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    Evaluating the tangible, acknowledging the intangible : the application of auditing, kaitiakitanga and collection management during the Tairāwhiti museum taonga Māori audit : a thesis presented in partial fulfilment of the requirements for the degree of Master of Arts in Museum Studies at Massey University, Manawatu, New Zealand
    (Massey University, 2010) Colmer, Paki-Moana
    The objective of this dissertation is to reveal how the application of auditing and holistic collection management practices can bring about tangible and mutually beneficial outcomes for museums, Māori and taonga Māori collections. The core research of this dissertation is a case study of the Tairāwhiti Museum Taonga Māori Audit. This demonstrates the praxis of auditing; the concurrent application of kaitiakitanga and collection management principles; and the strategic outcomes that may be achieved when undertaking similar initiatives. At present the practice and implications of auditing for museums is an underdeveloped area of enquiry. This dissertation clarifies auditing and its emergence in museum practice; the current debates surrounding it; and examples of national and international auditing to place the Tairāwhiti Museum Audit within the broader context of museum based auditing. The Tairāwhiti Museum Audit demonstrates the rationale, implementation and potential benefits of auditing as a strategic collection management tool. To provide an epistemological framework for the Tairāwhiti Museum Audit the context of taonga Māori from the Māori worldview is clarified, and an overview of shifts toward the acknowledgement and application of mātauranga Māori principles in New Zealand museums is provided. The approach of the Tairāwhiti Museum toward the collection management of taonga has been influenced by external shifts, but more often has been progressive in its response toward meeting the expectations of local Māori and the needs of the taonga Māori collection. The Tairāwhiti Museum Audit is further evidence of this. The dissertation reveals the relevance of taonga to Māori, and demonstrates how kaitiakitanga principles can be applied to strategic collection management initiatives.
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    Mapping what matters in New Zealand museums : stakeholder perspectives on museum performance and accountability : a thesis presented in partial fulfilment of the requirements for the degree of Doctor of Philosophy in Management and Museum Studies, Massey University Albany, Auckland, New Zealand
    (Massey University, 2006) Legget, Jane Anne
    Accountability for museum performance was investigated in the context of New Zealand's public museums. Governing bodies account for museum performance through published annual reports, while performance assessment assists museum managers to achieve museums' objectives. Museum professionals also have expectations of museums. This research questioned whether museums were reporting on the aspects of their performance that mattered to a wider range of stakeholders. The research is both descriptive and exploratory. A nationwide survey of museum directors gathered data about performance assessment at publicly-funded museums where one or more paid staff made management decisions. The Survey's descriptive findings, covering experiences and views of museum assessment practice, set the wider context for an exploratory Case Study of a large museum, combining qualitative and quantitative methods. Various groups of stakeholders identified aspects of the case museum's performance that matter to them and the ways in which they might assess them. Maori perspectives were contributed by several participants, a recognition of the importance of taonga Maori collections in New Zealand museums. Diverse museum stakeholders co-created statements as potential performance assessment criteria. A concept mapping process, involving these statements, revealed distinct conceptual elements of the construct, an 'effectively performing museum', reflecting the respondent groups' differing realities, yet much common ground. Three analytical approaches, functional, structural and cultural, compared and contrasted the concepts and their relative importance. The research identified dimensions of museum performance that could contribute to an integrated framework for museum performance assessment meaningful to a wider range of stakeholders. A conceptual model for museum accountability was developed. Findings suggest that museum performance indicators in New Zealand should extend beyond a focus on visitor numbers and satisfaction to include collection health, staffing quality, Maori concerns and community relationships. Assessment of these factors would enable museums to better account for their performance as community assets.