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.