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The National Museum of Australia guides the delivery of its outputs through its corporate governance framework. This framework comprises the Museum's enabling legislation and other legislative instruments, managerial and organisational structures, corporate policies and strategies, and resource management practices.


The National Museum of Australia Act 1980 defines the broad functions and activities of the Museum. This Act established the Museum as a Commonwealth statutory authority and, along with the National Museum of Australia Regulations, defines the Museum's role, functions and powers. ( For the functions and powers of the Museum, see Appendix 2 ). The Commonwealth Authorities and Companies Act 1997 provides a single set of core reporting, auditing and accountability requirements for directors of Commonwealth authorities. It also deals with other matters such as banking and investment and the conduct of officers, and states that directors are responsible for the preparation and content of the report of operations in accordance with the Commonwealth Authorities and Companies (Report of Operations) Orders 2008. The Public Service Act 1999 covers the powers of the Director of the National Museum of Australia in relation to the management of human resources.

The National Museum of Australia is a statutory authority within the portfolio of Environment, Water, Heritage and the Arts.

Governance model
Doughnut chart. Four equal sections labelled: 'Accountability', 'Controls', 'Strategy', 'Performance'. The centre of the doughnut is labelled 'Executive team'.
Accountability Controls
Other stakeholders
Codes of conduct
Certified Agreement
Staff circulars
Strategy Performance

Vision and mission
Performance management
* plans, policies and procedures
* strategic and business plans
Personal performance plans
Organisational structure
Risk management

Internal conformance
and reporting
External conformance
and reporting
Accountability chain as at 30 June 2008
Organisational chart, Australian Government and National Museum. Top row: Parliament. Second row: Minister, Auditor-General. Third row: Council committees, Council of the National Museum of Australia. Fourth row: Director, National Museum of Australia. Bottom row: Audience and Programs, Collections and Content, Operations, Directorate.

Council and committees

The Council of the National Museum of Australia is responsible for the overall performance of the organisation, including setting the strategic direction and establishing goals for management. The Council works with senior management in developing, executing, monitoring and adjusting the appropriate strategies, and its members are appointed under Section 13(2) of the National Museum of Australia Act 1980.

The National Museum of Australia Act 1980 provides for a Council consisting of a Chair, the Director of the Museum and not fewer than seven or more than 10 other members. All members are appointed by the Governor-General and, apart from the Director, are part-time appointees for terms of up to three years, although terms of appointment can be extended. The Director can hold office for a period not exceeding seven years.

The current membership of the Council provides a mix of skills and experience in the areas of history, politics, education, business, financial and strategic management, journalism, museum management, and government policy and administration. The Commonwealth Remuneration Tribunal determines remuneration for non-executive members.

During 2007–08 the term of one non-executive member, Mr David Barnett OBE, lapsed.

At 30 June 2008, the Council comprised the following members:

  • The Hon Tony Staley AO (Chair)
  • Dr John Hirst (Deputy Chair)
  • Mr Benjamin Chow AO
  • Dr John Fleming
  • Ms Marian Gibney
  • Ms Sally Anne Hasluck
  • Mr Christopher Pearson
  • Mr Craddock Morton (executive member).
Medium-distance shot of six people arranged in two rows, four at the back and two at the front.
The Council of the National Museum of Australia (left to right)
Christopher Pearson, Craddock Morton, Marian Gibney, Benjamin Chow,
Tony Staley and Sally Anne Hasluck.

The Council held five meetings during 2007–08. Senior officers from the Department of Communications, Information Technology and the Arts (July – December 2007) and from the Department of the Environment, Water, Heritage and the Arts (December 2007 – June 2008) attended Council meetings as observers.

The Museum provides Council members with information on government changes to corporate governance responsibilities as it becomes available, including Australian National Audit Office documents and guidelines.

The Council has policy and procedures for the disclosure and resolution of any matter for its consideration that may result in a conflict of interest. Members are required to make the nature of that interest known at the commencement of a Council meeting, and details of such disclosures are recorded in the minutes of the meeting.

The Council has three committees that assist in the execution of its responsibilities:

  • the Audit and Finance Committee
  • the Collections Committee
  • the Sponsorship and Development Committee.

Details of Council committees are in Appendix 1.

Executive Management group

The Executive Management group, comprising the Director and three General Managers, provides strategic and operational leadership to the Museum.
Close-up portraits of Craddock Morton, Louise Douglas, Mathew Trinca and Suzy Nethercott-Watson.
National Museum of Australia Executive team (left to right) Director Craddock Morton; General Manager, Audience and Programs, Louise Douglas; General Manager, Collections and Content, Mathew Trinca; General Manager, Operations, Suzy Nethercott-Watson.
National Museum of Australia organisation chart as at 30 June 2008

Craddock Morton

Audience and Programs Division
General Manager

Louise Douglas

Collections and Content Division General Manager
Mathew Trinca

Operations Division
General Manager


David Arnold

Carol Cooper

Facilities and Risk Management
John Ryan

Executive Officer
Trevor Fowler

Audience Development and Public Programs
Rachael Coghlan Gabrielle Hyslop

Eric Archer

Employee Relations and People Development
Lisa Wilmot

Finance and Retail
Ian Campbell a/g

Marketing and Sponsorship
Trish Kirkland

Collections Development
Guy Hansen

Information Technology and Services
Chris Gill

Strategic Development and Policy
Roger Garland

Visitor Services and Volunteers
Meredith Sack

Gallery Development
Kirsten Wehner

Rebecca Coronel

Public Affairs
Dennis Grant

Multimedia and Web
Tikka Wilson

Old New Land/Eternity
Amanda Reynolds

Museum Enhancement Program
Stephanie Bull

Indigenous Matters
Margo Neale

Copyright and Production Services
Denis French

Aboriginal and Torres Strait Islander Program
Michael Pickering

Venue and Media
Brian Ellwood

Legal Services
Fiona Dalton

Print Publishing
Julie Ogden

Collection Information and Digitisation/Opal
Helen Ludellen

Workplace Design and Storage
Greer Gehrt

Centre for Historical Research
Peter Stanley

Friends of NMA
Judy Kean

Detail of a red outside wall of the Museum's building looking up along the wall. One of the windows in the wall reflects the image of the Loop.
Exterior, National Museum of Australia.

Performance Management Framework

The Museum's organisational Performance Management Framework provides the structure for delivering outputs and outcomes through planning, policy and procedural work. Performance is guided by the Museum's strategic and business plans as well as its vision and mission statements. Performance is tracked through quantitative measures, project management practices and qualitative reports.

Strategic Plan

A new Strategic Plan 2007–10 came into effect on 1 July 2007. Its key priorities and a summary of progress against its business priorities for 2007–08 are provided in Part One, Executive summary, of this report.

Business planning

Business planning and performance reporting are central to the Museum's delivery of outcomes and outputs for its stakeholders. Museum divisions and their business units implement annual business plans linked to the Museum's strategic and annual business priorities. Business planning identifies key risks for the delivery of the Museum's priorities, and includes risk mitigation.

Project management

During the year the Museum's project management methodology was further deployed through discussions with the exhibition management team. Primavera is a collaborative, web-enabled project management tool that allows:

  • project managers to plan, schedule and manage projects
  • team members to view and update activities for which they are accountable for in a project
  • managers and executives to view the performance of portfolios of projects for which they are responsible.

Application of this methodology, software and project support will continue to evolve throughout 2008–09.

Policies and plans

The Museum has a comprehensive suite of policies and plans, which it monitors and reviews at regular intervals and makes publicly available on its website.

Performance management framework overview
Flow chart. Left-hand column: External framework: legislation, government policy, Portfolio Budget Statement, national and international conventions, codes, agreements etc. Under the heading 'Internal framework', three columns headed: Plans, Policies, Procedures.