Highlights of the year
The Museum's performance this year was outstanding with highlights including:
- record numbers to our exhibitions and programs at the Museum and 11 exhibitions that travelled around Australia and to Japan
- substantial expansion in numbers accessing the National Historical Collection through an enhanced publications program and website
- a significant increase in scholarly and research activity
- the opening of the refurbished Circa revolving theatre.
Achievements against agreed outcomes and outputs
The National Museum of Australia is a statutory authority within the Australian Government Department of the Environment, Water, Heritage and the Arts portfolio. The Australian Government funds the Museum 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, 2007–08)
Outcome: Financial summary, measured against PBS
The price of outputs was $47,979,000 (anticipated $48,759,000). Departmental appropriations were $40,764,000 (anticipated $40,952,000) and revenue from other sources was $7,386,000 (anticipated $7,807,000).
Outcome: Performance summary, measured against PBS
Relevance of acquisitions
The target of 100 per cent for the proportion of acquisitions acquired in accordance with the Collection Development Framework was achieved.
Accessibility of collections and programs
The target of 1,150,000 for the number of visitors or users of Museum exhibitions and programs (including web) was exceeded (1,007,856 visitors or users and 1,521,926 web visitors: a total achievement of 2,529,782).
The extent to which awareness and understanding of Australia's history and culture is increased
The target of 75 per cent for the proportion of visitors and users who indicated the Museum's exhibitions and public programs contributed to a new or different awareness or perspective on Australia's history or culture was exceeded (81 per cent achieved).
Output Group 1.1: Collection development and management — Financial summary, measured against PBS
The price of Output 1.1 was $7,628,000 (anticipated $12,220,000). Departmental appropriations were $9,003,000 (anticipated $9,050,000) and revenue from other sources was $1,244,000 (anticipated $3,170,000).
Output Group 1.1: Collection development and management — Performance summary, measured against PBS
Quality
The estimate for the percentage (75 per cent) of the National Historical Collection being packed or stored at, or above, appropriate museum standards was achieved.
Quantity
The Museum acquired 113 collections as part of the National Historical Collection. The number of conservation treatments completed was 2289, against an estimate of 1000 treatments. Against the anticipation that documentation for 10,000 collection items would be made available on the Museum's website, 8466 were made accessible.
Output Group 1.2: National exhibitions, programs and services — Financial summary measured against PBS
The price of Output 1.2 was $40.351m (anticipated $36.539m). Departmental appropriations were $31.761m (anticipated $31.902m) and revenue from other sources was $6.143m (anticipated $4.637m).
Output Group 1.2: National exhibitions, programs and services — Performance summary measured against PBS
Quality
Visitor satisfaction (94 per cent) exceeded the target of 85 per cent, and the satisfaction (98 per cent) of schools with the Museum's schools programs meeting core curriculum requirements also substantially exceeded the target (80 per cent).
Quantity
The target of 1,150,000 for the number of visitors or users of Museum exhibitions and programs (including web) was exceeded (1,007,856 visitors or users and 1,521,926 web visitors: a total achievement of 2,529,782).
Achievement of strategic and business priorities
Strategic and business priorities:
Summary of activities and achievements, 2007–08
1. Key strategic priority: Enhance exhibitions, programs and services
The National Museum of Australia strives to ensure that Australians have access to its collections and programs and to encourage awareness and understanding of Australian history and culture. The Museum will achieve this by developing and delivering exhibitions and activities that are audience-focused, object-centred and rich in content.
Business priorities
|
Reports |
|
1.1 Deliver the new Circa audiovisual program |
Circa opened to the public over the first week of April on a preview basis to enable technical testing and adjustments. |
| 1.2 Deliver the new Australian Journeys gallery |
The gallery concept was finalised in September 2007, with content development and developed design completed in December 2007 and May 2008 respectively. See Gallery development - Development of the permanent galleries. |
| 1.3 Continue development of the new Creating a Country gallery |
Significant progress in the development of this new exhibition gallery included:
|
| 1.4 Develop and deliver a temporary gallery program |
The temporary gallery program promotes knowledge of Australian history and provides access to Museum collections throughout the country. This year the Museum:
|
2. Key strategic priority: Develop the National Historical Collection and improve collections storage
The National Museum of Australia is mandated to develop and maintain a national collection of historical material. The Museum will continue to develop its acquisitions program, maintain its collections to the highest possible standards and improve its collections storage.
Business priorities
|
Reports |
|
2.1 Develop the collection through key acquisitions and targeted collecting projects |
The Museum's Council approved 113 significant collections for inclusion in the National Historical Collection. All were acquired in accordance with the Collection Development Framework as set out in the PBS performance indicator. Targeted collecting projects supported gallery development and future exhibitions. A series of operating procedures concerning collection assessment and documentation were reviewed and improved procedures were implemented. |
| 2.2 Develop storage and management plans that ensure the long-term preservation and sustainability of Museum collections |
A detailed functional design brief and strategy for collections storage was completed. The Museum implemented its conservation work plan, and exceeded PBS performance indicators, with 2289 objects treated for all purposes by conservators. See Management performance – Storage and accommodation planning. |
| 2.3 Increase the quantity, quality and accessibility of collection information |
Collection information was increased as follows:
|
3. Key strategic priority: Strengthen research and scholarship
The National Museum of Australia aims to be a centre of excellence for research and scholarship, and to contribute to the body of knowledge about Australian history and culture. The Museum will significantly develop its research andscholarship activity over the coming years.
Business priorities
|
Reports |
|
3.1 Establish the Centre for Historical Research and devise a program of research, conferences and publications |
Research and scholarship continued to be fundamental to Museum activities. Highlights included:
|
| 3.2 Integrate the operations of the Centre for Historical Research into existing Museum research in history, museum studies and material culture |
The Centre for Historical Research:
|
| 3.3 Establish research partnerships with academic and institutional partners |
Research partnerships were established with the following partners:
See Research and Scholarship – Strategic research partnerships. |
4. Key strategic priority: Enhance national and international profile
The National Museum of Australia's vision is to be a recognised world-class museum. The Museum will continue to develop as a national institution of international standing though leadership in museum practice, by fostering partnerships and delivering effective, engaging outreach programs.
Business priorities
|
Reports |
|
4.1 Build relationships and collaborations with the museum sector in Australia and internationally |
Relationships and collaborations established or continued during the year included:
|
| 4.2 Deliver travelling exhibitions and other outreach programs |
High quality outreach programs delivered to the Australian community included:
See Communicating and connecting with the community – The Museum's website. |
5. Key strategic priority: Develop staff, business practices and infrastructure
The National Museum of Australia will continue to review the way business is conducted. The Museum will operate in a way that utilises better practices and provides an environment to assist staff to undertake their work.
Business priorities
|
Reports |
|
5.1 Develop staff accommodation plan |
A staff accommodation planning exercise, aiming to identify current pressures, provide baseline data and analyse future accommodation planning, was completed. See Management performance – Storage and accommodation planning. |
| 5.2 Support workforce diversity and skill retention |
The Museum continued to implement the Workplace Diversity Plan 2005–08, with a focus on recruitment and retention of Indigenous staff. Corporate training concentrated on building capability in cultural awareness, contract management and leadership. See Management performance – People management: Supporting and making workplace diversity a priority. |
| 5.3 Augment and upgrade the Museum's information technology infrastructure |
Key achievements included the implementation of new or upgraded:
New online business system projects were completed, enabling web-based recruitment and web access to the Museum's collection management system. A Request for Tender for the supply and implementation of network switch infrastructure was completed. |
| 5.4 Commence negotiations for the next Certified Agreement |
A Certified Agreement Working Group, comprising representatives from management, staff and the Community and Public Sector Union, commenced negotiations on 4 March 2008, and finalised a draft agreement for assessment and endorsement by the Department of Education, Employment and Workplace Relations and the Department of the Environment, Water, Heritage and the Arts by June 2008. See Management performance – People management: Impact and features of workplace agreements. |
