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Corporate governance

Our performance framework is supplemented by a comprehensive business planning framework that ensures we achieve high standards of governance and accountability. Business planning and performance reporting are fundamental to our delivery of the outcomes, programs and key performance indicators identified by government, and to the achievement of our strategic objectives.

Key corporate documents include:

  • NFSA: Strategic Vision for a Digital Archive
  • Corporate Plan 2019–20 to 2022–23
  • Collection Policy
  • NFSA Digitisation Strategy 2018–2025.

Operational plans are in place for each branch.

Business planning

We have an integrated business planning process for the development of the Corporate Plan, annual branch plans and the annual budget, with links to other key business processes. These include priority setting, workforce planning, risk assessment, resource allocation and development of individual work plans and development plans.

Policies and procedures

We have a range of policies and procedures in place covering employment, workplace health and safety, procurement, contract management, information services, emergency, business continuity and disaster recovery. We also maintain and update an agency-wide policy register.

Internal audit

During the year our internal auditor, KPMG, undertook a number of performance and compliance reviews as part of the Internal Audit Plan for 2019–20. Internal audit activity for this financial year focused on reviews of our:

  • Conservation standards
  • ICT general controls and disaster recovery
  • Collection valuation reporting and stocktake procedures
  • Collection accessioning and de-accessioning procedures.

Internal audit activity is monitored by the Audit and Risk Committee (see Our Committees, above).

External audit

Under section 43 of the PGPA Act, the Auditor-General is the external auditor of the NFSA. The Auditor-General, through the Australian National Audit Office, has audited the financial statements to ensure that they have been prepared in accordance with the Australian Accounting Standards and other requirements prescribed by the Public Governance, Performance and Accountability (Financial Reporting) Rule 2015. The financial statements are included in section 5 of this Annual Report.

Risk management

Formalised risk management is a central element of our operations and promotes a culture that supports the identification, mitigation and review of all strategic, operational and financial risks.

Risk identication occurs at several levels:

  • Strategic risks are identified by the management team through our business planning processes and captured on the risk register
  • Corporate or operational-level risks are identified through business planning, project planning and operational processes and captured on the risk register.

Monitoring of risk management occurs through:

  • Regular monitoring of outcomes by management
  • Regular review of identified risks by Senior Executive and branch heads
  • Audit and review of our activities by audit bodies
  • Contract management by business owners.

The Board and the Audit and Risk Committee receive regular risk analyses and mitigation reports.

Fraud control

Our Accountable Authority Instruction on Risk Management and Fraud Control is updated every two years, and our Audit and Risk Committee monitors internal controls and reporting on fraud incidents. In 2019–20, the NFSA had no fraud incident reports.