Chapter 4—Management and accountability

Human resources management

The change to Executive Agency status and implementation of the museum initiatives in 2008–09 generated substantial challenges for human resources management. The agency successfully took measures to meet short-term challenges and support longer term objectives.

Key results included:

  • establishing Old Parliament House as an Executive Agency within the Prime Minister and Cabinet portfolio, and ensuring a smooth transition of staff from DEWHA to the agency
  • engaging a payroll services provider through an extension of the existing contract between the Department of the Prime Minister and Cabinet and its contracted supplier
  • comprehensively reviewing recruitment policies and guidelines
  • implementing the Performance and Development Scheme
  • developing monthly reports to monitor and manage staffing activities
  • continuing access to placements in the Cultural Management Development Program and Advanced Workplace Skills Program for employee development.

Staffing

Old Parliament House aims to attract, develop and retain high-quality people, as a way to ensure corporate goals are achieved and changing business needs are met. In 2008–09, the agency used temporary transfers and non-ongoing contracts to meet the short-term staffing and skills needs of capital works projects, redevelopment initiatives and the museum launch.

Staff numbers fluctuated significantly because of the high proportion of short-term staff engaged for the development of the Museum of Australian Democracy. At the time of the museum launch on 9 May 2009, the staffing level was 94 employees, with a full-time equivalent (FTE) of 84.4. At 30 June 2009, the staffing level was 81 employees—61 ongoing, 11 non-ongoing and 9 casual—with an FTE of 74.9. These figures do not include the position of Director, whose remuneration is determined by the minister with advice from the Remuneration Tribunal.

Development of a workforce plan commenced, with completion and implementation expected to occur in 2009–10.

Detailed information on staffing is provided at Appendix E.

Terms and conditions

Under machinery of government changes, Old Parliament House moved from DCITA to DEWHA on 3 December 2007, and departed from DEWHA to become an Executive Agency on 1 July 2008. Employees were thus entitled to a blend of employment terms and conditions in 2008–09. The agency’s first enterprise agreement, which was being negotiated at the end of June 2009, will supersede the disparate arrangements and provide consistent terms and conditions for staff.

Determinations under s. 24(1) of the Public Service Act 1999

In 2008–09, the terms and conditions of most employees were defined by a determination made under s. 24(1) of the Public Service Act 1999 as part of the December 2007 changes or a s. 24(1) determination made as part of the July 2008 changes. Those determinations generally extended the employment arrangements previously available under the collective agreements of DCITA and DEWHA, respectively.

Two SES officers were employed under individual s. 24(1) determinations prescribing remuneration and conditions of employment. Two non-SES officers had individual s. 24(1) determinations in place to determine salary level.

Australian Workplace Agreements

Five non-SES officers were still entitled to conditions that had previously been specified in Australian Workplace Agreements at the time of Old Parliament Houses Machinery of Government transfer from DCITA to DEWHA.

Enterprise agreement

At 30 June 2009, the agency was in the process of negotiating its first enterprise agreement. When implemented, the agreement will displace the conditions specified for staff at the Australian Public Service 1 through to Executive Level 2 levels under the general s. 24(1) determinations, and all individual arrangements in place through preexisting Australian Workplace Agreements and s. 24(1) determinations.

Performance pay

End-of-cycle performance assessments are used to determine performance payments for staff eligible to receive performance pay.

In 2008–09, the aggregate of performance pay for the agency was $91,730:

  • Two SES officers received a total of $29,104 performance pay in relation to their performance in 2008–09.
  • Five non-SES officers received a total of $62,626 performance pay in relation to their performance in 2008–09.

Learning and development

The agency’s key development strategies in 2008–09 included:

  • identifying staff development needs through the Performance and Development Scheme
  • creating a corporate learning program to develop employee corporate skills
  • introducing mandatory training in finance, occupational health and safety, risk and fraud management.

By 30 June 2009, mandatory finance training had been delivered to 86 staff, and risk and fraud training to 40 staff. The agency used staff surveys to evaluate and review the relevance and content of the training sessions.

A number of staff also undertook more specialised training in areas relevant to the corporate responsibilities associated with the organisation’s new status as an Executive Agency.

Training was also provided for harassment contact officers, health and safety representatives, first aid officers and fire wardens.

One staff member completed the Cultural Management Development Program and three staff members completed the Advanced Workplace Skills Program. Participating organisations tailored the programs to enable key staff of cultural institutions to develop leadership and management skills. Learning outcomes were agency-driven, providing participants with the opportunity to improve their personal and technical skills, thus enhancing their overall value to the organisation.

In addition, staff accessed a range of professional development opportunities, including:

  • the Museums Australia conference, ‘Works in Progress’
  • the History Teachers’ Association of Australia National Conference
  • IMAGE professional development sessions run by the Museums Australia Education National Network
  • the ‘Teaching History with Fiction, and Teaching Fiction with History’ seminar at the Australian War Memorial
  • the 2009 National Values Education Conference, ‘Values in Action: shaping positive futures’
  • the ‘Management to Leadership’ course run by the Centre for Public Management in association with the Australian Public Service Commission
  • the ‘Learning Opportunities and Museums—Key Issues’ conference held by ENVI (Museums Australia Education National Network Victoria branch).

Promoting a safe and supportive workplace

An Occupational Health and Safety (OH&S) Policy and health and safety management arrangements were established and implemented during the year. A designated workgroup was identified and health and safety workplace representatives were appointed.

An OH&S committee was established to oversight health and safety matters, and to identify, develop and implement consistent strategies to address OH&S requirements. Its membership is at Table 7.

The committee reports directly to the Executive Management Group and to all staff by publication of the minutes of its meetings on the agency intranet. The committee meets quarterly and following its establishment, met three times in 2008–09. A statistical report on OH&S is at Appendix G.

As noted, training was provided for health and safety representatives, harassment contact officers and first aid officers. Fire wardens attended seven training sessions, and one trial emergency evacuation for all staff was held.

Staff and volunteers were offered influenza vaccinations, and 56 received vaccinations. Staff were also offered work station assessments, and three had assessments carried out.

The agency’s employment policies, procedures and practices comply with the requirements of the Disability Discrimination Act 1992. Learning and development activities take into account any specific, identified needs of employees.

The employment terms and conditions of agency staff include effective complaints and grievances mechanisms.

Commonwealth Disability Strategy

Old Parliament House has a ‘provider’ role under the Commonwealth Disability Strategy.

The agency provides a range of services to the public, including exhibitions, visitor services, reference services, publications (visitor guides) and websites. Disability strategies are incorporated into the development and continuous improvement of these services, as well as the maintenance and development of the building and the training of staff and volunteers.

During the redevelopment of Old Parliament House in 2008–09, particular attention was paid to improving access to the overall visitor experience for people with disabilities. Specific initiatives included the following:

  • The units of the new interactive timeline in the Australian Democracy—More than 2,000 Years in the Making exhibition were designed to provide for wheelchair access.
  • Closed caption facilities (English language subtitles) were included in the exhibition content of the Cabinetin-Confidence Decision Theatre.
  • The content and physical design of the Hands on Democracy family exhibition considered the access needs of visitors, including school students with intellectual or physical impairment, and included a braille quote as part of its ‘quotes corridor’.
  • The building redevelopment improved directional signage, including adding braille to the toilet signs.
  • A disabled access lift was installed in the CafĂ©/Members Dining Room area, and existing lift services were upgraded.
  • Wheelchairs and electric scooters were provided as required for visitors in need.
  • The agency website complied with the Worldwide Web Consortium Web Content Accessibility Guidelines, which have been adopted as the Australian Government standard.
  • Relevant training continued to be provided for staff and volunteers.
  • The agency agreed to an approach from Disability ACT to become an affiliate business for the ACT Companion Card. The card is part of a federal program under which free entry will be granted to the companion or carer of a person with a disability who requires some level of assistance.

Table 10 summarises the agency’s performance against the indicators and targets set out for providers in the Commonwealth Disability Strategy reporting template.

Table 10 Summary of results against Commonwealth Disability Strategy performance measures for providers, 2008–09
Performance indicator Performance measure Performance in 2008–09 Goals for 2009–10
Providers have established mechanisms for quality improvement and assurance. Evidence of quality improvement and assurance systems in operation. Planning and development of the new museum initiatives included consideration of disability needs, requirements and standards, and the inclusion in the development of a large number of disability-specific measures.

The agency responded to relevant outside proposals, agreeing to an approach from Disability ACT to become an affiliate business for the ACT Companion Card.

Continuation and improvement of disabled access measures.

Improved lighting and handrails in visitor toilet areas in King’s Hall.

Implementation of Companion Card system.

Providers have an established service charter that specifies the roles of the provider and consumer and service standards which address accessibility for people with disabilities. Established service charter that adequately reflects the needs of people with disabilities in operation. A service charter was under development. Service charter completed and operational.

Ongoing evaluation of charter’s effectiveness.
Complaints/ grievance mechanisms, including access to external mechanisms, in place to address concerns raised about performance. Established complaints/ grievance mechanisms, including access to external mechanisms, in operation. Hard-copy and electronic client feedback forms were under development. Client feedback forms operational.

Ongoing evaluation and incorporation of feedback.
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