APPENDICES

Appendix C:
Charter of Operations and Service Charter

The Charter of Operations, which sets out the agency’s obligations and services to the public, is reviewed annually. Table 14 describes performance against the standards set out in the charter for 2010–11.

Table 14 Summary of performance against the Charter of Operations, 2010–11
Standard Performance
We are committed to providing a high-quality visitor experience on site, online and through outreach, by:
  • deepening understanding of Australia’s past, present and future democracy through public and scholarly activities
This was achieved through such activities as long-term exhibitions and the Australian Prime Ministers Centre (APMC) scholarship program.
  • providing relevant, effective and engaging exhibitions, tours, public programs and events, interpretation and education programs
This was achieved through such activities as the program of temporary, long-term and travelling exhibitions, associated events and activities, and installations.
  • managing, conserving, interpreting, and presenting the heritage building and its collections for visitors.
This was achieved through such activities as tours, interpretation of the site for visitors and ongoing conservation programs.
 
As a national cultural icon on the National Heritage List and Commonwealth Heritage List, all refurbishment, conservation and preservation actions are carried out in accordance with our Heritage Management Plan, pursuant to the Environment Protection and Biodiversity Conservation Act 1999 (EPBC Act). This was achieved. All refurbishment, conservation and preservation actions undertaken during 2010–11 were carried out in accordance with the agency’s Heritage Management Plan.
We will provide national leadership within the broader collections sector by continuing to:
  • extend our profile and partnerships with other cultural institutions so that collaborative projects can be presented to the public that increase knowledge about the past, present and future of democracy
This was achieved, and new collaborative ventures were undertaken.
  • develop complementary collecting arrangements with other key institutions
The agency has clearly defined guidelines for the development of its own collection. These ensure that its areas of interest do not unnecessarily duplicate those of other institutions.
  • develop key linkages with academia, libraries, research institutions and other bodies with similar interests in democracy
This was achieved.
  • exchange information on the operational implications of implementing heritage management plans with other collecting institutions which have EPBC Act requirements and responsibilities.
This was achieved through a program of collaborative research programs and conferences and participation in relevant conferences.
We will continue to work collaboratively with the other national collecting institutions to explore operational efficiencies through shared services by:
  • working through appropriate forums to continue to implement a strategic approach to common collection policy and operational issues. Examples include various Australian Prime Ministers Centre-related forums and the Heads of Cultural Institutions (HOCI)
  • working where relevant with the Corporate Management Forum of the Commonwealth Cultural, Collecting and Exhibiting Agencies to explore and implement opportunities for ongoing cooperation between member agencies in areas of common interest, such as corporate services
  • working where relevant with the Commonwealth Collecting Institutions Public Program Working Group to explore issues and opportunities that will inform and enhance current program development and delivery and avoid duplication.
The agency was an active participant in the discussions and activities of all of these cooperative bodies.
We will jointly agree on the parameters of our collecting with other national collecting institutions and avoid overlap by:
  • having a clearly defined and understood collection development policy
  • working with other cultural institutions through such avenues as heads of cultural institutions and APMC-related forums to develop a strategic approach to common collection acquisition issues and to avoid areas of potential duplication.
The agency’s Collection Management Policy and Procedures are clearly defined and well understood. The agency actively participated in consultative discussions on acquisition issues as appropriate.
We will develop frameworks and strategies in conjunction with other national collecting institutions around common areas of collection management by:
  • developing, maintaining and providing access
    to our collection
The agency maintained an active program of collaborative, in-house and travelling exhibitions.
  • working through established networks and working groups covering registration, conservation, security and facilities management to develop, implement and promote strategies that improve the safe and appropriate care of the collection.
Measures, including consultation with appropriate stakeholders and networks, were in place to ensure appropriate care of the agency’s collections.
We will continue to develop and provide education and learning programs through a range of initiatives, including:
  • providing high-quality, curriculum-based education programs as one of the mandatory destinations for schools/organisations wishing to access the Parliamentary and Civics Educational Rebate (PACER)
  • developing self-guiding and online education programs for both school students and lifelong learners as part of the major redevelopment initiatives.
The agency continued to provide and expand its range of education programs for students, including those from schools visiting Canberra under the PACER scheme, and continued to develop and implement new self-guiding and online education programs as part of the Museum of Australian Democracy initiatives.
We will undertake activities that will develop stronger links with the broader creative sector and assist it to develop and grow by:
delivering the APMC’s Fellowships and Summer Scholarships program. This enables both leading and developing scholars to research and source the collections and programs of many of the national collecting institutions. Holders of 2009–10 fellowships and scholarships completed their associated activities. Recipients of 2010–11 fellowships and scholarships were chosen and announced and had commenced their projects by 30 June 2011.

Table 15 describes performance in 2010–11 against the standards set out in the agency’s Service Charter, which is updated annually.

Table 15 Summary of performance against the Service Charter, 2010–11
Standard Performance
Services offered: We provide:
  • a range of long-term and temporary exhibitions and interpretive installations
  • a variety of tours for the visiting public
  • a range of education programs, other public programs and research services
  • facilities for the disabled, including wheelchairs
  • high-quality catering, function, meeting and shop facilities for our clientele through contracted service providers.
Achieved—all services were provided to a high standard.
Our Code of Conduct: We are committed to the Australian Public Service (APS) Values and Code of Conduct and you can expect that our staff will:
  • behave courteously and with integrity
  • act with care and diligence
  • comply with all applicable Australian laws
  • use Commonwealth resources in a proper manner
  • provide professional and consistent advice, information and standards of service.
Staff continued to meet these standards to a high degree. Feedback from managers and visitors was positive.
Feedback: We welcome views and comments on such matters as:
  • how you enjoyed your visit
  • what benefit you feel you may have gained from visiting
  • what you did and didn’t like
  • where you heard about us
  • how we might improve our visitors’ experience.
Visitor surveys and feedback indicated high levels of customer satisfaction.
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