 Fi'r gwneud fel ychydig i ddod i gyntaf'r meddwl ddysgu Ddysgu Zak Menso. Zak yn y Iron Co-Ceo Ysbryd P athleticur ddisgrifenni Llyfrgell. Mae'r gweithio ar ryfed instantly gyda'r lŵr ac oes y ddysgu roedd ei lefn â'r Rhywf Ardeidwyr mewn ddysgu mewn ysbryd yn dipyn, ac mae'r ddysgu sy'n gofynol i dim gael gyfnodydd yn y Birmingham yr Gweith IV cofnodol ar amlwgwyaf ar gyfnodol a llwyf, ond o'r hir ychynig i'w Gwysigol Cysrwyr i fynd i gael ymddangos i'w gymryd Ieithr Theron, a'r hyn o'r amserion Gwyrmian yn gweithio mewn cyfnodol i'r hir ychydig o'r sefydliadu Gwyrmian. Yn ymwysgrifetul, Zapp yn gweithio i'w clywed ar y gorfod i gael ymddangos i gael ydych chi'n gweithio ymddangos i'w gweithio'r gweithio. raeddfyniad. So, Zach. I will hand it over to you. Thanks, David. Firstly, it's a pleasure to be here with everyone. I'm just going to share my screen. Yep, we can see that. Thanks a lot. So, the first thing I'd like to say is for those of you who don't know me, as Dana mentioned, I'm co-CEO of Birmingham Museum's Trust, which means that the views of the co-par is our first piece of transformation, gylŷch, a'i ddweud bod wedi'i gwahanol yn y dryfnod yn gyfan i'w amsgwrdd y rhaglen startedlu fel Sarah Wojid, ddweud o gyfnod ar gyfer Llywodraeth, ac mae wedi jedw'i sgwynt o'ch hwnnw byddai'n credu y cwmwynt yn y dyfodol. Ac mae ydych chi'n defnyddio ar fy dyfodol yma i'n niН y bwysigiaeth gyda llungr ac mae'n meddwl i ei gwerthu. Mae hynny'n fawr i gyffreithio, mae wedi gweithio six, seven ym mherau Nawr a'u cyfnod o'r Cysyllt Prystyr a chyfuddfaith hefyd mewn mwyaf, ac mae'n rhaid i'r gwrthoedd gweithio'r Llyfrgell, Argyfrifadau Argyfrifadau ac rhofnodd a'r cyfrifadau. Mae'n rhaid i'r llach yn y rhaid i'r llach a mae'r gwrthoedd yn y gyfrifadau gywysig a'r cyfrifadau a maen nhw'n gwybod yn ddweud ar adroddau ddefnyddio staff i'r ddeall. Mae'r ddefnyddio ychydig yn gweld i'r ddeallu'r ddeallu ddeallu ar gyfer y ddefnyddio, neu mae'r ddweud o safonu'r ddweud ar fynd i'r ddeallu ar gyfer ddeallu'r ddeallu yn y Grystal, neu'r ddeallu'r ddeallu yn ddeallu'r ddeallu yn ddeallu ar gyfer ddeallu ar gyfer ddeallu'r ddeallu. Mae'r cyfnod ddweud o gwahod o'r cydyn nhw y cerdd, ac mae'n gychwyn o'r cyfnod o'r £28,000 o ddweud. Yr hyn o'r cyfnod o'r cydyn nhw, rwy'n cyfnod o'r cyfnod o'r cydyn nhw, oherwydd rydyn ni'n meddwl bod nifer o'r gwrs o'r hynny o'r hyn o'r bynnag o'r cydyn nhw ymwysig. Mae'n cydyn nhw ymddangos o'r cydyn nhw, ac mae'n cyfnod o'r cyfnod o'r cyfnod o'r cydyn nhw o'r cydyn nhw. ac y gallwn i'n gwybod i'r ysgol yw'r ffordd er mwyn o'r ffordd, yna'r ffordd yn ymddangos y cynhyrch yng Nghymru. Ac dyna'r ffordd yn ymddangos i'r ffordd. yr unig, mae'n ddadfydd cerddol gan ysgol, rydyn ni'n meddwl 95% o ffordd yn ymdangos yma, sy'n ddod i'r ysgol yn ei wneud, nad oes 25% o'n gallw'r pwyllt, ac yn bryd â'r cyfnod yn ei wneud. Ond efallai palau yn y cymdeithasyn ar gyfer eich cyfrannu glam ffordd yn ymgyrch yn gweithio'r cyfrannu. Gweithio chi'n gweithio ymgyrch o dnyddu hwrsraff에is yn ddiweddol. Nid y cwrsraffau o'ch gweithio hefyd yn ymgyrch yn fwy mwylliannol fydd yn bethau hynny bydd pwn i gael ar y genedlaeth. Ond mae ymgyrch yn ddim yn ei tu fân o. Felly mae gydag i'r cwrsraff ac mae gyfwyrdd ymgyrch yn ymgyrch yn i gael y cyfrannu. Of course, being 25% smaller and yet trying to deliver all the things he wants to deliver is one of our first challenges. Now on the screen at the moment, these are purposely small but will be sharing the slides afterwards. This is the 113 services, the public facing services I might add, that we as BMT say that we offer. However, one of my questions of course is how is it possible to run these services if A, we're 25% smaller and B, are these the services that we need now and in the future? Because of course the pandemic has really led to us to think about massive change in all areas. And what's interesting with these services is we found that it's actually difficult to put these services together. And there's lots of crossover, there's opportunity, but there's also kind of, I always think of it as a tax white plates meeting when you're trying to run 115 services because it's really difficult to negotiate the use of resource for the public when you've got all those competing priorities. So in my summary of the talk in the description, sorry, I talked about this idea of being new. And the reason I mentioned that is it feels very much that the pandemic has changed fundamentally how we need to deliver our services. But before we had the pandemic, I would say that there's been quite a lot of slow chipping away anyway at what the value of some of the work that we offer in the sector is. So just in museums, in this case museums are my background rather than libraries, is to explain that for many traditional museums, their traditional core is about preservation, storage, research and display. And in this hierarchy, the visitors are often secondary, and the wider social purposes are usually very small scale projects. And it's interesting, I'll talk about this a bit later, that this wasn't actually the original purpose of the museum. And it's often when I talk to people in the sector, they'll talk about their role as being to protect collections rather than talking about people or about stories, which I think is the more root and branch useful part of for all of us, which we have a field you're in, to be to be focused on. I guess talk a little bit about that today. Now on the screen is the three horizons where the central idea of three horizons and what makes it so useful is that it draws our attention to the fact that there are three horizons are always existing in the present moment. So the first horizon, which is the graph, the curve in red is a dominant system at present. So that's kind of represents business as usual. And we traditionally rely on the systems as being stable. Of course, as the world changes, the business may change, however, we may not have changed. And so there's a fundamental question I have around, are we fit for purpose? Of course, the pandemic has just brought that to the laser like into focus. Then the third horizon, which is the long term successor and is the chart, the curve, sorry, in green is talking about where things will be going to next. And then the second curve in blue represents this transition. And this is the part I'm always really interested in. This is the transformation part around how some of the innovations that we've experienced in the last 12 months and probably the next year or so will eventually to improvements or maybe use to try and prop up the old model. So what's really interesting for me is to think about these things all at the same time. Because I think too often we try and talk about having to make transformation is if the other two are happening at the same time, which of course is not the case. I think as well that it's easy for us to assume then that the current model, it feels sorry as if the current model right now is broken. And we change that. But I'm not actually so sure that just because some of the things have been slowly failing for us or not being as successful as we'd like, that ultimately means that the new thing will come in and sweep away the old stuff. I get to talk about that again a little bit later. So in terms of visual pictorial thoughts of that chart versus how I think about it. It's almost like thinking about a, it felt certainly last 12 months that we were down a coal mine and we were really struggling. And our job now is to look at being smart about how we rebuild. And in this example, the pieces of wood are called pit props. And these are used to ensure that the mines of course don't collapse. And what we're in a position of now and these three pictures to me visual representation of the three horizons chart is an opportunity for us to build something new, knowing that we can't go back to how things were. And actually, this is a bit of a crap joke that is hopefully light at the end of the tunnel. So our current business model, in our case, has been designed pretty much for an old way of doing things that hasn't changed. The last 12 months have re-rattled us in terms of, I mentioned at the beginning, us losing 20, so 95% of our income overnight. Because ultimately we weren't designed in a way to survive such a shock to the system in a short space of time. And if you were to go back to the late 1800s when the museums first opened, and I'm sure it's basically similar for libraries and archives, things haven't shifted that much, people still care for the collection, and there is still a place to visit. So things wouldn't look too dissimilar from that 100 plus year period of time. And so these figures are before the pandemic. But one of the things I'm now really interested in is with the pandemic affecting so many things for us all is what's left. So the average family according to the Office of National Statistics has a weekly spend of approximately £587 per week. And the majority of leisure time for both for men and women, they distinguish in the charts around men and women, is actually the most amount of time is spent consuming mass media. So watching TV, reading or listening to music between 14 and 16 hours a week. And the reason I mentioned that is in terms of if people have limited leisure time, how they choose to use our services in the sector is partly been predicated on understanding both how much time people have available, but also how much money they have. And now the money may not be because our services are often free at the point of entry, but there's often a cost in addition to time of people getting to our locations and perhaps engaging with our services. And there often comes a cost to that. So for me, it's really helpful in terms of how we look at the things going forward is to understand the kind of constraints of the people who might be using us. Also, and this is again pre pandemic, and I wanted to do here is link this idea that COVID has accelerated a number of things is that we've had a, in our particular case, a 29% reduction in real terms of our public spending since 2014. Now there is some wiggle room with that in particular. In this case, Arts Council, they actually had more, we could have been for more money, but it turns out that for whatever reason, various reasons, our proposition ultimately was not seen as being investable, and so we secured less money than we would have liked to have done. So what was really interesting there is, even before the pandemic, the signs were there that perhaps some of what we offered perhaps wasn't in the direction of travel that it perhaps needed to be. And it would be sensible at this point as well just to briefly explain the funding situation because of course the funding situation does partly predicate what we are able to do as an organisation. So roughly 50% of our income is from public funding and the other 50% is from things like ticket sales, memberships, conference hires, school bookings, etc. And because this has been done at the time when, as our funding was reducing, we sought to become more commercial. However, becoming more commercial, it turns out in the pandemic has its pitfalls in that we weren't able to do any of these things. I'm sure it's same for many of you as well. But what's actually fascinating about our expenditure, about £10 a year service, is that when you look at the non-staff costs, we're spending 60% of our money just to run the buildings, that's utilities and running costs, as well as repairs and maintenance. We only actually are spending 4% of our activity directly on museum activity, which for a museum service to be spending only 4% of your total budget on actually doing the things of public one to me is a real risk and shows that we need to change. Is part of our transformation that surely the number should be almost never probably will be quite fit the other way around, but flips so that we are all investing and spending as much of my as possible, actually on the activities for the public rather than sadly having to just almost act as a building facilities manager. Also during the pandemic, one of the things as we all know from the four stage roadmap from the government is that at step two libraries and community centres were able to reopen because they were seen as being critical to the part of the fabric of society and public good, where I was really disappointed to realise that museums were put into step three and treated as indoor entertainment. So when you look at step three and you look at the detailed guidance, it talks about museums being seen as purely tourist attractions in effect. And one of the rationale to putting museums into step three is that they were saying that because the global restrictions have hit airlines and particularly cruise ships and other that they thought that it was the international travel market who clearly were the market for museums. And this may be true for London, of course, and London's biggest museums, galleries and archives, but actually the majority of our museums and our activity on this session today are people who are actually based in their communities. So, as an example, Birmingham almost be a Bristol, only 10% of our visitor figure was an international market. And what it shows to me is that we as a sector haven't done a good enough job that why is the case with student entertainment. And I think that there's been a fundamental loss of confidence in us in the sector at being able to articulate to government and other stakeholders then that museums in this particular case are more than just endurance and entertainment are actually really critical often to local community. So I wanted to make that point because I think it's really important for us to just have a think. And in libraries, for example, although in step two, public libraries have seen real drop in investment and a figure I saw from SILIP had said that public libraries have lost approximately 30% of their investment in the last 10 years. 10 years and we all know many cases of cities considering shutting many of their libraries. So clearly a disconnect about how we see ourselves as being really part of the community, so being seen as something different by certainly part of the establishment. So part of the work we need to be doing in the next couple of years is rebuilding our confidence and it's showing through particularly code recovery how we're all really vital actually to society. One of the things that I really struck by as well is, again, in terms of wanting to look at how we can continue to make our sector better is that the culture sector has structural inequality. And there's a really good book by Brooke O'Brien and Taylor called Culture is Bad for You that really talks about a ghost of the data that hones in on this idea of class, gender and race are unequally represented both in the curation and consumption of culture. So who we all are in the sector is not representative of class, gender and race, nor are the people who have visited us. And there's been little real impact in the past 40 years, despite efforts of the sector wing to change. So we've all talked about changing on an individual basis sometimes have been successful. But as a sector, ultimately, we've had little ability to really change both the curation and consumption of that and by creation, I mean workforce, I mean who we partner with in order to deliver our services. Interestingly, Birmingham has unique opportunity due to our demographic compared to others. That's something that we'll be exploring in the coming years. And so I mentioned some of the things that COVID have accelerated, forced experiments including working from home and the fact that our economic models clearly that seem to work, that there is an appetite for the types of community and local. And so, if COVID has accelerated some of these things, this will help us to better understand how we can improve into near future. So, fortunately, it seems that particularly UK that will be able to have people visiting our sites very, very soon. At least because of some confidence compared to, for example, in the museum world, the people who relied on international travel. Also, and I'll show you a chart in a minute, is some of the things the Funds of Entity shifted, such as people's ability to use online. And we all know a lot about how remote working and doing things differently has happened. Now, there's lots of issues with being forced to do things rather than choosing to do them. At least now we know that there is other ways of doing things. And of course, we need to be really, really cognisant of the fact that as the next few years government will no doubt seek to reduce its spend. And that's obviously a massive challenge. I gave example of us being 50% public funding. So we now already know that it's going to be pressure on our budgets into the near future. But one of the things that COVID has done for us all is basically shown as well that we used to focus quite heavily on in-person activity. And actually it turns out that when everyone gets online, there's lots that can be done. And we've all been proving in the last sort of 12 to 16 months that there is an appetite for people to do things differently. And I say this as someone who's got digital background that it still fills very much that we treat the in-person visits to our sector as being really important. But actually a large part of that is purely because our business model dictates that in-person visit. So now that people can be online, what's really interesting is, since records began in 2006, where just over half the population had access to the internet, in February 2020, against that O&S, actually 96% of households in Great Britain have access to the internet. So that doesn't mean that everyone has access, not everyone has devices. There's lots of digital literacy issues and the qualities from in-person have also been happening online. But with everyone online, it does make some interesting choices for us in our future. I know, for example, with libraries, particularly library management systems in the archived world, the continued success of things like Ancestry show us that as we head towards the future, technology can help us do some of those things in interesting ways. I mean, it may be that this is a great way for us to reduce the scarcity that our physical spaces offer. That's just one example of how things have changed. One thing I'm really interested in for us in the sector is that the spike to the right-hand side of this chart shows us that the percentage of total retail sales in the UK reached just under 40%. And that number is actually sticking this year. So there's been a fundamental huge spike in people who have now got used to the idea of using the internet to buy things. I think that has a real interest going back to 113 services area for us to think about actually how can we become perhaps digital by default in lots of services that we offer. It may long term be that our physical spaces are less of a priority in some ways than us being able to extend the scope, scale and speed of us being able to use technology in the sector to access at least some of our services. Quite often I've talked about people using digital purely for advertising and marketing rather than actually offering services of themselves. Also, a long term trend in terms of it felt like COVID had accelerated this, but it's been around for a long time, is that if you look at the chart, what really interests me are the two lines just from the bottom. So the orange and I'm going to call it a light green colour that shows you people under 34 are using year on year less and less watching live broadcast television and instead they're using streaming to do other services. Again, TV is traditionally expensive for us, but it shows that there's a gap if people are watching live television that things that were recorded, things are online now have even more of an opportunity than before. It's something for us to think about long term as we build our services back to being something different. Also, COVID has accelerated a number of things, particularly useful for us all, I think our idea of digital wallets, something like 65% drop in the use of cash in the last 16 months. That's really significant for us to understand making sure that we are all thinking about having a digital means to access our services. Which before cash often made that very prohibitive for us. Now, again, there are inequalities, not everyone has access to digital means, their cars, etc. And so we have to be careful whatever we do because digital distance away to go forward that we don't leave people behind because I think there's a big gap for us to be aware of particularly as we talk about working with everyone in our communities. Automation is also something that's been happening more and more, and we won't talk about it today, but it's something really fascinating about machine learning and how that helped us all to deliver our services in ways that we can't even think of right now over the next 50 or so years. So these things are not saying that things are going to be hugely important for us today right now. But because we're all in the business of keeping things in perpetuity, so museums, archives, and we're designing and libraries, we plan to try and keep things forever. It's really important that we able to take that long term view and think about how some of these things can be used for us in a positive way. And because we're having to build things differently anyway, now is a good time for us to be considering that. At the moment, our service is having a look at a fundamental routine branch change to organisation to make sure that it's fit for purpose for the future. So we've been working with Museum Studies University of Leicester, with Professor Susan MacLeod, and Professor Richard Sandel. And one of the things that we really need to think about is in order for us to do some of the new things, we need to let go of a whole bunch of things as well. So in this process so far, one of the things that's been really interesting for us all is we keep saying that we want to do more things to be social. But if we do that, it disrupts our business model. However, there's no evidence that this is the case. Inclusive transformation actually demands of us all to think about new and creative ways to approach funding. So if we know that our public funding is decreasing, we know that making money commercially is difficult. We have to think about those things as being a line to treacher, but rather being in competition. And of course it takes a long time to do this, but we have to confront this challenge in order for us to be successful rather than just pining about returning to an increase in public subsidy. Because sadly, I just don't think that's going to be reality. I don't think whichever government it is feels that they can afford that, which comes back to this argument that we all need to be making long term about demonstrating the value of us. Also, now more than ever, probably feels like a time for people to be hunkering back down and serving the people who already serve well. And actually, one of the things that came up in the sessions is this idea of having core audiences and other is actually deeply unhelpful. And actually now is a moment of reset. And that's letting go of trying to assume that we should just be focusing on the common audience. So in the case in the museum section, this data comes across time and time again, particularly from the data arts council has been collecting, is that museums typically superserve the white middle class audience. And we have been talking about trying to do things in other communities, often do very small outreach programmes, but of course all they're really doing is continuing to prop up that old model. And so again, now more than ever, we should be thinking about the long term and talking about that shift rather than talking about it being a case of hunkering back to what we know works well for us because what works well for us actually hasn't really been working well for us. We look behind the curtains for quite some time. Another thing we need to let go of is this idea that we should be ensuring that public spaces are for everyone and so that working more and more with our underrepresented groups can actually help generate a new improved future for us. I think there's lots of discussions we have time to get into today around who's history we're talking about anyway. And because there are so many people that are different from different communities, all over the world, different world views, now is a really good time for us to actually dive into that more, even if it feels there's pressure for us to do things perhaps different. Also a key challenge is learning that one of our roles is to help people advise idea of difference and that is diversity in all the services that we have to offer in the service. And so we shouldn't be ignoring those differences. We should be really finding ways to identify and show these differences and explain them is our role as people who are experts in understanding the past, the present and looking into the future. To really take this time now to put that back at the top of our agenda rather than it feels a little bit like now's the scary time for us to be doing that. If we don't do it, who will do that? So in terms of how things have been changing is also important for us to think about them. So if our funding has been slowly decreasing, if people are using technology more and more, then where does that leave us now? Particularly with, as I mentioned at the beginning, reduction in traditional workforce, sorry, what is first to change? I think the first thing for us all is probably to acknowledge that we need to change our strategy at the museum and I'm sure this is the same for your organisations. It definitely feels like we're always in serious trouble depending on your funding model due to COVID-19. And so by acknowledging that, we're able to say actually we're in turnaround mode and you can Google typical business information to find this. But turnaround is basically you acknowledge that we're in serious trouble. It's about having to re-energise demoralise workforce. I mentioned the fact that not only have we lost 25% of our workforce, people are leaving the sector, jobs have been precarious. It feels, this is the shock from the global health emergency has really, really knocked us on the floor. I think it's important to actually acknowledge that rather than trying to say it's back to business as usual, particularly with the easing of lockdown expected in the coming weeks. It's easy to feel like it's going back to how things used to be. I don't feel that we're going to realise some of the shock for a little while. We've all had to making 12 decisions in the recent months and in the near future under time pressure. So more than ever we're having to make decisions with incomplete information. We're also turned around factors in about going deep enough with painful cuts now and difficult personnel choices. That's because it's the right thing to do on us evolving and changing rather than just trying to go back to how things used to be. A key thing for all of this turnaround mode is understanding and recognising that change is necessary. If we say it for everyone, then we need to make sure it actually put into play things about trying to make sure that we can contribute to a wider society. That also just happens to contribute to the economy and that we have to acknowledge that. I think certainly my organisation right now, it feels that people are aware of the fact that we need to change all sorts of reasons between the business model. However, actually saying it and doing it are really difficult. I just want to acknowledge that it's put time. It's really really difficult to talking about some of the things I've been talking about so far this morning and it has an impact on people. But a little bit of success can go a long way. So understanding that we're in this situation is really important for us to look at this journey that we're going to going on to. So we can move out of a turnaround sort of crisis mode and then turn it into something which is more useful to more people. As an example on the screen now, traditionally we've looked at our organisations often in a very hierarchical approach and it hasn't given us the change of flexibility and ability to be nimble that we'd like. So one of the things that we're looking at on the right hand side, you'll see that actually if anything now or whatever, it's about us really understanding our mission and putting in place that infrastructure and experiences that people want. Acknowledging as well outside expertise that we need others in the sector and put in a state course closer together. The model on the left doesn't include that. It just talks about us very inward facing approach. I think it's very helpful for us all to start to look at other models of doing things that are more around sharing power, co-production and trying to get rid of some of the bureaucracy that we have as organisations. So I just wanted to show that a little bit bigger and a model for this that's been done by others is a thing called sociocracy is used quite often by cooperatives and it allows us to potentially shift from being a model that's about us and to be one that places expertise, both internal and external at the heart of an organisation in order to deliver proper experiences and that are designed to be more inclusive for people. As an example of organizational change as well, we did a recent survey and 92% of our workforce talked about being supportive of some type of remote working, which is really pleased to hear because I think asking people to come to work 9 to 5 to stand up to be councillors at work hasn't really changed since industrial revolution and the work of Frederick Taylor, who was seen as one of the first people management gurus to look at how organisations can be run and things haven't really shifted beyond that. So there's an opportunity for us if COVID forced experiment of asking us to do remote working happened. I mean, it is possible. What's key is that people are very interested in this idea of flexibility. So all's COVID did was say, right, we had to be at home. We're now starting to get back to some sort of weird doesn't quite work hybrid, you know, versus being in the office. And so it should really be about any one of those individually. The interesting question then is not so much remote work, but how do we get things done? I think that's quite a fundamental difference than just thinking about, you know, people want to work at home or not work once working at home. Because actually a good example would be we are now trying to look at being more asynchronous. So actually, do you need to have 90% of your meetings in a day taking an hour and you don't get work done? That's been a fundamental problem we've had since before the pandemic. I think the pandemic has now given us a glimpse of being able to consider to do things in a different way. And that's just really excites me. There's a very quick example about COVID acceleration. I'm really excited about this idea that the government last year fast tracked the trial of e-scooters. And this may give us, in Birmingham's case, we've got locations, geographic dots around the city. But they've always been talked about guests and they've been difficult. So I'm getting very interested about some of this new change around could things like e-scooters be one of the things that help us all get more people to visit our locations. Because it's become easier if this sort of travel happens. And so that's a kind of acceleration I'm interested in that previously maybe it may have been another five, ten years before we even looked at e-scooters being one of the things that could potentially be useful for us in the sector. So where we are in terms of the big wave of change, of course, at the moment is if any of you are used to working in digital technology, this is the garden of hype cycle. And whenever something new comes along with trigger, in this case, we're caught in the pandemic, but there's lots of things throughout the pandemic, it forces us to do things. And everyone gets very excited. And then we give this really big drop and this trial of disillusionment. And it feels as an example that remote working, at home working is that right now. People are so fed up with it and they would rather go back to the office. But we're hoping that there will be things that evolve and change that come through the cycle. So eventually we end up with something. It may not be Zoom, it may not be using live team schools. But we're definitely in the moment somewhere in this hype cycle. I suspect it's somewhere on the way towards the slope of enlightenment, if we want it to be. So I think now is a really good time for us all to think about how we can do things digitally in service of our audiences and our colleagues, rather than abandoning it at this point, because I think that would be also a mistake. So I say all the things I've said so far this morning to really go back to what we're here to do, which of course is to do things with real people. So one of the things I've been thinking about, I can consider you all to think about, is wouldn't it be great if you thought about what would happen if you didn't need the money at this point in time? And if you didn't need to worry about people coming through your doors or using your services, what would you do? Because I think it's really important for us if we want to build new, exciting things in the glam sector. If we took a second to stop worrying about the money and people, what would you do? I think that is a really interesting question for us and I hope it gives you some inspiration to think about this. And so this was a quote from a person called Derek Sivers. And it certainly got me thinking throughout the pandemic around actually starting to worry day to day about this £28,000 a day of running costs. What is my purpose? And I think for us at BNT, as an example, it's about going back to the essence of being purpose led. So putting our social ability and making it useful can help improve the lives of everyone who lives in the region and rebuild us from the bottom up. So based on our role in society at the core and not thinking about us trying to do outreach as a marginal project or service. And this idea of us, a chosen example of circles, rather traditional hierarchy, is how we've got big and we've got clumbisum. How can we go back to being less like that? And I think that the pandemic has given us this ability to think about this in new and different interesting ways. So when we look back at the original function of museums in this case, which is using example of Birmingham, they were actually originally designed to be useful. They weren't designed for the elite. The art gallery was designed to attract ordinary people. It was also not devoted to this abstract idea of art for art's sake. It was designed to provide practical support for people in their everyday lives. William Morris, when he was president of the Birmingham Society of Arts, dismissed this idea of art for art's sake. Unlike the city's civic leaders, he believed that the purpose of art was to help make society better. In particular, he thought that art could help create what we would now call high quality jobs, jobs that are meaningful and satisfying and sustainable. That's actually a key aid in the West Midlands. And so it really got getting us to think about, actually, we know that our organizations aren't just about pieces of paper about storing objects. They're about people, and we know that we can help be part of this recovery, particularly now more than ever. This idea of well-being community is at the forefront. It feels like a real opportunity for us to be grabbing this wave of change, which is people being available, people being often lonely and isolated, and how we can help serve that. A pandemic kicked off, again, stats on the O&S, saying that anxiety, I've certainly stepped in personally from anxiety since the pandemic, has really spiked. And people feeling less happy. That's something that museums, galleries, archives are able to particularly, you know, one of our raison d'etreurs is all about people. Therefore, we can be part of helping to combat people's mental health issues and helping people with independence. So it often affects older people, vulnerable people, and museums, galleries, archives, our civic spaces, our actual spaces are there as places that can help to combat some of these issues. You know, learningness, apparently, is equivalent to equivalent, sorry, of smoking 15 cigarettes a day. So we can help to combat some of these things and strive to be useful to those people. So, not just us, and so hopefully lots of you in the room will be able to see that, bring this all together, is that this idea of social capital as a way of measuring the health of society, which at its heart is about social trust. Lots of times, lots of studies that say our sector is trusted quite highly. We have an opportunity to bring back civic pride and help reduce inequalities. Finally, a thing I wanted to mention as well is it's really difficult to think about changing lots of things. And so it's an interesting quote from Jeff Bezos I regularly think about is what's not going to change in the next 10 years. And that is something that we all have an opportunity to think about deeply and then design our services to meet that particular need. And I won't play it now, but I've saved at the end of the slides the song that inspired me to think about how COVID, how the acceleration of the work we need to do, which is called, I'm new here by Jill Scott Heron, could be part of the solution. He talks about the idea that we can go back. And I'm not sure we can go back to how things used to be. I'm not sure we want to go back to how things used to be. I think what we want to do is take what was good about the past, which was the glam sector's ability to have that social trust to be places, civic spaces, that can contribute to well being of society, and for us to go forth and make a ruckus. So at that point, I just wanted to say thank you. And please do get in touch. I look forward to the questions sessions now. So I'll hand back over to you. Zach, thank you. That was incredible. It was so rich. I mean, there's so many points there that could have been a presentation in of themselves. I love the fact that you reminded us of the original purpose of museums and that 19th century view that they were for the artisan classes and they had that role. You can see the same in the public library movement of the mid 19th century had exactly the same purpose to it. And I do sometimes feel that we've lost some of that civic responsibility idea around our institutions. I think that's going to be a difficult issue for people like you to navigate. I think that we could have spent hours talking about what it's like having a job share at the level of CEO, but perhaps we won't go into that. And also the skills issue, that sort of exodus of skills that we're seeing from all of our sectors at the moment, which I think is really fascinating. But I wanted to pick up because it's come in the questions. I think the tension that you alluded to in the presentation. The tensions and the thoughts about the balance between the physical and the digital, because I think that came out very, very strongly. I mean, one issue is it is you spoke about a wider engagement and need for wider engagement, but they also touched upon digital poverty. And is there a danger there? This is my question, I guess. Is there a danger there that we actually engender a new set of people who are dis-possessed or don't engage because of, you know, as we move into this digital world, there is a significant number of people who don't have the resources and capability to engage? Yeah, I think the first thing to acknowledge is by moving everything online, despite the figure of 96% of people who have an internet, that's quite vague still. It's a misleading figure in and of itself. Any of those kids last year in the pandemic, for example, when you were all stuck at home, your internet wasn't fast enough, you probably, if you were lucky, had one device between your whole family. And so that immediately what you realise is that digital has almost, you know, by accident just exacerbated the inequalities. So, you know, it's no different to the scarcity of physical spaces that's happened with the digital. So, I think our technology in that is the first step to us wanting to change, you know, so we especially digital things, but we have to be confident all the time that everyone has access and that being digitally assisted will be there forever. So again, our physical spaces can help that. Now, most of our spaces probably have free Wi-Fi, for example. So rather than doing it, in fact, I'm not even sure why everyone has free Wi-Fi, right? So the organisations, but there is a good purpose for it. And so what we should be doing is saying, actually, our civic space is going to be places to teach people how to use digital literacy skills and to have access to the technology to use our services and others. I don't think in a moment that we think about Wi-Fi particularly in that way. We sort of say it's almost a futility. We just stick it there because every museum, every gallery has public Wi-Fi. And we're not always necessarily thinking about how we can practically use that. Even if you look at some of the stuff in the banks, banking board, for example, because they are trying desperately to reduce the number of banks. They are trying to teach people how to use digital skills because their business model needs it. And so I'm not saying we should get rid of our museums and galleries and the libraries that go with the digital fully, but we should be understanding our built environment has a place to support the physical and the online. So you're on mute, David. Because as we were talking about the problems of the digital, I dropped out for a few minutes because my in-connection wasn't working. So sorry about that. But that point about the mix between the physical and the digital is one that's been picked up in some of the questions as well. So that question is about a community sense in a digital world that you can with people coming into a physical space. And how one might do that if there are then issues around based on censorship and control and issues around that? I think it's important for us. So as you cut out a little bit, I think I heard your question fully. I think it's important for us to understand that our physical spaces are really, really important and can contribute to the wider inequalities issues that we've got. And that it's just shifting slightly what some of our physical spaces are. So we've just talked about, for example, the Birmingham around actually purposely having flexible spaces, having more seating in the last 20, 30 years. Places have removed spaces to just spend time, which obviously is prohibitive in terms of doing some interesting work. So I think historic properties and all of our assets are really important. And it's important to also acknowledge that people who are online are still real people at the end of those screens. So it's not one or the other. It's about how can we serve people who choose or aren't able to physically come to our spaces, as well as doing those interesting things in our physical buildings. I must also say that our historic property, certainly, that all falling apart is a real lack, chronic lack of investment in our spaces. So sadly, our buildings may not survive another 100 years based on the current fact that they're falling apart. And that raises an interesting question as well, because you talked to one point about how you are almost a building facilities manager, you know, in having to maintain these historians. I think of something like them, the main gallery and museum in the centre of Birmingham, this sort of great Victorian building, which I imagine needs a lot of care and attention to keep it intact. But which may not be necessarily fit for the sorts of purposes that you're talking about as a 21st century museum and attention there. And is there a danger, do you think? I mean, is there a danger that we might lose some of those historic buildings, you know, not specifically Birmingham, but, you know, across the UK? Absolutely, no, there's no, just because they've been there for 100 plus years and people like them, they actually also, for some people, have intimidated buildings. So weirdly, you've got this problem where there's some nostalgia, you know, around Birmingham Museum and Art Gallery rates traditional civic beautiful museum. But if it scares some people off, you know, is it, has it, well it's course, I'm not sure if it has. And converse to that, for example, it's very specifically Birmingham Museum Art Gallery has had to close for the next three years for some refurbishment works. So one of the things we're looking at is actually do we need to put all the offices back in, could we perhaps use some of those spaces for different uses? Is there better collaborations that we can have for people in the sector to do more interesting things rather than just go back to sticking bums on seats to type away a computer all day? So there's an opportunity in this specific case to use our buildings differently, but they are literally crumbling as we speak? The issues around mass media consumption that you touched on, the question about how we might be able to take advantage of that more, and if you had any thoughts about that. About digital use, sorry, was that? So and the changing way in which people are consuming mass media and the opportunities that that might present? Yeah, I mean, I think there's so many opportunities from the growth of digital. Every sector on the planet is seeing year on year growth around the use of that. One of my favourites is still the ancestry. I remember when the ancestry wasn't widespread and there was real concern from everyone saying, oh no, because if we put everything on ancestry, people at physical spaces? Well, actually, what it has done is there's a massive increase in people being interested in a family history in particular. And there's something about that, about the future of like, we're not quite sure what put a finger on it, but we know there's a demand for our work. Recently, the TV series, for example, House Through Time, that led to lots of people suddenly seeing an archive being really understanding what archives are for. And so again, it's about us just trying to negotiate what the user need is. Let's go back to, again, to the essence of what it is we're here to do and how to be super sure of that.