Other Legal Requirements

Advertising

Expenditure on advertising, market research, polling and direct mail [Electoral Act (1907) s. 175ZE].

In accordance with s175ZE of the Electoral Act 1907, the agency incurred the following expenditure in advertising, market research, polling, direct mail and media advertising.Total expenditure for 2013–14 was $419,537.00

Advertising expenditure was incurred in the following areas:
Market research organisation	Amount
Morris Hargreaves McIntyre	$84,335.00
Total	$84,335.00


Polling organisations	Amount
Nil	Nil
Total	Nil


Direct mail organisations	Amount
Nil	Nil
Total	Nil


Media advertising organisations	Amount
Advertising (under $2,300 ea)	$21,860.00
Adcorp	$4,488.00
Carat	$180,454.00
City of Perth	$3,475.00
Google	$5,825.00
Mitchel Communications	$20,291.00
Mitchell and Partners	$82,079.00
Press Advertising	$13,730.00
Scoop Publishing	$3,000.00
Total	$335,202.00

Disability Access and Inclusion Plan Outcomes

Disability Services Act (1993) s. 29 and Schedule 3 of the Disability Services Regulations 2004

The Museum is committed to ensuring that all facets of the Museum are fully accessible to all sectors of the community by removing or reducing any physical, sensory or intellectual barriers to access.

The Museum interprets fully accessible to mean that all Museum activities, facilities and services (both in-house and contracted) are open, available and usable for people with disabilities, providing them with the same opportunities, rights and responsibilities enjoyed by other people in the community.

The Museum is committed to consulting with people with disabilities, their families and carers and, where required, disability organisations to ensure that barriers to access and inclusion are addressed appropriately.

The Museum is committed to ensuring that its agents and contractors work towards the desired access and inclusion outcomes of the Museum.

The Museum’s commitment to disability access and inclusion and how it plans to improve its performance in delivering this to its employees and the community are captured in its Disability Access and Inclusion Plan 2013–17, which can be found on the Museum’s website here.

Public authorities are required to develop a disability access and inclusion plan (DAIP) and must report on its implementation in their annual report by briefly outlining current initiatives to address the following desired DAIP outcomes:

People with disability have the same opportunities as other people to access the services of, and any events organised by, a public authority

The Museum is committed to ensuring services are accessible and has developed accessibility checklists in relation to the organisation and promotion of services that are based on best practice.

An example of this was an organised tour of the Museum’s exhibition Dinosaur Discovery for children with compromised immune systems.

People with disability have the same opportunities as other people to access the buildings and other facilities of a public authority

Through its building works and facilities management programs the Museum actively seeks to provide equality of access to its facilities for people with disabilities. Examples of this include:

A funding commitment to upgrade the lift in the Kalgoorlie-Boulder Museum to improve access to the site by people with disabilities, for which an examination of the scope of work has commenced;
Funding has been committed to upgrade the lift in the Shipwrecks Galleries with a tender for work released;
Installation of a universal access ramp to the Welcome Walls at the Museum’s Albany site;
A walking frame has been obtained for use by visitors to the Museum’s Perth site.

People with disability receive information from a public authority in a format that will enable them to access the information as readily as other people are able to access it

In order to address this commitment the Museum has:

Commenced development of a WA Museum-wide smart phone app for curatorial content throughout the Museum that is accessible to people with disabilities.
Ensured the Museum’s website is as compliant with Web Content Accessibility Guideline (WCAG) v2.0 AA as per Public Sector Commissioner’s Circular (2011-03) as is practically possible.
Ensured requests for web content in alternative formats are met in a timely manner.
Implemented guidelines to ensure published and marketing material is consistent with State Government Access Guidelines published by the Disability Service Commission as reformatted for use by the Museum.

People with disability receive the same level and quality of service from the staff of a public authority as other people receive from the staff of that public authority

Public programmes and lectures that require user registration now enable attendees with disabilities to indicate whether they require assistance and, if so, the nature of that assistance.

People with disability have the same opportunities as other people to make complaints to a public authority

The Museum has endorsed and implemented an accessible Complaints, Comments and Compliments Policy allowing for complaints to be made in a variety of formats. A list of complaints is maintained allowing complaints relating to accessibility to be identified and analysed for appropriate action.

People with disability have the same opportunities as other people to participate in any public consultation by a public authority

The Museum has actively consulted with a representative panel of people with disabilities to ensure universal access requirements are factored into the New Museum Project Definition Plan and Project Brief.

People with disability have the same opportunities as other people to obtain and maintain employment with a public authority.

The Museum has piloted training for supervisors of employees with disabilities through Edge Training’s ‘Mentoring a co-worker with a disability’ module.

Compliance with Public Sector Standards and Ethical Codes

The Department of Culture and the Arts (DCA) provides human resources services to the WA Museum. It has worked with managers across the Culture and Arts Portfolio to ensure all are compliant with Public Sector legislative and regulatory frameworks. The Human Resources (HR) division consistently reviews and updates workforce policies, procedures and guidelines to ensure they are aligned with contemporary legislative and compliance frameworks. The HR division provides education to staff and managers on Public Sector Standards in Human Resource Management, the Public Sector Code of Ethics, and the Culture and Arts Portfolio Code of Conduct. Through this education, DCA informs staff of the expectations outlined by the Department and the Public Sector Commission (PSC). These initiatives, along with ongoing support and education for employees, support the DCA workforce’s competency in acting with integrity and in the public’s interest.

In 2012–13 financial year, DCA successfully implemented Accountable and Ethical Decision Making (AEDM) training within the Culture and Arts portfolio. In 2013–14, DCA continues to have high completion of the AEDM training with almost 100% of new staff finishing the course. The AEDM training module has been updated to reflect internal, PSC and legislative employment changes. The AEDM training reinforces the DCA’s compliance requirements, while ensuring its workforce is equipped to make ethical decisions on behalf of the broader community.

DCA continues to track internal workforce measures including quarterly reporting and monthly CEO dashboard tracking. These statistics are used to track key trends within DCA as well as compliance with internal and external compliance requirements. These processes have continued to be refined over the 2013–14 financial year. Feedback from portfolio agencies indicates that the reports provide meaningful workforce statistics that assist them with strategic planning and decision-making.

In the 2013–14 reporting year, Machinery of Government changes to achieve improved operational responsiveness saw a new Schedule for Delegations of Human Resource Management applied to agencies in the DCA portfolio. Portfolio agency CEOs, including the WA Museum CEO, were given authority to exercise powers and carry out certain actions for which they were personally accountable. The application of the delegations schedule is consistent with existing DCA HR policies, guidelines and procedures.

Record Keeping Plans

State Records Act 2000 and State Records Commission Standard 2, Principle 6

The Museum is required to report on the following recordkeeping measures:

Whether the efficiency and effectiveness of the organisation’s record keeping systems has been evaluated or alternatively, when such an evaluation is proposed.

The Museum’s Record Keeping Plan details the record keeping systems and practices currently in place. The next complete review of the Plan is scheduled in 2014. The Museum will initiate an external review of its record keeping practices, including its Plan, in the second half of 2014.

The nature and extent of the recordkeeping training program conducted by or for the organisation.

Ongoing training and support for staff across the organisation is provided by the Museum’s Records Management Unit. Training material and record keeping resources are available on the Museum’s intranet. During training sessions the roles and responsibilities of staff in relation to their record keeping obligations are reinforced.

Whether the efficiency and effectiveness of the record keeping training program has been reviewed or, alternatively, when this is planned to be done.

The main focus for record keeping training at this stage is staff use of the TRIM record management system (RMS). An assessment of future training needs/requirements is planned in conjunction with the review of the Museum’s record keeping practices in 2014.

Assurance that the organisation’s induction program addresses employee roles and responsibilities in regard to their compliance with the organisation’s Record Keeping Plan.

The induction program for new Museum employees provided by the Department of Culture and the Arts addresses general record keeping responsibilities. Under the Museum’s Record Keeping Plan, the records management awareness training program, detailing responsibilities and recordkeeping practices, is compulsory for new employees.

Government Policy Requirements

Substantive Equality

In the 2011–12 financial year, the Department of Culture and the Arts (DCA) established the Substantive Equality Reference Group which continues to provide advice to the portfolio on substantive equality and community-based arts and culture needs. In the 2013–14 the Substantive Equality Reference Group was reformed, engaging employees from across the Culture and Arts Portfolio. The first action of the Substantive Equality Reference Group was the formation of a new Substantive Equality Policy to guide the portfolio towards a clear regulatory framework to support community-based projects. Needs and Impact Assessments are continuing to help increase access to DCA services, improve links in the wider community and increase staff awareness of Substantive Equality, and how it contributes to the service delivery and business activity of DCA and its portfolio agencies.

Occupational Safety, Health and Injury Management

The Western Australian Museum is committed to providing and maintaining a healthy and safe working environment for all of its employees, contractors and visitors. We demonstrate this through our policies, procedures and work practices to ensure that all employees are safe from harm in the workplace.

The Western Australian Museum facilitate Occupational Safety and Health (OHS) consultation through site specific OSH committees, the election of safety and health representatives, hazard and incident reporting processes, routine workplace hazard inspections and a process for the resolution of OSH issues. Staff are made aware of these processes at their employee induction, through specific OSH training and access to OSH information on the Western Australian Museum and Department of Culture and the Arts (DCA) intranet.

The policy and procedures of DCA and the Western Australian Museum are compliant with the Occupational Safety and Health Act 1984 and the Workers Compensation and Injury Management Act 1981. These procedures outline the Museum’s commitment to assist employees to return to work after a work-related injury or disease. The Museum develops formal, documented return to work programs for employees requiring modified and alternative duties or equipment upon returning to work from an injury or illness.

The Museum has spent much of 2013–14 finalising its OHS Management Plan for 2013-2015, supported by a one-year implementation plan, following an audit of its Occupational Health Safety and Welfare (OHSW) policies and processes in 2012. The focus of the 2013–14 implementation plan has been a review of OHSW systems, processes, templates and performance reporting, and the piloting of these at the Perth and Welshpool sites. The next year will be spent applying these improved systems across the organisation.

With the assistance of DCA and a grant from the Mental Health Commission, the Museum provided mental health awareness training sessions for all staff and a one day session for managers. These sessions, and follow up Mental Health First Aid training for Safety Representatives were very well received and supported by Museum staff.

Results for the year represent a significant improvement in the Museum’s performance. On every measure the Museum has met or exceeded its target, and on some measures full compliance has been achieved. This is attributed to a whole of organisation focus on improving OHSW systems and practices and the ongoing dedication and commitment shown by the Museum’s OHS representatives.


Measure	Actual results 2011–12	Actual results 2013–14	Target 2013–14	Comment on result
Number of fatalities	0	0	0	No change. Target met.
Lost time injury and/or disease incidence rate ^[1]	3.59	0.48	0 or 10% reduction	Better than target
Lost time injury and/or disease severity rate ^[2]	28.57	0	0 or 10% reduction	Better than target
Percentage of injured workers returned to work within 13 weeks	(i) 75.00	100%	Greater than or equal to 80%	Full compliance Better than target
Percentage of injured workers returned to work within 26 weeks	(ii) 75.00	100%	Greater than or equal to 80%	Full compliance Better than target
Percentage of managers trained in occupational safety, health and injury management responsibilities	74.29%	84.44%	Greater than or equal to 80%	Better than target

^[1] Lost time injury and/or disease incidence rate is the number of claims lodged as a result of lost time for injury/disease where one day/shift or more was lost from work. The number of employees is the agency’s full-time equivalent (FTE) figure. The number of LTI/Ds is divided by the number of employees, then multiplied by 100.
The calculation is:
(Number of LTI and or Ds / Number of employees FTE) * 100
^[2] Lost time injury severity rate is a measure of incident or accident prevention and the effectiveness of injury management. The severity rate is the number of severe injuries (actual or estimated 60 days or more lost from work) divided by the number of lost time injury/disease claims (LTI/Ds) multiplied by 100. An injury resulting in death is considered to have accounted for 60 days or more lost.
The calculation is:
(Number of severe injuries / Number of LTI and or Ds) * 100