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The year at a glance

Outcomes and outputs

The National Museum of Australia is a statutory authority within the Australian Government's Communications, Information Technology and the Arts portfolio. The Museum is funded by the Australian Government to achieve an agreed outcome through a series of outputs and associated performance indicators, as specified in the annual Portfolio Budget Statement (PBS). The Museum's outcome is:

Australians have access to the National Museum's collections and public programs to encourage awareness and understanding of Australia's history and culture (National Museum of Australia, Portfolio Budget Statement 2006–07).

Financial summary, measured against PBS

Total price of outputs: $44.431m Actual price of outputs: $47.081m
Departmental appropriations: $40.026m Actual appropriations: $40.026m
Revenue from other sources: $4.405m Actual revenue from other sources: $10.705m
View of a triangular entry into the dream house in the Garden of Australian Dreams.
Garden of Australian Dreams, National Museum of Australia.

Performance summary, measured against PBS

Performance indicators

 

Achievements

 

Relevance of acquisitions
Proportion of acquisitions acquired in accordance with Collection Development Framework

Target 100%
100% of acquisitions acquired in accordance with Collection Development Framework
Accessibility of National Historical Collection
Proportion of the National Historical Collection which is available for exhibition, public programs and research

Target 50%
50% of the National Historical Collection is available for exhibition, public programs and research
The extent to which awareness and understanding of Australia's history and culture is increased
Proportion of visitors and users who indicate the Museum's exhibitions and public programs have contributed a new or different awareness or perspective on Australia's history or culture

Target 75%
81% of visitors surveyed confirmed they had learned something new about Australian history during their visit
Access to exhibitions and programs
Number of visitors or users of Museum's exhibitions and programs (excluding web)

Target 600,000
945,210 visitors or users

Output group 1.1 Collection development and management

Financial summary, measured against PBS

Total price of outputs: $9.151m Actual price of outputs: $7.565m
Departmental appropriations: $8.826m Actual appropriations: $8.826m
Revenue from other sources: $0.325m Actual revenue from other sources: $5.129m

Performance summary, measured against PBS

Performance indicators

Achievements

Quality
100% of National Historical Collection acquisitions are consistent with acquisitions policy 100% of National Historical Collection acquisitions are consistent with acquisitions policy
75% of National Historical Collection stored at or above appropriate museum standards 75% of National Historical Collection stored at or above appropriate museum standards
Quantity
1000 conservation treatments 2175 treatments completed
Price
$9.151m ($46.15 per collection item) $7.565m ($37.83 per collection item)

Output group 1.2 National exhibitions, programs and services

Financial summary, measured against PBS

Total price of outputs: $35.280m Actual price of outputs: $39.516m
Departmental appropriations: $31.200m Actual appropriations: $31.200m
Revenue from other sources: $4.080m Actual revenue from other sources: $5.576m

Performance summary, measured against PBS

Performance indicators

Achievements

Quality
70% of all visitors satisfied or better 94% of visitors recorded they were satisfied or very satisfied with their visit
80% of school visits satisfied that schools programs meet core curriculum requirements 98% of schools visiting the Museum were satisfied that schools programs met their core curriculum requirements
Quantity
600,000 visitors or users of programs 945,210 visitors or users
400,000 unique visits to the website 797,368 unique visits
Price
$35.280m ($58.67 per visitor/user) $39.516m ($41.81 per visitor/user)

Strategic and business priorities: Summary of activities and achievements

1. Key strategic priority: Enhance exhibitions, programs and services

The National Museum of Australia will implement the plan approved by Council to address the recommendations of the Review of Exhibitions and Public Programs (2003) including gallery development, National Historical Collection development and visitor amenities improvement.

Business priority
for 2006–07

Report

1.1 Implement permanent gallery development Year 3 plan

Four of the six projects within the Museum Enhancement Program — visitor amenities, gallery guides, kiosk enhancement and the Garden of Australian Dreams refurbishment — were completed. Progress towards the redevelopment of the permanent galleries included:

  • redevelopment of the Circa theatre progressing, with script development and the appointment of a production company in May
  • content development progressing to completion of workbooks for new galleries Australian Journeys and Creating a Country
  • completion of tendering for exhibition designers, with Cunningham Martyn Design Pty Ltd appointed in May 2007.

See Gallery development.

1.2 Implement 2006–07 exhibitions program

The exhibitions program promotes knowledge of Australian history and provides access to Museum collections throughout the country. This year, the Museum

  • developed four temporary exhibitions
  • presented three buy-in exhibitions
  • sent nine Museum exhibitions to 28 venues throughout Australia
  • began collaboration on a major exhibition for an international venue and commenced planning to host two major international exhibitions at the Museum.

See Temporary and travelling exhibitions.

2. Key strategic priority: Care for the National Historical Collection

The National Museum of Australia will develop and care for the National Historical Collection to help fulfil the Museum's national role.

Business priority for 2006–07

Report

2.1 Implement first stage of documentation and digitisation plan

Stage 1 focused on documentation backlog work, with good progress made. In 2006–07:

  • 2600 objects were accessioned
  • 5000 object records were added to the collections database
  • 6200 records were updated
  • approximately 8000 object records were released to the website.

See Managing the collection.

2.2 Develop National Historical Collection in line with Collection Development Framework

The Museum's Council approved 94 significant collections for inclusion in the National Historical Collection. All were acquired in accordance with the Collection Development Framework as per the PBS performance indicator. Targeted collecting projects supported gallery redevelopment, and future exhibitions. A series of operating procedures concerning collection assessment and documentation were reviewed and improved procedures were implemented.

See Developing the collection.

2.3 Implement 2006–07 conservation work plan

The work plan was implemented, exceeding PBS performance indicators, with 2175 objects treated by conservators. Highlights included:

  • treatment of 554 objects for major temporary exhibitions
  • completion of a major treatment of Sir Robert Menzies' Bentley
  • salvaging and conservation of a series of paintings damaged by the December 2006 storm
  • completion of two major Australian Research Council grant projects.

See Conserving the collection.

3. Key strategic priority: Sustain research and scholarship

The National Museum of Australia will ensure research and scholarship continue to underpin collection development, exhibitions, programs, conservation, publications and other activities.

Business priority for 2006–07

Report

3.1 Further develop the Museum's research profile and capacity

Research and scholarship continued to be fundamental to Museum activities, to enhance Australians' knowledge and understanding of history. Highlights included:

  • establishment of the Centre for Historical Research and recruitment of key staff
  • continuation of the Visiting Fellowships program
  • strengthening of the relationship with The Australian National University
  • progress on 12 Australian Research Council projects
  • publication of two volumes of the scholarly e-journal reCollections.

See Research and scholarship.

4. Key strategic priority: Engage national audiences

The National Museum of Australia will reflect its focus on customer service by developing programs, products and services which engage national audiences.

Business priority for 2006–07

Report

4.1 Implement 2006–07 education outreach plan

This year saw innovative outreach programs continuing to reach students throughout the country and internationally. Highlights included:

  • a second National Youth Challenge to encourage students to explore history in their local communities
  • presentation of an international Talkback Classroom forum in Korea
  • three further units of work produced for the Studies of Society and Environment curriculum and development of a resource on Indigenous cultures for primary schools.

See Education programs.

4.2 Review web platform and extend web content

The review was completed with its key recommendation being to continue with the existing web platform for the next two years. In 2006–07 considerable content was added to the Museum's website. Highlights included:

  • four new online exhibitions
  • two new research websites
  • two community-based online exhibitions.

See Website

5. Key strategic priority: Strengthen business processes

The National Museum of Australia will develop best practice business processes.

Business priority for 2006–07

Report

5.1 Implement electronic employee self-service component of human resources information system Stage 2, rollout of new software, was implemented to provide improved features and access for staff, including electronic access to information on, and processing of, leave, performance management and personal details.

See People management – Better service delivery.

6. Key strategic priority: Enhance staffing and workplace development

The National Museum of Australia will create a working environment where people are valued and organisational potential is continuously developed.

Business priority for 2006–07

Report

6.1 Implement strategies to promote entry-level employment opportunities for Aboriginal and Torres Strait Islander people The following strategies were implemented in 2006–07:
  • cultural awareness training for staff
  • scoping of cadetships, graduate placements and in-service programs for Indigenous students
  • appointment of three Aboriginal cadets.

See The Office of the Principal Advisor (Indigenous) to the Director and People Management – Workplace diversity.

7. Key strategic priority: Augment asset development and planning

The National Museum of Australia will further develop its asset and capital development plans.

Business priority for 2006–07

Report

7.1 Undertake first stage of storage and
accommodation plan
The first stage of the plan was completed and progress made on both short-term and long-term strategies including:
  • an efficiency review of current Mitchell storage premises
  • the development, in light of the non-approval of new funds, of a more detailed functional design brief for a new collection storage facility
  • refurbishment of office accommodation at Mitchell and the identification of possible areas for expansion of staff accommodation at Acton.

See Facilities management, Asset management and Storage and accommodation planning.

7.2 Upgrade information technology infrastructure
  • A review of the Museum's server, storage and communications network infrastructure was completed and a number of recommendations were implemented with more planned for
    2007–08.
  • A new IT Strategic Plan was completed and implementation begun.

See Information technology.

8. Key strategic priority: Strengthen resource base

The National Museum of Australia will build, review and strengthen its commercial activities and its approach to collection donors, sponsorship and philanthropy.

Business priority for 2006–07

Report

8.1 Review Corporate Circle arrangements

The review was completed on schedule and implementation of its recommendations are underway, including the restructuring of the sponsorship program.

See Sponsorship and development.