2014 2019 MASTER STRATEGY FOR THE MUSEUM - Motat
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2014 - 2019 MASTER STRATEGY FOR THE MUSEUM
MUSEUM OF TRANSPORT AND TECHNOLOGY
Hapaitia te ara tika pu ˉ mau ai te rangatiratanga mo ngaˉ uri whakatipu
Foster the pathway of knowledge to strength, independence and growth for future generations
2014 TO 2019 MASTER STRATEGY FOR THE MUSEUM PART 1
MUSEUM OF TRANSPORT AND TECHNOLOGY
Foreword:
The Museum of Transport and Technology’s (MOTAT) The plan as outlined on the following pages sends a clear and solutions at the international level. MOTAT seeks
new CEO and Board are very pleased to launch a new message that MOTAT will adapt and change to meet the to recognise and celebrate this in a way that inspires
five year strategic plan which focuses on using the expectations and needs of the Auckland community and the innovators of the future. For example we envisage a
Museum’s existing heritage objects and Kiwi ingenuity and New Zealand as a whole. MOTAT is looking to work with MOTAT where you can walk into an exhibition and learn
technology in a ‘hands-on’ way to inspire its visitors. The community groups, businesses and top Kiwi innovators so how the technology and scientific principles of the New
Strategy was developed in conjunction with Dame Cheryll that the Museum achieves its strategic objectives. Zealand designed YikeBike can be traced back to the
Sotheran. It provides a clearly defined plan to guide the Penny Farthing, or discover the story of Sir Richard Taylor
museum through necessary change and introduce Kiwi MOTAT has some amazing heritage objects in its who went from sculpting margarine to heading up the
ingenuity and the associated stories and technology/ collection and enormous potential, built up from the efforts world-leading Weta Workshop.
science into everything MOTAT does, so that the museum of volunteers over half a century. The key to unlocking this
moves from being a ‘collection of things’ to a ‘light bulb potential is the focus on New Zealand and its innovators We and the Board are confident that this plan will enable
institution’. to bring those objects and the associated people, stories, MOTAT to demonstrate to its visitors, in a creative and
technology and science alive in a way that makes the inspiring way, the best the Museum and New Zealand’s
The organisation has come a long way over the last 50 museum a “must experience” venue for the Auckland innovators have to offer.
years and it is now the largest transport and technology community and beyond. We want our visitors to come
museum in New Zealand attracting circa 270,000 visitors away from their MOTAT experience and think ‘if they can
per year. The Museum also carries out an important do it so can I’, and to develop an understanding of the
educational role within the community and we have over meaning of the past and how the human story has evolved
26,000 school children attending lessons through the over centuries.
Ministry of Education’s Learning Experiences Outside Michael Frawley Dr Lesley McTurk
The Classroom (LEOTC). We are looking to increase the New Zealand’s ‘number 8 wire approach’ and adaptability, CHIEF EXECUTIVE OFFICER BOARD CHAIR
number of people who visit the Museum and participate in which can be traced back to the Tangata Whenua, has
the educational and other learning programmes we offer. evolved to a level where the country is known for its
sophisticated and technologically advanced innovations
MUSEUM OF TRANSPORT AND TECHNOLOGY
2014 TO 2019 MASTER STRATEGY FOR THE MUSEUM PART 1
MUSEUM OF TRANSPORT AND TECHNOLOGY PART ONE
Our Vision: Our Values: Our Approach:
To be the “must experience” venue that COLLABORATION is the way we work together In order to inspire and engage with our visitors and
uses New Zealand’s heritage, Kiwi ingenuity, internally and externally as a team that respects and each other we will:
transport, technology and the associated supports one another, sharing ideas, knowledge
and skills so that we achieve our full potential. MAKE IT SIMPLE: easy to understand, remember
stories in a creative, interactive and hands-on
and use.
way to educate and inspire the innovators of INTEGRITY is the foundation on which our
tomorrow. relationships, reputation and authority are built. MAKE IT PERSONAL: relevant and meaningful so
We will act morally, ethically and with respect and that it stimulates thought, conversation and debate.
transparency at all times.
MAKE IT ACTIVE: a hands-on, multi-dimensional
CREATIVITY is the quality that allows us to be experience.
courageous and try new things so as to inspire
those we interact with. MAKE IT CONNECT: put the collection and the
associated information into context in a way that
STEWARDSHIP is our individual and collective duty connects people, concepts and ideas.
as custodians to manage, develop and preserve
MOTAT’s collection, skills and knowledge and pass MAKE IT HAPPEN: deliver what is promised in
them on to the next generation. accordance with the Strategy and the Annual Plan.
2014 TO 2019 MASTER STRATEGY FOR THE MUSEUM PART 1
MUSEUM OF TRANSPORT AND TECHNOLOGY
2014 TO 2019 MASTER STRATEGY FOR THE MUSEUM PART 1
MUSEUM OF TRANSPORT AND TECHNOLOGY
Outcome of Strategy:
OBJECTIVE ONE OBJECTIVE TWO
– MAXIMISE THE VISITOR EXPERIENCE – EMPOWER THE MOTAT TEAM
(I.E. THE STAFF AND VOLUNTEERS)
• Increase the number and quality of exhibitions
and events that use MOTAT’s heritage objects, • Improve MOTAT’s structures and systems
Kiwi ingenuity, transport, technology and the by aligning the Hubs and each MOTAT Team
associated stories in a creative and hands-on members’ objectives to the achievement of the
way to inspire the Museum’s visitors and Vision.
extend their knowledge.
• Build and strengthen the working relationships
• Develop a new MOTAT Online experience. across the MOTAT Team to ensure staff and
volunteers work together as one towards the
• Develop and implement a Marketing Strategy
achievement of the Vision.
(including the use of social media) designed
to attract visitors, sponsors and volunteers • Use the Values to define who we are, how we
to MOTAT and promote it as a “must operate and how we relate to others.
experience” venue.
• Implement change programmes to ensure
• Establish a “Think Tank” of leading New that the MOTAT Team is aligned with the
Zealanders to explore how MOTAT can use Vision, Values and Strategy, thereby ensuring
its collection, Kiwi ingenuity, technology the Team is accountable and responsible for
and innovation to inspire and educate the the achievement of the associated goals.
Museum’s visitors.
2014 TO 2019 MASTER STRATEGY FOR THE MUSEUM PART 1
MUSEUM OF TRANSPORT AND TECHNOLOGY
OBJECTIVE THREE OBJECTIVE FOUR
– IMPROVE QUALITY OF THE COLLECTION – IMPROVE BUSINESS AND COMMUNITY
AND ITS CARE SUSTAINABILITY
• Develop and implement a Rationalisation 1. Develop and implement the Asset Management 5. Ensure the principles of Te Tiriti o Waitangi
Programme which identifies the objects that Plan (i.e. the plan for the maintenance or and Māori customs and principles are reflected
are or should be in MOTAT’s collection that upgrading of MOTAT’s buildings and and acknowledged where relevant.
can be utilised in the achievement of the infrastructure) and the Development Plan 6. Develop long term and mutually beneficial
Museum’s Vision. (i.e. the plan for the replacement of MOTAT’s relationships with MOTAT’s Stakeholders
• Take proactive steps to improve the quality buildings overtime) to ensure that the (i.e. the Council, Regional Facilities Auckland
(as opposed to the quantity) of MOTAT’s Museum’s buildings and infrastructures provide and the MOTAT Society), the Western Springs
collection. a proper platform for the achievement of precinct and major learning institutions
the Vision. such as Unitec, AUT and the Auckland and
• Review, develop, implement, communicate
and monitor MOTAT’s collection policies and 2. Refine MOTAT’s sustainability programmes Massey Universities.
procedures in accordance with the to reduce the Museum’s impact on the 7. Investigate the development of an integrated
Museums Aotearoa Code of Ethics so that environment. approach to the enhancement of Auckland’s
they are aligned to best museum practice and 3. Prudently and proactively manage MOTAT’s Arts, Culture and Heritage offering with
facilitate the achievement of the Vision. finances and other resources. Regional Facilities Auckland, the Auckland
• Ensure that MOTAT’s collection objects War Memorial Museum, the Voyager Museum,
4. Re-engage and develop a mutually beneficial
are cared for in accordance with the Auckland Art Gallery and the Stardome.
relationship with the local Iwi using the
Museum’s policies. principles of Te Tiriti o Waitangi/the Treaty 8. The Business Services Hub will review and
• Use MOTAT’s collection to enhance and of Waitangi. improve MOTAT’s systems and approach for
support the visitor experience and the securing and monitoring the Museum’s site
achievement of the Vision. and collection.
2014 TO 2019 MASTER STRATEGY FOR THE MUSEUM PART 1
MUSEUM OF TRANSPORT AND TECHNOLOGY
2014 TO 2019 MASTER STRATEGY FOR THE MUSEUM PART 2
MUSEUM OF TRANSPORT AND TECHNOLOGY
Timetable:
YEAR ONE – DEVELOP AND IMPLEMENT
1. Commence implementation of Strategy. 7. Engage with Auckland’s tertiary institions like
Unitec, AUT and the Auckland and Massey
2. Review the existing structures to ensure that
Universities to explore how they can assist
MOTAT has the right people, competencies and
MOTAT with the development of its learning
roles to achieve the Strategy.
programmes.
3. Develop and implement the Rationalisation
8. Proactively engage with MOTAT’s Stakeholders,
Programme for the alignment of MOTAT’s
the Western Springs precinct, the Auckland
collection to the achievement of the Vision and
War Memorial Museum, the Stardome and
to improve the significance and quality (but not
Voyager Museum with a view to developing a
the quantity) of MOTAT’s collection.
closer working relationship.
4. Plan and develop the exhibitions, events and
9. Re-engage and develop a mutually beneficial
other projects that will have the biggest impact
relationship with Ngātī Whātua o Oˉ rākie and
on the achievement of the Vision.
other local iwi using the principles of Te Tiriti o
5. Align MOTAT’s Annual Plan and budgets to the Waitangi/the Treaty of Waitangi.
implementation of the Strategy.
10. Commence implementation of the Asset
6. Develop and align MOTAT’s learning Management Plan recommendations.
programmes to the Vision and the Ministry of
11. Identify and appoint the requisite firm(s) that will
Education’s curriculum priority areas.
help MOTAT map out and implement a
Development Plan.MUSEUM OF TRANSPORT AND TECHNOLOGY
YEAR TWO – DELIVER AND REFINE: YEAR THREE – REVIEW AND CONSOLIDATE: YEAR FOUR/FIVE – REFLECT AND EVOLVE:
1. Continue with implementation of Year 1. Continue with implementation of Year 1. Continue with implementation of Year
One timetable. Two timetable. Three timetable.
2. Review the structures, systems and procedures 2. Review internally and with the relevant 2. Review and update Strategy and associated
to ensure they are working effectively. Stakeholders, where appropriate, the objectives plans for the next five years.
and the timetable to ensure they remain relevant
3. Create a “must experience” exhibition that is
and will lead MOTAT to achieving its Vision.
aligned to the Vision.
3. Ensure that MOTAT is providing a consistent
4. Commence implementation of the
and high quality visitor experience which is
Development Plan.
aligned to the Vision.
2014 TO 2019 MASTER STRATEGY FOR THE MUSEUM PART 1MUSEUM OF TRANSPORT AND TECHNOLOGY PART TWO
Core Objectives:
The following objectives have been set to ensure that MOTAT achieves its Vision and
complies with its obligations under the MOTAT Act 2000.
MOTAT’s goal is to move away from being a Museum that predominantly focuses
on its objects to an institution that uses its collection and focus on Kiwi ingenuity,
transport, technology and the associated stories in a creative and hands-on way
to motivate its visitors and inspire them to become the innovators of tomorrow. By
doing this MOTAT will provide a multidimensional experience which its visitors find
rewarding and this will make them want to return to the Museum on a regular basis.
2014 TO 2019 MASTER STRATEGY FOR THE MUSEUM PART 2MUSEUM OF TRANSPORT AND TECHNOLOGY
OBJECTIVE ONE 1. During the course of the Strategy MOTAT
will increase the number of themed exhibitions
– MAXIMISE THE VISITOR EXPERIENCE
it undertakes from one to three per annum.
These exhibitions, which will be developed by the
VISITOR EXPERIENCE OBJECTIVES: Museum Experience Hub, shall be consistent with
the Vision and be designed to:
MOTAT will focus predominantly on the Auckland
(a) Use the Museum’s heritage objects and
community with a view to increasing the number
where possible Kiwi ingenuity, transport,
of people it directly and indirectly engages with
technology, and the associated stories in a
by ensuring that its exhibitions, events, web creative way that challenges and develops
site and social media are aligned to the Vision. the visitors’ imagination and knowledge.
In order to achieve this:
(b) Improve the visitor experience and
associated feedback on an annual basis.
(c) Attract sponsors.
(d) Ensure that MOTAT becomes the “must
experience” venue in Auckland.
(e) Increase paying visitor numbers by 14% per
annum in the first year and at least 8% in
each of the following years.
(f) Increase the number of SuperGold Card holders
visiting the Museum each year by 5% per
annum.
2014 TO 2019 MASTER STRATEGY FOR THE MUSEUM PART 2MUSEUM OF TRANSPORT AND TECHNOLOGY
2. The Museum Experience Hub will develop, with 3. The Museum Experience Hub will develop 4. The Museum Experience Hub will establish a
input from the Collection Hub, programmes and over the period of the Strategy a new “MOTAT “Think Tank” of leading New Zealanders to
events (including ‘outreach programmes’) that: Online” that will increase the Museum’s digital advise on the incorporation of Kiwi ingenuity,
presence and enable visitors to access technology and innovation into the Museum’s
(a) Enable visitors to experience the
(via the website or any device of their choice) exhibitions and learning programmes.
museum’s collection and team in an
information on MOTAT’s:
interactive way.
(a) Admission prices, location and transport
(b) Ensure the associated stories are
options.
aligned with the Vision and are
communicated to the Museum’s visitors. (b) Collection, including technical specification,
history and relevance to the Vision.
(c) Ensure the Museum provides a hands on
and consistent experience to MOTAT’s (c) Current and proposed exhibitions
visitors. and events.
(d) Demonstrate where relevant the (d) Learning programmes and other initiatives.
technological/scientific principles associated
(e) Vision, Values, history, governance,
with the Museum’s objects.
management structures and key personnel.
(f) Online dialogues and conversations
between MOTAT, the digital community
and the community members themselves.
(g) Volunteer programme and other
opportunities to support MOTAT.
(h) The MOTAT Society.
2014 TO 2019 MASTER STRATEGY FOR THE MUSEUM PART 2MUSEUM OF TRANSPORT AND TECHNOLOGY
EDUCATION AND CHARITABLE OBJECTIVES: 1. The Museum Experience Hub will develop and
implement learning programmes that are
MOTAT will develop learning programmes
aligned to the Vision and are consistent with
(based on Kiwi ingenuity, transport, technology
the NZ Curriculum and the Ministry of
and innovation and its impact on New Zealand)
Education’s priority areas so as to encourage:
that are designed to (a) appeal to a wide and
diverse audience (b) improve their knowledge (c) (a) Schools to use MOTAT’s facilities,
encourage thinking and debate and (d) inspire programmes and education personnel.
them to become the innovators of tomorrow.
(b) Universities and other tertiary institutions to
In order to achieve this:
work on educational projects with MOTAT’s
education team and encourage their
students to undertake research in relation to
the Museum’s collection.
(c) Teenagers to develop their skills and work
readiness in conjunction with MOTAT’s
education team and third party providers
(e.g. web, app and graphic designers).
2. The Business Services and Museum Experience
Hubs will develop a plan for the provision of
apprenticeship support, internships and other
training programmes to ensure that the requisite
skills at MOTAT are preserved and passed onto
the next generation.MUSEUM OF TRANSPORT AND TECHNOLOGY
3. The Museum Experience Hub will develop, (d) Emphasises, when appropriate, any
implement and monitor programmes that: specific exhibitions and events being
undertaken by MOTAT.
(a) Encourage charities and low decile families
and schools to use MOTAT. (e) Identifies certain areas of the Auckland
community that should be focused on and
(b) Directly or indirectly benefit at least one
tailors the Museum’s offers and promotions
charity a year.
accordingly.
(c) Use it’s outreach programmes (at least four
(f) Promotes MOTAT as a “must experience”
a year) to actively engage with schools,
venue.
charities and the public in general.
(g) Promotes MOTAT’s knowledge and
expertise in relation to its collection.
MARKETING/PROFILE OBJECTIVES:
MOTAT will ensure that what it is trying to achieve
is well publicised and in order to achieve this:
1. The Museum Experience Hub will develop and
implement a marketing strategy that:
(a) Is aligned to the Vision.
(b) Is focussed on the Auckland community.
(c) Highlights what MOTAT has to offer to its
visitors and why.
2014 TO 2019 MASTER STRATEGY FOR THE MUSEUM PART 2MUSEUM OF TRANSPORT AND TECHNOLOGY
OBJECTIVE TWO (a) MOTAT has the right people and structure Collection Hubs, the MOTAT Team, the Museum’s
– EMPOWER THE MOTAT TEAM in place to provide the requisite leadership Stakeholders and the Auckland community.
and support to facilitate the achievement of (c) Learning and Development Programmes
the objectives. for the MOTAT Team members are developed,
MOTAT TEAM OBJECTIVES: (b) MOTAT has the right systems in place to implemented and monitored to ensure
The implementation of this Strategy depends on facilitate regular and transparent their effectiveness.
the MOTAT Team (ie employees and volunteers) communication between the Museum, the
working together as one towards the achievement Business Services, Museum Experience and
of the Vision. Each part of the MOTAT Team needs
to recognise and acknowledge the different set of
skills and knowledge each team member has to
offer and understand how the combination and
coordination of those skills is critical to the overall
success of the Museum.
MOTAT will ensure it has the right structures and
people in place to achieve the objectives outlined
in this Strategy. It requires that each MOTAT
Team member embraces the Museum’s Values,
policies and procedures and is prepared to be held
accountable and responsible for everything they do.
In order to achieve this:
1. The Business Services Hub will review the
management structures and resources to
ensure that:MUSEUM OF TRANSPORT AND TECHNOLOGY
(d) The MOTAT Team is familiar with the (c) Ensure that MOTAT Team members are 4. Each Hub and MOTAT Team member will
Museum’s policies and procedures in provided with the requisite training and work embrace the Values so that they are
relation to the handling, operation, for the mutual benefit of that member, the incorporated into everything the Museum,
maintenance, preservation and restoration MOTAT Team and the Museum as a whole. each Hub and MOTAT Team member does.
of the Museum’s objects.
(d) Ensure that information is accurate, current
(e) The MOTAT Team actively engages with and supports the day to day operation of
5. MOTAT will use integrated practical HR
and demonstrates their individual each Hub and the Museum.
processes and initiatives to ensure that each
understanding of the Museum’s policies and
(e) Have the right systems in place to ensure MOTAT Team member’s:
procedures in relation to Health and Safety.
a safe, effective and efficient working
(a) Behaviour is in accordance with the Values
environment and ensure that those systems
and that their performance goals are
are regularly reviewed and updated
2. Each Hub will: reviewed on a regular basis throughout
where necessary.
the year and aligned to the achievement of
(a) Support the achievement of MOTAT’s
(f) Ensure that individual and team success is the Museum’s Objective and the Vision.
shared objectives by adopting and
acknowledged and celebrated.
reinforcing the Museum’s Values and by (b) Remuneration (if any) is aligned to their role
ensuring that everyone within each team 3. Each Hub will actively implement and comply and performance.
and the wider MOTAT Team is aware of with the generally accepted principles of good
forward plans and changes. governance, museum best practice and
financial responsibility.
(b) Ensure that it has the right structures,
personnel, resources and systems in place to
provide the requisite leadership and support
to the MOTAT Team members in their
respective Hubs.MUSEUM OF TRANSPORT AND TECHNOLOGY
OBJECTIVE THREE If collection objects cannot be used as outlined here
– IMPROVE QUALITY OF COLLECTION during the term of the Strategy they will be stored
until they can be used, lent to another institution or
de-accessioned.
COLLECTION OBJECTIVES:
Restorations and preservations will only be
MOTAT will use its collection to: undertaken if the object in question is (a) consistent
• Demonstrate technology, ingenuity and with the Museum’s Vision (b) a Restoration or
innovation and the associated scientific Preservation Plan in the requisite format (including a
principles. budget) is produced and approved and (c) funding
for the project is available.
• Tell the stories of New Zealand’s history and
innovators with a view to informing and In order to achieve the above:
inspiring the Museum’s visitors.
1. The Collection Hub will support the Museum
Experience Hub in developing and
implementing exhibitions, including events
and activities.
2. The Collection Hub will develop, a
Rationalisation Programme that will identify
the objects that:
(a) Are consistent with the Vision and should
be retained.
2014 TO 2019 MASTER STRATEGY FOR THE MUSEUM PART 2MUSEUM OF TRANSPORT AND TECHNOLOGY
(b) Are consistent with the Vision but should 3. The Collection Hub, will develop, communicate 5. The Collection Hub will identify the “Orphan
rather be transferred to the Museum and monitor procedures and policies for the Objects” (i.e. objects that are consistent with
Experience Hub to be used as an storage, handling, operation and display of the Vision but are not required) and review
operational item. MOTAT’s objects. These procedures and whether they should be transferred to the
policies will, so far as practical, be based on Museum Experience Hub, loaned to another
(c) Are not consistent with the Vision and
the International Council of Museums’ Code of institution or de-accessioned.
should be de-accessioned/disposed of.
Ethics and will be adapted to accommodate
(d) Should be accessioned/acquired as they the unique nature of MOTAT.
are consistent with the Vision.
(e) Should be restored or preserved in
4. The Collection Hub will work with the other
accordance with the requisite restoration or
Hubs to ensure that MOTAT’s objects are:
preservation plan (including the associated
budget and funding information). (a) Stored, handled and displayed in
accordance with MOTAT’s procedure and
policies and in a manner that is consistent
with the Museums Aotearoa Code of Ethics.
(b) Displayed in a manner that is consistent
with the directions of the Collection and
Museum Experience Hub and the Vision.MUSEUM OF TRANSPORT AND TECHNOLOGY
OBJECTIVE FOUR IWI OBJECTIVES:
– IMPROVE BUSINESS AND MOTAT will develop a meaningful and
COMMUNITY SUSTAINABILITY mutually beneficial relationship with the Ngā tī
Whā tua o Oˉ rā kie and other local Iwi using the
principles of Te Tiriti o Waitangi so that the Tangata
INSTITUTIONAL OBJECTIVES: Whenua are empowered, enabled and their
MOTAT is of the view that there should be a closer customary Kaitiaki role is recognized and respected.
working relationship between Auckland’s art, In order to do this:
cultural and heritage institutions. This will not only The Business Services Hub will establish a bi-
enable the institutions in question to operate in a cultural committee to help ensure that:
more coordinated, efficient and sustainable way but
will improve the institutions’ offering to the Auckland (a) The Mana of Tāmaki Makaurau Iwi and
community as a whole and the achievement of the Hapū is respected.
Auckland Plan. (b) The MOTAT Team’s understanding of
In order to achieve this the Business Services Hub Māori knowledge, wisdom and views is
will investigate, initially on an informal basis, with developed so that it can in turn be
Regional Facilities Auckland, the Auckland War passed on to the entire MOTAT Team and
Memorial Museum, the Voyager Museum and the the Museum’s visitors in a way that can be
Stardome the development of integrated approach understood.
to the development of Auckland’s art, cultural and (c) The Museum respects and maintains,
heritage offering. where possible, the mauri (life force and
balance) of the natural environment.
2014 TO 2019 MASTER STRATEGY FOR THE MUSEUM PART 2MUSEUM OF TRANSPORT AND TECHNOLOGY
STAKEHOLDER OBJECTIVES: BUILDINGS AND OPERATIONAL OBJECTIVES: (b) The safe and secure operation of the site.
MOTAT will actively engage with those Stakeholders Most of MOTAT’s infrastructure and buildings (c) The safe, secure and compliant operation
who have or should have a vested interest in the are coming to the end of their design life and the of MOTAT’s collection.
Museum for the mutual benefit of all concerned. In Museum needs to plan the MOTAT of the future
(d) That the Board is kept up to date on the
order to achieve this: and ensure that the Museum’s impact on the
what is being done to ensure that the
environment is reduced. In order to achieve this:
The Business Services Hub will investigate and Museum is a safe and secure environment
implement, over the period of the Strategy, a to work in and visit.
programme that is designed to build a long term, 1. The Business Services Hub will develop
resilient and mutually rewarding relationship with the an Asset Management Plan and Development
following Stakeholders for the overall benefit of the 3. The Business Services Hub will develop,
Plan for the maintenance, upgrading
Auckland Community: implement and monitor a policy for
replacement, development and operation of
environmental sustainability.
(a) The MOTAT Society. the Museum’s site and buildings that is
consistent with the Vision and minimises
(b) The Auckland Council/Regional Facilities
MOTAT’s impact on the environment. 4. The Business Services Hub will review
Auckland.
and improve MOTAT’s systems and approach
(c) The local Western Springs/Point Chevalier
for securing and monitoring the Museum’s site
community. 2. The Business Services Hub will develop,
and collection.
implement and monitor a Health and Safety
(d) Western Springs precinct institutions
Management System that ensures:
(e.g. the Zoo, Unitec, Tapac and schools).
(a) A safe, secure and healthy environment for
(e) The major learning institutions in Auckland
the MOTAT Team, contractors, visitors and
such as Unitec, AUT and the Auckland and
anyone else who may be affected by
Massey Universities.
MOTAT’s activities.MUSEUM OF TRANSPORT AND TECHNOLOGY
FINANCIAL OBJECTIVES: 3. The Museum Experience and Business
Services Hubs will continue to increase
MOTAT will prudently and proactively manage its
their external revenue streams via sponsorship
finances and resources.
and other commercial initiatives that are in
keeping with the Vision and the Annual Plan.
In order to achieve this:
1. The Business Services Hub will ensure that:
(a) MOTAT maintains effective financial and
reporting systems and procedures and that
the requisite information is presented in the
Annual Plan in an accurate and easy to
understand format.
(b) MOTAT maintains its unqualified audit
status for its annual financial and non-
financial statements.
2. Each Hub will ensure that they manage and
monitor their financial resources professionally
and maximise efficiencies while delivering the
desired Vision and Annual Plan.
2014 TO 2019 MASTER STRATEGY FOR THE MUSEUM PART 2w w w . m o t a t . o r g . n z
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