| Contents |
Chair's letter of transmittal -- Executive summary (Director's review of operations; Strategic overview: Strategic priorities, History; Performance summary: Financial summary, Program summary) -- Performance reports (Guiding performance: Legislation, the PBS and the corporate plan: Portfolio Budget Statements (PBS), Purpose, Strategic priorities; Performance statements: PBS targets, Corporate plan targets; Take the lead: Lead public discussion about ideas that matter in Australian life, Prepare the Museum for a world that is 'living digitally', Connect with academic, social, commercial, physical and online communities, Establish meaningful and long-lived local, national and international relationships; Cherish our stories: Bring the stories of Australia to life through innovative exhibitions and programs, Ensure our collections are safe and accessible, physically and digitally, for all time, Develop the best ideas, research and scholarship to underpin our programs, Create online collections information and access to enhance public engagement; Listen and act: Create participatory programs to engage people in meaningful dialogue, Build relationships and engage with communities of interest related to our programs, Act as a cultural hub to connect relevant community groups and interests, Empower staff to promote our professional expertise to external interests; See us first: Create internal and external experiences at Acton that attract and involve audiences, Develop community and recreational places inside and outside the Museum building, Establish programs that connect the Museum and its site to Canberra's city centre, Strengthen relationships with AIATSIS, ANU, National Film and Sound Archive (NFSA), NCA and the NewActon precinct; Work smarter: Streamline business processes and systems to achieve organisational efficiency, Establish evaluation, benchmarking and evidence-based decision-making to plan and manage performance, Develop staff flexibility, agility and resilience to deal with future challenges, Increase own-source revenue and manage our financial resources sustainably; Create a safe, open and collaborative environment that is a pleasure to work in; Philanthropy and the Museum) -- Accountability and management (Governance: Legislation, The Museum's Council; Performance management framework: Strategic priorities and the corporate plan, Business planning, Organisational structure as at 30 June 2018, Executive Management Group, Corporate Management Group, Policies and plans, Compliance management and reporting, Statutory reporting requirements) -- Audited financial statements -- Appendices (Contact points) |
