corporate plan 2021-22

national museum of australia corporate plan 2021|2022

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2021 2022


introduction The Council of the National Museum of Australia (the accountable authority) is pleased to

present the 2021–22 Corporate Plan. The plan covers the reporting periods 2021–22 to

2024–25, as required under paragraph 35 (1) (b) of the Public Governance, Performance

and Accountability Act 2013 (Cth).

The Corporate Plan is the primary planning document for the Museum and outlines the

activities the Museum will undertake over the course of the current fnancial year and

forward estimates period to achieve its purposes. Over the 4-year period covered by this

plan, the Museum will continue taking its stories around the nation and overseas,

extending its reach through a combination of digital products, touring exhibitions, ofsite

activities and partnerships.

This year marks the final year of the Strategic Plan 2018–2022. A new Strategic Plan, to be finalised in mid-2022, will articulate the Museum’s vision for the following 4-year

period. With 2021 marking the 20th anniversary of the opening of the Museum at Acton,

it is timely to refect on how far the Museum has come, how much it has achieved, and

how this will shape its future.

We look forward to presenting performance results for the year in the annual

performance statements contained in the 2021–22 Annual Report.

Mr David Jones AM

Chair of Council

August 2021

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our purpose The National Museum of Australia develops and maintains the National Historical

Collection for the beneft of the nation and brings to life the rich and diverse stories

of Australia. Central to its role as a national institution is the focus on meaningful

engagement with all Australians in the telling of their stories, and a particular

commitment to the history and cultures of the First Australians. We achieve this by

caring for and strengthening the collection, and by sharing the stories of Australia’s

people and places, and its social and natural environment, with national and

international audiences.

Our functions are set out in the Museum’s enabling legislation, the National Museum

of Australia Act 1980.

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strategic commitments

55 key streams

collections for the 21st century

program directions

digital futures

growing our business

brand recognition

explore We will explore our place in the world.

invest We will invest our energy, resources and experience into shaping our presence in the life of the nation.

challenge We will challenge ourselves and our audiences to see the world through diferent lenses.

connect We will strengthen connections with our audiences, partners and supporters.



our operating environment The National Museum of Australia continues to embrace its role of connecting Australians to their

shared histories and bringing to life the rich and diverse stories of the nation through its galleries,

exhibitions, programs and digital media. Looking forward, the Museum will need to be fexible and

resilient to achieve its mission and deliver programs and services in a fnancially sustainable way.

With the efects of the COVID-19 pandemic still being felt around the world, the Museum is cognisant

of the changing environment in which it operates and the need to plan for emerging risks and

opportunities. While Australia has not been as seriously impacted as other countries, the economic

and social efects of the pandemic continue to be of concern.

visitation COVID-19 has had a major impact on Australia’s arts and cultural sector. Like other national

collecting institutions, the Museum has seen a downturn in onsite visitation, events and

corporate and community functions, particularly from the interstate and international audiences

that formed the majority of the Museum’s pre-COVID visitation. While this has stemmed directly

from social distancing and restrictions on travel, there is also a reluctance on the part of

domestic visitors to travel far from their home base due to the continuing possibility of localised

outbreaks and border closures.

The Museum believes that, as restrictions ease, mandated audience capacity limits will likely

increase and visitors will feel more confdent to travel. As a result, general visitation is forecast

to grow and return to pre-COVID levels by 2023–24. The 2021–22 federal Budget assumes that

the international border will remain closed until mid-2022, with a gradual return of incoming

international travellers from that time onwards, subject to health advice. While the immediate

outlook for domestic visitation remains uncertain, the Museum has continued to develop its

forward schedule of major exhibitions and programs to attract regional and interstate visitors

and build visitation numbers in 2021–22 and beyond.

a COVID-safe environment Audience research indicates that visitors are ready and willing to return to cultural venues,

provided that there are no localised outbreaks of the disease and there are appropriate safety

measures in place. The Museum is committed to providing a COVID-safe environment and

following best practice and government advice to ensure the health and safety of visitors and

staf, and to make their experience of the Museum as secure and comfortable as possible.

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fnancial sustainability and revenue The Museum faces continuing challenges in achieving fnancial sustainability as a result of

structural budget issues over the long-term and the more recent impacts of COVID-19. In

response to these issues, over the last decade the Museum has focussed on generating

increased levels of own-source revenue to supplement government funding. This income

reached a record level of 21.4% of the Museum’s operating budget in 2019–20. However, given

that onsite visitation is a key component of the Museum’s ability to generate additional revenue,

the reduction in visitor numbers due to the pandemic has resulted in the relative collapse of

own-source revenue. To manage the impact of this, the Museum has cut staf and services,

sought additional funding from government, and developed new opportunities to maximise

revenue from other sources such as online retail and licensing fees. It also actively seeks

philanthropic contributions, sponsorships, and grants to support its work.

touring program The Museum will continue its planned international and domestic touring programs by

implementing variations to work practices to accommodate border closures and travel

restrictions. The Museum has created new ways of working during the pandemic, including the

remote installation and deinstallation of exhibitions under the virtual supervision of Museum staf.

This has involved creative thinking, fexibility, maximising the use of available technology systems

and a rapid organisational shift in an industry where ‘hands-on’ work was the established norm.

This adaptability has allowed us to continue our work of making important Australian stories

accessible to national and international audiences.

digital delivery One of the Museum’s major achievements in the last year is increasing its audience reach

through digital engagement. During the frst phase of the COVID-19 pandemic, the Museum

provided its content online and recorded a record number of digital engagements, including for

social media and digital programming. Having established strong foundations for digital delivery,

the Museum will continue to invest and operate in the digital sphere, providing both online

programs and onsite oferings. The intention behind this is, as always, to serve the public by

enabling audiences to connect with the collections, wherever they are.

workforce As a small- to medium-sized APS employer with budgetary constraints, the Museum’s ability to

ofer competitive remuneration to attract and retain staf is declining. This is particularly the case

for skill sets that are in high demand, including those in the technology, data, and cyber security

spaces. The Museum attempts to position itself as an employer of choice by ofering a range of

non-cash benefts and opportunities to its staf, such as fexible working arrangements and

creating a positive workplace culture.

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priorities and performance The National Museum’s role in helping to connect Australians and their communities has been

highlighted with the impact of natural disasters and the ongoing COVID-19 pandemic. To continue

our contribution to national recovery and to fulfl our mission, over the next 4 years the Museum will

strive to:

priority 1 Ensure Australians have a greater understanding of our shared history by collecting and

sharing the unique and remarkable stories of the past and present

priority 2 Excel at telling the Australian story through innovative digital media, dynamic storytelling

and world-class exhibitions

priority 3 Maximise opportunities for public engagement that respond to changing audience behaviours

and needs across the country and overseas

priority 4 Focus documentation, research, preservation and digitisation programs on key areas of the

National Historical Collection

priority 5 Utilise available resources to operate as efciently as possible within the context of the

Museum’s legislative functions.

Where relevant, performance targets outlined in the 2020–21 Corporate Plan have been adjusted

to allow for the ongoing impact of COVID-19 on the Museum’s available resources and fnancial

performance, and the Museum’s ability to recover over the next 4 years.

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priority 1 ensure Australians have a greater understanding of our shared history by collecting and sharing stories of the past and present

outcomes:

• Make available online key objects and collections from the National Historical Collection

• Collect, document and share the stories of contemporary Australia.

key performance indicators:

Performance Criteria 2021–22 2022–23 2023–24 2024–25

COLLECTION AVAILABLE ONLINE

70% of the collection available online

Launch new Collection Explorer proof of concept and commence work on customised solution


Source: EMu Collections Management system; digital analytics; delivery. Methodology: NMA internal analysis.

CONTEMPORARY Develop Implement COLLECTIONS contemporary contemporary

collections policy collections policy

Source: Delivery of internal policy. Implementation KPIs to be developed. Methodology: NMA internal analysis.

ENABLE AUSTRALIANS TO SHARE THEIR STORIES OF BUSHFIRES AND COVID-19

Display stories collected via the Momentous: Sharing bushfre and pandemic stories website

Display stories collected via the Momentous: Sharing bushfre and pandemic stories website



Source: Digital analytics. Methodology: NMA internal analysis.

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priority 2 excel at telling the Australian story through innovative digital media, dynamic storytelling and world-class exhibitions

outcomes:

• Share Australia’s and the world’s stories with national audiences

• Maximise opportunities for digital engagement and embrace innovative approaches to telling

the Australian story.



SHARE STORIES OF THE Minimum of 3 Minimum of 3 Minimum of 3 Minimum of 3 WORLD AND AUSTRALIA’S special special special special exhibitions PLACE WITHIN IT AT OUR exhibitions exhibitions exhibitions ACTON SITE

Source and Methodology: Exhibition on display to the public at Museum’s Acton site.

PERMANENT GALLERY Open to the REPRESENTING THE public ENVIRONMENTAL HISTORY OF AUSTRALIA

Source and Methodology: Gallery open to public at Museum’s Acton site.

EDUCATION RESOURCES AND PROGRAMS

Expand Museum in the Classroom to regional and remote Australia

225,000 page views of Australia’s Defning Moments Digital Classroom

Continued growth in education outreach audience






Source: Delivery to regional or remote areas as defned by ABS; visitation data; digital analytics. Methodology: NMA internal analysis.

AUSTRALIA SPEAKS Host and publish LECTURE SERIES, 3 lectures by SUPPORTED BY THE prominent THYNE REID FOUNDATION Australians

Source: Delivery; visitation data. Methodology: NMA internal analysis.

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priority 3 maximise opportunities for public engagement that respond to changing audience behaviours and needs

outcomes:

• Increase visitor engagements with Museum experiences and collections

• Maximise opportunities to reach new and diverse audiences across the country and overseas.



TOTAL VISITOR 4,307,300 4,515,800 4,710,550 4,806,300

ENGAGEMENTS

Permanent exhibitions 400,000

Special exhibitions 145,000

Travelling exhibitions 267,500

Education and public 26,800 programs

Events and functions 15,000

Digital experiences and 3,453,000 social media

Source: NMA and travelling venue visitation data; digital analytics. Methodology: NMA internal analysis. Note: These fgures take into consideration expected COVID-19 impacts. Travelling exhibitions subject to availability of government grant funding.

SONGLINES: TRACKING THE SEVEN SISTERS TOURING EXHIBITION AND WALKING THROUGH A SONGLINE EXPERIENCE

Tour exhibition to 2 international venues

Launch tour of Walking through a Songline experience

>50,000 visits recorded across all venues





Source: Delivery; exhibition visits. Methodology: Visitation data provided by venues based on appropriate methodology for the venue; NMA internal analysis. Note: These fgures take into consideration expected COVID-19 impacts. Travelling exhibitions subject to availability of government grant funding. 6



GROW THE FRIENDS >4,500 members >5,000 members Continued growth Continued growth MEMBERSHIP PROGRAM in members in members

Source: NMA membership database. Methodology: Number of members as at 30 June each year.

TIM AND GINA FAIRFAX Open to the 62,500 visits 75,000 visits 80,000 visits DISCOVERY CENTRE public

40,000 visits

Source: Centre open to public at Museum’s Acton site; visitation data. Methodology: NMA internal analysis.

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priority 4 focus documentation, research, preservation and digitisation programs on key areas of the National Historical Collection (NHC)

outcomes:

• Accession and digitise key objects and collections in the NHC

• Ensure the NHC is stored in appropriate conditions and continue to implement improvements

to collection storage conditions and capacity

• Conduct research and provide expertise related to our purpose.



TREVOR KENNEDY 900 objects 900 objects 900 objects COLLECTION digitised digitised digitised

Source: EMu Collections Management system. Methodology: NMA internal analysis.

NATIONAL HISTORICAL COLLECTION MAINTAINED IN APPROPRIATE STORAGE CONDITIONS

Increase proportion of Museum’s collection that meets AICCM standards to >58%

Increase proportion of Museum’s collection that meets AICCM standards



Source and Methodology: Australian Institute for Conservation of Cultural Material (AICCM) standards, NMA internal analysis.

PARTICIPATION IN Participate in Continued Continued Continued AUSTRALIAN RESEARCH 3 ongoing ARC participation in participation in participation in COUNCIL (ARC) PROJECTS projects ARC projects ARC projects ARC projects

Source and Methodology: NMA listed as organisation on ARC grant.

REPATRIATION Support provided for activity that contributes to the repatriation of ancestral and cultural remains. Contribute to the worldwide practice of repatriation.

Support provided for activity that contributes to the repatriation of ancestral and cultural remains. Contribute to the worldwide practice of repatriation.



Source and Methodology: Museum support provided for repatriation activity; Museum contributions to research, consultation, communication and best practice for the return of ancestral and cultural remains.

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priority 5 utilise available resources to operate as efciently as possible outcomes:

• Increase operational efciency through embracing technological change • Maximise opportunities for own-source revenue • Explore new ways of doing business.



EMBRACE Optimise use of Optimise use of Optimise use of TECHNOLOGICAL technological technological technological CHANGE investment investment investment

– improve – improve – automate information internal business management and communications processes collaboration

Source and Methodology: NMA internal analysis.

GENERATE REVENUE 5% growth on 5% growth on 5% growth on 5% growth on THROUGH DONATIONS, 5-year average 5-year average 5-year average 5-year average PHILANTHROPY AND CORPORATE SUPPORT

Source: NMA fnancial statements.

Methodology: All funds raised in donations, sponsorship, and in-kind support. Does not include grants or object donations.

GENERATE REVENUE >50% of 5-year Equal to 5-year Growth on 5-year Growth on THROUGH COMMERCIAL average average average 5-year average ACTIVITY

Source: NMA fnancial statements.

Methodology: Sales of goods and services rendered, with the exception of sponsorships and donations. Does not include

grants or object donations.

Note: These fgures take into consideration expected COVID-19 impacts.

SUSTAINABILITY ACTION Launch the Report Report Report PLAN Museum’s performance performance performance

inaugural against against against Sustainability Sustainability Sustainability Sustainability Action Plan Action Plan Action Plan Action Plan

Source: Delivery; other KPIs to be developed as part of the Sustainability Action Plan for reporting from 2022–23.

Methodology: NMA internal analysis.

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‘STRETCH’ ‘Stretch’ RAP Report on Report on Report on RECONCILIATION endorsed by measures from measures from measures from ACTION PLAN Reconciliation fnal ‘Stretch’ fnal ‘Stretch’ fnal ‘Stretch’

Australia RAP RAP RAP

Source and Methodology: Reconciliation Australia endorsement; other KPIs to be developed for reporting from 2022–23.


capability workforce planning As part of the Government’s Delivering for Australians reform agenda, the Australian Public Service has

developed Delivering for Tomorrow: APS Workforce Strategy 2025. The strategy provides an APS-wide

view on how to equip the APS workforce to tackle immediate and emerging challenges, highlighting

3 key areas of focus:

• Attract, build and retain skills, expertise and talent

• Embrace data, technology and fexible and responsive workforce models

• Strengthen integrity and purposeful leadership.

The Museum is reviewing the priority capabilities required to deliver its own key outcomes within this

context and with the support of broader APS tools and resources. The Museum will continue to foster

an agile and fexible workforce capable of responding to challenges, both internal and sector-wide.

With a better understanding of the existing talent and capability gaps and how these relate to achieving

the Museum’s future priorities within fnancial and environmental constraints, the Museum will be better

placed to respond to the needs of its workforce. This requires consideration and understanding of the

corporate culture and desired employee value proposition. It will also need a shared commitment and

understanding of the Museum’s short- to longer-term business priorities, and the resources and

capability necessary to achieve these goals.

The Museum will continue to focus on creating a fexible and inclusive work culture, while building

opportunities for career development and ensuring that the core APS capabilities of leadership,

integrity, knowledge of APS craft, data literacy and analysis are maintained.

ICT capability The Museum is continuing to implement changes to its ICT delivery model to better support hybrid

working arrangements, improving security and operability within the existing infrastructure for staf

working onsite and remotely.

In 2021–22, the Museum will introduce an ICT Steering Committee to shape ICT capability over the

medium- to long-term and guide investment. ICT support models are being reviewed to ensure they

are ft for purpose and sustainable in an increasingly complex environment.

Worldwide, the cyber security community has reported a steady increase in the number and range of

cyber threats, requiring ongoing investment in resources, defence tools, and user education to mitigate

risks. The Museum continues to monitor the key security controls (Essential Eight) and regularly reviews

the Australian Cyber Security Centre’s Strategies to Mitigate Cyber Security Incidents to identify controls

that can be implemented in the Museum environment to lift its maturity, within its resource capacity.

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risk oversight and management In addition to the broader challenges afecting the Museum and cultural sector, the organisation

identifes and manages risks at strategic and operational levels.

The Museum has an established risk management framework, comprising:

• a risk management policy, which outlines the agency’s overall approach and direction in relation

to risk management

• a risk appetite statement, which specifes the amount of risk the agency is willing to seek or accept

in the pursuit of its purposes

• a risk assessment methodology and training resources, which improves staf capacity to undertake

and beneft from risk assessments

• a risk committee drawn from key areas of the Museum that contributes to policy development

• strategic and operational risk registers.

Risk plans are developed at business unit and project level, focusing on both program-wide and

project-specifc risks. Strategic and operational risks are regularly reported to the Museum’s Executive.

Updates on critical strategic and operational risks are reported to the Audit, Finance and Risk

Committee and Council at each quarterly meeting.

The main areas of risk and specifc risks, relating to the forward program of activities identifed in the

risk registers, include:

fnancial risk This risk relates to adverse impacts of fnancial policies and the rate of economic recovery.

Own-source revenue, impacted by COVID-19, is likely to continue to be below pre-COVID levels.

This can have a compounding and signifcant downward efect on available fnancial resources.

It also poses an increased risk to ongoing sustainability, afecting factors such as the quality of

care of the National Historical Collection, resilience to cyber threats, and the ability to attract and

retain skilled staf.

The Museum will continue to review the delivery of functions, activities, programs and events in

line with available fnancial resources.

reputational risk A reduced program of activity in 2020–21, due to COVID-19 impacts and gallery redevelopment,

has afected the Museum’s capacity to serve the Australian public. As a result, its reputation and

brand awareness has been impacted. The Museum is taking steps to address this by providing

more digital content and greater opportunities to interact with the Museum and its collections

online. The opening of a redeveloped exhibition space in early 2021–22 and the hosting of a

major temporary exhibition, Ancient Greeks: Athletes, Warriors and Heroes from the British

Museum, will boost the visibility of the Museum’s major programs and exhibitions for the public.

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cyber threats Increasing cyber security threats present risks of business disruption, privacy breaches and data

compromise and loss, with compliance, fnancial and reputational consequences. The Museum

continues to review its level of maturity against the revised, strengthened Essential Eight Maturity

Model. Continued ICT investment to mitigate vulnerabilities will be required to ensure the

Museum is protected from cyber threats.

loss of or damage to the National Historical Collection The sub-optimal storage facilities that house the National Historical Collection remain a high risk.

The facilities were identifed as inadequate in an Australian National Audit Ofce report in 2005

and the Museum has implemented a series of measures to assist in minimising the risks at its

current storage facilities. Full mitigation of this risk will need to be addressed through the

relocation of the Museum’s collection to improved facilities which meet international museum

standards, and which allow the Museum to fulfl its legislated mandate to care for the collection

in perpetuity. The Museum will continue to work towards the construction or acquisition of such

a facility, which may be a combined facility shared with other major national collecting

institutions. In the short-term, the Museum is undertaking works to safeguard those parts of the

collection that are at greatest risk.

health and safety The Museum will continue to ensure compliance with COVID-19 health advice and travel

restrictions. Continually changing domestic restrictions and the lifting of international travel bans

will provide particular challenges and opportunities for the Museum. The focus will remain on

ensuring the safety of visitors and staf with the implementation of COVID-19 operational

procedures, including cleaning and hygiene, that are in line with government recommendations

and best practice.

staf capability and capacity As a small- to medium-sized APS employer with budgetary constraints, the Museum’s ability to

ofer competitive remuneration in comparison to the APS average is declining. This afects the

quality of potential candidates attracted to working at the Museum and remaining long-term.

This is particularly the case for workers with skill sets that are in high demand, such as those in

the technology, data, and cyber security spaces.

Further work will be undertaken at the strategic and operational levels to ensure gaps in current

and future staf capability are managed in line with strategic priorities, budget, and government

policy. The Museum continues to review its employee value proposition to attract suitable

candidates and develop a range of options or pathways that support a buy or build approach to

our talent pipeline. The Museum positions itself to be an employer of choice by ofering fexible

working arrangements and creating a positive workplace culture.

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cooperation The Museum delivers its mission, in part, through its strong relationships and successful

collaborations. By coming together for a common purpose and working actively with its partners,

the Museum can maximise value and enhance benefts to the public. Cooperative ventures can

also develop staf capabilities and extend institutional capacity to increase activity levels during

times of resource constraint. Overall, these cooperative programs and activities serve to enhance

the broader cultural life of the nation.

The next 4-year period will be underpinned by long-term relationships with organisations and

people who share the Museum’s vision and purpose. These include:

cultural organisations The Museum has signed multi-year Memorandums of Understanding (MOUs) with several

state-based museums and galleries, such as the Western Australian Museum and South Australian

Museum, and international museums in Europe and Asia. The touring exhibition program has

been devised in conjunction with Indigenous communities, arts organisations and other museums.

By pooling expertise and resourcing, new exhibitions with a national and international reach have

been developed that are often beyond the resourcing capacity of individual organisations.

Commonwealth-sector collaboration The Museum collaborates with other Commonwealth government entities to assist in meeting

shared objectives. Strong relationships exist among the National Collecting Institutions and vary

from formal working groups and committees based on professional expertise to informal peer

engagement. Outside of the Arts portfolio, the Museum has entered into partnerships with the

Australian Signals Directorate for an exhibition to mark its 75th anniversary; the Department of

Foreign Afairs and Trade for a curatorial program focusing on Australia’s diplomatic history; and

the National Australia Day Council for Australia Day 2022 activities. The Museum also delivers

payroll, ICT, fnance and records services to small corporate and non-corporate Commonwealth

agencies via its Cultural and Corporate Shared Services Centre (CCSSC).

research collaboration Research and scholarship are central to the Museum’s activities. Through its exhibitions,

programs and publications, the Museum provides leadership and contributes to scholarship and

discussion around Australia’s past, present and future. This relies on collaboration with internal

and external experts, and on funding and collaboration from research bodies and academia.

The Museum collaborates with key thought leaders on its publications, including the Museum

magazine, exhibition catalogues and books. As part of its commitment to research historical

collections relating to Australian history, the Museum has entered into collaborations with the

Australian National University and the Australian Research Council (ARC). The Museum

participates in several ARC projects with universities, Indigenous communities and other cultural

institutions. In 2020–21, the Museum launched its Australia Speaks series, featuring lectures by

prominent Australians and supported by the Thyne Reid Foundation. 14


philanthropy and corporate partners The role of philanthropy and corporate partners continues to be important in enabling the

Museum to deliver major gallery developments, programs and services. In recent years, the

Museum has undertaken a number of successful campaigns to raise donations, including the

Encounters Fellowships, the People’s Walk and 20th Birthday campaigns, and has received

signifcant contributions from philanthropists, including $1.5 million from Gandel Philanthropy

for Australia’s Defning Moments Digital Classroom and a major gift by Mr Tim Fairfax AC and

Mrs Gina Fairfax in support of the Tim and Gina Fairfax Discovery Centre. The Museum

also maintains a number of corporate partnerships and sponsorship with media and commercial

partners. Contributions from the Museum’s sponsors, donors and members have enabled the

organisation to continue its work at a time of fscal constraint, and the Museum will continue to

seek additional funding from its supporters and partners in coming years.

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corporate plan 2021-22

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