CORPORATE PLAN 2019-2023

PROTECTING AND PRESERVING OUR HISTORICAL AND NATURAL HERITAGE AND SECURING OUR CULTURAL FUTURE

CORPORATE PLAN 2019-2023

NATIONAL MUSEUM AND ART GALLERY PO BOX 5560 BOROKO NATIONAL CAPITAL DISTRICT PAPUA NEW GUINEA

PH. (675) 325 2458 FAX (675) 325 1779 WEB WWW.MUSEUMPNG.GOV.PG

FEBRUARY 2019

© 2019 NATIONAL MUSEUM & ART GALLERY

ALL RIGHTS RESERVED. NO PART OF THIS PUBLICATION MAY BE REPRODUCED WITHOUT PRIOR WRITTEN PERMISSION OF THE NMAG.

CONTENTS

MINISTER’S FOREWORD 5

MESSAGE FROM THE DIRECTOR 6

CORPORATE PLAN 2019-2023 8

ROLES & FUNCTIONS 10

LEGISLATIVE FRAMEWORK 14

VISION, MISSION STATEMENT, AND VALUES

16

OUR GOALS 18

KEY PRIORITIES AND STRATEGIC MANAGEMENT FRAMEWORK

22

MONITORING, EVALUATION AND REPORTING

25

MONITORING & EVALUATION FRAMEWORK FOR NMAG PLANS

26

5 YEAR PRIORITIES & ACTIONS 27-31

APPENDIX A: NMAG ORGANIZATIONAL STRUCTURE

32

APPENDIX B: ABBREVIATIONS 34

MINISTER’S FOREWORD

The National Museum & Art Gallery is the spiritual house of a rich and diverse natural, cultural and contemporary heritage of Papua New Guinea. It plays a unique and important role in protecting and preserving PNG’s historical and natural heritage in order to help secure our cultural future.

The transitional changes and development that are happening around Papua New Guinea, are having a tremendous impact on our culture and traditions some of which are slowly fading or changing as a result of great external influences.

The National Museum & Art Gallery is a public institution funded primarily by the Government of PNG. As a social sector agency under the Ministry of Culture and Tourism it receives public funds to enable its programs, activities and projects that are tied to the legislative roles responsibilities and corporate vision. It is essential that coordination within the social sector is consistent with the government’s overarching framework of plans and strategies.

This Corporate Plan 2019-2023 demonstrates a consistency of approach in that it targets realization of the sector’s Medium Term Development Plans, which in turn will help deliver the Government’s endorsed strategy for the cultural sector. This will be instrumental in achieving our collective vision for Papua New Guinea as mapped out in the Medium Term Development Plan, PNG Sustainable Development Plan 2010-2030 and PNG Vision 2050 that helps us protect, preserve and promote culture in PNG.

In its endeavour to contribute towards nation building, the driving idea of ‘Building Communities, Celebrating Identities”, is the vision that drives all Museum programs and activities by reaching out to the schools and communities through our vibrant education and awareness program, research and consultancy in order to help inspire national pride.

The Museum also benefits from the support from international partners with the notable support of the Australian, Chinese, French and Japanese governments in supporting various aspects of rehabilitation and growth in the work of the National Museum & Art Gallery. We are grateful and remain indebted to the support of these international friends and supporters.

In its aspiration towards “Building Communities and Celebrating Identities”, the Museum also has resuscitated an important community focus group through the Friends of the Museum. We invite and encourage our citizens, friends and visitors to become involved and support various programs and initiatives of the National Museum and Art Gallery. We look forward to the challenges and opportunities that lie ahead of us as we go forward from 2019-2023.

Thank you

Hon. Emil Tammur, MP Minister of Tourism, Arts & Culture

THE SPIRITUAL HOUSE OF A RICH AND

DIVERSE NATURAL, CULTURAL AND

CONTEMPORARY HERITAGE OF PAPUA

NEW GUINEA

5 CORPORATE PLAN 2019-2023

MESSAGE FROM THE DIRECTOR

After some years of administrative mishaps and lost opportunities, the National Museum & Art Gallery is re-emerging to gain its place as a bastion and a beacon of our nation’s cultural identity and national pride.

Between 2012-2016, the Museum embarked on a corporate vision based on the need to rehabilitate and grow again the spirit and the culture of an institution that is committed to protecting and promoting Papua New Guinea’s national treasures, pride and inspiration.

This requires an overhauling of the internal systems of accounting and administration, corporate governance and public visibility within a scheme of relevance coupled with some actual physical infrastructure development and refurbishments. The Museum Board of Trustees has been indispensable to some of these marked achievements.

The Museum received routine support of the Auditor General to help improve on its accounting and corporate governance. The Museum shall adhere to all the suggestions from the Auditor General to dispel qualifications and disclaimers in order to raise its bar of administrative excellence marked with transparency, accountability and ultimately with trust and integrity.

In that period also, the Museum benefited greatly from the support of international governments, notably the French, Chinese and the Australians. The France Government funded a major publication of the Museum to date, Living Spirits with Fixed Abodes, which catalogues the history of the Museum and a detailed account of its’ masterpieces.

Through a grant-in-aid arrangement, the Chinese Government funded the International Convention Center, a state-of-the art facility which also became the centre of the recent APEC Meeting in November 2018.

The Australian Government continues its enduring relationship with Papua New Guinea and provided a generous gift of a financial package to help renovate and further stimulate capacity building and the establishment of internal systems to augment and fortify the growth of the Museum. In physical terms, that saw the refurbishments of gallery spaces and installation of new exhibitions, landscaping and the overhauling of the air-conditioning system within the Museum.

The Australian Government also funded the pioneer project on Oral History which captured, with documentation, the voices of Papua New Guineans and their memories of the Second World War in Papua New Guinea. The project was initially trialled in Oro and Central Provinces and was subsequently extended to cover biographical accounts of war heroes and heroines in Milne Bay, New Ireland and East Sepik Provinces. A voluminous digital archive has been amassed in the course of this project and paves a new way of thinking about the value and significance of oral history and memory institutionally for the Museum and philosophically for history as an academic discipline.

Four (4) Papua New Guinean employees of the Museum received training at the masters degree level in Australian universities and two expatriate advisors have joined the Museum to assist with the administration of the military heritage of Papua New Guinea and to help improve the corporate governance and the task of doing museum business with integrity, tact and efficiency.

The Museum benefited also from the support of the corporate sector. With the conclusion of the construction phase of the major gas pipeline from interior highlands to coastal Papua New Guinea, the Museum concluded a successful cultural heritage management

A BASTION AND A BEACON OF OUR

NATION’S CULTURAL IDENTITY AND

NATIONAL PRIDE

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plan developed and implemented along with the support of Exxon Mobil. The collaboration led to an important archaeological discovery in the project site of the gas plant of lapita. The lapita find dated back to 3000 years BP.

In 2007, the National Executive Council decided to give the land on which the historic House of Assembly was located to joint venture company owned by Nambawan Superfund and Lamana Development Company. As a result of this decision, the joint ventures built at their cost a new building and have transferred its ownership to the National Museum & Art Gallery. The new building, named Haus Independens, will be the home to the stories of the evolving political history of Papua New Guinea’s democracy.

In the legal front where the function of law enforcement is concerned, the Museum successfully defended a 12 year legal battle on the notoriously famous Ambun Stone against a frivolous and vexatious litigation. The Museum also prevented the destruction of cultural decorations in the precinct of the National Parliament and proved the effectiveness of the National Cultural Property (Preservation) Act that it enforces.

Road constructions in Port Moresby forced the Museum to abandon its premises in Gordons and has moved its historic collections into a temporary abode in Murray Barracks while its other bigger collections are kept outside in our main premises in Waigani.

The appearance of these collections point to the need for the Museum to develop a separate gallery space for its history collections and for stories to be shared with Papua New Guineans and our friends and visitors. The Museum suffers from acute storage problems and this is an area that awaits further help and development from the national government or other international partners.

The story told thus far recalls some of the achievements and aspirations that are associated with the corporate dream to rehabilitate and grow the National Museum & Art Gallery. For the next few years, we would want to continue this spirit along with the desire to build a corporate personality branded with trust and integrity and a legacy built up around a commitment to memory and leadership.

Trust and integrity are the moral values of our corporate governance while memory and leadership are the philosophical ingredients that underpin our scientific, curatorial and educational responsibilities. The Museum aspires to be worthy of public trust, steeped with integrity and branded with a corporate legacy for years to come.

This corporate vision is also in line with the aspirations of Vision 2050 to create and sustain systemic change. Section 1.19.2 of the Vision 2050 asserts that: “The effective and efficient implementation of Vision 2050 will demand honest, innovative, proactive and inspiring leadership from all heads of department, middle-level managers and lower-level managers. Effective coordination with the political leadership is critical to ensure systemic change. A culture of excellence in the public sector, based on the core values of quality, productivity, discipline, accountability and professionalism will enable the implementation of Vision 2050”.

Andrew Moutu Director, National Museum and Art Gallery

THE MUSEUM ASPIRES TO BE WORTHY OF PUBLIC TRUST, STEEPED WITH INTEGRITY AND BRANDED WITH A CORPORATE LEGACY FOR YEARS TO COME.


INTRODUCTION

The following Corporate Plan was developed by the NMAG senior management team in conjunction with the NMAG Master Plan design and process. The two documents set a new direction for the museum.

NMAG opened to the public in 1977 and is a significant landmark within the central government precinct, in close proximity to National Parliament House on Independence Drive, Waigani. The NMAG collection dates back to the 1880’s when the Lieutenant Governor of British New Guinea, Sir William McGregor conceived the idea of a national museum and began collecting artefacts. It currently contains artefacts from the country’s 22 provinces and is the spiritual home to some of Papua New Guinea’s most remarkable cultural treasures.

During 2018 a major renovation, funded by the Australian Government aid program, was undertaken to modernize the internal galleries, improve safety and security (for visitors, staff and our collections), and upgrade the external entrance and gardens.

CORPORATE PLAN 2019–2023

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CORP OR ATE PL AN 2019–202 3

The Corporate Plan 2019-2023 was collaboratively developed by the Director and senior managers of NMAG as a follow up to the master planning process commissioned in January 2015, and now incorporates the PNG Government directions contained in the Medium Term Development Strategy III.

The master plan called for the identification of administration, human resources, financial, operational and management requirements for an upgraded NMAG. The master plan reflected the new vision of NMAG and set the future direction to meet the emerging needs and aspirations of NMAG and its key stakeholders.

This new Corporate Plan has sought to align the Museum’s future direction with the National Government’s key strategic documents—Vision 2050 and the Development Strategic Plan 2010—2030. The Vision 2050 identifies seven (7) strategic pillars essential to the realization of the vision. The work of the NMAG is aligned with Pillar 6 of the Vision 2050 which is concerned with spiritual, cultural and community development of Papua New Guinea. As the Nation’s leading cultural organization, NMAG is positioned to make a major contribution to the realization of the 2050 vision through its mission to preserve the nation’s historical past, conserve its natural heritage and promote contemporary culture.


The Science, Research & Consultancy (SRC) Division comprises of the following branches:

ANTHROP OLO GY

This Branch is responsible for curating the national collections, for carrying out research with the aim of documenting the artefacts in the collections, for enforcing the National Cultural Property (Preservation) Act and for investigating possible breaches of the Act, issuing of permits for artefacts, and mounting exhibits of traditional cultural objects. The Branch is also expected to conduct research, publish results of research and to contribute towards educational programs that will enrich and inspire people about Papua New Guineas cultural heritage, modern history and contemporary culture.

PREHISTORY

This Branch is responsible for keeping the National Register of Archaeological and Traditional Sites, curating the national collections of pre-historical materials, carrying out archaeological research and publishing the results of that research, and mounting exhibits or other educational programs to educate our people about the prehistory of Papua New Guinea. It is also responsible in enforcing the National Cultural Property Preservation Act and acts as the regulator for archaeological heritage management in the country in line with the National Museum & Art Gallery Act and the Environment Act.

NATURA L HI STORY

This Branch is responsible for collecting representative specimens of our unique wildlife for display and study. It is also expected to be involved in various types of biological research and to publish results of that research and to contribute towards educational programs and activities that will broaden the knowledge and appreciation of our biodiversity and natural heritage.

ROLES AND FUNCTIONS

THE NMAG IS STRUCTURALLY ORGANIZED INTO 2 MAJOR DIVISIONS: SCIENCE, RESEARCH & CONSULTANCY AND CORPORATE SERVICES.

Archaeological Site

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MATERIALS CON S ERVATI ON

This Branch is responsible for the general care, preservation, and restoration of the artefacts in the national collections, as well as for the supervision of their storage and display. The department strives to maintain an appropriate thermal environment that is conducive to the physical preservation of national treasures including cultural material and animal specimens.

MODERN HISTORY

This Branch is the centre for the restoration and display of many items from Papua New Guinea’s colonial and post-colonial era, especially objects from World War II. It enforces the War Surplus Material Act and maintains the National Register of Shipwrecks. This Branch is also expected to carry out research and to contribute towards educating Papua New Guineans about our modern history.

CONTEMPORARY A RT S

This Branch is responsible for the collection, research and documentation of contemporary works of art from Papua New Guinean artists and creators. The NMAG believes that cultures are dynamic and are therefore changing constantly and so the task of this Branch is to document and make collections of art works that exemplify the predicament of culture as being forever oscillating between notions of tradition and modernity

JK MCCARTHY MU S EU M – G OROKA

This is the branch museum located in Goroka in the Eastern Highlands Province and is responsible for research, documentation of the prehistory of the PNG by archaeological surveys and extractions, identify and monitor the conditions of objects of national cultural significance, manage and preserve prehistoric sites and undertake field research. It is also responsible for coordinating our teaching program in museum and heritage management studies offered through the University of Goroka.

The Corporate Services Division deals with commercial and administrative issues and comprises of the following Branches:

HUMAN R E S O UR C E

This Branch ensures that all corporate and administrative services relating to personnel are provided for the NMAG. This include personnel matters such as training and recruitment, leave fares and discipline of staff. This Branch is also responsible for staff structure, salaries and benefits, and staff appraisals, The Branch is also responsible for ensuring that personnel matters are handled in compliance with the General Orders of the Public Service.

F INANC E AND AD MINISTR ATIO N

This Branch is responsible for all the financial issues pertaining to the operations of NMAG including budgets, purchasing and financial control including all payments in compliance with the Public Finance Management Act 1995. The Branch has the added responsibility to forward the annual financial statements to the Office of the Auditor General each year.

CO R PO R ATE PL ANNING AND MAR KE TING

This Branch is responsible for the planning and coordinating of the Museum’s major projects and also for its internal revenue generating activities. It further markets the functions and programs of NMAG. The Branch is also responsible for the maintenance of properties, managing security, and the operations of the bookshop, kiosk and the International Conventional Centre (ICC).

ACC E SS, E D UCATIO N & PUBLIC

The Access Education and Publication Branch is responsible for ensuring that the Museum’s expertise, collections, and other related information are used to satisfy the educational and recreational needs of the community in the areas of natural and cultural heritage. There are six (6) sections under this branch: Education, Library, Photography, Exhibition and Design, Media and Public Relation and Cultural Centres Coordination


Additional responsibility:

INTERNATIONAL CO N V EN TI ON A L CEN TRE ( I CC )

In accordance with the bilateral agreement signed on 4th November 2009 for the China Aid ICC Project between the Chinese Government and PNG Government, six economic technical cooperation agreements were signed on 30th March 2007, 6th September 2008, 15th April 2009, 4th November 2009, 16th December 2010 and 23rd December 2010, for the construction of the ICC. The facility was completed in 2018 and was utilised by the APEC Authority for the hosting of the 2018 APEC meetings.

The 10,000m2 facility includes:

• 700-seat main conference hall;

• 50-seat conference hall, 2 x 137-seat medium conference halls, 6 x 25-seat small conference rooms;

• Ministerial office and other administrative offices;

• One 400-person capacity multi-purpose hall;

• Dining room and kitchen;

• Service road, guard houses and carpark.

The original intent of ICC was to provide a revenue raising opportunity for NMAG, in line with the Medium Term Development Plan III, along with an international standard venue for conferences and exhibitions.

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HAU S I N DEP EN DEN S

What used to be the Old Parliament Haus is a significant historical site and colonial boundary established initially by the British and Australians as a hospital built in 1905. It was a dispensary, morgue, operational, surgical, theatre and radiology that served the expatriate population. During the second world war 1942 to 1945 served as a military hospital.

After the second world war ended, the old hospital was modified to provide space for the House of Assembly from 1964 till 1972 and subsequently as the National Parliament from 1977-1984. The basement of this old hospital was modified through renovation and served as the fore-runner of the National Museum & Art Gallery.

The building and the land on which it stood was given to the National Museum & Art Gallery in 1997. However, after failing to control, manage and renovate the building, fire destroyed it. In 2007, the National Executive Council chose to give the land away to corporate ventures which now have legal rights over the historic land area.

In exchange the corporate ventures have built a new building, named as Haus Independens and have given it back to the State via the National Museum & Art Gallery. The new building will house exhibitions detailing the history and evolution of Papua New Guinea’s democracy over time and it will play an important role in the education of our people about the political history of Papua New Guinea.

MO D E R N HISTO RY MU SE UM

The Modern History building was appropriated by the National Capital District Commission (NCDC) in 2014, in order for the NCDC to construct a new road. NMAG signed a MOU with NCDC in which NCDC is to provide land and funding for the construction of new museum facilities. This has not eventuated and NMAG is following this matter up as a matter of urgency.


LEGISLATIVE FRAMEWORK AND FUNCTIONAL RESPONSIBILITY

CO LLE CTIO NS

Collect, document, conserve and manage examples of prehistoric artefacts, traditional arts, material culture, contemporary history and art; maintain a national collection of natural history specimens and archaeological material.

R E SE AR C H

Research and document the prehistory, flora and fauna of Papua New Guinea; undertake research on the collections and publish the results of this research; monitor and affiliate researchers from other institutions carrying out research in the areas of the museum’s function; monitor archaeological research and issue permits for the short term loan of archaeological material for study overseas.

E XHIBITIO NS

Mount permanent, temporary and travelling exhibitions for the education and enjoyment of the public.

THE LEGISLATIVE FRAMEWORK FOR THE NMAG IS PROVIDED BY THE NATIONAL MUSEUM AND ART GALLERY ACT 1992 WHICH PROVIDES FOR “THE CONTINUED ESTABLISHMENT, MAINTENANCE AND CONTROL OF THE NMAG” AND DEFINES THE MANDATED FUNCTIONS OF THE MUSEUM IN THE FOLLOWING BROAD AREAS:

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PROTECTION OF CULTU RA L AND NATURAL HERI TAG E

Preserve and conserve the cultural and natural heritage of Papua New Guinea; identify, document and monitor the conditions of objects of national cultural significance, recommend their proclamation as national cultural property; monitor the collection and export of artefacts, issuing permits; manage and preserve, prehistoric sites, traditional structures and movable objects of cultural significance and perform other related duties as required by the National Cultural Property (Preservation) Act 1965, War Surplus Material Act 1952, Environmental Planning Act 1978, and the Conservation Areas Act 1978

NATIONAL REGISTER S

Maintain a register of proclaimed national cultural property, the national register of ship wrecks, and the national register of traditional and archaeological sites; locate and record prehistoric sites and monuments and carry out salvage of archaeological excavations as required by the National Cultural Property (preservation) Act 1965 and the Environmental Planning Act 1978.

R E PATR IATIO N

Recommend to the Minister the return of objects and collections of national and cultural significance held in overseas countries.

SUPPO RT

Assist and encourage contemporary arts at the national. Provincial, local and individual levels; assist and provide training programmes for personnel from provincial and regional cultural centers.

INTE R NATIO NAL CO NVE NTIO NS

Recommend to the Minister the implementation of international conventions relating to the cultural and natural heritage of mankind where Papua New Guinea is a party to such conventions.

As a statutory authority the NMAG is also regulated by the dictates of the Public Service Management Act, the Public Finance Management Act 1995 and the National Procurement Act 2018


VISION

This is the people’s place - safe, full of joy and wonder. It instils intense pride and a sense of belonging to those who visit. International tourists mix easily with locals soaking up the colour and vitality of Port Moresby’s most popular public space. The museum has become both a “must see” destination and a gateway to other PNG tourism experiences.

The museum is recognised as a theatre of learning with throngs of students filling its halls, enjoying the educational shows.

Behind the scenes are the museum’s treasures - collections that arouse, enthuse and inform and are now accessible to national and international audiences. World class, evidence based research continues to generate new knowledge and contribute to the nation’s wellbeing.

The NMAG is widely respected as a trusted custodian and effective protector of the nation’s built, moveable and intangible heritage. It is a strong voice in raising awareness of the importance of culture in nation building.

The NMAG is a museum without borders, reaching out to the people of Papua New Guinea and the world beyond.

“CELEBRATING IDENTITY, BUILDING COMMUNITIES”

VISION, MISSION STATEMENT AND VALUES

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MISSION

To shape the future of the nation through preserving the historical past, conserving our natural heritage and promoting our contemporary culture.

VALUES

The NMAG is committed to the following values that will shape behaviour and create a new organisational culture:

• We nurture partnerships and team work because our job is just too important to do alone.

• We cherish our collections because they hold a wealth of stories that need to be told.

• We constantly strive for excellence in everything we do because that is what the public deserves.

• We care for one another by creating a culture of respect, learning and growth.

• We understand the balance between access and conservation in order to meet the needs of current and future generations.

• We practice innovation, accountability and organisational efficiency.

• We engage with diverse communities in a meaningful and spirited way because they are the life blood of the museum.

To deliver on these values, NMAG will provide a stable satisfactory and conducive working environment that will assist each employee to realise their full potential and deliver quality performance.


1 .0 COMMUNIT Y ENGAG EM EN T

The NMAG will engage in spirited, interactive partnerships with a range of diverse communities. This will include communities of people, place, interest and commerce. The museum will be particularly focussed on visitors and other users of museum services.

Goal: To engage communities through productive partnerships.

Key Strategies:

1.1 Identify target groups and develop a Community & Stakeholder Engagement Policy.

1.2 Establish a relevant list of high priority partnerships for each of the NMAG Departments and engage with our partners to further our programs.

1.3 Establish Education as a Branch to reflect the importance of educational programs to NMAG

1.4 Re-establish the legal and operational framework of the Friends of the Museum.

1.5 Support regional museums and historical societies with policy, education & science.

OUR GOALS

2 .0 KNOWLE D GE GE NE R ATIO N: CO LLE CTIO N D E VE LO PME NT

The NMAG will create new knowledge grounded in evidence based research that contributes to the nation’s well being. The museum is a house of treasures with a world of stories. Strategic collection acquisition will create an accessible, living archive that reflects the nation’s cultural, natural and built heritage.

Goal: To connect communities with their cultural, natural and built environments through the museum’s research and collections.

Key Strategies:

2.1 Develop and implement the NMAG Collection Management Policy

2.2 Implement the NMAG integrated collection management system and ensure staff proficient in the use of the system.

2.3 Digitally capture the museum’s most significant collections to make these collections accessible online.

2.4 Plan and implement international museum standard NMAG collection storage systems, including external and existing internal systems.

2.5 Update the museum’s conservation policies and procedures to international best practice.

2.6 Develop and implement the NMAG Research Policy to ensure that the research undertaken by NMAG is relevant to the needs and interests of the community and contributes to our public programs.

2.7 Plan and construct a Modern History Museum.

2.8 Develop planning for a Natural History Museum.

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3.0 THE VISITOR EXP ERI EN CE

The NMAG visitor experience will stimulate curiosity, provoke emotion and encourage understanding and appreciation. The experience will celebrate the diversity of the nation and connect the people of Papua Guinea with their stories and one another.

Goal: To deliver a program of compelling visitor experiences that connects with our audience.

Key Strategies:

3.1 Create new and temporary exhibitions and attract international exhibitions to NMAG.

3.2 Re-establish our front of house experience to ensure a high level of customer service and educational opportunity is delivered.

3.3 Develop and implement the NMAG Marketing Plan.

3.4 Develop and implement the NMAG Education Policy and Program.


5.0 TR U STE D C U STO D IAN AND PR OTE CTO R

The NMAG is the custodian and protector of the nation’s cultural property. It undertakes this responsibility by enforcing the relevant legislation and by raising awareness of the importance of heritage to the building of a nation.

Goal: To protect the nations built, movable and intangible heritage for the benefit and enjoyment of present and future generations.

Key Strategies:

5.1 Conduct review of relevance of existing NMAG legislation and prepare submission to the Legislative Council for required updates.

5.2 Maintain and digitise National Register of proclaimed national cultural property, historic shipwrecks, traditional and archaeological sites.

5.3 Recommend the proclamation of objects of National Cultural Significance, as per legislation.

5.4 Maintain and update a permit system for monitoring the collection and export of cultural property and historic remains, research activities, and construction activities.

5.5 Establish and implement protocols and procedures with Customs, Department of Environment and Conservation and the Police Service for the enforcement of relevant legislation.

5.6 Educate our Nation’s people on the importance and relevance of our built, moveable and intangible heritage.

5.7 Maintain integrity and management, with our Partners, of proposed and designated World Heritage Sites.

5.8 Implement and extend the scope of the Military Heritage Plan.

4 .0 MU SEUM BU SINES S

NMAG will provide long term sustainability and seek opportunities in commercial delivery. It values its staff as its greatest resource and operates with efficiency and accountability. It will never lose sight of its greater purpose.

Goal: To be a mission driven, sustainable, accountable organisation.

Key Strategies:

4.1 Implement a reliable, accountable financial management system that meets all PFMA compliance standards and delivers expedient and unqualified annual audit reports.

4.2 Ensure HR practices and procedures comply with the Public Service Management Act and PFMA.

4.3 Develop and implement an efficient filing system for all NMAG records.

4.4 Develop and implement the NMAG Recruitment, Training and Succession Policies.

4.5 Develop and implement the NMAG Work Health & Safety Policy and undertake safety audits.

4.6 Develop, implement and monitor a risk management plan for the museum.

4.7 Ensure that operational and residential facilities are maintained. and upgraded

4.8 Ensure annual updating of the NMAG Asset Register.

4.9 Develop and implement an Annual Business Plan and Budget that addresses the goals of the Corporate Plan and incorporate income generation opportunities.

4.10 Review the NMAG brand - establish our personality and our story; develop the graphic representation of the brand.

4.11 Implement the new, Department of Personnel Management approved, Establishment List.

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M ORE EFF E CTIVE PARTIC IPANT IN TOURISM, ART S & C ULTUR E

COM MUNIT Y E NGAGE ME NT

Communities | Partnerships I VisitorsExternal

Intermediate

Internal

RESEARCH & COLLECTION

Generate Knowledge

Living Archive

HR

Finance

Commercial Services

VISITOR EXPERIENCE

Narrative & personal stories

Site for social connection

Theatre for learning

A safe place

Forum for debate

Knowledge & inquiry celebrated

Admin

Planning / Policy & Evaluation

Property Management

PROTECTION OF CULTURAL PROPERTY

Enforcement

IT and Information Management

MU SE UM BU SINE SS


Under each activity there are key actions/projects which are listed and further cascaded down to tasks for each individual officers’ personal work plans. Each action/project has a ‘primary’ Branch assigned to it and they are responsible for its completion. A ‘secondary’ Branch may also be assigned to support the primary Branch achieve the action/project. Each Branch has also developed their own detailed sectional work plan for each action/project assigned to them.

Section/Branch work plans will include more detail on the tasks, timing and budgets required to implement each action/project. Sectional work plans are available with respective managers or the Office of the Deputy Director, Corporate Services Division. Staff responsible for the tasks in the Section/Branch work plans will be recorded in Personal work plans and all Section/Branch and Personal work plans are monitored and reported on. This is through Section/Branch monthly and quarterly reports (which include financial reports to ensure that actual corresponds to annual budget appropriation) and these are overseen by the Director and Executive Management Team.

At the end of each year an internal report will be drafted followed by a full external report. The external report will be delivered to the Board of Trustees, our Minister, Central Agencies and the National Executive Council and will detail how successful we have been in delivering our corporate plan outcomes within budget.

This process is the foundation to the Strategic Management Framework.

KEY PRIORITIES AND OUR STRATEGIC FRAMEWORK

FOR EACH GOAL LISTED PREVIOUSLY, KEY PRIORITIES FOR THE NEXT 5 YEARS HAVE BEEN IDENTIFIED WHICH WILL ENABLE NMAG TO BEST WORK TOWARDS ITS VISION AND MISSION.

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P L A N S

G OV T PNG V I S I ON & N M AG P L A N

NMAG Corporate Plan

VIsion 2050

NMAG Annual Operational Plan

PNG DSP 2010-2030

Reports relate back to NMAG Plans

& Vision 2050

Legislation & NMAG

Policy

Branch / Sectional Work Plan

MTDP 2010-2015 & MTDP2 2015-2016

Individual Work Plan

NMAG Corporate Plan

NMAG Annual ReportExternal report against Corporate Plan

NMAG Annual Report (to NEC)External report against Corporate Plan &

incorporating accumulated reports from NMAG

NMAG Annual ReportDetailed internal report against Annual Operation Plan

NMAG Internal Annual ReportDetailed internal report against Annual Operation Plan

Branch / Section Quarterly ReviewFinancial & Outcomes report against Budget & Work Plan

NMAG Branch/ Section Quarterly Review ReportsFinancial & Outcomes report against Budget & Work Plan

NMAG Monthly ReportsBranch/ Section monthly reports consolidated into

whole-of-museum report to Director and EMT

NMAG Monthly ReportsBranch/ Section monthly reports consolidated into

whole-of-museum report to Director and EMT

Branch / Section Monthly Reports• Financial report against branched budget

• Outcomes report against brnach work plan

R E PO RT S

NMAG R E PO RT S

FIGURE 1: NATIONAL MUSEUM & ART GALLERY STRATEGIC MANAGEMENT FRAMEWORK

FIGURE 2: STRATEGIC MANAGEMENT FRAMEWORK ALIGNED TO KEY GOVERNMENT POLICIES


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A strong reporting process is in place through the Strategic Management Framework. This reporting linked to the personal work plans allows each staff members and manager to know how they are succeeding and what areas need attention. This will include Outcome Mapping and Implementation Evaluation and this will be the main way we assess performance over the next five years.

The Senior Management Team (SMT) is responsible for the Outcome Mapping and Implementation Evaluation and will provide a comprehensive report each month based on individual and branch/section work plans. Quarterly report will also be completed by the SMT to review the implementation progress and financial results. From these quarterly reports a consolidated report will be provided to the Departments of Finance, Treasury and National Planning and Monitoring and the Central Agencies Coordinating Committee (CACC).

Deputy Director – Corporate Services and the Corporate Planning and Marketing Branch will be responsible for the coordination and collating of these reports with the help of the Finance and Administration Branch who will provide the financial data and analysis support and Human Resources Management who will provide status reports on human resource capacity.

The matrix below of the Results Framework Structure shows the basis on how all Museum plans operate and defines how the Monitoring and Evaluation Framework for the AOP will function.

MONITORING AND EVALUATION REPORTING

THE ANNUAL OPERATIONAL PLAN IS OUR MAIN TOOL IN IMPLEMENTING OUR CORPORATE PLAN 2019-2023. OUR SUCCESS AND EFFECTIVENESS IN IMPLEMENTING THE ACTIONS AND PROJECTS SPECIFIED IN THIS PLAN WILL BE MEASURED THROUGH OUR MONITORING AND EVALUATION.


MONITORING AND EVALUATION FRAMEWORK FOR NMAG PLANS

MEANS AND WAYS OF MONITORING AND EVALUATION

NMAG 5 CORPORATE GOALS DEFINED

NMAG Plans INDIVIDUAL LEVEL

SECTIONAL LEVEL DIVISION LEVEL DEPARTMENT

LEVEL COMMENTS

CORPORATE PLAN

Compiled sectional results based monthly reports

Sectional annual results based reports

Divisional annual reports (Results based)

NMAG annual report to CACC & NEC

Directs and keeps management focused on results achievement

ANNUAL OPERATIONAL PLAN

Sectional monthly results based reports

Sectional annual results based reports

Divisional internal annual reports (Results based)

Internal annual reports and quarterly reports to Central Agencies

Annual operation report focuses on results instead of activities

BRANCH/SECTION WORK PLANS

Compiled individual staff results based monthly reports

Sectional quarterly results based reports

Divisional quarterly results based reports

NMAG annual reports

Sections should consider compiling annual performance reports

INDIVIDUAL WORK PLANS

Compiled individual staff results based monthly reports

Sectional monthly results based reports

Divisional monthly results based reports

NMAG quarterly reports

Staff can report outputs aimed at expected outcomes

STRATEGIC DIRECTION: As Nationally determined by Medium Term Development Plan (MTDPlll)

26

5 YEAR PRIORITIES & ACTIONS

GOAL 1: To engage communities through productive partnerships

OBJECTIVES OUTCOME ACHIEVEMENT INDICATOR

DELIVERY DATE

RESPONSIBLE SECTION

2019 2020 2021 2022 2023

1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

1.1. Identify target groups and develop a Community & Stakeholder Engagement Policy.

List of community & stakeholder groups.

1.1.a. Implement community engagement policy.1.1.b. Reports of monthly awareness and visitation statistics1.1.c Coordinate International Museum Day

End of 2020

Quarterly Ongoing Access, Education

& Publication

1.2. Establish a relevant list of high priority partnerships for each of the NMAG branches and engage with our partners to further our programs.

MOUs in place

1.2.a. Redefine partnership with University of Goroka1.2.b. Develop working relationship with Madang Tourism Bureau, Museums, Divine Word University and Otago University1.2.c. Partnership with PNG Defence Force

Qtr 3 2019

Ongoing

Qtr 4 2019

JKMM, Science, Research & Consultancy, and Access Education & Publication

1.3. Establish Education as a Branch to reflect the importance of educational programs to NMAG

Priority list of Educational Programs

1.3.a. Successful implementation of school holiday programs1.3.b Establish lecture series

2 per annum

Qtr 4 2019

Access, Education & Publication

1.4. Re- establish the legal and operational framework of the Friends of the Museum.

Active FOM Committee

1.4.a. Re-launch Friends of Museum.1.4.b. Quarterly fundraising and gala dinners

Qtr 4 2019

Ongoing

Office of Director, Corporate Planning & Marketing

1.5. Support regional museums and historical societies with policy, education & science.

Established new branches or partnerships

1.5.a. Strengthen Partnership between NMAG & Foreign government officials & Universities and Museums.1.5.b. Registry of inventory of collection at Parliament Haus1.5.c. Implement MOA with NCD for Modern History Facilities

End of 2020Science, Research & Consultancy, Office of Director


GOAL 2: To connect communities with their cultural, natural and built environments through the museum’s research and collections


DELIVERY DATE

RESPONSIBLE SECTION

2019 2020 2021 2022 2023

1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

2.1. Develop and implement the NMAG Collection Management Policy

Collection Management Policy

2.1a. Successful launch of Collection Management policy.2.1.b. Reports and Implementation plan of CMP

Qtr 3 2019

Ongoing

Science Research & Consultancy, Office of Director

2.2. Implement the NMAG integrated collection management system and ensure staff proficient in the use of the system.

Centralized Integrated collection management system

2.2.a. 50,000 items/ collections registered per year 2.2.b. Inventory of Modern History library books.

End 2020

Qtr 1 2020

Science, Research & Consultancy Division

2.3. Digitally capture the museum’s most significant collections to make these collections accessible online.

Digitalize and interactive software.

2. 3.a. Monthly update of Museum significant collection 2.3.b. statistics of users accessing the application 2.3.c. Create digital map

Ongoing

2021

Information, Communication & Technology, SRC

2.4. Plan and implement international museum standard NMAG collection storage systems, including external and existing internal systems.

Introduce International Standard of collection system

2.4.a. Completion reports of storage racks & drawers labelled.2.4.b. Statistical report of information into database for easy access of collection

End 2020

SRC, Office of Director, CPM

2.5. Update the museum’s conservation policies and procedures to international best practice.

Implementation Action Plan

2.5.a. Artifact restoration report 2.5.b. Conservation reports of collection and surrounding environment

OngoingConservation Branch

2.6. Develop and implement the NMAG Research Policy to ensure that the research undertaken by NMAG is relevant to the needs and interests of the community and contributes to our public programs.

Implementation of policy

2.6.a. Science Branches prepare annual research topics, eg Field reports & documentary for archaeological research in Enga Salt area

2022

Science, Research and Consultancy Division

2.7. Plan and construct a Modern History Museum and Art Gallery.

New Facility

2.7.a. Design for a new modern history museum 2.7.b. New exhibition installed

2023


2.8. Develop planning for a Natural History Museum.

Architectural Design

2.8.a. Designs for a New Natural History Museum

End of 4th Quarter, 2020


28

GOAL 3: To deliver a program of compelling visitor experiences that connects with our audience.


DELIVERY DATE

RESPONSIBLE SECTION

2019 2020 2021 2022 2023

1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

3.1. Create new and temporary exhibitions and attract international exhibitions to NMAG

New Exhibitions & Documentaries

3.1.a. Reports of new exhibitions installed in the galleries.3.1.b. Installation of contemporary Arts exhibition 3.1.c. A Bit Na Ta Exhibition 3.1.d. Haus Independence exhibition updated 3.1.e. Etoa Battlefield Documentary produced

Ongoing

Qtr 2 2020

Qtr 4 2019

Ongoing

Qtr 4 2019

Science Research & Consultancy, Access Education & Publication

3.2. Re-establish our front of house experience to ensure a high level of customer service and educational opportunity is delivered.

Training Plan

3.2.a. Training for gallery attendants & tour guides3.2.b. Artifact reading for gallery attendants & curators

Ongoing

Science Research & Consultancy and Access Education & Publication

3.3. Develop and implement the NMAG Marketing Plan.

Marketing Plan

3.3.a. Implementation of the marketing plan 3.3.b. Implementation report of annual publicity plan

Qtr 2 2019

Annual

Access, Education and Publication

3.4. Develop and implement the NMAG Education Policy and Program.

Education Policy

3.4.a. Monthly reports of roll out and implementation educational programs throughout the Schools3.4.b. Reports of quarterly school holiday programs

Ongoing

Access, Education and Publication and SRC


GOAL 4: To be a mission driven, sustainable, accountable organisation.


DELIVERY DATE

RESPONSIBLE SECTION

2019 2020 2021 2022 2023

1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

4.1. Implement a reliable, accountable financial management system that meets all PFMA compliance standards and delivers expedient and unqualified annual audit reports.

Unqualified Audit reports

4.1.a. Quarterly performance reviews, Annual review – Audits and Monitoring and Evaluation, Budget Review and Annual reports4.1.b. Monthly financial reports & reconciliations

Ongoing

Finance Branch, HR Branch and Corporate Planning & Marketing

4.2. Ensure HR practices and procedures comply with the Public Service Management Act and PFMA.

Compliance check list

4.2.a. Roll out DPM staff performance processes.4.2.b. Update personal records

Qtr 4 2019

Qtr 2 2019

Human Resource Branch

4.3. Develop and implement an efficient filing system for all NMAG records

Filing policy 4.3.a. Filing policy approved & operational. Qtr 2 2020

SRC and Corporate Service Division

4.4. Develop and implement the NMAG Recruitment, Training and Succession Policies.

Policy in place

4.4.a. Succession plan in place for each Branch4.4.b. Training of officers recruited

Qtr 1 2020

Ongoing

Human Resource Branch

4.5. Develop and implement the NMAG Work Health & Safety Policy and undertake safety audits.

OHS compliance check list

4.5.a. Fire system training and fire wardens in place4.5.b. OHS Guide & staff members certified

Qtr 2 2019

Qtr 1 2020

SRC, Conservation Branch

4.6. Develop, implement and monitor a risk management plan for the museum.

Risk Management Plan

4.6.a. Quarterly reports on potential risks to NMAG.

Qtr 4 2019

Ongoing

Conservation Branch, Corporate Services Division

4.7. Ensure that operational and residential facilities are maintained and upgraded

Facilities in good repair

4.7.a. Reports for Roof Assessment & Maintenance for NMAG4.7.b. Completion report for institutional housing renovation 4.7.c. Completion report of Air-conditioning ducting4.7.d. Completion report on upgrade & renovation of storage spaces

Qtr 3 2019

Qtr 1 2020

Qtr 2 2019

Qtr 4 2019

Corporate Planning & Marketing Branch

4.8. Ensure annual updating of the NMAG Asset Register.

Integrated Asset Registry System

4.8.a. Reports Quarterly and annual update of all Museum assets

OngoingCorporate Planning & Marketing

4.9. Develop and implement an Annual Business Plan and Budget that addresses the goals of the Corporate Plan and incorporate income generation opportunities.

Business Plan

4.9.a. Approved and implemented Business Plan4.9.b. Invoicing process in place, with approved rates

Qtr 4 2019

Qtr 2 2019

Finance Branch and CPM

4.10. Review the NMAG brand - establish our personality and our story; develop the graphic representation of the brand.

New Brand4.10.a Branding reviewed and instigated reflecting the new trusted NMAG

End 2020 Office of the Director

4.11. Implement the new, Department of Personnel Management approved, Establishment List

Fully budgeted Establishment List

4.11.a. Recruitment completed for establishment list

Qtr 2 2020Human Resource Branch

30

GOAL 5: To protect the nations built, movable and intangible heritage for the benefit and enjoyment of present and future generations.


DELIVERY DATE

RESPONSIBLE SECTION

2019 2020 2021 2022 2023

1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

5.1. Conduct review of relevance of existing NMAG legislation and prepare submission to the Legislative Council for required updates.

Legislation Review

5.1.a. Conduct workshops and review reports 5.1.b. Submission to legislative council

Qtr 4 2019

Qtr 1 2020

Office of the Director and Science , Research & Consultancy

5.2. Maintain and digitize National Register of proclaimed national cultural property, historic shipwrecks, traditional and archaeological sites

National Registry Database

5.2.a. Survey & site visit reports, photographs 5.2.b. List of new gazetted sitesIncluding Wafi Golpu assessment, Total & ongoing Exxon work

Ongoing

Anthropology Branch and Archaeology Branch

5.3. Recommend the proclamation of objects of National Cultural Significance, as per legislation

5.3.a Register updated on regular basis Ongoing

Anthropology & prehistory branch

5.4. Maintain and update a permit system for monitoring the collection and export of cultural property and historic remains, research activities, and construction activities.

Permit System

5.4.a. Review fee for export permits and have legislated5.4.b. Issuance of permits & register maintained

Qtr 2 2020

Ongoing

Modern History and Anthropology branch

5.5. Establish and implement protocols and procedures with Customs, Department of Environment and Conservation and the Police Service for the enforcement of relevant legislation

Legislation Enforcement

5.5.a. Reports of issuance of export permits5.5.b. Site visit reports and Stakeholder consultation meeting minutes5.5.c. Joint Enforcement report5.5.d. Conservation workshops

Ongoing

Modern History and Anthropology branch

5.6. Educate our Nation’s people on the importance and relevance of our built, moveable and intangible heritage.

5.6.a. Reports on successful convention and rectification of Hague & ICH

5.7. Maintain integrity and management, with our Partners, of proposed and designated World Heritage Sites

Heritage Enforcement Plan

5.7.a. Reports on Cultural Heritage Management through monitoring and enforcement including site investigation

OngoingScience, Research & Consultancy

5.8. Implement and extend the scope of the Military Heritage Plan.

Military Heritage Plan

5.8.a. Roll out of implementation programme for Kokoda Track and World Heritage areas

OngoingModern History Branch


PNG NATIONAL MUSEUM & ARTS GALLERY ORGANIZATION STRUCTURE

Corporate Planning & Marketing

Security Section

Property Section

Human Resource & Administration

BranchFinance Branch

Access Education & Publication

International Conventional Centre

Project Manager

D E PUT Y D IR E CTO R CO R PO R ATE SE RVIC E D IVISIO N

DEPUT Y DIRECTOR S CIENCE RESEARCH & CONSULTANCY

JK MCCARTHY MU SEUM G OROKA

D IR E CTO R E XE C UTIVE MANAGE ME NT

BOAR D O F TR U STE E S FRIEND S OF MU SEUM

Anthropology Department

Prehistory Department

Natural History Department

Conservation Department

Modern History & Contemporary Arts

APPENDIX A: NMAG ORGANIZATIONAL STRUCTURE

33 32 CORPORATE PLAN 2019-2023

Manager-Corporate Planning & Marketing

Grade 15

Chief Curator Anthropology

Grade 16

Purchasing & Marketing Officer

Grade 10

Data Entry Officer Grade 10

Shop Manager POM

Grade 12

Principal Technical Officer

Grade 12

Property Manager Grade 12

Planner Grade 14

Principal Curator Grade 14

Data Entry Officer Grade 09

Budget Officer Grade 11

Senior Technical Officer

Grade 12

Manager - Human Resource & Admin

Grade 16

Chief Curator Prehistory Grade 16

Staff Clerk Grade 09


Grade 10

Staff Dev. & Training Officer Grade 12

Curator Traditional site

Grade 13

Driver Grade 04

Human Resource Co- ordinator

Grade 14


Executive AssistantGrade 06

Technical Officer Grade 09

Personnel Admin Officer Grade 12

Principal Technical Officer

Grade 12

DEP UT Y D IR E CTO R CO R PO R ATE PL ANNING, F INANC E & AD MINISTR ATIO N

Grade 18

Manager FinanceGrade 15

Chief Curator Natural History

Grade 16

Commitment ClerkGrade 08

Technical OfficerGrade 09

Accounts Clerk Grade 10

Principal Technical Off.

Grade 12

AccountantGrade 14


Animal KeeperGrade 09

Certifying ClerkGrade 09


Grade 10

Manager Access Education & Publication

Grade 16

Chief Orator Modern History Contemp. Arts

Grade 16

Asst Director JK McCarthy Museum GOROKA Grade 16

Chief Conservator Grade 15

Graphics Designer Grade 10

Technical OfficerGrade 09


Grade 10

Principle Education Off. Grade 12

Curator Aviation Grade 12

Curator Anthropology Archaeologist

Grade 13


Grade 10

Senior LibrarianGrade 10

Gallery AttendantGrade 06

Patrol Man Grade 06

Publication & Public Relation Officer

Grade 14

Principal CuratorGrade 14


Principal Conservator

Grade 14

IllustratorGrade 11

Executive AssistantGrade 06

Executive Assistant Grade 06

Education Off. Grade 12


Grade 12

Administration & Finance Officer

Grade 10

Technical Officer Grade 08

Ass. Senior Librarian Grade 08

Principal Curator Contem. Arts

Grade 14

DriverGrade 04

Legal Officer Grade 15 Internal Auditor Grade 14 Executive Officer Grade 12

Snr Exec. Assistant Grade 10DEPUT Y DIRECTOR S CIENCE , RESEARCH & CONSULTANCY

Grade 18

EXECUTIVE DIRECTOR

EX.O5PAPUA NEW GUINEA NATIONAL MUSEUM & ART GALLERY ORGANIZATION AND MANAGEMENT STRUCTURE

35 34 CORPORATE PLAN 2019-2023

APPENDIX B: ABBREVIATIONS

36

AOP ANNUAL OPERATIONAL PLAN

BOT BOARD OF TRUSTEES

BP BEFORE PRESENT

CACC CENTRAL AGENCIES COORDINATING COMMITTEE

ICC INTERNATIONAL CONVENTIONAL CENTRE

JKMM JK MCCARTHY MUSEUM

MTDP MEDIUM TERM DEVELOPMENT PLAN III

NCP NATIONAL CULTURAL PROPERTY

NEC NATIONAL EXECUTIVE COUNCIL

NMAG NATIONAL MUSEUM & ARTS GALLERY

OPH OLD PARLIAMENT HOUSE

SMT SENIOR MANAGEMENT TEAM

SRC SCIENCE, RESEARCH AND CONSULTANCY

Documents

CORPORATE PLAN 2019-2023