Portfolio Budget Statements - NATIONAL MUSEUM of AUSTRALIA

National Museum of Australia

National Museum of Australia

Section 1: Entity overview and resources

1.1 Strategic direction statement

The National Museum of Australia (NMA) brings to life the rich and diverse stories of the nation through compelling objects, ideas and programmes. The NMA has stewardship of the National Historical Collection; creates exhibitions and other public programmes on Australia’s past, present and future; contributes to research on Australian history; and undertakes commercial activities in support of these functions. All of this is mandated under the National Museum of Australia Act 1980.

The NMA’s mission is to promote an understanding of Australia’s history and an awareness of future possibilities by:

•  developing, preserving, digitising and exhibiting a significant national collection

•  taking a leadership role in research and scholarship

•  engaging and providing access for audiences nationally and internationally

•  delivering innovative programmes.

The NMA’s four-year strategic plan establishes that the NMA will:

•  lead the research, documentation and expression of the nation’s history through programmes committed to organisational excellence and innovation

•  develop, manage and preserve the National Historical Collection and other NMA collections to promote public access and engagement

•  establish strong, enduring relationships with community interests and institutional partners that promote public attachment and involvement in the NMA’s work

•  deliver creative, innovative exhibitions and related content programmes that will attract national and international audiences to the NMA, onsite and online

•  maximise the potential of the NMA’s people, assets and financial resources to deliver efficient and effective learning experiences for online audiences and physical visitors to our sites.

The NMA’s focus in 2015–16 will be to:

•  maximise service delivery through efficient use of financial and human resources

•  embrace new technologies to deliver services to regional and remote areas across the country as well as international audiences

•  implement a shared-services delivery model for back-of-house services to enable efficient business delivery

•  focus on building own-source revenue and fostering partnerships with philanthropic enterprises

•  expand the NMA’s platform of digitisation initiatives, particularly in the sector of collection access and online engagement

•  extend areas of the NMA’s business where it currently delivers best practice standards, including touring exhibitions, collection development and research

•  extend the NMA’s international profile through expanding its current touring programme, and exhibition exchanges throughout Asia and Europe.

1.2 Entity resource statement

Table 1.1 shows the total resources from all sources.

Table 1.1: Entity resource statement—Budget estimates for 2015–16 as at Budget May 2015

Source / Actual available appropriation
2014–15
$’000 / Estimate of prior year amounts available in 2015–16 $’000 / Proposed at Budget 2015–16 $’000 / Total estimate 2015–16 $’000
Opening balance/reserves at bank / 39,682 / 39,682 / – / 39,682
REVENUE FROM GOVERNMENT
Ordinary annual services(a)
Outcome 1 / 41,590 / – / 41,441 / 41,441
Total ordinary annual services / 41,590 / – / 41,441 / 41,441
Other services(b)
Non-operating / 1,964 / – / 1,944 / 1,944
Total other services / 1,964 / – / 1,944 / 1,944
Total annual appropriations / 43,554 / – / 43,385 / 43,385
Total funds from government / 83,236 / 39,682 / 43,385 / 83,067
FUNDS FROM OTHER SOURCES
Interest / 1,630 / – / 1,552 / 1,552
Sale of goods and services / 2,560 / – / 2,519 / 2,519
Other / 500 / – / 200 / 200
Total / 4,690 / – / 4,271 / 4,271
Total net resourcing for entity / 87,926 / 39,682 / 47,656 / 87,338

All figures are GST exclusive.

The NMA is not directly appropriated as it is a corporate Commonwealth entity. Appropriations are made to the Attorney-General’s Department which are then paid to the NMA and are considered ‘departmental’ for all purposes.

(a) Appropriation Bill (No. 1) 2015–16.

(b) Appropriation Bill (No. 2) 2015–16.

1.3 Budget measures

Measures announced in the 2014–15 Mid-Year Economic and Fiscal Outlook (MYEFO) and other measures not previously reported in a portfolio statement are summarised in Part2 of Table 1.2.

Table 1.2: Entity 2015–16 Budget measures

Part 1: Measures announced since the 2014–15 MYEFO

The NMA has no new post-MYEFO measures.

Part 2: MYEFO measures and other measures not previously reported in a portfolio statement

Programme / 2014–15 $’000 / 2015–16 $’000 / 2016–17 $’000 / 2017–18 $’000 / 2018–19 $’000
Measures
Smaller Government—collection agencies—consolidation of back office functions(a) / 1.1
Departmental expenses / – / (36) / (272) / (272) / (272)
Total / – / (36) / (272) / (272) / (272)

Prepared on a Government Finance Statistics (fiscal) basis.

(a) This measure was originally announced in the 2014–15 Budget (see page 63 of Budget Paper No. 2 2014–15 for further information).

Section 2: Outcomes and planned performance

2.1 Outcomes and performance information

Government outcomes are the intended results, impacts or consequences of actions by the government on the Australian community. Commonwealth programmes are the primary vehicle by which government entities achieve the intended results of their outcome statements. Entities are required to identify the programmes that contribute to government outcomes over the budget and forward years.

The NMA’s outcome is described below together with its related programme, specifying the performance indicators and targets used to assess and monitor the performance of the NMA in achieving government outcomes.

Outcome 1: Increased awareness and understanding of Australia’s history and culture by managing the National Museum’s collections and providing access through public programs and exhibitions
Outcome 1 strategy

Over the course of the next four years, the NMA will:

•  take a lead role in researching, documenting and expressing the nation’s history, and embracing innovative and contemporary approaches to draw public attention to our work

•  develop, manage and preserve the NMA’s collections, diversify the nation’s history and bring it to life through storytelling and custodianship

•  build audiences and communities of interest through strong education, public and membership programmes

•  deliver creative and innovative exhibitions that drive visitation nationally and internationally

•  create an organisational culture that maximises the potential of our people, assets and financial resources to deliver optimal outcomes.

Outcome 1 expense statement

Table 2.1 provides an overview of the total expenses for Outcome 1, by programme.

Table 2.1: Budgeted expenses for Outcome 1

Outcome 1: Increased awareness and understanding of Australia’s history and culture by managing the National Museum’s collections and providing access through public programs and exhibitions / 2014–15 Estimated actual expenses $’000 / 2015–16 Estimated expenses $’000
Programme 1.1: Collection Management, Research, Exhibitions and Programs
Revenue from government
Ordinary annual services (Appropriation Bill No. 1) / 41,590 / 41,441
Revenues from other independent sources / 4,690 / 4,271
Expenses not requiring appropriation in the budget year(a) / 1,477 / 1,127
Total expenses for Outcome 1 / 47,757 / 46,839
2014–15 / 2015–16
Average staffing level (number) / 218 / 213

Note: Departmental appropriation splits and totals are indicative estimates and may change in the course of the budget year as government priorities change.

(a) Expenses not requiring appropriation in the budget year are made up of depreciation and amortisation expenses for heritage and cultural assets.

Contributions to Outcome 1
Programme 1.1: Collection Management, Research, Exhibitions and Programs
Programme 1.1 objective
•  Bring the stories of Australia to life through innovative exhibitions and programmes.
•  Develop, manage and preserve the National Historical Collection and enable access through online engagement.
•  Establish meaningful and long-lived local, national and international partnerships.
•  Create participatory programmes to build relationships and engage with audiences.
•  Deliver an active research and scholarship programme that underpins the NMA’s programmes.
•  Integrate business planning, systems and reporting to maximum performance and accountability.
Programme 1.1 expenses
2014–15 Estimated actual $’000 / 2015–16 Budget $’000 / 2016–17 Forward estimate $’000 / 2017–18 Forward estimate $’000 / 2018–19 Forward estimate $’000
Annual departmental expenses
Departmental item / 46,280 / 45,712 / 45,084 / 45,340 / 45,582
Expenses not requiring appropriation in the budget year(a) / 1,477 / 1,127 / 1,160 / 1,195 / 1,206
Total programme expenses / 47,757 / 46,839 / 46,244 / 46,535 / 46,788

(a) Expenses not requiring appropriation in the budget year are made up of depreciation expenses and amortisation expenses for heritage and cultural assets.

Programme 1.1 deliverables
•  Increase visitation to the NMA site through creating a unique visitor experience.
•  Develop and deliver an active programme of temporary exhibitions that provide stimulating content to audiences.
•  Commence redevelopment of the Gallery of First Australians Welcome Space.
•  Redevelop the forecourt and main hall of the NMA, which will revitalise the entry experience for visitors.
•  Open the new K-Space gallery.
•  Deliver educational and public programmes that promote lifelong learning.
•  Establish partnerships with international organisations.
•  Deliver a suite of travelling exhibitions that tell the Australian story nationally and internationally.
•  Expand the NMA’s digital strategy, including in the sectors of online programme delivery, social media, mobile device services and website content.
•  Increase own-source revenue through commercial opportunities, sponsorship, fundraising and membership programmes.
Deliverables / 2014–15 Estimated actual / 2015–16 Budget / 2016–17 Forward estimate / 2017–18 Forward estimate / 2018–19 Forward estimate
Heritage and cultural assets acquisitions budget ($’000) / 1,964 / 1,944 / 1,947 / 1,972 / 1,991
Redevelop permanent galleries / 2 / 4 / 4 / 3 / 2
Deliver temporary gallery programmes / 3 / 4 / 6 / 6 / 6
Deliver travelling exhibitions / 3 / 2 / 3 / 3 / 3
Deliver regional, national and international partnerships / 2 / 2 / 2 / 2 / 2
Programme 1.1 key performance indicators
Key performance indicators / 2014–15 Estimated actual / 2015–16 Budget / 2016–17 Forward estimate / 2017–18 Forward estimate / 2018–19 Forward estimate
Visitor interactions
Total number of visits to the organisation / 690,627 / 771,029 / 918,115 / 1,063,666 / 1,193,642
Total number of visits to the organisation’s website / 1,299,000 / 1,390,000 / 1,450,000 / 1,500,000 / 1,540,000
Total number of onsite visits by students as part of an organised educational group / 90,275 / 91,050 / 92,850 / 99,125 / 99,860
Participation in public and school programmes
Number of people participating in public programmes / 33,000 / 37,000 / 38,000 / 46,000 / 46,300
Number of students participating in school programmes / 90,275 / 92,050 / 93,850 / 100,125 / 100,860
Quantity of school learning programmes delivered
Number of organised programmes delivered onsite / 550 / 1,610 / 1,630 / 1,650 / 1,670
Number of programme packages available online / 5 / 6 / 6 / 7 / 8
Number of educational institutions participating in organised school learning programmes / 1,616 / 1,620 / 1,625 / 1,630 / 1,635
Visitor satisfaction
Percentage of visitors that were satisfied or very satisfied with their visit / 85% / 95% / 95% / 95% / 95%
Programme survey rating
(by teachers)
Percentage of teachers reporting overall positive experience / 90% / 95% / 95% / 95% / 95%
Percentage of teachers reporting relevance to the classroom curriculum / 90% / 95% / 95% / 95% / 95%
Expenditure mix
Expenditure on collection development (as a % of total expenditure) / 14% / 14% / 15% / 15% / 15%
Expenditure on other capital items
(as a % of total expenditure) / 14% / 17% / 15% / 15% / 14%
Expenditure on other (i.e. non-collection development) labour costs (as a % of total expenditure) / 32% / 30% / 30% / 29% / 29%
Other expenses
(as a % of total expenditure) / 43% / 42% / 44% / 44% / 44%


Programme 1.1 key performance indicators (continued)

Key performance indicators / 2014–15 Estimated actual / 2015–16 Budget / 2016–17 Forward estimate / 2017–18 Forward estimate / 2018–19 Forward estimate
Collection management and access
Number of acquisitions (made in the reporting period) / 650 / 650 / 650 / 650 / 650
Total number of objects accessioned (in the reporting period) / 750 / 750 / 750 / 750 / 750
% of the total collection available to the public / 48% / 49% / 50% / 51% / 52%
% of the total collection available to the public online / 43% / 44% / 45% / 46% / 47%
% of the total collection available to the public on display / 4% / 4% / 4% / 4% / 4%
% of the total collection available to the public on tour / 1% / 1% / 1% / 1% / 1%
% of the total collection digitised / 87% / 88% / 89% / 90% / 91%

Section 3: Explanatory tables and budgeted financial statements

Section 3 presents explanatory tables and budgeted financial statements that provide a comprehensive snapshot of entity finances for the 2015–16 budget year. It explains how budget plans are incorporated into the financial statements and provides further details of the reconciliation between appropriations and programme expenses, and government Indigenous expenditure.

3.1 Explanatory tables

3.1.1 Movement of administered funds between years

The NMA has no administered funds.

3.1.2 Special accounts

The NMA has no special accounts.

3.1.3 Australian Government Indigenous expenditure

Table 3.1.3: Australian Government Indigenous expenditure (AGIE)

Approp Bill No. 1 $’000 / Approp Bill No. 2 $’000 / Special approp $’000 / Total approp $’000 / Other $’000 / Total $’000 / Programme
Outcome 1
Departmental 2015–16 / 2,638 / – / – / 2,638 / – / 2,638 / 1.1
Departmental 2014–15 / 2,673 / – / – / 2,673 / – / 2,673 / 1.1
Total AGIE 2015–16 / 2,638 / – / – / 2,638 / – / 2,638
Total AGIE 2014–15 / 2,673 / – / – / 2,673 / – / 2,673

3.2 Budgeted financial statements

3.2.1 Differences in entity resourcing and financial statements

There is no material difference between the entity resourcing and financial statements.

3.2.2 Analysis of budgeted financial statements
Comprehensive income statement

The NMA anticipates total budgeted revenue to decrease by $0.568m from $46.280m in 2014–15 to $45.712m in 2015–16. The decrease reflects a reduction in revenue from government as a result of government savings measures announced in the 2014–15 Budget; a decrease in interest earnings due to increased use of cash reserves to fund capital projects; and lower revenue from exhibitions, as no entrance fee will be charged for the NMA’s major temporary exhibition for 2015–16.