Chapter 3—Report on performance

Output 1.1

Output 1.1 contributes to the achievement of the outcome by ensuring that the building is appropriately developed and maintained, and services are provided, in order to house and present programs and activities while conserving the building’s heritage values.

In 2008–09, as well as supporting existing operations, the agency successfully implemented a major program of capital works associated with redevelopment initiatives, the provision of appropriate building services, and the preservation of heritage values.

All performance measures set out in the 2008–09 Portfolio Additional Estimates Statements were met, many to a high degree, as Table 1 shows. The following sections provide more details of performance against the key performance indicators for Output 1.1.

Maintain Old Parliament House as a significant heritage site

The agency maintains the site of Old Parliament House, and conserves its heritage values, in keeping with legislative requirements and industry best practice for the care of heritage-listed sites. This includes strategic and operational planning, expert consultation, and specialised training for the occupants of the building.

Heritage Management Plan

The Heritage Management Plan for Old Parliament House and its curtilage satisfies obligations under the Environment Protection and Biodiversity Conservation Act 1999 (EPBC Act). The assessment of heritage values and the Statement of Heritage Significance contained in the plan draw on research undertaken for previous management plans and heritage analyses. The heritage values tables in the plan are the gazetted assessments of the site for the National Heritage List and Commonwealth Heritage List.

The plan provides a management and administrative framework that:

• ensures all the site’s heritage values are identified, well managed, interpreted and made available for community appreciation and enjoyment
• acts as a guide for managers and staff, underpinning and informing management decisions
• establishes a rationale for assessing proposed uses or actions against the heritage values, to ensure effective use and appropriate actions that protect and interpret those values
• allows for ongoing community consultation on issues and proposals relevant to heritage values, such as proposed redevelopments.

In 2008–09 the agency implemented the plan through the Heritage Actions Committee, heritage awareness training, conservation work, the Human Impact Management Program and the Collection Management Policy.

Heritage Actions Committee

The Heritage Actions Committee was established in January 2007 under the Heritage Management Plan. Its purpose is to discuss and determine appropriate measures for proposed actions and activities in and on the building and its curtilage. The committee membership is at Table 7.

The committee meets fortnightly to discuss proposals; make recommendations, including whether independent advice is required; and provide input to ensure decisions and actions will not have a significant adverse impact on heritage values. If an action proposal is determined by the committee to not be potentially adverse in its impact, it may be approved by the internal delegate.

Under its terms of reference, the committee may recommend that an action proposal be referred to the Minister for the Environment, Heritage and the Arts (or the minister’s delegate) for approval under ss. 26 and 28 of the EPBC Act if the action may, or is likely to, have a significant adverse impact on the listed heritage values of the place. The referral process is administered by DEWHA.

During 2008–09, the committee assessed 28 proposals, of which:

• 22 were assessed as posing no adverse impact on the heritage values and were approved by the internal delegate
• two were not approved, based on potential adverse impacts on the heritage values
• two were partially approved with conditions
• two were referred to the Minister for the Environment, Heritage and the Arts under the EPBC Act, as follows:
  • Referral 2008/4235, Refurbishment of the southeast wing Stage 2, was submitted to DEWHA on 2 July 2008. The minister’s delegate determined it to be a ‘controlled action’ on 5 August 2008. As a result, the proposal was revised by Old Parliament House and made available for public comment between 23 September 2008 and 16 October 2008. The revised proposal was submitted to the minister on 27 October 2008. The minister’s delegate approved the revised proposal on 19 December 2008.
  • Referral 2008/4457, New Cooling Tower Enclosure, was submitted to DEWHA on 16 September 2008. On 16 October 2008, the minister’s delegate determined the referral to be ‘not a controlled action’, allowing the proposal to proceed. The proposal was approved by the National Capital Authority, and subsequently by parliament under the Australian Capital Territory (Planning and Land Management) Act 1988 in December 2008.

Human Impact Management Program

The Human Impact Management Program was established in 2004 as a means of monitoring changes in the condition of the heritage fabric, fittings and collection items within the building. It involves checking the rate and severity of human impact on the heritage fabric.

In 2008–09, the agency undertook a study to analyse options for the conservation management of the leather cushions in the Senate and House of Representatives chambers. The study led to a sustainable management program, which includes monitoring, conservation and replacement of the cushions as necessary. This will allow visitors continued access to the chambers.

Heritage awareness training

Heritage awareness training for staff, tenants and contractors commenced in 2000 and has been continually improved and customised since then. The training, which is a requirement under the Heritage Management Plan, promotes cooperation with and respect for the heritage objectives set out in the plan. It ensures that people working on site are aware of heritage issues and obligations, and of ways to minimise their impact on the fabric of the building and its collections.

In 2008–09, relevant training was provided for 304 staff and contractors. Visiting school groups were also given instructions on ways to preserve the heritage values of the building.

Capital works program

The capital works program is closely linked with conservation management and the continuing maintenance works for the building. All works are planned and undertaken within the requirements and guidelines of the Heritage Management Plan. This ensures that the building is developed and maintained in accordance with its heritage significance.

Projects

The Capital Works Program 2008–09 was the most significant undertaken since the building reopened in 1992. Projects collectively worth $12.291 million were completed.

The bulk of the 2008–09 program related to the museum redevelopment, described in more detail in the section addressing the ‘Undertake capital works to facilitate redevelopment initiatives’ key performance indicator.

Other completed projects covered a wide range of areas and activities, including:

• refreshing the Electoral Education Centre area
• refreshing the caterers’ staff office area
• refurbishing the Senate Press Gallery offices
• upgrading mechanical services on the upper floor of the south-west wing
• improving fire services and storage in the basement of the south-west wing
• replacing carpet on the lower floor of the House of Representatives
• installing a new disabled access lift in the Café/Members Dining Room, and upgrading other lifts in the building
• installing bike racks for visitors and staff
• enhancing underfloor lighting and audio equipment
• upgrading roof access ladders and hatches
• painting the rear veranda and external surfaces
• undertaking conservation of the old kitchen to return it substantially to its 1988 condition (taking into account the irreversible changes that have occurred since 1988 and the state of the existing fabric).

These projects were drawn from the Life Cycle Cost Plan, which sets out indicative costs for the conservation, refurbishment and cyclical maintenance works required to maintain the building from 2007–08 to 2021–22.

The works were managed either by in-house program managers or by project managers and architects engaged through approved providers. Most building works were undertaken by firms on the agency’s Minor Works Panel. Where specialist expertise required to undertake particular tasks was not available through panel arrangements, appropriate tender processes were used.

‘Visitors will enjoy the contrast between the latest easy-to-use technology and the sumptuous antique surroundings of one of Australia’s grandest buildings. The museum is designed to be fun as well as informative and will appeal to a broad range of people from history buffs to families and school-aged children’

– Canberra Times 7 June 2009

Conservation Works Program

Table 2 provides examples of major projects completed under the Conservation Works Program in 2008–09. This program is developed annually based on upcoming Life Cycle Cost Plan projects, an assessment of needs, and the requirements of the Heritage Management Plan.

Table 2 Major conservation works, 2008–09

Area	Reason for project	Work performed	Images
Front doors	Exposure and wear and tear over time had caused components of the main front doors of the building to gradually break down.	Conservation involved a complex process of removing each component, cleaning out old adhesives and putty, removing glass, applying new adhesives and filling small gaps, then reassembling the doors, waxing the timber and reinstating the glass. Original fittings were used wherever possible.	Images: Front Doors during conservation work. Photo International Conservation Services
Chambers	The project was to install large showcases over two rows of seats in both the House of Representatives and the Senate chambers. The aim was to protect the seats from further wear while allowing for public access to previously inaccessible areas of the chambers, with benefits for associated interpretation, education and other programs.	The project involved the development and installation of prototypes prior to the manufacture and installation of the acceptable final design.	Images: Before installation of showcases and after. Photos Conservation Works Pty Ltd.
Kitchen	The Hot Press, a steam-heated cabinet for crockery and prepared food, is the only element of the original kitchens that was installed for the 1927 opening and remained functional until parliament left the building in 1988. It has been conserved as part of the process of opening up the original kitchens for display and limited use.	Conservation work was carried out to stabilise corrosion, conserve the surfaces of the Hot Press, make safe its asbestos elements and improve its general appearance. At the same time, care was taken to preserve evidence of the historical use of the press.	Image: Kitchen following conservation of Hot Press. Photo Conservation Works Pty Ltd.

Other conservation works completed or commenced during the year included:

• analysis of the structural integrity of the building’s external render, and development of recommendations for treatment—appropriate treatment was carried out on the render on the building’s north face
• protection and conservation of heritage elements of the courtyard and gardens during the redevelopment of the south-east wing
• commencement of the partial reconstruction of the Opposition Party Room and Office of the Leader of the Opposition spaces.

Because of other priorities, particularly the extensive works undertaken as part of the redevelopment initiatives, it was not possible to carry out planned conservation work on the Strangers Gallery (now the Downstairs Gallery) floor. This is expected to be undertaken in 2009–10.

Undertake capital works to facilitate redevelopment initiatives

As noted under ‘Capital Works Program’, the bulk of the extensive works undertaken in 2008–09 related to the implementation of redevelopment initiatives.

The main aspects were:

• redevelopment of the south-east wing
• development of new cooling towers and plant behind the building.

The redevelopment of the south-east wing is described in a case study in this chapter.

The need for new cooling towers and plant arose because:

• the reopening of many areas of the building in recent years had resulted in significant increases in heating and cooling loads, which would be further increased by the opening of the redeveloped south-east wing
• the existing plant had reached the end of its serviceable life
• adequate cooling and heating are essential both to support Old Parliament House’s daily operations and to meet the agency’s obligations under the EPBC Act.

Several design options were investigated. It was determined that the approach most in keeping with the heritage needs of the building was to build a new external enclosure, at the rear of the building, to accommodate new units that would supplement the old plant.

Permission for the project to proceed was granted by the delegate of the Minister for the Environment, Heritage and the Arts, who found that it was ‘not a controlled action’ under the EPBC Act. The project was also approved by the National Capital Authority, which submitted the proposal to the Joint Standing Committee and sought and obtained parliamentary approval for the project as the works were within the Parliamentary Zone.

The new enclosure is located at the eastern side of the rear of the building, adjacent to its rear walkways, and houses the new plant and equipment. Its location mirrors that of the existing enclosure on the western side. The new enclosure was completed in April 2009 and the new plant was commissioned in May 2009.

 

Ensure safety, meet standards and improve access

Old Parliament House adhered to relevant legislation, guidelines and organisational plans in delivering Output 1.1 in 2008–09. In particular:

• All new capital works projects were undertaken in accordance with relevant legislation, works codes, standards and policies.
• All contracted services were sourced through appropriate tender processes, and in accordance with all the relevant requirements of the Commonwealth Procurement Guidelines.
• An Occupational Health and Safety Policy which outlines the health and safety management arrangements for the agency, compliant with s.16 of the Occupational Health and Safety Act 1991, was adopted. New workplace consultative arrangements were put in place, a designated workgroup was identified, health and workplace representatives were appointed and a committee was established to oversee health and safety matters. More details are provided in the ‘Management and accountability’ section.

While no agency-wide access studies were carried out during 2008–09, a number of specific projects were undertaken that significantly improved visitor access. The redevelopment initiatives implemented under the Capital Works Program 2008–09 included a major upgrade of directional facilities for visitors, including the introduction of a uniform system of signage, with Braille messages on some signs. Disabled access was also improved by installing a lift in the Café/Members Dining Room area and upgrading other existing lifts.

• About the report
• Letter of transmittal
• Contents
• Chapter 1: Director’s review
• Chapter 2: Agency overview
  • Role and functions
  • Governance framework
  • Organisational structure
  • Outcome and output structure
• Chapter 3: Report on performance
  • Outcome 1
  • Output 1.1
  • Output 1.2
• Chapter 4: Management and accountability
  • Overview
  • Corporate governance
  • External scrutiny
  • Human resources management
  • Information management
  • Assets management
  • Procurement
• Chapter 5: Financial statements
  • Summary of financial management and performance
• Appendices
• References