Strategic Plan - National Museum of Australia

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