QVMAG Governance 2017: CONTEXT LINKS

Reference links

Auditor General’s report March 2015 … http://www.audit.tas.gov.au/wp-content/uploads/TMAG.pdf

MERCURY: Auditor-General calls on Tasmanian Museum and Art Gallery to lift its game … http://www.themercury.com.au/news/tasmania/auditorgeneral-calls-on-tasmanian-museum-and-art-gallery-to-lift-its-game/news-story/6316b08ef7d56988d1cf4d5a2ce1a7c1

QVMAG Community of Ownership & Interest … http://qv7250ownership.blogspot.com.au/2010/11/qvmags-community-of-ownership-and_14.html <http://qv7250ownership.blogspot.com.au/2010/11/qvmags-community-of-ownership-and_14.html

Ratepayers' QVMAG Posts Over Time:2010 > 2017... https://tasratepayers.blogspot.com.au/2017/10/lccs-recalcitrance-in-regard-to-qvmags.html

QVNAG GOVERNANCE OPEN LETTER (2015) ... https://openletter7250-1qvmag.blogspot.com.au/

QVMAG: Branding & Ownership Issues ,,, https://qvmaggovernance2017.blogspot.com.au/p/branding-ownership.html

In August 2015 a LCC committee presented Council with a report – Attachment 1 - QVMAG Review (16 pages) - City of Launceston https://www.launceston.tas.gov.au/.../2015/...aug-2015/city-of-launceston-council-agend...Aug 24, 2015 - QVMAG Review - 22.07.2015. INTRODUCTION. This report was prepared by the Committee appointed by the City of Launceston Council (CoL).

Local Govt. purpose … https://www.lgat.tas.gov.au/page.aspx?u=226

Australian Olympic Committee told to overhaul culture following review … http://www.abc.net.au/news/2017-08-24/aoc-told-to-overhaul-culture-following-review/8838546

LINK: GOOD GOVERNANCE GUIDE FOR LOCAL GOVERNANCE
http://www.dpac.tas.gov.au/__data/assets/pdf_file/0018/271170/Good_Governance_Guide_May_2016.pdf

CONTEXT

COUNCIL AGENDA Monday 16 October 2017

Item7.1.3 Public Questions on Notice - Mr Ray Norman - 2 October 2017 FILE NO: SF6381

GENERAL MANAGER: Michael Tidey (Acting General Manager)

QUESTIONS and RESPONSES: The following questions were submitted in writing by Mr Ray Norman on 2 October 2017 and responses have been provided by the Acting General Manager Michael Tidey (italics).... [CLICK HERE FOR RECORD ]

BACKGROUND

What’s being put at risk here?

• Firstly, there is the $4Million annually that Council levies ratepayers, indeed conscripts from ratepayers, that enables the QVMAG to operate.

• Secondly, there is the issue of adequate access to the Inveresk site by either constituents or the city’s visitors & the viability of the institution as a cultural tourism destination.

• Thirdly, there is the issue of cultural tourism and its trivialisation in respect to the city’s economy going forward and ratepayer’s income , social and cultural opportunities along with all that.

• Fourthly, there is $240Million plus invested in the QVMAG collections that are being held in trust as a component of the ‘national estate’.

And, then there are the flow on consequences of all these things that are as yet unforeseen but are nonetheless inevitable.

Concerningly, before he left his post, the now resigned Launceston GM, Robert Dobrzynski, stated his position relevant to Council determining that that the QVMAG should have a stand-alone board of governance/management/trusteeship.

He wrote to me saying “ The matter of appointment of Trustees to manage the QVMAG could only occur if the Council transferred all its QVMAG assets to such trustees. Failing this occurring, all QVMAG assets fall under the authority of the General Manager. Any motions of Council that contradict this position are unenforceable. These matters have been confirmed by senior legal advice some time ago.”

Not only is this “advice”, and only advice, it is contestable and the aldermen/trustees could have, indeed should have, tested the advice to ensure its credibility in regard to their purpose in making the policy determination given its strategic significance and all that the QVMAG's Community of Ownership & Interest (including stakeholders) have invested in the QVMAG as an institution.

ENDNOTE: The role of 'trustees' is not to "manage" an institution such as QVMAG, rather it is to 'govern' the institution. That is to determine policies and strategies leaving 'management' to implement those policies, and employ those strategies, determined by the 'trustees' on behalf of the ownership – Community of Ownership & Interest.

[XO] • [YO]

Pages

CONTEXT LINKS

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