Territory Stories

Review of the Museum and Art Gallery services : a report to the Department of Community Development, Sport & Cultural Affairs

Details:

Title

Review of the Museum and Art Gallery services : a report to the Department of Community Development, Sport & Cultural Affairs

Other title

MAGNT Review December 2004 Morgan; Internal review of MAGNT. Final report March 2004

Creator

Morgan, Gary

Collection

E-Publications; E-Books; PublicationNT

Date

2004-12

Description

"This Review has looked at the Museum and Art Gallery of the Northern Territory’s outputs relative to benchmark museum and art gallery activities and outputs around Australia and relative to international trends in museum practice. This Review has also considered possible service outcomes set against three funding scenarios." - Executive summary

Notes

This review was commissioned by Risk Management Services of the Department of the Chief Minister for the Northern Territory, on behalf of the Department of Community Development, Sport and Cultural Affairs. The review was put to Tender in October 2004, with the Tender awarded in November 2004. - Introduction; Made available via the Publications (Legal Deposit) Act 2004 (NT).

Table of contents

Executive summary -- Part A: Introduction - Background -- Outputs of this review. Part B: Outputs of the Museum and Art Gallery of the Northern Territory - A comparison of the MAGNT outputs in activities of collection development and management, public programs and research relative to those of other state museums and galleries - A discussion of the MAGNT outputs relative to national and international trends in museums and galleries - A consideration of the scientific focus of the MAGNT in terms of a) its management and outcomes relative to other museums and b) its contribution to Northern Territory economic activity and Government programs - A comparison of per square metre exhibition costs at the MAGNT relative to other institutions - A comparison of the acquisition budget of the MAGNT relative to other institutions. Part C: Possible budget scenarios - A discussion of three budget scenarios for the MAGNT with their consequent service outcomes. Part D: Summary of recommendations. Part E: Sources and acknowledgements. Part F: Appendices 1-8

Language

English

Subject

Museums -- Northern Territory -- Public opinion; Museums -- Evaluation; Public relations -- Museums -- Northern Territory

Publisher name

Northern Territory Government

Place of publication

Darwin

Format

xviii, 124 pages ; 30 cm.

File type

application/pdf

Use

Attribution International 4.0 (CC BY 4.0)

Copyright owner

Northern Territory Government

License

https://creativecommons.org/licenses/by/4.0/

Parent handle

https://hdl.handle.net/10070/265558

Citation address

https://hdl.handle.net/10070/457997

Related items

https://hdl.handle.net/10070/458000; https://hdl.handle.net/10070/457995

Page content

MAGNT Review December 2004 Morgan 83 Some costs noted in Box 25 as capital might be considered within operational budgets. The set-up costs of the CIMS could arguably by covered by operating budgets, although they are not a recurrent cost. While capital funding would arguably be more appropriate for establishment of the new NT History Gallery, this one-off cost could be regarded as part of the MAGNTs progressive gallery refurbishment program. In both cases, the impact on recurrent budgets would be short term. However, if we continue to consider solely the recurrent operating costs, adding the $2.65 million in recurrent costs for the above three projects to the $1.5 million already identified for scenario 2 (Box 23) sees an allocation of $4.15 million in additional recurrent funding over current levels. Approximately $1.35 million recurrent remains to be allocated in funding scenario 3. Box 25 suggests a breakdown of possible funding in the scenario of full allocation of $5.5 million to MAGNT operational activities. If these funds are allocated to operational programs, then the suggested public program and general miscellaneous expenditure, including collection consumables and infrastructural upkeep could be significantly enhanced. Public programs on site (temporary exhibitions and gallery upgrades) are allocated an additional $400,000 to lift funding by $950,000 over current levels, which would see a state-of-the-art exhibition program, certainly better resourced than most of the other state museums of Australia. An additional $250,000 is allocated to collection acquisitions, taking this budget to $500,000 (reflecting the suggested figure for Aboriginal art acquisitions in the MAGNTs business case for the Indigenous Unit). In Box 25, the Miscellaneous Operations in Box 23 have been split into components given the available additional funds. Funds are allocated to collection care/consumables; research (including some travel and field work); and facilities management and maintenance. In this scenario, a staged forward plan of building upkeep (minor works) should be achievable. If no additional capital funding is available for advancing the MAGNT Building Masterplan, then an allocation should be made towards this for planning consultants and QS input. While this may not be seen as an ongoing operational expense, there will be several years of planning required to confirm the nature and scale of the MAGNT redevelopment. As well, there is the opportunity to do more in outreach services. Several stakeholders commented that the MAGNT would desirably be doing more in working outside its walls. The new Website will be an invaluable outreach tool as is discussed at length in the Report. There is also a very valuable role for traditional museum products to tour to non-Darwin communities including schools around the Territory, a MAGNT On-the-Road so to speak. With an integrated program, there can be a real-virtual product mix, whereby small touring educational packages are complemented by a web based product, so that the learning experience links the best of real objects with the capacity to explore extra layers of information. The touring packages can include more robust and/or replaceable objects from the collection, with educational kits. The school user then logs onto the website to expand the experience. It is suggested here that a significant outreach program could be established with a new staff position in each of Education and Exhibitions (two salaries at level AO4 c.