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© 2013 Ipsos. All rights reserved. Contains Ipsos' Confidential and Proprietary information and may not be disclosed or reproduced without the prior written.

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Presentation on theme: "© 2013 Ipsos. All rights reserved. Contains Ipsos' Confidential and Proprietary information and may not be disclosed or reproduced without the prior written."— Presentation transcript:

1 © 2013 Ipsos. All rights reserved. Contains Ipsos' Confidential and Proprietary information and may not be disclosed or reproduced without the prior written consent of Ipsos. Understanding Stakeholder Experiences 23 July 2013 Qualitative Deep Dive Analyses Prepared by: Ipsos Anna Eden, Director

2 2 Business Objective Understand the extent to which stakeholders are satisfied with their interaction with the WA Museum. What are the levers we can pull to enhance stakeholder satisfaction and their impression of working with us? Insights will be used to re-design the current survey used for tracking stakeholder satisfaction. Revised questionnaire is also provided to WA Museum as a separate attachment

3 3 Nature of Relationship Collection development Exhibition design, installation &execution Development Services Conservation Sponsorship relations Community & Volunteers Briefs for architects WA Museum required across a broad range of needs New Contacts Advisory Committee Funding advice Funding discussions Advisory role Government contact Assist with oil spill preparedness Collection of information/assessment to feed into approval documentation processes and development decisions WA Museum required across a broad range of needs Corporate responsibility/public good Managing public space around PCC Collaboration to assist local museums with heritage, preservation and collection Specialist taxonomic advice Identification of unidentified invertebrate/bugs Impact assessment We undertook 12 telephone in-depth interviews

4 Purchase image and format. File #:1537681 7 Key Findings: What Did We Learn?

5 5 Key Findings Associations with WA Museum and Benefits of the Relationship There are many more positive associations with WA Museum than there are negative associations. Positive associations are largely around the staff (at all levels) in terms of their attitudes and expertise. The main negative association is around under-resourcing and budgetary constraints.

6 6 Key Findings Benefits of the Relationship Due to their relationship with WA Museum, all stakeholders identified they were better able to do their job – by accessing expert knowledge, capitalising on WA Museum’s size and reputation in the marketplace, and networking. Stakeholders also identify the broader community benefits via tourism generated for the precinct and the city as a key benefit. The fact that the relationship with WA Museum was an easy one is another key benefit to stakeholders (which was not necessarily their expectation). All stakeholders identified the leadership team as a key benefit from working with WA Museum (e.g. passion and can-do approachable attitude, vision alignment, technical abilities).

7 7 Key Findings Expectations of the Relationship Versus Reality Expectations entering the relationship were largely around the knowledge, expertise and quality of work. A few stakeholders had expectations around service delivery (e.g. delivery on promises) but not all. Some stakeholders entered the relationship with negative expectations largely around service delivery (unresponsive, mediocre enthusiasm, little collaboration).

8 8 Key Findings Actual Service Delivery Expectations of service delivery for almost all stakeholders have been surpassed. Beyond staff expertise, stakeholders are highly impressed with the attitude displayed by WA Museum staff – e.g. commitment, enthusiasm, responsiveness, solutions-focused.

9 9 Key Findings Delighter and Pain Points Staff are clearly the delighter point in the relationship – transparent and honest relationships, dedication, accessibility. Some service elements arose as pain points but this was only across a few stakeholders – these stakeholders were more inclined to be dealing with the ‘frontline staff’ rather than senior management team (in which case there were zero pain points). Responsiveness and setting expectations for some of the clients from Museum Development Services. Geographical differences are likely to have exacerbated this. Geographical distance means it may be more difficult to share information and expert knowledge, more difficult to view exhibitions and a higher likely of feeling neglected.

10 10 Key Findings Delighter and Pain Points (continued) Pain points Under-resourcing means sometimes there is: Low responsive to requests which can cause frustration. Low attendance at broader Committee meetings means it can be perceived WA Museum is less aware of broader issues around the precinct.

11 11 Key Findings Trust, Advocacy & Willingness to Continue the Relationship Every stakeholder interviewed trusts, advocates and genuinely wants to continue the relationship with WA Museum. There is a deep level of respect for WA Museum and key reasons for this consistently indentified include: Unmatched expertise, the weight the WA Museum brand carries, service delivery (e.g., information provided, follow through on requests), transparent, open and honest communications, independence and integrity, and a passion for what WA Museum does.

12 12 Communicate full suite of services Better use of technology & digital engagement Better use of public space Assist with re-branding the Museum beyond just offering exhibits Better use of LED screen to engage ~37,000 people accessing the precinct, virtual tours and webinars for regional stakeholders, virtual exhibitions for regional communities Turn the Museum inside out – make the walls more permeable. Better external engagement will promote better internal engagement Opportunities

13 13 Increase use of relevant exhibitions Our economy is largely built on oil and gas, show how this is formed and extracted – thought to be high interest from community and high support from stakeholders Opportunities Economic and Social Impact Evaluation Will help secure further funding and resourcing

14 14 Detailed Findings

15 15 Critical Constructive Ongoing relationship Essential Broken promises Associations with WAM Practical Helpful Quick responses Be there if needed Resources Well intentioned Living treasures/ amazing people Little face-to-face time Quality of information No better organisation to partner with in biodiversity space Passionate Dedicated Under-resourced Mature relationship Transparent Reporting inaccuracies Need to admit when they are not the experts Inviting face for children and families Positive sentiment…implemented less well Mutual dependency Budget constraints Exciting new product Dynamism of Alec New life Walls are permeable..not stuck in a model Community...not a museum Exciting Inclusive Never sitting still Offerings are getting better but still inward looking..need to better understand what the audience want Expertise Available Note: Larger text = higher associations Red = negative association Green = positive association

16 There are many significant benefits to stakeholders in maintaining their relationship with WA Museum.

17 Up-to-date knowledge Their size in the market Access to key industry contacts Experts in their field “Always available when you need a ‘big gun’ on your side.” “They’re an ally or gateway to serious networks.” “They are there, up-to-date and knowledgeable if you need help.” “Incredibly rewarding partnership we value highly. We have access to skills and expertise and advice that has been invaluable to us.” “Quality organisation, great to be associated with because of quality of work…good for our corporate responsibility.” “Helps us in our approval process and decision-making in handling the marine.” Brand/ reputation Better business decisions made

18 Symbiotic relationship Promotion of the City Increased footfall around city Capacity building “More people experiencing the City. May not go to the Museum but will stop for a book or a coffee..more vibrancy.” “Great for the City, beyond arts and culture.” “More people go to WAM, more people in our space, which is also good for our retail traders.” “Capacity building with local historical societies.” “Point us in right direction to talk to others that have done what we are trying to do. For example, we’re looking to relocate the museum and they suggested we talk to Joondalup who’ve combined the library and museum very well.” “Adds credibility to our recommendations to Council.” Networking/ connecting to other organisations – lessons learned Credibility

19 Leadership Attitude Working with local governments “Enthusiastic nature no matter what…don’t say die approach.” “Share with me an understanding of how local government works, how to manage the processes and politics the best way.” “Unusual leader for WAM. Technical knowledge required but good manager as well..understands politics…he’s like an eager kid moving forward.”

20 Evaluation of expectations of the relationship versus reality of the relationship shows stakeholders are getting more out of the relationship than they expected. And initial expectations of the relationship with WA Museum are largely to do with the expert information they offer.

21 21 Expectations of the Relationship Trusted advisor - reassurance on decisions made/plans on right track Encouragement, support and advice Deliver on promises To do amazing things/value add with our funding by sharing information more broadly with general community Professional/ friendly staff Robust/quality work New relationship, political and not fully trustworthy, suspicion To follow their own promotions way and not receptive to other ways nor have ability to break the mould Not high expectations of receptivity/ responsiveness/ helpfulness (private companies) Doctor Patient relationship (minimal expectation for collaboration) Bunch of boffins who don’t want to deal with the mining industry Some level of enthusiasm (not optimal) Negative Positive

22 22 Current Experiences End Cross-team information within WA Museum not disseminated to stakeholders- leads to no response or poor response time Joint solutions focus Collaborative Helpful Above and beyond expectations More lead in time required for sponsorship activities/ more opportunity to use outdoor space Leadership team is one of the best! This affords time and respect from stakeholders Timely responses (e.g. from History Department – 24 hour response; from Alec) Engaged/bursting with enthusiasm Pleasurable conversations Embracing No nonsense approach Excellent customer service (communications, professionalism, friendliness) Committed Expert knowledge Negative Positive

23 Several stakeholders had no pain points in their relationship – this seemed more prevalent amongst stakeholders liaising with senior management.

24 24 Delighters and Pain Points Pain PointsDelighters Responsiveness Too few regional trips Dedicated staff who are always friendly and responsive Sometimes a feeling of neglect for history and efforts from state volunteers Inconsistent level of communication Going above and beyond customer service requirements Transparency & honesty Accessibility Vision alignment Some reporting inaccuracies More outward focus needed Alec Coles Physical location at Welshpool difficult to access Resourcing Staff- technically, professionally, engaged and engaging, passionate, helpful

25 Some stakeholders found it really difficult to identify opportunities for improvement and felt there were no opportunities to improve an already highly satisfying relationship… Others were able to identify some opportunities.

26 26 Opportunities for WA Museum End Creating a Relevant New Museum Given that oil and gas industry is a major part of Western Australia, there is opportunity to create a display that showcases how oil forms and how engineering extracts the oil. Expected that there would be strong community interest and industry support for WA Museum to do this. Capitalise More on Use of Public Space around WA Museum Consider more use of outdoor area (e.g. screen) to promote upcoming events of advertorials around latest scientific discoveries - acknowledgement of time and budgetary constraints. Greater need to embrace use of the digital elements of the open space. Quicker response time to use of outdoor spaces. More Digital Engagement Rather than 1 slide for an exhibition, create a short visually appealing video. There is ~37,000 walking through the space and one static slide is less effective than a moving film. This should assist with challenging perceptions of a museum as “an old grey institution, not doing anything cutting.”

27 27 Opportunities for WA Museum End Communicate More Broadly the WA Museum Services/Capabilities There was surprise across a few stakeholders of the level of knowledge held by WA Museum staff and services on offer (even after having a long term relationship with WA Museum). Some stakeholders felt this is an opportunity to increases general public engagement with WA Museum and to challenge perceptions around the concept of a museum just being a place of exhibitions. For Regional Stakeholders, More Tours and Opportunities to Improve Networking For regional stakeholders, consider holding virtual tours for Perth-based exhibitions. If regional stakeholders can see the product/service offering, this could make the process of influencing their key decision-makers to buy into supporting the exhibition easier. Consider bringing all historical societies/museums together for cross learning purposes through channels such as webinars. Taking Advantage of Technology to Break Down Geography For some exhibitions, regional community members will never be able to see them unless they travel to Perth. Consider virtual tours (e.g. local theatre companies simulcast plays in regional locations).

28 28 Opportunities for WA Museum End More Accurate Assessment of Effectiveness Conduct an independent evaluation of the true social and economic benefits of the work WA Museum does in an effort to defend/increase government funding allocation. Arts and culture and tourism are more discretionary spend compared to public transport and health – this means their budget is the first to be cut, likely because true value is under-represented. More Reliable Format of Submission of Species Identification Report One stakeholder mentioned the reports are electronically sent as an attachment in an email. On more than one occasion, there has been IT problems such that the stakeholder does not receive or cannot access the attachment or it takes a few days for the stakeholder to receive the report once it has been sent by WA Museum (e.g. sometimes the attachment is too big). It is suggested the use of a web-based portal/interface. Nothing “Keep doing what you are doing… in terms of adding value to the relationship.”

29 © 2013 Ipsos. All rights reserved. Contains Ipsos' Confidential and Proprietary information and may not be disclosed or reproduced without the prior written consent of Ipsos. Understanding Stakeholder Experiences 23 July 2013 Qualitative Deep Dive Analyses Prepared by: Ipsos Anna Eden, Director

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