The Library’s corporate management activities aim to maximise service to clients by realising the full potential of staff and other available resources. Major activities during the financial year focused on implementing the Leadership Capability Model, Strategic Workforce Plan, Strategic Building Master Plan, and Work Health and Safety and Environmental Management Systems, and preparations for the PGPA Act that takes effect on 1 July 2014. Through participation in the Corporate Management Forum and related subcommittees, the Library also played a part in corporate management across other collecting and portfolio agencies, displaying a supportive, collaborative and cooperative working style to other organisations.

People Management

The current Strategic Workforce Plan is the first in a series of plans with a medium- to long-term focus on change and the digital environment, career sustainability and building internal capability. During the reporting period, a number of initiatives were undertaken to meet these identified workforce planning objectives and the Library’s strategic goal of organisational excellence.

By way of example, a Library-wide reflective leadership forum for executive level staff was developed and implemented. The forum consisted of three separate groups which were each allocated an organisationally relevant topic to investigate over an extended period. This initiative used both the content and the process of the leadership forum to develop the skills and knowledge of senior staff.

Another significant piece of work was the development of a bespoke Leadership Capability Model which includes capabilities considered fundamental to effective and successful leadership at the Library. A supporting kit has been developed with a range of self-assessment and management tools to establish capability gaps and development opportunities. The model has been used to drive a modular approach to leadership training with ‘Four Pillar’ workshops delivered in the reporting period. 

Mentoring has been reinvigorated with a new program and supporting framework developed. Ten pairs completed the mentoring program in 2013, with a further nine pairs commencing in 2014. Participants in the 2013 cycle were very positive about their experience and reported that the program was valuable to themselves as individuals and to the Library as an institution.

The Library also created a cross-divisional working group to focus specifically on Workforce Planning Priority Area 2: building responsiveness to change and to new and emerging digital opportunities. This working group completed extensive internal and external research and made a series of recommendations about how to enhance the digital confidence of Library staff. These initiatives are now in the implementation phase.

An Indigenous Employment Strategy was also developed and launched. The strategy includes three sub-plans that each detail a range of operational initiatives that the Library will undertake over six years to create an attractive and supportive employment environment for Indigenous Australians. 

Staff Engagement

The Consultative Committee is a mechanism to explore issues of relevance to both staff and management. Staff representatives were specifically invited to engage with the review of the Performance Management Framework undertaken at the beginning of 2014. It is expected that changes to the framework will be implemented next financial year.

Additionally, in October 2013, staff were surveyed to solicit their thoughts prior to the next round of enterprise bargaining. Preparations for a new Enterprise Agreement included offering briefings for staff on bargaining processes in February 2014.

An Enterprise Agreement communication strategy was endorsed by CMG. To support open communication on the bargaining process, staff have been invited to contribute their ideas through multiple channels such as the Consultative Committee, branch meetings, a dedicated webpage and email options.

In March 2014, the Government published its public sector workplace bargaining policy, which requires that agencies demonstrate both the affordability and productivity of any changes to a proposed Enterprise Agreement to fund improvements to salaries and conditions. The Library is committed to providing fair and sustainable remuneration for its staff within the context of the Government’s bargaining policy.

Remuneration

In accordance with the Australian Government’s regime for Principal Executive Officers, Council determines the Director General’s remuneration.

At 30 June 2014, terms and conditions of employment for SES staff, such as non-salary benefits including access to motor vehicles (or payment in lieu) and mobile phones, continued under common law contract.

At 30 June 2014, nine non-SES staff had enhanced benefits through Individual Flexibility Arrangements.

Table 2.4 shows the salary ranges for classifications below SES level and the number of employees at each level.

Table 2.4: Salary Ranges below SES Level and Number of Employees, 30 June 2014

Classification

Salary Range ($)

Employees (no.)

EL 2

117,622–144,037

28

EL 1

95,467–120,198

75

APS 6

76,173–86,114

84

APS 5

67,489–71,940

72

APS 4

60,648–68,340

84

Graduate

55,216–65,486

1

APS 3

55,216–59,640

64

APS 2

47,685–54,065

33

APS 1

41,491–45,859

0

Cadet

14,189–41,491

1

All ongoing and long-term non-ongoing staff were required to participate in the Performance Management Framework, with pay-point progression subject to achieving a satisfactory rating.

Fraud Risk Assessment and Control

The Library is committed to the prevention of fraud, and works to minimise the risk of fraud in the workplace.

The Library is required to examine and update its Fraud Risk Assessment and Fraud Control Plan every two years; this review was completed in 2013–14. In accordance with the Library’s Fraud Management Policy, staff must be aware of their responsibilities in relation to fraud against the Commonwealth. Fraud awareness training is required to be undertaken by all Library staff and, during 2013–14, training sessions were made available through an online program to new staff and to staff who had not attended such training in the past four years. 

Fraud prevention, detection, investigation, reporting and data collection procedures are in place. These, along with the Fraud Risk Assessment and Fraud Control Plan, meet the Library’s needs and comply with Commonwealth Fraud Control Guidelines.

Ethical Standards

The Library promotes and endorses the ethical behaviour of its employees by informing staff of their responsibilities. In July 2013, the Library launched a new mandatory online training module on fraud and ethics which includes details of APS employee responsibilities as well as ethical scenarios and examples of workplace fraud. All new staff are required to complete the module on commencement and existing staff will complete the program at regular intervals. 

The Public Service Act 1999 was amended with effect from 1 July 2013 and the Library delivered information sessions to all staff on the new APS values. Awareness of APS Values and the APS Code of Conduct is also achieved through:

  • regular review and feedback under the Library’s Performance Management Framework;
  • provision of information about the Australian Public Service Commission’s Ethics Advisory Service;
  • support of policies and procedures, such as the fraud awareness policies and the new Public Interest Disclosure procedure;
  • clearly identified channels and support networks through which employees can raise matters of concern.

Staff were advised of new Public Interest Disclosure provisions that took effect in January 2014 by means of briefing sessions and tailored training for the delegates and authorised officers appointed under the new legislation.

Disability Strategy

The Library remains committed to the principles of the National Disability Strategy 2010–2020, and will improve access for people with disability to employment, programs, services and facilities.

The Library’s Disability Framework integrates disability access into existing strategic and business planning processes. The principal elements of the framework include:

  • providing access to information and services;
  • providing access to employment;
  • purchasing accessible services;
  • recognising people with disability as consumers of services;
  • consulting people with disability about their needs.

These elements provide the platform for continuing developments in reader and visitor services, collections management, and building and security services.

During the year, the Library invited the Chief Executive Officer of Australian Network on Disability, Suzanne Colbert AM, to address the Disability Contact Officers Committee.

In its two major projects—Reading Room Integration and DLIR—the Library is ensuring that the needs of people with disabilities are being met. For example, the design for the new reading rooms complies with current code requirements.

Workplace Diversity

At 30 June 2014, 68 per cent of staff were female, and 23 per cent of staff identified as being from a culturally and linguistically diverse background, 1.8 per cent identified as Indigenous (up from 1.4 per cent last year) and 5.3 per cent identified as having a disability (down from 6 per cent last year). Appendix F includes a more detailed breakdown of workplace diversity figures. 

Work Health and Safety

The Library’s leadership and commitment to work health and safety continues to be demonstrated with bi-monthly and annual reports to Council and CMG.

The Library is committed to developing a Rehabilitation Management System and a formalised health and wellbeing program. Initial planning was undertaken, with implementation of both of these projects determined as a focus for the forthcoming year.

Further to the chemical storage and handling review, undertaken during 2013, the Library has developed an action plan to implement the resulting recommendations.

Training courses in work health and safety offered during the year included:

  • Senior First Aid Certificate;
  • Mental Health First Aid Training;
  • Reframe and Refocus: Building Resilience;
  • Assertiveness in Action;
  • Manual Handling.

Seminars on work health and safety topics included:

  • Food Choices—What the Labels Tell Us;
  • Boost Your Energy;
  • Meal Planning and Healthy Eating on a Budget;
  • Gender Identity;
  • Trauma;
  • Headaches and Migraines;
  • Stroke and Stroke Prevention;
  • Information for Carers;
  • Getting to Know Anxiety;
  • Body Stressing.

Employee assistance program topics included:

  • Manager’s Hotline;
  • Managing Stress;
  • Adapting to Change;
  • Motivation and Morale in Teams;
  • How to Beat Fatigue;
  • Work Life Balance.

The offer of in-house influenza vaccination was taken up by 173 staff, and 134 staff elected to participate in a health assessment.

The Library’s work health and safety statistics are presented in Table 2.5.

Table 2.5: Reporting Requirements under the Work Health and Safety Act 2011, 30 June 2014

Section

Issue

Outcome

Section 38 occurrences

Notification of notifiable incidents

There were no notifications

Section 39 directions

Directions to preserve incident sites

No directions were issued

Section 95 notices

Issue of provisional improvement notices

No notices were issued

Section 70 notices

Obligations of person conducting business or undertaking to health and safety representatives

No notices were issued

Section 191 notices

Issue of improvement notices 

No notices were issued

Section 195 notices 

Issue of prohibition notices

No notices were issued

Section 200 notices

Issue of non-disturbance notices

No notices were issued

Part 10 investigations

Investigations addressing non-compliance with notices

There were no investigations

During 2013–14, there were no new injury cases that resulted in claims being accepted for workers’ compensation.  There was one claim for workers’ compensation accepted by Comcare which had been lodged in the previous year. The Library’s premium rates for injuries over the past three years are shown in Table 2.6.

Table 2.6: Premiums for Injuries Suffered, 2011–15 (as a percentage of wages and salaries)

Premium Rates

2011–12

2012–13

2013–14

2014–15

Latest premium rates for the Library*

0.56*

0.38

0.73*

0.95

Premium rates for all agencies combined (for comparison)

1.41

1.77

1.81

2.12

Library premium rates as a percentage of all agencies (%)

39.72

21.47

40.33

44.81

* Including as amended retrospectively by Comcare.

Asset Management

Collection Asset

The collection is the Library’s major asset, on which many of its services are based. The total value of the collection is $1.535 billion. An annual stocktake and revaluation is undertaken using sampling methodologies.

Plant and Equipment, and Software

The Asset Management Committee oversees the Library’s Strategic Asset Management Plan and coordinates operational asset acquisition programs. It also develops and monitors a four-year forward asset acquisition program for strategic planning purposes and an asset disposal program for items reaching the end of their working life. Major asset acquisitions in 2013–14 included the purchase of IT equipment and infrastructure, and shelving.

The total value of plant and equipment at 30 June 2014 was $13.239 million.

The total value of software at 30 June 2014 was $6.291 million.

Land and Buildings

The total value of the Library’s land and buildings at 30 June 2014 was assessed at $226.599 million, including the main building in Parkes and the repository in Hume. Management of the Library’s facilities is overseen by the Building Works Coordinating Committee, which meets quarterly. A 15-year Long-Term Strategic Building Management Plan is used to set directions for building works, and incorporates an annual maintenance plan and a five-year capital works program, which are reviewed each year by Council. The Long-Term Strategic Building Management Plan ensures that building works are consistent with the long-term direction of the Library and underpins Library facility planning and budgeting. The plan was last reviewed and updated during 2011–12.

In 2013–14, the Library completed planning and design for the Reading Room Integration project. This project is a major component of the Library’s 2008 Strategic Building Master Plan and the 2013 Conservation Management Plan. It will complete the refurbishment of the prominent public areas of the Library with works being undertaken on Levels 2, 1, Ground and Lower Ground 1. The project will improve and modernise the public spaces to make them fit for a twenty-first-century national library, and it builds on the expansion of the galleries in 2012 and associated changes to the Main Reading Room.

Outcomes for the project include the integration of the Pictures and Manuscripts, Maps and Petherick Reading Rooms on the first floor and the integration of the Main and Newspapers and Microforms Reading Rooms on the ground floor. The Asian Collections Reading Room will remain unchanged. As well as improving reader services, the project will improve sustainability, upgrade building services such as fire systems and air-conditioning plant, and meet compliance requirements for buildings and fit-out mandated in the Building Code. The project is expected to be completed by early 2016.

During the year, a range of capital expenditure building projects was undertaken, including:

  • the design of new energy-efficient lighting and control systems for the heritage-listed Main Reading Room and foyer;
  • the refurbishment of the Executive and Public Programs office area to provide flexible staff accommodation and meet government standards;
  • the upgrade of the Fire Control Panel to improve early fire detection;
  • the installation of energy efficient lighting and controls to service areas;
  • the installation of an equipment lift to storage areas on Lower Ground 2 (LG2);
  • the replacement of motorised shelving to increase storage capacity and improve efficiency.

Consultation and design work has commenced on a number of other major projects, including:

  • the refurbishment of external windows and the marble façade of the main building;
  • the refurbishment of staff change-room facilities on LG2;
  • the design of an entry door for large objects;
  • the master planning for refurbishment of services areas on LG2;
  • the strategic review of air-conditioning systems.

Heritage Management Strategy

The National Library of Australia and its surrounds are included on the Commonwealth Heritage List and the Library is committed to the conservation of the heritage values of the building. This includes consulting with recognised heritage specialists before undertaking building works in sensitive areas. In 2013–14, the Library conducted further consultation with heritage specialists in relation to the plans for the Reading Room Integration project and the replacement of lighting in the Main Reading Room and foyer.

During the year, the National Capital Authority transferred ownership to the Library of the ‘Robb panels’. These seven bronze artworks were fixed to the exterior of the building above the windows to the Main Reading Room during the original construction in 1968. The Library arranged for the artworks to be professionally cleaned and restored after the transfer.

The Library completed the annual audit of its heritage furniture collection. A number of heritage furniture items have been identified for refurbishment and reuse in the new Special Collections Reading Room.

Security and Business Continuity

The Library’s Emergency Planning Committee oversees protective security and business continuity planning. This committee comprises senior staff with responsibility for critical areas, including corporate communications, and the security of staff, the collection, visitors, buildings and other assets. 

In 2013–14, the Library completed an update of the Business Continuity Framework. This framework incorporates detailed planning strategies for collection disasters, storage, IT recovery, and critical building systems recovery.

During the year, the Library’s emergency management and business continuity planning systems were thoroughly tested. The Library also implemented new procedures for managing critical incidents on weekends when staff numbers are limited. 

Energy Consumption and Environmental Management

The Library is committed to improving environmental performance across all areas of operations. An Environmental Policy and Environmental Action Plan guide the Library’s work. The Environmental Management System helps to set, implement and review objectives and targets.

The Library’s Environment Management Committee meets quarterly to coordinate sustainability efforts and achieve sustainability targets. Reports on environmental performance are provided annually to Council.

The Library incorporates sustainable development principles into major projects. For example, the Reading Room Integration project design specifies the use of energy-efficient lighting and controls, efficiencies in air-conditioning, use of sustainable building materials where possible and water-saving initiatives.

In comparison with the previous year, the Library has reduced gas consumption by 4 per cent to 4,191,085 MJ and electricity consumption by 4 per cent to 5,838,419 kWh. Water consumption has had to be estimated over the past two years, due to a faulty water meter, and therefore reliable usage figures are not available.  

Compared to 2012–13, waste to landfill decreased by 2 per cent from 45,573 kg to 44,469 kg in 2013–14. Waste to landfill was 24 per cent of total waste in 2013–14 compared to 32 per cent in the previous year. Major variations can be attributed to an increase in metal recycling from the compactus shelving replacement and an increase in organic and paper recycling.

In 2010–11, the Library developed three-year targets for reductions in energy and water usage. June 2013–14 marks the end of the reporting period and these targets have been met, with the exception of water usage where reliable figures are not available. Electricity consumption and gas consumption have reduced by 15 per cent and 26 per cent respectively over the three-year period as illustrated in Figure 2.3.

Figure 2.3: Energy Consumption, 2010–2014

 Figure 2.3 shows the Library's targeted and actual electricity and gas consumption for 2010-2014.

While no target was set for a reduction in paper consumption in 2013–14, it has reduced by 42 per cent over the three-year period, as illustrated in Figure 2.4.

Figure 2.4: Paper Consumption, 2010–2014

 Figure 2.4 shows the Library's paper consumption from 2010-2014.

The Environment Management Committee has set new targets for the next 3 years and broadened the targets to include waste to landfill. 

During 2013–14, the Library continued to improve waste management practices, and reduced its energy consumption and carbon footprint by:

  • achieving re-accreditation with the ACTSmart Office Recycling program, a best-practice program on managing waste;
  • commencing recycling of halogen light globes;
  • installing energy-efficient lighting and controls to service areas;
  • commencing a project to install energy-efficient lighting in the Main Reading Room and Foyer;
  • conducting further trials of reducing run times of air-conditioning in collection storage areas where this can be achieved without impacting adversely on the preservation of collections.

The overall results compared to 2013–14 are also due to the full-year effect of initiatives implemented the previous year.

Purchasing

The Library maintained a focus on cost-effective contract management and procurement practices consistent with Commonwealth Procurement Rules. Procurement and contract templates were reviewed to ensure they continue to meet government good practice and are simple and straightforward to use.

Large purchasing activities for the year included construction for the Reading Room Integration project and new change rooms; replacement lighting for the Main Reading Room; and IT acquisitions, shelving and digitisation services for newspapers.

There were no contracts of $100,000 or more that did not provide for the Auditor-General to have access to the contractor’s premises.

Cooperation on Corporate Management Issues

The Corporate Management Forum consists of senior executives from agencies in the Arts portfolio and a small number of non-portfolio agencies. The forum considers a range of corporate issues including human resource management, financial management, procurement, risk, IT and facilities management, with a view to achieving economies of scale, sharing experiences and encouraging better practice.

The forum met four times during 2013–14 and matters considered included:

  • the PGPA Act and related issues;
  • paid parking in the Parliamentary Zone;
  • records management;
  • the 2013–14 and 2014–15 Budgets and related initiatives;
  • work health and safety;
  • capital planning and funding;
  • energy management;
  • risk management and insurance;
  • enterprise bargaining;
  • performance indicators and reporting; 
  • shared services.

Grants

During the reporting period, the Library operated nine grant programs.

Community Heritage Grants

The Library awarded 78 grants of up to $15,000 to assist community organisations to preserve and manage nationally significant cultural heritage collections. Financial support and assistance for this grants program was received from the Attorney-General’s Department Ministry for the Arts; the National Archives of Australia; the National Film and Sound Archive; and the National Museum of Australia.

Harold White Fellowships

The Library funded seven fellowships for established writers and researchers to spend up to six months at the Library researching collection material in their areas of expertise. Fellowships were awarded to Dr Penelope Allison, Dr Peter Griggs, Dr Deborah Jordan, Dr Catherine Kelly and Professor John Williams. Honorary Fellowships were awarded to Associate Professor Ann Elias and Associate Professor Paul Sharrad.

Japan Fellowships

Awarded to established scholars and writers to spend up to six months at the Library researching Japanese collection material, the fellowships are funded through the Harold S. Williams Trust. One fellowship was awarded to Dr Emiko Okayama and one Honorary Fellowship was awarded to Professor Rikki Kersten.

Japan Study Grants

Funded through the Harold S. Williams Trust, these grants support scholars in Japanese studies who live outside Canberra to undertake research using the Library’s Japanese and western languages collections for up to four weeks. Grants were awarded to Mr Alexander Brown, Ms Prue Holstein, Dr Shigeru Sato, Mr Ross Tunney and Mr Martin Veres.

National Folk Fellowship

With assistance from the National Folk Festival, the Library funded a four-week residency for Jan Wositzky to research original manuscripts and sound recordings of W.E. (Bill) Harney, and to prepare and develop a performance which premiered at the Festival.

Norman McCann Summer Scholarships

Funded by Mrs Pat McCann, the Library awarded three six-week scholarships to young Australian postgraduate students Mr Edward Cavanagh, Ms Lucy Davies and Ms Kate Laing to undertake research on topics in Australian history or literature. 

Seymour Summer Scholarship

Funded by Dr John and Dr Heather Seymour, this six-week scholarship supports research, preferably in biography, by a young Australian postgraduate student. The scholarship was awarded to Ms Ashley Barnwell.

Kenneth Binns Travelling Fellowship

Funded by Mrs Alison Sanchez, the fellowship supports travel for professional development by Library staff in the early stages of their career. The 2014 fellowship was awarded to Ms Elizabeth Caplice.

Friends of the National Library Travelling Fellowship

Funded by the Friends of the National Library of Australia, the fellowship provides a significant professional development opportunity for a Library staff member. The 2014 fellowship was awarded to Ms Kate Ross.