Australian National Maritime Museum Corporate Plan 2021-2024
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Australian National Maritime Museum Corporate Plan 2021–2024
Cover The Duyfken at sea under full sail.
A replica of the first European vessel to reach
Australia is now based at the Museum thanks
to the generous donation of the Duyfken 1606
Replica Foundation. ANMM image
A ‘Free February’ initiative in 2021 marked
the welcome return of visitors to the Museum
following the Greater Sydney COVID–19
outbreak. Image Andrew Frolows/ANMM
2 The Australian National Maritime Museum Corporate Plan 2021–24
Statement of preparation public domain, our collection and unique vessel fleet to
support the delivery of our priorities. We will continue
The Council of the Australian National Maritime Museum, to enhance our information technology systems to improve
as the accountable authority, present the 2021–22 the digital experience and support innovation.
Corporate Plan which covers the periods of 2021–22 to We will take advantage of our iconic waterfront location
2024–25 as required under paragraph 35(1)(b) of the Public and long term planning for a vibrant and revitalised
Governance, Performance and Accountability Act 2013. Pyrmont precinct. But we anticipate near term
The Corporate Plan is the primary planning document redevelopment will disrupt Museum visitation during the
for the Museum and outlines at a high level the key life of this plan. We will adapt and respond by managing
activities the Museum will undertake over the course temporary exhibitions and site activation around these
of the financial year and forward estimates to achieve impacts and by investing in parallel museum and site
its purposes. optimisation projects to support long term financial
sustainability.
The Museum will celebrate its 30th anniversary in 2021
and we will draw inspiration from the resilience and We will also respond by strengthening our national
success of generations of Australians past and present as presence through increased offsite touring, outreach,
we continue to adapt, realise opportunities and recover an enhanced grants program and digital activities –
from the most challenging period in our short history. to increase access and reach audiences wherever they
are across Australia, especially regions heavily impacted
Our purpose is to collect and share unique stories about
by natural disasters and COVID–19.
people, objects and events to engage, educate and inspire
Australians about the nation’s relationship with the sea so We will continue to seek, listen and respond to visitor
they value it more. and audience feedback and build even stronger
partnerships with other cultural institutions,
We approach the new plan optimistically with growing
our sponsors, benefactors and across government
anticipation of recovery while acknowledging COVID–19
and business and not for profit sectors.
has caused major disruption to the Museum, to domestic
and international visitation, to school and education We look forward to presenting the performance results
programs, to our staff and volunteers and our commercial demonstrating our recovery and impact as Australia’s
activities. national museum of the sea.
We will build on our success and remain flexible and
agile during recovery. We will prioritise key activities
around the following strategic priorities:
• Be renowned for compelling museum experiences
• Strengthen our national presence
• Harness the potential of digital John Mullen AM
• Sustain and grow financial support Chair of Museum Council
• Be a capable, high performing and respected organisation
We will continue to invest in our enabling capabilities that
underpin our success. This includes investing in people,
our staff and volunteer workforce, our infrastructure and Kevin Sumption PSM
assets including the Museum, buildings, waterfront and Director & CEO
The Australian National Maritime Museum Corporate Plan 2021–24 3
Museum purpose Operating context
To collect and share unique stories Environment
about people, objects and events
Our operating environment has changed significantly
to engage, educate and inspire
due to COVID–19 and this means we need to plan for
Australians about the nation’s emerging risks and opportunities, and enable our staff to
relationship with the sea so they be responsive to changing priorities in a dynamic, flexible
value it more. and financially sustainable way.
Closure of the Museum to the public for the first time ever,
from late March to early June 2020, created an opportunity
Mission
to rethink the way we deliver on our purpose and also
consider how we strengthen our national presence through
touring, outreach and digital channels. This experience
has informed our recovery and reinvention plans over
the next four years and how we respond to the operating
To lead the promotion and
environment.
conservation of Australia’s maritime
heritage and culture by developing
COVID–19
and managing the National Maritime
Collection and delivering exhibitions, The Museum and other cultural institutions continue to be
impacted by the COVID–19 pandemic most significantly
education and outreach programs. through reduced paid visitation, venue, event and retail
related revenues but there are signs of gradual recovery.
As Australia’s museum of the sea, Continued monitoring and adaptation will be required to
our focus is Australian maritime maintain the safety of staff, volunteers and visitors as the
history and the marine environment, COVID–19 pandemic is managed. It is anticipated dynamic
including industry and trade, COVID safe public health restrictions relating travel, indoor
environments, events and public gatherings to control local
defence, leisure and recreation, outbreaks will stabilise as vaccination programs are rolled
Indigenous maritime and migration. out and public health responses are fine-tuned.
A near term focus is on recovering visitation from local
and domestic tourism markets and on regional touring
and outreach as public confidence increases and the state
and national economy recovers. The roll out of vaccination
programs is anticipated to lead to a return of international
tourism in the medium term with recovery to pre-COVID
levels unlikely before the end of the plan.
Corporate sponsorship and philanthropy are anticipated to
be more challenging during the early period but recover as
the broader economy recovers. A weaker CBD commercial
property market may impact on property revenues streams
during the life of this plan.
4 The Australian National Maritime Museum Corporate Plan 2021–24
Pyrmont redevelopment Increasing competition
The revitalisation of the Pyrmont Precinct including Over the period of the plan new and refurbished museums,
redevelopment of the adjacent Harbourside Shopping galleries and attractions in the Sydney market are
Centre site may create ‘construction phase’ challenges anticipated to attract stronger visitation. Museum site
during the life of this plan but lead to future site activation optimisation, outdoor precinct activation and strategically
and visitation opportunities. The new Sydney Fish Market refreshing and renewing galleries, the waterfront,
at Blackwattle Bay and in the longer term a new Sydney restaurant, café and store will be important to continue
Metro rail station close by at Pyrmont could also benefit to attract visitors in a competitive market.
the Museum. The Museum will continue to engage and
collaborate with precinct partners including through a
business improvement district project.
Government expectations
The Museum will continue to take account of and be
Changing customer expectations responsive to Government priorities and expectations
during the implementation of this plan. This plan takes
A mix of family and adult audience segments have account of current expectations relating to sector
traditionally visited the Museum. COVID–19 has impacted leadership and cooperation, making a contribution to
on visitation and an experiment with ‘free’ entry during economic activity in regional Australia, advancing social
early 2021 suggests the local and domestic visitor market cohesion, diversity and inclusion, Indigenous culture and
may be more price sensitive and further review and being prudent and financially sustainable.
adjustment of pricing may be required during the life
of the plan.
Digital technologies can enhance the visitor experience,
support day to day operations, and disrupt traditional
ways to access and exhibit museum collections. Increasing
emphasis and investment in digital infrastructure and
capabilities will be important to provide greater access for
all Australians including people in regional communities
and leverage value from existing collection assets.
The Australian National Maritime Museum Corporate Plan 2021–24 5Key activities
Consistent with our purpose our key activities will be focused
on the following strategic priorities during 2021–22 to 2024–25.
Be renowned for compelling museum experiences
Our ambition is to deliver exciting and immersive programs and initiatives to leverage our harbour-side
location as Sydney’s outdoor museum.
As a national social history museum we will collect and share unique stories about people, objects and events related
to all aspects of Australia’s maritime history and the marine environment including industry and trade, defence, leisure
and recreation, Indigenous maritime and migration. We will support Australia’s contribution to the UN Decade on Ocean
Science for Sustainable Development. As an island nation, we will continue to explore how the sea shapes our national
identity from first nations, early settler and migrant perspectives.
We will make our unique collection and vessels, harbour-side location and our passionate staff and volunteers central to
delivering immersive and compelling experiences to attract new and repeat visitors. We will welcome local, regional and
interstate visitors as well as international tourists when travel restrictions ease. Will consider opportunities to activate
the outdoor precinct through festivals and participation in the night-time economy. We will continue to deliver an onsite
school program focused on the curriculum to educate and inspire the next generation of Australians.
Outcomes
Museum programs, exhibitions and events are contemporary, accessible and engaging
The Museum is a must visit attraction for Sydneysiders, regional and interstate visitors
The Museum precinct offers high quality services and facilities visitors expect
Strategies
Activate the outdoor museum precinct and leverage our unique vessel fleet to create tours and other immersive experiences
Showcase all aspects of Australia’s maritime heritage, prioritising our areas of strength including
HMB Endeavour, Duyfken and maritime archaeology
Strategically refresh and renew galleries, the outdoor precinct, restaurant/café and store
Continue delivering a curriculum aligned, onsite schools program to educate and inspire the next generation
Continue to enhance migration related activities and planning
Key performance indicators
Measure Targets
2021–22 2022–23 2023–24 2204–25
Visits to the museum 1,186,260 1,639,917 * *
Visitors who were satisfied or very satisfied 90% 90% 90% 90%
Onsite visits by students as part of an organised educational group 14,500 15,000 * *
*Target to be confirmed in 2021–22 as a result of current volatile operating environment
6 The Australian National Maritime Museum Corporate Plan 2021–24Strengthen our national presence
Our ambition is to increase access to our objects, exhibitions and programs across Australia.
We are committed to engaging, inspiring and educating Australians wherever they are. We have a long history of
collaboration, touring exhibitions and outreach programs with regional museums across Australia and will grow the
grants program to provide more funding and specialist in-kind support. We will expand our touring and digital outreach
strategies to expand our reach and also develop a business case for tall ship refitting and touring unique replica vessels
Endeavour and Duyfken to regional Australia.
Outcomes
Greater understanding of maritime heritage and culture across Australia
Strategies
Deliver outreach and touring exhibitions and programs to regional and metro shopping centres and communities
Grow the Maritime Museums of Australia Project Support Scheme with a focus on regional projects
Look for opportunities to develop programs specifically for and about communities affected by the bushfires
as well as COVID–19
Develop a business case for tall ship refitting and touring replica vessels Endeavour and Duyfken to regional Australia
Key performance indicators
Measure Targets
2021–22 2022–23 2023–24 2204–25
Number of off-site visits to the organisation 755,124 993,206 * *
Number of students participating in offsite programs 100,000 103,000 * *
*Target to be confirmed in 2021–22 as a result of current volatile operating environment
The Australian National Maritime Museum Corporate Plan 2021–24 7Wreck Seeker is a gamified
learning platform allowing
students to develop their
historical skill of enquiry
and analysis. Image ANMM
8 The Australian National Maritime Museum Corporate Plan 2021–24Harness the potential of digital
Innovative digital experiences underpin all of our activities, from our story telling, to day to day operations
and are central to the visitor and audience experience.
We will continue to invest and develop our information technology systems and increasingly focus on the development
and sharing of digital and new media content and products to engage, educate and inspire Australians wherever they are.
This approach is not a replacement to physical access to onsite museum collections, but an opportunity to enhance and
deepen knowledge and experiences and reach new audiences, more people and communities across regional Australia.
We will build on our success with educational games and television content and strategically digitise our collections.
We will experiment with a digital first approach, using audience engagement to help design and deliver compelling
exhibitions and programs.
Outcomes
Digital content engages, educates and inspires new and expanded audiences
Digital access to the national maritime collection grows
Strategies
Prioritise investments in IT infrastructure to enhance our business practices and visitor experiences
Increase development, sharing and engagement in digital content drawing on resident experts,
social media channels and the museum website
Utilise digital platforms to deliver education programs and build awareness of significant objects
in Australia’s maritime history
Use a digital first approach to the design of compelling exhibitions and programs
Explore partnerships with digital content creators and distribution channels
Key performance indicators
Measure Targets
2021–22 2022–23 2023–24 2024–25
Visits to the museum website 1,821,036 1,875,667 * *
Social media engagement 516,828 532,333 * *
Number of students/teachers engaging with virtual excursions 176,000 181,280 * *
and online courses
* Target to be confirmed in 2021–22 as a result of current volatile operating environment
The Australian National Maritime Museum Corporate Plan 2021–24 9Sustain and grow financial support
We will operate efficiently and diversify our revenue sources to support our purpose aligned activities.
We anticipate the gradual improvement of admission, venue and retail revenues as our strategies for deliver compelling
experiences and harnessing the potential of digital are implemented and the wider economy recovers. The Museum was
encouraged to adopt an entrepreneurial outlook when it was established 30 years ago and so we will continue explore
new commercial opportunities and adapt our business model and operations to deliver on our purpose and priorities,
in the most effective, efficient and sustainable manner.
Outcomes
A financially sustainable, effective and efficient organisation
Strategies
Continue to adapt and optimise our business models and operations to generate revenue, control costs, deliver savings
and enable reinvestment in priorities
Explore new and alternate commercial revenue opportunities
Explore strategic investment of cash reserves in capability development that delivers value and supports financial
sustainability
Further develop Museum Foundation based fundraising strategies
Key performance indicators
Measure Target
2021–22 2022–23 2023–24 2024–25
Actual own-source income aligned to On target On target On target On target
Portfolio Budget Statement target
10 The Australian National Maritime Museum Corporate Plan 2021–24Be a capable, high performing and respected organisation
We will build and support contemporary professional systems and practices to enable our employees
and volunteers.
Enhancing staff wellbeing and development opportunities, retention and succession strategies and internal
communications to leverage the professionalism, commitment and diversity of employees and volunteers will
be critical to achieving our planned outcomes. We will also monitor and respond to visitor and audience research
and feedback to continuously improve the experience.
Outcomes
A high performing organisation
Strategies
Enhance staff development opportunities and wellbeing
Leverage staff expertise to support innovation
Develop and implement a plan for staff retention and succession
Implement the volunteer strategy to support the engagement, retention and acknowledgement of volunteers
Monitor and respond to visitor and audience research and feedback to continuously improve the experience
Improve internal communication
Key performance indicators
Measure Target
2021–22 2022–23 2023–24 2024–25
APS census engagement score +3% on >+6% on * *
2020–21 results 2020–21 results
APS census wellbeing index +5% on >+10% on * *
2020–21 results 2020–21 results
*Reassess improvement targets in 2022–23 based on 2022 census results
The Australian National Maritime Museum Corporate Plan 2021–24 11Capabilities
Our core capabilities including our employee and volunteer workforce, our collections,
fleet, Museum and precinct assets and information technology systems are fundamental
enablers of our purpose and strategic priorities.
People, culture and workforce Collection management
capability We are leaders in the conservation, interpretation and
display of maritime collections, adhering to best practices
Employees at all times. We are custodians of almost 150,000
Our employees are creative and dedicated to the Museum, documented objects and artefacts in the National
our functions and our audiences. We have a range of Maritime Collection, which represent the breadth
expertise, including specialist curators and conservators, of Australia’s maritime heritage. We strive to make
collection managers, educators, maritime archaeologists, these available to all Australians through programs,
fundraisers and communication, government and business exhibitions and digital services.
relations and customer service staff.
We will continue to enhance the National Maritime
Our workforce strategy will focus on engaging and inspiring Collection including through review of the collection
our people and developing leadership, digital, knowledge development policy, donor engagement programs and
and relationship capabilities aligned to the APS Integrated strategic deaccessioning.
Leadership Framework.
We will align our resources, structures and operations Infrastructure and fleet
to support the delivery of our strategic priorities while
remaining within our budget mandated average staffing Vessel fleet
levels. We manage, display and interpret our unique fleet of
floating vessels, including the iconic replica of James Cook’s
Volunteers Endeavour and the newly acquired replica Duyfken,
ex-Royal Australian Navy vessels HMAS Onslow and
Our volunteers are the Museum’s best ambassadors
HMAS Vampire and a number of small historic craft,
and they play vital roles as tour guides, educators,
such as SY Ena, WWII commando vessel MV Krait (on loan
model-makers, conservators and administration assistants.
from the Australian War Memorial) and Vietnamese
We have over 500 active volunteers at our Sydney site and refugee boat Tu Do. We dedicate significant resources
an additional 1,500 volunteers located across Australia. to conserve and maintain our vessels and we use them to
Our volunteers conduct tours and contribute close to provide wide-ranging educational and cultural experiences.
60,000 volunteer-hours per year. As COVID–19 public
Our fleet utilisation and management strategy will directly
safety restrictions eased volunteers have increasingly
support the delivery of our corporate priorities,
returned to the Museum and resumed their vital roles.
including the vessel refit and touring business case,
Our volunteer strategy will support the engagement, while ensuring the safety of staff, volunteers and visitors.
retention and acknowledgement of volunteers and
support volunteering activities across all aspects of
Australian maritime heritage and culture.
Much valued staff and Honorary Life
Members Daina Fletcher and Matt Lee.
Image Kirsten Delaney/ANMM
12 The Australian National Maritime Museum Corporate Plan 2021–24Museum site, buildings and facilities Technology
Our architecturally distinctive building and unique location The Museum has delivered major ICT upgrades to support
in Sydney’s Darling Harbour include exhibition galleries, operational effectiveness and deliver a better visitor
restaurant, retail and function spaces, play areas and experience. This includes a faster, more stable cloud
wharves. We manage our buildings and facilities to enable based computing environment, implementation of a new
access to, and enjoyment of, our collections and fleet and point of sale and online ticketing system, a customer
support our commercial activities. relationship management platform and an upgrade to
We will manage, maintain and strategically improve the National Maritime Collection registration system and
the Museum building, galleries and exhibitions spaces, a new website. These investments will support delivery
outdoors precinct and wharf assets to support our of the strategic priorities and enable intelligent sales and
corporate priorities. personalised marketing.
Our strategic asset management plan, related site We will continue to invest in IT infrastructure to harness
optimisation master plan and activation plans will the potential of digital and explore development of a new
guide Museum, waterfront and building renewal and knowledge platform to integrate portals used by visitors,
maintenance. We will design, develop and deliver projects retail customers, education program participants and
to take advantage of precinct redevelopment and community members to access information and complete
opportunities during the life of this plan. transactions.
The Australian National Maritime Museum Corporate Plan 2021–24 13Cooperation Subsidiaries
The Museum works closely with the Office for The Australian National Maritime Museum Foundation is
the Arts within the Department of Infrastructure, a Company Limited by Guarantee and is controlled by the
Transport, Regional Development and Council of the Australian National Maritime Museum.
Communications reflecting its responsibility for arts
The Foundation’s objectives are to create a capital fund,
and culture policy and programs nationally.
through gifts, bequests and fundraising activities, for the
The Museum is also represented on sector peak purposes of:
bodies including the Council of Australasian
Museum Directors, which operates to provide • Acquiring major additional items or collections of items
sector leadership and to enhance and promote the to develop the National Maritime Collection;
collecting institutions. • Conserving the National Maritime Collection; and
The Museum’s statutory functions explicitly include • Other activities which enhance the National Maritime
cooperation with other institutions to exhibit Collection.
the National Maritime Collection. There are long
established cooperative relationships with national and Foundation operations generate revenue to directly
international museum and galleries, the Department support the further development and management of
of Foreign Affairs and Trade and also foreign embassies National Maritime Collection and the Museum’s financial
and consulates through cultural diplomacy and the sustainability.
hosting and sharing of travelling exhibitions.
As a member of the Australian Maritime Museums
Council and the Migration and Multicultural Museums
Alliance the Museum has a strong connection
with regional museums and relationships that can
strengthen our national presence.
The Museum is a member of Museums and Galleries
NSW, a regional industry body and the Western
Harbour Alliance, a collection of Pyrmont based
businesses and attractions committed to transforming
the precinct into a tourism and entertainment hub.
Collaboration with the Western Harbour Alliance
will be important to coordinating Museum site
optimisation and public domain enhancements.
The Museum remains strongly committed to
reviewing and implementing Reconciliation Action
Plans in consultation with Reconciliation Australia to
further develop respectful relationships and create
meaningful opportunities with Aboriginal and Torres
Strait Islander peoples.
The Museum also greatly appreciates the substantial
contributions of sponsors, partners, and supporters
from across the maritime, financial services, media,
freight and logistics, and food and beverage and
philanthropy sectors.
14 The Australian National Maritime Museum Corporate Plan 2021–24Risk oversight Financial risks the risk the Museum is unable to meet
budget and financial targets as a result of changes in
and management the operating environment arising from COVID–19
and precinct redevelopment or reduced Government,
sponsorship and or philanthropic funding. The Museum
will respond by continuing to adapt and optimise our
The Museum’s risk oversight and management system business models and operations to generate revenue,
includes regular internal and external risk assessments and control costs and deliver savings. Opportunities to mitigate
audits spanning all areas of the museum, including: precinct disruption and align site optimisation and
revitalisation projects will be explored. The Museum will
• governance and management continue to measure, demonstrate and communicate the
• operations value and impact of its activities to stakeholders and the
Australian community.
• information technology
• human resources Workplace health and safety risks the risk of serious
injury, illness or of loss of life of visitors, employees or
• assets
volunteers. The Museum continues to monitor and adapt
• financial management operations in line with COVID–19 public health order
• workplace health and safety restrictions, to maintain cleaning and hygiene practices,
and monitor and also address onsite, vessel and waterfront
The Museum’s enterprise risk register existing and planned safety and security risks.
controls are subject to regular review by executive
management and the Museum Council’s Audit Committee. Cultural heritage asset loss and damage risks the risk
A review of the Museum’s risk management framework that major disasters lead to damage to the Museum’s
is scheduled in 2021–22 and will inform improvements collections, vessels or buildings and it is unable to
to the monitoring and management of risks during the life operate. Crisis, emergency response, security and
of this plan. business continuity plans are tested. Fit for purpose
shared collection storage facilities are explored with
Key risks that may impact the implementation of
peer institutions and removal of selected vessels from
corporate priorities, initiatives and further capability
on-water storage.
development are as follows.
Reputational risks the risk the Museums’ capabilities and
culture do not support prioritisation and efficient and
effective delivery of priorities and outcomes identified in
this plan. Annual business plans will enable prioritisation
and resource allocation to support phased delivery of the
corporate plan taking account of financial performance
and related risks.
Technology risks the risk that ICT infrastructure
and services are inadequate to support visitor
operations, philanthropy and public administration.
Continued investment in infrastructure and services
including outsourced ICT support to support operations
and business continuity.
Back cover Replica of John Harrison’s
marine chronometer H1, made and lent
by Norman Banham, on display in the
museum’s exhibition Under Southern Skies.
Image Andrew Frolows/ANMM
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