Addressing Gaps in the Amplify Strategy for Empowering Creatives & Arts & Cultural Organisations

Introduction:

While the Amplify strategy acknowledges the importance of strengthening New Zealand's creative and cultural sectors, there appears to be insufficient focus on empowering creatives and arts and cultural organisations to independently create and distribute their own content. In today’s rapidly evolving media landscape, this is a critical oversight. New Zealand’s arts and cultural sector is teeming with creativity and activity, yet many creatives and organisations still lack the tools, skills, and infrastructure to effectively capitalise on their potential. Both emerging and established creatives face barriers to content creation that extend beyond artistic expression—issues such as access to digital platforms, production tools, and strategic knowledge in marketing and distribution.

Supporting the ability of creatives and arts and cultural organisations to independently produce and distribute their own content is not only vital for preserving and promoting New Zealand’s cultural identity, but it also offers significant economic benefits. Content creation can be a revenue-generating activity, with creatives and organisations gaining the ability to reach global audiences and monetise their work in ways previously unimaginable. Without adequate support for content production, New Zealand risks losing its cultural relevance in the global marketplace. A more robust focus on capability development within the sector will help foster a sustainable creative economy that thrives on both cultural and financial outputs. To achieve this, it is essential to equip creatives and arts and cultural organisations —both new and established—with the tools, training, and resources to succeed in a digital-first world.

Empowering Creatives and Arts & Cultural Organisations to Shape Their Own Stories

In today’s rapidly evolving media landscape, the ability to create and distribute content is a powerful tool for shaping cultural narratives. Without this capability, we risk losing control over our cultural relevance and identity. Content creation now rests firmly in the hands of those who can produce and share it directly with audiences. By empowering New Zealand’s creatives and arts and cultural organisations to tell their own stories, we ensure that the narratives shared are authentic, locally driven, and globally visible. This control not only preserves our identity but also amplifies New Zealand’s cultural contributions on the global stage.

The Shift to Digital Platforms

The rise of digital platforms like Instagram, YouTube, and TikTok has transformed how content is consumed and shared, offering creatives unprecedented opportunities to connect with new audiences worldwide. Creatives and arts and cultural institutions are no longer dependent on traditional media channels to showcase their work. Digital spaces allow for greater visibility, engagement, and creative expression. However, to succeed in this new digital landscape, it is vital for creatives to possess the technical skills and strategic knowledge required to produce high-quality content and navigate complex distribution channels.

The Tank Museum Case Study

A strong example of how content creation can extend reach and financial sustainability is the Tank Museum in Dorset, UK. With over one million subscribers on YouTube, the museum has leveraged digital platforms to engage a global audience, outpacing even the Louvre and the Met in terms of viewership. Through over 600 videos, the museum not only expanded its global reach but also generated substantial revenue. This demonstrates the dual benefits of content creation: engaging new audiences while also driving financial success. Cultural institutions, including New Zealand’s, can draw inspiration from such models, recognising content creation as a critical avenue for both visibility and sustainability.[1]

Preserving and Promoting National Identity

Content creation plays a pivotal role in preserving and promoting our arts and cultural heritage. By documenting and sharing traditional and contemporary art forms, cultural events, and historical narratives, we ensure that these elements of our identity are safeguarded and celebrated. When creatives control content production, they can tell their stories from an authentic perspective, engaging their communities and fostering international interest.

Indigenous communities are increasingly turning to digital platforms to share their stories, traditional knowledge and contemporary experiences. Through tools like podcasts and videos, communities are documenting and sharing content without the previous reliance on traditional media. This ability to self-represent negates issues of centralised misrepresentation, and the direct connection to audiences also allows these communities to educate others, foster appreciation, and assert their place in the global cultural narrative.

Louis Davis and the Global Appeal of Māori Culture

Louis Davis, a Māori content creator with over 200 million monthly views on TikTok, is a prime example of how self-representation can build global recognition and influence. By sharing Māori culture through his storytelling, Davis has created a platform that amplifies indigenous voices and engages international audiences. His story also illustrates how digital content creation offers economic and social opportunities, including returning to his whenua and raising his children with strong cultural ties. This example underscores the importance of empowering creatives to leverage digital platforms to build visibility and sustainable careers. [2]

Empowering Disabled Creators

Content creation empowers disabled creators by offering them a platform to share their unique experiences, talents, and perspectives, often challenging stereotypes and promoting a more authentic representation of disability. Through platforms like YouTube, TikTok, and Instagram, creators can control their narratives, presenting their stories on their own terms and breaking free from the traditional, often limiting portrayals seen in mainstream media. This autonomy gives disabled individuals the chance to showcase their lives with complexity and realism, offering a voice to those who might otherwise be overlooked.

In addition to providing visibility, content creation fosters a sense of community, enabling disabled creators to connect with others who share similar experiences. These creators can build supportive networks, exchange resources, and advocate for disability rights, helping to combat isolation and inspire others to pursue their own creative endeavours. The rise of accessible technologies and platform features, such as captions and screen readers, further enhances their ability to engage with a wider audience and make their content more inclusive.

Content creation also provides financial opportunities for disabled individuals, allowing them to monetise their work. This can provide an alternative to traditional employment, which may be inaccessible for some disabled people. By raising awareness of disability issues and promoting advocacy, creators can influence public opinion and advocate for change, pushing for better accessibility and inclusivity both online and in society. Through creative expression and collaboration, disabled content creators are shaping a more diverse and accessible digital world.

The Need for Education and Training in Content Creation

To thrive in the digital space, creatives and arts and cultural organisations must be equipped with the skills to produce professional-quality content and strategically engage with audiences online. Vocational education plays a key role in providing these essential technical and strategic skills, from video editing to digital marketing and content strategy. By fostering a mindset of self-representation and digital engagement, vocational training can empower creatives to build sustainable careers in the content creation industry.

Work-Integrated Learning and Industry Partnerships

Vocational education also offers valuable opportunities for work-integrated learning, allowing learners to gain hands-on experience through internships, mentorships, and industry partnerships. By collaborating with professionals in the creative and cultural sectors, learners can gain real-world insights into content creation, distribution, and audience engagement. These industry connections help to build professional networks, preparing learners for successful careers in the global digital economy.

Flexible Micro-Credentials for Tailored Learning

Flexible micro-credentials provide an alternative pathway for continuous learning and upskilling. These modular qualifications can allow creatives and arts and cultural organisations to build expertise in specific areas of content creation, such as video production, storytelling, and audience engagement. The flexibility of micro-credentials can ensure creative and cultural professionals stay relevant and adaptable to the changing demands of the digital world. These credentials could be accumulated over time and contribute to formal qualifications, equipping creative and cultural professionals with both the practical skills and recognised qualifications needed for success.

Conclusion: Our Creative Future Depends on Self-Told Stories

The future of New Zealand’s creative, cultural economy depends on our ability to shape and share our own stories. In the digital age, content creation is the key to ensuring that New Zealand’s cultural identity is preserved, celebrated, and projected to the world. By equipping creatives and arts and cultural organisations with the necessary tools, skills, and resources to create high-quality content, New Zealand can ensure that its unique cultural contributions are recognised globally. Embracing content creation as a strategic necessity will allow us to strengthen our position as a global cultural leader, engaging audiences worldwide and generating new economic opportunities in the process.

1 Curtis Lancaster & Jenny Kumah. BBC News, Bovington: Tank Museum videos become global social media hit, 15th September, 2023. Retrieved from Bovington: Tank museum videos become global social media hit, 13th November, 2024.

2 Te Aniwaniwa Paterson, Ohinga NZ, Why the world wants to see Māori content creators

Tuesday, 6 August 2024. Retrieved from Why the world wants to see Māori content creators – Te Ao Māori News, 13th November, 2024.

Bridging the Gap: The Vital Role of Middle Managers in Sustaining Organisational Succes

This long weekend, I have been reading Power to the Middle: Why Managers Hold the Keys to the Future of Work by Bill Schaninger, Bryan Hancock, and Emily Field. Published by Harvard Business Review, the book explores the evolution of the middle management role, detailing the negative perceptions that have often led these positions to be undervalued and under utilised. The authors employ a storytelling format, backed by quantitative and qualitative research, to analyse the unique challenges middle managers face today and to propose practical measures for empowering them to do what they do best.

With most of my career spent in middle management, I deeply relate to the themes of the book and am eager to share a few of my insights on the abundant opportunities that arise when middle managers receive adequate support. For current middle managers, Power to the Middle will likely resonate with many of the real-world experiences you are encountering. For senior leaders, the book offers a valuable perspective on the strategic importance of these roles and highlights the need to support them effectively.

In today’s fast-paced work environment, failing to implement agile strategies that meet evolving customer needs can be detrimental, as can the lack of a positive team culture arising from insufficient direction, purpose, and development opportunities. This book underscores that middle managers are essential in addressing these challenges, acting as guides and motivators for their teams. If we want to enhance team performance and employee satisfaction in meaningful ways, recognising and elevating the role of middle management is critical.

Middle managers are crucial in implementing organisational vision and strategy, bridging the gap between senior leadership and operational teams. One of their core responsibilities is translating high-level goals into actionable plans aligned with an organisation’s overarching vision. They ensure that strategies set by senior leaders are understood, embraced, and effectively executed by the teams they manage. This alignment allows middle managers to directly impact strategic initiatives’ success by not only communicating the vision but also providing the support, guidance, and resources needed to achieve these objectives. In doing so, they foster a sense of purpose and direction within their teams, ensuring everyone is working toward the same long-term goals.

Fundamentally middle managers play a vital role in driving team growth, development, and coaching, which are critical for sustaining organisational progress. Working closely with team members enables middle managers to assess individual strengths and weaknesses, provide tailored coaching, and create development opportunities. This empowers employees to grow in their roles and prepares them to take on greater responsibilities in the future. Middle managers are also instrumental in cultivating new leaders within an organisation. Through mentorship, they develop their team members' leadership skills, ensuring a strong pipeline of future leaders ready to take on strategic roles.

What sets middle managers apart is their intimate knowledge of the business on the ground. Unlike senior leaders, who operate at a strategic level, middle managers possess a deep understanding of daily operations, challenges, and customer needs. This unique perspective allows them to identify potential problems early, suggest practical improvements, and drive responsive actions that are both efficient and effective. Their familiarity with both strategy and daily operations makes them essential for driving continuous improvement in processes and systems that support sustainable growth.

Middle managers are also instrumental in establishing and reinforcing organisational culture. Working closely with employees on a daily basis, they are uniquely positioned to model the behaviours and values that reflect the organisation’s mission. By fostering a culture of collaboration, respect, and inclusivity, middle managers strengthen employee morale and contribute to the organisation’s overall reputation. Their nuanced understanding of the challenges employees face enables them to provide valuable feedback to senior leaders on cultural and operational improvements that benefit the broader organisation.

Finally, middle managers are essential for driving results. They set team goals aligned with broader organisational objectives, monitor performance, and adjust resources and strategies to meet evolving demands. This adaptability is key to maintaining efficiency and productivity, especially in fast-paced or changing markets. By aligning their teams’ efforts with organisational goals, middle managers help ensure resources are effectively utilised, creating a results-oriented environment. Their influence inspires a shared commitment to purpose, drives cultural alignment, and contributes directly to the organisation’s success.

In conclusion, Power to the Middle highlights the significant opportunities created when middle managers are supported and empowered to perform their roles effectively. Organisations that invest in developing and valuing their middle managers are better positioned to achieve stronger alignment, improved team performance, and a culture grounded in purpose and engagement. By recognising middle managers as strategic enablers, organisations can effectively connect high-level strategies to the operational groundwork carried out by teams on the front lines—work that ultimately sustains and drives the entire organisation forward.

Why Resource an Alumni Network for Vocational Education?

Retaining Alumni & Promoting Lifelong Learning

Vocational training institutes often underestimate the potential of alumni networks, overlooking a valuable resource for both the institution and its graduates. Retaining alumni is generally more cost-effective than acquiring new learners, as alumni have already built trust and loyalty with the institution. By keeping alumni engaged, institutes can encourage them to return for further training or upskilling, provide valuable feedback on existing programmes, and promote the institution to others. This long-term engagement enhances the institute's growth and reputation, as alumni who have positive experiences often advocate for their alma mater within professional and personal circles.

An active alumni network should promote lifelong learning by offering tailored professional development opportunities, such as courses, certifications, and workshops that meet alumni needs. These programmes keep graduates competitive in their industries and further strengthen the connection between alumni and the institution. Alumni networks thus serve as platforms for promoting upskilling, ensuring that graduates continue to access relevant learning opportunities aligned with current industry trends.

Programme Evaluation & Development

Alumni networks provide invaluable insights for programme evaluation and development. By tracking alumni career progression, institutes can assess the effectiveness of their training programmes and how well they align with industry needs. Alumni, with firsthand experience in their fields, are well-positioned to offer advisory support on curriculum development. This feedback ensures that current learners are equipped with the skills needed for successful careers in the evolving workforce.

Alumni who have achieved success in their fields can share their experiences with learners and faculty, highlighting areas for improvement in both curriculum content and delivery. This exchange of insights enhances the educational experience for current learners by aligning training with real-world demands, ensuring that programmes remain relevant and industry-focused.

Industry Currency for Tutorial Staff

Alumni networks also play a critical role in the professional development of tutorial staff by helping them maintain industry currency—the up-to-date knowledge, skills, and understanding necessary to teach effectively in dynamic industries. As industries evolve due to technological advances and market trends, tutorial teams must stay informed. Alumni, actively working in various sectors, offer direct links to the latest developments, providing real-world insights that support teaching relevance.

These connections allow educators to align their teaching with practical realities and emerging industry trends. Alumni networks further support tutorial staff through professional networking, facilitating collaboration with industry professionals, participation in research projects, and knowledge exchange. This exposure ensures that what is taught in classrooms reflects current industry standards, preparing learners for future professional challenges.

Alumni as Ambassadors

Alumni who have succeeded in their careers serve as powerful ambassadors for their alma mater. They represent living proof of the institution’s value, making them ideal advocates in marketing efforts and recruitment. By showcasing alumni success stories, vocational institutes can attract prospective learners and demonstrate the tangible career outcomes achievable through their training programmes. Alumni ambassadors also act as bridges between the institution and the industry, helping connect learners with professional opportunities, placements, and mentorship.

In professional spaces, alumni reinforce the institution’s reputation and credibility, amplifying its reach and influence. Their involvement provides current learners with role models and access to a network that supports their professional growth.

Professional Placements & Work-Integrated Learning

Alumni networks are instrumental in facilitating professional placements and work-integrated learning opportunities. Graduates who hold influential industry positions can offer placements or connect learners with potential employers. These alumni-driven programmes ensure that placements closely align with learners’ career aspirations, providing relevant, practical experience that is beneficial for their future careers.

Beyond providing placements, alumni often take on mentorship roles, offering feedback on learners’ performance and career advice. This mentorship extends beyond placements, helping learners develop essential skills, build confidence, and grow their professional networks.

Circular Learning & Cross-Generational Knowledge

Alumni networks promote circular learning or the flow of knowledge between generations of professionals. Alumni who remain connected with their alma mater, stay informed about new ideas, technologies, and practices brought by younger learners entering the workforce. These interactions allow alumni to adapt more easily to industry changes, ensuring their relevance and competitive edge.

Younger learners benefit from engaging with experienced alumni, gaining industry-specific knowledge, mentorship, and real-world context. This reciprocal flow of knowledge fosters a culture of continuous learning, ensuring that both alumni and learners are well-prepared for evolving challenges in the workforce.

Professional Networking & Personal Support

Alumni networks offer graduates numerous opportunities for professional networking and career advancement. Through these networks, alumni can gain access to job referrals, industry insights, and mentorship. Many alumni networks also support entrepreneurial alumni by offering resources, mentorship, and connections critical for building successful businesses.

Beyond professional growth, alumni networks foster personal connections, helping graduates maintain relationships and develop new ones. Reunions, social events, and alumni chapter meetings can provide emotional support and a sense of belonging that extends beyond the institution.

Conclusion

Alumni networks are essential assets for vocational training institutes, providing lifelong engagement opportunities that foster continuous learning, professional development, and strong personal connections. Alumni act as ambassadors, mentors, and industry leaders, bridging the gap between education and professional life. Their involvement ensures that both current learners and graduates remain well-equipped to succeed, while contributing to the ongoing success and reputation of their alma mater.

Redesign of the Vocational Education and Training System (Consultation Submission)

Urgent Improvement in Meeting Demand

While the overarching structure of the vocational training sector is important, addressing common operational challenges is crucial for achieving financial sustainability. My submission focuses on the urgent resolutions needed to secure the future of vocational training in New Zealand. One of the most pressing issues is the sector's ability to adequately respond to demand. The bureaucracy involved in programme design has made the process cumbersome, leading to the continued delivery of outdated content in outdated formats. This inefficiency compromises the relevance, effectiveness, and viability of vocational training.

The purpose of vocational training is to provide clear pathways to employment. However, this objective has become blurred over time. Many programmes no longer align with industry needs due to the inability to respond to change in a timely manner and the absence of active industry advisory groups. These groups play a critical role in ensuring that programmes stay current. Without industry advisory groups that help support the ongoing development of programmes and the professional currency of teaching teams, it is difficult to keep content and delivery methods updated to meet the needs of both industries and communities.

Improving Pathways and Programme Design

Vocational training programmes, particularly at lower levels, should not only function as bridging courses to higher-level diplomas and degrees but should also serve as direct pathways to work. These programmes should incorporate work-integrated learning opportunities that are appropriate to the level of study, and clearly scaffolded learning from one level to the next (e.g., from level two to level three). Currently, learners who have completed lower levels, such as level one, can gain entry to, for example, level four, without sufficient rationale. This practice can set learners up for failure, making it critical to design pathways that support gradual, structured progression to ensure learner success.

Degree learning should also be scaffolded to offer multiple pathway options, such as level five and six diplomas and level seven graduate diplomas. Learners should have the opportunity to gain qualifications at every level of their journey. This flexibility allows learners to gain a credential when needed or continue progressing toward higher qualifications, thus ensuring their achievements are recognised at every stage of their education.

Leveraging Micro-Credentials and Blended Delivery

Micro-credentials are still underutilised in vocational training. They offer a flexible and efficient way for individuals to gain specific skills or knowledge in a short time. These credentials are particularly beneficial for professionals looking to upskill or reskill to remain competitive in a dynamic job market. For employers, micro-credentials help bridge skills gaps, allowing employees to stay current with the latest industry practices. Their stackable nature promotes lifelong learning, enabling workers to build a portfolio of skills over time and fostering a culture of continuous development.

Blended delivery is another area where vocational training is lagging. Blending online learning with in-person instruction offers greater flexibility for learners, especially those balancing work and study. It also enables learners from remote areas to access quality training without needing to travel frequently. Blended learning enhances the learning experience by using a variety of teaching methods and technologies, making it more engaging and adaptable to different learning styles. When combined with hands-on, work-integrated learning, blended delivery creates a comprehensive and effective learning process that better meets the diverse needs of today’s learners.

Building Strong Alumni Networks

Many vocational institutes still lack functioning alumni networks, which is a missed opportunity. Alumni are valuable because they have already benefited from the institution's offerings and are more cost-effective to engage than new learners. An active alumni network provides the opportunity for institutes to foster ongoing relationships through additional training, feedback, and referrals. Alumni networks can also encourage the development of tailored professional development, such as certifications and micro credentials, helping graduates remain competitive in their careers.

Alumni networks provide valuable data on career progression, which can be used to assess the long-term impact of programmes. This data helps institutes refine their curriculum, ensuring that it stays aligned with industry needs. Successful alumni can serve as ambassadors, contributing to programme development and promoting the institute’s reputation by highlighting tangible career outcomes. In this way, alumni networks not only benefit graduates but also strengthen the institution's credibility and relevance in the market.

Conclusion

To secure the future of vocational training in New Zealand, immediate improvements are needed in addressing demand, modernising delivery methods, and clarifying learner pathways. The re-establishment of active industry advisory groups is crucial for ensuring that vocational programmes stay aligned with evolving industry needs and maintain their relevance. These advisory groups, coupled with the adoption of micro-credentials and blended delivery models, will help vocational training keep pace with industry changes and learner needs. Fostering strong alumni networks will enhance long-term engagement with learning and provide crucial data for maintaining currency. By addressing these challenges and implementing structured, responsive approaches, vocational training can better serve learners, industries, and communities, ensuring its sustainability and relevance in the years to come.

Other links:

https://www.kathrynmccully.com/blog-1/2024/8/24/the-role-of-industry-advisory-groups-in-vocational-training

https://www.kathrynmccully.com/blog-1/2024/8/20/does-vocational-training-have-an-inferiority-complex

https://www.kathrynmccully.com/blog-1/2024/8/17/revitalising-vocational-training-aligning-purpose-financial-viability-and-industry-to-forge-clear-pathways-to-work

Dr Kathryn McCully

Te Unua Museum of Southland is Your Museum: Make Your Voice Heard

The Invercargill City Council is currently consulting the public on the progression of the new Te Unua Museum of Southland rebuild. As a significant cultural institution in the region, this museum belongs to the Southland community, and the decisions made now will shape its future for generations to come. While many community members have expressed skepticism about whether their voices will be genuinely heard, it is essential that everyone in the community takes this opportunity to ensure that YOUR MUSEUM reflects YOUR community’s values, needs, and aspirations.

One of the primary reasons for public skepticism is the perception that the options presented in the consultation process are limited and unattractive. For instance, one of the options could result in the museum losing its green star rating, which is crucial given the energy-intensive nature of museum operations. Sustainability is not just a trend but a necessity, and compromising on this aspect could lead to higher operational costs in the long run, affecting the museum’s financial viability. Similarly, the potential loss or delay of a carpark, which is essential for visitor access, raises practical concerns. The reality is that most visitors will arrive by vehicle, and without adequate parking, the museum will be less accessible.

Another option under consideration is the reduction of the digital experience from a high level (70/30) to a medium or low level. However, the documentation provided does not offer sufficient clarity on what this reduction means in the context of the museum’s public programming strategy. This lack of detailed information makes it difficult for the public to make an informed decision. The option to proceed with the full scope of the design, which includes taking on additional debt, also raises significant concerns about the financial implications for the community. It is crucial that these long-term financial and accessibility considerations are clearly understood by all stakeholders.

Public consultation should be a cornerstone of democratic governance, providing a platform for citizens to actively engage in decision-making processes that affect their communities. However, skepticism around public consultations has grown, largely due to the perception that these processes often lack authenticity and transparency. Many people feel that local authorities approach consultations with decisions already made, reducing the exercise to a mere formality. This belief undermines trust in the system and leads to a sense of futility among the public. When people believe their input will not be genuinely and openly considered, they are less likely to participate, which further damages the legitimacy of the consultation process.

This skepticism is reinforced by the lack of feedback following consultations. When community members take the time to make submissions or share their views, they expect to see how their input has influenced final decisions. However, when there is no visible link between public submissions and outcomes, or when authorities fail to provide any feedback at all, it reinforces the perception that the consultation was merely a box-ticking exercise.

Additionally, when local authorities encourage select groups (or those already aligned with proposed plans) to respond, an illusion of public support is created while marginalising dissenting voices. This manipulation of the consultation process skews the results and reduces the diversity of perspectives that are crucial for informed decision-making.

Members of the public expect consultations to be forums for genuine debate and authentic participation, where a range of views are considered, and decisions are made transparently. However, when consultations are dominated by special interest groups or when authorities provide only selective information, the scope of the debate becomes limited. This selective sharing of information often guides participants toward a predetermined outcome, rather than fostering open and honest dialogue. Such practices undermine the integrity of the consultation process, reducing the opportunity for meaningful public input and reinforcing the notion that the process is rigged.

In conclusion, while skepticism around public consultation is understandable, it is crucial for the Southland community to remain steadfast in its determination to respond. This museum is a vital part of the community’s heritage and identity, and the decisions made today will shape its future. By making your voice heard about what matters to you (rather than feeling confined to the options presented), you ensure that the Southland community has expressed its values, needs, and aspirations. Your input is essential to reinforce that Te Unua is YOUR MUSEUM and its development should serve YOUR community and region.

Museums, Have You Asked Your Customers What They Want?

Firstly, I will qualify that when I use the term ‘museum’, I am referring to the broad range of arts, cultural, and heritage experiences that fall under this umbrella. This definition focuses on the purpose of a museum rather than the specific collections or programmes it may offer. According to the International Council of Museums, a museum is “a not-for-profit, permanent institution in the service of society that researches, collects, conserves, interprets, and exhibits tangible and intangible heritage. Open to the public, accessible and inclusive, museums foster diversity and sustainability. They operate and communicate ethically, professionally, and with the participation of communities, offering varied experiences for education, enjoyment, reflection, and knowledge sharing.”[1]

Like all experience product offerings, museums must evolve to meet the changing needs and desires of their audiences. For museums to thrive, they must align their purpose with the interests and expectations of the communities they serve. This alignment is crucial, particularly for local communities, which represent a core audience that can significantly impact a museum's relevance and success. Just like any product or service, museums require a targeted strategy to attract and retain their customers.

There is often resistance in the cultural sector to referring to communities or audiences as ‘customers’. While the term may seem transactional, it highlights an essential reality: communities are composed of individuals with distinct preferences and desires. These preferences dictate how they choose to allocate their time and resources, and museums must compete with a wide array of other experiences and attractions. Recognising audiences as customers acknowledges their role in shaping museum offerings and ensures that institutions remain responsive to their wants and needs.

The pandemic exacerbated existing challenges for museums, accelerating a shift in public expectations that was already underway. As the world grappled with new realities, museums faced an identity crisis, struggling to adapt to increased demand for flexible, customised, and accessible experiences. The traditional model of museums as static repositories of cultural and historical artifacts proved inadequate in meeting the evolving preferences of a more dynamic and competitive leisure market.

Many museums have been slow to respond to these changes. Some institutions have continued to drive products and services without a dedicated commitment to understanding and addressing customer expectations. This disconnect limits their potential customer base and hinders their ability to remain relevant in a crowded market of diverse leisure offerings. Unlike other sectors that have historically embraced a customer-centric approach, museums have traditionally operated with a more inward-looking focus, which can impede their ability to attract and retain visitors.

It is crucial to acknowledge that, while it may be an uncomfortable truth for some, museums effectively belong to the publics that fund them. This places a responsibility on museums to offer products and services that are not only informative but also responsive to the needs and desires of their audience. Museums should not dictate what customers should want but rather should prioritise listening and responding. By leveraging their expertise to design accessible and engaging experiences based on customer expectations and feedback, museums can create more meaningful and relevant offerings.

There are numerous museums currently undertaking the challenging work of transformation, even in an environment where budgets are shrinking. It is heartening to see the dedication of museum professionals who are committed to ensuring the sustainability and continued relevance of our cultural institutions. These professionals are innovating to provide both onsite and remote experiences that not only meet but often exceed our expectations, surprising and exciting us in new and meaningful ways. While the path to transformation is undoubtedly challenging, the dedication and creativity of museum professionals are driving significant progress. By embracing change, leaving behind outdated practices, and focusing on customer expectations, museums are well-positioned to thrive in the future. The ongoing efforts to adapt and innovate will ensure that museums continue to inspire, educate, and engage their audiences.

[1] International Council of Museums. ‘ICOM Approves a New Museum Definition’. August 24th, 2022. Retrieved from ICOM approves a new museum definition - International Council of Museums -International Council of Museums 22nd August, 2024.

The Role of Industry Advisory Groups in Vocational Training

I am often asked why industry advisory groups are essential to the success of vocational training programmes. A well-structured advisory group offers numerous benefits, ensuring that training programmes are both relevant and effective. However, it is not uncommon to see programmes with advisory groups experiencing limited engagement with both teaching teams and learners. Meetings with identified professionals may occur, but if there is minimal meaningful involvement in programme development and delivery, the potential impact of these groups can be undermined. If feedback is solicited but not implemented, it can lead to frustration and disengagement.

The first critical role of industry advisory groups is their involvement in the development or redevelopment of vocational training programmes. Before embarking on the creation of a new programme or updating an existing one, it is essential to define the purpose of the programme. In vocational education, the primary goal is to facilitate a smooth transition for learners into the workforce. Advisory groups can provide valuable insights into what skills and knowledge are necessary for success in the industry, ensuring that the programme is designed to meet these needs.

A practical approach when redeveloping a programme is to start by engaging with your graduates. Alumni networks are ideal for gathering this feedback, though if your institution does not yet have such a network, it is never too late to start building one. Graduates can offer firsthand insights into how well the skills and knowledge they acquired have translated into their work environments. They can identify gaps between what was taught and what is needed in practice, providing a reality check on programme currency and effectiveness in achieving its purpose. So, start with identifying alumni that are interested in supporting current and future learners to achieve their aspirations thus contributing to the growth and success of the identified industry pathway.

Engaging with an industry advisory group should offer benefits to its members, creating a mutually advantageous relationship between the advisory group and the vocational training institution. One of the primary benefits is the opportunity for industry professionals to influence and shape the future workforce. By providing input on programme development and delivery, advisory group members ensure that graduates are equipped with the skills and knowledge that meet current and emerging industry needs, enhancing the quality and relevance of new entrants into the field.

Being part of an advisory group provides members with early insights into educational trends and innovations. This involvement helps them stay informed about the latest training methodologies and emerging competencies that could impact their industry. Advisory group members also gain access to a pool of trained and motivated potential employees, as the institution’s graduates become valuable assets in the workforce.

Advisory group members benefit from the networking opportunities that come with their involvement. They can connect with other industry leaders, educators, and professionals, fostering collaborations and partnerships that can lead to further business opportunities or joint ventures. This enhanced network can also provide a platform for sharing best practices and addressing common challenges within the industry. Participation in advisory groups can also enhance a member’s organisational reputation. By actively contributing to the development of a skilled workforce, industry leaders demonstrate their commitment to industry growth and education, which can improve their organisation's public profile and attract talent and customers.

Networking with industry plays a crucial role in the development of both learners and teaching teams. For learners, the benefits of industry networking are profound and multifaceted. Many surveys of learner experiences highlight that opportunities to engage with industry professionals are often considered the most valuable aspect of their training. Conversely, limited industry engagement is frequently cited as an area needing improvement. Networking allows learners to become familiar with the professional communities they aim to join, providing them with insights and connections that bridge the gap between their learning experience and the realities of the workplace. This engagement can lead to valuable opportunities such as mentoring and internships, which are instrumental in transitioning from learning to employment.

Industry networking extends its benefits to teaching teams. Advisory groups can enhance the professional development of educators by providing them with up-to-date industry knowledge and practices. This ensures that teaching content remains relevant and aligned with current industry standards. A balanced approach to teaching that integrates insights from both trained tutors and industry mentors can significantly improve the educational experience. Collaboration between tutors and industry mentors is instrumental in facilitating effective work-integrated learning and the professional placements/internships that support a learners transition into work.

In conclusion, industry advisory groups are indispensable to the success of vocational training programmes, serving as a crucial bridge between education and industry needs. Their involvement ensures that training remains aligned with real-world requirements, providing invaluable insights to guide programme development and delivery. However, to fully realise an advisory group’s potential, it is essential for members to engage meaningfully with both tutors and learners, translating feedback into actionable improvements. By improving the currency and relevance of learning experiences advisory groups play a vital role in facilitating the smooth transition of learners into the workforce.

Does Vocational Training Have an Inferiority Complex?

Vocational training should be designed and delivered to equip learners with the practical skills and knowledge necessary for a successful transition into the workforce. I know I say this a lot but the purpose of vocational education has become blurred over time. Historically, vocational programmes were distinctly focused on preparing individuals for specific trades or careers. Yet, I often encounter vocational training programmes that lack a clear focus on the industry. Often, industry consultation is minimal and merely a formality to meet programme documentation requirements, rather than a meaningful part of the programme's development and delivery.

I can’t help but wonder if this suggests an underlying inferiority complex within vocational training—a belief that its value could be enhanced by mirroring the structure of more academically focused tertiary offerings. Quality in vocational training should be defined by its ability to facilitate successful career pathways for learners. The true measure of quality is not found in academic exercises but in the programme’s effectiveness at preparing learners to achieve their real-world work aspirations. In preparing learners for careers, it is essential to offer practical work-integrated learning experiences. In the creative industries, for example, this involves providing opportunities for learners to work in real-world settings, building leadership capabilities through working in teams to respond to customer or client needs.

Practical hands-on learning should be strongly supported by research tailored to the industries into which learners are transitioning. This is crucial in designing a curriculum that is both relevant and applicable to the practical demands of the field. Unfortunately, I often see programmes where the focus has shifted to the delivery of general academic research, and the dated belief that learners must engage in academic essay writing is upheld. While there are careers where this is relevant, insisting on academic research and essay writing as a general requirement is counterproductive if this does not align with the skills needed in learner career pathways.

With the increasing demand for practical content that prepares learners effectively, integrating generalised academic research and writing with tenuous links to real-world applications makes little sense. Vocational training should prioritise content that directly supports the career goals of its learners, ensuring the programme is meaningful and applicable to their future work. This focus on relevance does not imply that learners will be less literate or that critical thinking, analysis, and reflection are undervalued. Instead, it means that learning should be appropriately contextualised to meet both the needs of learners and the industry partners who support them.

Academic research and writing are used here as an example of how components of vocational training programmes can sometimes fail to be adequately contextualised for relevance and currency. This example highlights the broader issue that every course within a vocational training pathway should have a clearly articulated purpose, contributing effectively to the overall structure.

Vocational training has the potential to significantly influence the future of work. To realise this potential, it is crucial to partner with industry to develop relevant, agile programmes with clear pathways to work. By embedding this purposeful approach into vocational training, we can ensure that these programmes thrive rather than losing the connection with the realities of working life that learners will face. In my next entry, I will discuss the essential role of industry advisory groups in supporting this work.

Revitalising Vocational Training: Aligning Purpose, Financial Viability, and Industry to Forge Clear Pathways to Work

In vocational training, the goal is to equip learners with the skills and knowledge necessary to transition into the workforce. However, this purpose has increasingly become unclear, resulting in a series of challenges that impact the development, delivery, and sustainability of these programmes.

A key issue is that the focus on preparing learners for work is often not consistently embedded in the team cultures responsible for programme development. Without a shared and clearly articulated mission to prioritise pathways to work, vocational training initiatives lose direction, resulting in programmes that do not effectively serve their intended purpose. This lack of clarity can lead to overly complicated and resource-intensive development processes. When the primary goal of vocational training is not clearly understood or prioritised, teams may focus on secondary objectives, creating programmes that are misaligned with industry needs and quickly become outdated. This not only drains financial and human resources but also risks rendering programmes obsolete, reducing enrolment, funding, and overall viability.

Financial sustainability is another critical issue. When budgeting is not effectively embedded in the programme development process, the result is often programmes that are too expensive to deliver and maintain. Poor budgeting can lead to overspending on resources that may not be essential to achieving the programme’s goals, forcing institutions to make cuts elsewhere, often compromising the quality of the learner experience. Additionally, without sufficient funds for ongoing curriculum updates, staff training, and the purchase of new equipment, programmes can quickly become outdated, making them less attractive to learners and less aligned with industry needs. This financial mismanagement not only threatens the immediate viability of vocational programmes but also their long-term sustainability.

The industry currency of tutors—meaning their up-to-date knowledge and experience relevant to current industry practices—is also crucial to the effectiveness of vocational training. When tutors lack industry currency, the curriculum they develop becomes outdated, focusing on skills and techniques no longer in demand. This disconnect between what is taught and what is needed by employers can impact the employability of graduates and erode trust with industry partners. Tutors who are not current with industry developments may also struggle to maintain strong relationships with employers, weakening the industry partnerships that are vital for providing learners with the real-world experiences that ensure the relevance of the programme. Without these connections, programmes can become isolated from the very industries they are meant to serve, further reducing their effectiveness.

To address these issues, it is essential for vocational programmes to refocus on their core purpose—preparing learners for the workforce. This requires embedding a clear mission within team cultures, ensuring that programme development is streamlined and aligned with industry needs, and integrating effective budgeting processes to maintain financial sustainability. Continuous professional development for tutors and strong industry partnerships are critical for keeping curriculum current ensuring that vocational training remains relevant and effective in meeting the needs of both learners and employers. By addressing these key areas, vocational training can fulfil its intended purpose, providing clear and direct pathways to work for learners while maintaining its value and viability in a rapidly changing job market.

Te Unua Museum of Southland Accessibility Challenges: How Partnerships Can Sustain Museum Services

As Te Unua Museum of Southland faces challenges with its new build, public comments reveal a pressing concern: how will the community maintain access to museum services during this period of inaccessibility? The temporary closure of a museum can have a profound effect on community engagement, reducing access to valuable cultural, educational, and social resources. Museums are not just repositories of art and history; they are vital cultural hubs that connect and enrich communities. When a museum is closed for an extended time, its absence can weaken the connection it has with its community.

Museums contribute to fostering a sense of local identity and community cohesion. When a museum is inaccessible, its presence and purpose can be temporarily lost, leading to fewer opportunities for community members to connect and participate in local cultural life. When the museum reopens, it may face challenges in rebuilding relationships with the community. The process of re-engaging former visitors, reestablishing trust, and reintegrating into the community fabric can be complex and time-consuming. Museums often need to implement strategies to reconnect with their audiences and renew their role within the community after a prolonged absence.

When museum buildings face accessibility challenges, forging meaningful partnerships can be a powerful solution for maintaining community engagement. By collaborating with various stakeholders, museums can ensure their services continue to serve and resonate with the public, even when physical access is limited. This approach not only supports the museum’s mission but also brings added value to all parties involved. Currently, many projects in the museum sector benefit from robust community partnerships. To maximise the impact of these collaborations, it is crucial to develop effective ways of working together that ensure museum services remain a priority.

Looking ahead, it is essential to consider the future of public programmes. For example, He Waka Tuia provides some access to museum services, but there are also numerous museums in and around the Southland region that offer unique opportunities for engagement. The impressive number of these museums highlights the deep-seated passion Southlanders have for preserving and sharing local stories. This dedication underscores the core purpose of museums. Celebrating the extraordinary network of museums in Southland not only honours this commitment but also strengthens the broader cultural fabric of the region. By leveraging these partnerships and acknowledging the enthusiasm of local communities, museums can continue to thrive and fulfil their essential roles, even in the face of accessibility challenges.

Other viable partnerships include community organisations, educational institutions and libraries. Museums can work with these entities to host pop-up exhibitions, workshops, classes and events at their locations. This not only extends the museum’s reach but also integrates its offerings into existing community programmes. Engaging with local businesses and cultural institutions/sites is also beneficial. Museums can collaborate with local theatres, galleries, and heritage sites to create events or exhibitions. Such partnerships can facilitate resource sharing, attract a broader audience, and keep the museum’s presence felt in the community.

Social media and digital platforms provide another avenue for partnership. Collaborating with influencers, local bloggers, and media outlets can help museums reach wider audiences through virtual tours, live streams, and interactive online content. These digital partnerships can amplify the museum’s message and maintain engagement with its audience. Additionally, museums can leverage partnerships with health and social service organisations. By offering programmes tailored to specific community needs—such as mental health workshops, senior engagement activities, or programmes for underserved populations—museums can continue to serve and support diverse community groups. These collaborations can help address social cohesion and provide valuable resources during challenging times.

By pursuing these various partnerships, museums can ensure that their services remain accessible and impactful, maintaining their role as vital cultural and educational resources for the community, even in the absence of physical access to a centralised museum building.

Te Unua Museum of Southland: Balancing Aspiration with Financial Viability

Te Unua Museum of Southland’s new build is currently experiencing some budget challenges. While new museums can be developed within a defined budget, blowouts are not uncommon when the allure of ‘starchitecture’ as a revitalisation ideology drives a museum project. However, Southlanders have made the decision to support a new museum and Council have actively pursued this goal aiming for the best possible outcome to support its aspirations for the future of the region.

I have seen numerous comments questioning the scope of the project from the perspective that what many, if not all, really want is the opportunity to both showcase and engage with local collections and stories. Sometimes during such projects, the purpose of the museum to serve this community need can get lost in the drive to create an architectural spectacle. There are numerous reasons why the pursuit of an iconic museum building can overshadow the actual identified need that drove its conception.

An often-cited example is the Guggenheim in Bilbao. Due to the surge in tourism that followed, the development came to be identified with an urban renewal concept known as the ‘Bilbao Effect’. The theory suggests that investing in cultural institutions and iconic architecture designed by renowned architects, or ‘starchitects,’ can revitalise economically struggling cities. This idea sparked a global fascination with iconic buildings and high-profile architects. However, the initial allure of ‘starchitecture’ is fading due to numerous issues. I will touch on a few.

High costs associated with intricate construction techniques and expensive materials have led to budget overruns and delays. Additionally, while these structures are visually impressive, they often fall short in practical functionality and maintenance can be costly. Environmental concerns also arise, as the resource-intensive nature of ‘starchitecture’ often neglects sustainability, which has become increasingly important.

Moreover, it is posited that the widespread use of ‘starchitecture’ principles has led to a standardisation of architectural styles, reducing the presence of localised, context-specific designs and diminishing the cultural and historical diversity of urban landscapes. As these problems have become more evident, there has been a noticeable shift away from spectacle -focused architecture towards designs that prioritise functionality, environmental responsibility, and local context.[1] While innovative architecture can certainly attract attention and serve as a visual landmark, the core value of a museum lies in its ability to provide enriching, educational, and engaging experiences.

The excitement surrounding the design of a new museum also often overshadows practical concerns about its long-term operational viability. Media and public interest frequently focus on the architectural novelty and high-profile design, rather than the financial strategies necessary for sustaining the museum. The true costs of running a museum—including staffing, maintenance, and programming—are sometimes underestimated, leading to insufficient planning for these ongoing expenses. Developing a comprehensive financial plan requires complex projections and long-term forecasting, which can be eclipsed by the immediate focus on the building itself. Additionally, the strong emotional and cultural investment in creating a landmark can lead to overlooking crucial financial management aspects.

To avoid becoming overly distracted by the quest for an iconic building at the expense of its core mission, museums prioritise a balanced approach that integrates architectural design with community engagement and financial sustainability. By developing a comprehensive budget that includes long-term operational costs and embracing diverse funding models, museums can ensure they have the resources needed to support ongoing programming. Engaging local stakeholders in both the design and financial planning processes will help align the building’s appeal with the museum’s purpose of showcasing and engaging with local collections and stories. Focusing on sustainability and regularly updating financial forecasts will support the museum's ability to serve its community effectively while maintaining long-term viability. This integrated approach ensures that the museum remains true to its mission while achieving both architectural and operational success.

In summary, developing a museum is a complex undertaking, and this dialogue aims not to diminish the efforts of the community or Council but to highlight the importance of balancing architectural ambitions with practical considerations to achieve the best and most financially viable outcome for Southland. Afterall the true purpose of a museum is found in its active engagement with people and communities rather than just its physical infrastructure. Museums thrive when they respond to and enrich the lives of their community members, making their mission and impact felt through active participation and connection. This is the priority.

[1] Prelikj, Kalina. From Sensationalism to Subtlety: Why Starchitecture Lost its Shine, Architizer Journal. Retrieved from From Sensationalism to Subtlety: Why Starchitecture Lost Its Shine - Architizer Journal, 1st August 2024.