Queensland Museum Strategic Plan 2008-2012 by lefttoleave

VIEWS: 18 PAGES: 9

									                                         QUEENSLAND MUSEUM STRATEGIC PLAN                        2008 – 2012




queensland museum | queensland museum south bank | museum of tropical queensland | the workshops rail museum | cobb+co museum
INTRODUCTION
Queensland Museum (QM) was founded by the Queensland Philosophical Society on
20 January 1862 and since that time has maintained a proud record of service to all
Queenslanders.
The Board of QM was established under the provisions of the Queensland Museum
Act 1970. Subsequent changes to this Act were effected through the Arts Legislation
Amendment Act 1997, the Arts Legislation Amendment Act 2003 and the Statutory Bodies
Legislation Amendment Act 2007. The Board is appointed by the Governor-in-Council on
the recommendation of the Minister for the Arts.
QM has responsibility for the delivery of museum services across the State. This is
facilitated through a network of museums established under the approval of the Governor-
in-Council. Campuses of QM include —
       1.   QM South Bank, Brisbane
       2.   The Museum of Tropical Queensland, Townsville
       3.   The Workshops Rail Museum, Ipswich
       4.   Cobb+Co. Museum, Toowoomba
       5.   WoodWorks: the Forestry and Timber Museum, Gympie
       6.   Lands, Mapping and Surveying Museum, Woolloongabba, Brisbane, and
       7.   QM Annexe, Hendra, Brisbane
The purpose of this plan is to define operational procedures necessary to support the
strategic direction for QM’s activities within the context of whole-of-government priorities
and outcomes. The plan has been developed in a collaborative process involving staff and
the Board.

GOVERNMENT POLICY OUTCOMES
In developing this plan, QM recognises the important role it plays in contributing to the
following Government outcomes:
       A community of well-skilled and knowledgeable people
       A fair, socially cohesive and culturally vibrant society.
       In addition, QM also contributes to the Government’s priority of:
       Strengthening Educational Outcomes including:
       •    Match lifelong learning opportunities to current and future needs
       •    Encourage world-class research that builds on Queensland’s unique resources.

VISION
QM is valued as an innovative, exciting and accessible museum of science, environment
and human experience, of international standing.

MISSION
QM’s mission is to enrich and enliven Queensland communities.
The QM network is uniquely positioned to contribute to the development of communities
in Queensland through the power of learning from objects, collections and museum visitor
experiences.
Rich, lively communities have a strong sense of identity and connection to their heritage, their
environment and to each other. They take pride in their past, actively explore the present and
strive to create a better future. They are continuously learning.
In achieving its mission QM will strengthen social cohesion in Queensland communities and
create economic benefit.

Queensland Museum Strategic Plan 2008–2012
                                                                                                   1
VALUES
In fulfilling its mission, QM is committed to the following guiding values:
       Excellence:                 QM strives for the best in everything it does.
       Innovation/Creativity:      QM embraces innovation and creativity as this provides
                                   the “edge” to all QM programs.
       Cherishing Collections: QM achieves its mission through the collection,
                               preservation, and display of material evidence.
       Relevance:                  QM is a responsive organisation that is sensitive to
                                   changing community issues and audience needs and
                                   wants. In this way QM remains as a vital component
                                   of contemporary Queensland society; QM has a
                                   commitment to living cultures.
       Ongoing Learning:           QM meets the learning needs and expectations of its
                                   broad audience at all stages of their lives.
       Working Together:           QM establishes and nurtures partnerships with diverse
                                   communities and organisations; and within QM, team
                                   work and respect for individual contribution and
                                   endeavour are valued.
       Diversity:                  QM recognises, respects and celebrates the State’s
                                   biological, cultural and regional diversity.


PRIORITIES
Following are the strategic priorities for the five year period 2008-2012:
       1.   Increase awareness of the cultural, social, intellectual and economic value of
            QM to the State.
       2.   Create stimulating and engaging exhibitions, public programs, events and
            activities for Queensland communities.
       3.   Acknowledge and invest in our people as QM’s pivotal resource.
       4.   Secure funding, construct, and operate the National Carriage Factory at
            Cobb+Co Museum. and Bug Safari at the Museum of Tropical Queensland.
       5.   Secure funding for the redevelopment of Queensland Museum in Brisbane as a
            museum of international standing.
       6.   Establish QM’s position with regard to the proposed redevelopment of the North
            Ipswich Railyards.
       7.   Provide greater access to QM’s unique collection, knowledge systems and
            object based learning opportunities including the use of new technology.
       8.   Strategically manage QM’s collection to improve development, storage,
            conservation, information management, and access.
       9.   Emphasise QM’s commitment to high quality research and scholarship as the
            foundation for all QM activities.
       10. Improve impact, effectiveness and profile of QM through focused alignment of
           research, collections and public programs.
       11. Maintain a sustainable program for business systems and capital investment in
           assets, facilities, exhibitions, maintenance and IT infrastructure.




Queensland Museum Strategic Plan 2008–2012
                                                                                             2
OPERATING ENVIRONMENT
If QM is to achieve its mission it must be responsive to the changing environment in
which it operates. The strategic fit between QM and its operating environment will largely
determine its success in creating value for the Queensland public. QM has taken the
following trends and issues into account when developing its goals and strategies:
       Society:                     growing population (1800 new Queenslanders per
                                    week); changing demographics, especially in South East
                                    Queensland and in regional centres; key audiences —
                                    children (3-8 year olds and active older adults); emerging
                                    importance of the young adult audience.
       Fashion/fads:                growth of new media; virtual social networks and creative
                                    industries.
       Public discourse:            U.S. recession and the world economy; Australian interest
                                    rates; climate change; water; clean coal technology;
                                    Indigenous issues — the apology.
       Community:                   increasing desire for sense of community cohesion;
                                    museums as community hubs and safe public spaces.
       Lifestyle:                   less leisure time yet greater expectations of leisure time
                                    activities, value for money; sea change / tree change;
                                    changing work patterns; telecommuting; flexible working
                                    hours; volunteering; leisure time learning.
       Technology:                  new technologies provide greater access to collections,
                                    research and public programs; investment and
                                    convergence of technologies.
       Art and culture:             blurring of the roles of galleries, museums and libraries
                                    — opportunities for partnerships; urban night life and art
                                    and culture; national education and the arts statement.
       Environmental:               monitoring environmental health and climate change;
                                    sustainable practices — museum as exemplar; growth in
                                    biotechnologies.
       Power and influence:          value of QM network; need to influence and engage with
                                    key stakeholders.
       Political:                   Changes to national, State and regional priorities; Council
                                    amalgamations; alignment with Smart State directions;
                                    Federal Government’s new directions — education
                                    revolution.


PRIORITY THEMES
Under an over arching theme of Distinctly Queensland, QM will direct its research, collection
development and public program activities into the following key areas of strength:
       1.   Queensland Stories — the people, places, cultures and events that make
            Queensland distinctive
            •   The Queensland lifestyle
            •   Notable people, places and events in Queensland history
            •   Leading the way — excellence in Queensland design, craftsmanship and
                technical achievement
            •   Multicultural Queensland
            •   Maritime heritage


Queensland Museum Strategic Plan 2008–2012
                                                                                                  3
       2.   Sustainable Queensland — the documentation, conservation and
            appreciation of Queensland’s unique biodiversity
            •   Queensland Biodiversity
                - Uniquely Queensland: Biodiversity — unique and threatened faunas
                - Queensland in time and space: Evolutionary and systematic biology
            •   People and the Environment
                - Healthy Queensland: Ecosystem health and faunas of commercial or
                  medical significance
                - Conserving Queensland: Ecology and conservation biology
       3. Ancient Ecosystems — the exploration, discovery and documentation of
          Australia’s unique geological and biological record which underpins the
          knowledge and custodianship of Australia’s modern environments
            •   Ancient Earth
            •   Gondwanan Inheritance
            •   Australia as an Island
            •   Quaternary Climate Change
       4.   Customs, Cultures and Country — Aboriginal, Torres Strait and Pacific
            Islander experiences, perspectives and cultures
            •   Aboriginal experiences, perspectives and culture
            •   Torres Strait Islander experiences, perspectives and culture
            •   Australian South Sea Islanders experiences, perspectives and culture
            •   The people and cultures of the Pacific
       5. Science and Technology in Society — heritage trades, technology and the
           role of science in people’s lives
            •   Heritage Trades
            •   Energy and Change
            •   Science Today
            •   Technological innovation
            •   Hands on science / engaging with science
       6.   Connecting Queensland: Reaching the World — transport,
            communications and Queensland’s place in the world.
            •   Transport
            •   Communication
            •   Surveying and mapping
            •   Bringing the world to Queensland
            •   Queensland in the Asia/Pacific


STRATEGIC DOMAIN ALIGNMENT
Six key performance areas have been identified based on the “Guiding principles” outlined
in the Queensland Museum Act. Within each of these Strategic Domains desired end states
or goals have been developed and key performance indicators and strategies identified.
The strategies and outcomes highlighted in the following domains contribute to the delivery
of the key priorities identified previously in the document.




Queensland Museum Strategic Plan 2008–2012
                                                                                         4
1     LEADERSHIP AND EXCELLENCE

1.1   LEADERSHIP WITHIN THE MUSEUM INDUSTRY
      QM is the major State provider of museum services covering the areas of science,
      the natural environment and cultural heritage.
      Goal
      •    To be a lead agency for the development of the museum industry in Queensland
           and a major contributor to the museum industry and profession in Australia.
      Key Performance Indicator
      •    Qualitative evaluation of QM’s leadership within the museum industry and
           related professional organisations.

1.2   EXCELLENCE IN CARING FOR THE COLLECTION
      Under the Queensland Museum Act 1970 the Board is responsible for the control and
      management of the collections in its care. QM recognises that there is a balance to be
      achieved between collection care and long term preservation and community access.

      Goal
      To optimise access to QM collections and associated information while preserving
      and safeguarding the collections for future generations.

      Key Performance Indicator
      •    Percentage of the collection that is stored in accordance with the QM minimum
           standard for collection care, based on a triennial survey.

1.3   EXCELLENCE IN RESEARCH AND SCHOLARSHIP
      The authority with which QM communicates is based on QM’s long term
      commitment to high quality scholarship and research. This provides credibility
      to QM’s public programs and differentiates QM from organisations that provide
      education-based entertainment.
      QM plays a unique role in the State’s knowledge industries and is a major
      contributor to the “Smart State”.

      Goal
      •    To undertake high quality original research with particular reference to the
           State Collection that results in an increased understanding and appreciation of
           Queensland’s natural and cultural heritage.

      Key Performance Indicators
      •    Number and value of grants/sponsorship/contracts won for research or using
           research results.
      •    Number of peer reviewed papers published.
      •    Number of items added to the State Collection.

1.4   EXCELLENCE IN COMMUNICATION
      In communicating the distinctive story of Queensland, QM seeks two primary
      objectives — reach and impact. While it is important to maximise the size of the
      audience (reach), it is equally important to focus on the impact of the message.
      QM will ensure that the medium and content of a message are optimal for a
      particular audience.




Queensland Museum Strategic Plan 2008–2012
                                                                                               5
      In all forms of communication QM speaks with an authority that comes from a
      long term commitment to high quality research and scholarship. Recognising
      that communication is a two way process, QM is committed to having effective
      evaluation and feedback mechanisms in place.

      Goal
      • To tell the changing story of Queensland and its place in the world.

      Key Performance Indicators
      • Number of popular publications produced.
      • Number of unique visitors to the QM website.


2     DELIVERING MUSEUM SERVICES TO QUEENSLAND
      QM is committed to the provision of an effective state-wide museum service. QM
      also strives to deliver a memorable, enjoyable, learning experience to all Queensland
      communities no matter where they are.
      Goals
      •    To provide QM services to all Queensland communities.
      •    To assist local government and other organisations in the preservation,
           interpretation and display of natural and cultural heritage collections.

      Key Performance Indicators
      •    Number of users of QM services as a percentage of the Queensland population.


3     RESPECTING ABORIGINAL, TORRES STRAIT AND PACIFIC
      ISLANDER CULTURES
      QM will continue to operate in ways that recognise, appreciate and demonstrate the
      great contribution of Aboriginal people, Torres Strait Islanders and Australian South
      Sea Islanders to the cultural enrichment of Queensland and Australia. QM values the
      expertise and connection of Aboriginal people, Torres Strait Islanders and Australian
      South Sea Islanders with their cultural heritage items held in the QM collection. QM
      will involve these communities in the widest range of museum activities and facilitate
      their efforts to gain recognition and understanding of their cultures in the wider
      community.
      QM will continue to maintain and nurture relationships with the people of the Pacific
      through collections, collaborative research and the mentoring of Pacific Island
      Museum staff.

      Goal
      •    To affirm respect for Aboriginal people, Torres Strait Islanders, Australian South
           Sea Islanders, Pacific Islanders, and their cultures.

      Key Performance Indicators
      •    Number of communities accessing the QM collection for research and cultural
           purposes.
      •    Number of public programs pertaining to Aboriginal, Torres Strait Islander,
           Australian South Sea Islander and Pacific Islander cultures.
      •    Number of ancestral remains and secret sacred objects repatriated.




Queensland Museum Strategic Plan 2008–2012
                                                                                           6
4     DEVELOPING DIVERSE AUDIENCES

4.1   UNDERSTANDING AND ALIGNING WITH OUR AUDIENCE
      As an audience focused organisation, QM is committed to continually researching
      and responding to the varied and changing needs of its visitors and users, as well as
      identifying new audiences.

      Goal
      •    To align products and services of QM with target audiences.

      Key Performance Indicator
      •    Number of programs and products developed for each target audience.
      •    Proportions of Museum visitors and users from each target audience.

4.2   VISITOR EXPERIENCE
      QM creates stimulating and enjoyable learning experiences for visitors through a
      diverse and changing program of exhibitions and public programs complemented
      by customer-focussed staff. The Museum is commited to improving the visitor
      experience and recognises that audience needs are varied and changing.

      Goal
      To create stimulating and enjoyable learning experiences for visitors to QM campuses.

      Key Performance Indicators
      •    Number of visitors to QM campuses as a percentage of Queensland population.
      •    Number of school children to QM campuses as a percentage of total visitors
           and as a percentage of total Queensland student population.
      •    New displays (sq metres of exhibitions).
      •    Number of lectures, public talks, workshops delivered.


5     LIFELONG LEARNING
      QM actively fosters a culture of lifelong learning. The Museum’s unique knowledge,
      collections and facilities engage a diverse audience, including staff, in free choice
      and formal learning opportunities relevant to their stage in life.

      Goals
      •    To provide for a range of visitor learning styles and needs within all QM
           programs.
      •    To encourage all staff and volunteers to be proactive life long learners.

      Key Performance Indicators
      •    Number and percentage of QM staff undertaking professional development
           programs.
      •    Number of QM volunteers and total hours contributed.




Queensland Museum Strategic Plan 2008–2012
                                                                                          7
6     TAKING QUEENSLAND TO THE WORLD
      Opportunities will continue to be explored for international collaboration. QM participates
      in international research partnerships, especially those with a focus on the cultural and
      biological diversity of the Asia-Pacific region. QM also contributes to the cultural tourism
      industry with unique exhibitions and services appealing to international visitors.
      Goals
      •    To establish strategic international partnerships in areas of relevance to QM.
      •    To attract international tourists to QM campuses and website.
      Key Performance Indicators
      •    The number of international collaborations entered into.
      •    The number of international visitors to QM campuses and website.




Queensland Museum Strategic Plan 2008–2012
                                                                                              8

								
To top