Detail: Lucian Freud After Cézanne 1999–2000 oil on canvas Purchased with the assistance of Members of the NGA Foundation, including David Coe, John Schaeffer and Kerry Stokes AO, 2001 National Gallery of Australia click detail to view full image

Enabling legislation
The National Gallery of Australia, which opened to the public in October 1982, is a statutory authority established by the National Gallery Act 1975. The National Gallery forms part of the Communications, Information Technology and the Arts portfolio.

Responsible ministers
The Ministers responsible for the National Gallery are Senator the Hon. Richard Alston, Minister for Communications, Information Technology and the Arts, and the Hon. Peter McGauran MP, Minister for the Arts and the Centenary of Federation.

The National Gallery Act 1975 and the Commonwealth Authorities and Companies (CAC) Act 1997 prescribe certain powers to the Minister which include:

• to make available Commonwealth land and buildings for National Gallery purposes;
• to approve the acquisition of works of art valued in excess of a prescribed limit ($10 million);
• to approve the disposal of works of art;
• to approve the acquisition or disposal of any property, right or privilege other than a work of art in excess of a prescribed limit ($1 million);
• to approve the National Gallery’s entry into a contract for construction of a building in excess of a prescribed limit ($1 million);
• to approve or revoke the appointment of deputies for part-time National Gallery Council members;
• to convene a meeting of the National Gallery Council;
• to grant the Director of the National Gallery leave of absence other than recreation leave;
• to appoint a person to act temporarily in the position of Director of the National Gallery and to determine the terms and conditions of that appointment;
• to terminate temporary appointments as Director of the National Gallery;
• to issue directions regarding employment of staff and terms and conditions of employment of staff at the National Gallery; and
• to issue directions regarding the form and timing of submission of budget estimates of the National Gallery each financial year.

Exercise of minister’s powers
The Minister appointed an Acting Director on two occasions during 2000–2001.

National Gallery’s powers and functions
The powers of the National Gallery as prescribed in the National Gallery Act 1975 are, subject to that Act, to do all things necessary or convenient to be done for, or in connection with, the performance of its functions. The functions of the Gallery as provided in the Act are:

• to develop and maintain a national collection of works of art; and
• to exhibit, or to make available for exhibition by others, works of art from the national collection, or works of art that are otherwise in the possession of the Gallery.

National Gallery corporate plan
In October 1998 the National Gallery’s corporate plan for 1999–2001, Into the New Millennium, was launched by the Minister, Senator the Hon. Richard Alston. During 2000–2001, the Gallery continued a strategic direction consistent with the plan.

The new corporate plan (to be published later in 2001 as the Strategic Plan 2001–2004) has been developed by the Gallery’s Executive, which comprises the Director and Program Managers, after consultation with, and input from the Gallery’s staff. The plan builds on the successes of Into the New Millennium and focuses on further building and developing the collection, providing understanding, knowledge and enhanced enjoyment of the visual arts, and providing increased access to works of art. These strategies are consistent with the functions of the Gallery as specified in the Act.

National Gallery Council
The National Gallery is governed by an 11-member Council (Gallery Council Members are listed in Appendix 1). The Director of the Gallery is the executive officer and a member of the Council. The Council Members, other than the Director, are appointed by the Governor-General for three-year terms, having regard to their knowledge and experience of the visual arts and other areas of knowledge relevant to the affairs of the Gallery.

Mr Harold Mitchell was appointed Chairman of the Council on 1 January 2001, replacing Mr Kerry Stokes AO, whose term ended on 31 December 2000. Mr Robert Ferguson was appointed Deputy Chairman on 21 February 2001, and Dr Brian Kennedy is the Director.

Two new members were appointed during 2000–2001 for a period of three years: Mr Michael Chaney from 13 December 2000 and Dr Peter Farrell from 6 February 2001.

Throughout the year the work of the Council was assisted by four committees: the Finance and Audit Committee, the Development and Marketing Committee, the Acquisitions Committee, and the Building Committee (details of committee membership are given in Appendix 1). In addition, Mr Anthony Berg reports to Council on matters pertaining to the National Gallery of Australia Foundation.

Structure of the National Gallery
A seven-program management structure served the National Gallery’s operational requirements, and provided appropriate lines of authority and accountability. The Gallery’s management structure on 30 June 2001 is shown in Appendix 2. A staffing overview is given in Human Resource Management, p. 61.

Senior executive and their responsibilities
The Director and the seven Program Managers comprise the senior management team. The senior management team meets weekly to develop strategies, review policies, provide advice to the Director and the Council, and coordinate the National Gallery’s operations.

Senior management committees and their roles
The framework for decision making, planning, communication and consultation within the National Gallery seeks to be inclusive and to provide opportunities for staff to participate in the planning and delivery of Gallery priorities and programs. There are regular and structured meetings of the Gallery’s Council, Program Managers and Managers, the Gallery Consultative and OH&S Committees, as well as program, departmental and section meetings. In addition, committees and groups meet to participate in the planning and implementation of specific programs, projects and activities: for example publications, exhibitions, and planned modifications to the Gallery building.

Agency agreement
Terms and conditions of employment of National Gallery staff are expressed in the National Gallery’s Agency Agreement 1999–2000. This agreement has a nominal expiry date of 31 December 2000. Negotiations commenced during the year in review to develop a replacement agreement under section 170 LJ of the Workplace Relations Act 1996.

Social justice and equity
The National Gallery’s programs are developed with an emphasis on public accessibility and adhere to the principles outlined in the Commonwealth Government’s Charter of Public Service in a Culturally Diverse Society (July 1998). All exhibitions, public programs and publications are designed to provide the greatest possible access to the Gallery’s collection for all Australians and visitors. Special services are provided for people with disabilities and for speakers of languages other than English. The program of travelling exhibitions focuses on providing Australians living in rural and remote communities with access to the Gallery’s collection. Further access is provided through the Gallery’s website, www.nga.gov.au. Aboriginal and Torres Strait Islander art and culture are fundamental aspects of the Gallery’s collection and focus, and works are shown in consultation with indigenous communities.

Internal and external scrutiny
Compliance audits and audits of systems and controls were undertaken during the year and the results presented to Council through the Finance and Audit Committee. The audit of financial statements was undertaken by the Australian National Audit Office (ANAO).

Committees of inquiry
The National Gallery was represented before the Senate Environment, Communications, Information Technology and the Arts Legislation Committee and provided information about the Gallery’s operations and funding.

The Gallery was also represented at the House Standing Committee on Communications, Transport and the Arts and provided information about the Gallery’s involvement with the Art Indemnity Australia scheme.

Judicial decisions
There were no judicial decisions involving the National Gallery during 2000–2001.

Risk management
As an agency covered by Comcover, the National Gallery is required to actively implement contingency plans that identify and put in place strategies to deal with risks to which the Gallery is or could be exposed. The Executive has established a Risk Management Committee to evaluate identified risks, to report to the Executive on such risks, and to coordinate the further development of the Gallery’s Risk Management Plan.

During 2000–2001 the Gallery developed a Risk Management Plan consistent with the Federal Government’s requirement, as part of the continuing agenda for public sector reform. The effective management of risk enables the Gallery to achieve its aims. This occurs through the systematic analysis of activities and the identification of greater opportunities for continuous improvement. In evaluating the impact of risk, the Gallery’s Risk Management Plan focuses on:

• the national collection;
• all stakeholders including the public;
• Gallery employees and their skills;
• the environment in which the Gallery operates;
• the quality of service;
• Gallery assets and intellectual property;
• contractual and statutory obligations; and
• Gallery image and reputation.

Risk management is a key part of improving the Gallery’s business and is incorporated in all business planning, operations and management of contractors and service providers. The challenge for the future is to ensure that risk management is an integral part of the Gallery’s culture, everyday business operations and those of the Gallery’s contractors and business partners. The aim is to achieve best practice in managing all risks to which the Gallery is exposed.

Indemnities and insurance premiums for National Gallery staff
Comcover is the insurer of the National Gallery and provides, on a fee basis, Professional Indemnity Cover to a liability limit of $10 million on any one claim and in the aggregate. Liability Cover is provided to a limit of $10 million on any one claim and in the aggregate, and covers the Director and staff of the Gallery.

National Gallery Service Charter
The National Gallery Service Charter, launched on 6 March 1998, was developed in consultation with visitors and Gallery staff. The Charter outlines the services provided, what visitors can expect, and how they can assist the Gallery to make improvements to current levels of service.

Standards against which services are measured include courteous, responsive and friendly service; informed staff; a welcome and safe environment; and appropriate and well-maintained facilities. Visitors are invited to provide feedback on the extent to which these standards are met by completing a Service Charter form, available at the Gallery and on its website, or by letter, telephone, facsimile or email.

In 2000–2001 the Gallery received 187 responses. Comments related to parking, signage in the Gallery, maintenance of facilities, and the use of mobile phones in the exhibition spaces. Respondents also supported the exhibition program, the permanent collection, the public program and assistance from Gallery staff. All responses were acknowledged and the average time taken by the Gallery to reply was 14 days.

Policy and practices on the establishment and maintenance of appropriate ethical standards
Staff are guided in their standards of conduct, and in ethical behaviour, through the National Gallery’s Code of Conduct, and its Code of Ethics. The Code of Conduct is based on the Australian Public Service (APS) Code of Conduct, while the Code of Ethics is based substantially on the Museum Ethics Code, and the Code of Ethics for Art, History and Science Museums. The Code of Ethics is currently being reviewed.

During the year, staff participated in the identification and development of the Gallery’s values. These values are based largely on the APS values of integrity, consideration, excellence and professionalism. All new staff are provided with guidelines on the Gallery’s values in the Induction Manual which was developed during the year.

Report on performance in implementing the Commonwealth Disability Strategy
In accordance with guidelines provided by the Commonwealth Office of Disability, the National Gallery is drafting a Disability Action Plan in consultation with staff and their representatives. The plan will be based on the Commonwealth Office of Disability’s employer and provider models, and will include a review of internal policies and procedures, and the provision of staff training on disability awareness issues.

For more information relating to services provided to people with disabilities, see Social justice and equity, p. 13.

Freedom of information
In 2000–2001 the National Gallery received six requests for access to documents under the Freedom of Information Act 1982. Information that was not exempt was released to the applicants. One applicant sought an internal review under Section 54 of the Act. Two applicants appealed to the Administrative Appeals Tribunal under Section 55 of the Act. One appeal was subsequently withdrawn.

Members of the public may inquire in person about Freedom of Information matters, submit formal requests for access, or inspect documents to which access has been granted during business hours (Monday to Friday, 10 am to 5 pm). Inquiries about procedures for seeking information from the National Gallery of Australia under the Freedom of Information Act 1982 may also be made in writing, by telephone, facsimile or email.

Freedom of Information Coordinator
The Manager, Office Services
National Gallery of Australia
Parkes Place PARKES ACT 2600
GPO Box 1150
CANBERRA ACT 2601

Telephone: (02) 6240 6677
Facsimile: (02) 6240 6529
Email: john.santolin@nga.gov.au
Website: nga.gov.au

The Director, the Deputy Director, the Head of Human Resource Management, the Manager Human Resource Management, the Head of Planning and Facilities, the Manager Facilities (Services) and the Manager Office Services are the authorised decision makers as required by the Freedom of Information Act 1982. The categories of documents held by the Gallery are detailed in the Personal Information Digest, published annually by the Privacy Commissioner, Human Rights Australia.

Advertising and market research
The National Gallery is committed to gaining the highest level of understanding of its visitors and markets, and to this end has conducted market research and audience evaluation during the year. Expenditure incurred on market research in 2000–2001 was $33,068, compared with $30,723 in 1999–2000.

Researching the market ensures the most effective means of advertising and communicating with visitors and the broader public. The Gallery actively promotes its program and activities to the widest possible audience with most of the arrangements to do so organised and implemented by staff. Total expenditure on advertising and publicity this year is $869,962 as compared to the previous year when $624,737 was incurred. The increase was largely due to the extra promotion of major exhibitions including Monet & Japan.

A direct mail organisation is used to sort and send correspondence, including artonview, the Gallery’s quarterly magazine, which is mailed to over 25,000 Gallery Members. The cost of this service, which excludes postage, in 2000–2001 was $32,798 compared with $30,199 in the previous year.

Ecologically sustainable development and environmental performance
The National Gallery made a referral under the Environmental Protection and Biodiversity Conservation Action 1999 concerning the proposal to make modifications to the Gallery building and site. The referral was considered under the Act, and the Gallery has been notified that the action is not a controlled action and that approval is therefore not needed under Part 9 of the Act before the action can proceed.

Other information
Information concerning workplace diversity, equal employment opportunity, workplace relations, industrial democracy, occupational health and safety, and staff training and development is given in Human Resource Management, p. 61.