the international definition of museum including art galleries, this was not the generally accepted case in Australia, and that the inclusion of the word gallery in the name of the association was desirable, expedient and necessary, if Gallery members and potential gallery members are to feel truly included. the push for a new national galleries association, that kicked off in 2014/2015, appears to have ceased some regional /public galleries directors are expecting further formal consultation, through a letter, with our options for name/brand change acknowledge we currently have a confusing brand situation, because we are indeed confusing in structure need for well articulated purpose/strategy/approach for potential new brand and/or name recognise that the impact of change will be different for various branches and chapters 5. to build stronger relationships with like minded organisations and stakeholders members want to understand the ICOM/MGA interactions why we are connected and why this is important discussions with CAMD and ICOM about joint advocacy and joint research need to be strengthened and actioned stakeholder organisations have been informed of issues and progress; and are interested to see the outcomes of the review 6. for this process to strengthen the association there has been positive reaction to the increased level of communication from the national president and national office members are looking forward to the Members Forum at the conference feedback has already shaped programming and communications in late 2017 and early 2018, and has informed further proposed revisions to the Corporate Strategic Plan for E Key Results Online national membership survey results summary (see also Attachment B) The survey was developed by the Strategic Review Taskforce and the national office. It was ed to all individual and organisational members. Total respondents were 430 (of which 294 were MGA Strategic Review National Council Report for circulation 15 June

6 individual members and 136 organisational members), which represents around one third of membership. This is a good response rate. However, we need to keep in mind it is a self selected sample, so there is the potential for bias. Overall skew: Vic and NSW based Metropolitan Long term members Female skew Aged Location: 26% VIC 23% NSW 15% WA 10% ACT 10% QLD 9% SA 7% TAS 1% NT 64% Metropolitan area 33% Regional area 3% Remote area Gender (individual): 77% female / 21% male / 1% non binary; prefer not to say Age (individual): 4% % % % % % Over 75 Length of membership: 9% Less than one year 10% One two years 17% Two five years 18% Five ten years 39% More than ten 8% Don t know Headline: 83% satisfied > very satisfied with overall experience as a member of MGA (81% individual members, 85% organisational members) Top things that MGA does well National Conference Advocacy / representing sector: While also bringing members / sector together Communication / info sharing via: Jobs Bulletin, E news, Magazine Professional Development: Especially discounts GLAM Peak engagement Taking lead on policy Three things to improve: (individual members) National Conference: Affordability Relevance across sector (especially for the regions) Repetitive themes Meeting needs of smaller institutions especially volunteer run Communication: More regular and targeted Professional Development: access across all States Address diversity across sector Three things to improve: (organisational members) Advocacy Meeting needs of smaller and volunteer run museums: Professional Development MGA Strategic Review National Council Report for circulation 15 June

7 General support Professional Development: Address conference affordability Training programs availability Relevance of programs Local/state branches 28% are / have been a State Branch committee member 65% rated Branch Excellent or Good / 22% OK 74% value Branch magazine / newsletter as member benefit: 71% of organisational members 64% feel they get level of services they want from State Branch / 20% do not / 16% Unsure Org members: 65% Yes / 16% No / 18% Unsure 84% want State Branch to deliver PD (seminars and workshops): 72% of organisational members want this too Victorian branch highly praised: Good communications, provide PD opportunities, seen as active Recognised that servicing regional can be challenging: See most benefits limited to capital cities Time and distance reduce the degree to which they can be helpful Also recognise that: Committee members are volunteers and therefore time poor Better funded states naturally can offer better services: There seems to be inequity between branches with paid and unpaid teams. Our state branch does a remarkable job, and full credit to them, but they are not able to deliver the same value as branches with paid staff Communications sporadic (as highlighted in National Network feedback) National Networks (list in table on following page) 38% individual members are members of a National Network (NN) / 52% not 33% organisational members are / 47% not (20% don t know) Why not? Didn t know they existed / don t know benefits (24%) Not relevant to my area of interest (24%) Inactive / never hear from them (16%) Comments: costly, not enough time to engage, never hear from them (+ question didn t make sense ) MGA Strategic Review National Council Report for circulation 15 June

8 18% are / have been a NN committee member 40% rated NN Excellent or Good / 37% OK 56% value NN as member benefit: 61% of organisational members 39% feel they get level of services they want from NN / 25% do not / 36% Unsure Org members: 45% Yes / 21% No / 34% Unsure Yet, 65% want NN to deliver PD (seminars and workshops): 45% of organisational members want this too Branch and Network Consultation Results All branches carried out a range of consultation. Main outcomes have been included in Section D: Key Issues. Other Consultation In addition to the key issues noted above in section D, the following relevant points from the range of meetings and discussions are: Concerns about lack of public/government/mainstream media appreciation and understanding of what museums and galleries offer the recognition that collaboration in advocacy and projects is crucial Concerns about decreased funding for many organisations and the arts/cultural sector Need for in depth research, including deeper analysis of trends, patterns, issues in membership statistics to inform how to sustain and grow MGA Strategic Review National Council Report for circulation 15 June

9 F Revised Value Proposition Vision: Inspiring Australia s cultural life through a thriving and valued museum and gallery sector Mission: Support, promote and advocate for our members to strengthen Australia s museum and gallery sector What We Do: As a national membership association we provide advice, representation, support and services to enable organisations and individuals to thrive; and as a peak body we advocate on behalf of the sector to communicate the value of museums and galleries, raise professional standards, inform policy, and promote ethical practice. G Proposed name of the organisation Options There are some clear findings from the consultation and research that have shaped the options for a new name for this organisation: 1. The name should be changed from its current interim business name of Museums Galleries Australia as it has led to confusion and frustration in some states 2. The majority view is that the word galleries should be part of the revised name and branding 3. Returning to the former name of Museums Australia would be counter productive as it does not include galleries and would also appear as a retreat from both inclusiveness and modernization 4. Members value the relationships and networking provided by being a part of an association significant support for reintroducing the concept of an association or network into the name 5. We are a national body, stretching across Australia 6. Individuals as well as organisations should feel included in the name Following discussion, the following two name options were agreed: Australian Museums and Galleries Association (AMAGA) Australian Association of Museums and Galleries (AAMAG) H Recommended Focus Areas, Goals and Strategies of the National Council Corporate Strategic Plan The online membership survey reveals that there is much agreement about the top priorities that MGA should be focusing on in For Individual Members, the top three priorities were Increase advocacy for museums and galleries Deliver a larger range of training and skills development via different channels Make the national conferences more accessible MGA Strategic Review National Council Report for circulation 15 June

10 For Organisational Members, the top three priorities were very similar Increase advocacy for museums and galleries Deliver a larger range of training and skills development via different channels Provide more advice on funding and other opportunities Drawing on the research findings, analysis of the membership survey responses, and the main issues raised through the consultation program, the National Council discussed, refined and agreed the following objectives, goals and strategies for the new Corporate Strategic Plan Focus Area 1: Individual & Organisational Members Objectives Goals Strategies Skilled members 1. Develop and share skills through delivery of services, guidance and products. deliver better range and distribution of services PD national approach PD branches & networks National conference & RR&C Day. communicate service offers. variable fees and costs. deliver new and updated products (guides, policies etc) Museum Methods Collections Law Ethics Gender policy (including Women s policy LGBTQI+ policy) Connected members Future proof the organisation 2. Provide opportunities for members to engage and interact 3. Increase and sustain member numbers. Members forums. regular short online surveys. communicate ways to engage, including reviewing and strengthening networks. finalise and implement membership strategy. implement strategic review recommendations Focus Area 2: Leadership, Representation & Advocacy Objectives Goals Strategies A broader, stronger sector 4. Government/s seek and respect our views. strengthen reputation at all levels of government. segment focus. submissions. provide information to governments and industry partners MGA Strategic Review National Council Report for circulation 15 June

11 Stronger sector + better funding and more funding streams for the sector 5. Be a focused, forward thinking, unified voice 6. Achievements/public value of sector recognised and celebrated. identify problem spaces and be part of the conversation and active research that seeks solutions. Public Value campaign (research, communications, toolkits). implementing and communicating major MGA project outcomes. Awards (national & state) Focus Area 3: Sustainable & Resilient Organisation Objectives Goals Strategies Strong and well resourced organisation 7. Resilient financial base with risks managed. membership strategy implement and monitor. philanthropy plan. secretariats & partnerships. strong conference management. income diversification. PD plan (Including income stream). compliance review & stronger budgeting process outcomes 8. Resilient organisation (people, resources & enablers) 9. Timely & responsive secretariat support of national council, standing committees, state committees 10. Effective management of membership and database. database improvements plus content creation & management. internal communications (incl ZOOM). secure longer term national/state office accommodation. succession planning (Council, staff, branches, networks). review trial council restructure. communications plan review, implement & monitor. magazine/s. intranet. database improvements. communications MGA Strategic Review National Council Report for circulation 15 June

12 Focus Area 4: Partners, Stakeholders & Supporters Objectives Goals Strategies A sector and communities that achieve greater impact 11. Partnering with Australia s Indigenous peoples. implement 10 year Indigenous Roadmap, including: PD offer, public statements, conferences, advice, guidance and monitoring A well connected and supported organisation 12. Partnering with allied organisations, within and beyond the sector 13. Partnering with the philanthropic sector 14. Increasing digital literacy and access to collections Build on current relationships and jointly develop or continue activities with:. GLAM Peak. CAMD, CAAMD. ICOM Australia. state service delivery organisations. national/ state advocacy bodies. local government bodies. Gordon Darling Foundation (MLP, national conference etc). Panasonic (national awards, PD). implement philanthropy plan. GLAM Peak projects. updated internal MGA communications. conferences & PD I Improving communications within MGA Identified issues were: Councillors/Committees/Branches/Networks Lack of communication between councillors unless they were participating actively in one or more committees Branches felt isolated from each other desire to collaborate on professional development offerings in particular Staff/offices Improving the new membership database Providing training in the use of the database and website Formalising more regular meetings and discussions between the offices Providing more information about national council and office activities through a variety of communication channels National Office has initiated or completed the following actions: 1. Worked with the President to invite new Councillors onto committees and supported committee activities MGA Strategic Review National Council Report for circulation 15 June

13 2. Development of new national PD program underway with the first step to identify state or network PD activities in Victoria, WA and Queensland that are available and could be tailored to three priority groups of members: The criteria are: What has been delivered in the past couple of years What has been popular and well received What programs are adaptable for online delivery 3. Database: Collated problems, worked with database developers on fixes some progress has been made and a plan is underway for progressive remediation and improvements 4. One on one training is offered to staff during the national conference a hard copy manual to accompany the online tutorials will be developed in July/August 5. Research into intranets is underway 6. Zoom (from AARNet) has been installed in some offices a plan to complete installation and provide training will be developed 7. Monthly staff meetings are now held via teleconference, with either staff from branch offices, or a Committee member from states that do not have staff 8. President and director are communicating more regularly with members via bulletins Further research and planning for improvements will be undertaken as part of the Corporate Strategic Plan Focus Area on building a resilient organisation. J Timeframe/next steps for consideration, finalisation and implementation Dates (2018) Who Action Done 3 June National Council Decides on options for name and adopts a Corporate Strategic Plan June Executive Present at Members Forum process, findings, options, & how feedback can be given June July Executive/Director/Presidents Test with branches and key stakeholders (especially state gallery associations, CAMD, CAAMD, ICOM); e bulletin to all members National office, with state branches, networks Executive Continue work on business case and specifications for change: process / resourcing /costing for name change/ collateral August National Council Endorses final name August October Council, national office, state branches, networks Communicate with members and key stakeholders Complete design work MGA Strategic Review National Council Report for circulation 15 June

14 Prepare for special General meeting in November October Council Signs off on implementation November Executive and members Agree resolution on new name December National office, state branches Communicate outcomes Prepare for launch in January (25 th anniversary of the organisation) Attachments: A: Consultation Report Summary B: Online membership survey MGA Strategic Review National Council Report for circulation 15 June

15 MGA STRATEGIC REVIEW ATTACHMENT A SUMMARY OF CONSULTATION May 2018 Methods Used: 1 Online membership survey 2 National Office bulletin or national website, from the President/Director/Council 3 Branch or network bulletin, newsletter, meeting, survey 4 Face to face meeting (President/Director) 5 Speaking at summit or conference 6 Individual letter or sent 7 Attending/presenting at meeting held by external group 8 MGA members forum 9 Formal letter or submission received 10 Telephone conversation (President/Director) CATEGORY WHO BY WHOM in MGA Membership All Members MGA National Council All Organizational members All Individual members MANO all invited to complete online membership survey METHOD WHEN MAIN OUTCOME ACTION REQUIRED 8 May 2017 (at national conference) October 2017 June onwards Concerns about process for changing name, conference pricing and more PD c.80% of respondents very satisfied or satisfied with organisation c.80% of respondents very satisfied or Report back at next Forum at conference in June 2018 Survey results to be summarised and presented MGA Strategic Review Summary of Consultation NC meeting 3 June

16 CATEGORY WHO BY WHOM in MGA Branch committees and members President Director State/Territory committees METHOD WHEN MAIN OUTCOME ACTION REQUIRED Qld did formal survey monkey; SA, Tas, WA convened meetings October 2017 Oct March satisfied with organisation Initial reports back at national council meeting on 27 Nov Qld survey 98% thought the draft value proposition communicated MGA s purpose, value and promise; inclusion of galleries in the name was supported, as well as GLAM Survey results from each state sent to them in 2018 National Networks Monash Gallery of Art (MGA) National Council Director President Director Partners ICOM Australia Director ; Feb 2018 Director at ICOM Board meeting 3 Nov ICOM at national council meeting 27 Nov 2017; Little response Concerned re their name/confusion; waiting for resolution Largely positive; understood use of word galleries in the name (despite ICOM definition) Survey results regarding networks sent to each network president in 2018 Advise when resolved Keep updated MGA Strategic Review Summary of Consultation NC meeting 3 June

17 CATEGORY WHO BY WHOM in MGA Gordon Darling Director 2 Foundation 4 METHOD WHEN MAIN OUTCOME ACTION REQUIRED Ongoing verbal updates to office Interested to be advised of progress and the resolution GLAM Peak Director 4 Kept updated no formal response National/state museum or Gallery director QAGOMA Vice president 4 Ongoing Agreement to participate in MGA national conference NMA President Director 4, 7 etc During other meetings opportunistic Supportive of advocacy and national projects, especially Indigenous Roadmap President to update Marilyn Darling Keep informed Keep informed WAM Director 4, 7 Supportive Keep informed National Association CAMD President 4 Update at CAMD Director meeting on 4 June CAAMD Director President 6 Presented at CAMD meeting in Hobart 2 Nov. October MGA circulated by Stephen Forbes 6 October MGA circulated by Nick Mitzevich Follow up chat in April Supports organisation s efforts to review and strengthen Interested to see conclusion (and also Member) UAMA (University Art Museums Association) Director 2 4 Sept 2017 April 2018 Very positive about MGA advocacy & projects, and having galleries in the name Keep updated MGA Strategic Review Summary of Consultation NC meeting 3 June

18 CATEGORY WHO BY WHOM in MGA State M&G of NSW President Association/Organization Director PGAV President Director Branch director Regional & Public Galleries of NSW Galleries West (newly formed) Public Galleries Queensland Regional Galleries President Director Branch president METHOD WHEN MAIN OUTCOME ACTION REQUIRED Director met with President and CEO 20 July 2017 October 2017 May March 2018 Concern about confusion of name, trademark issues Concern about alleged misrepresentation of our role (in serving & representing galleries) and possible impact on state government funding Concern about way the change was done, and confusion with M&G of NSW. Does not see the need however for a separate national association March 2018 Positive agreed complementary roles at state level and need for united voice and advocacy at national level Director 4 March 2018 Positive happy to test name option with members Director Melinda Rankin (board member) also Ongoing discussions Other action on hold Ongoing discussions Ongoing discussion Advise when required Ongoing discusion MGA Strategic Review Summary of Consultation NC meeting 3 June

19 CATEGORY WHO BY WHOM in MGA Association of SA All state public/regional gallery associations in the one Commonwealth government State/territory governments General arts/heritage sector Minister/Arts department/ Australia Council Ministers/Arts departments/ Public Galleries Summit, Sydney METHOD WHEN MAIN OUTCOME ACTION REQUIRED Director 2 Personal from director in Oct 2017 seeking meeting/ phone discussion/feedback Director 4 10 Informal advice when issue re name first blew up; informal in passing updates on MGA SA committee very positive director will meet President in June (who was unavailable in March) No response; Director outlined role and activities of MGA at Public galleries Summit in March Letting us get on with it would prefer the one national organisation to consult with Director 5 19 March 2018 Higher recognition of MGA role and activities, particularly projects and advocacy Keep updated Advise when concluded President to liaise with Vic branch and Vic state govt MGA Strategic Review Summary of Consultation NC meeting 3 June

20 ATTACHMENT B Member survey: RESULTS Dr Lynda Kelly, LyndaKellyNetworks Convenor, Evaluation and Visitor Research National Network

21 Background Survey developed by Strategic Review sub committee + MANO ed to all members / organisational members: Hosted by EVRNN on LKN Survey Monkey account Total respondents n= 430: 294 individual members 136 organisational members Represents around one third of membership: A great response rate for online surveys is about 20 30%. A safer and more conservative guess, especially if you haven t surveyed your population before, is 10 15% [SOURCE: Survey Monkey to estimate your population/ NOTE: need to keep in mind this is a self selected sample, so potential for bias

22 Sample specs Overall skew: Vic and NSW based Metropolitan Long term members Female skew Aged Location: 26% VIC 23% NSW 15% WA 10% ACT 10% QLD 9% SA 7% TAS 1% NT 64% Metropolitan area 33% Regional area 3% Remote area Gender (individual): 77% female / 21% male / 1% non binary; prefer not to say Age (individual): 4% % % % % % Over 75 Length of membership: 9% Less than one year 10% One two years 17% Two five years 18% Five ten years 39% More than ten 8% Don t know

23 Topline report areas 1. What do members think about the name? 2. Three things MGA does well 3. Three things MGA could improve on 4. Professional Development priorities 5. MGA priorities for next 12 months

24 The name 51% of respondents felt that Museums Galleries Australia adequately communicates who we are and what we do 57% individual members 63% organisational members 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Do you feel that the name, Museums Galleries Australia, adequately communicates who we are and what we do? n=369 51% 16% 17% Yes No Unsure Don t care 2%

25 76 individual and 29 organisational members commented: more ve than +ve Positive: More representative Brief and to the point Just get on with it expend energy on providing services rather than continuing this discussion Negative: Perceived lack of consultation Don t understand need for change Museum already covers art galleries in Australia Confusing with some State based organisations Needs to have an and [may be] Difficult and expensive to implement Seen as pandering to galleries

26 Remarks / Perspective 86% of respondents answered this question (was noncompulsory) Of text comments: 26% individual member respondents commented 21% of organisational member respondents commented Two main issues: (perceived) Lack of consultation Confusion with State based organisations (for some States only) Being a self selected sample it stands to reason that most comments lean more towards negative These results should also be read / used in conjunction with workshops and ICOM feedback

27 Three things MGA does well: individual 1. National Conference 2. Advocacy / representing sector: While also bringing members / sector together 3. Communication / info sharing via: Jobs Bulletin E news Magazine 4. Professional Development: Especially discounts

28 Individual members comments (n=91) 1. National Office accounts and membership registrations are well done. 2. Annual Conference use of Conlog as event organisers is a very big plus and a move in the right direction for a dispersed membership organisation. 3. Adoption of Teleconferencing capability for communication across dispersed member organisation is a good move. Attracts good people as members. Provides a forum for ideas to be discussed. Promotes the importance of museums and galleries. Conference great keynotes, and promotes topline thinking. Job advertising. Publications. Promote professional standards. Assist communication of a dispersed group of paid and volunteer workers. Represent the sector at national and state levels. Provides the latest and trustworthy information on the sector, provides sector job info, is inclusive.

29 Three things MGA does well: organisational Similar to individual members, with addition of GLAM Peak engagement and taking lead on policy

30 Organisational members comments (n=83) Printed magazine shared with our members. Interesting topics. Keeps us up todate with latest news. From past experience the conferences were always of a high standard and well organised. Regular s and regular Facebook posts. Leadership on Indigenous policy. 1) Provide networking 2) Facilitate sharing ideas, resources and expertise 3) Provides a level of cachet belonging to a state or national peak body network.

31 Three things to improve: individual National Conference: Affordability Relevance across sector (esp. regionals) Repetitive themes Meeting needs of smaller institutions esp. volunteer run Communication: More regular and targeted PD: access across all States Address diversity across sector

32 Individual members comments (n=159) 1. Hearing a louder advocacy voice of MGA in the media and government sector would be good. 2. Promote itself and its services to industry workers who do not normally get to hear about the benefits of such membership, including access to professional development. 3. The name change was not handled well it could have been more diplomatically handled. Museums Galleries Australia magazine not received on a regular basis. Not enough professional events at regional levels. Not enough volunteer professional development opportunities. 1) Conferences are extremely expensive. 2) Networking events outside of MA(VIC) are sporadic. 3) Policies like the women's and LGBTIQ policy need review. Communication from National Office. Improve or discontinue the National Magazine. Support for the Branches" Fight for the sector. Poor representation at state level, including lack of support for the regional sub branches. Speak to all the levels of collection institutions equally; Be less interested in the conference profit but more in the value of networking and information exchange Communicate what it does. Communicate the benefits of what it does. Communicate how what it does has impacted what I do.

33 Three things to improve: organisational Advocacy Meeting needs of smaller and volunteer run museums: PD General support PD: Address conference affordability Training programs availability Relevance of PD programs

34 Organisational members comments (n=60) National conference cost and format. Making benefits of membership explicit. Bridging apparent divide between art museums/galleries and wider museum community. Professional development sessions. Supporting state branches for their remote and rural organisations. Conferences are way too expensive for small outfits. Maybe make types of assistance more readily available to small organisations, i.e. funding etc. Communications what are you working on and how will this benefit me and my museum? Conference either the format is tired or the sector as a whole is not engaging in critical evaluation of its role and performance. Listen decisions have been made recently that are not representative of the sector or the people who populate it and even in the face of ground swell opposition, the national body persisted. 1. Be for all museums respect for smaller regional and volunteer run museums. 2. Advocate for smaller museums who are facing real problems. 3. More down to earth and meaningful workshops/conferences.

35 Worth noting 83% satisfied very satisfied with overall experience as a member of MGA: 81% individual members 85% organisational members Neither satisfied nor dissatisfied 10% Moderately dissatisfied 4% Moderately satisfied 20% Dissatisfied 2% Very dissatisfied 1% Very satisfied 13% Satisfied 50%

36 Professional Development Overall (n=430), collections were seen as priority area for PD: Digitising collections (51%) Caring for collections (50%) Collections and sustainability (48%) Followed by National Conference and targeted bulletins re funding (47%) For individual members, following were priorities for PD: National Conference (52%) Mentorship program for EMPs (48%) State Conference (47%) Digitising collections (47%) Followed by targeted bulletins re funding / regional training programs /collections and sustainability / caring for collections (44%) For organisational members, collections were also a priority for PD: Caring for collections (63%) Digitising collections (50%) Collections and sustainability (57%) Followed by cataloguing collections (55%), targeted bulletins re funding (53%), regional training programs (52%)

37 Professional Development: overall (n=430)

38 Professional Development: individual (n=294)

39 Professional Development: organisational (n=136)

40 How do they want PD delivered? (N=1,383) Seminars / workshops run by third party / private providers 12% Article Club / Exhibition Club 4% Offline/printable resources, factsheets 14% YouTube videos 10% #drinkingaboutmuseums Twitter meet ups 3% Webinars / Facebook Live events 9% Seminars / workshops run by National Network 15% Seminars / workshops run by State Branches 20% Annual conference 13% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

41 Next 12 months priorities for MGA Top three overall: 1. Increase advocacy for museums and galleries 2. Deliver a larger range of training and skills development via different channels 3. Make the national conferences more accessible Same top 3 for individual members Org members top three: 1. Provide more advice on funding and other opportunities 2. Increase advocacy for museums and galleries 3. Deliver a larger range of training and skills development via different channels

42 Member survey: extra bits Dr Lynda Kelly, LyndaKellyNetworks Convenor, Evaluation and Visitor Research National Network

43 Background Survey developed by Strategic Review sub committee + MANO ed to all members / organisational members: Hosted by EVRNN on LKN Survey Monkey account Total respondents n= 430: 294 individual members 136 organisational members Represents around one third of membership: A great response rate for online surveys is about 20 30%. A safer and more conservative guess, especially if you haven t surveyed your population before, is 10 15% [SOURCE: Survey Monkey to estimate your population/ NOTE: need to keep in mind this is a self selected sample, so potential for bias

44 Sample specs Overall skew: Vic and NSW based Metropolitan Long term members Female skew Aged Location: 26% VIC 23% NSW 15% WA 10% ACT 10% QLD 9% SA 7% TAS 1% NT 64% Metropolitan area 33% Regional area 3% Remote area Gender (individual): 77% female / 21% male / 1% non binary; prefer not to say Age (individual): 4% % % % % % Over 75 Length of membership: 9% Less than one year 10% One two years 17% Two five years 18% Five ten years 39% More than ten 8% Don t know

45 Extra report areas 1. EMP (Emerging Museum Professionals) responses (members < five years, n=114) cf. individual members (n=294) NOTE: for purposes of this presentation, members < five years are referred to as EMP (although this may not apply across all respondents, it is considered more likely they are EMPs) 2. General feedback about National Networks 3. General feedback about State Branches 4. Priorities for MGA

46 EMP specs cf. to individual Members (1) Significantly more likely to be: Looking for work Aged (33% cf. 17%) Female Joined to: Enhance skills and knowledge (92% cf. 86%) Enjoy exclusive access to PD (84% cf. 73%) Boost professional credibility (71% cf. 65%) Found out about MGA via university (28% cf. 20%) or website (11% cf. 5%) Want to be kept up to date via Facebook (47% cf. 37%) Value discounts for events, conference etc Very satisfied / satisfied with MGA experience (65% cf. 59%)

47 EMP specs cf. to individual Members (2) Slightly more likely to be: Volunteers Aged or Work in archives / art gallery

48 EMP specs cf. to individual Members (3) Less likely to: Be male (15% cf. 21%) Be a member of a National Network (29% cf. 38%) more on this later Be a member of ICOM Want to be kept up to date via State Branch (65% cf. 72%); MGA conf (53% cf. 60%); NN (39% cf. 48%) Have attended an MGA conference (56% cf. 33% highly significant), or value it as a benefit (39% cf. 53% highly significant)

49 EMP: why remain a member

50 What is special about MGA? (Members cf. EMP)

51 Benefits valued most (Members cf. EMP)

52 Rate aspects of MGA (Members cf. EMP)

53 Satisfaction with services (Members / EMP) Most satisfied with service from Local / State Branch: Followed by National Office Less so National Networks: EMP more likely to be unsure of service from NN

54 National Networks (1) 38% individual members are members of a NN / 52% not 33% organisational members are / 47% not (20% don t know) Why not? Didn t know they existed / don t know benefits (24%) Not relevant to my area of interest (24%) Inactive / never hear from them (16%) Comments: costly, not enough time to engage, never hear from them (+ question didn t make sense )

55 National Networks (2) 18% are / have been a NN committee member 40% rated NN Excellent or Good / 37% OK 56% value NN as member benefit: 61% of organisational members 39% feel they get level of services they want from NN / 25% do not / 36% Unsure Org members: 45% Yes / 21% No / 34% Unsure Yet, 65% want NN to deliver PD (seminars and workshops): 45% of organisational members want this too

56 National Networks: EMP cf. Members While EMP are less likely to be a member of a National Network (29% cf.. 38%), they are more likely to be members of: EMP (55% cf. 22%) Education (33% cf. 26%) And less likely to be members of Historians (26% cf. 37%), Community Museums (6% cf. 27%) or EVRNN (3% cf. 12%) Why not joined? 37% didn t know they existed (cf. 24%) Less felt that their NN was inactive (8% cf. 16%) suggests they do hear from the EMP NN Need to encourage EMP to broaden memberships and advertise benefits more?

57 How to increase visibility of NN? (my comments in red) Better communicate what they do / benefits: Spotlight on an NN in MGA e news? Presidents address EMPs at their day? Presidents have allocated time slot at AGM / conference to outline activities and spruik? Regular communications via e news / bulletin: Newsletter template? If NN not prepared to at least do this annually then wind up? Run sponsored conference sessions: Already do this AAM model session must be sponsored by at least one NN?? Presidents on conference program committee on rotational basis? Was a recognition that NN are volunteer run so sympathetic!

58 Some comments The National Networks and their programs that I am interested in are visible to me via the conferences, workshops and networks I am around but they are just too expensive for me as an individual payer Separate conferences or conference sessions; Separate funds for network specific mentorships, grants and bursaries; chairs of national networks had positions on council? Communication outside conference Better visibility at state level, more consistent event programming and promotion of events, clearer who the state reps are With the geographic size of Australia and the huge differences in State branches of MA, I am not sure that National Networks will ever command a consistent presence as they rely upon the enthusiasm of their individual members Training and ideas for networks on how to organise and promote events that can be accessed by their members across Australia. Development of tools that can allow the streaming of sessions across the country. A newsletter template that all networks can use. Maybe an inclusion of network highlights or a focus on a network in MGA s and publications. Clarity when purchasing membership about what each network offers (rather than just listing them) Social media presence They seem hard to join, I don t really know what benefit they would be or how to access them. I think you can only select a network when joining MGA which means you can t choose one later. Have occasional events that invite members not part of the Network that showcase their relevance.