Skip to content

We are still testing our new website. Let us know what you think.

  • Open today 9am–5pm
  • Free general admission

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 2000, 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 the 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

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 neither fewer than seven nor 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, law, education, the arts, museum management, tourism, Indigenous issues, business, financial and strategic management. The Commonwealth Remuneration Tribunal determines remuneration for non-executive members.

A colour photograph of the Museum's Council comprising five men and four women. Five are seated behind a coffee table, four are standing behind those seated.
The Council of the National Museum of Australia: (left to right) Nicholas Davie, Andrew Sayers AM, Raelene Frances, David Jones, Barbara Piscitelli AM, Andrea Hull AO, John Morse AM, Daniel Gilbert AM and Marian Gibney.

The terms of Council non-executive members, Dr John Hirst, Dr John Fleming and Ms Sally Anne Hasluck, lapsed during 2009–10. At 30 June 2010, the Council comprised the following non-executive members:

Mr Daniel Gilbert AM (Chair) has many years of experience as a commercial lawyer and company director. Since the mid-1970s he has had extensive involvement with social justice issues through work with community legal centres and public organisations and the arts. In 1992 he established the Gilbert+Tobin Pro Bono practice, which has a strong emphasis on Indigenous issues.

Mr Nicholas Davie is the Chief Executive Officer of Publicis Mojo. He is currently a member of the Board of Trustees of the Sport and Tourism Youth Foundation and a member of the Tourism Task Force. He is also Co-Chairman of the Bestest Foundation.

Professor Raelene Frances is the Dean of Arts and Professor of History at Monash University.

Ms Marian Gibney is an experienced lawyer who has held a number of high-profile private and public positions, including her current role as General Counsel, ACMI Investments. Her government sector board appointments include membership of the Queensland Art Gallery Foundation Board.

Professor Andrea Hull AO has held senior roles at international, federal and state levels in cultural, heritage and education areas. She was Director and Dean of the Faculty of the Victorian College of the Arts at the University of Melbourne for 14 years, and is a member of the Council of Trustees of the National Gallery of Victoria.

Mr David Jones is Managing Director, CHAMP Private Equity. He also is a non-executive director of three organisations: Centric Wealth Limited, Global Sources Limited (NASDAQ) and the Beacon Foundation.

Mr John Morse AM is advisor on tourism and Indigenous tourism to the Director of Parks Australia, the owner of John Morse Art, and Chair of the Mutitjulu Foundation. He worked for the Australian Tourist Commission for 20 years in Europe and Asia, and was Managing Director from 1997 to 2001, during which time he oversaw the development of Brand Australia and drove the highly successful international campaign to encourage people to visit Australia during the 2000 Olympics.

Dr Barbara Piscitelli AM is a freelance consultant and researcher in education and the arts. Her research explores cultural policy and childhood, children's learning in museums, and early childhood visual arts education. Dr Piscitelli is a member of the Board of the Queensland Museum.

Mr Peter Yu is Chief Executive Officer of Nyamba Buru Yawuru Ltd located in Broome, Western Australia. He is also a member of the Australian Statistics Advisory Council.

The Council held five meetings during 2009–10. An executive officer from the Department of the Environment, Water, Heritage and the Arts attended the meetings as an observer.

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 established an Audit, Finance and Risk Committee to assist in the execution of its responsibilities.

Details of Council meetings are listed in Appendix 1.

Executive Management group

The Executive Management group, comprising the Director and three Assistant Directors, provides strategic and operational leadership to the Museum.

The four members of the Museum's Executive standing in front of the windows at the front of the Museum's building. The reflection of the orange loop can be seen in the background.
The Executive of the National Museum of Australia: (left to right) Director, Andrew Sayers; Assistant Director, Audience, Programs and Partnerships, Louise Douglas; Assistant Director, Collections, Content and Exhibitions, Mathew Trinca; and Assistant Director, Operations, Lisa Wilmot.

Andrew Sayers AM (from 1 June 2010)

Andrew Sayers was Director of the National Portrait Gallery, Canberra, from 1998 to 2010. After studying at the University of Sydney, he began his career at the Art Gallery of New South Wales before moving to Newcastle Region Art Gallery as Assistant Director. Previous to his appointment at the National Portrait Gallery he was Assistant Director (Collections) at the National Gallery of Australia. Andrew has been responsible for several exhibitions of Australian art, particularly in the areas of drawing and portraiture. He has written extensively and is the author of Aboriginal Artists of the Nineteenth Century (Oxford University Press, 1994) and Oxford History of Art: Australian Art (Oxford University Press, 2001).

Craddock Morton, Director (to 26 March 2010)

Until 1986 Craddock Morton held various positions in the departments of the Senate and Prime Minister and Cabinet before working in a number of ministerial staff positions. In 1994 he left the position of Senior Adviser to Prime Minister the Hon PJ Keating to become Director of the Australian Foundation for Culture and Humanities. From 1995 Craddock held various positions in the Department of Communications, Information Technology and the Arts, including Chief General Manager on the Acton Peninsula Project (National Museum construction) and Director of Old Parliament House. After acting as Director of the National Museum from December 2003, Craddock was appointed to the position in June 2004. He was Chair of the National Cultural Heritage Committee, President of ICOM Australia, a member of the Executive of Museums Australia and the Council of Australasian Museum Directors, and a director of Art Exhibitions Australia.

Louise Douglas, Assistant Director, Audience, Programs and Partnerships

Louise Douglas has had a successful career in cultural heritage management that spans over 25 years, working at senior and executive management levels at the Powerhouse Museum and the National Museum of Australia. Louise has been active in Museums Australia for many years and was National Vice President from 1998 to 2000. She has been a member of the Canberra Museum and Gallery Advisory Committee since 1996 and is currently a member of the Fulbright Commission's Australian Capital Territory selection committee.

Mathew Trinca, Assistant Director, Collections, Content and Exhibitions

Prior to joining the National Museum as a senior curator in 2003, Mathew Trinca worked as a curator of history at the Western Australian Museum and as a consultant historian on film, conservation and public history projects. With research interests in cultural history and museum practice, Mathew co-edited Country, a collection of essays on Western Australia's environmental history, and Under Suspicion, a collection devoted to studies of internment in Australia during the Second World War. Mathew acted as Director of the Museum from 27 March to 31 May 2010.

Lisa Wilmot, Assistant Director, Operations

Having worked with the Museum for over six years, Lisa Wilmot commenced as Acting Assistant Director, Operations, in April 2009. Prior to taking on this role, she successfully led and managed the Museum's human resources and workplace relations functions. During her Australian Public Service career of over 20 years, she has led and managed various corporate-related functions in the employment, education and training portfolios including finance, complex tendering processes, employment services and employment programs delivery, and undertaken an 18-month term in the Office of the federal Minister for Education.

Accountability chain as at 30 June 2010

Organisational chart showing Accountability chain. 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, Programs and Partnerships, Collections, Content and Exhibitions, Operations, Directorate.

National Museum of Australia organisation chart as at 30 June 2010

Andrew Sayers

Audience, Programs and Partnerships Division
Assistant Director
Louise Douglas

Collections, Content and Exhibitions Division Assistant Director
Mathew Trinca

Operations Division
Assistant Director
Lisa Wilmot


Audience Development and Public Programs Manager
Rachael Coghlan

Education Manager
David Arnold

Print and Digital Media

Multimedia and Web Manager
Tikka Wilson

Copyright and Production Services Manager
Denis French

Print Publishing Manager
Julie Ogden

Marketing and Sponsorship Manager
Trish Kirkland

Visitor Services and Volunteers Manager
Meredith Sack

Centre for Historical Research
Peter Stanley

Friends of NMA Executive Officer
Sharon Casey

Registration Manager
Poppy Wenham

Conservation Manager
Eric Archer


Collections Development Senior Curator
Guy Hansen

Old New Land/Eternity Senior Curator
Matthew Higgins

Aboriginal and Torres Strait Islander Program Head
Michael Pickering

Senior Curator
Kirsten Wehner

Australian Journeys Senior Curator
Michelle Hetherington

Exhibitions and Gallery Development Manager
Rebecca Coronel

Facilities and Risk Management Manager
John Ryan

Employee Relations and People Development Manager
Murray Willmott

Information Technology and Services Manager
Chris Gill

Media Services Manager
Andrew Shaw

Design and Accommodation Project Manager
Greer Gehrt

Venue Services Manager
Melinda Kibukamusoke

Executive Officer
Trevor Fowler

Strategic Development and Policy Manager
Roger Garland

Public Affairs Manager
Dennis Grant

Indigenous Matters Principal Adviser
Margo Neale

Legal Services Manager
Fiona Dalton/ Belinda Carman

Finance and Retail Chief Finance Officer
Kylie Noonan

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. The Framework was reviewed and updated during the year.

The Museum reports its performance to Government and other external interests through a statement against the Charter of Operations (yearly), the Annual Report (yearly) and the Portfolio Budget Statements (monthly).

Internally, the Museum implemented four new performance streams. These streams flow into strategic and business planning and reporting, as well as business as usual activity:

  • Collection and stewardship includes the Museum's legislative responsibilities in developing, managing and preserving the National Historical Collection. It also covers research, as well as development and promotion of knowledge about the nation's history and experience.
  • Audience and access captures the Museum's service delivery to diverse national communities. It includes indicators of public engagement and responsiveness as well as of access to collections, exhibitions, programs, website and publications.
  • Environmental impact represents the Museum's impact on land, air, water and built environments. It includes the Museum's performance in achieving efficiencies and savings in energy use, the level of resource consumption in the organisation and waste management.
  • Organisational health and culture includes the Museum's financial and staff management, and its broader work culture. It covers budget planning and accounting, staff recruitment and retention, workforce diversity, occupational health and safety, and workforce planning.

Strategic Plan

The Strategic Plan 2007–10 came into effect on 1 July 2007. Its key priorities and a summary of progress against its business priorities for 2009–10 are provided in Part One, Executive summary, of this report.

The development of a new strategic plan was delayed pending the arrival of the new Director. The existing plan was rolled over for another year and a new plan will be developed and implemented in 2010–11.

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 and risk mitigation for the delivery of these priorities.

Project Management

The Museum Project Management Methodology, underpinned by the Primavera software tool, continued to be applied across the Museum. Primavera is a collaborative, web-enabled project management tool supporting:

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

A review of Primavera in 2010–11 will help determine options for upgrading the system.

Policies and plans

The Museum has a comprehensive suite of policies and plans. These are monitored and reviewed at regular intervals and made publicly available on the Museum's website.

Museum Performance Management Framework overview

Flow chart. Left-hand column: External framework: legislation, government policy, Portfolio Budget Statement, national and international conventions, codes, agreements etc, reporting outputs, Charter of Operations (yearly statement), PBS Report (monthly), Annual Report (yearly). Under the heading 'Internal framework', four columns headed: Collection and Stewardship, Audience and Access, Environmental Impact, Organisational Health and Culture. Far left of Internal framework: Column: Performance stream: Level 1, Level 2, Level 3. Level 1: Strategic Plan. Level 2: Annual Business Plan, High Level Plans, Policies. Level 3: First column: Annual Divisional Business Plan, Audience, Programs and Partnerships, Business Unit plans, BAU, Projects, Procedures, Workplace Conversations. Level 3: Second column: Annual Divisional Business Plan, Collections, Content and Exhibitions, Business Unit Plans, BAU, Projects, Procedures, Workplace Conversations. Third column: Annual Divisional Business Plan, Directorate, Business Unit Plans, BAU, Projects, Procedures, Workplace Conversations. Fourth column: Annual Divisional Business Plan, Operations, Business Unit Plans, BAU, Projects, Procedures, Workplace Conversations. Far right column: Reporting outputs: Half Yearly, Strategic Priorities Report to Council and Executive, Quartlery Business Report to Council and Executive, Performance Measures Report to Council and Executive, Monthly Performance Measures Report to Executive, plans: report to supervisors, projects: report to Executive, Steps 1-3: conversations on annual cycle.