Collections Trust Seminar - Exeter

Collections Trust Seminar

Exeter, February 2015

Wifi: RAMMGuest Password:1723

Hashtag: #ctskills

Welcome & introductions!

I’m Nick Poole

CEO of the Collections Trust since 2004, involved in the development of national

standards & funding programmes for museums.

Getting started

• Please do:

• Be an active participant

• Ask questions

• Respect information shared in confidence

• Take the opportunity to network!

Resources

• In your delegate pack, you have:

• Copies of these slides

• Information sheets about today’s resources

• Information about further Collections Trust events

• A Feedback & Evaluation Form

• Today’s slides can be downloaded from www.slideshare.net/collectionstrust

• All other resources available from www.collectionstrust.org.uk

http://www.slideshare.net/collectionstrust

http://www.collectionstrust.org.uk/

Objectives for today

• Our objectives are to:

• Introduce you to the work of the Collections Trust

• Explore how collections management supports the needs of audiences

• Introduce the Excellence in Collections Management model

• Highlight our tools, resources and services to support your work

• Please write down 2-3 things that you want to get out of today (we’ll refer back to these at the end of the day)

A brief introduction to the Collections Trust!

The Collections Trust is...

...the professional association for people who work in

Collections Management

Established 1977

• To promote the education of the public by the development of museums and similar organisations by all appropriate methods;

• To develop, promote, maintain and improve standards of collections and information management in museums, art galleries, heritage organisations and other collections institutions;

• To provide services and resources which improve the standards and methods of collections management and use.

Not-for-profit

ACE funding

Self-generated revenues

Project funding

Our work

• Publish and make available standards, reports and resources

• Run events and training

• Support digital development

• Represent the sector and influence policy makers

• Help you network and share knowledge

Our programmes

• We focus on issues that are relevant to Collections Management:

• Documentation

• Digital development

• Systems development (DAMS, CMS, Web, Mobile)

• Governance

• Security

• Insurance

• Pest Management

• Copyright & IPR

• Cultural property

• Participation & engagement

Special programmes

• Recently we have developed resources, guidelines, factsheets and interactivesaround a series of special programmes:

– Security www.collectionstrust.org.uk/security

– Energy efficiency www.collectionstrust.org.uk/energy-efficiency

– Pests! www.collectionstrust.org.uk/pest-management

– Insurance www.collectionstrust.org.uk/insurance

– Participation www.collectionstrust.org.uk/participation

– Going Digital www.collectionstrust.org.uk/going-digital

– Copyright & licensing www.collectionstrust.org.uk/copyright-and-licensing

http://www.collectionstrust.org.uk/security

http://www.collectionstrust.org.uk/energy-efficiency

http://www.collectionstrust.org.uk/pest-management

http://www.collectionstrust.org.uk/insurance

http://www.collectionstrust.org.uk/participation

http://www.collectionstrust.org.uk/going-digital

http://www.collectionstrust.org.uk/copyright-and-licensing

Going Digital

• New three year ‘back to basics’ programme on IT in museums

• Covering:

– Basic IT audit and planning

– Photography and scanning

– Buying equipment

– Copyright

– Collections Management Systems

– Digital Asset Management Systems

– Sharing collections online

Going Digital

• Free tools and resources including:

– IT Audit toolkit

– Digital Strategy interactive

– Beginners Guide to Digitisation

– How-to copyright factsheets

• www.collectionstrust.org.uk/going-digital


Copyright and licensing

We provide free resources to help museums with copyright issues and we’re addressing how recent legal reforms to copyright affect museums.

• Free resources at www.collectionstrust.org.uk/copyright-and-licensing

• A Copyright Seminar with expert Naomi Korn (18 February 2015, London) www.collectionstrust.org.uk/copyright-seminar

• Copyright: A Practical Guide - updated edition available beginning of 2015

www.collectionstrust.org.uk/shop

http://www.collectionstrust.org.uk/copyright-and-licensing

http://www.collectionstrust.org.uk/copyright-seminar

http://www.collectionstrust.org.uk/shop

The Collections Trust website

• Re-launched in July 2014

• Hundreds of practical, free resources

• The latest news from the sector

• Blog posts

• Online shop (forms and registers, publications, eBooks)

• Comprehensive listing of sector events www.collectionstrust.org.uk/upcoming-events

• Register to receive a fortnightly e-newsletter

http://www.collectionstrust.org.uk/upcoming-events

Practical Guides

• Simple practical guides to key areas of Collections Management:

• Titles:

– Collections Management: A Practical Guide

– Documentation: A Practical Guide

– Copyright: A Practical Guide

– Governance & Collections: A Practical Guide

– Integrated Pest Management: A Practical Guide

• Available from www.collectionstrust.org.uk/shop

(RRP £24.99 and ebook £20.00)


Forms and registers

• Leading supplier of museum forms and registers

– Object Entry Forms

– Object Cards

– Exit Forms

– Simple Catalogue Cards

– Object Movement Tickets

– Transfer of Title Forms

– Accession Registers

• Available from www.collectionstrust.org.uk/shop


Keep in touch

• We offer several ways of keeping in touch with our work and with each other

– Collections Management LinkedIn community (8,200 members)

– Fortnightly email newsletter

– www.twitter.com/collectiontrust

– www.facebook.com/collectionstrust

– www.slideshare.net/collectionstrust

http://www.twitter.com/collectiontrust

http://www.facebook.com/collectionstrust


Update from the Royal Albert Memorial Museum

Julien Parsons, Senior Collections Officer

Update from the Arts Council England

Isabel Wilson, Senior Manager Quality & Standards,Arts Council England

INTRODUCTION

Aims and objectives from today’s seminar

What kind of

museum

professional are

you?

Objects Experiences

Facts Stories

Objects Experiences

Facts Narratives

“Our first duties are to collect, conserve and display material culture, to protect the nation’s treasures and to showcase the high points of human creativity”

Objects Experiences

Facts Stories

“Our first duty is to create an open, welcoming environment in which people can come and enjoy the experience of beautiful, inspiring things”

Objects Experiences

Facts Stories

“It is not the objects themselves, but the connections between them and the stories they can tell. Our duty is to weave stories and objects together to help people understand the world around them”

Objects Experiences

Facts Narratives

“Our first duty is to provide an authoritative record of the development of the natural and man-made world. We must collect and preserve type specimens and objects based on our authoritative and scientific knowledge.”

Objects Experiences

Facts Stories

SESSION ONE

Understanding audiences

Aims for this session

• Discuss the relationship between your museum and its audience

• Identify what we know about what people want from collections

• Discuss ways of understanding audience needs and expectations

• Discuss the idea of a ‘visitor centred design’ approach in museums

VIDEO: Here come the millennials...

https://www.youtube.com/watch?v=XMF6a9mvhZ0

The ‘user journey’...

...describes how people discover your museum, what they do while they’re there and how you maintain the

connection after they leave.

Pre-visit (discovery)

Visit (engagement)

Post-visit (relationship)

The key challenge for collections is to find ways of enhancing and extending the user journey so that people are:

• More likely to find your museum

• More likely to visit

• More likely to develop a lasting relationship with the museum afterwards


Visit (engagement)


‘Snackable’ content – quick, shareable, interesting, quirky & fun, shared as widely as

possible with as many people as possible


Visit (engagement)




Location-specific (iBeacon!) content that is relevant – enabling people to

explore, discover, socialise and promote to their networks


Visit (engagement)




Location-specific (iBeacon!) content that is relevant – enabling people to

explore, discover, socialise and promote to their networks

Deep, relevant, personal and engaging stories, targeted

events and experiences, fresh ideas and offers

Discussion

• How does your museum capture knowledge about your visitors?

• How can you use this knowledge to inform planning?

• What role can the public play in managing & developing your collection?

• Are most of your visitors ‘lean-back’ (they want to come and enjoy well put-together, thoughtful displays) or ‘lean-forward’ (they want to be active participants, get stuck in and be involved in the work of the museum)?

SESSION TWO

Learning & change in your museum

We need to keep moving

The financial model for museums is changing, our role

is changing & peoples expectations of your museum (online and off) are changing

Three models of change

• Internal bottom-up change – a growing dissatisfaction with the operation and/or culture of your museum eventually tips over into a will to change things and the energy to see changes through

• Internal top-down change – a new manager or Board of Trustees set a new direction and drive change through restructuring and re-defining your mission

• External – an external trigger, such as a loss of funding, change of focus, merger or other external factor forces the organisation to change

• Museums are not inherently conservative, but most museums are structured around the idea of managed and purposeful change.

Mission

• Mission matters more than people think!

• Two commons types of museum Mission Statement

– “We are going to change the world,” or

– “We will collect and preserve the history and heritage of [insert name of town] and interpret it for the benefit of the public to support education”

• It doesn’t really matter what the words are. It matters whether you believe them, whether they inspire you and whether you are proud to say it out loud

Brand

• Your museum’s ‘brand’ is the expression of who you are, what you care about, how your museum feels about itself and the relationship you want to have with your audience

• The brand of your museum is what people identify with, volunteer to be part of, have in their mind when planning a visit

• Every member of staff should be a champion for the brand – if its controlled through the marketing team, you’ll never achieve reach and scale

• What is your museum’s brand proposition?

A ‘responsive’ museum...

...is designed around the needs, expectations,

behaviours and abilities of your visitors

The ‘traditional’ museum...

Museums sometimes operate in silos

Education Management Collections Retail IT

The ‘responsive’ museum...

Visitor experience

Collections

Learning

Retail

Online

Visitor Services

Facilities

Social

Mobile

Culture change

Performance culture

Create a climate for

change

Engage staff

Train & reward

Keep track

Create a ‘team’

mentality

Lead by example

Metrics

• How do you measure the value and impact of what you do?

• What kind of ‘value culture’ do you have?

– None

– Count what we can count

– Visitor numbers

– Measure visitor impact

– Measure performance

– Numbers for advocacy

– Planning with data

• Do you use your numbers for internal (planning) use or external advocacy?

Discussion

• What are the main changes impacting on your museum?

• What are the drivers for making changes (eg. survival, doing things better)?

• Is the need for change understood across the whole museum?

• What are the barriers that prevent things from moving forward?

SESSION THREE

Introducing Excellence in Collections Management


• Understand the legal & professional context for collections management

• Introduce the Excellence in Collections model

Collections Management

• “Collections Management” is defined as:

“The strategies, policies, processes and procedures relating to a collection’s development, information, access and care.”

Collections Trust/BSI Code of Practice for

Collections Management (BSI PAS 197:2009)

Key elements

• Collections Management is:

• Integrated across all aspects of running a museum (front of house and behind the scenes)

• About the management of physical, digital and intellectual material

• Never ‘finished’ – an ongoing process not a finite project

• Intended to promote audience engagement and participation

• Designed to achieve public trust and accountability through professional, transparent practice

‘Strategic Collections Management’

Users Funders Politicians



Organisational Mission




Collecting Policy




Collecting Policy

UseDevelopLearnCare




Collecting Policy

UseDevelopLearnCare

InformationProceduresSystemsPeople




Collecting Policy

UseDevelopLearnCare


Evaluation & improvement




Collecting Policy

UseDevelopLearnCare


Evaluation & improvement

Rich online and offline experiences for users

Key elements

• A Collections Management Framework is:

“A set of components that provide the foundations and organizational arrangements for designing, implementing, monitoring, reviewing and improving collections management processes throughout the organization to support the achievement of its mission.”

Key elements

• Collections Management involves a set of technical practices:

• Management

• Communications

• Documentation

• Digitisation

• Copyright

• Risk Management

• Integrated Pest Management

• Security & access control

• Environmental Management (light, UV, temperature, RH)

• Preventive conservation

• Transport & packaging etc.

LAW

STATUTE

ETHICAL CODES

PROFESSIONAL STANDARDS

GOVERNANCE

CORPORATE CULTURE

POLICIES & PROCEDURES

DAILY TASKS

LAW

STATUTE

ETHICAL CODES


GOVERNANCE

CORPORATE CULTURE


DAILY TASKS

MUSEUM

PROFESSIONAL

LEGAL

Museum development

MISSION

FORWARD PLAN

POLICIES

PLANNING

PROCEDURESSYSTEMS

COMPETENCIES

PERFORMANCE MANAGEMENT

CONTINUOUS

IMPROVEMENT

CONTINUOUS IMPROVEMENT

Detailed Model


PLAN

DO

REVIEW


DO


DO

SKILLS & CPD

Key points

• Good collections management is the foundation of great museum experiences

• Having a well-managed foundation promotes flexibility rather than constraining it

• Any kind of development – audience participation, income generation, brand development, outreach or digital – depends on having the basics of good collections practice in place

• Collections management drives both accountability and creativity

SESSION FOUR

Collections Management Standards


• Introduce professional standards for Collections Management

• Introduce the Collections Management Standards Toolkit

LAW

STATUTE

ETHICAL CODES


GOVERNANCE

CORPORATE CULTURE


DAILY TASKS

MUSEUM

PROFESSIONAL

LEGAL

Legal frameworks

• Museums & Libraries Act

• Equalities Act

• Charities Act

• Cultural Property Law

• Copyright Law

• Civil rights & protections

Codes of Ethics

• MA Code of Ethics for Museums

• ICOM Code of Ethics

• Ethical principles associated with Charitable Status

Professional Standards

• Museums Accreditation Scheme

• SPECTRUM Standard

• BSI Publicly Available Specification 197 Code of Practice for Collections Management

• BSI Publicly Available Specification 198 Environmental Management

• GIS Guidelines

Standards Toolkit

• Produced by Collections Trust with support from Arts Council England

• http://www.collectionstrust.org.uk/standards-toolkit/introduction

• Structured around four sections:

– Collections Development standards

– Collections Information standards

– Collections Access standards

– Collections Care & Conservation standards

http://www.collectionstrust.org.uk/standards-toolkit/introduction

Introducing SPECTRUM!

International industry standard for Collections

Management

SPECTRUM Facts & Figures

• 25,000 licensed users

• 40 countries

• 8 languages

• 17 SPECTRUM Partner systems

• Adoption as a national quality standard in 4 countries

• Interest from 5 new territories

STANDARD

WORLDWIDE COMMUNITY (25,000)

COMPLIANCE(17)

GUIDANCEPDF/XML/PRINT

+ SCHEMA

NEW IDEAS

http://www.collectionstrust.org.uk/spectrum

http://www.collectionstrust.org.uk/spectrum

Uses of SPECTRUM

• Not a mandatory standard

• A ‘recipe book’ for developing or reviewing practices in your museum

• Useful for the development of your Procedural Manual

• Promotes accountability & good practice

• Primary procedures are a requirement of Accreditation

SESSION FIVE

Collections Management Competency Framework


• Introduce the Collections Management Competency Framework

• Discuss skills development and CPD for your work

Collections Management Competency Framework

Defining the skills and competencies of the

professional & volunteer collections management

workforce

Competency Framework

Why a Competency Framework?

• Informing the teaching and training of core collections management skills and competencies

• Promoting investment in CPD

• Raising awareness of the value and impact of CM skills on the wider delivery of museum services

• Advocating for investment in CM competencies

• Providing a structure to engage with other industry partners eg. CC Skills, MA, CILIP

Professional development

• Ensuring that museums have access to the Collections Management skills & competencies they need:

– Teaching on University Museum Studies courses

– Providing a Competency Framework for employers

– Delivering a Collections Management Traineeships programme

– Promoting practical apprenticeships

– Free Collections Trust Seminars across England

Traineeships programme

• Runs between October 2014 & September 2015

• Cohort of 20 trainees

• Combination of practical workplace-based training, CPD, mentoring and peer support

• Aimed at enabling new entrants to the profession to build their collections management skills and confidence

• www.collectionstrust.org.uk/traineeships

http://www.collectionstrust.org.uk/traineeships

Key questions

• How do you develop your skills in Collections Management?

• Where do you get formal training and advice?

• Does your museum develop Collections-related skills across different areas/departments?

• What structure is in place for CPD or ongoing development?

SESSION SIX

Rick Lawrence, Digital Media Officer, Royal Albert Memorial

Museum & Art Gallery

SESSION SEVEN

Collections Management and Museum Accreditation


• Introduce the role of Collections & Collections Management in Museum Accreditation

• Understand the relationship between SPECTRUM & Accreditation

• Identify sources of support & guidance

Guiding principle

Collections are central to the function of a museum.

The management of the collections within an Accredited museum is consistent with the statement of purpose, policies and strategic vision for the organisation.

To do this effectively, and to allow for regular review and improvement, a coherent set of policy statements, plans and procedures should be put in place – a collections management framework.

This will address collections development, information, access, care and conservation.

Accreditation Requirements

• 2.1 Satisfactory arrangements for ownership of collections

• 2.2 Collections Development

• 2.3 Documentation policy

• 2.4 Care & conservation policy

• 2.5 Documentation plan

• 2.6 Care & conservation plan

• 2.7 Documentation procedures

• 2.7 Expert assessment of security arrangements

‘Primary’ procedures

Requirement 2.7: “The primary SPECTRUM procedures must be in place in the form of a documentation procedural manual that is available for inspection on request.”

• Object entry

• Acquisition

• Location and movement control

• Marking and/or labelling

• Cataloguing

• Object exit

• Loans in

• Loans out

Accreditation support

We can

• Publish standards and guidelines

• Share case studies

• Work with partner museums in the regions

• Share questions & answers with our networks

• Provide statements of support

We can’t

• Answer questions directly over the phone or by email

Online support

www.collectionstrust.org.uk/collections

http://www.collectionstrust.org.uk/collections

SESSION EIGHT

Developing a ‘Digital Strategy’


• Explore the role of ‘digital’ in engaging audiences with collections

• Identify key trends in ‘going digital’

• Introduce guidance and resources for museums wanting to make better use of technology

Digital Design Principles

• Start with needs*

• Do less

• Design with data

• Do the hard work to make it simple

• Iterate. Then iterate again

• Build for inclusion

• Understand context

• Build digital services, not websites

• Be consistent, not uniform

• Make things open – it makes things better

• www.gov.uk/design-principles

(* Other people’s needs, that is...)

http://www.gov.uk/design-principles

Tate Digital Strategy

• Implicitly linked to the Strategic Plan

• ‘Digital as a Dimension of Everything’

• Aligning the development of:

• Content

• IT infrastructure

• Social media

• Publishing & distribution

• Retail & income generation

HRP Strategic Planning

• No separate ‘Digital Strategy’

• 4 principles:

• Guardianship

• Discovery

• Showmanship

• Independence

• Digital underpins and supports the achievement of these principles, rather than acting as a standalone priority

HRP Strategic Planning

VISITOR JOURNEY

7 ‘personas’

ANALYTICS & CUSTOMER DATA ASSET MANAGEMENT

IT INFRASTRUCTURE

CHANGE PROGRAMME

Digital Benchmarks

• A simple diagnostic tool

• Mapping progress

• Celebrating success

• Planning development

• An integrated approach

Digital Benchmark “Range Statements”

StrategyLevel Description0 The organisation has no strategic plan or statement of mission or purpose *1 The organisation has a strategic plan or mission which does not reference engagement

through technology2 The organisation has a strategic plan, which includes projects and programmes, some of

which make use of technology. Digital is not fully integrated into the strategy, which is not regularly reviewed.

3 The organisation has a strategic plan, which includes projects and programmes, some of which make use of technology.

Digital is integrated into the strategy, which is regularly reviewed. 4 The organisation has a strategic plan/mission in place which references the use of digital

technologies to support core delivery, or it has a separate (but connected) digital strategy in place.

There is at least one digital champion within the senior management of the organisation. The strategic plan is regularly reviewed and updated.

5 The organisation has a strategic plan/mission in place which integrates the use of digital technologies to support core delivery.

The digital elements of the plan are owned and championed at a senior (Board & management) level and supported by appropriate budgets.

Digital technologies are embedded across all teams/departments of the organisation. Digital delivery and engagement through technology are embedded within the

organisation’s performance framework. The strategic plan is regularly reviewed and updated.

Mid-sized regional museum

0

1

2

3

4

5

STRATEGY

PEOPLE

SYSTEMS

DIGITISATION

CONTENT DELIVERY

ANALYTICS

ENGAGEMENT

REVENUE

Smaller museum

0

1

2

3

4

5

STRATEGY

PEOPLE

SYSTEMS

DIGITISATION

CONTENT DELIVERY

ANALYTICS

ENGAGEMENT

REVENUE

Showing progress

0

1

2

3

4

5

STRATEGY

PEOPLE

SYSTEMS

DIGITISATION

CONTENT DELIVERY

ANALYTICS

ENGAGEMENT

REVENUE

2012

2011

Content-based marketing

• From ‘sales’ to ‘add value’

• People are drawn to platforms and content which add value for them in their daily lives

• 3 connected strategies:

– ‘Snackable’ content

– Content-as-a-service (to support visits, education & engagement)

– ‘Vertical’ or niche content

Collections online

• Having things online does not automatically lead to access

• It is a significant investment of time and effort

• The 90/8/2 rule:

– 90% of your content acts as marketing for the museum

– 8% might make money if you invested heavily in it

– 2% of most collections will be a solid, bankable revenue stream

What people want from online collections…

CONTENT

METADATA

A BIT A LOT

CONTENT

METADATA

A BIT A LOT

FUN


CONTENT

METADATA

A BIT A LOT

FUN

RESEARCH


CONTENT

METADATA

A BIT A LOT

FUN

RESEARCH

LEARNINGOUTREACH


136

CONTENT

METADATA

A BIT A LOT

FUN

RESEARCH

LEARNING

DATA MINING

COLLECTIONS MANAGEMENT

AGGREGATION

OUTREACH


137

CONTENT

METADATA

A BIT A LOT

FUN

RESEARCH

LEARNING

DATA MINING


AGGREGATION

OUTREACH

Digitize relatively few things & spend your money on quality and context


CONTENT

METADATA

A BIT A LOT

FUN

RESEARCH

LEARNING

DATA MINING


AGGREGATION

OUTREACH

Digitize relatively few things & spend your money on quality and context

Digitize lots of things, use standards and don’t worry too much about promotion


Defining terms: reuse

• Describes a wide spectrum of activities and applications of digital cultural content undertaken by 3rd parties

Degrees of ‘open’

• Attitudes and approaches to ‘open’ reuse of museum content exist along a sliding scale:

‘Radically’ open

Fully commercial




Fully commercial

Toe in the water




Fully commercial

Toe in the water

Mission driven




Fully commercial

Toe in the water

Mission driven

Steady state




Fully commercial

Thinking about it

Toe in the water

Mission driven

Steady state

Perceived benefits of open

• Perceived benefits for the museum include:

– Improved public awareness of content (PR, reputation & brand equity)

– Improved discoverability of content (re-use & promotional value)

– Improved opportunities for audience participation (audience development)

– Secondary improvements in quality of content (internal use value)

• The jury’s still out – compelling evidence of significantly higher traffic through eg. Wikipedia, but we tend to lack the metrics to assess impact of referrals on core business

Perceived benefits of open

• Perceived broader/societal benefits include:

– Stimulating innovation & creativity (economic value)

– Increased educational use (delivering on mission)

– Increased use for research/scholarship (utility & economic value)

– Inter-cultural dialogue and understanding (utility value)

• Quantification of these wider benefits tends to attribute to intermediary/3rd-party platforms, hence not always acknowledged in calculus of ROI

Practical steps to ‘going open’

1. Define your terms/read around the subject

2. Identify a suitable collection or sub-collection

3. Choose an appropriate license for your aims

4. Prepare your data for sharing

5. Write a blog

6. Add your data to an online repository

7. Track and evaluate impact

8. Share good news with colleagues/management

www.p2pu.org/he/groups/open-glam

http://www.p2pu.org/he/groups/open-glam

The investment gap

• There is a critical lack of investment in content generation, staff capacity, infrastructure, enrichment, delivery platforms, marketing and promotion and organisational development to support income generation

• An increasing number of museums are adopting an ‘open by default’ strategy because they lack the capacity effectively to monetise the digital content

• Lack of cost-recovery results in declining reinvestment in further activity

• A lack of clear and coherent policy results in a culture of case-by-case decision-making, inconsistency and a lack of clarity about the business case for reinvestment

The future of Documentation?

Learning to COPE

Developing practical steps to ensure that your collections

and systems are fit-for-purpose to support your

museum

‘Create Once, Publish Everywhere’

• If collections and collections-based information are to play their part in enhancing and extending the visitor experience, they need to be discoverable and usable outside the museum and its website

• ‘COPE’ is the Collections Trust’s strategy for developing collections information and collections-related content that supports:

• Collections care

• Collections discovery & re-use

• Learning and intepretation

• Visitor engagement

COPE in practice, from this...

COLLECTIONSDOCUMENTATION

DIGITAL ASSET MANAGEMENT

INFORMATION / RECORDS

SYSTEMS OF RECORD

SYSTEMS OF ENGAGEMENT

USER CHANNELS & PLATFORMSBYOD

Museum

website

Gallery

interactives

Social

mediaAggregators

To this...

Collections Content &

systems

Mobile

Social

Website

OnsiteBYOD

Wearable

Something new!

Additional resources

• Collections Trust Digital Benchmarks Toolhttp://www.collectionstrust.org.uk/digital/digital-benchmarks-for-the-culture-sector

• Going Digital resources, toolkits, simple guides and glossary:http://www.collectionstrust.org.uk/going-digital

• Guidance on developing digital strategieshttp://www.collectionstrust.org.uk/digital-strategy

• Free Simple Guide to Digitisationhttp://www.collectionstrust.org.uk/digitisation

http://www.collectionstrust.org.uk/digital/digital-benchmarks-for-the-culture-sector


http://www.collectionstrust.org.uk/digital-strategy

http://www.collectionstrust.org.uk/digitisation

Wrap up & conclusions

Wrap up & conclusions

• Great collections management is at the heart of every successful museum

• You can help your museum be more resilient and adapt to the current and future needs and expectations of visitors

• Collections management can help make your museum more sustainable, both by finding opportunities to reduce costs and opening up primary income and secondary revenue through audience engagement

• We need to provide evidence of the value and impact of collections management to secure reinvestment

Keep in touch

• We offer several ways of keeping in touch with our work and with each other

– Collections Management LinkedIn community (8,200 members)

– Fortnightly email newsletter

– www.twitter.com/collectiontrust

– www.facebook.com/collectionstrust

– www.slideshare.net/collectionstrust

http://www.twitter.com/collectiontrust

http://www.facebook.com/collectionstrust


Thank you for your time and participation!

Collections Trust Seminar - Exeter

Government & Nonprofit

Transcript of Collections Trust Seminar - Exeter