Queensland Museum Strategic Plan 2011–2015 Introduction Museum was Queensland Museum has responsibility for the delivery of museum services founded by the Queensland across the State. This is facilitated through a network of museums established under the approval of the Governor-in-Council. Campuses of Queensland Philosophical Society on Museum include – 20 January 1862 and since Queensland Museum South Bank, that time has maintained a The Museum of Tropical Queensland, proud record of service to all The Workshops Rail Museum, Ipswich Queenslanders. Cobb+Co. Museum, The Board of Queensland Lands, Mapping and Surveying Museum, Woolloongabba, Brisbane Museum was established Queensland Museum Annexe, Hendra, Brisbane. under the provisions of the The purpose of this plan is to provide strategic direction for all Queensland Queensland Museum Act Museum’s activities within the context of whole-of-government priorities and 1970. Subsequent changes outcomes. The plan has been developed in a collaborative process involving staff and the Board of Queensland Museum, and includes a statement of resource to this Act were effected implications. through the Arts Legislation Amendment Act 1997, the Arts Legislation Amendment Vision Act 2003 and the Statutory Queensland Museum — discovering Queensland, inspiring generations Bodies Legislation A museum for all Queenslanders that actively partners with diverse communities Amendment Act 2007. The to enrich understanding of self and place. Board is appointed by the Governor-in-Council on the recommendation of the Mission Minister for the Arts. To inspire generations of Queenslanders to discover, celebrate and value our distinctive natural and cultural environment. Values

We have a culture of sharing, learning and growth, to foster a community that shares, learns and grows. We respect and celebrate diverse perspectives, because we engage and represent diverse audiences. We study adaptation, evolution and change, so 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. Strategic themes Challenges

Distinctively Queensland Statewide delivery of exhibitions, events, public programs The research, collection development and public program and loans services meeting the needs of a diverse activities of the Queensland Museum are strategically audience. directed by the following themes – Increased conservation and storage resources for the Ancient Ecosystems — exploring, discovering and continued growth and development of the collections. documenting ’s unique geological and biological Maintenance of a core scientific and technical expertise record which underpins the knowledge and custodianship of capable of meeting future challenges in a rapidly changing Queensland’s modern environments landscape. Connecting Queensland: Reaching the World — the Ensuring a sustainable network of museums and services connections and exchanges that sustains Queensland’s underpinned by sound resource management strategies. place in the world Customs, Cultures and Country — Aboriginal, Torres Strait and Pacific Islander experiences, perspectives and cultures Objectives Queensland Stories — the people, places, cultures and events that make Queensland distinctive Our strategic objectives over the next four years 2011–2015 will enable Queensland Museum to inspire Queenslanders Science and Technology in Society — heritage trades, with a greater understanding of self and place. The technology and the role of science in people’s lives Queensland Museums objectives are to: Sustainable Queensland — the documenting, conserving produce and deliver a program of compelling experiences and appreciating of Queensland’s unique biodiversity that connect with our communities; be a mission driven, business-focussed, entrepreneurial organisation; Government priorities motivate our staff to co-create a new future for the Queensland Museum plays an important role in contributing Queensland Museum network; to the Government’s TowardsQ2 objectives particularly the engage in spirited, interactive partnerships with ambitions to have a strong, green, smart and fair state. communities; and Strong - Queensland Museum has a proud tradition strike a balance between scholarship, collection of investing in research with plans to continue work in development, community connection and a compelling biodviersity, geosciences and cultural history. museum experience. Green - Through its role as a science communicator, Queensland Museum is building knowledge and understanding in our communities of issues relating to sustainability and climate change. Smart - As a lifelong learning provider Queensland Museum will continue to develop content rich training opportunities for Queenslanders. Fair - Volunteers play a vital community engagement role for Queensland Museum. Strategic Plan 2011–2015 We are Distinctively To produce and deliver a program of To be a mission driven, business- Queensland. People of compelling experiences that connect focussed, entrepreneurial diverse origins who occupy with our communities we will: organisation we will: a place unlike any other in the world. We strive Develop an experience architecture Develop and implement a Business to create an exciting and business model to inform and Innovation Plan within a social and sustainable future for our facilitate the delivery of compelling economic entrepreneurial model. whole community and for experiences across the network. Invest in resources including capital future generations. Facilitate the development and assets to support the delivery of QM delivery of a dynamic and changing strategic priorities. program of experiences. Support the Queensland Museum Encourage social connection Foundation to secure substantial and intergenerational dialogue by financial support for QM strategic investing in flexible, innovative, priorities. welcoming places and spaces — a museum without borders. Develop and embed a brand architecture for each of the brands in the QM network. Undertake an ongoing program of audience research that directs the development and delivery of the museum experience and builds an in-depth understanding of QM’s audience.

The Queensland Museum Queensland Museum The Workshops Rail Museum, network includes South Bank Ipswich To motivate our staff to co-create a To engage in spirited, interactive To strike a balance between scholarship, new future for the QM network we will: partnerships with communities we will: collection development, community connection and a compelling museum experience we will:

Create a culture of innovation where Invite Queenslanders to take Reshape the QM Research and people are encouraged and rewarded possession of their museum through Collection Development Strategy to generate entrepreneurial ideas. their participation in developing to align with the vision, brand and Empower our staff to see themselves and implementing a Community strategic priorities to tell the changing as advocates for social and Engagement Policy that story of Queensland. environmental issues and to build invites Aboriginal people and Make access to collections a priority. networks and partnerships with Torres Strait Islanders to become Through high quality research and communities. full partners interpretation elevate collections Collaboratively develop a process of acknowledges and reflects into compelling connections and cultural renewal that engages staff in Queensland’s culturally experiences. the transformational process. diverse communities Enable multiple voices to guide and embeds our museums into interpret Queensland’s changing story. local communities identifies special interest communities especially education, tourism, science and collecting institutions encourages the active contribution of volunteers. Provide greater opportunities for regional Queenslanders to engage with museum experiences.

Cobb+Co Museum, The Museum of Tropical Queensland, The Sciencentre Toowoomba Townsville South Bank

Queensland Museum Statement Of Resource Implications The Queensland Museum’s The Queensland Museum Act 1970 This Strategic Plan includes plans for vision to become a museum provides the legislative responsibility the future requirments of a redeveloped to provide leadership and excellence Queensland Museum South Bank for all Queenslanders that in the preservation, research and campus. The aim is to become a actively partners with diverse communication of Queensland’s cultural national and international leader communities to enrich and natural heritage. As custodian of of knowledge, promoting science, the State’s largest natural and cultural innovation, technology and cultural understanding of self and collection the Queensland Museum’s identity through revitalised facilities, place is supported through State Collection is a pivotal asset that dynamic community spaces, interactive its strategic investment in forms a large part of Queensland’s exhibits, creative public programs and the statewide network of identity. improved access to the collection. Museums, public programs, Investment in the Museum’s internationally acclaimed research, exhibitions and the early childhood programs, skills training development, management in object-based learning, heritage and conservation of the trades, strategic research and museum practices, outreach programs and our State Collection. engaging and rewarding volunteer programs establishes a strong connection to the goals of Towards Q2: Tomorrow’s Queensland. Innovative research is providing significant economic and social outcomes. The Queensland Museum’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 Museum 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.

STATEMENT OF FINANCIAL POSITION for year ended 30 June 2011

2011-2012 2012-2013 2013-2014 2014-2015 Estimate Estimate Estimate Estimate CURRENT ASSETS Cash assets 8,740 7,142 8,347 9,749 Receivables and loans 889 943 997 1,051 Financial Assets held at fair value through profit or loss - - - - Available-for-sale financial assets - - - - Held-to-maturity investments - - - - Derivative financial instruments - - - - Inventories 565 565 565 565 Other 157 157 157 157 10,351 8,807 10,066 11,522 Non-current assets held for sale - - - - Total Current Assets 10,351 8,807 10,066 11,522

NON-CURRENT ASSETS Receivables and loans - - - - Financial assets held at fair value through profit or loss - - - - Available-for-sale financial assets - - - - Held-to-maturity investments - - - - Derivative financial instruments - - - - Deferred income tax assets - - - - Investments accounted for using the equity method - - - - Property, plant and equipment 476,895 481,983 484,345 486,564 Investment properties - - - - Biological assets - - - - Intangibles 794 629 464 299 Other - - - - Total Non-Current Assets 477,689 482,612 484,809 486,863 TOTAL ASSETS 488,040 491,419 494,875 498,385

CURRENT LIABILITIES Payables 578 578 578 578 Accrued employee benefits 1,211 1,211 1,211 1,211 QTC Borrowings - - - - Financial liabilities held at fair value through profit or loss - - - - Financial liabilities held at amortised cost - - - - Derivative financial instruments - - - - Current tax liabilities - - - - Provisions - - - - Other - - - - Total Current Liabilities 1,789 1,789 1,789 1,789

NON-CURRENT LIABILITIES Payables - - - - Accrued employee benefits 310 320 330 340 QTC Borrowings - - - - Financial liabilities held at fair value through profit or loss - - - - Financial liabilities held at amortised cost - - - - Derivative financial instruments - - - - Deferred tax liabilities - - - - Provisions - - - - Other - - - - Total Non-Current Liabilities 310 320 330 340 TOTAL LIABILITIES 2,099 2,109 2,119 2,129 NET ASSETS (LIABILITIES) 485,941 489,310 492,756 496,256

EQUITY Capital / Equity contributions (4,159) (5,085) (6,011) (6,937) Retained surplus/Accumulated (deficit) 143,955 143,955 143,955 143,955 Reserves: Asset Revaluation Reserve 346,145 350,440 354,812 359,238 Other - - - - Parent Equity Interest 485,941 489,310 492,756 496,256 Outside Equity Interest - - - - TOTAL EQUITY 485,941 489,310 492,756 496,256

STATEMENT OF FINANCIAL PERFORMANCE for year ended 30 June 2011

2011-2012 2012-2013 2013-2014 2014-2015 Estimate Estimate Estimate Estimate Income Notes Revenue

User charges 1 6,002 6,622 6,900 7,038 Rental income 2 86 88 89 91 Grants and other contributions 3 28,918 23,903 23,917 23,967 Taxes, fees and fines 4 - - - - Royalties and other territorial income 5 15 15 15 15 Investment income 6 583 415 349 401 Revenues from government 7 - - - -

Other 8 93 93 93 93

Gains & revaluations Gain on sale of assets and investments 9 20 20 20 20 Revaluation increments & impairments loss reversals 10 - - - -

Total revenues 35,717 31,156 31,383 31,625

Expenses

Employee expenses 11 18,481 18,481 18,481 18,481 Supplies and services 12 10,695 8,905 8,948 8,994 Depreciation and amortisation 13 3,317 3,492 3,676 3,872 Grants and subsidies 14 14 14 14 14 Financing Costs 15 - - - - Share of net(profit) or loss of associates and joint ventures accounted 16 - - - - for using the equity method

Other 17 262 264 264 264

Losses and revaluations Loss on sale of assets and investments 18 - - - - Asset write-down, revaluation decrements and impairment loss 19 - - - -

Total expenses 32,769 31,156 31,383 31,625

Profit / (loss) before income tax 2,948 - - -

Income tax revenue / (expense) 20 - - - -

Profit / (loss) for the year from continuing operations 2,948 - - -

Net (profit) or loss from discontinued operations 55 - - - - Net (profit) or loss attributable to outside equity interest - - - -

Profit / (loss) attributable to members of the parent entity 2,948 - - -

This Income Statement should be read in conjunction with the accompanying notes.