Against the background of musingplaces having renewed and/or changing relevancies to societies there is a case to be put that the following proposals need serious and careful consideration:
- That the governance structure and management paradigm that is apparently currently evolving at the TMAG be such that it provides the governance and operational model for like institutions throughout Tasmania. Furthermore, that the status of musingplaces be supported by appropriate legislation and regulation. And when and where appropriate initiate the appointment of expert Advisory Councils/Colleges similar to the way the current TMAG’s Aboriginal Advisory Council currently functions and operate statewide relevant to all musingplaces and heritage properties.
- The Trusteeship of the TMAG be extended in both membership and scope. Furthermore, there is a strong case to be put that the role of the board should/could be focused statewide. In particular the roles of the Chairperson and members be given a high profile relative to the governance and management of Tasmania’s ‘cultural estate’ in the broadest context.
- That the TMAG and kindred musingplaces in Tasmania be reimagined as an income generating ‘cultural enterprises’ – as opposed to it being a cost centre – in a renewed strategic planning process. This should mean that these institutions engage with their audience and communities in proactive ways and ways that add value to not only their particular institutions but the wider community. It is important to note that so-called new technologies now offer accessible opportunities to achieve at least some of the paradigm shift that is implied here and that would be required.
- The TMAG and kindred musingplaces embrace the concept of entrepreneurship and the proactive marketing that comes with it. Furthermore, by way of example, use the TMAG as an exemplar for kindred institutions in regard to what can be achieved through programs and audience reach. Furthermore, be the model for governance and management structure that Tasmania's musingplaces operate under. Indeed the TMAG has a role to play in respect to communities’ engagement with musingplaces via the entrepreneurial modelling embraced by the institution – i.e. via such initiatives as crowdfunding, digital exhibitions, etc.
- The details of all this would seem to suggest that all public historic buildings monuments etc. should be under the aegis of the TMAG directorship – perhaps re-imagined as the Director Museums Tasmania. Under such a paradigm all of the State’s museums and art galleries would/should/could fall under the ’Directorship’ of the TMAG’s director and the governance of a ‘Tasmanian Trusteeship’ supported by local advisory panels and tasked committees. Possibly relevant aspects of the ‘natural environment’ might also fall under the aegis of such a directorship and operational paradigm.
- In context with the above, initiate a cultural forum as a kind of ‘cultural think-tank’ that draws upon the broad spectrum of cultural thinkers, academics, educators researchers, et al charged with the task of interrogating and investigating new 21st C opportunities that may be open to the State’s cultural and heritage institutions and networks.
Clearly, musingplaces have a role to play in Tasmanian society as engine houses of discovery and in multifarious ways. Alongside universities they have been a major area within which ‘free enquiry’ can be engaged with and carried out at multiple levels. Looking forward, and via 'citizen curation' – citizen activism, citizen science and other citizen initiated programming – 21st C musingplaces seem destined to play a new role in community cultural life.
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