Strategic Plan 2011–2014

Preamble

The Strategic Plan 2011–2014 is the key to understanding the National Gallery of Australia’s goals for the three-year period and the strategies it will employ to achieve its objectives.

The period will see the unfolding of exciting developments at the Gallery. The Gallery will demonstrate its commitment to fulfilling its national charter by providing improved access to the visual arts and engagement with the Australian people. Planning for Stage 2, The Centre for Australian Art, providing further vital expansion of display spaces and improvements to the Gallery building and visitor facilities, will be finalised, and support for delivery of Stage 2 sought. With significant parts of the national visual arts collection now without equal, the Gallery will protect, preserve and grow the collection in depth and breadth. Technology will play an important role in helping the Gallery reach and engage audiences around Australia in new and exciting ways.  The Gallery will present compelling displays of art and exhibitions of the highest quality in Canberra as well as touring exhibitions across Australia and overseas. It will also make available works of art from its collection for exhibition nationally and internationally.

Opportunities presented by Federal Government initiatives such as the new National Cultural Policy, National Broadband Network and the National Curriculum will be leveraged to ensure that all Australians can benefit from the national collection.

The Gallery’s respected educational, research, scholarship and publishing activities, promotion and public profile will contribute to Australia’s cultural enrichment. Underpinning these programs will be high standards of governance, entrepreneurial activity and best museum practice by its staff.

The National Gallery of Australia will build on its past achievements and strengths and this Strategic Plan provides the blueprint for the Gallery’s future activities and continued success.

Vision

The cultural enrichment of all Australians through access to their national art gallery, the quality of the national collection, the exceptional displays, exhibitions and programs, and the professionalism of our staff.

Purpose

The purpose of the Gallery is to serve the public by enhancing understanding and enjoyment of the visual arts.

Key Priorities for 2011–2014

The National Gallery of Australia’s priorities for the three-year period reflect its statutory obligations, and focus on delivering on the Vision. These activities will strengthen the Gallery’s capacity to provide national leadership and enhance its international standing. Our strategic priorities have been arranged in three principal streams of Collection, Programs and Resources. The Gallery will:

•	continue to build and provide access to an outstanding collection of works of art for the nation;

•	provide engaging displays, exhibitions, and other programs to encourage access to and foster appreciation and understanding of the visual arts;

•	finalise concept plans and secure Government endorsement for Stage 2 incorporating The Centre for Australian Art; 

•	widely promote the Gallery and the national art collection;

•	utilise new technologies to extend the Gallery’s reach and leverage opportunities;

•	maximise opportunities to encourage government, private and corporate support for the Gallery and its programs;

•	provide a safe and healthy environment for visitors, staff and contractors.

•	provide appropriate governance and organisational management.

Consistent with the Gallery’s desire to ensure the highest standards of corporate governance, this Strategic Plan is underpinned by Annual Business Plans that provide a more detailed program of work for each of the three years of this Plan. The Strategic Plan will be reviewed annually to monitor progress.

Operating Context

The Australian Government established the National Gallery of Australia by an Act of the Commonwealth Parliament in 1975. As one of the Government’s national cultural institutions, the National Gallery of Australia receives Commonwealth financial support to fulfil its statutory obligations.

The National Gallery Act 1975 requires the National Gallery of Australia to:

•	develop and maintain a national collection of works of art

•	exhibit, or make available for exhibition by others, works of art from the national collection or works of art that are in the possession of the Gallery

•	use every endeavour to make the most advantageous use of the national collection in the national interest.

As a Commonwealth statutory authority the National Gallery of Australia has significant obligations and accountability requirements under the Commonwealth Authorities and Companies Act 1997. The affairs of the Gallery are conducted by its governing board, the Council of the National Gallery of Australia.

The requirements of the National Gallery Act 1975 and other regulatory arrangements are reflected in this Strategic Plan.

GOAL 1

DEVELOP AND MAINTAIN AN OUTSTANDING NATIONAL COLLECTION

OBJECTIVE

1.1  DEVELOP AND STRENGTHEN THE  
       NATIONAL COLLECTION	KEY STRATEGIES

1.1.1. Acquire, by purchase or gift, works of art of outstanding aesthetic quality in accordance with the Gallery’s Acquisitions Policy and 10 year acquisition strategies that build on the strengths of the national art collection.
1.1.2. Encourage, facilitate and acknowledge gifts and donations that enhance the national art collection.
1.1.3. Where appropriate, dispose of works of art that no longer comply with national art collection development policies by transfer, gift, exchange or sale.
	KEY PERFORMANCE INDICATORS

KPI 1.1. Percentage of works of art acquired in accordance with the endorsed Acquisitions Policy and 10-Year Acquisitions Strategies.
KPI 1.2. Value of cash and in-kind support of the collection.
KPI 1.3. The percentage of the collection reviewed in order to refine the collection.

1.2  MAINTAIN AND PROTECT THE  
       NATIONAL COLLECTION
	1.2.1. Document the collection and review collection documentation to ensure best museum practice.
1.2.2. Digitise new acquisitions and work towards the digitisation of the collection over time.
1.2.3. Maintain and conserve the national art collection in accordance with the endorsed Collection Preservation Plan.
1.2.4. Protect the collection by providing appropriate security and environmental conditions. 

	KPI 1.4. Percentage of collection documented in accordance with endorsed standards.
KPI 1.5. Number of works of art digitised (target is 10,000 works of art per annum).
KPI 1.6. Level of compliance with the Collection Preservation Plan.
KPI 1.7. Number of incidents of significant damage or deterioration to works of art in the collection or on loan to the Gallery (target- zero).
KPI 1.8. Implementation of the Gallery’s conservation priorities (see Appendix 2 for details).

GOAL 2

INCREASE THE AUDIENCE FOR AND ENGAGEMENT WITH THE COLLECTION, EXHIBITIONS AND PROGRAMS OF THE NATIONAL GALLERY OF AUSTRALIA

OBJECTIVE

2.1  DISPLAY AND EXHIBIT WORKS OF 
       ART
	KEY STRATEGIES

2.1.1. Display works of art from the national art collection and others in our custody in a meaningful and engaging way.

2.1.2. Research and present a balanced, stimulating, informative and enjoyable exhibition program in Canberra, throughout Australia and internationally.
	KEY PERFORMANCE INDICATORS

KPI 2.1. Number of exhibitions and travelling exhibitions undertaken in accordance with the endorsed Gallery exhibition program.

KPI 2.2. Level of visitor and stakeholder satisfaction with display of permanent collection and exhibitions.	
2.2  INCREASE ACCESS TO THE 
       NATIONAL COLLECTION LOCALLY,  
       NATIONALLY AND INTERNATIONALLY	2.2.1. Display works of art from the Gallery’s collection in a meaningful and engaging way and seek to increase access to the collection locally, nationally and internationally, including through the use of technology, loans, partnerships, membership programs, travelling exhibitions and joint ventures.
	KPI 2.3. Number of people visiting the Gallery as well as accessing the national art collection.

KPI 2.4. Number of works of art lent nationally and internationally.

KPI 2.5. Usage of the Gallery’s website (visitation, pages viewed and length of stay).

KPI 2.6. Number of people who access, by appointment, works of art not on display and number of works accessed.

KPI 2.7. Extent of geographical coverage of travelling exhibitions.

KPI 2.8 Number and geographical spread of Gallery members.
	
2.3  PROVIDE INSPIRATIONAL 
       EDUCATIONAL AND PUBLIC   
       PROGRAMS SUPPORTED BY  
       RESEARCH AND SCHOLARSHIP	2.3.1. Conduct events and programs including conferences and symposia that stimulate debate, discussion and understanding about the visual arts.

2.3.2. Publish information about the national collection and exhibitions. 
2.3.3. Develop research collections and archives in the visual arts.
2.3.4. Design and deliver targeted programs for students and teachers.

2.3.5. Provide access and engagement for all people including those with particular needs.
	KPI 2.9. Number of attendees to programs and events.

KPI 2.10 The extent of published information (see Appendix 2 for details).

KPI 2.11. Visitation numbers of students and educators.

KPI 2.12. Level of satisfaction with education and other programs.
	
2.4  STRATEGICALLY MARKET THE 
       NATIONAL GALLERY OF AUSTRALIA
	2.4.1. Promote the Gallery’s collection, exhibitions and associated programs through strategic marketing and media relations programs.

2.4.2 Strengthen the National Gallery of Australia brand through ongoing brand and corporate communication activity.

2.4.3 Protect the National Gallery of Australia brand through a proactive approach to media relations and issues management.

	KPI 2.13. Extent and quality of media coverage of Gallery activities.

KPI 2.14 Number of visitors to the Gallery, exhibitions and web-site.

KPI 2.15 Brand awareness of the Gallery and the national collection.	
2.5  PROVIDE HIGH QUALITY VISITOR 
       SERVICES AND FACILITIES
	2.5.1. Provide facilities and services that deliver quality visitor experiences.

2.5.2. Undertake ongoing audience research and respond appropriately to feedback.
	KPI 2.16. Level of satisfaction with visitor services as measured by audience survey and feedback.	
2.6  IMPROVE AND INCREASE GALLERY 
       BUILDING DISPLAY AND OPERATING  
       FACILITIES	2.6.1 Finalise concept plans and secure support for Stage 2 incorporating The Centre for Australian Art.
	KPI 2.17 Stage 2 design developed and support secured.

GOAL 3

SECURE AND STRATEGICALLY MANAGE RESOURCES AND RELATIONSHIPS TO SUPPORT GALLERY OPERATIONS AND ACTIVITIES

OBJECTIVE

3.1  SECURE AND STRATEGICALLY 
       MANAGE THE GALLERY’S FINANCIAL    
       RESOURCES	KEY STRATEGIES

3.1.1. In partnership with Government and the private sector proactively secure levels of funding appropriate for Gallery operations and programs.

3.1.2. With the assistance of the National Gallery of Australia Foundation and the American Friends of the National Gallery of Australia secure revenue and support for Gallery activities.

3.1.3 Manage our commercial operations to ensure appropriate levels of return on investment.

3.1.4. Appropriately acknowledge and honour acts of benefaction and support.

	KEY PERFORMANCE INDICATORS
KPI 3.1. Level of funding and support achieved. 

KPI 3.2 Profitability of commercial operations

KPI 3.3 Number of Bequest Circle members.
	
3.2  STRATEGICALLY MANAGE GALLERY 
       INFRASTRUCTURE AND SERVICES
	3.2.1. Implement appropriate asset management programs for Gallery facilities and infrastructure.
	KPI 3.4. Effectiveness of asset management programs.  
	
3.3  STRATEGICALLY MANAGE RISK AND 
      CORPORATE GOVERNANCE
	3.3.1. Adopt appropriate risk management framework and practices.

3.3.2 Implement and maintain the highest standards of corporate governance.

	KPI 3.5. Level of compliance with endorsed risk management and related practices.

KPI 3.6. Level of compliance with all relevant corporate governance requirements.
	
3.4  STRATEGICALLY MANAGE HUMAN 
       RESOURCES
	3.4.1. Attract, develop and retain skilled staff.

3.4.2. Increase opportunities for Indigenous traineeships and employment.

3.4.3 Provide a safe and healthy working environment.
	KPI 3.7. Staff retention rates.

KPI 3.8. Percentage of staff that have an Individual Development and Performance Agreement.

KPI 3.9. Extent of professional development opportunities undertaken by staff.

KPI 3.10 Percentage of Indigenous employees.

KPI 3.11. Achievement of a 4 star or better status through the National Safety Council of Australia annual audit.
	
3.5  DEVELOP AND MAINTAIN STRATEGIC 
       RELATIONSHIPS 
	3.5.1. Be responsive to Government and to the Parliament.

3.5.2. Work cooperatively with our portfolio department and other agencies.

3.5.3. Develop and maintain productive relationships with key stakeholders including the media.
	KPI 3.12. Level of responsiveness to Government and the Parliament.

KPI 3.13. Level of responsiveness to Office for the Arts, Department of Prime Minister and Cabinet, and other agencies.

KPI 3.14. Level of positive engagement with key stakeholders.

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APPENDIX 1

NGA BUILDING DEVELOPMENT – STAGE 2

National Gallery of Australia Stage 2 includes:

THE CENTRE FOR AUSTRALIAN ART

PRINCIPAL LEVEL
•	chronological display of Australian non-Indigenous paintings and sculpture in day-lit galleries adjacent to galleries dedicated to works on paper and decorative arts

•	rest areas within the Australian display with lounges, books and touch screens, and views of the Australian Garden

•	Pacific Arts galleries with links to Australian and Asian art galleries.

LOWER LEVELS
•	expanded and relocated Research Library

•	Indigenous and non-Indigenous Australian art display storage

•	study facilities for works on paper and textiles

•	new small theatre

•	preview room for non-public collection management.

ASSOCIATED DEVELOPMENT

•	increased temporary exhibition space, including the creation of a new and larger children’s gallery and new and larger project gallery

•	increased underground car parking

•	current Australian art galleries converted to galleries for international (including Asian) photography, prints, drawings, illustrated books, textiles, decorative arts and design, and contemporary painting and sculpture

•	current Research Library converted to administrative offices 

•	non-functional office space converted 

•	Sculpture Garden extended around the building

•	a new permanent Garden Restaurant including a small private function room

•	off-site storage facilities converted and upgraded

•	conservation and photography facilities expanded.

APPENDIX 2
CONSERVATION PRIORITIES

•	Continue to periodically survey and treat components of the collection considered to be at risk
•	Prepare Australian works of art required for Stage 2
•	Continue to implement the Pest Management strategy
•	Continue to inspect and treat works coming into the Gallery in the quarantine suite.

EXHIBITION PRIORITIES

•	Deliver the endorsed program of exhibitions and permanent collection changeovers

PUBLICATION PRIORITIES

•	Deliver the endorsed publishing program of catalogues, commercial product and material to support the exhibition program and access requirements

COLLECTION MANAGEMENT PRIORITIES

Implement the endorsed short term and medium term storage strategies including:	

•	Relocate the catalogue worksheet cabinets and design a layout for the new textile store
•	Install the new textile cabinets and relocate the balance of fragile works in the textile collection
•	Install new static shelving for fragile frames
•	Install 5 new cabinets for the rolled textile collection
•	Install new AV cabinet in the Collection Study Room to house the AV collection
•	Install additional fixed painting screens
•	Integrate a new Collection Service Request System module into the Collection Management System, EMu
•	Implement an inventory control tracking system to manage frame holdings 
•	Remove excess material from the non-climate controlled Hume store and relocate non fragile collection works

EDUCATION PRIORITIES

•	Respond to the Federal Government’s National Curriculum initiative;
•	Utilise mobile and wireless technology for delivery of information in the Gallery and externally;
•	Further develop social networking initiatives.
•	Deliver educational programs for school visitors.

DIGITAL AGENDA PRIORITIES

•	Respond to the Federal Government’s National Broadband Network initiative.
•	Continue digitisation of the collection;
•	Develop a business case for e-commerce.