Role Description

Chief Audit Executive

Cluster Enterprise, Investment & Trade
Agency Australian Museum
Division/Branch/Unit Corporate Resources
Role number 51002750
Classification/Grade/Band Clerk Grade 11/12
Senior executive work level standards Not Applicable
ANZSCO Code 111211
PCAT Code 1119192
Date of Approval July 2022
Agency Website https://australian.museum

Agency overview
Australian Museum (AM) is located on the homelands of the Gadigal people. The AM acknowledges and pays
respect to the Gadigal people as the custodians of the land, sky and waterways, paying respect to Elders past,
present.

The Australian Museum (AM) operating within the NSW Department of Enterprise, Investment & Trade cluster,
is the first museum in Australia and was founded in 1827. The AM provides access, engagement and scientific
research to increase our understanding of natural history and culture, particularly of the Australasian region.
The AM holds more than 22 million objects of biological, geological and cultural collections and develops
programs, exhibitions and school and community education initiatives onsite, online and offsite.

The AM mission is: To ignite wonder, inspire debate and drive change.

The AM vision is: To be a leading voice for the richness of life, the Earth and culture in Australia and the
Pacific. We commit to transform the conversation around climate change, the environment and wildlife
conservation; be a strong advocate for First Nations’ culture; and continue to develop world-leading science,
collections, exhibitions and education programs.

For more information, visit the website.

Primary purpose of the role

The Chief Audit Executive manages the internal audit function for AM, coordinating audit investigations,
advising the Director and CEO, Chair and the AM’s Audit Risk Committee and Board, and implementing the
audit methodology for AM. The role ensures AM’s compliance with relevant Charters, Treasury guidelines, the
International Standards for the Professional Practice of Internal Auditing and other relevant policies.

Key accountabilities

1
 • Manage and coordinate the confidential Internal Audit function reporting to the AM Director and CEO,
the AM’s Audit and Risk Committee and the AM Board on the integrity of internal audit systems,
consistent with Treasury guidelines
• Ensure that the AM Audit and Risk Committee’s charter is consistent with Treasury guidelines,
coordinate and perform concurrent audits, special projects and investigations and manage any
contracted external auditors, to ensure completion within required deadlines and quality standards
• Facilitate post-implementation follow up of audit recommendations and identify and report on the status
of audit activities and the annual internal audit program to the Audit and Risk Committee
• Develop and implement audit policies, annual audit plans and processes, including associated audit
tactics and projects, and develop and maintain a control program for the prevention of fraud and
corruption within the AM
• Liaise with oversight and regulatory agencies such as NSW Treasury and the Audit Office to ensure
compliance with associated policies, standards and legislation
• Partner with managers and internal clients to facilitate audit outcomes, appraise implementation of audit
recommendations, and provide advice regarding audit and governance principles to foster a culture of
integrity and professionalism
• Provide independent assessment of the quality of internal controls, business processes and areas
investigated and make recommendations on continuous improvement

Key challenges

• Ensuring audit activities, processes and systems are independent of operational management and are
transparent and accountable
• Balancing the need for an open, collegiate working relationship with internal clients while retaining an
independent regulatory posture; and providing cogent advice to the Director and CEO on probity issues
• Planning, conducting and managing audits, investigations and special projects while maintaining
current standards for professional audit practice

Key relationships

Who Why
Internal
CEO • To report administratively on the operational management of the
functionally independent Internal Audit (IA) program
Members of the Audit and Risk • Provide strategic direction and accountability for the IA function and
Committee secretariat support
CFO • Provide advice and seek information and guidance with regard to the IA
program
Executive and management teams • Provide advice on Internal Audit issues, the progress of the IA plan to
monitor and ensure the implementation of recommendations of accepted
Audit outcomes
• Work collegially to develop an Internal Audit plan and work program,
monitoring the implementation of recommendations from accepted Audit
Reports
External
Contracted internal audit provider • Manage the provider regarding contract deliverables, audit issues,
performance and reporting requirements

Role Description Chief Audit Executive 2

Who Why
Professional peers • Maintaining currency and professional knowledge with regard to current
audit processes and methodologies, fraud, corruption and new
technologies
Independent departmental agencies • Provide high quality advice and audit services in accordance with
Service Level Agreements

Role dimensions
Decision making
• Defines the internal audit program and ensures all audits undertaken by the contracted auditor comply
with relevant audit standards, Treasury Policy and professional practice
• Exercises financial and non-financial delegations with regard to the audit function and implements
Treasury and Audit Office directives and policy
• Assesses and reviews compliance with audit recommendations, provides advice to the Director and
CEO and Audit and Risk Management Committee on complex audit issues

Reporting line
Chief Financial Officer for daily management functions and Chair, Audit and Risk Committee for strategic
direction and all internal audit activities

Direct reports
Nil

Budget/Expenditure
TBA

Essential requirements
Appropriate professional qualifications (such as those recognised by the Institute of Internal Auditors, CPA
Australia or the Institute of Chartered Accountants) and/or demonstrated high level experience for the oversight
of an internal audit function, and the skills, knowledge and personal qualities that can ensure the credibility and
acceptance of the internal audit function.

Capabilities for the role

The NSW public sector capability framework describes the capabilities (knowledge, skills and abilities) needed to
perform a role. There are four main groups of capabilities: personal attributes, relationships, results and
business enablers, with a fifth people management group of capabilities for roles with managerial
responsibilities. These groups, combined with capabilities drawn from occupation-specific capability sets where
relevant, work together to provide an understanding of the capabilities needed for the role.

The capabilities are separated into focus capabilities and complementary capabilities.

Role Description Chief Audit Executive 3

Focus capabilities
Focus capabilities are the capabilities considered the most important for effective performance of the role.
These capabilities will be assessed at recruitment.
The focus capabilities for this role are shown below with a brief explanation of what each capability covers and
the indicators describing the types of behaviours expected at each level.

FOCUS CAPABILITIES
Capability Capability name
group/sets
Display Resilience and
Courage
Be open and honest, prepared
to express your views, and
willing to accept and commit to
change
Act with Integrity
Be ethical and professional, and
uphold and promote the public •
sector values
Commit to Customer Service
Provide customer-focused
services in line with public sector
and organisational objectives
Behavioural indicators Level
• Be flexible, show initiative and respond quickly Adept
when situations change
• Give frank and honest feedback and advice
• Listen when ideas are challenged, seek to
understand the nature of the comment and
respond appropriately
• Raise and work through challenging issues and
seek alternatives
• Remain composed and calm under pressure and
in challenging situations
• Model the highest standards of ethical and Advanced
professional behaviour and reinforce their use
Represent the organisation in an honest, ethical
and professional way and set an example for
others to follow
• Promote a culture of integrity and
professionalism within the organisation and in
dealings external to government
• Monitor ethical practices, standards and systems
and reinforce their use
• Act promptly on reported breaches of legislation,
policies and guidelines
• Promote a customer-focused culture in the Advanced
organisation and consider new ways of working
to improve customer experience
• Ensure systems are in place to capture customer
service insights to improve services
• Initiate and develop partnerships with customers
to define and evaluate service performance
outcomes
• Promote and manage alliances within the
organisation and across the public, private and
community sectors
• Liaise with senior stakeholders on key issues
and provide expert and influential advice
• Identify and incorporate the interests and needs
of customers in business process design and
encourage new ideas and innovative approaches
• Ensure that the organisation’s systems,

Role Description Chief Audit Executive 4

FOCUS CAPABILITIES
Capability Capability name
group/sets
Demonstrate Accountability
Be proactive and responsible for
own actions, and adhere to
legislation, policy and guidelines
Finance
Understand and apply financial
processes to achieve value for
money and minimise financial
risk
Procurement and Contract
Management
Understand and apply
procurement processes to
ensure effective purchasing and
contract performance
Role Description Chief Audit Executive
Behavioural indicators Level
processes, policies and programs respond to
customer needs
• Design and develop systems to establish and Advanced
measure accountabilities
• Ensure accountabilities are exercised in line with
government and business goals
• Exercise due diligence to ensure work health
and safety risks are addressed
• Oversee quality assurance practices
• Model the highest standards of financial probity,
demonstrating respect for public monies and
other resources
• Monitor and maintain business-unit knowledge of
and compliance with legislative and regulatory
frameworks
• Incorporate sound risk management principles
and strategies into business planning
• Apply a thorough understanding of recurrent and Advanced
capital financial terminology, policies and
processes to planning, forecasting and budget
preparation and management
• Identify and analyse trends, review data and
evaluate business options to ensure business
cases are financially sound
• Assess relative cost benefits of various
purchasing options
• Promote the role of sound financial management
and its impact on organisational effectiveness
• Obtain specialist financial advice when reviewing
and evaluating finance systems and processes
• Respond to financial and risk management audit
outcomes, addressing areas of non-compliance
in a timely manner
• Apply legal, policy and organisational guidelines Adept
and procedures relating to procurement and
contract management
• Develop well-written, well-structured
procurement documentation that clearly sets out
the business requirements
• Monitor procurement and contract management
processes to ensure they are open, transparent
and competitive
• Be aware of procurement and contract
management risks, and actions to manage or
mitigate risk in monitoring contract performance
• Evaluate tenders and select providers in an
5
FOCUS CAPABILITIES
Capability Capability name
group/sets
Project Management
Understand and apply effective
planning, coordination and
control methods
Complementary capabilities
Complementary capabilities are also identified from the Capability Framework and relevant occupation-specific
capability sets. They are important to identifying performance required for the role and development
opportunities.
Note: capabilities listed as ‘not essential’ for this role are not relevant for recruitment purposes however may be
relevant for future career development.
COMPLEMENTARY CAPABILITIES
Capability Capability name
group/sets
Manage Self
Value Diversity and Inclusion
Communicate Effectively
Work Collaboratively
Influence and Negotiate
Role Description Chief Audit Executive
Behavioural indicators Level
objective and rigorous way, in line with
established guidelines and principles
• Escalate procurement and contract management
issues, where required
• Understand all components of the project Adept
management process, including the need to
consider change management to realise
business benefits
• Prepare clear project proposals and accurate
estimates of required costs and resources
• Establish performance outcomes and measures
for key project goals, and define monitoring,
reporting and communication requirements
• Identify and evaluate risks associated with the
project and develop mitigation strategies
• Identify and consult stakeholders to inform the
project strategy
• Communicate the project’s objectives and its
expected benefits
• Monitor the completion of project milestones
against goals and take necessary action
• Evaluate progress and identify improvements to
inform future projects
Description Level
Show drive and motivation, an ability to self-reflect Adept
and a commitment to learning
Demonstrate inclusive behaviour and show respect Intermediate
for diverse backgrounds, experiences and
perspectives
Communicate clearly, actively listen to others, and Advanced
respond with understanding and respect
Collaborate with others and value their contribution Adept
Gain consensus and commitment from others, and Adept
resolve issues and conflicts
6
COMPLEMENTARY CAPABILITIES
Capability Capability name Description Level
group/sets
Deliver Results Achieve results through the efficient use of resources Adept
and a commitment to quality outcomes
Plan and Prioritise Plan to achieve priority outcomes and respond Adept
flexibly to changing circumstances
Think and Solve Problems Think, analyse and consider the broader context to Advanced
develop practical solutions
Technology Understand and use available technologies to Intermediate
maximise efficiencies and effectiveness

Role Description Chief Audit Executive 7