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Our Vision, Strategy and Values

Our vision is to be the “must experience” museum that uses past, present and future Kiwi technology and ingenuity to educate and inspire the innovators of tomorrow.

OUR VISION / TŌ MĀTAU MOEMOEĀ

To be the “must experience” museum that uses past, present and future Kiwi technology and ingenuity to educate and inspire the innovators of tomorrow.

Kia whakataumuri te haere whakamua.
My past is my present is my future.
I walk backwards into the future with my eyes fixed on my past.

OUR VALUES / Ō MATAU UARA


INNOVATION
We will be courageous and try new things

COLLABORATION
We will work as a team that respects and supports others

INTEGRITY
We will act ethically and with respect and transparency

SUSTAINABILITY
We will foster knowledge and promote technology that is beneficial to our community and environment

OUR MASTER STRATEGY


In July 2014, MOTAT launched a bold five-year strategy designed to meet the late Dame Cheryll Sotheran’s challenge to develop a strategy and management structure that transformed MOTAT from being a “museum of things” to a “lightbulb institution” that was audience focused, vision based and has a transformative impact on its community.

During the course of 2018, MOTAT’s Board reviewed the Museum’s strategy and concluded that it was working and that it should be refined and extended to 2029.  Some of the factors the Board took into account included:

  • increased visitation

  • engagement and satisfaction

  • better collection care and acquisition

  • improvements in buildings and infrastructure.

Further, audience research undertaken by Morris Hargreaves McIntyre shows that MOTAT is now attracting a wider variety of visitors and the Museum’s Vision as outlined in the strategy is supported by its existing audience and target market.  In particular:

  • Irregular/lapsed visitors (those who haven’t visited MOTAT for over 12 months) were re-engaging – up to 41% from 29% in 2017-2018.

  • MOTAT’s “local audience” was now more ethnically diverse than in the past - visits by those primarily identifying as Chinese (14%), Māori (7%) and Pacific Peoples (7%) all increased significantly on 2017-2018 (i.e. 6%, 3% and 3% respectively).  Conversely, there was significantly lower representation from those identifying as New Zealand European (54%, compared to 70%).

  • Nearly 6 in 10 visitors are looking for deeper engagement with MOTAT.

  • Higher satisfaction rate (i.e. over 90%).

  • MOTAT’s Vision had an 83% resonance score (i.e. MOTAT’s visitors understand and agree with what the Museum is trying to achieve (i.e. to use past, present and future Kiwi technology and ingenuity to educate and inspire the innovators of tomorrow)).

CORE OBJECTIVES / NGĀ TINO WHAINGĀ

  • OBJECTIVE 1

      MAXIMISE THE VISITOR EXPERIENCE

  • OBJECTIVE 2

      EMPOWER THE MOTAT TEAM

  • OBJECTIVE 3

      IMPROVE QUALITY OF THE COLLECTION, ITS CARE AND ACCESSIBILITY

  • OBJECTIVE 4

      IMPROVE OUR BUSINESS AND SUSTAINABILITY

  • OBJECTIVE 5

      ENGAGE WITH LIKE MINDED INSTITUTIONS

The first Annual Plan under the refined strategy is for 2019-2020 and can be found on this website under the Annual Plan section.

View the Master StrategyMaster Strategy - text only