strategic plan board of the queensland museum …/media/documents/qm/about us/cor… · we cherish...

STRATEGIC PLAN 2014–201801/07 30/06

BOARD OF THE QUEENSLAND MUSEUM

Queensland Museum Network Strategic Plan 2014–2018

With a keen respect for our audiences and visitors and a focus on the future, the QMN museum experience focuses on bringing back of house to front of house, co-creating with community and adopting new social media and online technologies. This Plan outlines our aspirations, areas of endeavour as well as our strategies for long term organisational sustainability.

The Board of the Queensland Museum has responsibility for delivering museum services across the state facilitated through a network of museums including —

• Queensland Museum & Sciencentre, (QM&S) South Bank, Brisbane

• Museum of Tropical Queensland (MTQ), Townsville

• The Workshops Rail Museum (TWRM), Ipswich

• Cobb+Co Museum, Toowoomba

• Museum of Lands, Mapping and Surveying, Woolloongabba, Brisbane

• Queensland Museum Research & Loans Centre, Hendra, Brisbane

The Queensland Museum Network (QMN) connects real objects and contemporary research with communities across the State and beyond, creating authentic and compelling experiences and stories that inspire, enrich and empower.

1

VISIONQueensland Museum Network — discovering Queensland, inspiring generations. A museum for all Queenslanders that actively partners with diverse communities to enrich understanding of self and place.

MISSIONTo inspire generations of Queenslanders to discover, celebrate and value our distinctive natural and cultural environment.

We have a culture of sharing, learning and growth, to foster a community that shares, learns and grows.

We respect and celebrate diverse perspectives and we engage and represent diverse audiences.

We study adaptation, evolution and change, and we value creativity and innovation.

We excel at research to help understand life, and we love to bring research to life.

We cherish our collections because we cherish our stories.

We value integrity because it is the essence of trust.

We encourage and nurture teamwork and partnerships, because our job is too important to do alone.

VALUES

Queensland Museum Network Strategic Plan 2014–2018 2


This Strategic Plan seeks to continue the growth and development of the Queensland Museum Network to become Australia’s premier museum network supporting the following Queensland Government key objectives:

Getting Queensland back on track – Statement of objectives for the community

• TheQueenslandMuseumNetwork’sstrategytogrowtourismopportunities through an exciting and innovative international exhibition and experience program supports the goal to grow a four pillar economy.

• Ourplantoconnectthecreativediscoveryprocessthatisatthe foundation of Science, Technology, Engineering, Arts and Maths (STEAM) with education will put Queensland at the forefront of a world wide movement that integrates art and design with science and technology to transform learning through innovation. This strategy will assist the Government to make Queensland one of the leading states for student literacy and numeracy by 2020.

Arts for all Queenslanders Strategy 2014–2018

• ThisStrategicPlanseekstogrowculturaltourismthroughoutQueensland through our award winning network of museums. To do this will build creative long term partnerships with industry to strengthen investment in the sector

• WewillcontinuetogrowthepublicvalueofartsandculturethroughourMuseumDevelopmentOfficerNetworksupportinglocal regional collecting bodies throughout the State.

Cultural Precinct Strategy

• QM&SisapartnerinstitutioninthedeliveryoftheCultural Precinct Strategy for South Bank to optimize public investment and grow Queensland’s arts and cultural sector.ThisStrategicPlanoffersanumberofkeyinitiativesdesigned to enable collaboration across the Precinct from festivals to collection storage.

Destination Q

• QMNseekstomakethemostofourculturaltreasureswith a platform of high quality permanent exhibition renewal that showcases Queensland’s distinctive natural and cultural environments. This program will support both the theme of preserving our nature and culture as well as tooffericonicexperiences.

Science and Innovation Action Plan

• QMNseekstogrowitspositionasthepre-eminentleaderofScience, Technology, Engineering, Arts and Maths engagement in Queensland and in Australia.

ALIGNMENT TOQUEENSLAND GOVERNMENT PRIORITIES

3


DISTINCTIVELY QUEENSLANDThe research, collection development and public experience activities of the QMN are strategically directed by the following themes —

• ANCIENT ECOSYSTEMS exploring, discovering and documenting Australia’s unique geological and biological record which underpins the knowledge and custodianship of Queensland’s modern environments

• CONNECTING QUEENSLAND: REACHING THE WORLD the connections and exchanges that sustain Queensland’s place in the world

• CUSTOMS, CULTURES AND COUNTRY Aboriginal, Torres Strait and Pacific Islander experiences, perspectives and cultures

• QUEENSLAND STORIES the people, places, cultures and events that make Queensland distinctive

• SCIENCE AND TECHNOLOGY IN SOCIETY heritage trades, technology and the role of science in people’s lives

• SUSTAINABLE QUEENSLAND the documenting, conserving and appreciating of Queensland’s unique biodiversity

STRATEGIC THEMES

4


• Add value to the State Collection through the accession of objects and undertaking new and ongoing research on the Collection.

• Build a strong digitisation platform to increase online access to collections and data.

• Maintain and maximise QMN’s distributed state-wide storage model.

• In partnership with Arts Qld achieve improvements in storage capacity and quality.

• Continue to build a strong Repatriation program that ensures a continued dialogue with all Indigenous community members.

• Collaborate with Tourism & Events Queensland to achieve the state target of $30B in annual overnight visitor expenditure through delivering exclusive, international, museum products.

• Establish an international science congress/festival by 2019 marketed within Australia and to developing countries in the southern hemisphere.

• Undertake a progressive permanent gallery renewal program with strong Queensland content at Queensland Museum.

• Develop an audience research strategy for the network to identify visitors (onsite and online), potential new markets and the positioning of QMN products and services.

• Build partnerships with universities and private funders to develop a benchmark social impact project.

• Review and realign the QMN Research Strategy to identify, build and capitalise on QMN’s unique research strengths.

• Seek peer-reviewed research outcomes.

• Ensure all research adds value to the collection and is made available to the widest possible audience.

• Enable research strength through the development of cutting edge scientific infrastructure.

• Provide a catalyst activity (in-situ and online) in science, technology, engineering, arts and mathematics for all ages.

• Harness the power of the network at a strategic and operational level to create a consistent, supportive education environment for all learners.

• Develop a consultation and engagement framework for formal educators, users and non-users based on STEAM principles.

• Business focused entrepreneurial strategies which improve productivity/ creativity and maximise self-generated revenue

• Develop supportive industry partnerships which build long term engagements/ investments.

• Co-invest with Arts Queensland in facilities and infrastructure to develop fit for purpose and safe workplace environments.

• Work with Arts Queensland to deliver the Cultural Precinct Masterplan.

• Develop a business case determining sustainable future funding and investment levels across the QMN.

GOALS

STRATEGIES 2014–2018

PERFORMANCE INDICATORS

To care for Queensland Museum (QM) collections to international standards increasing access to both objects and the knowledge associated with them.

To increase our focus on targeted visitors from interstate, intrastate and international markets.

To demonstrate positive social impacts through best practice audience research, development and engagement and delivery of services across Queensland.

To be the most successful research Museum in Australia to drive national and international grant funding.

To provide a learning platform where the creative process of discovery intersects in Science, Technology, Engineering, Arts and Maths (STEAM).

To invest in QMN’s people, products, services, facilities and partnerships to create a more self-sustaining business.

To review the funding framework for the Queensland Museum Network.

Percentage of the collection stored to national benchmark standard.

Percentage of QMN collections available online.

Number of visits to QMN onsite, online and through educational Loans annually.

Satisfaction of audiences with museum experiences.

Intention of audiences to return to QMN in coming twelve months.

Percentage of Local Governments receiving QMN services.

Doubling the number of visitors subscribing to the QMN customer database.

Number of peer-reviewed papers.

Percentage of museum exhibitions and experiences using QMN collections and evidence-based research.

Increase annual formal educational visits.

Percentage of self-generated revenue to total revenue.

Annual increase in the agency engagement outcome of the Working for Qld Employee Opinion Survey.

Delivery of phase one of the Cultural Precinct Masterplan (ANZAC Gallery).

Growth in operational funding.

5


PERFORMANCE TARGETSPERFORMANCE INDICATORS TARGETS **

2014–2015 2015–2016 2016–2017 2017–2018

Percentage of the collection stored to national benchmark standard 76%* 76% 80% 84%

Percentage of QMN collections available online 70% 71% 72% 73%

Number of visits to QMN onsite, online and through Loans annually 3 078 000 3 237 500 3 455 000 3 684 000

Online 975 000 990 000 1 050 000 1 100 000

TWRM 85 000 93 500 100 000 110 000

Cobb+Co 70 000 77 000 85 000 94 000

MTQ 75 000 82 000 90 000 100 000

QM&S 1 123 000 1 235 000 1 360 000 1 500 000

Educational Loans 750 000 760 000 770 000 780 000

Satisfaction of audiences with museum experiences 95% 95% 96% 96%

Percentage of Local Governments receiving QMN services 100% 100% 100% 100%

Percentage increase in the number of peer-reviewed papers from previous year. 10% 15% 15% 15%

Percentage of museum exhibitions and experiences using QMN collections and evidence-based research. 75% 75% 75% 75%

Increase annual formal education visits 72 000 74 000 76 000 78 000

Number of subscribers to the Queensland Museum Network database 23 000 30 000 38 000 46 000

Percentage self-generated revenue to total revenue. 38% 39% 40% 45%

Annual increase in the agency engagement outcome of the Working for QldEmployeeOpinionSurvey

CHALLENGES• Thestate-widedeliveryofexhibitions,events,publicexperiencesand

loans service to meet the needs of a diverse audience is a broad and dynamic work program.

• Increasedconservationandstorageresourcesforthecontinuedgrowthand development of the collections.

• Sustainacoreofscientificandtechnicalexpertisecapableofaddressingissues critical to Queensland’s cultural and natural environment and contributing to the development of compelling visitor experiences.

• Ensuringasustainablenetworkofmuseumsandservicesunderpinnedby sound resource management strategies and funding framework.

*reduced target compared to previous years includes outcomes of 2013 collection storage review and reflects results of limited investment in storage needs as well as continued collection growth.

** Subject to review of funding framework

6


STATEMENT OF RESOURCE IMPLICATIONSThe Board of the Queensland Museum’s vision to actively partner with diverse communities to enrich understanding of self and place is supported through its strategic investment in the state-wide network of museums, museum experiences, exhibitions and the development, management, conservation of and access to the State Collection.

The Queensland Museum Act 1970 provides the legislative responsibility to provide leadership and excellence in the preservation, research and communication of Queensland’s cultural and natural heritage. As custodian of the state’s largest natural and cultural collection (valued at $461 million as at June 2013), the State Collection is a pivotal asset that forms a large part of Queensland’s identity.

QMN’s internationally acclaimed research, early childhood programs, skills training in object-based learning, heritage trades, strategic research and museum practices, outreach programs and our engaging and rewarding volunteer programs, invests in Queenslanders futures.

OverthecourseoftheCentenaryofWorldWarOnetheStateGovernment will contribute $7.6M to the development of the Anzac Legacy Gallery at the Queensland Museum. The Board of the Queensland Museum will also support this project contributing up to $1M of Board reserves to create a permanent home for the A7V Sturmpanzerwagen armoured assault vehicle, Mephisto, one of Australia’s most significant war relics.

The QMN’s commitment to regional Queensland is demonstrated through its ongoing investment in the network of museums in Queensland and the Museum Resource Centre Network, which provides museological expertise throughout the state.

The QMN also provides the world’s most geographically dispersed loans programs and together with significantly enhanced web-based technologies, allows access to and delivery of Museum collections, research, educational information, services and products.

A focus of this Strategic Plan is to elevate partnerships and collaborations with community, industry, government and other learning institutions to innovate in service development and delivery. Resources acquired through this strategy are critical to the delivery of important research and exhibition projects in this Plan.

7



INCOME STATEMENT CONSOLIDATED ENTITY

2013/14 2014/15 2015/16 2016/17 2017/18

Estimate Estimate Estimate Estimate Estimate

$’000 $’000 $’000 $’000 $’000

INCOME FROM CONTINUING OPERATIONS

Revenue

User Charges 6,930 9,099 9,323 9,560 9,799

Grants/Sponsorships/Partnerships and other contributions 27,137 * 24,794 25,273 25,728 26,097

Interest 410 470 470 470 470

Other revenue 94 158 162 166 170

Gains - 53 50 50 50

TOTAL INCOME FROM CONTINUING OPERATIONS 34,571 34,574 35,282 35,974 36,586

EXPENSES FROM CONTINUING OPERATIONS

Expenses

Employee expenses 21,189 21,483 21,952 22,434 22,924

Supplies and services:

- Outsourced service delivery - - - - -

- Other supplies and services 10,153 11,488 9,040 9,094 9,133

Grants and subsidies - - - - -

Depreciation and amortisation 3,888 4,258 3,996 4,146 4,221

Finance/borrowing costs - - - - -

Other expenses 641 286 294 300 308

Losses on sale/revaluation of assets - - - - -

TOTAL EXPENSES FROM CONTINUING OPERATIONS 35,871 37,514 35,282 35,974 36,586

OPERATING RESULT FROM CONTINUING OPERATIONS -1,300 -2,940 0 0 -0

*ReflectsreductioninGrantsduetoone-offcapitalfundinggrantfromArtsQueenslandandareductioninresearchfundingflowingthroughfrom11/12and12/13.

8



STATEMENT OF FINANCIAL POSITION CONSOLIDATED ENTITY

2013/14 2014/15 2015/16 2016/17 2017/18


$’000 $’000 $’000 $’000 $’000

CURRENT ASSETS

Cash assets 6,389 4,902 5,985 7,716 8,759

Receivables 863 865 866 869 868

Other financial assets - - - - -

Inventories 517 517 517 517 517

Other 23 23 23 23 23

Non-financial assets held for sale - - - - -

TOTAL CURRENT ASSETS 7,792 6,307 7,391 9,125 10,167

NON-CURRENT ASSETS

Receivables - - - - -

Other financial assets - - - - -

Property, plant and equipment 550,335 562,281 575,363 588,187 601,836

Intangibles 785 816 646 476 560

Other - - - - -

Total non-current assets 551,120 563,097 576,009 588,663 602,396

TOTAL ASSETS 558,912 569,404 583,400 597,788 612,563

CURRENT LIABILITIES

Payables 1,201 1,202 1,205 1,207 1,198

Accrued employee benefits 1,653 1,655 1,655 1,656 1,655

Interest-bearing liabilities and derivatives - - - - -

Provisions - - - - -

Other - - - - -

TOTAL CURRENT LIABILITIES 2,854 2,857 2,860 2,863 2,853

cont.

2013/14 2014/15 2015/16 2016/17 2017/18


$’000 $’000 $’000 $’000 $’000

NON-CURRENT LIABILITIES

Payables - - - - -

Accrued employee benefits 362 373 384 395 406

Interest-bearing liabilities and derivatives - - - - -

Provisions - - - - -

Other - - - - -

TOTAL NON-CURRENT LIABILITIES 362 373 384 395 406

TOTAL LIABILITIES 3,216 3,230 3,244 3,258 3,259

NET ASSETS/(LIABILITIES) 555,696 566,174 580,156 594,530 609,304

EQUITY

Capital/contributed equity -6,011 -6,937 -7,863 -8,789 -9,715

Accumulated surplus/(accumulated deficit) 142,118 139,178 139,178 139,178 139,178

Reserves:

- Asset revaluation surplus 419,589 433,933 448,842 464,141 479,841

- Other (specify) - - - - -

TOTAL EQUITY 555,696 566,174 580,156 594,530 609,304

9

POBox3300,SouthBrisbane Queensland 4101, Australia

t. +61 7 3840 7555 | f. +61 7 3846 1918 [email protected]

qm.qld.gov.au

strategic plan board of the queensland museum …/media/documents/qm/about us/cor… · we cherish...

Documents