MUSEUM VICTORIA STRATEGIC PLAN 2013–18
Introduction
Museum Victoria has been creating knowledge, entertaining visitors and building the State
Collection since 1854. The collection is an invaluable record of Victoria’s environmental and
cultural history, and our amazing wealth of objects has been inspiring a sense of wonder and
awe in visitors for generations.
We have been part of the lives and experiences of Victorians for more than 150 years. Over
that time, we have engaged audiences and connected people with new ideas about
themselves and the world around them. The ways in which the community interacts with us
have evolved significantly and they continue to change.
This strategic plan represents key areas of focus for Museum Victoria over the next five
years, which will guide and build on our ongoing activities of developing and managing the
collection, undertaking scientific and historical research, and presenting dynamic
experiences to the public. The activities and initiatives in the plan will engage our diverse
stakeholders across metropolitan and regional Victoria, and build our profile nationally and
internationally.
It is intended that this strategic plan will position us to meet the challenges of our changing
environment and ensure that Museum Victoria continues to play a central role in the vibrant
cultural life of Victoria.
Museum Victoria is:
 The largest museums organisation in Australasia
 Three museums (Melbourne Museum (incorporating Bunjilaka), Scienceworks, the
Immigration Museum), the Royal Exhibition Building and two off-site stores
 Active in every local government area in Victoria through program delivery, touring
exhibitions and fieldwork activities
 More than 600 staff and 500 volunteers
 17 million collection objects covering natural sciences, Indigenous cultures, social
history, science and technology
 2 million visitors every year to our venues, 5 million visits to our websites
 A leading contributor to the education and tourism sectors
VISION
Museum Victoria: Leading museums that delight, inspire, connect and enrich
STATEMENT OF PURPOSE
As a cherished cultural organisation, we engage in contemporary issues of relevance,
interest and public benefit.
Both within and beyond our museums, we encourage participation in the diversity of
experiences we offer.
We develop and use our knowledge, collections and expertise to build connections with and
between individuals and communities to enhance understanding and a sense of belonging.
STRATEGIC DIRECTIONS
Deepening Connections
The way that visitors interact is changing. Many people wish to become more active
participants in their cultural experiences; to personalise, communicate and share with others.
Museums hold a unique place in the community, in our ability to engage people in critical
ideas and issues through new ways of communicating and connecting.
To achieve this, Museum Victoria will work towards the following outcomes.
1. Visitors are able to easily tailor their own museum experiences
Initiatives that we will undertake include:
 Further development of the customer relationship management system, to enable the
seamless collation and analysis of stakeholder data.
 Undertaking audience research to better understand visitors’ perceptions of
museums and the role of museums in the future.
 Responding to the changing demographics of Victoria through the services we offer
to metropolitan and regional audiences.
 Development of systems and processes to deliver museum products and services
based on visitor preferences.
2. People co-create physical and digital experiences with the museum
Initiatives that we will undertake include:
 Development of systems for co-creation and co-curation partnerships, and fostering
of a culture that supports these new ways of working.
 Establishment of exhibition, program, online and collection projects that deliver
integrated, flexible, multi-channelled and in-depth content and experiences.
3. The community trusts Museum Victoria as a source of information on contemporary
issues
Initiatives that we will undertake include:
 Delivery of projects that promote reconciliation, cultural diversity and biodiversity.
 Using new communications systems and approaches to raise the profile of museum
experts.
 Establishment of collaborative partnerships that develop and grow the museum’s
expertise and knowledge.
4. Our experiences and resources are widely known and frequently used for education
purposes
Initiatives that we will undertake include:
 Contributing and responding to national curriculum content, in order to provide
inspiring experiences for school students at all our venues.
 Building partnerships with adult education and tertiary institutions.
 Extending our teacher professional development program to build the profile of our
education resources, including IMAX.
 Continuing the renewal of long-term exhibitions at our museum venues, to support
the delivery of 21st-century learning experiences and relevant education content.
Investing in Knowledge, Expertise and Collections
The major questions about the world that museums seek to answer are complex. Collections
provide a sound basis for enquiry, but these questions cannot be understood through a
single lens. 21st-century museums bring together multiple disciplines, perspectives and
understandings to develop a range of expertise that delivers value to the community.
To achieve this, Museum Victoria will work towards the following outcomes.
1. Interdisciplinary and collaborative projects generate new knowledge
Initiatives that we will undertake include:
 Developing capacity and expertise in contemporary museum leadership.
 Undertaking interdisciplinary research projects that capitalise on the breadth of the
museum’s collection and knowledge.
 Establishment of cross-departmental projects that draw on our expertise.
 Exploring new partnerships and opportunities that extend the museum’s areas of
knowledge.
2. Our collection care practices lead and respond to museum sector standards
Initiatives that we will undertake include:
 Continuing to implement the collection risk assessment and management project, to
prevent deterioration and ensure preservation of the collection.
 Undertaking testing of collection environmental parameters, to better understand how
reductions in energy use may be achieved.
 Participating in training programs that support the development of collection care
knowledge in Victorian museums.
3. All staff know and promote the significance of the collection
Initiatives that we will undertake include:
 Reviewing the staff and volunteer induction programs to ensure strong representation
of the collection.
 Undertaking projects to engage staff with the collection, such as collection days,
talks, and new acquisition presentations.
Digital Transformation
Keeping up with the continually shifting digital environment requires organisations to be
forward-looking and agile. This presents both a challenge and opportunity for museums,
which must reposition themselves to operate effectively in the digital age. At its heart, this
means changes in the way that people think, work and interact.
To achieve this, Museum Victoria will work towards the following outcomes.
1. Staff incorporate digital systems into their daily work
Initiatives that we will undertake include:
 Reviewing roles to identify those that are required to have a digital profile.
 Building staff capability and leadership in digital thinking and readiness for change.
 Continuing implementation of the collection registration and digitisation projects.
2. Our digital systems and platforms enable flexible content generation
Initiatives that we will undertake include:
 Fostering a culture that supports an open-access mindset.
 Redevelopment of our online content management and multi-channel delivery
systems.
 Enhancement of the platforms that enable us to participate in online partnerships,
deliver content into partner systems and undertake real-time broadcasts.
3. Our digital infrastructure meets our business needs
Initiatives that we will undertake include:
 Further development of our electronic transactional systems to improve ease-of-use,
convenience and security.
 Enhancement of our wireless systems and infrastructure to support in-museum
content delivery.
Organisational Resilience
Museums aim to engage, entertain, move and inspire people. All staff and volunteers
contribute to this goal. In responding to the changing economic and social environment, it is
important that people work collaboratively towards a common purpose and find creative
ways to use resources more effectively, to deliver the best possible value for the public.
To achieve this, Museum Victoria will work towards the following outcomes.
1. Staff are able to identify how their work contributes to the networked organisation
Initiatives that we will undertake include:
 Refreshing the corporate induction and training program to re-engage staff with the
networked organisation.
 Integrating our budgeting, planning and business case processes to align with the
networked organisation model.
2. Museum Victoria has an active safety culture
Initiatives that we will undertake include:
 Development of health and safety tools, training and hazard identification processes.
 Ensuring that health and safety accountabilities are integrated into management
responsibilities.
3. Our diverse revenue streams produce an increasing return
Initiatives that we will undertake include:
 Building our capacity to attract philanthropic support.
 Development of capability in business and revenue generation across the
organisation.
 Implementation of projects that generate an increased return on our commercial and
museum businesses.
4. Our business processes are integrated and easy to use
Initiatives that we will undertake include:
 Undertaking a strategic review of our existing business systems and processes.
 Development of a plan to integrate our systems and processes to enhance ease-ofuse and efficiency.
5. Staff are accountable for the sound stewardship of Museum Victoria resources
Initiatives that we will undertake include:
 Implementation of consistent systems and processes for project and contract
management.
 Reducing our impact on the environment by undertaking projects such as the
introduction of an energy performance contract.
Building Victoria’s Cultural Capital
Victoria’s cultural sector underpins the strength of the economy by generating jobs,
supporting creative industries and attracting tourists from interstate and overseas. However,
simply maintaining the current state of the sector is not enough. New opportunities must be
exploited to ensure Victoria upholds its position as Australia’s arts and cultural capital.
To achieve this, Museum Victoria will work towards the following outcomes.
1. The Scienceworks precinct is developed to build understanding and skills in science and
technology that support economic growth in Victoria
Initiatives that we will undertake include:
 Establishment of a strong and inspiring vision for the Scienceworks precinct,
including the former ACI site.
 Building a business case for the development of the Scienceworks precinct.
 Undertaking a program of advocacy to build support for the precinct development
project.
2. A greater exchange of people, expertise, products and services takes place with Asian
scientific and cultural institutions
Initiatives that we will undertake include:
 Development of an Asia engagement strategy that identifies opportunities for
collaboration and exchange.
 Establishment of networks and memoranda of understanding with relevant
institutions.
 Development of tourism products and services that target the Asian market.
3. The unique scientific and heritage record of the State Collection is developed and
preserved for future generations
Initiatives that we will undertake include:
 Implementation of the interim storage project to address the most urgent collection
storage issues.
 Undertaking advocacy for the Collections Victoria project, which will ensure
appropriate long-term housing for the State Collection.
 Continuing the implementation of collection development plans, to ensure strategic
development of the State Collection.
4. The Melbourne Museum precinct—incorporating the Royal Exhibition Building and
Bunjilaka—is widely recognised as an exceptional cultural destination
Initiatives that we will undertake include:
 Implementation of the Royal Exhibition Building Protection and Promotion Project.
 Building on the new exhibition First Peoples to position Bunjilaka as the best
Indigenous interpretive experience in Victoria.
 Collaborating with Tourism Victoria and other networks to maximise opportunities
associated with the precinct.
 Upgrading the IMAX theatre and projection system, to consolidate its position as the
premier big-screen cinema experience in Victoria.
5. The Immigration Museum is recognised as a leader in building intercultural
understanding in the Victorian community
Initiatives that we will undertake include:
 Establishment of new partnerships to ensure the inclusion of diverse perspectives in
the conversation about intercultural issues.
 Becoming an influential voice in the national dialogue about cultural diversity.
VALUES
Leadership
We will demonstrate leadership, particularly in the areas of reconciliation, promotion of
cultural diversity, communication about the effects of climate change, learning and through
the development of our staff.
Respect
We will acknowledge and respect the diverse nature of the Victorian community and its
views. We will demonstrate respect for the environment by increasing public awareness
about the effects of climate change on biodiversity and human societies, and through
responsible use of our resources.
Reconciliation
We will build on our strong commitment to the achievement of reconciliation between
Indigenous and non-Indigenous peoples. By working in partnership with Indigenous
communities, we will increase understanding of and respect for Indigenous history, culture
and traditions.
Human Rights
We will embrace the values of fairness, equity and social justice in all we do. By
acknowledging and acting in accordance with the principles of fundamental human rights, we
will contribute to social inclusion for all members of the community.
Responsiveness
We will engage with the Victorian community in a spirit of openness to encourage access
and participation. We will deliver high-quality services and continually seek opportunities for
improvement.
Integrity
We will maintain our reputation for trustworthiness and authority by being professional and
transparent in our actions and decisions. Our research program will be carried out according
to the highest standards of scholarship.
Impartiality
Our staff will act in accordance with Museum Victoria’s policies, procedures and strategic
directions. We will disseminate our knowledge in an equitable manner and take an unbiased
approach in the delivery of information that contributes to public debate.
Accountability
Our stewardship of the State Collection will be undertaken in a manner that preserves and
augments this important public inheritance for future generations. We will demonstrate
accountability through our service to the community and through efficient and sustainable
use of our resources.