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BACKGROUND
Queensland Art Gallery Board of Trustees Annual Report 2016–17 09
Operating environment
The Queensland Art Gallery Board of Trustees recognised
challenges to the achievement of the objectives in its strategic
plan, including the potential for a constrained economic
environment to limit the Gallery’s ability to:
• present major international exhibitions and deliver
growth in attendance
• deliver cultural tourism outcomes.
The Queensland Government’s restoration in 2016–17 of
limited-life funding for blockbuster and major exhibitions
is creating new opportunities for the Gallery to present
exhibitions with audience expansion and cultural tourism
outcomes. The Gallery also continues to develop non-
government sources of revenue through fundraising and
commercial services.
Performance measures assess QAGOMA’s performance
against its strategic objectives. To develop appropriate
measures and targets, the Gallery benchmarks aspects of
its performance and activities against other national and
international arts institutions. Key Performance Indicator
targets and results for 2016–17 are listed on page 11.
The Gallery's service area objective is to strengthen
Queensland's visual arts sector and contribute to the cultural,
social and intellectual development of all Queenslanders.
To achieve this objective, QAGOMA develops, conserves and
presents the state art collection, and delivers art and cultural
experiences to Queenslanders and visitors through onsite and
touring exhibitions, and onsite and online programs.
Public service values
QAGOMA supports the values of the Queensland public
service by:
• putting
customers first
, seeking to know audiences and
meet their needs
• turning
ideas into action
by presenting transformative
experiences in the visual arts
•
unleashing potential
with a focus on young people and
emerging creatives
•
being courageous
by presenting art that both challenges
and delights
•
empowering people
with multidisciplinary project teams
and professional development.
3.3 Develop our non-government sources of revenue
through the raising of funds and profitable
commercial services.
3.4 Collaborate with knowledge partners to develop
audiences and promote understanding of art.
3.5 Sustain a collaborative, innovative and
inclusive organisation.
Operational Plan 2016–17
The Queensland Art Gallery Board of Trustees’
Operational
Plan 2016–17
was based on its
Strategic Plan 2016–20
.
The operational plan outlined undertakings for:
• strategic development of the Collection
• growing and retaining audiences with targeted
programming and communication
• presenting distinctive exhibitions onsite and at regional,
national and international touring venues
• being responsive to audiences, and programming for
diverse communities
• developing a three-year international exhibition program
• working with artists to deliver a program of art-based
commissions, events and exhibitions for GOMA’s
tenth anniversary
• developing APT9, to be presented in 2018–19
• contributing to international research, and supporting
community and scholarly engagement with the Collection
• further developing QAGOMA Learning through
innovative programming
• building and strengthening relationships with sponsors,
media, donors and corporate partners
• identifying new and maximising existing revenue streams
• embedding risk management into business practices
• working with Arts Queensland to upgrade art storage
facilities at QAG.
The strategic and operational plans were modified during the
year to refect a change in the 2016–17 budget allocation
(from $30 580 000 to $32 173 000) and an increase in the
target for visits to QAGOMA onsite and at touring venues
from 1.15 million to 1.30 million).
The Premier and Minister for the Arts did not give any
directions to the Board during or relating to the financial year.