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 |
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
|
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:
|
| 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
|
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:
|
| 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. |
| 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:
|
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:
|
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:
|
| 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:
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. |
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:
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:
See Facilities management, Asset management and Storage and accommodation planning. |
| 7.2 Upgrade information technology infrastructure |
|
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. |
