The Library aspires to develop the full potential of its staff to achieve the Library’s vision; integrate social and environmental goals into its governance and business operations; diversify its funding sources to support the need to deliver collections and services to all Australians; and maximise returns on government and private sector investment by managing financial resources effectively.
In 2014–15, the Library undertook to provide its staff with:
- a work environment that promotes career development, work-life balance, and work health and safety;
- the opportunity to participate in, and contribute to, sound governance arrangements and effective financial management.
Issues and Developments
Strategic Workforce Plan
The Library extended the existing Strategic Workforce Plan to conclude at 30 June 2015. This enabled the Strategic Workforce Plan to align with corporate planning in a four-year financial year cycle. Initiatives this year have focused on continuing modular leadership training, expanding the mentor program and implementing the digital confidence strategy.
Work Health and Safety Management
The Library’s commitment and progress in relation to creating and sustaining healthy workplaces continues to be demonstrated with bimonthly and annual reports to Council and CMG and regular reports on its Work Health and Safety Management System, the Rehabilitation Management System and the Health and Wellbeing Program.
An internal audit reviewed the Library’s due diligence framework and work health and safety in relation to compliance with legislative requirements in accordance with better practice. The audit identified that the Library has a comprehensive set of work health and safety related policies and procedures, providing a solid platform to strengthen and streamline practices and enhance performance reporting.
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 incorporates sustainable development principles into major projects. For example, the construction of the new Special Collections Reading Room made use of: energy-efficient lighting, including LEDs; sustainable building materials, such as recycled insulation; sustainable flooring, such as renewable and recycled marmoleum and recyclable carpets; and existing heritage furniture where possible. The head contractor is reporting to the Library on volumes of waste recycled, and energy and water consumption on site.
In 2014–15, the Library achieved re-accreditation with the ACTSmart Office Recycling program, a best-practice program on managing waste, and won an ACTSmart business sustainability award, for being the Biggest Recycler—diverting the most waste from landfill to recycling.
Personal Giving, Philanthropic and Business Partnerships
In 2014–15, 24 per cent of Library revenue came from non-appropriation sources, including 1.1 per cent from personal giving and philanthropic partnerships.
Assisted by the Chair of Council and the Library’s Foundation Board, the Library raised $731,000 in cash donations and $2.48 million in in-kind support, including donations of collection material.
A major priority was to raise funds to support new National Library Fellowships in 2015–16. Four annual fellowships have been supported by generous donors over the next three financial years. As well as individuals and a foundation pledging to support the fellowships, two syndicates—of Council and former Council members, and of Patrons—have been established.
The Library has continued to develop stronger relationships with its donor communities, raising a combined total of $201,069 through its 2014 End of Year and 2015 Tax Time appeals. These funds will support the preservation and digitisation of the Library’s small but significant collection of currency and support and develop our free national discovery service, Trove. The Library’s repeat donors have increased from 375 to 466 and the number of Patrons (financial donors who have given $1,000 or more) has increased from 204 to 279.
The Library also entered into fee-for-service partnerships with various state libraries to digitise collections, mostly newspapers. The value of the work undertaken in 2014–15 was $2.96 million.
The Library has continued its sound governance practices. These include strategic plans and policies to manage the collection, workforce, buildings, and other plant and equipment. No compliance issues were identified with respect to the PGPA Act and no issues of significance were identified through external audit programs. The internal audit program identified no issues of significance. Regular reporting was provided to Council and government on major projects, and additional reports and processes were set in train to manage identified budget risks.
Individual performance management cycles were aligned to the financial year, to achieve better integration of performance and management with government performance targets.
The Library implemented changes required by the PGPA Act. The Council, Audit Committee members and Library employees were provided with briefings, information and training. Policies, procedures and delegations were updated where necessary.
As part of the 2014–15 Budget, the Australian Government announced a new savings measure to consolidate the back-office functions of various Canberra-based collecting institutions, including the Library. The functions include accounts processing, payroll and records management. A continuing focus will be to establish arrangements that best position the Library in the emerging contestability and common services environment.