WAM Stakeholder Satisfaction Report

Report
Understanding Stakeholder Experiences
Qualitative Deep Dive Analyses
23 July 2013
Prepared by: Ipsos
Anna Eden, Director
© 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.
Business Objective
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.
2
Nature of Relationship
We undertook 12 telephone in-depth interviews
Collaboration to assist local museums with heritage, preservation and collection
Funding
advice
Collection
development
Sponsorship
relations
Community & Volunteers
Conservation
Development
Services
Advisory role
Government
contact
Managing public
space around PCC
WA Museum required across a broad range of needs
Collection of information/assessment to feed into approval
documentation processes and development decisions
Advisory
Committee
Exhibition design,
installation &execution
WA Museum required across a broad range of needs
Funding
discussions
New Contacts
Briefs for architects
Specialist taxonomic
advice
WA Museum required across a broad range of needs
Assist with oil spill
preparedness
Corporate
responsibility/public good
Identification of unidentified
invertebrate/bugs
Impact assessment
3
Purchase
image and
format.
File
#:1537681
7
Key Findings: What Did We Learn?
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.
5
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).
6
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).
7
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.
8
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.
9
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.
10
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.
11
Opportunities
Communicate full suite of
services
Assist with re-branding the Museum
beyond just offering exhibits
Better use of technology
& digital engagement
Better use of public
space
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
12
Opportunities
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
Economic and Social
Impact Evaluation
Will help secure further funding and
resourcing
13
Detailed Findings
14
Associations with WAM
Passionate
Dedicated
Well intentioned Critical
Under-resourced
Inclusive
Living treasures/ amazing people
Budget constraints
Helpful
Expertise
Essential
Quality of information
Reporting inaccuracies
Constructive
Need to admit when they are not
the experts
Practical
Transparent
Broken promises
Quick responses
Be there if needed
Little face-to-face time
Ongoing
relationship
Positive sentiment…implemented
less well
Available
Mature relationship
New life
No better organisation to partner with in biodiversity space
Community...not a museum
Note: Larger text = higher associations
Red = negative association
Green = positive association
Dynamism of Alec
Never sitting
still
Offerings are getting better but still
inward looking..need to better
understand what the audience want
Mutual dependency
Resources
Exciting new product
Exciting
Walls are permeable..not stuck in a model
Inviting face for children and
families
15
There are many significant benefits to stakeholders in
maintaining their relationship with WA Museum.
Access to key
industry
contacts
Their size in
the market
Up-to-date
knowledge
Experts in
their field
Brand/
reputation
“Helps us in our approval
process and decision-making in
handling the marine.”
“They are there, up-to-date
and knowledgeable if you
need help.”
“They’re an ally or
gateway to serious
networks.”
“Quality organisation, great to
be associated with because of
quality of work…good for our
corporate responsibility.”
“Always available when you
need a ‘big gun’ on your side.”
Better
business
decisions
made
“Incredibly rewarding
partnership we value highly. We
have access to skills and
expertise and advice that has
been invaluable to us.”
Increased
footfall
around city
Promotion of
the City
Symbiotic
relationship
Capacity
building
Networking/
connecting to
other
organisations
– lessons
learned
“More people go to WAM,
more people in our space,
which is also good for our
retail traders.”
“Great for the City,
beyond arts and culture.”
Credibility
“Adds credibility to our
recommendations to
Council.”
“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.”
“More people experiencing the
City. May not go to the Museum
but will stop for a book or a
coffee..more vibrancy.”
“Capacity building with local
historical societies.”
Working with
local
governments
“Share with me an
understanding of how
local government works,
how to manage the
processes and politics the
best way.”
Attitude
Leadership
“Unusual leader for WAM. Technical
knowledge required but good
manager as well..understands
politics…he’s like an eager kid
moving forward.”
“Enthusiastic nature no matter
what…don’t say die approach.”
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.
Expectations of the Relationship
Doctor Patient
relationship
(minimal
expectation for
collaboration)
To do amazing
things/value add
with our funding by
sharing information
more broadly with
general community
Trusted advisor reassurance on
decisions
made/plans on
right track
New relationship,
political and not
fully trustworthy,
suspicion
Encouragement,
support and advice
Not high
expectations of
receptivity/
responsiveness/
helpfulness
(private companies)
Deliver on
promises
Professional/
friendly staff
Robust/quality work
To follow their own
promotions way
and not receptive to
other ways nor have
ability to break the
mould
Bunch of boffins
who don’t want to
deal with the
mining industry
Some level of
enthusiasm (not
optimal)
Negative
Positive
21
Current Experiences
More lead in time
required for
sponsorship
activities/ more
opportunity to use
outdoor space
Cross-team
information within
WA Museum not
disseminated to
stakeholders- leads
to no response or
poor response
time
Expert knowledge
Leadership team is
one of the best!
This affords time
and respect from
stakeholders
Collaborative
End
Helpful
Above and beyond
expectations
Joint solutions
focus
Timely responses
(e.g. from History
Department – 24
hour response;
from Alec)
Embracing
Excellent customer
service
(communications,
professionalism,
friendliness)
Engaged/bursting
with enthusiasm
Committed
Pleasurable
conversations
No nonsense
approach
Negative
Positive
22
Several stakeholders had no pain points in their relationship – this
seemed more prevalent amongst stakeholders liaising with senior
management.
Delighters and Pain Points
Pain Points
Physical location at
Welshpool difficult to access
Delighters
Resourcing
Some reporting inaccuracies
Going above and beyond
customer service requirements
Accessibility
Vision alignment
Sometimes a feeling of neglect for
history and efforts from state volunteers
Too few regional trips
Dedicated staff who are always
friendly and responsive
More outward focus needed
Responsiveness
Inconsistent level of
communication
Staff- technically, professionally, engaged
and engaging, passionate, helpful
Transparency & honesty
Alec Coles
24
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.
Opportunities for WA Museum
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
End
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.”
26
Opportunities for WA Museum
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 toEnd
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).
27
Opportunities for WA Museum
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.
End
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.”
28
Understanding Stakeholder Experiences
Qualitative Deep Dive Analyses
23 July 2013
Prepared by: Ipsos
Anna Eden, Director
© 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.

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