Achievement of strategic and business priorities

• A resilient high-performance internet gateway was established to facilitate the delivery of digital programs and enhance the Museum’s internet presence.
  See Management performance, Enhancing key services: Information and communication technhology (ICT)

• The Mobile Robot Program began its first full year of operation on 1 July 2013, enabling remote live and immersive access for a range of different audiences.
  See Connecting with the community, Reaching a national schools audience

• In partnership with Twitter and the National Australia Day Council, the Museum participated in a callout to Australians at home and overseas to tweet their experiences of Australia Day. More than 70,000 tweets were received and 30,000 images were curated live on the day.
  See Connecting with the community, Online reach and social media

• Social media aspects of the Museum’s website continued to be enhanced, including the launch of the People and the Environment team blog, the continuation of the Education and Royal Daimler project blogs and the development of a blog for the Aboriginal and Torres Strait Islander program.
  See Connecting with the community, Online reach and social media

IN PROGRESS:

• The Goree newsletter was developed into an online format for implementation in 2014–15.

• 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

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.

• 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.

• 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

• 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.

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.

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.

• 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

• 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.

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.

• 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

• 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.

• 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.

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

• 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

• 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

• 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

• 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

• Following a major review of ICT service delivery in 2012–13 the Museum brought its IT services in-house.
• The performance of the new ICT service delivery arrangement is continually reviewed and successfully provides an integrated service delivery across corporate, exhibition and corporate technology environments.
  See Management performance, Enhancing key services: Iinformation and communication technology (ICT)

• 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

• 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.

• 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

• 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

• 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

• 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