Strategic Plan - National Museum of Australia

ContentsIntroduction 2Vision 3Mission 3Values, behaviours and objectives 3Strategic environment and opportunities 5Key strategic priorities 2007–2010 6Business priorities 2008–2009 7Outcome and outputs 2008–2009 81

IntroductionThe National Museum of Australia has achieved success as a visitor-focusedinstitution. Underpinning this have been popular exhibitions and programs forall ages, supported by high standards of visitor service and outreach to theAustralian and international communities.In further developing a world-class museum, the areas of stewardship — incorporatingcollection management and storage as well as research and scholarship — are beingsubstantially developed under this strategic plan.At the same time the Museum will continue to strive for excellence in tellingAustralian stories that enlighten, stimulate and inspire audiences, and retain a roleas a forum for ideas.The Museum has rapidly outgrown its limited exhibition spaces and continues toexplore ways to secure a future for exhibiting more of the National Historical Collection.To realise this vision, the Strategic Plan 2007– 2010 identifies five strategic priorities.A set of annual business priorities directs the formation of more detailed divisional andstaff work plans.I acknowledge and thank Council, senior management, staff and other stakeholdersfor their contributions to this plan.Craddock MortonDirectorVisionA recognised world-class museum exploring Australia’s past, illuminatingthe present, imagining the future.MissionTo promote an understanding of Australia’s history and an awarenessof future possibilities by:• developing, preserving and exhibiting a significant collection• taking a leadership role in research and scholarship• engaging and providing access for audiences nationally and internationally• delivering innovative programs.Values, behaviours and objectivesThe National Museum of Australia operates with the highest ethical standards.It embraces truth and the pursuit of knowledge for its own sake and recognisesthe importance of aesthetic considerations. The Museum acknowledges thecontributions of all Australians to the country’s historical development andaccepts a fundamental requirement for fairness and equity in its activities.In operating within the framework established by such values, the National Museumof Australia:• develops and preserves the National Historical Collection• upholds scholarly and professional integrity• makes best use of its resources• values and is open-minded to new ideas• promotes continuous learning• strives to be innovative and creative• anticipates and responds to its diverse audience needs.2 3

The National Museum of Australia also observes the Australian Public Service (APS)values, as set out in the Australian Public Service Act 1999.The Australian Public Service:• is apolitical, performing its functions in an impartial and professional manner• is a public service in which employment decisions are based on merit• provides a workplace that is free from discrimination and recognises and utilisesthe diversity of the Australian community it serves• has the highest ethical standards• is openly accountable for its actions, within the framework of Ministerialresponsibility to the Government, the Parliament and the Australian public• is responsive to the Government in providing frank, honest, comprehensive,accurate and timely advice and in implementing the Government’s policiesand programs• delivers services fairly, effectively, impartially and courteously to theAustralian public and is sensitive to the diversity of the Australian public• has leadership of the highest quality• establishes workplace relations that value communication, consultation,cooperation and input from employees on matters that affect their workplace• provides a fair, flexible, safe and rewarding workplace• focuses on achieving results and managing performance• promotes equity in employment• provides a reasonable opportunity to all eligible members of the communityto apply for Australian Public Service employment• is a career-based service to enhance the effectiveness and cohesionof Australia’s democratic system of government• provides a fair system of review of decisions taken in respect of employees.Strategic environment and opportunitiesThe National Museum of Australia has stewardship of the National HistoricalCollection; creates exhibitions and other public programs on Australia’s past,present and future; contributes to research on Australian history and undertakesrelevant commercial activities in support of these functions. All of this is mandatedunder the National Museum of Australia Act 1980.This strategic plan addresses a period of expected continuing high interestin museums. It is anticipated that Australians will keep exploring their historyat national, regional and local levels and engage in cultural heritage tourism.Technological developments will continue to enhance the Museum’s communicationwith its audiences, help undertake research and deliver services. This will support theMuseum in maintaining its role as a national institution reaching out to service regionaland metropolitan Australia and develop its international standing.In the period 2007–2010 the Museum recognises that its planning and performancewill need to take into account:• Demographics and social relations. Changing age structures, work patternsand educational expectations will influence the nature and timing of programsand services which the Museum needs to offer, and the staff it needs to employ.• Public debate. The Museum acknowledges that its contribution to meaningfuldiscussion will sometimes involve it in controversy and debate.• Visitors. The community’s needs for education, stimulation and insightwill keep pressure on the Museum to craft programs and services to meetvisitor expectations.• Availability of objects. The scarcity, cost and availability of objects forthe National Historical Collection will place demands on resources.• Pressures to collect. The expectations placed on the Museum to expand itscollection will place pressure on its very limited storage and display facilities.• Government funding. The Museum is in a competitive environment for limitedGovernment funding.• Leisure and education. The Museum is competing for visitors’ leisureand educational time in a market well supplied with cultural, sporting,educational and entertainment opportunities.• Sponsorship. The Museum is competing for private sector supportin a market of quality sponsorship opportunities.• Environment. The impact of climate change and the Museum’s ownenvironmental footprint will influence policy, planning and operations.4 5

Key strategic priorities 2007–20101. Enhance exhibitions, programs and servicesThe National Museum of Australia strives to ensure that Australians have accessto its collections and programs, and to encourage awareness and understandingof Australian history and culture. The Museum will achieve this by developing anddelivering exhibitions and activities that are audience-focused, object-centredand rich in content.2. Develop the National Historical Collection and improvecollections storageThe National Museum of Australia is mandated to develop and maintain anational collection of historical material. The Museum will continue to developits acquisitions program, maintain its collections to the highest possiblestandards and improve its collections storage.3. Strengthen research and scholarship capabilityThe National Museum of Australia aims to be a centre of excellence for researchand scholarship and contribute to the body of knowledge about Australian historyand culture. The Museum will significantly develop its research and scholarshipactivity over the coming years.4. Enhance national and international profileThe National Museum of Australia’s vision is to be a recognised world-classmuseum. The Museum will continue to develop as a national institution ofinternational standing through leadership in museum practice, by fosteringpartnerships and delivering effective, engaging outreach programs.5. Develop staff, business practices and infrastructureThe National Museum of Australia will continue to review the way businessis conducted. The Museum will operate in a way that utilises better practicesand provides an environment to assist staff to undertake their work.Business priorities 2008–20091. Enhance exhibitions, programs and services1.1 Deliver the new Australian Journeys gallery1.2 Continue development of the new Creating a Country gallery1.3 Develop and deliver a temporary gallery program1.4 Plan and develop increased exhibition space2. Develop the National Historical Collection, enhancecollections management and improve collections storage2.1 Develop the collection through key acquisitions and targeted collecting projects2.2 Develop storage and management plans that ensure the long-term preservationand sustainability of Museum collections2.3 Increase the quantity, quality and accessibility of collection information3. Strengthen research and scholarship capability3.1 Establish the Centre for Historical Research and implement a programof research, conferences and publications3.2 Integrate the operations of the Centre for Historical Research into existingMuseum research in history, museum studies and material culture3.3 Continue a program of research in history, museum studies and material culture3.4 Establish research partnerships with academic and institutional partners4. Enhance national and international profile4.1 Build relationships and collaborations with the museum sector in Australiaand internationally4.2 Deliver travelling exhibitions and other outreach programs4.3 Continue development of rich web content to extend access to theMuseum’s National Historical Collection and programs, exhibitions,education and research activities4.4 Engage with key Australian Government cultural, educational and equity initiatives5. Develop staff, business practices and infrastructure5.1 Finalise the Museum Property Plan5.2 Support workforce diversity and skill retention5.3 Implement the new Collective Agreement6 7

Outcome and outputs 2008–2009The National Museum of Australia is funded by the Australian Governmentto achieve an agreed outcome through a series of outputs. The Museum’sperformance is measured by Government against the outcome and outputsand associated key performance indicators.Outcome 1Australians have access to the National Museum’s collections and public programs to encourageawareness and understanding of Australia’s history and culture.Output 1.1Collection Developmentand ManagementThis includes all activities thatensure the Museum has a relevantand high-quality collection ofobjects and books. In addition,collection management includesall activities associated withmaintaining the collection inappropriate condition, andensuring it is available to be usedin exhibitions and other programsto meet the Museum’s objectives.Key performance indicatorsProportion of acquisitions acquired in accordancewith Collection Development FrameworkTarget: 100%Storage of the National Historical Collection inaccordance with appropriate museum standardsTarget: 75%Conservation treatment to maintain appropriatecondition of itemsTarget: 1000 conservation treatmentsDocumentation of the National Historical CollectionTarget: 7500 National Historical Collection itemsaccessible via the Museum’s websiteOutput 1.2National Exhibitions, Programsand ServicesThis relates to activities wherebyvisitors access objects in thecollection or information aboutobjects, and Australian historyand cultures, through visitingexhibitions and attendingprograms throughout Australiaand overseas.Key performance indicatorsAccess to the Museum’s collections, exhibitions,programs and websitesTarget: 1,150,000 visitors, users of programsand unique website visitsProportion of visitors satisfied with theexhibitions, programs and servicesTarget: 85%Proportion of school visits satisfied that theMuseum meets core curriculum requirementsTarget: 80%Proportion of visitors and users who indicatethe Museum’s exhibitions and public programscontributed to a new or different awareness orperspective on Australia’s history or culturesTarget: 75%8