Achievement of strategic and business priorities

Strategic priority 1

Create a place that people love, renowned for its excellence

Business priorities	Report
1.1 Improve signage, access, circulation in the Museum	ACHIEVED: A signage committee was created to evaluate all Museum signage, in particular the signage related to the Hall redevelopment. Design commenced on new signage for the entrance to the Museum and the airlock. Work commenced on the development of a new orientation space to improve wayfinding. See Our visitors and audiences, Audience and visitor research Automatic sliding doors were installed in key areas to improve access for people with disabilities. See Appendix 5: Disability strategies
1.2 Implement new branding	ACHIEVED: A new brand that reflects the Museum’s aspirations and vision was successfully applied during 2011–12. See Communicating with the community, Promoting and marketing the Museum
1.3 Market the Museum effectively and uniquely	ACHIEVED: A tourism marketing strategy providing strategic direction for the Museum for 2012–15 was developed. Successful marketing strategies and creative campaigns were developed for all exhibitions, providing strong visitation to the Museum. Partnerships with targeted cultural communities and special interest groups were also key aspects of the marketing strategies. See Communicating with the community, Promoting and marketing the Museum
1.4 Ensure displays maintain their currency through an active changeover program	ACHIEVED: Nearly 300 objects were installed as part of the refreshment of the permanent galleries. See Permanent galleries
1.5 Establish a masterplan and business case for the development of the Acton Peninsula	ACHIEVED: Site planning for the future vision of Acton Peninsula was developed by Woods Bagot Pty Ltd, after consultation with the Museum’s senior staff and executive. While all elements of the vision have not been approved or funded, the plan will guide the development of future uses of Acton Peninsula.
1.6 Improve the entrance experience to our building, including redevelopment of catering facilities	ACHIEVED: Documentation for a new cafe was completed and building works commenced. See Museum development, Construction projects
1.7 Design and implement wireless networking capability throughout the Museum building	ACHIEVED: In 2011–12, a wireless network covering all Museum locations was installed. This infrastructure will service both the Museum’s corporate and exhibition needs, as well as providing visitors to the Museum with free internet access. See Museum development, Technology in the Museum

Strategic priority 2

Reach and involve people whoever they are and wherever they are

Business priorities	Report
2.1 Present public programs that engage with the concerns of contemporary Australia	ACHIEVED: Programs included: Platform Conversation Series: ‘Cultural recognition — so what?’ and ‘How ethical is Australia?’ Speakers included Mal Brough, Garth Nettheim, Alison Page, David Speers, Peter Singer and Jenny Brockie. ‘Mabo: 20 years on’ — a forum looking at contemporary Indigenous politics and how Australia has or has not changed since the Mabo High Court decision. See Programs and events
2.2 Deliver travelling exhibitions and programs for regional Australia	ACHIEVED: Museum exhibitions travelled to 10 regional areas during 2011–12, with some venues hosting more than one of the Museum’s exhibitions. Video conference (VC) programming for schools unable to visit the Museum was increased, a precursor to a suite of VC programming being developed for regional and remote schools linked to the Australian Curriculum. Outreach programs were delivered to primary and secondary schools around Australia. Work commenced on the Mobile Telepresence Project following the signing of an agreement with CSIRO and the Department of Broadband, Communications and the Digital Economy. This project will enable school students from around Australia and, in particular, rural and regional Australia, to ‘visit’ and interact with Museum galleries and objects through National Broadband Network high speed connectivity and a mobile robot camera system. The Museum presented 11 regional professional development sessions for teachers through the National Capital Educational Tourism Project’s outreach program. See Connecting with the community
2.3 Maximise our opportunities in the digital realm	ACHIEVED: A prototype iPad digital learning game, provisionally called the ‘Museum Game’, was developed. See Connecting with the community, Reaching a national schools audience Three scholarly publications were converted into electronic formats. See Communicating with the community, National Museum of Australia Press Eleven collection highlights were added to the Museum’s website. See Connecting with the community, Online outreach – the Museum’s website Collection objects were featured in 24 Facebook posts and five YouTube videos. The Museum awarded a Director’s Fellowship to Wikimedian Liam Wyatt to enhance Wikipedia articles on Australian history and reference the Museum’s collection and online exhibitions.
2.4 Develop and deliver a diverse program of temporary exhibitions	ACHIEVED: Six temporary exhibitions and nine travelling exhibitions were delivered in 2011–12. See Exhibition program
2.5 Seek partnerships that will allow the reach of the Museum to be extended	ACHIEVED: Partnerships with targeted cultural communities and special interest groups were key aspects of the Museum’s marketing strategies. See Communicating with the community, Promoting and marketing the Museum The Museum maintained partnerships with the Australian National University. The Centre for Historical Research developed networks and relationships with researchers across Australia and internationally. See Research and scholarship

Strategic priority 3

Use the collection to the full

Business priorities	Report
3.1 Develop and install Large Objects Display Zone (to open July 2012)	ACHIEVED/IN PROGRESS: By 30 June 2012, all exhibition design documentation was finalised and fabrication of exhibition display furniture had commenced for the installation of large objects in the Museum’s Hall. The opening of this installation was rescheduled for October 2012. See Museum development, Hall displays
3.2 Create and disseminate easily accessible collection information for internal and external users	ACHIEVED: Work continued on the implementation of the automated digital asset management system (DAMS), which will allow internal users to search for images. This system will also be made available to external users. See Managing the collection, Photography Eleven collection highlights were added to the Museum’s website. See Connecting with the community, Online outreach — the Museum’s website
3.3 Increase public access to collections in Canberra at the Museum’s site at Acton and the stores at Mitchell	ACHIEVED: There is a greater emphasis on the proportion of objects from the National Historical Collection used in exhibitions developed by the Museum. The Mitchell site, the home of many of the Museum’s objects, housed an Open Day for the public in November 2011, attracting 1064 visitors. See Programs and events Work progressed on the development of the Museum’s new Hall display, which will feature ten significant objects from our collection. See Museum development, Hall displays
3.4 Implement plan for upgrade of Mitchell facility (90 Vicars Street)	ACHIEVED: The Museum completed capital works projects at 90 Vicars Street, Mitchell, that addressed high priority Workplace Health and Safety and security issues. These included: replacement of existing analogue security cameras with digital cameras provision of a new staff kitchen, meeting room and outdoor staff amenities area provision of new bulk chemical storage and battery-charging facilities provision of a secure sliding gate and fence to provide increased security to the premises. See Sustainability, Taking care of people, Management performance
3.5 Implement ongoing stocktake and de-accessioning program for the National Historical Collection	ACHIEVED: A de-accession discussion paper was finalised and all recommendations were adopted. A targeted stocktake took place during 2011–12.

Strategic priority 4

Treat the whole Museum and its activities as an integrated educational experience

Business priorities	Report
4.1 Define the visitor experience to be achieved through the redevelopment of children’s spaces in the Museum	ACHIEVED: The Museum developed the Think Spot, a new interactive learning space for children. See Our visitors and audiences, Audience and visitor research The audiovisual features of the main children’s activity rooms were upgraded (Bunyip/Biami rooms).
4.2 Develop a whole-of-Museum Research Strategy to maintain excellence in scholarship	ACHIEVED/IN PROGRESS: Work commenced on defining a series of research domains to guide the future of the Museum’s research and scholarship.
4.3 Deliver exhibitions, programs and resources that reflect the national curriculum	ACHIEVED: An Australian History Mysteries Lake Mungo case study — Year 7 was launched that is relevant to the Australian Curriculum: History. Landmarks gallery, Forgotten Australians and Child Migrants units of work were developed for Year 9–10 (Australian Curriculum: History). Three new school visits programs aimed at Year 7–10 students were developed (Australian Curriculum: History). See Connecting with the community, Reaching a national schools audience
4.4 Deliver educational and public programs that promote learning opportunities at every stage of lifelong learning	ACHIEVED: Public programs were created for people with disabilities, dementia and Alzheimer’s disease. A family history series was held to help people research their family histories. Speakers included academics, researchers and online experts. See Programs and events

Strategic priority 5

Harness the capacity of our people to maximum effect — their ideas, research capacity, diverse experiences and energy

Business priorities	Report
5.1 Finalise Enterprise Agreement negotiations to replace the 2008–2011 collective agreement	ACHIEVED: The Museum negotiated a new enterprise agreement during 2011–12. The National Museum of Australia Enterprise Agreement 2012–14 commenced on 27 April 2012 and will expire on 30 June 2014. See Sustainability, Taking care of people
5.2 Optimise training and mentorship program for specific skill sets or capabilities and facilitate internal staff exchanges	ACHIEVED: The Museum continues to successfully operate a Career Development Register and deliver coaching to staff as required. See Sustainability, Taking care of people
5.3 Implement the Workplace Diversity Plan through processes of staff consultation and direct involvement	ACHIEVED: In 2011–12, the Museum Workplace Diversity Reference Group and three supporting workgroups — Aboriginal and Torres Strait Islander employment, disability, and cultural and linguistic diversity — continued to develop strategies that support and promote diversity within the workplace. Achievements included: ongoing commitment to an Indigenous Employment Support network, a Volunteers and Diversity Support Officer and support for Indigenous cadets developing a draft Reconciliation Action Plan, with the assistance of Reconciliation Australia providing ongoing support for employees and potential job applicants with disabilities through Job Access delivering ‘Beyond Blue’ sessions for managers and employees on workplace mental health issues. See Sustainability, Taking care of people
5.4 Progress the implementation of the Administration Wing Extension	ACHIEVED: Building works have commenced on the Administration Wing Extension. The single-storey extension, designed by Ashton Raggatt McDougall, will provide an additional 920 square metres of office accommodation. See Museum development, Construction projects
5.5 Maximise the reach and engagement of the Centre for Historical Research	ACHIEVED: During 2011–12 the Centre for Historical Research (CHR) became part of the Museum’s Collection, Content and Exhibitions Division, and now contributes directly to Museum programs. The CHR gained a major grant from the Australian Research Council for ‘The culture of weeds’. The CHR maintained links with other research centres, including the Strehlow Research Centre, Alice Springs; the Royal Botanic Gardens, Melbourne; Monash University; the University of New South Wales (Australian Defence Force Academy); Curtin University’s Australia-Asia-Pacific Institute, Perth; and the Swedish Royal Institute of Technology, Stockholm. See Research and scholarship

Strategic priority 6

Increase our resources and make maximum use of them

Business priorities	Report
6.1 Increase the level of private sector sponsorship	ACHIEVED: The Museum received over $110,000 in private sector sponsorship. There has been a notable increase in private donations and the Museum will continue to develop this area. The Museum commissioned an independent report into the framework and outlook for fundraising. See Generating external revenue and support
6.2 Investigate and target revenue opportunities through existing and new government programs and initiatives	ACHIEVED: During 2011–12 the Museum has continued to work closely with the Department of Regional Australia, Local Government, Arts and Sport through its touring exhibitions program to deliver exhibitions nationally and internationally. See Generating external revenue and support
6.3 Improve the Museum’s asset management framework	ACHIEVED/IN PROGRESS: In 2011–12 the implementation of the automated digital asset management system (DAMS), including the identification of additional system requirements, was almost completed. See Managing the collection, Photography
6.4 Implement and embrace energy efficiency measures throughout the Museum	ACHIEVED: Energy efficiency is a key guiding principle in the design and construction of the major building work underway at the Acton site. The Museum is seeking to achieve the equivalent of a 4.5 star NABERS (National Australian Built Environment Rating System) rating for this extension. The Museum continued to purchase 10 per cent of its electricity from renewable energy sources. Energy management works continued, including modifications to the chiller thermal plant programming of the Building Management System. Improved controls for boilers were installed to reduce gas consumption. Light fittings were replaced with energy efficient LED lighting throughout the Museum building. See Sustainability, Taking care of the environment
6.5 Effect targeted training to engender an organisation-wide culture of project management, risk management and accountability	ACHIEVED: The Museum has conducted a range of targeted training programs over the past 12 months, including: introduction to project management risk management awareness workplace health and safety awareness. See Sustainability, Taking care of people

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