2020-2021 DRAFT ANNUAL PLAN - Motat
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DRAFT ANNUAL PLAN
2020-2021
MOTAT
MUSEUM OF TRANSPORT AND TECHNOLOGY
1
CONTENTS
Chair and Chief Executive Overview 6
MOTAT’s Past, Present and Its Future 8
2018–2019 Review 12
2020–2021 Annual Plan 13
Objectives 22
Funding Sources 36
Indicative Budget 40
MOTAT Leadership 42
In Appreciation 46
DRAFT ANNUAL PLAN 2020–2021 MUSEUM OF TRANSPORT AND TECHNOLOGY 3
TŌ MĀTAU MOEMOEĀ
OUR VISION
Mō te pai nui Our actions and the
The way we work way we implement
our strategy will
contribute to the
greater good of the
museum
Tō Mātau
Moemoeā
Our Vision
To be the “must
experience” museum that
uses past, present and
future Kiwi technology and
ingenuity to educate and
inspire the innovators of
tomorrow
We will provoke
Innovation and challenge
Collaboration ourselves and others
Ō mātau uara Integrity Pātaitai to have a positive
Our Values Sustainability The Way We Think transformative
impact on others
Ō mātau uara INNOVATION INTEGRITY
Our Values We will be courageous and try new We will act ethically and with
things respect and transparency
COLLABORATION SUSTAINABILITY
We will work as a team that respects We will foster knowledge and
and supports others promote technology that is
beneficial to our community and
environment
4 MUSEUM OF TRANSPORT AND TECHNOLOGY DRAFT ANNUAL PLAN 2020–2021
DRAFT ANNUAL PLAN 2020–2021 MUSEUM OF TRANSPORT AND TECHNOLOGY 5
CHAIR AND
CHIEF EXECUTIVE
OVERVIEW
This is the second Annual Plan under our revised and extended strategy which
covers 2019 to 2029. In accordance with our strategy we use past, present and
future Kiwi technology and ingenuity to educate and inspire the next generation
of innovators. The reason for this focus is that our nation has a rich history of
technological innovation and ingenuity, starting with the tangata whenua who used
cutting edge waka to sail across the Pacific to Aotearoa, and used their ingenuity to
adapt their technology and skills to thrive in their new home.
Our approach is reflected in the Māori proverb “Kia The Approach 2 projects include:
whakatōmuri te haere whakamua” (My past is my 1. Acoustic, thermal and weathertightness
present is my future, I walk backwards into the future improvements to Building 5, our main exhibition
with my eyes fixed on my past) which encourages hall and education centre at our Great North
us to use the past, in our case Kiwi technology, Road site (MOTAT1);
innovation and ingenuity, to guide our future. We 2. A car park and cycleway at our Meola Road site
believe that this approach encourages creativity, (MOTAT2);
creates opportunity and improves the wellbeing
and mana of the people of Aotearoa. There are 3. A reconfigured entrance and café at MOTAT2;
also valuable lessons to be learnt from the tangata and
whenua’s approach to the environment that could be 4. Upgrading our café at MOTAT1 and opening it up
adapted and applied today. to the Western Springs lakeside.
We are seeking a levy of $17,087,900 which is 8% • $800,000 to establish a “SciTech Centre”
more than 2019–2020 but $7.3 million below our levy experience in the refurbished Building 5 at our
cap of $23.9 million. Great North Road, Western Springs site. A further
instalment of up to $800,000 may be required in
The levy will be used to cover:
2021-2022 (see below).
• Business as usual $15,287,900.
The SciTech Centre is aligned to our Strategy and
• $1 million per annum to cover the funding of the Vision, and will enable our audience to experience in a
Approach 2 Projects, approved by Auckland hands-on way, the delights of past, present and future
Council in 2019–2020. science, technology and innovation and how it can be
used to secure a sustainable future.
6 MUSEUM OF TRANSPORT AND TECHNOLOGY DRAFT ANNUAL PLAN 2020–2021
This will be a “step change” from our traditional expertise to support other institutions in Auckland
exhibitions and will clearly demonstrate to our (e.g. the Maritime Museum and the Howick Historic
stakeholders and audience what a reinvigorated Village), Aotearoa (e.g. Otago Museum and the Kauri
MOTAT is capable of. We also believe that the Museum) and overseas (e.g. The Museum of Work in
SciTech Centre will attract financial and other Sweden and Government House, Queensland).
support from third parties, but we have to take a
conservative approach to our budgeting, so we have E hara taku toa i te toa takitahi he toa takitini
included the additional $800,000 in 2021–2022 for
Stage Two of the project. Any support from third
parties will reduce the level of the levy we require in
2021–2022.
Looking forward, we have a number of challenges
ahead, due to the current and proposed works at
the Western Springs Stadium, Watercare’s Central
Interceptor Works, the work we intend to undertake,
dealing with the subsidence and other challenges
associated with buildings located on a closed landfill
site and the increasing cost of maintaining aging
buildings and infrastructure.
While the proposed car park at MOTAT2, the SciTech
Centre and the other initiatives we are working on
(e.g. a joint ticket with the Auckland Zoo) will help
mitigate the impact of these challenges on our
visitors, it is anticipated that the projected growth
in attendance and the associated revenue may be
adversely affected.
Michael Frawley Sue Wood
It is anticipated that we will have to increase our CHIEF EXECUTIVE/MUSEUM DIRECTOR BOARD CHAIR
levy over the next few years so that we have
sufficient funds to address the subsidence and other
challenges we are encountering, and to ensure that
our buildings and infrastructure are fit for purpose.
On a more exciting note we are exploring with
Regional Facilities Auckland and several other
stakeholders, whether we can create a science,
technology and ecological hub in the Western
Springs precinct by leveraging off the combined
strengths and knowledge of MOTAT, Auckland Zoo
and Auckland Parks and the unique attributes of the
precinct. This would not only be a unique proposition
for Auckland but also for Aotearoa and would send a
clear message that Auckland Council (and hopefully
the Government), MOTAT and partners take climate
change seriously and are working together to
facilitate change by identifying the issues and the
associated science, technology and innovations that
our respective audiences can and should be using to
address the problem.
We will also continue to use our resources and
DRAFT ANNUAL PLAN 2020–2021 MUSEUM OF TRANSPORT AND TECHNOLOGY 7
MOTAT’S PAST,
PRESENT AND
ITS FUTURE
8 MUSEUM OF TRANSPORT AND TECHNOLOGY DRAFT ANNUAL PLAN 2020–2021
Hāpaitia te ara tika pūmau ai te rangatiratanga mō
ngā uri whakatipu
Foster the pathway of knowledge to strength,
independence, and growth for future generations
In July 2014 we launched an ambitious Strategy EDUCATING AND INSPIRING OUR
that was designed to transition MOTAT from AUDIENCE
being a “museum of things” to a “lightbulb
institution” that is audience focused, vision Our focus on Kiwi technology and ingenuity is a
based and has a transformative impact on its deliberate one as we are a nation of innovators,
community. starting with the tangata whenua, who used
cutting edge waka to get to Aotearoa and
We knew at the time that it would take at adapted their existing technology to flourish in
least three years to bed the Strategy and the their new environment.
associated structures in, and the audience
research undertaken by Morris Hargreaves The stories of our technological heritage and
McIntyre (MHM) for us over the last two years ingenuity have wide appeal and can and should
together with our own metrics (e.g. visitor lead to future innovation that benefits Aotearoa
numbers and satisfaction) show that we have and improves the wellbeing of its people. This
made significant progress in achieving our focus has enhanced MOTAT’s reputation over the
strategic objectives. last three years and we are now attracting a more
diverse audience as well as sponsors, partners,
In July 2019 we refreshed and extended our employees and volunteers. The MHM research
Strategy to 2029, as the MHM research indicated also indicated that our audience is looking for a
that our focus on past, present, and future Kiwi deeper engagement with the Museum.
technology and ingenuity resonated with our
audience and was having a transformative impact The development of a SciTech Centre at MOTAT1
on them and our wider community. over the next two years is not only aligned to our
Strategy and Vision, it will be a step change in
“Science is increasingly a leisure and a cultural our offering and will send a clear message that
activity” – MHM Research 2019 MOTAT is Aotearoa’s leading science, technology
and innovation museum.
While we have made significant progress,
repositioning an institution that was established Introducing summer and winter exhibitions
over 55 years ago and working through its legacy that are aligned to our Vision and leverage off
issues takes time. our fantastic collection will also ensure that
MOTAT remains a vibrant and inspiring place to
The following is a high-level overview of what we
experience.
will be focusing on over the next few years.
DRAFT ANNUAL PLAN 2020–2021 MUSEUM OF TRANSPORT AND TECHNOLOGY 9
While our application for funding for the MOTAT One challenge we face going forward are our
Athfield Masterplan (MAM) under the Auckland ageing buildings and infrastructure which are
Council’s 2018-2028 Long Term Plan was getting more expensive to maintain and it is
unsuccessful, we are determined to progress prudent for us to factor this into our budgets.
the implementation of the MAM as and when
resources allow. Another challenge is the geography of our two
sites. Our Great North Road site is predominantly
In order to maintain momentum and facilitate a basalt making any ground and other work difficult
“Western Springs Precinct” mindset, we identified and expensive. MOTAT2 is a closed quarry and
and sought financial support from Auckland landfill site, and prone to ground movement,
Council in 2019, for several smaller projects (i.e. subsidence and methane issues. A number of
the Approach 2 Projects, like the car park and these challenges would be addressed by the
cycleway at MOTAT2) as they will not only improve implementation of the MAM, but we recognise
the visitor experience but benefit the Western that this would require significant investment.
Springs Precinct and the wider community. Unfortunately, some of these issues will need to
be addressed within the next few years and we
10 MUSEUM OF TRANSPORT AND TECHNOLOGY DRAFT ANNUAL PLAN 2020–2021are working with Regional Facilities Auckland on infrastructure the best we can and deal with the
the best way to cover the cost of the requisite challenges that the geography of our two sites
remedial work. present us with on a regular basis. It is anticipated
that our maintenance costs will increase, and
COLLECTION CARE AND we have factored that into our budget for the
subsequent years
DEVELOPMENT
Our primary focus over the next few years will be Like most other institutions we will also have to
on our ageing tram infrastructure, as we know continually upgrade and integrate our systems
from our audience research, that riding on our to ensure that we operate as efficiently and
trams is consistently one of the highlights of a visit economically as possible. We will also ensure
to MOTAT. Our trams not only enable our audience that these system support the development and
to experience the technology of the past, they the advancement of our digital strategy and the
provide an invaluable link between our two sites requirements of our audience.
and the other institutions in the Western Springs The MOTAT Team (i.e. our employees and
Precinct. volunteers) is the glue that holds the Museum
Another area of focus is the development of together, and their dedication is the oil that
our collection in line with our strategic and ensures that we operate smoothly and provides
statutory objectives and Collection Policy so our audience with an inspiring experience. As
that our collection is of the requisite museum the MOTAT Team and indeed our audience
standard and significance. The drive to improve continues to transform into a more diverse group
the quality of our collection means that we will of people, we will continue to invest in the Team's
deaccession objects that do not meet our exacting development and put in place measures that
requirements. will ensure the transfer of skills and knowledge -
especially at the intergenerational level.
Our approach to collection care has led to several
significant recent donations (e.g. the Kiwi bodied
1909 Clement Baynard motor vehicle, the Ligue SUSTAINABILITY AND THE
International des Aviateur medal awarded to Jean ENVIRONMENT
Batten in 1937 and the Bell 47J Ranger helicopter
used by Helicopter (NZ) Limited to support the Sustainability is one of our Values and a major
offshore oil rigs) where the donors approached focus of our operations. As a leading science and
MOTAT. We have also been approached by a technology museum we have and will continue to
number of other institutions to assist them with focus on and promote technology that is beneficial
the development and implementation of their to the environment and makes the world a better
strategies, policies and processes (e.g. the Kauri place (e.g. the compostable bottles made from
Museum and the Government House, Queensland). plants by For The Better Good).
The installation and development of our Likewise, we will continue to implement strategies
conservation workshop, and the information from that ensure that MOTAT continues to reduce its
our Synergy environmental monitoring system will impact on the environment (e.g. looking at a more
enable us to monitor and improve the way that we sustainable way to operate the heritage boilers in
care for our collection. the Pumphouse that does not involve the burning
of fossil fuel) and highlights the Kiwi technology
and innovation that improves sustainability and
BUILDINGS, INFRASTRUCTURE AND
wellbeing. We participate in an annual CEMARS
MOTAT TEAM DEVELOPMENT audit, which measures the greenhouse gas
As outlined above our aging buildings and emissions in respect of our operational activities.
infrastructure mean that most of our facilities This programme enables us to measure the
should be refurbished or replaced over time to success of the steps we have and are taking to
provide our audience, and the MOTAT Team with manage and reduce our emissions.
an inspiring, safe and pleasant environment to be
in. Until the funds for this become available, we
will continue to maintain our aging buildings and
DRAFT ANNUAL PLAN 2020–2021 MUSEUM OF TRANSPORT AND TECHNOLOGY 112018-2019 37,019
REVIEW Educational
Impact
These are some highlights
of the last financial year
completed. For further
260,211
information, please see our Visitors
2018-2019 Annual Report.
421,792
Outreach
Audience
208,592 $3,371,805
Other
Tram Income
Passengers
659 109
New Collection
Items Employees
3,642
213 Collection Items
Volunteers Digitised
12 MUSEUM OF TRANSPORT AND TECHNOLOGY DRAFT ANNUAL PLAN 2020–20212020-2021
ANNUAL PLAN
This section provides a snapshot of what we intend to
achieve between 1 July 2020 to 30 June 2021.
DRAFT ANNUAL PLAN 2020–2021 MUSEUM OF TRANSPORT AND TECHNOLOGY 13INSPIRING EXHIBITION DEVELOPMENT
THE AUDIENCE We are in the process of upgrading the heritage
Pumphouse at MOTAT1 and this project will continue
MOTAT’s primary focus must be on its audience over the course of this Annual Plan. This project
and community, as a museum without an audience includes the introduction of redesigned barriers
and the support of its community, is an irrelevance. to protect the health and safety of our visitors
There is also a direct correlation between arts, and Team, new and more effective interpretation,
culture, heritage, sports and individual and improved accessibility, improved lighting and the
community wellbeing and we want to ensure that we introduction of soundscapes and digital elements.
contribute and facilitate that outcome. While we will We are also looking at ways to operate the heritage
continue to develop and upgrade our exhibitions boilers in a more sustainable and environmentally
spaces in line with our Strategy and Vision, we are friendly way.
going to specifically focus on the following projects
Now that all of our significant aircraft are installed in
this year and for the foreseeable future.
our Aviation Display Hall at MOTAT2 we will update
SCITECH CENTRE and highlight some of the key stories of Aotearoa’s
aviation, especially those relating to such iconic
The renewal of Building 5 (one of the Approach 2 figures as Jean Batten and Richard Pearse.
Projects), provides us with an ideal opportunity to
create a SciTech Centre that provides a hands-on During the year, we will replace the award winning
STEAM (Science, Technology, Engineering, Arts and Accelerate exhibition with one that celebrates the
Maths) experience. evolution of printing in Aotearoa and incorporates
some of the key printing objects in our collection.
The SciTech Centre will be a step change for MOTAT
and will use a combination of collection objects
and hands-on interactive experiences to educate
WINTER/SUMMER EXHIBITIONS
and inspire our audience in a way that fires up their We are aiming to host a number of touring
curiosity, imagination and creativity. exhibitions, including the ‘Slice of Life: The World-
Famous Dunedin Study’ exhibition from Toitu Otago
In line with MOTAT’s Digital Strategy (see below),
Settlers Museum, which chronicles the story of the
the SciTech centre will incorporate passive and
amazing long-term study of 1,000 Dunedin people
interactive digital elements designed to bring
from birth to middle age and beyond. This follows
science and technology to life in a variety of
a highly interactive summer exhibition featuring
surprising and compelling ways.
hands-on experience with machines and illustrated
SciTech is expected to feature many interactive with relevant objects from the collection. After
digital and tactile experiences, including immersive its run at MOTAT, this exhibition will be toured
digital experiences that are capable of plunging throughout Aotearoa, featuring different objects
visitors into a seamless digital world. For example, from the local museums where it is staged.
digital technology could be used to show the inside
of otherwise inaccessible collection items or make DIGITAL ENGAGEMENT
tiny details viewable. Normally inanimate objects will
Digital engagement is an increasingly important
be brought to life or shown in their original context.
touchpoint for our audience. Our audience expects
Our education, holiday and outreach programmes a high standard of digital engagement from us. Our
(including our STEAM Cells) will be aligned to and digital products and services require a cohesive,
leverage off the SciTech Centre to maximise the user-guided approach in order to meet audience
outcomes of that investment. expectations and achieve our Vision.
Our Digital Strategy is about driving the digital
transformation of MOTAT through cultural change
14 MUSEUM OF TRANSPORT AND TECHNOLOGY DRAFT ANNUAL PLAN 2020–2021and leveraging this to deliver digital projects in FAMILY AND KIDS’ EXPERIENCE
keeping with the Museum’s position as Aotearoa’s
leading technology museum. As outlined above our visitors can expect many
of their favourite MOTAT events during the year,
The basis of this digital transformation focuses on our including our community focused Christmas
audience expections and makes our digital content, Lights, Night Lights and science focused events
collections, and products accessible to them. like our annual Science Fair, Slime Days and Bubble
Weekends. But we will also be introducing new
We aim to embrace the potential of digital thinking
events to excite the imagination and creativity of our
to improve the agility and flexibility of MOTAT going
audience. For example, we recently launched ‘Squish
forward.
Bang Splat’, an event that mixes science and the arts
Part of the Digital Strategy is to establish and and is designed to appeal to a wide range of children
leverage off new digital platforms, the first of which and families and aligns with the SciTech experience.
is our new website which will be launched during the
Our school holiday programmes will continue to be
financial year. The website will help make information
reviewed and changed to keep abreast of the needs
more readily available to our audience and enable
and expectations of our school-age audience and to
them to experience the MOTAT collections in new
align with the exhibitions that we have on site (e.g.
and compelling ways.
the SciTech Centre).
We will then use the website as a platform to launch
We will also build on the Drive In Movie series that
new content, products and services that will enable
was launched towards the end of 2019.
our visitors to plan their visits better and provide
them with information in a variety of intuitive ways
while they are onsite and after their visit. ADULT EXPERIENCE
We will continue to generate special events targeted
As you are probably aware technology moves at a
at the independent adult audience, especially in the
disruptive pace and our strategy and the associated
R18 space, building on the success of Prohibition
budgets will be reviewed on a regular basis to ensure
Party, WTF?!, and Anti-Valentines. These events not
that they are flexible and can adapt to incorporate
only attract a demographic that is hard to attract to
any new opportunities and/or audience capabilities.
museums, but it will also reintroduce young adults to
the delights of MOTAT and encourage them to visit
HANDS ON EXPERIENCES during our normal operating hours.
AND PUSHING THE OUTREACH PROGRAMMES
BOUNDARIES We will continue to work closely with the other
Public Programme teams as part of the Museums
One of the benefits of our Vision is that it enables of Auckland initiative (i.e. Auckland War Memorial
us to develop a wide range of science, technological Museum, Maritime Museum, Auckland Art Gallery,
and heritage experiences that are designed to Stardome and the Torpedo Bay Naval Museum) to
educate and inspire our audience and fire up their identify onsite and offsite public events (e.g. Heritage
imagination and creativity. It also enables us to Week) that we can collaborate on.
support community events like the Pasifika Festival
and Christmas Lights. We will also continue to use our Te Waka Huia or
outreach modules, to take the MOTAT experiences
While there are several events that we will repeat into the community (e.g. the Botanic Gardens). We
during the year (e.g. our annual Science/STEM Fair) will also send, where we can, operational objects to
we are aiming to introduce the following experiences support community and other events like the ANZAC
which are designed to increase not only the number Day commemorations and Auckland Anniversary
of people who experience MOTAT but also the Weekend.
diversity of that audience.
DRAFT ANNUAL PLAN 2020–2021 MUSEUM OF TRANSPORT AND TECHNOLOGY 15EDUCATING Our STEAM Cells are special trailers filled with
MOTAT collection items, specialised education
THE INNOVATORS equipment, and other Science, Technology,
Engineering, Arts and Mathematics teaching
resources that are transported to schools in the
OF TOMORROW greater Tāmaki Makaurau area.
AND STEAM The STEAM Cells enable us to tailor the experience
to each school’s requirements and enables our
An important component of MOTAT’s offering is educators to interact with the students at a deeper
our education programmes as they leveraging and more inspiring level.
off our collections and help inspire our audience
Our STEAM Cell programme has shown strong
and stimulate their imagination and creativity. The
growth over the last couple of years and we are
nature and scope of our education programmes was
looking to expand that offering beyond Tāmaki
expanded by the relocation of Frances Valentine’s
Makaurau, and we will seek corporate sponsorship
The Mind Lab to MOTAT in 2018.
to achieve this.
Our contract with the Ministry of Education
to provide Learning Experiences Outside the We are also looking to run several after school
Classroom (LEOTC) was extended in 2019 so we programmes that increases the range of digital
continue to provide this to circa 25,000 students technology experiences on offer through
from schools in the greater Tāmaki Makaurau area partnerships with third party providers in areas of
and beyond, during the year. STEAM practice.
The target for The Mind Lab@ MOTAT is 12,500 MOTAT LEARNABLES
students per annum.
Our out-of-the-box learning experiences -
Many of our education programmes play well into ‘Learnables’ - will enable teachers to hire special
recent changes in the New Zealand Curriculum technology resources and equipment for short
around digital technologies. Other changes to periods at low cost. As the programme gains
do with the inclusion of Aotearoa’s history in the momentum, we expect to develop partnerships with
curriculum will be rolled out in the next few years, technology companies to extend the range of kits
so MOTAT is now working towards leveraging off its available and expand the programme beyond the
collections to offer teaching resources and learning Tāmaki Makaurau region.
experiences based on Aotearoa’s history.
We are also focusing on programmes that promote MOTAT’S MICRO-CREDENTIALS
sustainability and the care of the environment.
MOTAT’s latest education initiative is ‘micro-
The following initiatives are underway and are credentials’: very short courses around particular
designed to increase the coverage, depth and skillsets, knowledge sets, or technological
engagement of our education programmes. capabilities within the National Qualifications
Framework. Participants will not only learn a new
MOTAT STEAM CELLS skill but also gain an authenticated credential
recognised by NZQA.
While our school visits are very popular and get
positive feedback from students and teachers alike. Collaborating with Otago Polytechnic, MOTAT will
We know that there are several schools that are initially offer micro-credentials for tram conductors
either too far away, can’t afford to transport their and tram motormen. The Museum aims to develop
–Visitor comment
classes to MOTAT, or simply want a more in-depth more micro-credentials around other functional
experience so this is where our STEAM Cells areas of MOTAT, such as the print shop and the
programme comes in. blacksmith’s forge.
16 MUSEUM OF TRANSPORT AND TECHNOLOGY DRAFT ANNUAL PLAN 2020–2021The process of developing micro-credentials for
the tramways qualifications involves sharing our
current knowledge and documentation with Otago
Polytechnic and working with them to identify the
assessment tasks, the evidence that will be required,
and the methodology for providing that evidence.
Once this process is complete, Otago Polytechnic
obtains the resulting qualification validated and
accredited within the National Qualifications
Framework.
Each micro-credential will require about 10 hours
of learning and will be designed to be significant in
itself rather than a stepping stone to a subsequent
qualification, however, they can count towards a
larger qualification or be transferred into another
body of learning. And because they reduce the
investment of time and money required to learn a
new skill, micro-credentials can reduce the barriers
to learning and encourage life-long learning.
It is anticipated that we will identify knowledge,
skills and other information that MOTAT needs and
we will identify the best way to address those gaps
going forward.
DRAFT ANNUAL PLAN 2020–2021 MUSEUM OF TRANSPORT AND TECHNOLOGY 17COLLECTION CARE, carriages that featured electric lighting, steam
heating and a toilet. The goal is to complete the
DEVELOPMENT AND restoration over the next few years so that it can be
operated on our rail track at MOTAT2.
KNOWLEDGE
STORAGE RACKING UPGRADES
One of MOTAT’s strategic and statutory objectives is
the care and development of its collection. While we Plans are underway to improve the capacity and
exist for our audience and community, the heart of resilience of the storage racking at our off-site
MOTAT is its collection. storage facility MOTAT3. Most of the objects stored
at MOTAT3 are securely strapped to wooden pallets
As outlined in our previous Annual Reports and
and then lifted onto reinforced shelves in large
Annual Plans we had to clean and relocate the
storage racks.
collection objects in our off-site storage facility.
While this placed us under immense pressure at the More racking, and more shelves will also be added
time, it enabled us to verify our records and we now to existing racks to enable more objects – including
know what we have in our collection and where it is a sizable collection of historic motorcycles – to be
located. moved from the floor to the racks, thereby freeing
up more floor space for larger objects. The entire
We are hoping to decamp the last remaining objects
process is estimated to take two to three years and is
from our temporary storage space into our new
expected to finish in 2022.
off-site storage facility (MOTAT3) and we have
offered that space to the Maritime Museum.
INTER-GENERATIONAL KNOWLEDGE
While we will continue with the preservation, AND SKILLS
conservation, maintenance and operation of our
collection during the financial year, there are a We have over 200 volunteers with a wide range of
number of projects that we are going to focus on. knowledge, experience and skills developed over
several years and in many cases, decades. We
COLLECTION DEVELOPMENT POLICY recognise the importance of preserving and passing
on that knowledge and skills to the next generation
In 2019–2020 we developed a Collection so that they are not lost, especially those that relate
Development Policy. This policy, which will be to the preservation, maintenance and operation of
implemented this year, provides clear guidelines in our extensive collection.
relation to the objects we should collect, help us
identify any gaps in our collection, so that we can We are aiming to have a complete picture of MOTAT
proactively acquire them, and help us identify any Team’s skill sets by the end of the current financial
collection objects that should be disposed of in year so that we can create a plan for the preservation
accordance with our Collection Policy. and passing on of those skills to other team members.
Some of these skills will be of use to other museums
RESTORATIONS and institutions.
While the primary objective of MOTAT is the
preservation of its objects, it undertakes a small
BUILDINGS,
number of restoration projects in relation to rare INFRASTRUCTURE AND
and significant heritage objects. One of the projects
that we will be continuing during the financial SYSTEMS
year is the restoration of the 1935 steel-paneled
MOTAT’s infrastructure upgrade plans are
passenger carriage numbered ‘A1819’. This carriage
progressing.
was manufactured at the New Zealand Railways
Addington workshop and originally operated on A significant amount of our budget goes on
Christchurch’s regional and suburban lines. The maintaining and running MOTAT 364 days of the year.
carriage is one of the few remaining first-class
18 MUSEUM OF TRANSPORT AND TECHNOLOGY DRAFT ANNUAL PLAN 2020–2021This Annual Plan includes the second tranche of Other areas of focus which commence during
$1 million per annum to cover the funding of the the financial year but extend into future years are
Approach 2 Projects, approved by the Auckland highlighted below.
Council in 2019–2020 namely:
• Acoustic, thermal and weathertightness
TRAM INFRASTRUCTURE PROJECT
improvements to Building 5, our main exhibition Our trams have been running on the same
hall and education centre at MOTAT1; tracks since the early 1980s and the rails and the
associated infrastructure is beginning to show its
• The car park and cycleway at MOTAT2;
age. In order to ensure that MOTAT can continue
• A reconfigured entrance and café at MOTAT2; and to provide this experience and important transport
link within the Western Springs precinct, we are
• The upgrading of our café at MOTAT1 and opening spending $180,000 in the current financial year
it up to the Western Springs lakeside. and another $375,000 in 2020-2021 to repair and,
where necessary, replace or upgrade the track and
The upgrade of Building 5 will include the
infrastructure.
replacement of its roof as it has reached the end
of its design life and is leaking, as well as other Unfortunately, this work is not straight forward.
measures to improve the acoustics and thermal The replacement rails must be sourced from
dynamics of the space. As outlined earlier in this overseas and cover two gauges (i.e. a 4-foot gauge
document the building will house our proposed for the Wellington trams and a 4 foot 8½ inch
SciTech Centre and education facilities. gauge for the other trams in our collection), and
the “points” for the corners need to be specially
Another critical Approach 2 project is a 350 space
engineered and installed.
car park and cycleway at MOTAT2. The Museum has
no dedicated parking for its visitors and we know
that the current and proposed works at the Western SITE LIGHTING
Springs Stadium, and the Central Interceptor works As we stage more programmes in the evenings, like
is going to increase parking pressure in the area. Night Lights, the community focused Christmas
We also know that the Auckland Zoo and the users Lights, Prohibition Party, and Anti-Valentines, the
of the Seddon Park playing fields are running out need for more permanent and structured lighting
of carparking and this will be exacerbated by the at MOTAT1 has become apparent. Currently these
removal of parking on Meola Road to accommodate events are lit by temporary lighting that must be
Auckland Transport’s cycleway. specifically installed for each event. The aim now
is to design and install a lighting system that is
Our carpark provides an elegant solution to the
sufficiently versatile to fulfil the needs of current
needs of MOTAT as well as neighbours of, and
and potential future events within strict budget
visitors to the Western Springs. The carpark will also
constraints.
connect the Meola Road cycleway to Motions Road
and thanks to a generous grant from the Waitematā There is also potential to include projection and
Local Board and Auckland Transport we will be digitally interactive components as well. We are
able to upgrade the cycleway to Greenway Route currently in talks with designers and suppliers
standard and include lighting, security cameras and to identify the most appropriate lighting plan to
planter boxes. provide the Museum with a sustainable and cost-
effective solution.
The car park project will also enable us to upgrade
the entrance of MOTAT2 so that it becomes the
new ‘front door’ or starting point of the MOTAT
experience.
Once these two major projects are completed, we
will move our attention to the other Approach 2
projects.
DRAFT ANNUAL PLAN 2020–2021 MUSEUM OF TRANSPORT AND TECHNOLOGY 19‘SHED ALLEY’ WORKSHOP INTEGRATING OUR FINANCIAL
REPLACEMENT MANAGEMENT INFORMATION
This Annual Plan includes funds for the replacement SYSTEM (FMIS) AND
of one of the workshops in ‘Shed Alley’, the line CUSTOMER RELATIONSHIP
of workshops behind the Aviation Display Hall at MANAGEMENT (CRM) SYSTEM
MOTAT2. These sheds provide crucial space for the
We are moving away from storing financial
storage, preservation and maintenance of some
information in paper form (e.g. including receipts,
of our larger road transport, steam and military
invoices, and purchase orders) and are now in the
objects.
process of establishing a new FMIS, putting in place
A number of these sheds which date back to the a policy for information retention, and scanning
1960’s are well past their design life and most existing financial records for electronic storage.
if not all of them have been adversely affected
Last year we installed a full CRM system, including
by subsidence and need to be replaced. The
a Point of Sale System, and during the financial year
replacement of one shed is an interim measure
we are aiming to integrate that system with our
pending the replacement of the other sheds. It
new FMIS to drive greater efficiencies across the
is anticipated that the new shed(s) will not only
organisation.
improve the work and storage environment for the
objects in question, they will enable our visitors
to see, for the first time, the work that is being UPGRADING DATA STORAGE
undertaken on them. Our current servers will come to the end of their
warranty period during the year so we will be
ESTABLISHING A DIGITAL ASSET looking to replace them before we reach that point.
MANAGEMENT SYSTEM (DAMS) Representatives from a company that specialises
We are in the process of collating our institutional in Microsoft Azure implementation will be working
video, photo, and audio archives, for storage in a with us during the current financial year with a view
brand-new DAMS. to making recommendations about how best to
move some of our information into cloud storage.
The information to be stored in the DAMS relates
to MOTAT itself (i.e. its buildings, historical data,
photos used for marketing purposes, and other
BUILDINGS AND INFRASTRUCTURE
operations-related files), rather than information While the cost of maintaining our buildings and
about MOTAT’s collections. In the past, this infrastructure has not been materially increased in
information has been stored in various locations this year’s budget, we have factored in an increase
on several systems in different forms, so during in the subsequent budgets as those costs will go up
the 2020-2021 financial year we will bring all of it as we work our way through the legacy, current and
together into a single, well organised central system. future issues.
The DAMS will most likely be cloud based and will In particular we have encountered subsidence and
associate useful metadata with each file to be fully other issues at our MOTAT2 site that will need to
searchable so that the MOTAT Team has quick and be addressed within the next few years and we are
easy access to the institutional files they may need. working with Regional Facilities Auckland on the
best way to fund this work.
20 MUSEUM OF TRANSPORT AND TECHNOLOGY DRAFT ANNUAL PLAN 2020–2021proactively identifying and reporting potential
SUPPORTING OUR PEOPLE hazards before they become an issue. We also
AND ENRICHING OUR now have dedicated Health and Safety personnel
on-site seven days a week.
CULTURE One of the challenges we have in relation to the
A key component of MOTAT is its employees health and wellbeing of the MOTAT Team and in
and volunteers (the MOTAT Team). We take our particular our employees is the age and condition
commitment to the MOTAT Team seriously and of the buildings we use for offices and the fact that
undertake an annual engagement survey to gauge our team is spread over three sites. While locating
the wellbeing and engagement of the team. the MOTAT Team on one site is not a viable solution
we are looking to improve their office and working
We provide leadership training, te reo Māori lessons, conditions over time.
sign language courses, fitness classes and other
initiatives to ensure the wellbeing and holistic
development of the team.
Our main focus areas of this year are:
BICULTURALISM
For some time we have been promoting a bicultural
approach, that recognises the importance of tikanga
Māori and te reo Māori, and its relevance to our
operations and the taonga preserved by MOTAT.
This approach will continue during the financial year
so that biculturalism becomes embedded into our
culture and becomes part of our DNA.
Members of the MOTAT Team have been
undertaking te reo Māori lessons and we have also
won awards for the way that that we “weave” te reo
Māori into our exhibitions and other experiences.
We are liaising with iwi in relation to a Māori name
for the Museum that captures its spirit and that of
the Western Springs, rather than a literal translation.
Our objective is to make MOTAT a place that
the mana whenua want to engage with either as
a visitor, partner or as a valued and supported
member of the MOTAT Team.
HEALTH AND SAFETY
We will continue to focus on Health and Safety
and the associated knowledge and practice across
the organisation to ensure the physical and mental
wellbeing of the MOTAT Team and our visitors.
This builds on the successful establishment over the
last few years of a strong Health and Safety culture
at MOTAT that has been reflected in a significant
drop in lost time injuries and the MOTAT Team
DRAFT ANNUAL PLAN 2020–2021 MUSEUM OF TRANSPORT AND TECHNOLOGY 2122 MUSEUM OF TRANSPORT AND TECHNOLOGY DRAFT ANNUAL PLAN 2020–2021
OBJECTIVES DRAFT ANNUAL PLAN 2020–2021 MUSEUM OF TRANSPORT AND TECHNOLOGY 23
CORE OBJECTIVE 1
MAXIMISE THE VISITOR EXPERIENCE
CORE OBJECTIVES ANNUAL PLAN 2020–2021 ANNUAL PLAN 2020–2021
/NGĀ TINO WHĀINGA WHAT WE WILL DO HOW WE WILL MEASURE
OUR PERFORMANCE
1. Align MOTAT’s X Deliver exhibitions, events and outreach X New exhibitions, installations
programmes that are aligned to our Vision and ‘pop-ups’ opened to the
exhibitions, events,
and respond to the needs of our target public
education and audience X Number of participants in
outreach X Provide onsite and offsite education LEOTC, Early Childhood
programmes with programmes that inspires innovation and Education and education
the Museum’s meet the needs of our target audience programmes developed in
conjunction with educational
Vision stakeholders and the associated
impact
X Number of participants in
outreach education
programmes and the associated
impact
X Measure impact of exhibitions,
education and public
programmes
2. Be audience and X Undertake annual visitor and community X Visitor research programme
research and use the results to: including six-monthly reporting
community
(a) Develop and expand our offering
focussed (b) Identify new target audiences; and
(c) Implement systems for monitoring our
success
3. Implement a X Ensure that our Marketing Strategy X Measure visitor satisfaction
promotes our Vision and activities in a ratings
marketing strategy
way that attracts our target audience
that promotes the X Monitor the effectiveness of our Marketing Keep track of overall visitor
Museum’s Vision
X
Strategy by measuring visitor numbers numbers
and what it does in and satisfaction
a vibrant and X Review and develop our website and X Measure online traffic to our
social media platforms to ensure that they website and engagement with
challenging way our social media platforms
are effective and engage with our target
audience X Measure number of interfaces
with Museum Outreach
programmes
4. Operate the X Develop and implement a Collections X Develop and implement the
Operation Framework to identify current Collections Operation
collection
and future collection objects that can be Framework
operated at MOTAT and at our outreach
events
24 MUSEUM OF TRANSPORT AND TECHNOLOGY DRAFT ANNUAL PLAN 2020–2021ANNUAL PLAN 2020–2021 ALIGNMENT WITH AUCKLAND PLAN
OUR TARGET ARTS AND CULTURE
X 6 new or refreshed exhibitions, programmes or Auckland Plan 2050
initiatives X Foster an inclusive Auckland where everyone belongs
(Belonging and participation)
X 5,000 participants in LEOTC contract, Early
X Create safe opportunities for people to meet, connect,
Childhood programmes and The Mind Lab participate in and enjoy community and civic life
programmes (Belonging and participation)
X Provide accessible services and social infrastructure
that are responsive in meeting peoples’ evolving needs
(Belonging and participation)
X 35,000 students interact with STEAM Cells X Promote participation in arts, culture, sports and
recreation as a major contributor to Aucklanders’
quality of life (Belonging and participation)
X Provide sufficient public places and spaces that are
X Establish methodology and baseline target for inclusive, accessible and contribute to urban living
measuring impact in future years (Homes and places)
X Increase educational achievement, lifelong learning and
training with a focus on those most in need
X Two pieces of Qualitative research undertaken on (Opportunity and prosperity)
specific or potential target audiences) Research Arts and Culture Strategy
reports provided for both X All Aucklanders can access and participate in arts and
X Two new or refreshed programmes or initiatives culture
developed in response to findings X Auckland values and invests in arts and culture
X All new digital, learning, public and exhibition X A network of vibrant arts and culture organisations
programmes or initiatives aligned to identified
meets Auckland’s diverse needs
target audiences
X Arts and Culture are intrinsic in Auckland’s place
making
X Survey at least 600 visitors per annum, 90% of X Auckland celebrates a unique cultural identity
which rate their overall experience 7 out of 10 or
higher
X Auckland has a robust and flourishing creative
economy
X Increase total visitors to site 336,600
X Exceed 400,000 visits to our online properties
(website, Collections Online)
X 100,000 outreach interfaces
X Develop two new operating collection items or
experience for our public offer to enhance the
public experience
DRAFT ANNUAL PLAN 2020–2021 MUSEUM OF TRANSPORT AND TECHNOLOGY 25CORE OBJECTIVE 1
MAXIMISE THE VISITOR EXPERIENCE
CORE OBJECTIVES ANNUAL PLAN 2020–2021 ANNUAL PLAN 2020–2021
/NGĀ TINO WHĀINGA WHAT WE WILL DO HOW WE WILL MEASURE
OUR PERFORMANCE
5. Increase digital X Develop digital platforms that improve the X Measure engagement with
Museum’s target audience’s access to Digital platforms and collections
access to MOTAT’s
MOTAT’s collection online
collection and
experiences
26 MUSEUM OF TRANSPORT AND TECHNOLOGY DRAFT ANNUAL PLAN 2020–2021ANNUAL PLAN 2020–2021 ALIGNMENT WITH AUCKLAND PLAN
OUR TARGET ARTS AND CULTURE
Two new digital publishing channels or partnerships
Auckland Plan 2050
X
X Increase digital content publication by 100%. X Harness emerging technologies and ensure equitable
X A 10% year on year increase in overall engagement access to high quality digital data and service
across existing and new digital publishing channels (Opportunity and prosperity)
DRAFT ANNUAL PLAN 2020–2021 MUSEUM OF TRANSPORT AND TECHNOLOGY 27CORE OBJECTIVE 2
EMPOWER THE MOTAT TEAM
CORE OBJECTIVES ANNUAL PLAN 2020–2012 ANNUAL PLAN 2020–2021
/NGĀ TINO WHĀINGA WHAT WE WILL DO HOW WE WILL MEASURE
OUR PERFORMANCE
1. Ensure that MOTAT X Maintain, develop, implement and monitor X Site orientations for all MOTAT
policies and procedures designed to Team Members
is a safe place to
maintain a Zero Harm environment at Monitor accidents and incidents
visit and work
X
MOTAT and report on these monthly to
the MOTAT Team and Board
X Measure Lost Time Injury
Frequency Rate (‘LTIFR’)
2. Manage X Monitor the MOTAT Team’s engagement X Complete annual engagement
surveys for both MOTAT
performance and
Employees and MOTAT
engagement of the Volunteers
MOTAT Team
X Develop MOTAT’s volunteer base so that it X Create roles for volunteers that
supports the needs of the Museum are aligned with the Museum
requirements
3. Improve X Implement training and other programmes X Deliver training to the MOTAT
that help the MOTAT Team to develop Team
knowledge
their skills and knowledge for the Museum
and skills and their benefit
X Ensure institutional knowledge is captured X Knowledge from volunteers
and retained for the benefit of the documented
Museum
28 MUSEUM OF TRANSPORT AND TECHNOLOGY DRAFT ANNUAL PLAN 2020–2021ANNUAL PLAN 2020–2021 ALIGNMENT WITH
OUR TARGET AUCKLAND PLAN
ARTS AND CULTURE
X 100% of new MOTAT Team Members receive Health Auckland Plan 2050
and Safety orientation X Increase educational achievement, lifelong learning and
X 100% of reportable accidents and incidents reported training with a focus on those most in need
to the MOTAT Board (Opportunity and prosperity)
X LTIFR rate less than or equal to June 2020 Arts and Culture Strategy
X All Aucklanders can access and participate in arts and
culture
X A network of vibrant arts and culture organisations
X Employee engagement survey scores greater than meets Auckland’s diverse needs
or equal to June 2020 X Auckland celebrates a unique cultural identity
X Volunteer engagement survey scores greater than or
equal to June 2020
X Recruit volunteers into 80% of the advertised
Volunteer roles
X 60% of MOTAT Employees attend a learning and
development course or conference
X Arrange 6 training opportunities that Volunteers can
attend
X Engage with volunteers to record five essential
knowledge base gaps
DRAFT ANNUAL PLAN 2020–2021 MUSEUM OF TRANSPORT AND TECHNOLOGY 29CORE OBJECTIVE 3
IMPROVE QUALITY OF THE COLLECTION,
ITS CARE AND ACCESSIBILITY
CORE OBJECTIVES ANNUAL PLAN 2020–2021 ANNUAL PLAN 2020–2021
/NGĀ TINO WHĀINGA WHAT WE WILL DO HOW WE WILL MEASURE
OUR PERFORMANCE
1. Collection X Ensure that our collection is managed in X All collection acquisitions and
accordance with MOTAT’s Collection disposals managed in line with
Procedure
Policy and related procedures to MOTAT Strategy and
Collection Policy
2. Collection X Improve the quality of our collection in X Milestones outlined in the
line with MOTAT’s strategic and statutory Collection Review Programme
development and
objectives and the Museum’s Collection
accessibility Policy and Collection Development
Framework
X Enhance online access to our collections X Traffic to the Collections Online
and information about our collections platform
X Facilitate visitor access to our curated X Ensure storage, workshop and
storage, workshop and laboratory areas laboratory areas are accessible
for visitors and researchers, as
requested
3. Collection Care X Develop and implement a Collection Care X Number of objects treated
Programme that improves the storage, (cleaned/conservation
preservation and display of our collection treatment applied etc.)
30 MUSEUM OF TRANSPORT AND TECHNOLOGY DRAFT ANNUAL PLAN 2020–2021ANNUAL PLAN 2020–2021 ALIGNMENT WITH
OUR TARGET AUCKLAND PLAN
ARTS AND CULTURE
X All acquisitions and disposals are aligned to Auckland Plan 2050
the MOTAT Strategy and the Collection Policy X Protect Auckland’s significant environments and cultural
heritage from further loss (Environment and cultural
heritage)
Arts and Culture Strategy
X All Aucklanders can access and participate in arts and
culture
X Auckland values and invests in arts and culture
X Arts and Culture are intrinsic in Auckland’s place making
X Auckland celebrates a unique cultural identity
X Complete the review of the accessioned Auckland Plan 2050
Industrial Heritage collection objects in the X Protect Auckland’s significant environments and cultural
sub departments: Tools, Public Utilities and
heritage from further loss (Environment and cultural
Primary Industries
heritage)
X Increase traffic to Collections Online by at Arts and Culture Strategy
least 10% on 2019–2020 X All Aucklanders can access and participate in arts and
X Facilitate at least 6 behind the scenes access culture
activities X Auckland values and invests in arts and culture
X Arts and Culture are intrinsic in Auckland’s place making
X Auckland celebrates a unique cultural identity
X 100 objects treated through either cleaning, Auckland Plan 2050
conservation, freezing or other treatments X Protect Auckland’s significant environments and cultural
heritage from further loss (Environment and cultural
heritage)
DRAFT ANNUAL PLAN 2020–2021 MUSEUM OF TRANSPORT AND TECHNOLOGY 31CORE OBJECTIVE 4
IMPROVE MOTAT’S BUSINESS AND SUSTAINABILITY
CORE OBJECTIVES ANNUAL PLAN 2019–2020 ANNUAL PLAN 2020–2021
/NGĀ TINO WHĀINGA WHAT WE WILL DO HOW WE WILL MEASURE
OUR PERFORMANCE
1. Maximise X Identify and develop new and existing X Grow retail sales and Gross
commercial and other partnership Profit
commercial
opportunities that reduce our reliance on
opportunities and the levy X Grow Corporate Events
fundraising
activities
2. Buildings and X Maintain our buildings and infrastructure X Complete work detailed for
as outlined in MOTAT’s Asset Management 2020-2021 under the 2014 Asset
Infrastructure
Plan Management Plan that are cost
beneficial
X Implement the MOTAT Athfield Masterplan X Progress “Approach 2” projects
as funds and other support allows as funding allows
3. Environment X Continue to refine the Museum’s X Continue CEMARS rating audit
sustainability programmes so that MOTAT
is carbon neutral
X Promote and use technology that reduces X Implement new initiatives or
our impact on the environment and programmes that promote
inspires the target audience to do the environmental sustainability
same
32 MUSEUM OF TRANSPORT AND TECHNOLOGY DRAFT ANNUAL PLAN 2020–2021ANNUAL PLAN 2020–2021 ALIGNMENT WITH
OUR TARGET AUCKLAND PLAN
ARTS AND CULTURE
X Commercial Revenue (Retail, Café, Corporate
Events) as per budget
X Increase number of Corporate Events visitors at
MOTAT by 10% on 2019-2020 numbers
X 2020-2021 works as per Asset Management Plan are Auckland Plan 2050
completed X Ensure Auckland’s infrastructure is future proofed
(Environment and cultural heritage)
X Implement Approach 2 projects in accordance with X Create safe opportunities for people to meet, connect,
project plans participate in and enjoy community and civic life
(Belonging and participation)
X Maintain or improve on prior year CEMARS Auckland Plan 2050
emissions measurement X Ensure Auckland’s environment and ecosystems are
valued and cared for (Environment and cultural
X Implement and promote 5 new initiatives or
heritage)
programmes that focus on positive environmental
outcomes
X Encourage all Aucklanders to be the stewards of the
environment and to make sustainable choices
(Environment and cultural heritage)
X Protect Auckland’s significant environments and
cultural heritage from further loss (Environment and
cultural heritage)
DRAFT ANNUAL PLAN 2020–2021 MUSEUM OF TRANSPORT AND TECHNOLOGY 33CORE OBJECTIVE 5
ENGAGE WITH LIKEMINDED INSTITUTIONS
CORE OBJECTIVES ANNUAL PLAN 2020–2021 ANNUAL PLAN 2020–2021
/NGĀ TINO WHĀINGA WHAT WE WILL DO HOW WE WILL MEASURE
OUR PERFORMANCE
1. Tangata whenua X Implement the Bicultural Strategy X Tangata whenua content
(language, customs, technology,
technology and X Promote tangata whenua technology and
innovation, te reo Māori and tikanga objects etc) included in
tikanga exhibitions, programmes and
initiatives
2. Forge strategic X Engage with likeminded organisations that X Collaborations with likeminded
have similar objectives to MOTAT organisations undertaken to
partnerships that
Work collaboratively with likeminded advance the objectives of the
are aligned to the
X
institutions to develop public exhibitions, MOTAT Act and the MOTAT
Vision and education and outreach programmes that Strategy
generate mutually benefit the community
beneficial
outcomes
3. Western Springs X Use our facilities to support the local X Provision of facilities and
community and events in the Western support in response to Western
Springs Precinct Springs precinct activities
34 MUSEUM OF TRANSPORT AND TECHNOLOGY DRAFT ANNUAL PLAN 2020–2021ANNUAL PLAN 2020–2021 ALIGNMENT WITH
OUR TARGET AUCKLAND PLAN
ARTS AND CULTURE
X Tangata whenua technology, custom and/or Auckland Plan 2050
language incorporated into at least 10 new X Promote Māori success, innovation and enterprise
exhibitions, programmes or initiatives
(Māori identity and wellbeing)
X Recognise and provide for Te Tiriti o Waitangi
outcomes (Māori identity and wellbeing)
X Showcase Auckland’s Māori identity and vibrant Māori
culture (Māori identity and wellbeing)
X Strengthen rangatahi leadership, education and
employment outcomes (Māori identity and wellbeing)
X Celebrate Māori culture and support te reo Māori to
flourish (Māori identity and wellbeing)
X Two collaborative projects undertaken with Auckland Plan 2050
likeminded institutions X Foster an inclusive Auckland where everyone belongs
(Belonging and participation)
X Create safe opportunities for people to meet, connect,
participate in and enjoy community and civic life
(Belonging and participation)
X Provide accessible services and social infrastructure
that are responsive in meeting peoples’ evolving needs
(Belonging and participation)
X Promote participation in arts, culture, sports and
X Five collaborative opportunities executed within the recreation as a major contributor to Aucklanders’
Western Springs precinct quality of life (Belonging and participation)
X Provide sufficient public places and spaces that are
inclusive, accessible and contribute to urban living
(Homes and places)
DRAFT ANNUAL PLAN 2020–2021 MUSEUM OF TRANSPORT AND TECHNOLOGY 35You can also read
