Management and accountability
Corporate governance
To oversee corporate governance and determine strategic priorities, the directors act in consultation with section heads, with input from the Advisory Council.
Management committees
The roles and membership of the key senior management committees and other committees that assist in the management of the agency are outlined in Table 3.
Committee membership | Role and meetings |
---|---|
Executive Management Group | |
Chair: Director, Museum of Australian Democracy Members: Director, Operations and Audience Engagement Director, Innovation and Development |
Makes key decisions on agency-wide matters. Develops strategic planning priorities. Oversees risk management. Manages and is responsible for the agency's budget. Ensures compliance with workplace health and safety obligations. Meets fortnightly. |
Senior Management Group | |
Chair: Director, Museum of Australian Democracy Members: Director, Operations and Audience Engagement Director, Innovation and Development All section heads (Executive Level 1 officers attend Senior Management Group meetings on a monthly basis) |
Provides a venue for decision-making, consultation and feedback on operational issues. Develops and implements internal plans and policies. Promotes risk management, regularly reviews and assesses key risks, and ensures appropriate linkages between risk management and planning processes. Acts as the agency's security committee and project management committee. Meets fortnightly. |
Audit Committee | |
Chair: Currently filled by the external member Deputy chair: Director, Operations and Audience Engagement Members: Head, Content and Commissioning Head, Learning and Visitor Experience Observers: Director, Museum of Australian Democracy Chief Financial Officer Head, Human Resources, Governance and Strategy Australian National Audit Office representatives Internal audit service provider representatives Secretariat: Human Resources, Governance and Strategy |
Enhances the control framework. Assists in ensuring the agency's compliance with legislative and other obligations. Improves the objectivity and reliability of published financial information. Provides assurance to the Director in relation to her responsibilities under the Public Governance, Performance and Accountability Act 2013. Reports to the Director on its activities. Meets approximately four times a year. |
Heritage Actions Committee | |
Agency delegate: Director, Museum of Australian Democracy Chair: Director, Operations and Audience Engagement Members: Head, Heritage, Exhibitions and Engagement Head, Facilities and Information Technology Head, Content and Commissioning Head, Learning and Visitor Experience Manager, Exhibitions and Events Secretariat: Heritage, Exhibitions and Engagement |
Discusses action proposals in accordance with Policy 2.1 of the Heritage Management Plan. Makes recommendations for the chair to consider in their capacity as delegate under the Environment Protection and Biodiversity Conservation Act 1999. Suggests independent advice where relevant. Provides input on proposed actions to ensure that decisions made regarding use and change in and on Old Parliament House and its curtilage will not have a significant adverse impact on the heritage values of the place. Reports to the Executive Management Group and the Advisory Council on its activities. Meets every three weeks. |
Acquisition Committee | |
Chair and delegate for acquisition approvals: Director, Operations and Audience Engagement Members: Director, Innovation and Development Head, Heritage, Exhibitions and Engagement Head, Content and Commissioning Head, Learning and Visitor Experience Senior Historian Manager, Australian Prime Ministers Centre Secretariat: Heritage, Exhibitions and Engagement |
Discusses and determines appropriate additions to the collection for approval by the delegate in accordance with Policy 3.3 of the Collection Management Policy. Reports to the Executive Management Group and the Advisory Council on its activities. Meets monthly. |
Work Health and Safety Committee | |
Chair: Director, Operations and Audience Engagement Members: Head, Facilities and Information Technology First aid officers Designated work group health and safety representative and deputy representative Representatives of Facilities and Information Technology Representatives of Learning and Visitor Experience Secretariat: Facilities and Information Technology |
Oversees health and safety matters. Identifies, develops and implements consistent strategies to address work health and safety requirements. Reports to and advises both employees and the Executive Management Group on relevant matters. Meets approximately four times a year. |
Workplace Consultative Committee | |
Chair: Director, Museum of Australian Democracy Members: Head, Human Resources, Governance and Strategy Three employee representatives Secretariat: Human Resources, Governance and Strategy |
Considers and advises employees and the Executive Management Group on workplace matters referred by employees and employee representatives. Facilitates communication, consultation, cooperation and input from staff on matters that affect the workplace. Meets quarterly. |
Advisory Council
The Old Parliament House Advisory Council provides expert advice to the minister and the agency on the agency's role, functions and activities.
The Advisory Council met two times during 2014–15, and council members:
- provided expert advice on the museum's development, programs and management
- participated in advisory groups on particular areas, such as the Australian Prime Ministers Centre
- represented the museum in various activities and forums.
Advisory Council members are drawn from a range of relevant backgrounds and areas of expertise, and are appointed by the minister. During 2014–15 four new members were welcomed to the council:
- Mr Bernard Wright (appointed as deputy chair)
- the Hon Simon Crean
- Dr John Hirst
- Mrs Kerry Jones.
Four members departed:
- The Hon Graham Edwards AM resigned in August 2014.
- The terms of the Hon Susan Ryan AO, the Hon Paul Calvert AO and Dr Janette Griffin expired in August 2014.
Ms Sally Basser, a representative of the Ministry for the Arts in the Attorney-General's Department, acted as an official observer of the council throughout 2014–15.
The Advisory Council contributed to the museum's activities by:
- participating in expert advisory groups and meetings
- making a range of suggestions and representations regarding potential future partnerships with the Australian Government, outside organisations, possible venues and new audiences
- engaging on key strategic matters
- contributing to exhibition content and research.
The Advisory Council also continued to provide advice on the agency's ongoing operations, including:
- providing input to important agency planning documents, including the strategic plan
- suggesting potential contributors to the Oral History Program
- commenting on potential acquisitions and providing contacts for sources of appropriate items for the collections
- providing input to the development of activities and exhibitions
- providing individual expertise in specific areas
- continuing to effectively represent the museum and promote it to a range of outside individuals and enterprises, including the media, other cultural institutions and places of learning, potential donors, partners and key stakeholders.
At 30 June 2015, the Advisory Council had eight members and two vacancies. Table 4 provides details of the council's membership.
Role | Name | Background | Current term |
---|---|---|---|
Chair | The Hon Dr David Kemp | Educationalist, former member of the House of Representatives and former minister | 12 December 2013 to 11 December 2016 |
Deputy chair | Mr Bernard Wright | Former Clerk of the House of Representatives | 26 March 2015 to 25 March 2018 |
Member | The Hon Simon Crean | Former member of the House of Representatives and federal minister | 26 March 2015 to 25 March 2018 |
Member | Professor Kate Darian-Smith | Academic and historian | 30 April 2013 to 29 April 2016 |
Member | Mrs Heather Henderson | Author | 12 December 2013 to 11 December 2016 |
Member | Dr John Hirst | Emeritus Professor of History at La Trobe University | 26 March 2015 to 25 March 2018 |
Member | Mrs Kerry Jones | Chief Executive Officer of the Constitution Education Fund Australia | 26 March 2015 to 25 March 2018 |
Member | Sir David Smith | Former public servant and Official Secretary to the Governor-General | 12 December 2013 to 11 December 2016 |
Strategic planning
The work of the agency is guided by the Old Parliament House Strategic Plan 2013–18. The plan establishes a five-year vision for the museum, with a detailed underpinning framework. The vision is based on living democracy and community building, and four core priorities:
- Bold—Catalyst for uncensored conversations
- Relevant—Empowered and engaged communities
- Authentic—A welcoming and vibrant meeting place
- Dynamic—A sustainable and thriving future.
Plans and policies
A framework of corporate and operational plans and policies enables Old Parliament House to meet its governance responsibilities and achieve its objectives. The Senior Management Group oversees the development and implementation of plans and policies.
Table 5 summarises the main plans and policies that underpinned management and operations in 2014–15.
Plan/policy | Purpose | Period |
---|---|---|
Accountable Authority Instructions | Ensure compliance with the Public Governance, Performance and Accountability Act 2013. | 2014–15 |
Asbestos Survey and Management Plan | Ensures the occupants of Old Parliament House receive the highest standard of work health and safety in relation to in situ asbestos, and assists in protecting the occupants of the building from exposure to airborne asbestos fibres and the potential consequences of asbestos-related disease. | 2015 |
Australian Prime Ministers Centre Strategy | Articulates the vision and purpose of the centre and guides the development of its research and engagement activities | 2013–18 |
Building and Collection Disaster Recovery Plan | Manages the agency's response to and recovery from emergencies, disasters and other disruptive events. | 2014–15 |
Business Continuity Plan | Outlines processes designed to ensure that the agency resumes normal operations quickly and efficiently following disruptions. | 2015 |
Collection Development Plan | Sets out the vision for the collection, articulating the collecting principles for the three sub-collections. This plan guides collecting activities under five distinct collecting categories. | 2013–18 |
Collection Management Procedures | Outlines processes to implement policy and to ensure best practice management of the sub-collections and loans, including procedures for handling, storage, documentation, conservation and security. | 2015–16 |
Community Learning Strategy | Provides a focus for groups with specialist needs and programs such as people with English as a second language, families, young people and the socially disadvantaged. | 2011–14 |
Disability Action Plan | Sets out the agency's commitment to improving the visitor experience for people with disability. | 2011–14 |
Forward Exhibition Plan | Outlines the agency's content development activity. It includes activities such as exhibitions, events and online resources. The plan covers a three-year period and is reviewed and updated regularly. | 2015–18 |
Fraud Control Framework and Policy | Provides guidance to staff on the policy and procedures for dealing with fraud, and meets the agency's obligations under the Commonwealth Fraud Control Framework. | 2015–16 |
Heritage Management Plan | Meets the agency's obligations under the Environment Protection and Biodiversity Conservation Act 1999 and provides appropriate guidance and direction on managing the site. | 2008–13 (updated during the year to cover 2015–20) |
Internal Audit Program | Provides the agency with a level of independent assurance on the appropriateness of internal controls and business risk management that meet the agency's obligations under the Public Governance, Performance and Accountability Act 2013. | 2014–15 (revised at each Audit Committee meeting) |
Life Cycle Cost Plan | Guides activity for necessary conservation, refurbishment and cyclical building works for a 15-year period. | 2013–28 |
Old Parliament House Gardens and Plantings Management Strategy | Provides a framework for the care and management of the gardens and plantings immediately surrounding the building and for three of the internal courtyards: the Senate and House of Representatives courtyards and the south-west courtyard. | 2014–15 |
Operational Environmental Management Plan | Provides a framework for improved environmental management. | 2012–14 |
Privacy Policy | Outlines the agency's obligations for managing personal information in accordance with the Australian Privacy Principles as specified in the Privacy Act 1988. | 2014–16 |
Risk Management Policy and Framework | Provides the agency and its staff with tools to identify and manage risk. | 2014–16 |
Security policies and plans | Cover personnel security, information security and physical security, in accordance with the Australian Government Protective Security Policy Framework. | 2013–15 |
Visitor Experience Plan | Guides activities to enable museum visitors to tailor their visits to meet their particular needs or interests, while delivering the museum's key messages and themes. | 2011–14 |
Work Health and Safety Strategy | Assists the agency to maintain a safe and healthy workplace in compliance with the Work Health and Safety Act 2011. | 2015–16 |
Audit arrangements
The Audit Committee operates under the Public Governance, Performance and Accountability Act 2013 (PGPA Act) and is directly accountable to the Director.
In 2014–15, the committee met four times and considered the progress and outcomes of external and internal audit reviews. Completed internal audits covered:
- an assessment of the project management framework
- an assessment of the agency's management of intellectual property
- a review of the agency's compliance assurance processes.
The committee also undertook a range of ongoing audit-related functions, including:
- overseeing risk management
- considering registers of whole-of-government and Old Parliament House–specific audit recommendations
- receiving and considering update briefings from the Australian National Audit Office
- considering and endorsing proposed control framework measures
- reviewing and endorsing the agency's annual financial statements
- reviewing financial reports from the Chief Financial Officer.
The committee acted in accordance with its role and obligations under the Old Parliament House Audit Committee Charter. The charter was reviewed for compliance with the requirements of the PGPA Act.
Ernst & Young provided internal audit services under contract during the year.
Ethical standards
The agency places a high priority on ensuring a safe, healthy, supportive and productive workplace, preventing discrimination and harassment, and fostering ethical behaviour on the part of staff and managers.
The agency's ethical standards are aligned with the Australian Public Service (APS) Values, Employment Principles and Code of Conduct and the Commonwealth Fraud Control Framework, and reinforced by the agency's:
- Risk Management Policy and Framework
- Fraud Control Framework and Policy
- Workplace Harassment Guidelines
- Public Interest Disclosure Policy
- Staff Guidelines on the APS Code of Conduct.
A number of these documents were revised and updated during 2014–15.
Client Service Charter
The Client Service Charter sets out the standards of service that visitors to the museum can expect. It provides information about the museum's vision, its commitment to high-quality customer service, and its code of conduct for staff. Visitors can expect that the museum's staff will:
- behave courteously and with respect
- 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.
The charter is available from the museum's website, and includes a feedback form that can be downloaded or completed online. Overall feedback in 2014–15 was positive and indicated that the museum continued to provide its services to a high standard.
Remuneration of executives
Remuneration for the Director of the agency is determined by the Remuneration Tribunal under the Public Service Act 1999.
The remuneration of each Senior Executive Service officer is negotiated between the individual officer and the Director, and the terms and conditions of their employment are prescribed in individual section 24 determinations.
Risk management
During 2014–15, the agency's Risk Management Policy and Framework continued to be reviewed and updated to further articulate the agency's risk approval and reporting processes.
The agency participated in the annual Comcover Risk Management Benchmarking Survey, achieving an overall risk management maturity rating of 'integrated'.
Business continuity and disaster management
The Business Continuity Plan and Building and Collection Disaster Recovery Plan outline the agency's response in the event of a serious incident or disaster, taking into account Old Parliament House's status as a major heritage site and collecting agency.
The Business Continuity Plan was reviewed and updated during 2014–15, and awareness training was provided to all staff.
A memorandum of understanding with the National Portrait Gallery allows the museum to make use of the agency's premises and information technology resources as an offsite base in the event of an incident that disrupts business operations in Old Parliament House.
Fraud control
Old Parliament House has in place appropriate fraud prevention, detection, investigation, reporting and data collection procedures and processes that meet the specific needs of the agency, in compliance with the Commonwealth Fraud Control Framework.
There were no cases of suspected fraud reported or investigations undertaken during 2014–15.
In 2014–15, the Fraud Control Framework and Policy and fraud risk register were reviewed and approved by the agency's Audit Committee and Executive Management Group.
Protective security
The agency continued to be 100 per cent compliant with the Protective Security Policy Framework.