Strategic priority 1
Enhance exhibitions, programs and services
| Business priorities | Report |
|---|---|
| 1.1 Develop a new galleries and exhibitions plan, inclusive of the Hall, South Back of House and Kspace | ACHIEVED: A 10-year Display Redevelopment Plan was submitted to Executive, setting out proposals for managing the redevelopment of permanent galleries and related public spaces. The five-stage plan encompasses: developing the Hall as a large object display zone; redevelopment of the Gallery of First Australians gallery entrance; redevelopment of Kspace; conversion of South Back of House to a Discovery Centre; and consolidation of Circa, Old New Land, Eternity and the Gallery of First Australians into one large exhibition space. |
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1.2 Finalise and install the Landmarks gallery and deliver the major exhibitions Yiwarra Kuju: The Canning Stock Route and Not Just Ned: A True History of the Irish in Australia | ACHIEVED:
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| 1.3 Deliver programs and educational services to support an engaging visitor experience | ACHIEVED:
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Strategic priority 2
Develop the National Historical Collection, enhance collections management and improve collections storage
| Business Priorities | Report |
|---|---|
| 2.1 Develop the collection through key acquisitions and targeted collecting projects | ACHIEVED: A total of $2.115 million was added in acquisitions to the National Historical Collection, and 119 significant collections were approved for accession by Council. Targeted collecting projects included objects from the Queensland floods and Cyclone Yasi — a collaboration with
the Queensland Museum. See Managing the collection, Developing the collection |
| 2.2 Ensure the long-term preservation and sustainability of Museum collections | ACHIEVED: Museum staff processed 8359 objects this year (including 534 treatments). This included condition checks, pest management treatments, install and deinstall of exhibition objects and stabilisation of objects for storage. See Managing the collection, Caring for the collection |
| 2.3 Implement a digital asset management solution and increase the quantity, quality and accessibility of collection information | ACHIEVED: An automated digital asset management system (DAMS) was implemented, with completion expected in early 2011–12. See Documenting the collection
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Strategic priority 3
Strengthen research and scholarship capability
| Business priorities | Report |
|---|---|
| 3.1 Develop integrated research programs and activities connecting exhibitions, collections, audiences, history, museum studies and material culture | ACHIEVED: The staff of Curatorial, Registration, Conservation and the Centre for Historical Research (CHR) undertook research broadly in accord with the Museum’s objectives and programs, including the Material Histories program (in which researchers published
articles and other work relating to the Museum’s and other collections) and centre members’ contributions to future exhibition projects. See Research and scholarship |
| 3.2 Develop collaborations between the Centre for Historical Research and institutions in Australia and internationally | ACHIEVED: CHR maintained links with international research centres, including the Menzies Centre for Australian Studies in London and Curtin University’s Australia, Asia and the Pacific Institute. Researchers also collaborated with the Australian National University. Centre staff embarked
upon two new Australian Research Council partnerships, investigating songlines of the Western Desert and the history of Anzac Day. See Research and scholarship, Centre for Historical Research |
Strategic priority 4
Enhance national and international profile
Enhance national and international profile
| Business priorities | Report |
|---|---|
| 4.1 Deliver travelling exhibitions and associated outreach programs, in Australia and internationally | ACHIEVED: In 2010–11, eight exhibitions travelled to a total of 25 different venues (with two venues hosting more than one of these exhibitions) across New South Wales, Victoria, Queensland, Northern Territory, South Australia and Western Australia. Of these, 13 were metropolitan
venues and 12 were regional. International exhibitions were Papunya Painting: Out of the Australian Desert, which was held at Beijing’s National Art Museum of China and attracted 120,000 visitors (10 June – 26 August 2010) and League of Legends: 100 Years of Rugby League in Australia,
which travelled to Samoa (14 June – 30 July 2010). Travelling exhibitions attracted a record 736,811 visitors. See Exhibition program |
| 4.2 Redesign web delivery to promote content contribution and social media engagement with collections and the Museum’s programs | ACHIEVED: The website has been redesigned to be contemporary and engaging. Development of a new content management system was also completed in preparation for the release of a new website with enhanced functionality in late 2011.
The Museum engaged with audiences via a range of social media platforms, including Twitter, Facebook and a consultative blog with the Forgotten Australians community. Online engagement through social media accounted for approximately 160,000 visits in 2010–11 compared with about 60,000 in 2009–10. See Connecting with the community, Online outreach — the Museum’s website |
| 4.3 Develop an Acton Peninsula Plan, inclusive of a Centre for National Museum of Australia Collections | ACHIEVED: A team of consultants assisted with the development of the Acton Peninsula Plan. The preferred proposal allows for a greater proportion of the Museum’s collections to be accessible to the public. Presentations outlining the Museum’s vision for the site were made to the
Hon Simon Crean MP, Minister for the Arts; the National Capital Authority; and the Australian Institute of Aboriginal and Torres Strait Islander Studies. See Construction projects |
| 4.4 Create sponsorship projectsand marketing vehicles for corporate and private interests | ACHIEVED: Not Just Ned: A True History of the Irish in Australia attracted strong private sector sponsorship. The support for this exhibition increased the number of private sector sponsors in 2010–11 by 40% over the previous year. The Museum successfully applied for and
received two international government grants to support Not Just Ned, in addition to receiving Visions of Australia and NCITO (National Collecting Institutions Touring and Outreach Program) funding for its 2010–11 touring program. See Generating external revenue and support, Grants and sponsorship and Supporters of the National Museum of Australia |
Strategic priority 5
Develop staff, business practices and infrastructure
| Business priorities | Report |
|---|---|
| 5.1 Develop a Capital Plan for the Museum’s asset replacement and planned gallery redevelopments | ACHIEVED: A summary of major building activity was completed and presented to the Museum’s Council and Executive. The summary addressed and approved proposed and pending projects, providing estimated resource requirements. |
| 5.2 Commence the Administration Extension Project | ACHIEVED: The Administration Extension Project is well underway and will make available 650 square metres of space for collection display.
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| 5.3 Revise, update and implement the Museum’s risk management framework | ACHIEVED: The Museum’s risk management framework was reviewed this year, in conjunction with an external consultant, to ensure that it met the requirements of the International Standard on Risk Management, ISO31000:2009. See Internal and external scrutiny, Risk Management and fraud control |
| 5.4 Commence 2011–14 Enterprise Agreement negotiations | ACHIEVED: The National Museum of Australia Workplace Agreement 2008–11 has a nominal expiry date of 30 October 2011. The Museum has commenced preparations to negotiate a new workplace agreement for 2011–14 in the second half of 2011. See Sustainability: Taking care of people, Impact and features of workplace agreements |