Queensland Art Gallery Annual Report 1995-96

A D M I N I S T R A T I O N & F I N A N C E PROGRAM • The Administration and Finance Program provides the corporate exhibition. This will also provide the first opportunity to operate an • services necessary to ensure the efficient and effective operation Exhibition Shop using the Bookscan computerised point-of-sale of the Gallery's programs and the achievement of the Gallery's software. As a result, end-of-day reports will be provided with objectives, comprehensive information on product sales and stock levels. This will provide vital sales and consumer purchasing statistics for the These services include: development of future merchandise. • • administration • commercial services The Gallery Shop coordinated the launch of the Souvenir book on • finance 21 June. Activities since the launch have concentrated on developing • human resources opportunities for distribution of the Souvenir to corporate and • information technology wholesale markets. Plans are underway for the Gallery Shop to • protection & services enhance its profile through involvement with the launch of other relevant art publications in Queensland. • Administration • A range of administrative services was provided, including records Finance management, reception, freedom of information requirements, This unit is responsible for providing advice on financial issues to the dispatch of outgoing mail/deliveries and the ordering and Board, the Director, Program Managers and other Gallery staff. provision of stationery and office supplies. Coordination of the The unit maintains all financial records, budgets, purchasing, implementation of enterprise bargaining initiatives impacting on capital equipment, investments and financial reporting. the Gallery also lies with this unit. • In accordance with the Public Finance Standards, the annual systems The Gallery's Corporate Plan for the period 1996-98 was appraisal for revenue, expenses, assets, liabilities, payroll, computer developed over a number of months and involved significant and systems, risk management and workplace health and safety was extensive consultation with staff. performed. This process ensures that the Gallery's financial systems and procedures are producing reliable information for decision- The previous Corporate Plan provided a platform for the Gallery making and are providing appropriate levels of control to prevent • to achieve a high level of success across a range of activities, losses, fraud, misappropriation and corruption. The 1996-98 Plan consolidates and extends the Gallery's focus with regard to the development of the Collection and the need As a result of the Gallery's Performance, Planning & Review process to provide a range of public programs for a diversity of users and the Gallery's 994-95 audit report, a review of the unit's and audiences. functions and procedures was undertaken. This resulted in the provision of an additional staff member, thus enabling the efficient • The Gallery continued to facilitate work experience for students, segregation of expenditure duties from revenue duties. with twenty placements during the year providing experience in various areas of the Gallery. The Gallery's computerised accounting system was altered to further improve the quality of financial reporting to the unit's clients. Commercial Services Following a comprehensive review of the operations of the Gallery During the year the unit generated a total of 5 400 cheques, • Shop by the Gallery Shop Manager, appointed in August 1995, a 3 300 receipts and 5 000 orders. Business and Marketing Plan was prepared for approval by the Executive Management Team. The plan outlined new strategic Human Resources directions for the Shop's financial growth and merchandise This unit provides support and advice to management and staff to development over the next three-year period. As part of this help maximise employees' contributions to the Gallery's objectives. review, the staffing structure was reorganised to include positions • responsible for specific product areas such as books, craft/art A more structured approach was taken to training and development • merchandise and Gallery-based merchandise and wholesaling, activities within the Gallery, with the endorsement of a Training and Development Policy. This outlines the Gallery's commitment An annual Merchandising Plan was developed which incorporates to relevant training and development so that employees have the work of Queensland and other Australian artists into the Gallery the knowledge and skills to meet both current and future needs. Shop product mix. The first of the new product lines (ceramics) The supporting procedure outlines the way this is to be achieved • was introduced in May and met with an enthusiastic response and clarifies responsibilities. Individual training plans are developed • from customers. during performance planning and/or through training needs analysis. A Training and Development Plan based on common Centenary Open Day activities included the Shop's 'Sale of the individual needs and corporate needs is then developed annually. Centenary', subsequently providing the opportunity to re-develop Priorities in the 1996 plan include enhancing skills in the areas and expand the most popular book categories, of project management and supervision, raising awareness in • relation to dealing with a range of people from different cultural Merchandise was sourced for the Exhibition Shop to be established backgrounds, and customer relations for the Protection and in association with the forthcoming 'Arthur Streeton 1867-1943' Services staff.