Audience

and Resource Development Plan Part 1

Natalie Shykoluk AGAD 112 December 7, 2011

[MUSEUM OF ANTHROPOLOGY, UBC]

SHYKOLUK [1]

Summary of Organization

Organizational History The Museum of Anthropology (MOA) was founded in 1949 as a teaching, research, and public museum and was located in the basement of the University of British Columbias Main Library. The majority of its early collections consisted of archaeological and ethnographic material transferred from existing UBC collections. In 1976, a new building was designed by Canadian architect Arthur Erickson and built on a site overlooking the cliffs of Point Grey and Howe Sound, a place sacred to the Coast Salish people of British Columbia. Ericksons layout was based on the post and beam design so distinctive to traditional Northwest Coast peoples. First Nations artists were commissioned to create permanent pieces, such as the entrance doors carved in the Gitxsan tradition. In order to accommodate increasing public interest, teaching and research needs, and growing collections, a new wing was added which added 16,092 square feet for academic activities and 38,889 square feet for public exhibits, performances, and rentals. The MOA underwent a second renewal in 2008 when a new wing was added that doubled the amount of square footage. The museum grounds can be viewed through floor to ceiling windows which let in natural light, enhancing the publics experience of the collections. The grounds feature indigenous plants, Northwest Coast totem poles, Haida houses, and sculptures by First Nations artists. The location, design, and the grounds of the museum are important to the MOAs history, mission, vision, and visitor experience: they serve to complete the character and overall purpose of the museum. The MOA continues to be Canadas largest teaching museum. The greater part of its collections are made up of First Nations ethnological and archaeological artifacts. Human remains are not curated at the museum out of respect for First Nations peoples; rather, remains are located in the Laboratory of Archaeology in the Department of Anthropology and Sociology. Between 1954 and 1988, many of the MOAs First Nations archaeological artifacts were transferred to the Laboratory, leaving mainly post-1900 ethnological material. Since its inception, the MOA has amassed over 545,000 archaeological and 38,000 ethnographic objects from indigenous peoples around the world and historical European cultural material. Museum staff and UBC academic faculty members routinely publish scholarly articles in journals and write books and book chapters based on research conducted at the MOA or through its partner organizations. In addition to serving as a teaching and research museum, the MOA is celebrated by visitors as a unique place to learn about the historical and presentday culture of indigenous peoples from all over the world, and where cultural exchange can be promoted. The Multiversity Galleries feature 10,000 objects from around the world which can be accessed by the public and the new temporary exhibition hall can house almost 6,000 square feet of travelling and in-house exhibits. Staff & Governance Structure The staff and governance structure of the MOA can be described as mechanistic rather than organic in nature. It is not surprising that the MOA used a centralized, top down approach because it is a large organization and is housed within the Faculty of Arts at UBC. UBC has defined staff job descriptions, human resources procedures, and university governance as part of its organizational structure. MOA has approximately 35 permanent staff at any given time and hires additional temporary and contract staff as needed. There are five different departments, each with its staff reporting to an assistant director, department head, or manager within the department: Directors Office, Administration, Collections Care & Management, Curatorial, and Public & Community Services. There is a single director position which is responsible for the overall management and director of the museum. Therefore, we can assume that there are many rules governing staffing and operations, as well as precise divisions of labour and narrow spans of control. Each department is a more or less self-contained unit which interacts with other units for reporting and planning but its staff are working towards the common goal of the unit.

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SHYKOLUK [2]

Programming The MOA does an excellent job of tailoring its events, exhibits, and daily programming to meet its mission, vision, and values, as highlighted in their 2010 2011 annual report. The exhibit entitled Border Zones: New Art Across Cultures featured modern art from diverse cultures around the world and tied into the MOAs mission to increase the publics appreciation for and knowledge of world cultures. Future exhibits will feature artistic works from the Near East and Middle East regions. There are a number of guided tours where visitors can learn from a different curator every week about a different area of the museums collections. Documentaries and illustrated talks feature prominently in MOA programming, especially those relating to modern and historical issues facing First Nations peoples in Canada, experiences of conflict and war across the globe (specifically the effects on indigenous and marginalized populations), and topics of interest to children and youth. Programming strives to create a transformative environment where visitors and scholars can learn about themselves and others. Volunteers contribute significantly to ongoing and special projects and act as gallery guides, public program volunteers, and school programming. It is important to recognize the involvement of volunteers in MOA programming because they relate directly to the values of inclusiveness, community, and service. The undergraduate and graduate (MA/PhD) programs in the Department of Anthropology collaborate with MOA staff to provide theoretical and practical training in museum principles and methods. Students in other related departments, such as Art History, Visual Art and Theory, and Asian Studies are able to participate in museum studies courses. Courses make use of the museums labs and galleries and students can take advantage of workshops and job training with museum staff. Because there are no museum studies/museology programs in Canada west of Toronto, the program at UBC/MOA is extremely valuable and undergraduate and graduate places are highly sought after, mainly due to the reputation of the program and access to its extensive collections. This also correlates with MOAs vision of encouraging full academic and student participation. Students in museum studies, collections management, or conservation are encouraged to apply for one of three internships offered annually (spring, summer, or winter). Those who have recently graduated and are either working in a museum setting or looking for employment can apply for internships in order to gain volunteer experience specific to their area of interest. There is a per placement stipend accessible through the John Grant Memorial Award but is only available to conservation interns. Additionally, research fellowships are available to academics wishing to access MOAs collections for their own research or collaborate with the museums staff on research projects. The Reciprocal Research Network (RRN) was established to provide world-wide virtual linkage to Northwest Coast collections across institutions. This is very important for community researchers and First Nations peoples across Canada as they can conduct research online, thereby overcoming major existing barriers to cross-cultural research. The new Community Research Suite ties into MOAs vision of building community relationships by providing an environment where scholars and community members can research material culture, exchange ideas, and access interactive teaching displays.

Mission Vision

To inspire understanding of and respect for world arts and cultures.

MOA will become one of the worlds principal hubs for exhibition, teaching, and research of international visual, intangible, and performative culture, and critical and collaborative museology. It will provide a transformative environment for visitors to learn about themselves and others, and to consider contemporary and historical events and issues from multiple perspectives. It will enhance its international profile while working locally, maintaining and strengthening its focus on First Nations people of British Columbia as well as diverse cultural communities. It will enhance interdisciplinarity and champion collaboration. It will provide innovative and imaginative exhibits and

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SHYKOLUK [3]

programs, and encourage full academic and student participation while promoting UBCs values, commitments, and aspirations.

Values

Inspiration inspiring curiosity about world arts and cultures. Innovation questioning, experimenting, exploring, and challenging boundaries in ways that advance a civil society and promote intercultural understanding. Inclusiveness providing a welcoming environment, where learning and exchange of ideas is supported within and across disciplines. Community building and sustaining relationships with diverse communities by encouraging their active engagement and honouring their contributions to our shared society. Stewardship acquiring, caring for, and displaying cultural objects to the highest professional standards. Service serving the individuals, communities, publics, and partners we work with in ways that benefit them directly.

Analysis of Mission & Vision Statements

MOAs mission statement is simple and straightforward, yet is encompasses the sum of its daily programming and activities: to inspire understand of and respect for world cultures. Three ways mission and vision statements relate to daily programming and/or activities Vision statement #1 MOA will become one of the worlds principal hubs for exhibition, teaching, and research of international visual, intangible, and performative culture, and critical and collaborative museology. In October of 2010, the MOA introduced hour-long Curator Tours designed to highlight different aspects of the Multiversity Galleries for the public. These intimate tours were very successful and presented the public with insight into ethnographic objects from around the world, along with guided, informative education by curators. Vision statement #2 [MOA] will provide a transformative environment for visitors to learn about themselves and others, and to consider contemporary and historical events and issues from multiple perspectives. MOA organized a weekend global marketplace in September 2010 called WAM! This opportunity for community learning and exchange featured global cuisine, indigenous art, artists, performers, and musicians, as well as an awards ceremony recognizing artists and performers in these categories. Audience members were able to meet and interact with participants, be exposed to arts and culture from around the world, and exchange ideas. Vision statement #3 [MOA] will enhance its international profile while working locally, maintaining and strengthening its focus on First Nations people of British Columbia as well as diverse cultural communities Seed funding from TD Bank Financial Group for a three initiative called the Native Youth Program (NYP). The NYP will engage urban Aboriginal youth by providing them with the opportunity to research and interpret their heritage within a museum setting while interacting and exchanging ideas with visitors. MOAs international profile was enhanced through its Reciprocal Research Network which connects First Nations communities with major Canadian and international (particularly European) museums through virtual exhibits and access to information.

[MUSEUM OF ANTHROPOLOGY, UBC]

SHYKOLUK [4]

Gaps in mission and vision statements and daily activities It was very difficult to locate any gaps between MOAs daily activities and its mission and vision statements. This might also be due to the fact that MOA offers such a diverse and large number of programs, public events, and teaching and research opportunities. From reading the 2009 2010 and 2010 2011 annual reports, I noticed that the emphasis is increasingly on non-First Nations exhibits such as African and indigenous people from other countries. Because the MOA describes its primary focus on First Nations and Northwest Coast culture, I think they are straying somewhat from this vision.

SWOT Analyses (Organizational, Marketing, & Fund Development)

Trends Across SWOT Analyses There are a number of trends present in all three SWOT analyses. The most important is that the organization as a whole, fund development, and marketing are all affected by changes in the amount of government funding. Also, cuts to post-secondary education may affect the ability of UBC to support the MOA and have it located on UBC grounds. Strong public support through donations and the ability to attract financial support from large corporations is made possible through way people see the MOA as a world-renowned museum, its efficient fund development strategies, and targeted, well-researched marketing techniques. People want to go visit the MOA, support its programs and events, donate their money and time, and join their marketing campaigns because the MOA is true to its mission, vision, and values. People can get behind that and this is evident in the SWOT analyses. Also, the MOA encourages collaboration and interdisciplinarity which makes it attractive to funders and diverse audiences/segments of the population. Unique Factors Marketing through social media was only featured on the Marketing SWOT Analysis because it was specific to that type of activity rather than being associated with solely the organization or fund development. Marketing using Twitter, Facebook, and SMS can increase the audience base by reaching out to previously untapped segments through forms that appeal to and are constantly used by them. The teaching and research aspect features heavily in the Organizational SWOT Analysis but not as prominently in the other two analyses. Because the three areas as so interrelated, it is difficult to parse out factors unique to each one. The MOA is so well organized that unique deficiencies in each area are not very apparent to the outside observer. Current Market Situation of the MOA The Museum of Anthropology at the University of British Columbia is a unique institution among museums and definitely enjoys a solid share of the current arts and cultural market. There are few museums in Canada and the world that can boast such extensive collections of First Nations and indigenous archaeological and ethnographic artifacts. Nor are many museums renowned for their teaching and research programs, or ability and desire to involve local communities in the direction and delivery of its programming. I think the MOAs success is largely the result of its ability to align its programming with a strong mission, vision, and set of values. The expansion of its virtual collections has drawn new and perhaps previously untapped segments of the market/audience, such as young people, those in remote communities across Canada, and international visitors to its website.

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Table 1 Organizational SWOT Analysis Strengths
What do you do well? What unique resources can you draw on? What do others see as your strengths?

SHYKOLUK [5]

Weaknesses
What could you improve? Where do you have fewer resources than others? What are others likely to see as weaknesses?

Established institution; 64 years old Funded by all levels of government Strong public support through donations; ability to attract financial support from large corporations Largest teaching museum in Canada Accessible programming (age/experience /interest) Low cost admission fees & parking Follows mission, vision, and values Promotes and presents indigenous culture Dedicated and knowledgeable volunteers Excellent relationships and partnerships with First Nations groups, including Encourages collaboration and interdisciplinarity Promotes cultural understanding & actively engages and develops relationships with diverse communities Educational, world-renowned, and provocative programming New, spacious exhibition halls & improved storage Community research suites Extensive online collections Worlds first Reciprocal Research Network (RRN) with Northwest Coast bands/councils/tribes Website recently underwent a renewal and is much more user friendly and informative Opportunities
What opportunities are open to you? What trends could you take advantage of? How can you turn your strengths into opportunities?

Increase number of unpaid internships which would provide additional hands-on training opportunities for student in museology and related subjects Introduction of paid internship opportunities for post- secondary students to increase accessibility of internships programs Identify, cultivate, and maintain relationships with cultural groups other than First Nations (currently done but not as well as with First Nations groups) Grow and diversify non-indigenous collections Ensure accessibility for those with mobility issues Location on west coast of Canada is not central to Canadian population; this could prevent many Canadians from enjoying the collections except through the internet Relative lack of curated traveling exhibits which could bring MOAs collections to other parts of Canada

Threats
What threats could harm you? What is your competition doing? What threats do your weaknesses expose you to?

Grow and diversify non-indigenous collections Identify and develop additional RRNs with First Nations groups Take advantage of public interest in online collections promote and expand online resource Digitized collections could also promote scholarship and research with academics, students, and museums around the world Partner with museums across Canada to organize traveling exhibits of MOA collections

Repatriation requests from First Nations groups could diminish collections and create negative public opinion HST could detract from tourism and decrease museum attendance Changes in museum staffing & indigenous contact people could adversely affect the relationships that had been built over time (succession planning) Doubling of museum space in the most recent renovation could strain resources and staffing Economic downturn may result in decreased government funding, corporate donations/ sponsorship, and individual donations May compete with Royal BC Museum funding, sponsorship, and donations

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Table 2 Fund Development SWOT Analysis Strengths
What do you do well? What unique resources can you draw on? What do others see as your strengths?

SHYKOLUK [6]

Weaknesses
What could you improve? Where do you have fewer resources than others? What are others likely to see as weaknesses?

Funded by all levels of government Too much reliance on government funding and UBC administrative/HR financial support Strong public support through donations Same sponsors being approaches over time need to Ability to attract financial support from large diversify and find new sponsors corporations Sponsors such as financial institutions may not share Relationship with University of British Columbia means same mission and vision as MOA may affect public staffing, HR, and maintenance is taken care of by UBC opinion and donor willingness Diverse and large audience appeals to many ages Exhausted donor and corporate support through and interest levels major renovation and expansion phase how can Established as a museum and cultural organization future projects be funded? that is renowned for the quality of its exhibits and Reliance on marketing sponsorship and donation programming, relationships with First Nations groups opportunities to wealthy donors and corporate donors and other cultural communities, and teaching and could be a problem if the economic situation changes research opportunities make sure fund development strategies are Unique museum in Canada which incorporates First diversified and change with the economy Nations into its architecture, planning, and development Many volunteer opportunities Excellent donor recognition program and feature donors in annual reports Follows mission, vision, and values Encourages collaboration and interdisciplinarity creates increased number of potential donors and partners Opportunities Threats
What opportunities are open to you? What trends could you take advantage of? How can you turn your strengths into opportunities? What threats could harm you? What is your competition doing? What threats do your weaknesses expose you to?

Increased interest from corporations to fund specific projects and events Access new streams of government funding designed to advance First Nations youth and promote cultural awareness use to fund NYP Approach museum studies and Department of Anthropology alumni Establish paid internships for students in museology and related subjects through endowments, government internship programs, and corporate sponsors

Doubling of museum space in the most recent renovation could strain financial resources Competing museums Royal BC Museum in Victoria offers more variety for visitors and attracts large and popular exhibits from around the world Changing volunteerism in Canada people have less time to donate to an organization and you could be competing for volunteers time Government funding may be cut due to the economy

[MUSEUM OF ANTHROPOLOGY, UBC]

Table 3 Marketing SWOT Analysis Strengths
What do you do well? What unique resources can you draw on? What do others see as your strengths?

SHYKOLUK [7]

Weaknesses
What could you improve? Where do you have fewer resources than others? What are others likely to see as weaknesses?

Clearly laid out website that is visually appealing Informative and well-designed annual report Excellent reputation with the public and among peers Located at the University of British Columbia which makes it accessible to students, researchers, and visiting scholars Location also central to rest of Vancouver proper Wide range of audiences for exhibits and programs Media sponsorship with CBC and The Georgia Strait Dedicated marketing/public relations staff Access to UBC website and marketing staff Name brand recognition in museum world Follows mission, vision, and values Encourages collaboration and interdisciplinarity increases potential audience base and partners Opportunities
What opportunities are open to you? What trends could you take advantage of? How can you turn your strengths into opportunities?

So many diverse exhibits, programs, and events could leave audiences confused as to the real purpose behind the MOA it is focused on First Nations culture or has it gotten to broad? Ties to UBC could hinder who can become a sponsor may have rules or exclusivity contracts as an educational institution (i.e., Coca-Cola or RBC rather than Pepsi or Citi Financial as event and program sponsors) Reliance on marketing sponsorship and donation opportunities to wealthy donors and corporate donors could be a problem if the economic situation changes make sure marketing strategies are diversified and change with the economy Threats

Partner with BC Tourism to increase the number of low season visitors Market NYP to First Nations youth in Vancouver and across BC Media is already supportive increase MOA exposure through various CBC programs and documentaries (CBC supportive of the arts) Increase social media presence to attract youth and young adults Raise awareness of virtual collections and opportunities to collaborate with other cultural groups

What threats could harm you? What is your competition doing? What threats do your weaknesses expose you to?

Perceptions people may still feel intimidated by museums and feel that they cant access the information with their current level of education Competition for visitors with other arts and culture organizations and events in a city like Vancouver Marketing MOA through social media may not be able to accurately portray its mission, vision, and values No real independence from UBC need to toe the line with marketing strategies (could stifle creativity to reduce risk of portraying a negative image of the University)