Strategic Priorities FY 2011-2012 to FY 2015-2016 and Business Priorities FY 2011-2012
Preamble
The strategic priorities are aimed at transforming the National Museum and positioning it for the next decade. They move the focus from inward-looking to outward-looking. The strategic priorities seek to bring the Museum to the forefront of the cultural life of 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 priorities
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Business priorities
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| 1. Create a place that people love, renowned for its excellence |
1.1 Improve signage, access, circulation in the Museum 1.2 Implement new branding 1.3 Market the Museum effectively and uniquely 1.4 Ensure displays maintain their currency through an active changeover program 1.5 Establish a masterplan and business case for the development of the Acton Peninsula 1.6 Improve the entrance experience to our building, including redevelopment of catering facilities 1.7 Design and implement wireless networking capability throughout the Museum building |
| 2. Reach and involve people whoever they are and wherever they are |
2.1 Present public programs that engage with the concerns of contemporary Australia. 2.2 Deliver travelling exhibitions and programs for regional Australia 2.3 Maximise our opportunities in the digital realm. 2.4 Develop and deliver a diverse program of temporary exhibitions. 2.5 Seek partnerships that will allow the reach of the Museum to be extended. |
| 3. Use the collection to the full |
3.1 Develop and install Large Objects Display Zone (to open July 2012) 3.2 Create and disseminate easily accessible collection information for internal and external users 3.3 Increase public access to collections in Canberra at the Museum’s site at Acton and the stores at Mitchell 3.4 Implement plan for upgrade of Mitchell facility (90 Vicars Street) 3.5 Implement ongoing stocktake and de-accessioning program for the National Historical Collection. |
| 4. Treat the whole Museum and its activities as an integrated educational experience |
4.1 Define the visitor experience to be achieved through the redevelopment of children’s spaces in the Museum 4.2 Develop a whole-of-Museum Research Strategy to maintain excellence in scholarship 4.3 Deliver exhibitions, programs and resources that reflect the national curriculum. 4.4 Deliver educational and public programs that promote learning opportunities at every stage of life-long learning. |
| 5. Harness the capacity of our people to maximum effect – their ideas, research capacity, diverse experiences and energy |
5.1 Finalise Enterprise Agreement negotiations to replace the 2008-2011 collective agreement 5.2 Optimise training and mentorship program for specific skill sets or capabilities and facilitate internal staff exchanges 5.3 Implement the Workplace Diversity Plan through processes of staff consultation and direct involvement. 5.4 Progress the implementation of the Administration Wing Extension 5.5 Maximise the reach and engagement of the Centre for Historical Research |
| 6. Increase our resources and make maximum use of them |
6.1 Increase the level of private sector sponsorship 6.2 Investigate and target revenue opportunities through existing and new government programs and initiatives 6.3 Improve the Museum’s asset management framework 6.4 Implement and embrace energy efficiency measures throughout the Museum. 6.5 Effect targetted training to engender an organisation-wide culture of project management, risk management and accountability |
Version 1.0, 17 March 2011
Prepared by: Andrew Sayers, Director