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Achievement of strategic and business priorities

Strategic priority 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 2013–14 were:

Business priorities Report
1.1 Project the Museum nationally and internationally, taking opportunities offered by a new media environment

Achieved:

In progress:

  • The Goree newsletter was developed into an online format for implementation in 2014–15.
1.2 Extend the Museum’s tourism reach through partnerships, targeted promotional campaigns and strategic communication

Achieved:

  • Close links were maintained with local, national and international tourism industries through participation in major events and trade shows.
  • The Museum participated for a second year in the ‘Human brochure’ campaign aimed at creating advocates for the Museum among influential social media users.
  • Successful strategies and creative campaigns were developed for all Museum exhibitions launched in 2013–14, using traditional and non-traditional media.
    See Communicating with the community, Promoting and marketing the Museum
1.3 Focus the Museum’s collection development activities to address collection gaps and meet program needs

Achieved:

  • The Collections Development Framework implemented in 2012–13 was used as the basis for prioritising nine collection projects, and 1600 objects were brought into the National Museum of Australia’s collections.
    See The collection, Developing the collection

In progress:

  • The Collections Development Framework was reviewed, with updates being developed for the Collections Development Plan and Collection Policy.
1.4 Plan for the next stage of gallery refurbishment and refine delivery of the Museum’s temporary exhibition program

Achieved:

  • A new Exhibition Programming Committee was established to continue the refinement of the Museum’s temporary exhibition program.

In progress:

  • Concept development commenced for the First Australians gallery Welcome Space
  • Planning for future redevelopment of permanent galleries and multimedia spaces continued.
1.5 Integrate research with program development, and communicate the Museum's intellectual leadership through public programs, exhibitions and publications

Achieved:

  • Two issues of the scholarly journal reCollections: A Journal of Museums and Collections were published, featuring research articles by Museum staff and external contributors.
  • Two internal staff research secondments were completed.
  • In conjunction with the Glorious Days and Old Masters exhibitions, lecture series were held with distinguished scholars.
    See Programs and events
 

Strategic priority 2: 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 2013–14 were:

Business priorities Report
2.1 Undertake workforce planning and develop leadership capabilities to support the Museum’s new structure

Achieved:

  • The Museum has completed workforce segmentation of all positions in accordance with the Australian Public Service (APS) Workforce Planning Guide.
  • The Management to Leadership program was completed by all senior managers.
2.2 Embed a strategic focus in budget development, planning and reporting

Achieved:

  • The Museum linked business planning and budget development processes and created a multi-year focus for business planning.
  • Revised planning processes placed an emphasis on aligning business planning and budgets to strategic priorities.
2.3 Ensure the alignment of internal performance measures with cross-agency Key Performance Indicators developed by the Ministry for the Arts

Achieved:

  • The Museum has introduced a new electronic survey tool to assist in capturing and collating visitor feedback.
  • A suite of internal KPIs was developed to measure internal performance against strategic priorities.
  • The Museum reported against the cross-agency KPIs as part of the requirements of the National Institutions Impact Report 2012–13.
2.4 Improve the Performance Management System (Workplace Conversations) through staff and union consultation

Achieved:

  • The Performance Management Framework (PMF) was revised as a result of legislative changes to the APS, and now aligns with best practice. Comprehensive consultation processes were undertaken with all staff and staff representatives to assist in the development of the revised PMF.
  • Enhancements were made to electronic submission of performance management agreements to enable management reporting and improved workforce planning.
    See Governance, Performance Management Framework

    See Sustainability, Taking care of people
2.5 Monitor the work culture of the Museum through the Performance Management System, Museum Consultative Forum and staff survey

Achieved:

  • The Museum work culture was monitored through the State of the Service Employee Census, absenteeism levels, performance management processes, the Museum Consultative  Forum and the anonymous Your Say – Workplace Consultation intranet forum.
2.6 Implement the Reconciliation Action Plan

In progress:

  • Consultation has taken place with the Museum’s Council and the Indigenous Advisory Committee, with agreement reached to develop a Reconciliation Action Plan for implementation in the 2014–15 year.

Strategic priority 3: 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 2013–14 were:

Business priorities Report
3.1 Continue to implement recommendations of the review of fundraising as appropriate, including developing strategic partnerships

Achieved:

  • The Museum Friends Advisory Committee was established to formalise the Museum’s relationship with the former Friends organisation.
  • The Executive Development Committee was established to oversee the Museum’s fundraising activities.
  • The Museum held a number of key events tailored for particular communities of interest around fundraising projects, such as the Royal Daimler project and the Horses in Australia project.
  • The Museum cultivated strong relationships with a range of organisations who provided a range of services.
    See Appendix 6, Supporters of the National Museum of Australia
3.2 Build partnerships through making effective use of the Client Relationship Management system

Achieved:

  • The Museum continued to use the Client Relationship Management system as a communication tool and to drive fundraising programs.
  • The Museum enhanced its customer relationship management system by adding a join-and-pay online function for the Friends program.
3.3 Align with whole-of-government agendas for shared computer services, green initiatives, and the rationalisation of property and storage infrastructure

Achieved:

  • A strategic review of Museum printing and faxing requirements resulted in a reduction in printing devices, preparation for the introduction of ‘follow me’ printing and transition to electronic faxing. These initiatives are anticipated to achieve a 20 per cent reduction in printing costs.
  • The Museum also completed a project to identify opportunities for increased efficiencies of administration and collection spaces within Acton Peninsula, resulting in the Museum relinquishing two leased properties on Acton Peninsula.
3.4 Be a leader in the provision of education programming and curriculum materials in relation to the Australian Curriculum

Achieved:

  • All education programs drew on the Museum’s collections and illuminated aspects of the Australian Curriculum.
  • 99.5 per cent of teachers reported that programs provided by the Museum were relevant to the curriculum.
  • Two major new curriculum-based resources, on pastoralism and bark paintings, were developed.
    See Connecting with the community, Reaching a national schools audience
3.5 Develop partnerships that build upon, and develop, the Museum’s programs and collection strengths

Achieved:

  • The Museum continued to develop its research activities related to the Museum’s collection through active roles in Australian Research Council projects.
  • The Museum’s partner project with the British Museum, Encounters, continued to work towards major exhibition and publication outputs in the next financial year.
  • The Museum established a partnership with Macquarie Bank to develop an exhibition on Governor Macquarie, drawing on the Museum’s collection, for the bank’s new flagship premises at 50 Martin Place, Sydney.
  • The Museum developed an agreement with the Department of Foreign Affairs and Trade to develop a small collection-related exhibition in digital form that can be printed by overseas embassies and missions for local display.
  • The Director commenced discussions for future partnerships with national museums and cultural agencies in Denmark, China and Singapore.
    See Connecting with the Community, Museum outreach

Strategic priority 4: 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 2013–14 were:

Business priorities Report
4.1 Create concepts for using supplementary funding (2012–13 to 2015–16) to enhance access to the Museum’s programs and collections

Achieved:

  • Supplementary funding was channelled into the design and implementation of the new collection search function, ‘Collection explorer’, providing enhanced public access to the Museum’s rich and diverse online collection.
    See The collection, Photography
4.2 Extend the reach of the Museum’s education and learning programs through increased use of digital delivery methods

Achieved:

  • The Museum’s education and learning programs continue to exploit new technologies and digital delivery methods in creative ways.
  • Students across the country and internationally engaged with the Museum via videoconferencing and the Museum Robot Program.
  • The Museum Game for iPad was one of the most popular activities for visiting school students.
  • A new area of the Education website, ‘Engage & learn’, was launched.
    See Connecting with the community, Reaching a national schools audience
4.3 Complete the reconceptualising of Kspace

Achieved:

  • Spinifex Group was contracted as the lead contractor for the project, formally beginning the design and development stage of the project.
  • Functional, technical and hardware specifications for the interactive experience, including scripts and storyboards, were completed.
    See Museum development, Kspace 
4.4 Review Information and Communication Technology (ICT) service delivery arrangements to assist the Museum with delivering its strategic directions

Achieved:

4.5 Consolidate the implementation of the Museum’s digital collections and related asset management system

Achieved:

  • Stage two of the digital asset management (Piction) system was completed, with a rollout of training and implementation of the system throughout the Museum.
  • Infrastructure for an external collection search tool for use on the Museum’s website, ‘Collection explorer’, drawing on information from the Emu and Piction databases, was completed and tested.
    See The collection

Strategic priority 5: Raise sustainable revenue

The Museum has the capacity to invest in infrastructure.

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 2013–14 were:

Business priorities Report
5.1 Undertake a review of the Museum Shop’s operations with an aim to increase revenue and expand the Museum’s brand

Achieved:

  • The review of retail operations was completed in May 2013 and implementation of recommendations occurred in 2013–14.
    See Generating external revenue and support, Retail operations
  • The Museum commenced planning for the licensing and wholesale program, including design of product ranges, negotiations with suppliers and review of intellectual and cultural property rights.
5.2 Increase the commercial return for the Museum through enhancing business processes and streamlining operations

Achieved:

  • In the past year many of the recommendations of the 2013 review of retail operations were implemented, including a new point-of-sale system and refurbishment of the Shop premises.
  • The Museum Shop implemented new processes and stock control systems to improve efficiencies.
  • The exhibition shop for Old Masters: Australia’s Great Bark Artists was the highest grossing exhibition shop in the Museum’s history.  
    See Generating external revenue and support, Retail 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

Achieved:

  • The Museum continued to develop major events to make best use of the Museum’s venue hire facilities, including the Museum Cafe and Visions Theatre.
  • Popular events included the Museum Bar, held during November and December 2013, and sell-out concerts in the Main Hall in March and April 2014.
  • The Museum held its most popular Discovery Space program, ‘Museum maestros’, in April 2014.
  • Two new adult programs were developed and implemented in the reporting period: ‘Night at the Museum’ and ‘Where our stories live’.
    See Programs and events, Adult learners
5.4 Build a donor base that includes regular giving, major gifts and bequests

Achieved:

  • The National Museum of Australia Fund received more than $170,000 in cash donations and the Royal Daimler project exceeded its donation target.
  • The Museum ‘Donor honour board’, celebrating more than 600 donors, was launched in November.
  • The Museum Patrons Circle was established to acknowledge individuals who have donated $1000 or more to the National Museum of Australia Fund.
    See Generating external revenue and support, Sponsorship and development
5.5 Source additional funding opportunities through state and federal governments

Achieved:

  • Funding was obtained through the Australia Council for the Arts Visions of Australia: Regional Exhibition Touring Fund to support the travelling exhibition Warakurna: All The Stories Got into Our Minds and Eyes.
  • Funding support was obtained through the Australian Government’s National Collecting Institutions Touring and Outreach Program to assist in the community consultation activities for the Encounters project.
  • Funding from the Department of Social Services (previously FaHCSIA) continued to assist in touring the exhibition Inside: Life in Children’s Homes and Institutions.
    See Exhibition program, Travelling exhibitions
 
A young visitor busily creating his own artwork in the Old Masters Discovery Space.
A young visitor busily creating his own artwork in the Old Masters Discovery Space