The Museum’s organisational performance management framework provides the structure for delivering outputs and outcomes through planning, policy and procedural work. Performance is guided by the Museum’s strategic, corporate and business plans. Performance is monitored by quantitative measures, project management practices and qualitative reports.
The Museum reports to Council each quarter against the key activities outlined in the corporate plan. The corporate plan identifies the Museum’s business focus for the year, and measures outcomes and performance against each output. This ensures that accountability of performance is carried out across the organisation.
The Museum reports its performance to government and other external interests through the annual report and the Portfolio Budget Statements (PBS).
The Corporate Plan 2018–19 sets out the key activities for the year, consistent with the PBS and the Museum’s five key streams of endeavour (see Key streams of endeavour). One or more performance criteria are specified for each key activity, with identified targets to measure the Museum’s performance for the year. The Museum’s results against the performance criteria for 2018–19, and analysis of their contribution to the achievement of the Museum’s purpose, are reported in Part two: Performance reports.
Business planning is central to the Museum’s delivery of outcomes and outputs for its stakeholders. Museum business units implement annual business plans that are linked to the Museum’s strategic plan, corporate plan, business priorities and budgets. Business planning identifies key risks and risk mitigation for the delivery of these priorities.
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