 Hello everyone and welcome to NIMO's webinar, Mission, Vision and Values, What Acts? NIMO is the network of European museum organizations and represents European museums towards policymakers on both national and EU level. Moreover, NIMO provides a platform to share knowledge and train museum professionals in Europe through our training courses, learning exchanges and the webinars. Today's webinar will be facilitated by David Biome, who is not only the director of the German Museums Association since 2017, but also the NIMO chair since 2014. Before coming to Germany, David was the head of the joint office of the Swiss Museums Association and ICUM Switzerland for 11 years. A few months ago, David was giving a workshop in Georgia in the course of NIMO's partner project, the Museumus, on today's topic, Mission, Vision and Values for Museums. In a changing world, museums should regularly think about what they are actually doing, what they want to achieve and how they are working. In this one hour webinar, David will give you some keys to develop, confirm and rethink your museum identity statement. At the end of the webinar session, you can ask questions in the Q&A chat and the chat function. I now head over to David Biome and wish you all a fruitful webinar session. Hey, thank you very much, Mira, for this introduction. And thank you all that you are here. You are very numerous. We have reached the maximum number of participants. So thank you very much that you are here. It's my first webinar, so I hope it will be technically OK. I hope you will put up with my French accent 60 minutes long. And of course, I hope this webinar will contribute to achieve your goals. First of all, I want to ask you a question. If I ask you now what is your museum for, are you able to answer this question? I opened a poll, and you can just click on it and give your answer. So can you answer the question right now? What is your museum for? The question is, are you able to answer this question? Yes, of course you can. Or you have to think about it a couple of minutes. Or you say, I'm not responsible for these strategic matters or for the four possibilities to say, no, no, I'm sorry. I'm not able to answer the question. It's great. We have now a lot of people that are able to answer the question. If you are not working for a museum, we have some students in the, or just interested people in the participant group. You can just think about your last visitor, the last museum you visited. Because actually as a visitor, you should also, after one visit, be able to explain what is the museum for. So we are waiting a couple of seconds. Some people say, no, OK, no. Not some people, just one person. So I give you the result in a couple of seconds. You have now maybe 10 seconds time to answer the question. Can, are you able to answer the question, what is your museum for? Yes, you have to think about it. Or you are not responsible for that. Or you are not able. OK, we are going to see the result. And you see now the result. We have 35% of the participants. And they say, yes, I know what is my museum for. Great. So it means the webinar today will give you some keys to not to rethink, or maybe to rethink your identity statements, but to confirm them, or just to check how you work with your identity statements. 20% say I have to think about it. Great, because we are going to think about it in the next hour. And 10% says I'm not responsible for this strategic matter. I think that is an interesting answer. The question, who is responsible for this question, what is your museum for? My idea is that every stakeholder in a museum, not only the director, not only the organization paying for the museum, not only every people having contact with the museum, including the visitors, should be able to answer the question. And they cannot say I'm not responsible for that. But it's interesting to speak about that and to think about that, that is the idea of this webinar. So we come back to you. If you are museum director, if you are student, if you are just museum visitor interested in museums, it's always interesting to take time to think about museum identity. So our objective is to think about identity statements for museums. In general, we don't have a lot of time. It's very important. It's very strategic. It's very central to think about what are the objectives, what is the identity of the museum. But actually, we are always working in the daily life. And we don't take time to think about that. So it's good to have this time today. Thank you that you take this time. And I'd like to give you some keys to develop, to confirm, or to rethink your museum identity statement. I have four chapters. The first chapter is a kind of warm-up. We want to ask what should the museum be. We are going to ask ICON. Then we are really coming to the subject. We are going to define what is mission, what is vision, what is values. Then the third chapter is a chapter about other identity points, other bearer of identity. Mission, vision, and values is very good. It's the bone of the identity of the museum, but it's not enough. And at the end, I'd like to give you just a short summary and possibly some short recommendation. So we are speaking about museum identity. And this word identity is a little bit tricky. It's a political word. So just to be sure which values, because it's a question of values, which values I connect with the word identity, just want to say three things. When I speak about identity, I don't think about an essentialist identity. Like with people, we don't have one identity at the beginning of the life, and until the end of the life, we are exactly the same people. So it's not essentialist. It's, of course, identity multilayered. So for an organization like for people, we have a lot of different facets, a lot of different sides. We have a lot of different tensions in our identity. So that's for me value, the multilayered characteristic of identity. And of course, identity is dynamic. What you are, what your organization is today is not exactly what the organization is going to be in 10 years. So just to be sure and to begin to speak about values. So first chapter, what should the museum be? And one organization has been dealing with the museum definition for more than 70 years. That's ICOM. And so this first warm-up chapter is a tribute to ICOM. And I begin with the museum definition of ICOM, the current museum definition that you know, I think. But we take time to read it now. A museum is a nonprofit permanent institution in the service of society and its development, open to the public, which acquires, conserves, researches, communicates, and exhibits the tangible and intangible heritage of humanity and its environment for the purposes of education, study, and enjoyment. Actually, we know all these definitions, but it is good regularly to read it and to see what does it mean, everything. And now we don't think about just about what does it mean, but we are going to rearrange the content of this definition. This definition has four different contents. Some information about the status of the museum, some information about activities. The definition speaks about the purposes of the museum and about the aim. So if we organize the contents about the status, we have a nonprofit, the fact that the museum is a permanent institution and that the museum is an open institution. About the activities is clear acquisition, conservation, research, communication, exhibition. And then we have information about the purposes. What is the purposes of a museum according to the current ICON definition? The purposes are education, study, and enjoyment. So we know what is the museum, what are the activities, what are the purposes, but what is the ultimate goal of the museum? It's just one sentence. ICON says the museum have to be in the service of society and its development. So we do everything according to ICON. We do everything what we do in the museum to develop society. ICON doesn't say what does it mean, but that is the aim. So when we have these four parts of the definition, we see some connection with values, mission, and vision. The status of the museum are actually values, to be nonprofit, to be permanent, to be open, that are values. The activities are connected with a mission of the museum. And the aim, the ultimate goal of the museum, can be seen as a vision. But this definition haven't been developed to fit in these three bone definition parts of a museum's values, mission, and vision. So let's have a look to the alternative museum definition. You know that ICON proposed a new museum definition last year during the General Assembly. And you know possibly also that this definition haven't been accepted and have to be more discussed, to be re-discussed, or to be accepted in another form, maybe in two years. Let's read the first part of the definition of this new definition of the alternative museum definition that have been proposed by ICON. Museums are democratizing, inclusive, and polyphonic spaces for critical dialogue about the past and the future. The acknowledging and addressing the conflicts and challenging of the present, they hold artifacts and specimens in trust for society, safeguard diverse memories for future generation, and guarantee equal rights and equal access to heritage for all people. So we can rearrange this definition really in three groups. Every content of this definition are fitting in the three group, vision, mission, and values. The values, easy, inclusive, values are usually just adjectives. So inclusive, diverse, critical, the museum stand for equality and for trust. We have then the mission. The mission, according of this new definition, is to safeguard and guarantee access to heritage. And that museum are spaces for dialogue. And the vision, the long-term vision, is that museum have to address present challenges and have a democratizing effect. Not alone, of course, a very long-time vision that they could contribute to democratization of society. Let's have a look now to the second part of the definition. You know these definitions very long. Museum are not for profit. They are participatory and transparent, and work in active partnership with and for diverse communities to collect, preserve, research, interpret, exhibit, and enhance understandings of the world, aiming to contribute to human dignity and social justice, global equality, and planetary well-being. It's a big programmer. It's a long definition. And with this part, we can do exactly the same work like before and take the part of the definition in a group of vision, mission, values. The missions are collect, preserve, research, interpret, exhibit, the world. The values are not for profit. Participatory, transparent, standing for diversity, for partnership. And the vision is the idea that the museum can enhance understandings of the world and contributing to very, very broad goals, dignity, social justice, equality, and planetary well-being. So the new definition or the proposed definition last year during the ICOM General Assembly is from the structure, perfect, because it's the definition of museum based on vision, mission, and values. But the definition haven't been accepted. And I'd like to ask you to write, I think, here. So you should have your chat there to write your answer to this question. What's the problem? What do you think, just in one word or two words? Why these new definitions haven't been accepted, despite the fact that this definition is perfectly based on mission, vision, and values, and it's clear about that? So I just want to see what you write. It's too wide, very interesting, yes. It's too long, absolutely very interesting. Too much ideology, I read, is too wide, yes. Too many words, so too long, yes. Too abstract. It complicated the simple mission of museum, too complex. So it's interesting because I wrote the result of a discussion with a group of participants in the last training I had in Dbilisi last year. And the list was exactly the list you are writing in your chat. What the problem is that the definition is too long, too abstract, too complicated, possibly too connotated. There are some words, very important concept, like inclusion or planetary well-being, very interesting concept, but they are politically connotated, very difficult to implement because it's not clear enough how to do that, and possibly this definition is a little bit pretentious. And if I make this list, my goal is not to criticize the proposal of ICUM. The discussion is ongoing. That's everything OK. It's interesting just to have this example, to know if you write your museum identity statement, your vision statement, your value statement, your mission statement. Think about that, not too long, not too abstract, not too complicated, if possible, not connotated, not difficult to implement, so think about the implementation before. And of course, not too pretentious, what does it mean? Of course, we all believe I do that museum can change lives, but every museum cannot change the whole world. So sometimes it's good just to be a little bit humble. So let's move to the second chapter. We are going now really to define what is mission, what is vision, what is value. We all know what it is, what it could be. We just take time to try to find a usable, practical definition. And to begin with the definition, I take just have taken a dictionary, the Merriam-Webster dictionary. And I've tried to find these three words. The word mission, what does it mean according to the dictionary? A mission is a specific task with which a person or a group is charged, very simple, very clear. But there are other definitions that are more abstract, that are possibly more interesting for the museum work. The second definition is that the mission is a body of person sent to perform a service or carry on an activity. So a mission is not only a task that can be a group of people, political mission, for example. The third definition is very interesting. I think the mission is a calling, a vocation. So we have now a kind of layer that is quite religious. If you take the force, it's an assignment to work in a field of missionary enterprise. So it's like a religious mission. And I think a mixture of everything is usable in the museum world, but we have to be so concrete as possible. So for the museum, the mission is what your museum aims to do in the short term. So what you do and what you aim to do, what you can do, but we add a layer of deeper content. When you speak about the mission of your museum, you should explain, you should give information about why your museum exists. So and if you don't want to use the word mission because it's also connotated, it's been used for many years. In every sector, it's not only in the museum sector, it's a cultural sector, it's a nonprofit sector. So if you don't want to use the word mission, you can use the word function. What is the value? Values are, if you take the dictionary, the monetary rules of something. So we cannot really begin with that in the museum world because we are a nonprofit. So we take the second definition. It's a fair return or equivalent in good services of money, a fair return for something exchange. That is interesting. Now we are in a situation of exchange, of dialogue. And the third definition is very interesting for us, is something such as a principle or quality, intrinsically valuable or desirable. That is very interesting for the museum. All the three layers are very interesting for the definition of what is museum values. But for the values, we want to be concrete. And it's why I propose you to use the word values to answer the question, how your museum is managed, but how it means based on what your museum believes in. So what is important for museum, how you manage the museum is a possibility of expressing the values what you, as a person, but what your museum believes in. So if you don't want to use the connotated word values, you can try with the soul of the museum. When I work in a museum, when I do something in the museum, which is the soul in which I am acting. And third definition, the vision. If you take the Marian Webster dictionary and the vision, you have the act, the power of seeing. Very simple, very concrete, not abstract. But it can go much in another direction. It's also the act of the power of imagination. So not only what you see, but what you can imagine. Of course, I like these definitions. It's very interesting for the museums. Third definition, something seen in a dream, in a trance, even in ecstasy. So I think the vision of the museum is in between. It's not only the reality what you see, but I think it doesn't have to be a dream that is impossible to reach. So for the museum, the definition I propose to you is what your museum wants to achieve in the long term. The mission was a short term. Now we are in the long term. The vision is where your museum wants to eventually be. So possibly you cannot reach the goal, or maybe in 100 years. So you have to be the vision, the imagination, what you would like to become. And you can think also about what the museums wants to change in the long term. So if you don't want to use the word vision, you can try with the word goal. But to think about really goal and question of social change or a goal in the long term. So mission and function, vision and goal, values and soul, they are three different concepts. But the three different concepts are, of course, very connected. They are all three objects are the bone of the identity of museums. And sometimes if you write an identity statement or presentation of your museum, and you mixed all the three categories of information, that's OK. But for exercising what is mission, what is vision, what is values, I suggest you to try, not now. We don't have any time for that. But it's an exercise, a proposal for an exercise. Try to write one sentence with a mission statement, one vision statement, just one sentence or two, and a value statement. You don't have them to publish the three different kind of information separately. You can have a mix of all the things. But if you do this exercise, you are able then to separate and to be more precise about the identity of your museum. I give you, as an example, some mission, vision, and value statements of organizations, not museums. I took, for this example, I took some colleagues from museum associations, and I begin with the Museum Association of the UK. The mission is to inspire museums to change lives. So is the base of the work they do. The vision is connected with the museums. The vision is that the museums in the UK are at the heart of their communities but inclusive, participatory, and socially engaged. So that is the vision, the long-term goal of the Museum Association in the UK. They want to have museums in the UK at the heart of their community that are inclusive, participatory, and socially engaged. And the values interesting is courage, the Museum Association, the value of the Museum Association. Work on the base of courage, diversity and equality is important for the Museum Association and very important for the Museum Association is the way to work, to work always collaboratively with the museums, for example. Second example, different example, another Museum Association, the Finnish Museum Association. The mission the Finnish Museum Association gives itself is helping museums succeed. Very simple mission. The vision, so the long-term goal is that the FMA, the Finnish Museum Association, is, so will become, that is the vision, a strong advocacy organization in Finland and a forerunner in developing the museum field in Europe. That's the vision of the FMA. And the values of the FMA interesting is 4C, member centricity, curiosity, courage, and sense of community, so member centricity, 4C. And last example, just to see that it's really easy or possible to separate the three statements, the American Alliance of Museum. The mission of the AAM is to champion museums and to nurture excellence. It's really a slogan. You see the mission is indeed three organizations very short presented as a kind of slogan. The vision of the AAM is a world informed and enriched by thriving museum. It's not only the USA, the world. They would like to have an impact of a worldwide impact. And the values, partnership, access and inclusivity, excellence, and courage is interesting. These three museum organizations have a lot in common, of course, but also the idea of to be courageous. I like this idea. If you are courageous, it means you are facing challenges. And you try to do something and you can make mistakes. So it's very interesting the ideas of the values of an institution to be courageous. Now we come to the third chapter. Mission vision values, we know what is it. Possibly we are able to write a statement about mission vision values. But what else? I think it's not enough to have just the mission vision values. The identity of museum is more than only to focus on the three things that are very important, but it's not enough. So what comes on top or what can be added to these kinds of statements, so mission statement, vision statement, value statement, to have a real functioning identity statement. Because identity is what a museum is, what a museum has, what a museum wants to be, how the museum is perceived, and a lot of other things. Identity is very, very complex. So I have a second idea for an exercise that you could do after this webinar. Just to look around you in different institutions, look for their mission vision and value statement or statements where they present themselves. You could take a lot of 5, 6, 10, and compare them and to see at which moment when you read them, you have the impression, OK, you understand what is the museum for. So this question of which added information are very important to understand the identity of the museum. I've tried to take some other identification of different institutions, the South Australian Museum, National Museum of Australia, Smith only has a big institution, smaller institution, the Spanish Army Museum, the VNA, National Museum New Delhi, or smaller institutions like the Irish Linens and Lisbon Museum. Just to tell you what the result I give you then is based on a list of different identity statements. Take just what you have in your institution, what you find around you, and try to find what are these added information. The result of my research and discussion are also with participants of different training sessions is that a short presentation of the history of the institution is very important to add to the mission, the vision, and the value to understand what the museum is and why the museum is important. Second piece of information that is very essential, the positioning of your institution, so the USP, the UNING selling proposition, what do you have that other museum haven't? And at the same time, if you say how unique you are, you can then mention with which other organization you are working. So when you mention other organizations, you are able to profile more your unique institution. Sometimes there were some sentences about the benefits. If you are not mentioning them in the mission, the vision, the values, then, and of course, it's important for you, you can mention what are the benefits of your institution for the visitors, what the visitors get at the end of the visit. And in general, what is the benefits of this institution for society? What could be, I see you have problem with the sound. I hope it's not for everyone. If you listen with your headphones. OK, no, no, that's OK. It's just a problem for one or two people. So if you have an echo, you should use a headphone. So just to come back to this question. Yes, Bennett speak for society. What brings the, what could it be, what could be the society without your institutions? Very interesting to think about that when you think about your mission, your vision, and your values. What you can add is the relevance. What are really the need of the visitors of society? And how can you meet these needs? You can mention also challenges. What are the priority for the next years? Sometimes the vision is a very, very long term vision. So with goals that are, which are difficult to achieve. So it's good to, it can be interesting to say, OK, next year we are going to do that. In the next 10 years we are going to do that. And we have a long term vision. You can also, to enhance the expression of identity of your museum, speak about services. And why not the visitors' rights? So how do you deal with your, with the, with comment of the visitors, for example? So they are some elements of a citizen charter. The question of citizen charter could be a part of, or the subject of a, of a webinar. So I don't want to, to mention, just wanted to mention that. And sometimes if it's important to you, you can have a political statement. We saw that in different museums, for example, also in Germany. There are some museum making political statements on their website about climate crisis, about refugees, or about extremism. So all these things can really enhance and strengthen the identity of, of your, your museum. It's why I speak always about identity statement. If not only mission, vision and values, because they are the bone of the identity statement, but you can add a lot of other things. Now I'd like to say something that is very important to me. We are, when we speak about museum mission, museum vision, museums values, we are very focused on document, on words, on definitions. It's, it's just in our culture. That is very important to have statement, about the document. But the identity of museum is not only expressed by document. It's really not enough. The expression of the identity of your museum is much more visible, for example, on the website, through the social media. I would say the, the identity of museum is, that is very central, is expressed in the museum. So in the building, the location of the museum, the visitor experience is absolutely essential to understand the identity of, of, of the museum. So what you have in the statement should be visible, should be, should be experienced in the museum. And of course, the last bearer, or the most important communicator of the museum identity, of the values, of the mission, of the vision are the people. The people working in the museum, also the people working in the administration, giving you money, or, or other stakeholders. So the visitors are very important ambassador for your museum identity. So your statement shouldn't be only on the paper. And it's important to check if the goal you have, or the information you have in your statement, in your document, are visible, are expressed in these different situations. So we are looking, we come back to this criteria. We saw, we said the identity is not on emission vision values. It's very important, but you can add something like the positioning, benefits, so relevance, or your institution. And that is great on the paper. So on the paper in your statement, on the website, that is important base. But if you take the museum and the people, you have, I would say, other identity criteria. You are, you have other places, our element, that can express the identity of the museums. For example, in the building, the facade. The facade is already saying something. You can write what you want on your identity statement. People who doesn't know your identity statement, they say the facade of the museums. And you are always already saying that, saying something, from possibly something else. The signs, for example, in the museums, if on your identity statements, you say, we are an inclusive museum, but the signs are not understandable because they are very beautiful, very colorful, very possibly arty, but not understandable. You cannot find exactly what you are going to look for. Then you have tension between your identity statement and what you actually are expressing. The entrance, the corporate design, the language, or the languages. So the language, it means if you are an open institution that you use words in the exhibition or in the entrance that people cannot understand because it's a very specific language. Or if you say we are an international institution in your identity statements or in your mission, but you are only one language, even if the language is only English, I don't think that you express the fact that you are international if you are only one language. The program, so the activity programs are saying a lot of things about your identity. The facilities, the building history, it means if the building has a history, is it readable? Do you give the visitor the beginning of the visit where the visitor doesn't know yet what is the exhibition and that he or she is in a place that has a lot of questions. So other identity bearer is the owner of museums. It's very interesting in a training session the participant says they are museum. They smell like museum and other not. So it's always good to know what are the bearer, the ambassadors, the places where identity is expressed and to check if your identity statement, what you want to express is in line. So for example, that is another exercise I give you. You take your identity statement, what you already have on your website or on your museum presentation. Possibly you have already vision, mission, value statement. You take it and you go inside the museum and you check. If you write, for example, that your museum is a place for learning, the question is, is it visible? Are the school classes, for example, in the museum or in another building, if they are not visible, it's difficult to express the idea that your museum is a place of learning if it's not visible. And last but not least, the most important communicator of identity are the people. And it's very important that all the people having a contact with museums are able to say what is the museum for, not only the director. Everyone is actually responsible for that. Another question that you should ask is do they believe it? Because it's important, it's possible to be ambassador and say our museum is a place for learning or is an inclusive institution, but do you really believe it? If not, you should change your identity statement. And the third question is, are they part of the process? Identity and mission, values and vision are not decided by one person, the head of the organization, but should be discussed with the whole team because it's the only way to have different ambassadors of the identity of the museum. The museum statement shouldn't be just there in a cupboard. So now, I think I told you the most important thing I wanted to tell you. I just want to make a summary shortly and then I give you the possibility to ask some question if you want. The mission of the museum is what your museum aims to do in the short term. It's what it can do, not just what you want, but what it can. So it's realizable. And the mission tells some things about why your museum exists. The vision is what your museum wants to achieve in the long term. It's where your museum wants to eventually be. And it's what the museum wants to change socially or in society. The values is how your museum is managed based on what it believes in and what's important to your museum. Mission, vision, and values are interconnected, very important. And it's not enough. They are not enough to express the identity of museum. So you can add some question like the positioning of the institution, the benefits for the visitor, for society, and the relevance of your institution. The expression of identity is not only possible through documents. It is extremely important to use your website, social media to express your values, your mission, your vision. The identity of museum should be visible. You can experience it in the museum, in the location. And the most important communicator of identity are the people and all the stakeholders having a connection with the museum, so included the visitors. Question you always have to ask, or regularly, who knows your identity, who knows your mission, vision, and value statement, who believes in it, and who participates. And at the end of this webinar, I would like just to say three recommendations, very simple recommendation. I gave you already some exercise if you want to do that, but now just short recommendation. The first, you should communicate the vision, the mission, the values of your museum everywhere, everywhere at every moment, not only on the paper and then is published on your website. It doesn't, if you cannot communicate everywhere, you don't need to work on your identity statements. Second recommendation, you should monitor how your museum identity is perceived. It's very interesting to ask people that don't know the museum or your museum to come to visit the museum and then ask them what was seen, what was experienced, which values they saw, which, if the vision, if the mission of the museum was clear and understandable. It is very, very important. And you should monitor it regularly, at least one time, to see if you are in line with your written statement. And the third recommendation I would like to share with you, you should review regularly your identity statement. Identity statement is not there to be unchanged 10 or 20 years. You can let it unchanged if it's valid. But I think it's very important to be regularly once a year or every two years to speak about that with the whole team of the museum, at least. So it's, I think, everything what I wanted to tell you. You are important. If you are the museum director, if you have a museum visitor, I think you are ambassador of museum. So if the museum are the shaft, have a very strong identity, this identity must be visible and by every people inside, outside, and must be so desirable that people would like to become ambassador of the identity of your museum. That would be at least my vision. So it's everything what I wanted to tell you. We have now five minutes left. If you want to ask some question, I would read them. Now I have some thank you. That's great. But now a question. Would you say the Visible Museum staff also adds to the identity conveyed to the visitor? How can you convey the identity to a visitor? Please do this exercise. You visit a museum, not your museum because you know your museum, but you visit another museum that you don't know, for example, when you are on holidays in another country. And you record all your impressions before you visit an exhibition. So you think about the facade, your perception. What could it be? What could the museum be? You go inside. You see how you speak with the people working there. If they speak with you, how they are dressed, for example, do they have a uniform or not? So all the things that we actually not see, but all these things that are expression of identity. And then you try to write for a museum that you don't know, you try to write what could be the vision, what could be the mission, what could be the values. And if you cannot write that, it means the museum could add some information or think about some changes in the museum experience. Maybe another question. What was the biggest challenge for you in consulting museum or the identity subject? I don't consult directly museums. But I know a lot of museums and a museum director. The most important challenges are museums that have never thought about what they say. It means everything is focused on exhibition and the exhibition is usually very well done with perfect texts, et cetera. But they don't know what the museum, what the institutions say. For example, there are a lot of museums with a lot of different collections. And you come inside and you see all these different questions. But you don't understand the connection. You don't understand the history. Why? Why are these information in the museum? So these very important questions are sometimes in some museum not asked, absolutely not asked. And I think that is a big challenge. Sometimes you have also a museum with a name, art museum, or communication museum. And so you go inside and you don't see, you have an expectation, but you see something else. You see sculptures in the first room in a museum that is a theater museum, for example. Why? There is a reason, but it's not visible. Last question, if I find it, try to read one question. What can be done or what would we recommend? Sorry, sorry, the question is not coming. Oh, I can't read. What can be done or what you recommend if a small museum has a split identity, simply because it belongs to the regional art museum landscape and to the local university collection? What message would be helpful for external visitors? What message would be conveyed to students? Be transparent. Say that. If you have a museum with a kind of multiple identity, that's OK. Museum is a place where we can ask, when we can present complex identity. But tell it at the beginning, we are a museum with, for example, two founders, always a very difficult history, or we change completely our core of the collection. But tell it. So transparency would be my last word, because we have to stop. Thank you very much for your attention. You can ask Nemo or ask me some question. You can follow me on Twitter, if you want. And I'm happy to answer the other question after the webinar. It was a pleasure. I hope I could give you some keys to improve the identity statement of your museum, improve or just check. And I thank you for your attention. Thank you very much.