OLD PARLIAMENT HOUSE ANNUAL REPORT

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14 REPORT ON PERFORMANCE OLD PARLIAMENT HOUSE ANNUAL REPORT 2011-12 PERFORMANCE OVERVIEW Old Parliament House sought to achieve its outcome through the objectives and deliverables of Program 1.1, as summarised in Table 2. The following sections describe performance in achieving each objective, including results against the key performance indicators set out in the Portfolio Budget Statements. Table 2 Achievement of deliverables identified in the Portfolio Budget Statements for Program 1.1, 2011–12 DELIVERABLES Objective: Manage the heritage values of OPH RESULT Ensure adherence to the Environment Protection and Biodiversity Conservation Act 1999 through ongoing implementation of the Heritage Management Plan, including compliant refurbishment, conservation and preservation works. Strategic approach to the Capital Works program. Ensure appropriate financial stewardship over the asset collection. Fully achieved Fully achieved Fully achieved Objective: Develop and manage the collections Ensure that Museum of Australian Democracy has appropriate collections of exhibition, interpretation and research materials that meet agency, public and scholarly needs. Ongoing implementation of the Collection Management Policy and Procedures. Increase public awareness and community contribution to Museum of Australian Democracy’s collection. Implementation of recommendations from Acquisitions Committee processes audit. Fully achieved Fully achieved Fully achieved Fully achieved a Objective: Increase engagement and participation through onsite, online and outreach programs Increase accessibility to the collection. Develop and deliver high quality exhibitions, events and schools and public programs. Encourage use and engagement with the agency website. Ensure research and historic information on Museum of Australian Democracy’s website is current, accurate and authoritative. Manage a research and scholarship program on Australia’s Prime Ministers and Australian democracy. Participate in relevant partnerships and collaborative projects with universities and other relevant organisations. Ensure ongoing interpretation of the site and collections in line with the Interpretation Plan 2008–2013. Develop strategic marketing campaigns that promote Museum of Australian Democracy and its products and experiences. Provide a responsive, timely and accurate reference service through the Australian Prime Ministers Centre. Fully achieved Fully achieved Fully achieved Fully achieved Fully achieved Fully achieved Fully achieved Fully achieved Fully achieved a The audit made no recommendations.
REPORT ON PERFORMANCE 15 MANAGING THE HERITAGE VALUES OF OLD PARLIAMENT HOUSE Table 3 Summary of results against key performance indicators for Objective 1: Manage the heritage values of Old Parliament House, 2011–12 KEY PERFORMANCE INDICATORS RESULTS DESCRIPTION Complete first year of a Floor Conservation Schedule. Fully achieved Relevant works were completed. 100 per cent of contractors have heritage training prior to works commencing. Implementation of recommendations from Actions Committee processes audit. Manage the implementation of a new asset management system to ensure accurate identification, valuation and tracking of existing and new assets. Fully achieved Fully achieved Mostly achieved Training was provided for 100 per cent of contractors (380 contractors). The audit made no recommendations. The new system was substantially completed. However, final testing issues were still being resolved at 30 June. OLD PARLIAMENT HOUSE ANNUAL REPORT 2011-12 Conservation projects The Floor Management Strategy, which contains the three-year Floor Conservation Schedule, determines a comprehensive approach to protecting floors and floor coverings based on identified risks. It outlines appropriate short-term and long-term solutions, such as conservation, protection, replacement or reduction of use. The first year of the schedule involved a range of works: • applying a maintenance coat to the rubber floor of the Lower Corridor, and a matting solution at all external entries to prevent dirt and debris from entering the building on people’s shoes • installing mats in the foyer area, to protect fragile rubber floor inserts, and additional druggets (matting) in high-traffic areas • providing protective covering for selected rubber and timber floors. Other conservation works undertaken during the year included: • stabilising the Parliamentary Library doors • repairing the lining fabric of a settee in the Queen’s Room and cushions in the Senate Chamber • stabilising corrosion on a silver filigree model sailing ship • protecting the flooring threshold in the Members’ Dining Room and stabilisation of carpet in the House of Representatives • carrying out mould treatment of furniture. Heritage awareness training All staff, volunteers, tenants and contractors are required to undergo heritage awareness training. This key requirement of the museum’s Heritage Management Plan promotes cooperation with and understanding of heritage objectives. Heritage awareness training ensures that people working onsite are aware of heritage issues and obligations, and of ways to minimise their impact on the fabric of the building and its collections. The training program is continually reviewed and updated to ensure that it remains relevant. Training was provided for 380 contractors, 111 staff, 57 volunteers and 57 staff of building tenants. Visiting school groups were also given presentations on how the heritage values of the building are preserved. Heritage Actions Committee The Heritage Actions Committee considers proposals for actions and activities which would affect the building and its curtilage, in order to avoid any significant adverse impact on heritage values. In doing so, the committee acts in accordance with the Heritage Management Plan and the Environment Protection and Biodiversity Conservation Act 1999. If the committee determines that the impact of a proposed action is not potentially adverse, the action may be approved by the internal delegate. Should the committee consider that a proposal may, or is likely to, have a significant adverse
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Page 3 and 4: Letter of transmittal iii OLD PARLI
Page 5 and 6: CONTENTS v FIGURES Figure 1 Organis
Page 7 and 8: DIRECTOR’S REVIEW ONE
Page 9 and 10: DIRECTOR'S REVIEW 3 We take great p
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Page 15 and 16: AGENCY OVERVIEW 9 • Mr Andrew Har
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Page 23 and 24: CASE STUDY: MEMBERS’ DINING ROOM
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Page 33 and 34: CASE STUDY: CHILDREN’S CARTOONING
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Page 41 and 42: REPORT ON PERFORMANCE 35 Australian
Page 43 and 44: REPORT ON PERFORMANCE 37 RESEARCHER
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Page 49 and 50: CASE STUDY: NATIONAL CAPITAL REPORT
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Page 59 and 60: MANAGEMENT AND ACCOUNTABILITY FOUR
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FINANCIAL STATEMENTS FIVE
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financial statements 67 Compared to
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financial statements 69 OLD PARLIAM
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financial statements 91 1.13 Acquis
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financial statements 93 1.14 Proper
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financial statements 95 1.17 Report
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financial statements 101 OLD PARLIA
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APPENDICES SIX
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appendices 143 APPENDIX B: STAFFING
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appendices 145 APPENDIX C: WORK HEA
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appendices 147 APPENDIX E: ADVERTIS
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appendices 149 Table 27 Expenses an
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eferences 151 REQUIREMENT Section 3
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eferences 153 SUBJECT INDEX A abbre
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eferences 155 disaster management,
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eferences 157 Mrs Prime Minister—
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eferences 159 scholarships, 2, 35-3
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OLD PARLIAMENT HOUSE ANNUAL REPORT

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