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



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


Morgan, Gary


E-Publications; E-Books; PublicationNT




"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


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




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

Publisher name

Northern Territory Government

Place of publication



xviii, 124 pages ; 30 cm.

File type



Attribution International 4.0 (CC BY 4.0)

Copyright owner

Northern Territory Government



Parent handle


Citation address


Related items

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

Page content

MAGNT Review December 2004 Morgan 34 Certain overall changes have been and continue to be reflected in broader museum practice and some major trends are noted in Box 15 below. Box 15. Some key trends in international museum practice in the last ten years Better understanding the needs of the audience(s) and being more audiencefocused (note: the audience of museums is very diverse; it is not merely the people who walk through the doors) Providing more products that reflect the changing needs of the community ie. being more responsive to the community through diversifying products Being more involved in community-partnered projects, working with communities rather than unilaterally telling their stories for them In particular, great strides (not enough but still significant) have been made in better partnerships with Indigenous and First Nations peoples Developing products for special interest and traditionally under-serviced groups as well as the mainstream and traditional audiences of museums Using a wide array of methodologies to tell stories underpinned by a better understanding of the learning processes in museums Acting as forum points, places for debate and discussion rather than simply presenting facts and objects Presenting a plurality of views and perspectives rather than a single grand narrative of events as perceived by the dominant social class Greater awareness and canniness in commercial activities, when they are complementary to the core functions and integrity of the museum As an extension of the above, closer partnerships with business in joint programs The above list is not intended to be exhaustive but gives an overview of some of the key directions in recent museum thinking. As a general comment, one of significant challenges for modern museums is to respond to the dual expectations of continuing to maintain or in fact increase access to museum products for all members of the community for the public good of society (the public good paradigm); and increasing revenue from innovative and entrepreneurial activities, including commercial activities in line with the best practice in the private sector, and sponsorships (the commercial paradigm). It is not enough for a major museum to merely be active or even effective in both paradigm contexts. Having a foot in the two camps is not sufficient. The common demand is to excel as both a public good and commercial agency concurrently and this is difficult to achieve.