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Strategic Priorities

Strategic Priorities 2012-14

21 November 2012

The National Museum of Australia's strategic priorities aim to transform the Museum and position it for the next decade. They move the focus from inward-looking to outward-looking, and engage strongly with the nation's Indigenous and non-Indigenous communities and traditions.

The strategic priorities seek to bring the Museum to the forefront of cultural life in the country, to a position of thought leadership in which contemporary Australia is understood in relationship to its past and its future promise. They are underpinned by the pursuit of excellence in every area of the Museum's activity. To this end they will deploy all of the internal resources available to the Museum responsibly and to maximum effect. They seek to establish fruitful partnerships to help the Museum grow its resources and reach wider audiences in Australia and globally.

Strategic priority

Business priorities

  1. Build profile

The Museum is
regarded as
contemporary and
relevant to
Australians and the
government.

The Museum builds its profile through research, collections, exhibitions, educational programs and public events that promote lifelong learning, publications and online products. Business priorities for FY 2012–14 are:

1.1 project the Museum nationally and internationally, taking opportunities offered by a new media environment

1.2 extend the Museum's tourism reach through partnerships, targeted promotional campaigns and strategic communication

1.3 focus the Museum's collection development activities to address collection gaps and meet program needs

1.4 plan for the next stage of gallery refurbishment and refine delivery of the Museum's temporary exhibition program

1.5 integrate research with program development, and communicate the Museum's intellectual leadership through public programs, exhibitions and publications.

  1. Align people,
    culture and
    structure

The Museum has the
capability to drive its
strategic intent.

Delivery of programs and services to the public is made possible by the Museum's workforce, facilities, information, media and technology services, business and financial management, and executive support. Business priorities for FY 2012–14 are:

2.1 undertake workforce planning and develop leadership capabilities to support the Museum's new structure

2.2 embed a strategic focus in budget development, planning and reporting

2.3 ensure the alignment of internal performance measures with cross-agency Key Performance Indicators developed by the Office for the Arts

2.4 improve the Performance Management System (Workplace Conversations) through staff and union consultation

2.5 monitor the work culture of the Museum through the Performance Management System, Museum Consultative Forum and staff survey

2.6 implement the Reconciliation Action Plan.

  1. Develop strategic
    partnerships

The Museum has a
network of partners,
sponsors and
champions.

Many Museum programs and services rely upon the support of and partnerships with other cultural agencies, organisations and individuals. Business priorities for FY 2012–14 are:

3.1 continue to implement recommendations of the review of fundraising as appropriate, including developing strategic partnerships

3.2 build partnerships through making effective use of the Client Relationship Management system

3.3 align with whole-of-government agendas for shared computer services, green initiatives, and the rationalisation of property and storage infrastructure

3.4 be a leader in the provision of education programming and curriculum materials in relation to the Australian Curriculum

3.5 develop partnerships that build upon, and develop, the Museum's programs and collection strengths.

  1. Implement new
    forms of delivery

The Museum has
current and emerging
technologies in place.

New digital and information technologies enable the Museum to deliver programs and services to audiences wherever they are. Business priorities for FY 2012–14 are:

4.1 create concepts for using supplementary funding (2012–13 to 2015–16) to enhance access to the Museum's programs and collections

4.2 extend the reach of the Museum's education and learning programs through increased use of digital delivery methods

4.3 complete the reconceptualising of Kspace

4.4 review Information and Communications Technology (ICT) service delivery arrangements to assist the Museum with delivering its strategic directions

4.5 consolidate the implementation of the Museum's digital collections and related assets management system.

  1. Raise
    sustainable
    revenue

The Museum has the
capacity to invest in
infrastructure.

The Museum strives to raise revenue and in-kind support for its facilities and programs by maximising returns from commercial activities and developing supportive relationships with donors and sponsors. Business priorities for FY 2012–14 are:

5.1 undertake a review of the Shop's operations with an aim to increase revenue and expand the Museum's brand

5.2 increase the commercial return for the Museum through enhancing business processes and streamlining operations

5.3 develop innovative programs and events of wide appeal to increase venue hire and the use of facilities, including the Cafe and, theatre

5.4 build a donor base that includes regular giving, major gifts and bequests

5.5 source additional funding opportunities through state and federal governments.