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72 Queensland Art Gallery Board of Trustees Annual Report 2013–14
GOVERNANCE
Information systems and recordkeeping
The Gallery is progressing towards compliance with the
provisions of the
Public Records Act 2002, Information
Standard 40: Recordkeeping
and
Information Standard 31:
Retention and Disposal of Public Records
.
In 2013–14, the Gallery continued the progressive
implementation of the Electronic Document and Record
Management System (eDRMS). To date, the system has
been rolled out to around 70 per cent of Gallery staff, with
implementation expected to be complete by the end of 2014.
Following implementation, the Gallery will develop a formal
Retention and Disposal Schedule for its core business records
for approval by the State Archivist. At this stage, only financial
records are periodically disposed of, in accordance with the
General Retention and Disposal Schedule for Administrative
Records — QDAN249 v.7.
The new record management system addresses both physical
and electronic records. Legacy records are largely paper-
based, but the majority of new records are electronic. Records
stored in the Gallery’s new record management system will be
retained in line with the Gallery’s formal retention and disposal
schedule, once approved. The Gallery is currently reviewing all
legacy records to ensure that they also are managed according
to this schedule. The Gallery is not aware of any breaches of
record security.
Human resources
Workforce planning, attraction and retention
As at 30 June 2014, the Gallery’s workforce was constituted
of 269 full-time equivalent staff. Its permanent separation rate
was 4.6 per cent.
The Gallery reviewed its organisational structure and analysed
various roles and role descriptions during the year in response
to its evolving workforce and strategic priorities. A revised
organisational structure will commence in 2014–15.
The Gallery’s retail operations staffing was reviewed during
the year, with a focus on the structure and rostering of Gallery
Store staff.
A key element of workforce planning during the year was
the development of a specific learning and development
framework aligned with the Public Service Commission’s
Capability and Leadership Framework, a comprehensive review
of human resources policies and the delivery of a dedicated
program of training to support the development of supervisors
and staff.
This training program comprised sessions addressing:
• working hours and leave management for supervisors
and staff
• reasonable management action program for supervisors
• recruitment and selection training for recruitment panels
• induction training for supervisors
• performance planning for supervisors and staff
• training for nominated Harassment Referral Officers.
Additional training opportunities were offered to all staff
through HR Lunchbox forums provided by the Corporate
Administration Agency on a range of topics, including
establishment management, understanding entitlements,
managing ill health in the workplace, applying for expressions
of interest and giving feedback. Gallery supervisors also
participated in training offered by the national organisation
beyondblue regarding mental health in the workplace.
A staff working group was established in December 2013
to lead the response to the Gallery’s results in the 2013
Working for Queensland survey conducted by the Public
Service Commission. The survey results identified areas such
as learning and development, performance assessment and
organisational leadership as areas for potential improvement
at the Gallery. The working group met on seven occasions
and developed recommendations in relation to key issues
identified in the survey. Initiatives implemented included:
improved communication of policy updates and additional
training about key policies, targeted information sessions about