We, the Council of the National Museum of Australia, present the 2017–18 Corporate Plan, which covers the period from July 2017 to June 2021, as required under paragraph 35 (1) (b) of the Public Governance, Performance and Accountability Act 2013.
The Museum’s functions are set out in its enabling legislation, the National Museum of Australia Act 1980.
Our purpose is to bring to life the rich and diverse stories of Australia through compelling objects, ideas and programs.
Our mission is to promote an understanding of Australia’s history and an awareness of future possibilities by:
- developing, preserving, digitising and exhibiting a significant national collection
- taking a leadership role in research and scholarship
- engaging and providing access for audiences nationally and internationally
- delivering innovative programs.
To achieve this purpose, the Museum’s Strategic Plan 2014–18 sets out five strategic priorities which frame the performance information set out at section 6 of this Plan.
The strategic priorities demonstrate our ambition to bring the Museum to the forefront of cultural life in the country, where contemporary Australia is understood in relation to its past and its future promise.
The Museum endeavours to make the most advantageous use of the national collection in the national interest. The Museum brings to life the rich and diverse stories of Australia through strong engagement with the nation’s varied communities and traditions. Importantly, the Museum maintains a gallery dedicated to exploring the cultures and histories of Australia’s First Peoples. We also seek to establish fruitful partnerships to help the Museum grow its resources and reach wider audiences in Australia and globally.
The Museum will achieve its purpose through key strategies and activities, and will measure its performance using a range of assessment methods.
The key activities for FY 2017–18 are to:
- bring the stories of Australia to life through innovative exhibitions and programs, including the opening of the major exhibition Seven Sisters; expanding the international touring program with the Indigenous exhibition Old Masters: Australia’s Great Bark Artists; and the creation of participatory programs including digital education resources and innovative digital experiences
- develop, manage and preserve the National Historical Collection, enabling access through online engagement by expanding digital access to the collection
- pursue innovative and creative opportunities for visitor engagement and growth, building own-source revenue and fostering sustainable partnerships within the philanthropic, business and cultural sectors for shared benefit
- enhance the attraction of our Canberra site, through redevelopment of external entry areas and internal galleries and visitor experiences, to drive visitation and audience engagement
- engage with Government to champion the Museum’s role in promoting and preserving Australia’s cultural heritage and support its growth and development through new creative and financial partnerships
- deliver an active research and scholarship program that underpins the Museum’s programs through public debate and engagement, including the Defining Moments in Australian History project, the Encounters Indigenous Cultural Workers Scholarship program, conferences and symposia
- expand the Cultural and Corporate Shared Services Centre (CCSSC) initiative to create a collaborative partnership between collecting agencies, and to deliver corporate and business systems more effectively.
The Museum operates in an environment influenced by changing social, economic and environmental contexts. The Museum faces a range of challenges including:
- changing patterns of audience interests and behaviours due to the rise of new technologies
- limits on financial and people resources within the current economic environment
- rigorous standards for ensuring best-practice in acquiring, managing and caring for collections
- demands on the capacity and maintenance of physical infrastructure to meet the future needs of the Museum’s audiences and collections
- heightened requirements for physical and technological security, and emergency response preparedness
- growing awareness of the arts and cultural sector’s potential to advance the national interests of Australia in overseas settings
- a focus on developing sustainable funding models and innovative approaches to growing and diversifying revenue streams.
Through effective governance, planning and resource management, the Museum strives to maintain capability and capacity to meet these challenges.
The Museum has developed a series of strategic planning documents to guide delivery of key activities. These strategies frame business planning and delivery of outputs and outcomes for our stakeholders. Workforce planning is embedded into all aspects of business planning, enabling the Museum to develop workforce capabilities and capacity to deliver strategies, priorities and key outcomes.
In 2017–18 and coming years the Museum will focus on:
- building commercial skills across the organisation to generate own-source revenue at all levels
- providing effective services and expertise in the delivery of corporate shared services to agencies which opt in to the Museum’s Cultural and Corporate Shared Services Centre initiative
- identifying and fostering talent across the organisation to create strong succession planning
- building efficiency, resilience, adaptability and flexibility.
The Museum’s capital investment strategy in 2017–18 will focus on:
- progressing the Master Plan through the redevelopment of the Museum’s main hall, permanent galleries, forecourt, gardens and entry to enhance the experience for visitors
- investment in information and communications technology infrastructure to ensure safe, secure and efficient networks for the Museum and CCSSC clients
- improved online collection searching, discoverability and management of the collections
- replacement of wireless infrastructure to provide improved performance, analytics and location services within the Museum, and to support digital and social media technologies for enhanced visitor experience
- development of new travelling exhibitions to tour Australian and overseas venues
- major works on the Museum’s leased properties to maximise technical and storage facilities for the collection within available resources.
5. Risk oversight and management
In addition to the broader challenges affecting the sector, the Museum identifies and manages risks at strategic and operational levels.
The Museum has an established Risk Management Framework, comprised of:
- a Risk Management Policy, which outlines the agency’s overall approach and direction in relation to risk management
- a Risk Appetite Statement, which specifies the amount of risk the Museum is willing to seek or accept in the pursuit of its purposes
- a Risk Assessment methodology, which provides guidance to staff on how to conduct risk assessments
- a Risk Committee drawn from key areas of the Museum to contribute to policy development, and maintenance and updating of the Strategic and Operational Risk Registers.
Risk plans are developed at business unit level, focusing on both program-wide and project-specific risks. Strategic and operational risks are reported to the Museum’s Executive as required. All strategic and major operational risks are reported to the Audit, Finance and Risk Committee and Council at each quarterly meeting.
The following tables set out the Museum’s intended results (Outcomes) and key activities for 2017–18 and the coming years.
TAKE THE LEAD
The Museum takes the lead role in researching, documenting, and expressing the nation’s history. We are committed to organisational excellence, and innovative and contemporary approaches that draw public attention to our work.
|Lead public discussion about ideas that matter in Australian life||Deliver integrated programming in association with public programs, major exhibitions and research||Measure|
Visitor satisfaction and feedback through evaluations of all major exhibition and public programs
Museum for a world
that is ‘living digitally’
|Deliver online experiences||Measure|
By 2020–21, increase the number of visitor engagement counts to over 2.5 million online experience
|Develop new digital interactives or multimedia products||Measure|
Number of new digital interactives or multimedia products in the reporting period
|Implement Digital Strategy 2016–2020||Measure|
Progress against the Digital Strategy 2016–2020
|Connect with academic, social, commercial, physical and online communities||Participate in collaborative research or development projects, including Australian Research Council partnerships||Measure|
Delivery in accordance with project plans and partnership agreements
|Establish meaningful and long-lived local, national and international relationships||Key partnerships in place to support the Museum’s programs||Measure|
Maintain local, national and international partnerships across a range of Museum programs and activities
|Implement International Strategy 2017–2021||Measure|
By 2021, three new partnerships with leading international institutions
|Implement Tourism Development Strategy 2017–2021||Measure|
Progress against the Tourism Development Strategy 2017–2021
CHERISH OUR STORIESThe Museum’s collection is a rich resource for explaining the forces that have formed modern Australia. We affirm the value and diversity of the nation’s history and experience through our work as storytellers and custodians.
|Bring the stories of Australia to life through innovative exhibitions and programs||Visitation to permanent exhibitions||Measure|
By 2020–21, increase the annual number of visits to permanent exhibitions to over 545,000
|Visitation to special exhibitions||Measure|
By 2020–21, increase the annual number of visits to special exhibitions to over 259,000
|Visitation to travelling exhibitions||Measure|
By 2020–21, increase the annual number of visits to travelling exhibitions to over 250,000
|Ensure our collections are safe and accessible, physically and digitally, for all time||Implement Legacy Collection Project to reduce accessioning backlog||Measure|
By 2020–21, complete and evaluate Legacy Collection Project
Acquire significant objects for inclusion in the National Historical Collection
Achieve target for number of new acquisitions in each reporting period
|Maintain and store National Historical Collection in accordance with appropriate museum standards||Measure|
Achieve target for percentage of collection stored within appropriate museum standards
|Develop the best ideas, research, and scholarship to underpin our programs||Undertake scholarly research and provide subject-matter expertise to a range of Museum projects and activities||Measure|
Production of research pieces for publication and/or presentation as conferences and seminars
|Lead or participate in collaborative research projects that support core themes of the Research Centre||Measure|
Number of partnerships in place that support core themes of the Research Centre
|Create online collections information and access to enhance public engagement||Develop and maintain the Museum’s online collections facility with a collections search function that promotes public participation||Measure|
Progress against the Collections Online project plan
Percentage of total collection available to the public online
LISTEN AND ACTThe Museum puts audiences and visitors at the centre of all its work. We commit to ongoing ‘two-way’ engagement with communities of interest outside our walls, and value their role, expertise, and interest in our success.
|Create participatory programs to engage people in meaningful dialogue||Produce a range of resources, programs and activities as part of the Defining Moments in Australian History project||Measure|
By 2020–2021, Defining Moments in Australia History project plan 2018–2021 completed
|Deliver dynamic and curriculum-linked school programs to primary, secondary and tertiary students||Measure|
By 2020–2021, increase the annual number of student engagements with education programs to over 95,000
|Deliver tailored public and outreach programs for access, adults, families and children||Measure|
By 2020–2021, increase the annual number of visitor engagements with tailored public programs to over 123,000
|Build relationships and engage with communities of interest related to our programs||Continue to expand the Museum’s membership base through Friends and donor programs||Measure|
Increase the Museum’s Friends membership base
Development and implementation of Affinity program to build loyalty, membership and support base
Development and implementation of a Museum Bequest Program
|Act as a cultural hub to connect relevant community groups and interests||Conduct the Museum’s Repatriation Program to advise and assist Indigenous communities and program partners regarding repatriation of ancestral remains||Measure|
Progress against the Repatriation Program plan 2017–2020
|Empower staff to promote our professional expertise to external interests||Engage with external communities of interest to promote capacity-building and knowledge-sharing||Measure|
Development of partnerships and provision of expert services
Advisory services scoped and delivered case by case
|Evaluate Encounters Indigenous Cultural Workers Scholarships pilot program||Measure|
Progress towards development of a sustainable funding model for program
SEE US FIRSTThe Museum's creative form and stunning lakeside site make it a ‘must see’ Canberra destination. We invest in our contemporary architecture and creative exhibitions and programs to deliver unique, distinctive experiences for our visitors.
|Create internal and external experiences at Acton that attract and involve audiences||Deliver a vibrant and engaging calendar of exhibitions, programs and events||Measure|
By 2020–2021, increase the annual number of visitor engagements to over 3.7 million
|Commence redevelopment program of permanent galleries||Measure|
Progress against permanent gallery redevelopment program plan
|Deliver Main Hall redevelopment project||Measure|
Progress against Main Hall redevelopment project plan
|Produce Master Plan for future development of Museum and shared vision for Acton Peninsula||Measure|
Engagement with Museum’s partner institutions on the Acton Peninsula and West Basin for launch and implementation of plan
|Develop community and recreational places inside and outside the Museum building||Develop concept for new space: Discovery@NMA||Measure|
Progress against the Discovery@NMA Project plan
|Commence Forecourt Redevelopment project||Measure|
Progress against the Forecourt Redevelopment project plan
|Establish programs that connect the Museum and its site to Canberra’s city centre||Active participation in the implementation of the ACT Peninsula Precinct Draft Structure Plan||Measure|
Progress of project against project milestones agreed with Peninsula Partners
|Strengthen relationships with AIATSIS, ANU, National Film and Sound Archive (NFSA)||Deliver joint programming and activities with key institutional partners||Measure|
Agreements maintained or initiated with key institutional partners, and joint programming delivered
WORK SMARTERA creative culture that seeks to exploit future opportunities requires efficient organisations and processes. We are focused on maximising the potential of our people, assets, and financial resources to deliver the best possible outcomes.
|Streamline business processes and systems to achieve organisational efficiency||Develop the Cultural and Corporate Shared Services Centre (CCSSC) initiative to create a collaborative partnership between participating agencies, to deliver corporate and business systems more effectively||Measure|
Capacity of the CCSSC expanded to provide corporate and business systems to a number of participating agencies
|Implement Customer Relationship Management (CRM) to optimise benefits of visitor information||Measure|
Progress against the Customer Relationship Manager (CRM) implementation plan
|Establish evaluation, benchmarking, and evidence-based decision-making to plan and manage performance||Embed business planning principles into all aspects of Museum management||Measure|
Quarterly reporting on progress against Corporate Plan targets
|Conduct audience research and evaluation activities||Measure|
Development of audience research and evaluation program
|Develop staff flexibility, agility and resilience to deal with future challenges||Implement training and development programs||Measure|
Staff satisfaction with training and development measured through staff surveys and APS State of the Service outcomes
Training and development opportunities available to all staff
|Increase own-source revenue and manage our financial resources sustainably||Integrate growth and engagement initiatives to contribute to an overall increase of own-source revenue||Measure|
By 2020–2021, revenue from sources other than appropriation trending no less than 15% of all gross operating revenues
|Create a safe, open and collaborative environment that is a pleasure to work in||Maintain Workplace Consultative Committee, Workplace Health and Safety Committee and Diversity Committees and encourage staff participation and involvement||Measure|
Prescribed number of committee meetings held with staff input and participation from across the Museum