Sydney Living Museums - Annual

Historic Houses Trust of New South Wales

ANNUAL REPORT 2016–2017

CONTENTS

Acknowledgment of Country 2

From the Chairman 4

From the Executive Director 5

Highlights 2016–17 6

Performance overview 8

Our vision, mission, values and approach 10

CORPORATE GOVERNANCE 12

Our museums 13

Endangered Houses Fund 21

Board of Trustees 23

Senior management structure 28

SLM divisions 30

Organisational chart 31

Volunteers 32

Foundation for the Historic Houses Trust of NSW 32

Strategic Plan development 33

FIVE PILLARS 34

Increasing visitation 34

Deepening engagement 52

Investing in our assets 72

Growing revenue streams 92

Investing in people and culture 100

APPENDICES 110

HHT FINANCIAL STATEMENTS 133

Program supporters & partners 198

Admission fees & contacts 200

Index 202

Corporate partners 204

Picture credits 205

The Historic Houses Trust of NSW, incorporating Sydney Living Museums, cares for significant historic places, buildings, landscapes and collections. It is a statutory authority of, and principally funded by, the NSW Government.

SYDNEY LIVING MUSEUMS Head Office The Mint 10 Macquarie Street Sydney NSW 2000

T 02 8239 2288 F 02 8239 2299 E [email protected] TTY 02 8239 2377 (telephone for people with hearing disabilities)

This report and all our programs are published on our website sydneylivingmuseums.com.au

The Hon Don Harwin MLC

Minister for Resources, Minister for Energy and Utilities, Minister for the Arts, Vice-President of the Executive Council Level 15, 52 Martin Place SYDNEY NSW 2000

Dear Minister

On behalf of the Board of Trustees and in accordance with the provisions of the Annual Reports (Statutory Bodies) Act 1984, the Public Finance and Audit Act 1983 and the Public Finance and Audit Regulation 2015, we submit for presentation to Parliament the Annual Report of Sydney Living Museums under the statutory authority of the Historic Houses Trust of New South Wales for the year ending 30 June 2017.

Yours sincerely

Michael Rose am Mark Goggin Chairman Executive Director

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ANNUAL REPORT 2016–17 CONTENTS

ACKNOWLEDGMENT OF COUNTRY

Our museums and places are on Aboriginal land. We acknowledge the First Nations Peoples, the traditional custodians, and we pay respect to the Elders, past and present, and extend that respect to all Aboriginal and Torres Strait Islander peoples.

We understand and appreciate that Aboriginal peoples have deep and continuing cultural attachment to Country and are the rightful interpreters of their history and heritage. In this spirit, SLM values the diversity of Aboriginal connections to the places and landscapes we care for and is informed by the Aboriginal cultural heritage and identity that underpin SLM’s museums and places.

This recognition guides the ways in which we create contemporary conversations and experiences at each of our sites.

Darug culture rock painting by Muru Mittigar artist Rhiannon Wright displayed at the Eel Festival. Photo © James Horan for Sydney Living Museums

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ANNUAL REPORT 2016–17 INTRODUCTION

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Above and opposite Michael Rose am; Mark Goggin. Photos © James Horan for Sydney Living Museums

FROM THE CHAIRMANMichael Rose am

FROM THE EXECUTIVE DIRECTORMark Goggin

The past year has been characterised by deepening engagement with our audiences and stronger connections with the precincts and communities in which our properties are located.

I am particularly proud of two of our activities highlighted in this Annual Report.

The first is the ongoing implementation of an Aboriginal Action Plan. This calls for our organisation to emphasise the historic values of our properties and speak directly of the Eora, Darug and Dharawal cultures and the landscapes in which they are built. At the core of the Plan are the calendar of Aboriginal cultural events and an Aboriginal Advisory Committee, which helps us connect with Aboriginal people and communities in ways that are respectful of both Aboriginal history and contemporary Aboriginal culture (see pages 66–7). The objective is to develop a deeper understanding of the country in which our 12 properties are situated. In its second year, the cultural calendar of events has seen new audiences engage with SLM and provided new opportunities for existing audiences to ‘experience a whole other life’. In the process, we have deepened our own understanding of our sites and their significance.

The second aspect is the enhanced positioning of our properties in the precincts in which they are located. Whether it be The Mint and the Hyde Park Barracks as part of convict-era Macquarie Street; the Museum of Sydney on the site of Sydney’s first Government House and a neighbour of the sandstone edifices of Bridge Street; or Rouse Hill estate, capturing our early agricultural history in one of Sydney’s urban growth areas, each property is defined by a sense of place. This sense of place is central to the narrative and experiences we offer at each site.

Key to the understanding of Sydney is the layering of built and natural heritage cutting across time, and the layering of stories, from the ancient story of Country to that of a dynamic contemporary city made up of over 200 nationalities.

We are also conscious of the contribution museums and heritage make to the NSW economy. Cultural and heritage tourism generates over $11 billion annually, and culture and heritage travellers represent close to 60% of all international

tourists; the most popular cultural heritage activity is ‘to visit history/heritage buildings, sites or monuments’. As the Director-General of UNESCO remarked in a recent Culture urban future summary, ‘tangible and intangible heritage are integral parts of a city’s identity, creating a sense of belonging and cohesion’. We are keen to work with government and our cultural sector partners to enhance Sydney’s identity and reputation.

The past year has seen the repositioning of SLM within the NSW Government structure. In late January, coinciding with the appointment of The Hon Don Harwin MLC as Minister for the Arts, SLM joined the State Cultural Institutions within the Arts portfolio. Minister Harwin has shown a keen interest in our activities and has been a visitor to a number of our properties and events. On behalf of the Trustees, I would like to express our appreciation to Minister Harwin and also thank the Minister for Heritage and Environment, The Hon Mark Speakman SC MP, for his support and guidance while SLM was part of his portfolio responsibilities.

During the year we said farewell to two Trustees, Alastair Baxter, who had brought great energy and expertise to the boards of both the Trust and our Foundation, and Professor Grace Karskens, who, as one of Australia’s leading historians, added so much to the scholarship, intellectual integrity and historical focus of our organisation. I would like to thank both Al and Grace for their outstanding contributions and I look forward to their ongoing connections to SLM.

Finally, I express my appreciation for the work of the Executive Director, his Executive Team and the staff and volunteers who have contributed to the many achievements of the past year. Their knowledge, passion and genuine welcome to all our visitors are a most important part of the way in which our properties, and their stories, are shared.

Michael Rose am, Chairman

A focus of the past 12 months have been initiatives to position SLM as a contemporary institution that offers unique, considered perspectives on the layers of our shared history.

Two examples exemplify this. The Demolished Sydney exhibition at the Museum of Sydney invited reflection on the way in which building development and urban change have had regard for preserving buildings that document the city’s mix of Georgian, Victorian, Art Deco, industrial and modernist architecture. The ways in which we navigate the tension between renewal and the need to preserve heritage and character were brought to light through the revealing content of this exhibition.

The first event of SLM’s series Aboriginal Sydney Speaks reflected on Governor Bourke’s 1835 Proclamation, made at the first Government House, now the site of the Museum of Sydney. This was the first official document to assert the concept of terra nullius, which sat at the heart of British occupation of Australia.

A panel of leading Aboriginal academic and cultural leaders explored the legacy of Governor Bourke’s proclamation in engaging, moving and at times provocative ways, and contributed to a larger interpretation project about the site of first Government House at the Museum of Sydney.

Museums are uniquely placed to draw on collections, archives and libraries, exhibitions and programs to contribute fresh perspectives on contemporary issues. Our repositioning as Sydney Living Museums, which commenced in 2013, is now realising the ambition to position us as a unique institution, with multiple venues linked by the narrative of place that informs each.

This approach is evident in the five ‘pillars’ that provide structure for portfolio and team business plans, and the reporting structure for this Annual Report. They commit us to become a leader in culturally activated heritage assets, to be an outwardly engaged organisation that nurtures partnerships and collaborations, and to build diverse audiences that are local, regional and international.

The Sydney Open program exemplifies these ambitions. In its 12th year, the program attracted a record attendance of over 7700 ticketholders across the weekend, representing a 7% increase on 2015, and 20% on 2014.

Key sites included Two International Towers, the EY Centre at 200 George Street, Macquarie Bank’s offices at No 1 Martin Place, the Calyx structure in the Royal Botanic Garden and an architect’s studio in the heritage-listed former woolstore on pier 8/9 at Walsh Bay. To mark the bicentenary of the NSW Government Architect’s Office and the Rum Hospital at The Mint, the program featured over 20 buildings designed and built by the Government Architect, from Francis Greenway’s St James’ Church of 1822 to the MCA’s Mordant Wing, completed in 2012.

SLM has enhanced its reputation for diverse and high-quality learning programs. Of note is the completion of the two-year Unlocking Heritage pilot project, which assisted over 22,000 primary school students to participate in a heritage learning program at our sites, either through a Travel Subsidy for those from identified socioeconomically disadvantaged schools or a unique Convict Sleepover for schools from remote and regional NSW.

Intergenerational experiences designed to support shared learning were a feature of programs developed for children and families at the Justice & Police Museum. In the historic courtroom, participants role-play the legal process to determine a person’s guilt or innocence, based on colourful cases from our criminal history.

A particularly impressive outcome has been the quality of staff engagement in workshops to develop the Strategic Plan for 2017–22. The extent to which staff from across the museums identify with the values and objectives outlined in the repositioning of SLM four years ago was notable. The Plan provides the framework for effective collaboration across the organisation to conceive and deliver programs, and to foster creative partnerships with other organisations aligned to a mission and purpose.

I pay tribute to the Board of Trustees for their wisdom and guidance over the past 12 months, and to the Executive Team, staff and volunteers who have worked with great commitment to deliver the achievements recorded in this report.

Mark Goggin, Executive Director

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JULY OCTAUG NOVSEPT DEC

Bicentenary of the Rum Hospital

Whale Festival at Vaucluse House

The Artist & the Botanical Collector: The Lost Works of

Lovegrove and Bäuerlen opens at the Museum of Sydney

Demolished Sydney opens at the Museum of Sydney

Spring Harvest Festival at Elizabeth Farm

Christmas Fare at the Hyde Park Barracks Museum

HIGHLIGHTS 2016–17

JAN APRFEB MAYMAR JUNE

A new suite of activities implemented at the Justice & Police Museum

Refurbishment of Vaucluse House drawing and orientation rooms unveiled

Unlocking Heritage recommences for 2017

Aboriginal Sydney Speaks at the Museum of Sydney

Sound Heritage at Elizabeth Bay House

Winter Solstice at Elizabeth Bay House

Top, left to right Panoramic views of Port Jackson (detail), Major James Taylor, 1820. Reprinted by Tim McCormick, 1988, from original copper plates held by the State Library of NSW; 1. Cassia australis [Senna barronfieldii] and 2. unidentified grass (detail), Gertrude Lovegrove, c1888, watercolour. Caroline Simpson Library & Research Collection, Sydney Living Museums; Spring Harvest Festival. Photo © James Horan for Sydney Living Museums; Above, left to right Justice & Police Museum. Photo © James Horan for Sydney Living Museums; Students from Athelstane Public School participating in education program Life at the Barracks: Convicts and Migrants, Hyde Park Barracks Museum. Photo © James Horan for Sydney Living Museums; Theo Small (flute), Professor Neal Peres da Costa, Esther Kim (piano) and Jemma Thrussell (cello) from the Sydney Conservatorium of Music, at Elizabeth Bay House. Photo © James Horan for Sydney Living Museums

Top, left to right Djaadjawan Dancers and Ngaran Ngaran Culture Awareness at the Whale Festival. Photo © Stuart Miller for Sydney Living Museums; Museum of Sydney. Photo © James Horan for Sydney Living Museums; Christmas Fare. Photo © James Horan for Sydney Living Museums; Above, left to right Vaucluse House drawing room. Photo © Jamie North for Sydney Living Museums; Samuel Wagan Watson (left) and Bruce Pascoe. Film still © Sydney Living Museums; Winter Solstice. Photo © James Horan for Sydney Living Museums

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VISITATION

SELF-GENERATED REVENUE

$7.544 million$26.579 million $281.442 million

67.3% Personnel services 24.6% Other operating costs 4.2% Maintenance 3.1% Depreciation 0.2% Contract staff 0.7% Insurance

31.51% Commercial services* 17.22% Donations and sponsorships 31.76% Admissions 7.41% Programs and exhibitions†

5.24% Retail 3.22% Investments 3.65% Other income

* Commercial services include venue hire, catering, and rental income from commercial leases.

† Programs and exhibitions include public programs such as Sydney Open, exhibitions and touring exhibitions.

83.4% Land and buildings 11.2% Collection assets 3.8% Cash and cash equivalents 1.5% Other assets†

* The total assets include $13.795m in restricted assets which represent bequests and donations held by the Trust to be used in accordance with the deed of trusts, caveats and other documents governing these funds.

† Other assets include intangible assets ($1.641m), trade and other receivables ($1.634m), inventories ($163,000), and plant and equipment ($855,000).

EXPENDITURE 2016–17 SELF-GENERATED REVENUE 2016–17 TOTAL ASSETS AS AT 30 JUNE 2017*

July 2012 – June 2017

July 2012 – June 2017

Outreach and touring exhibition visitation Property visitation

592,518

2012

–13

647,051

2013

–14

700,667

2014

–15

1,010,894

2015

–16

1,107,471

2016

–17

$9.102m$6.474m

2013

–14

2012

–13

$7.751m

2014

–15

$8.798m

2015

–16

$7.544m

2016

–17

PERFORMANCE OVERVIEW

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OUR VISIONA future for the past.

OUR MISSIONTo care for significant places, buildings, collections and landscapes with integrity, and enable people to enjoy and learn about them.

OUR VALUES• Integrity – We speak and act honestly,

recognise mistakes and learn from them. We do things that are right for SLM, and we consistently do what we say we will do.

• Passion – We care about SLM and what the organisation stands for and want to share that with others.

• Accountability – We take personal responsibility for and ownership of problems and act conscientiously. We respond to the needs of our customers and others.

• Fun – We wear our professionalism

lightly. We are serious about what we do and stand for but aim to have fun on the journey.

• Teamwork – We trust and respect each other, we listen, and we are fair, constructive and supportive. We actively contribute to improving the way we do business and value the contributions of others.

OUR APPROACHOur commitment to our audience is to maintain the museums, landscapes and collections with integrity while presenting the narrative of each in contemporary, compelling and relevant ways. We bring a considered and thoughtful approach to revealing the contemporary currency in places and things, and providing pleasure and enthusiasm for learning.

Our museums are held ‘in trust’ for future generations. Each has an individual plan for its conservation and management that embraces the specific qualities, significance and histories of that place and guides the approach to activities there. Our role is to give our properties and places a future as valuable as their past.

Rouse Hill House & Farm. Photo © Stuart Miller for Sydney Living Museums 11 10


Sydney Living Museums (SLM) is a leading government agency with responsibility for conserving, managing, interpreting and activating places and sites of local, national and international significance.

SLM was established in 1980 under the Historic Houses Act (NSW). From 1980 to 2013 it was known by its corporate name, the Historic Houses Trust of New South Wales (HHT). Following a significant review of structure and operations in 2013, it has been known as Sydney Living Museums. As the Act has not been amended to reflect the name change, the financial statements included in this report retain the name Historic Houses Trust, while all other references adopt the publicly recognised name, Sydney Living Museums.

Following changes to ministerial responsibilities announced by the Premier of NSW in late January 2017, SLM was transferred to the Department of Planning and Environment. As part of the transfer it joined the State Cultural Institutions – the Art Gallery of NSW, the Australian Museum, Sydney Opera House, the Museum of Applied Arts and Sciences, and the State Library of New South Wales – reporting to the Minister for the Arts, The Hon Don Harwin MLC. SLM had previously formed part of the Office of Environment and Heritage, reporting to the then Minister for the Environment, The Hon Mark Speakman SC MP.

SLM maintains and opens to the public 12 museums: Elizabeth Bay House, Elizabeth Farm, Hyde Park Barracks Museum, Justice & Police Museum, Meroogal, Museum of Sydney on the site of first Government House, Rose Seidler House, Rouse Hill House & Farm, Susannah Place Museum, The Mint and the Caroline Simpson Library & Research Collection, and Vaucluse House.

All the museums are listed on the NSW State Heritage Register. The site of first Government House at the Museum of Sydney and the Hyde Park Barracks are also on the National Heritage List, and the Hyde Park Barracks is on the UNESCO World Heritage List. (See also pages 13–19.)

SLM cares for portfolio assets valued at more than $267 million, including buildings, land and museum collections. Its built assets comprise a number of historic buildings dating from between 1793 and 1950, and include several of the earliest surviving colonial buildings in Australia, as well as major public buildings of the Macquarie era.

SLM collects, catalogues and conserves material relating to the organisation’s core themes of domestic material culture; the history of art, architecture and design; and aspects of Sydney’s social history related to our sites and the people who lived there. The collections include furniture, ceramics, silverware, soft furnishings, household and personal accessories, costumes, artworks, photographs and archaeological artefacts. Most objects are on display to the public.

The collections held are valued at more than $31 million. All are of cultural and heritage significance to the history of NSW. The public can access the collections electronically through a suite of online catalogues, including the Library Catalogue, the Pictures Catalogue, the Colonial Plants Database and the Museums Collections Catalogue.

SLM’s sites and collections are promoted both as a collective of culturally activated heritage sites and as single destinations.

SLM’s exhibitions, public programs and online offer bring history to life by exploring various themes, such as architecture, botanic art, convicts, crime and policing, Aboriginal history, and Sydney’s places and people, past and present. Each exhibition and program is addressed in a unique way to create an engaging experience for visitors. SLM audiences are local, regional, national and international.

At 30 June 2017 SLM employed 133 ongoing staff, 55 temporary staff and 63 casual staff. It was supported by 537 volunteers in 2016–17.

SLM’s direction in 2016–17 was guided by the priorities of the 2010–15 Corporate Plan. During the reporting period, work commenced on the development of a Strategic Plan for 2017–22 (see page 33).

CORPORATE GOVERNANCE

OUR MUSEUMS JUSTICE & POLICE MUSEUM

The Justice & Police Museum occupies three of Sydney’s most important mid-19th-century public buildings, constructed over 30 years by three successive NSW colonial architects. The buildings feature fine sandstone masonry, extensive red-cedar joinery, pressed metal and decorative ceilings, and important surviving features of the site’s history and function (up until the 1980s) as a courthouse and police watchhouse. They are some of the finest intact surviving examples of civic architecture of the colonial period. Colonial architects Edmund Blacket and James Barnet designed and built dozens of similar courthouse complexes across NSW based on this early form established in Sydney. The Scottish architect Alexander Dawson was responsible for the austere Water Police Station (1858) fronting Phillip Street.

The museum houses a unique collection of objects relating to crime, policing and legal history in NSW, including weapons, bushranging artefacts, physical evidence from notable crimes, and a significant forensic photography archive of more than 130,000 cellulose and glass-plate negatives.

CITY PORTFOLIO

Justice & Police Museum. Photo © Douglas Riley for Sydney Living Museums

‘SLM is the only organisation in Australia doing such a vast range of important heritage work to a high standard. Our cultural institutions are our societies’ collective memory banks, and supporting them in this era of rapid change is more important than ever before.’Edward Simpson, SLM Foundation Chair

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MUSEUM OF SYDNEY

The Museum of Sydney on the site of first Government House sits above the archaeological remains of Australia’s first Government House, begun in 1788, which have been preserved below the forecourt. The site is of national significance as the location of many early encounters between the British colonists and the local Gadigal, whose traditional land they had occupied. Opened to the public in 1995, the museum was designed by architect Richard Johnson am, and incorporates many references to aspects of the early colonial history of Sydney – such as the archaeologist’s grid represented in the paving pattern, the plan of the house outlined in white granite on the forecourt, and cut-away trenches looking down onto the preserved archaeological remains below. Sydney’s signature building material, yellowblock sandstone, is featured extensively. The museum’s permanent and temporary displays introduce visitors to Sydney’s people, places and culture, then and now.

SUSANNAH PLACE MUSEUM

Susannah Place Museum is a terrace of four houses incorporating a re-created 1915 corner grocer’s shop. Located in The Rocks, it was built in 1844 by Irish immigrants and continuously occupied until 1990. The terrace survived largely unchanged through the slum clearances of the 1900s and the area’s redevelopment in the 1970s. It is a rare surviving example of workers’ housing from the mid-19th century, once ubiquitous but now almost vanished. In 1993 the then HHT worked with the then Sydney Cove Authority to develop and open Susannah Place as a museum. Today the museum tells the stories, often overlooked, of the lives of ordinary people. Susannah Place was home to more than 100 different families. Their occupancy is evident in the many layers of paint, wallpapers, linoleums, modifications and repairs that have survived, as well as the documents and oral histories assembled from families and descendants of former residents.

CITY PORTFOLIO CONT.

ELIZABETH BAY HOUSE

Designed by architect John Verge, Elizabeth Bay House was built in 1835–39 for Colonial Secretary Alexander Macleay and his family. A superb example of a Greek Revival villa, it enjoys a magnificent setting overlooking Sydney Harbour and was originally the centrepiece of a renowned landscape garden developed by Macleay. The elliptical saloon, with its elegant cantilevered staircase and high dome, is regarded as the finest interior in Australian colonial architecture. The house’s interiors are notable for their detailing, particularly the quality of the joinery, plaster and stonework.

The house was restored by the state government and transferred from the Elizabeth Bay House Trust to the newly formed HHT in 1980. Elizabeth Bay House presents an evocative picture of early-19th-century life before the economic depression of the early 1840s, when Macleay was forced to leave the house. With its extensive collection of early-19th-century furniture, fittings and domestic goods, as well as scientific instruments and specimens, the house reflects the life of a distinguished gentleman collector.

ELIZABETH FARM

Elizabeth Farm is Australia’s oldest surviving colonial homestead, incorporating the original cottage built in 1793 for John and Elizabeth Macarthur. It once stood within a 1000-acre (405-hectare) rural property with river frontage on two sides. By the late 1820s the prosperous Macarthurs had transformed the farmhouse into a spacious bungalow surrounded by extensive ‘pleasure grounds’. In the late 19th century, urban development greatly diminished the estate. In 1904 the homestead, now on less than 5 acres (2 hectares), was bought by William Swann for his large family, who lived at and cared for the property until 1968.

Following restoration carried out by the NSW Government Architect, management of the property was passed in June 1984 to the then HHT. This marked a new approach to the presentation of house museum experiences, encouraging visitors to wander freely, sit on the furniture, handle the displays and play the piano.

HOUSE MUSEUMS PORTFOLIO

From top Museum of Sydney; aerial view of Susannah Place Museum, showing the Gloucester Street facade. Photos © James Horan for Sydney Living Museums

From top Saloon and staircase at Elizabeth Bay House (detail). Photo RayJoycePhotography.com; Elizabeth Farm. Photo © Douglas Riley for Sydney Living Museums

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ANNUAL REPORT 2016–17 CORPORATE GOVERNANCE

ROSE SEIDLER HOUSE

Émigré architect Harry Seidler was just 24 years old when he designed a new house for his parents, Max and Rose, on a bushland site at Wahroonga. Built between 1948 and 1950, Rose Seidler House is one of the earliest examples of Bauhaus-inspired modernist domestic architecture in Australia, reflecting the influence of Seidler’s mentors Walter Gropius and Marcel Breuer. Its original furniture brought by Seidler from New York forms one of the most important post-World War II design collections in the country. Seidler won the 1951 Sulman Medal for his design, and the house was influential, stimulating social comment and intellectual debate as a manifestation of the modernist principles of space, the unity of arts and architecture coupled with structural engineering, and industrial design. It embodied new design and style ideals that gave impetus to the direction of architecture in Australia. The house is presented in its original 1950s scheme.

ROUSE HILL HOUSE & FARM

Sited midway between Parramatta and Windsor beside the newly constructed Windsor Road, Rouse Hill House & Farm was built by colonial settler Richard Rouse between 1813 and 1819. The fine Georgian homestead is set in one of Australia’s earliest surviving gardens. Its significance lies in the survival of its interiors, furnishings and domestic objects from six generations of the Rouse and Terry families.

The estate was bought by the state government in 1978, and in 1987 was transferred to the then HHT. It opened to the public in 1999. In 2003 it was expanded to incorporate a section of the original Windsor Road turnpike and the presumed site of the failed ‘Battle of Vinegar Hill’ convict rebellion of 1804. The former Rouse Hill Public School was also transferred to the HHT.

In April 2016, Muru Mittigar, an Aboriginal cultural organisation, established a cultural education centre in an existing contemporary building on the site.

MEROOGAL

Meroogal, in the NSW South Coast town of Nowra, is a fascinating Gothic Revival timber house, designed by Kenneth McKenzie and built for his older sister Jessie Thorburn in 1885. The timber-framed and -clad building is possibly based on American pattern-book designs popular in the late 19th century. Home to four generations of women from the Thorburn/Macgregor family, who lived there until 1985, Meroogal has a rich collection of personal objects that provide insights into the family’s daily routines and social lives. Ownership of Meroogal and the support of family enabled the Thorburn and Macgregor women to live independent lives of modest gentility without undertaking paid employment. The house was both a home and an economic resource, with produce from the garden and orchard, and rent from occasional paying guests and tenants. The house with its collection was acquired by the then HHT in 1985 and opened as a museum in 1988.

HOUSE MUSEUMS PORTFOLIO CONT.

From top Rose Seidler House. Photo © Nicholas Watt for Sydney Living Museums; Rouse Hill House & Farm. Photo © Douglas Riley for Sydney Living Museums

Above Meroogal. Photo © Douglas Riley for Sydney Living Museums 17 16


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VAUCLUSE HOUSE

Vaucluse House was the country estate of colonial statesman, explorer, lawyer, publisher and politician William Charles Wentworth, his wife, Sarah, and their ten children. At its core a Georgian farmhouse, it was expanded and embellished by Wentworth with fashionable Gothic Revival turrets and crenellations. One of only a few remaining harbourside estates from the early years of the colony, Vaucluse House retains its ornamental and kitchen gardens and various outbuildings. The estate was purchased in 1827 by Wentworth, who took a leading role in achieving responsible self-government for NSW in 1856. Acquired in 1910 to provide public access to the Sydney Harbour foreshores, the house was opened to the public in 1912 and, since that time, has been an important place for the presentation of Australian history. Restored and furnished to reflect the Wentworth family’s occupation during the years 1827–53 and 1861–62, its grandly appointed rooms contain many items typically owned by a wealthy upper-middle-class family of the time.

HYDE PARK BARRACKS MUSEUM

The Hyde Park Barracks was built by convicts between 1817 and 1819 to the design of the first civil architect (and former convict), Francis Greenway, and is considered one of the finest colonial Georgian buildings in Australia. Between 1819 and 1848, an estimated 50,000 male convicts passed through the barracks and were employed by the government to carry out public works. The Hyde Park Barracks was inscribed on the UNESCO World Heritage List in 2010, as one of the 11 Australian Convict Sites considered to have outstanding universal value for their role in history’s largest and longest-running penal transportation system.

From 1848 the site served as Sydney’s female Immigration Depot, and then as an asylum for aged and destitute women, providing shelter for an estimated 50,000 women and their children until 1887. It then housed numerous courts and government offices. Today the fabric and spaces of the building, and its collection of archaeological artefacts, are interpreted to present the stories of its past occupants.

THE MINT

Built between 1811 and 1816 as the south wing of Governor Lachlan Macquarie’s General ‘Rum’ Hospital, the elegant colonnaded building at the front of the site is one of the oldest surviving buildings in central Sydney.

After the discovery of gold in NSW, the site became the first overseas branch of the British Royal Mint in 1855, with a coining factory constructed at the rear. The Sydney branch became a centre for colonial science, industry and invention, and processed colonial gold into sovereigns and half sovereigns – the principal currency used throughout the British Empire. After 1927 the site housed a succession of government departments. In 2003 the HHT carried out major conservation work, including the construction of award-winning contemporary additions to the coining factory which house the SLM head office, the Caroline Simpson Library & Research Collection, food and beverage services, and venue hire spaces. In 2016 SLM celebrated the bicentenary of the Rum Hospital and the Mint site, which has been in continuous public use since 1816.

CAROLINE SIMPSON LIBRARY & RESEARCH COLLECTION

The Caroline Simpson Library & Research Collection, located at The Mint, was established as the Lyndhurst Conservation Resource Centre in 1984. In 2004 it was renamed in honour of the late Caroline Simpson oam (1930–2003), whose outstanding collection of Australian colonial furniture, pictures and objets d’art was gifted to SLM by her children. The collection is a specialised research resource available to anyone – staff, scholars, tertiary students, heritage and conservation practitioners and museum professionals – with an interest in the history of house and garden design and interior furnishing in NSW from the 19th century to the present day, and the social and cultural history of the Australian home. It includes architectural pattern books and fragments, wall and floor coverings, manufacturers’ trade catalogues and sample books, garden ornaments, fittings, soft furnishings, personal papers and manuscripts, pictures, photographs, sheet music, books and periodicals.

HOUSE MUSEUMS PORTFOLIO CONT.

MACQUARIE STREET PORTFOLIO

From top Vaucluse House; Hyde Park Barracks Museum. Photos © Douglas Riley for Sydney Living Museums

Above The Mint. Photo © Douglas Riley for Sydney Living Museums 19 18


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ENDANGERED HOUSES FUND

The HHT began its work of conserving endangered houses in 1993, when it acquired the then threatened GSDA No 1 Dwelling, a display house in Castlecrag designed by Walter Burley Griffin and Marion Mahony Griffin. The HHT restored the house and financed the construction of a new house adjacent to the property. Both properties were sold, saving a key work of two important 20th-century architects.

Due to the success of this conservation project, the HHT established the Endangered Houses Fund (EHF) in 2005, supported by the Foundation for the Historic Houses Trust of New South Wales. The EHF is a conservation program that identifies significant ‘at risk’ properties and saves them from demolition or unsympathetic development.

SLM applies its expertise in order to conserve and protect the identified properties, which are then offered back to the marketplace for the enjoyment of future generations.

NISSEN HUT, BELMONT NORTH

Nissen Hut is one of more than 50 such huts erected at Belmont North in 1951 to provide temporary migrant housing. Designed during World War I by British engineer Peter Nissen, these demountable buildings were widely used in the 1940s and 1950s for temporary accommodation at various locations in NSW. Surviving Nissen huts are often unsympathetically altered or demolished. The HHT purchased this mostly intact example in 2008 to demonstrate the conservation options for modern industrial buildings.

BEULAH, APPIN ROAD, GILEAD

Beulah is a highly significant early-colonial rural property granted by Governor Lachlan Macquarie in 1817. The site covers more than 90 hectares over four titles, and includes over 50 hectares of Cumberland Plain Woodland vegetation, in addition to an 1830s farmhouse in dilapidated condition and a colonial-era bridge with sandstone abutments. The early history of Beulah is closely associated with colonial explorer Hamilton Hume and the Hume family.

SLM’s approach to conserving the property includes assessing potential development options for a future owner to offset the capital cost of restoration and preservation. There is significant urban development pressure in the area south of Campbelltown that makes sites such as Beulah vulnerable to unsympathetic redevelopment. (See also page 78.)

Other properties managed and divested under the EHF include:

LYNDHURST, DARGHAM STREET, GLEBE

Built in 1837 for surgeon James Bowman and his wife, Mary (nee Macarthur), Lyndhurst was designed by the fashionable architect John Verge and is an exceptional example of a ‘marine villa’.

Lyndhurst was sold in 2005, returning to its original use as a private residence.

WALTER BURLEY GRIFFIN ‘GSDA NO 1 DWELLING’, CASTLECRAG

This house was built in 1920 as a display home to attract buyers to build in a 94-acre (38-hectare) suburban development being led by the American architect Walter Burley Griffin and his wife, Marion Mahony Griffin.

In 1993 the house was threatened with demolition. The HHT purchased the property and oversaw its restoration and the construction of a new house adjacent to the property. The sale of both properties offset the conservation cost.

GLENFIELD, CASULA, 1817

Glenfield was built for pioneer settler Dr Charles Throsby and is regarded as one of the most complete small rural estates of the Macquarie era.

The property was transferred to the HHT in 2007 in a dilapidated condition, and underwent extensive repairs and refurbishment before it was sold to a new owner in 2013.

TUSCULUM, ORWELL STREET, POTTS POINT

Tusculum, built for businessman Alexander Brodie Spark, is one of only three surviving colonial villas of the 1830s designed by John Verge in Potts Point (originally known as Woolloomooloo Hill).

The villa was compulsorily acquired by the Heritage Council in 1985 and restored by the Australian Institute of Architects as its headquarters under the terms of a 99-year lease agreement. Tusculum was transferred to the HHT in 2007.

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OUR SITES

ACQUIRED SITE OPENED STATUS

1980 Vaucluse House 1980 Museum

1980 Elizabeth Bay House 1980 Museum

1985* Elizabeth Farm 1984 Museum

1984 Lyndhurst (sold 2005) Offices and library

1985 Meroogal 1988 Museum

1987 Rouse Hill House & Farm 1999 Museum

1988 Rose Seidler House 1991 Museum

1989 Justice & Police Museum 1991 Museum

1990 Hyde Park Barracks Museum 1991 Museum

1990 Museum of Sydney on the site of first Government House

1995 Museum

1990 Young Street terraces – Offices

1990 Susannah Place Museum 1993 Museum

1993 Walter Burley Griffin House (sold 1995) Conservation project

1996 Government House 1996State house and garden (transferred to DPC† in Dec 2013)

1998 The Mint 1998 & 2004 Offices and library

2003 Former Rouse Hill Public School 2010 Museum and education facilities

2007 Tusculum – Leased until May 2086‡

2007 Exeter Farm (sold 2012) Endangered Houses Fund project

2007 Glenfield (sold 2013) Endangered Houses Fund project

2008 Nissen hut – Endangered Houses Fund project

2009 Moruya Presbyterian manse (sold 2013) Endangered Houses Fund project

2010 Throsby Park (leased 2015) Endangered Houses Fund project§

2010 Beulah – Endangered Houses Fund project

* Although the house museum opened in 1984, the property was not formally transferred to the HHT until the following year. † Department of Premier and Cabinet.‡ Leased to the Australian Institute of Architects.§ Leased to Mr Tim Throsby.


EXETER FARM, MEURANTS LANE, GLENWOOD

Exeter Farm is a rare surviving example of a timber-slab settler’s hut built in the 1830s and continuously occupied until the 1980s.

The cottage was transferred to the HHT in 2006. After undergoing extensive repairs and refitting, it was sold to new owners in 2013, and in 2014 was the recipient of an Asia-Pacific UNESCO Award for conservation.

PRESBYTERIAN MANSE, MORUYA

This simple weatherboard home was built in 1885 and extended in the early 20th century. When acquired by the HHT it was a rare intact cottage retaining much of its original fabric.

It was sold to a new owner in 2013.

THROSBY PARK ESTATE, MOSS VALE

Throsby Park was the second home of pioneer settler Dr Charles Throsby, and is an exceptional colonial-era homestead set in 74 hectares of farmland.

Transferred to the HHT in 2010, the house underwent repairs and conservation. A long-term lease was signed in 2015, which included a commitment to significant further capital investment by the lessee to ensure Throsby Park’s long-term preservation.

The Historic Houses Act 1980 (NSW) provides that the HHT Board of Trustees shall be the governing body of SLM. The Board of Trustees is constituted under section 6 of the Act. Its nine members are nominated by the Minister for the Arts and appointed by the Governor of New South Wales. The Trustees are subject to the direction and control of the Minister. The Act stipulates that members of the Board of Trustees must include:

• at least one person who ‘has knowledge or experience in history’; and

• at least one person who ‘has knowledge or experience in architecture’.

The appointment of Sharon Veale satisfies the requirement for knowledge or experience in history. The appointment of Roderick Simpson satisfies the requirement for knowledge or experience in architecture.

The Trustees represent a diversity of expertise and experience in business, law, architecture, urban design, history, heritage conservation and management, information technology, retail and online commerce, media and marketing, sustainability and management.

Trustees are appointed for a term of up to three years and may be appointed for a maximum three consecutive terms of office. Trustees do not receive remuneration for their Board activities.

The Board met six times in 2016–17 to consider and give formal approval to major procedural and policy matters on advice from management.

Consistent with good governance practice, Trustees completed a survey to review the structure and conduct of Trust meetings in late 2016. The results of this review were considered by the Board of Trustees at its meeting held in March 2017.

Trustees are required to complete a Declaration of Pecuniary Interest at the commencement of each financial year.

Trustees attended Board meetings as per the table below.

TABLE OF TRUSTEE ATTENDANCE

NAME ELIGIBLE TO ATTEND ATTENDED LEAVE OF ABSENCE OBSERVER

Michael Rose AM (Chairman) 6 6

Alastair Baxter 5 4 1 1

Paddy Carney 6 6

Professor Grace Karskens 4 3 1

Louise McElvogue 6 6

Roderick Simpson 6 5 1

Naseema Sparks AM 5 4 1 1

Siobhan Toohill 5 5 1

Sharon Veale 6 6

BOARD OF TRUSTEES

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Roderick Simpson BSc (Architecture)

Rod is the inaugural Environment Commissioner of the Greater Sydney Commission and an Adjunct Professor in the Faculty of Architecture, Design and Planning at the University of Technology Sydney. Prior to that he was Director of the Urban Design and Master of Urbanism programs at the University of Sydney and principal of simpson+wilson, whose work ranges across architecture, urban design and strategic planning, including winning entries in national and international competitions. He has worked for the Commonwealth, state and territory governments on metropolitan and regional planning, and was Manager of Urban Design for the Sydney Harbour Federation Trust. He also has an interest in cultural planning and has previously been a Board member of the HHT. Rod is a member of the UrbanGrowth NSW Design Directorate. Rod was appointed as a trustee on 29 June 2016 and his current term expires on 28 June 2019.

Michael Rose BA, LLB, AM (Chairman)

Michael is a lawyer by background, formerly the Chief Executive Partner of Allens and currently the chairman of a number of government, arts and not-for-profit organisations, including the Committee for Sydney, ChildFund Alliance and the Institute for Global Development at the University of New South Wales. He is active in Indigenous affairs, being a member of the Referendum Council on Constitutional Recognition and a Board member of various organisations focused on welfare reform, economic development and education in Indigenous communities. He is a Special Advisor at KPMG and also a Fellow of the Australian Institute of Company Directors. Michael was appointed as a trustee in June 2010 and his current term expires on 31 December 2018.

Paddy Carney CA, BSc (Hons)

Paddy is Deputy Chair of PwC Australia’s Board of Partners and a member of the Global Board overseeing the PwC network. She has over 25 years’ financial experience with PwC in the UK and Australia advising a broad range of clients with a focus on retail, consumer, hospitality and agribusiness. She is also a governor of the Sir David Martin Foundation. Paddy is the Chair of SLM’s Audit & Risk Committee. She was appointed as a trustee in March 2013 and her current term expires on 5 March 2019.

Louise McElvogue BA, MA, GAICD

Louise is a principal of Macleod Media, which advises on strategy, technology and media. She works with boards, government and executives to set business strategy and policy, and to develop e-business, partnerships and digital efficiencies. She has worked in the United States, Europe and Australia for clients including McDonald’s, Invensys, the ABC, News Limited, Channel 4, the BBC and Société Générale. Louise was a member of the federal government’s Convergence Review in 2012. This landmark review of Australia’s media and internet regulatory framework recommended a new approach to regulation. She has a background in journalism and her work has appeared in The New York Times, The Guardian, Financial Times Media, The Wall Street Journal TV, the BBC and CNN. She was appointed as a trustee in March 2013 and her current term expires on 5 March 2019.

TRUSTEES

Photos © James Horan for Sydney Living Museums

Sharon Veale BA (Hons), MA Public History, Grad Dip Urban and Regional Planning

Sharon is a partner and the Chief Executive at GML Heritage. With a background in urban planning and public history, she has extensive experience in community engagement, and Aboriginal and historic cultural heritage assessment, management and conservation for public and private sector clients. She is a member of the NSW National Parks and Wildlife Advisory Council, on the Editorial Board of the Australia ICOMOS refereed journal Historic Environment, and is a member of the ICOMOS International Scientific Committee on the Interpretation and Presentation of Cultural Heritage Sites. Sharon is a sessional lecturer in Heritage Planning at the University of New South Wales. Sharon was appointed as a trustee on 29 June 2016 and her current term expires on 28 June 2019.

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Siobhan Toohill BScArch, BArch, Grad Dip Urban Design

Siobhan is the Head of Group Sustainability and Community at Westpac. She is responsible for the organisation’s sustainability strategy, responding to pressing social issues including demographic change, economic solutions to environmental challenges and helping customers to achieve sustainable financial futures. Her role also encompasses community partnerships, the Westpac Foundation, the Westpac Bicentennial Foundation and Indigenous engagement. Previously she established the sustainability function at Stockland and has held senior design roles with Stockland, Lend Lease and the NSW Government’s Urban Design Advisory Service. Siobhan is also the Deputy Chair of the Green Building Council of Australia, Director of the Australian Building Codes Board and co-founder of the podcast Out the Front. She was appointed as a trustee on 2 April 2014.

Current term expired 1 April 2017.

COMMITTEES

Four Board advisory committees provided advice to Trustees: Aboriginal Advisory Committee, Audit & Risk Committee, Curatorial & Public Engagement Advisory Committee, and Heritage & Collections Advisory Committee. All four committees are convened under section 9 of the Historic Houses Act 1980 (NSW).

Three standing committees provide advice to management and involve staff representation: the Collections Valuation Committee; the Joint Consultative Committee, which facilitates discussions between the union and management; and the Work Health & Safety Committee. Committees operating are listed in Appendices 1 and 2 (pages 110–12).

Photos © James Horan for Sydney Living Museums

Naseema Sparks AM, FAICD

Naseema is an experienced company director and serves on a number of ASX-listed advisory boards as well as government regulatory bodies. Naseema is a ‘top-line growth’ director: she has a deep understanding of consumers, as well as hands-on management and operational experience in organisations where the main drivers of growth and differentiation are innovation and human capital. Her expertise includes retail, online commerce, media and marketing, technology services and manufacturing. Naseema’s executive career was as the managing director of global communications company M&C Saatchi, and she holds an MBA from the Melbourne Business School. She was appointed as a trustee on 2 April 2014.

Current term expired 1 April 2017.

Professor Grace Karskens BA, MA, PhD, FAHA

Grace teaches Australian history at the University of New South Wales. She has published extensively, including Inside The Rocks: the archaeology of a neighbourhood, the multi-award-winning The Rocks: life in early Sydney and The colony: a history of early Sydney, which won the 2010 Prime Minister’s Literary Award for Non-fiction. She is a Fellow of the Australian Academy of the Humanities, and is on the boards of the Dictionary of Sydney, the National Museum of Australia’s reCollections journal and a number of international scholarly journals. Grace was appointed as a trustee on 1 January 2008.

Final term expired 21 January 2017.

Alastair Baxter BScArch, BArch, RAIA, GAICD

Alastair is a practising architect, board member, sustainability engagement consultant, TV sports commentator, and former Australian and NSW professional rugby union player. Alastair is an associate principal at Populous with extensive experience in master-planning major sports, leisure, convention and exhibition facilities in Australia and internationally. Outside of architecture, he is a principal of the Sustainable Forward Consulting Group, which addresses environmental, social and economic sustainability issues in Australia and the South Pacific. He is a director on the NSW Waratahs Rugby Board and the Foundation for the Historic Houses Trust of New South Wales Board, and has a number of roles as a TV sports commentator. Alastair played for the Wallabies and Waratahs from 1999 to 2011 and finished his rugby career as Australia’s most capped test prop. He was appointed as a trustee on 2 April 2014.

Resigned 8 May 2017.

27 26


Ian Innes BScArch, BLArch

Ian is Director, Heritage & Collections. He has more than 25 years’ experience in place management across both cultural landscapes and the built environment, with a focus on heritage conservation. Ian previously held senior management roles at the Royal Botanic Garden Sydney, where he was responsible for the curation of living scientific collections, and Centennial Parklands, where he provided leadership in strategic asset management. He studied architecture and landscape architecture, and his ongoing professional interests relate to conservation of the built environment, cultural landscape management, heritage theory and practice, and curation of cultural collections.

Lisa Walters BCom, CA, GAICD

Lisa is Director, Corporate & Commercial, with responsibility for Finance, Human Resources, ICT, Commercial Services, Retail, Logistics and Reception. Prior to this role, Lisa was the Chief Operating Officer at Greenpeace Australia Pacific, following 15 years in the financial services sector, locally and internationally, managing transformation change.

Above, left to right, and opposite Mark Goggin; Dr Caroline Butler-Bowdon; Ian Innes. Photos © James Horan for Sydney Living Museums; Lisa Walters. Photo © Stuart Miller for Sydney Living Museums

SENIOR MANAGEMENT STRUCTURE

The Executive Director is responsible to the SLM Trustees and the Minister for the Arts, through the Department of Planning and Environment, for the overall management and control of SLM places, collections and activities.

REVIEW MECHANISMS

SLM engages in several levels of performance review practice. The Executive Director has a performance agreement with the Chairman of the Board of Trustees and the Deputy Secretary, Arts, Screen & Culture Division, Department of Planning and Environment, which is reviewed annually. There are also performance agreements between the Executive Director and the Divisional Directors.

Internal review mechanisms include weekly meetings of the Executive Team (Executive Director and Divisional Directors) and monthly meetings of the Leadership Team (department heads).

THE EXECUTIVE TEAM

Mark Goggin BA (Hons), EMPA

Mark has been Executive Director since 6 August 2013. He has 20 years’ experience in leadership across the museum, cultural and health sectors as a CEO, festival producer, educator and researcher. Before joining SLM he spent ten years as General Manager of Marketing, Programs and Commercial Services at the Museum of Applied Arts and Sciences (MAAS).

Mark built MAAS’s brand profile and audiences, and was responsible for leading entrepreneurial exhibitions and creating innovative programs, such as the annual citywide festival Sydney Design. He oversaw the renewal of the heritage Sydney Observatory site and successfully launched the publicly accessible Powerhouse Discovery Centre: Collection Stores at Castle Hill. Originally trained as a psychologist, he has an Executive Masters of Public Administration from the Australian and New Zealand School of Government.

Dr Caroline Butler-Bowdon BA (Hons), MA, PhD

Caroline was Director, Curatorial & Public Engagement until February 2017, when she was appointed to the new role of Director, Strategy & Engagement. (Pending recruitment for the role of Director, Curatorial & Museums, Caroline continued oversight of this division for the period February to June.)

Spanning 20 years, her career has been dedicated to cultural leadership that connects diverse audiences to history, arts and heritage through a broad range of public engagement programs, including festivals, exhibitions, education programs and books.

Caroline has won multiple awards for the projects she has led, including books and curatorial and creative history projects that share the stories of urban life, architecture and design across the centuries. She completed the Museum Leadership Institute Program in 2012 at the Getty Leadership Institute at Claremont Graduate University, California, and is undertaking the NSW Leadership Academy Executives Program in 2016–17.

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SLM DIVISIONS

SLM is structured around four divisions – Corporate & Commercial, Curatorial & Museums, Heritage & Collections, and Strategy & Engagement – supported by the Directorate Team.

CORPORATE & COMMERCIAL DIVISION

The Corporate & Commercial Division supports the business of SLM and its position as a leading history and cultural heritage organisation in NSW. This division is responsible for the provision of corporate services support and advice, including corporate governance, across the agency. The division contains six teams: Commercial Services, Finance, Human Resources, Information and Communications Technology (ICT), Retail, and Logistics and Reception.

CURATORIAL & MUSEUMS DIVISION

The Curatorial & Museums Division provides visitor and operational management of SLM’s 12 museum sites, which are structured into three portfolios: City Portfolio, House Museums Portfolio and Macquarie Street Portfolio. The division also includes the Curatorial & Exhibitions Team.

HERITAGE & COLLECTIONS DIVISION

The Heritage & Collections Division manages the conservation and care of SLM’s houses, museums and landscapes, as well as the Endangered Houses Fund program, through conservation management planning, place management, asset maintenance and delivery of capital works, collections care, conservation and landscaping. It contains four teams: Capital Works, Collections & Access, Heritage and Horticulture.

STRATEGY & ENGAGEMENT DIVISION

The Strategy & Engagement Division’s functions include managing SLM’s external relations, stakeholder engagement, donors and corporate partners; delivering strategic projects designed to renew SLM’s facilities, visitor and customer experience, and interpretation at the sites; developing business cases that consider new ‘at risk’ heritage sites; and creating educational and public programs. It comprises four teams: Development & Fundraising, Experience & Learning, Strategic Projects and Web & Screen Media.

THE DIRECTORATE TEAM

The Directorate Team includes the Marketing & Audience Insight Team and the Administrative Assistant Team, who support the Executive Director and the other SLM directors.

The Marketing & Audience Insight Team, reporting to the Executive Director, provides strategic direction on and implementation of marketing, design and communications activities to support our properties, exhibitions, public programs and events. The team is responsible for the development and management of audience and research strategies, manages the box office, and works to increase member awareness and engagement.

Minister for the Arts

TrusteesDeputy Secretary,

Arts, Screen & Culture

Department of Planning & Environment

Executive Director

Executive Assistant

Head, Marketing & Audience Insight

Director, Heritage & Collections

Administrative Assistant


Head, Commercial Services

Head, Collections & Access

Head, City Portfolio

Head, Finance

Head, Heritage

Head, House Museums

Portfolio

Head, HR

Head, Horticulture

Head, Macquarie Street

Portfolio

Head, ICT

Principal Project Officer - Capital Works

Head, Curatorial & Exhibitions

Manager, Retail Services

Logistics & Reception


Head, Strategic Projects

Principal Adviser, Strategic Relations

Director, Curatorial & Museums

Director, Corporate & Commercial

Director, Strategy & Engagement

Foundation

Head, Development & Fundraising

Head, Experience & Learning

Head, Web & Screen Media

Head, Indigenous Relations

ORGANISATIONAL CHARTAS AT 30 JUNE 2017

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VOLUNTEERS FOUNDATION FOR THE HISTORIC HOUSES TRUST OF NSW

STRATEGIC PLAN DEVELOPMENT

The Volunteer program enables individuals to support SLM through a variety of means. Museum volunteers are located at each site, where they work to engage visitors by sharing the museums’ rich stories. The volunteer gardener team at Vaucluse House works in all seasons to enhance the presentation of the kitchen garden and nurture a variety of vegetables for public display. Throughout the year, soft furnishings volunteers create original and replica furnishings for a number of SLM museums, fashioning items such as cushions, tassels and blinds.

SLM’s public programs, including Spring Harvest Festival and the Christmas Fare market, are keenly supported by event volunteers who provide quality customer service and play a key role in ensuring efficient event logistics. Behind the scenes, SLM benefits from the specialised skills of project volunteers who undertake research into the collections and provide invaluable support with records management. Hundreds of volunteers help make Sydney Open a reality every year, bringing their energy and commitment to provide great visitor experiences.

The twice-yearly volunteer forum provides an opportunity for all volunteers to hear an expert SLM speaker present on a topic of interest. Museum volunteers enjoy bi-monthly meetings where they interact with curators and receive guidance and direction on new interpretive information.

The Foundation for the Historic Houses Trust of New South Wales (the Sydney Living Museums Foundation) is a tax concession charity (DGR 1 – deductible gift recipient) that exists to support the agency’s important work. It is governed by a non-executive Board of Directors, which met four times in 2016–17. The Board actively engages with those who wish to support SLM’s work by sharing their networks, educating, encouraging donations and acting as leaders in philanthropy across the organisation.

The Board continues to thrive under the leadership of Edward Simpson, a passionate advocate for heritage and conservation, with the support of the other Board directors, who bring specific skills and expertise. Two directors stepped down in 2017, Alastair Baxter and Curtis Smith. They brought experience and enthusiasm to the Foundation and their contribution is greatly appreciated.

In late 2015, the 2010–15 Corporate Plan was extended to cover 2016. During 2015–16, significant strategic opportunities were investigated, which resulted in a deferment of the development of a new Plan.

Initial consideration of a new Strategic Plan to guide SLM’s activities for the next five years was undertaken by the Board and Executive at a half-day strategy session held in October. A follow-up session held in November proposed that the new Plan give greater emphasis to placemaking and collaboration, while developing a stronger external focus and a deepening connection with the Indigenous cultural landscape.

Commencing in early May, an intensive process of staff consultation was undertaken to prepare a draft Plan for review and approval by the Board at the July 2017 meeting.

An initial workshop was held with the Leadership Team in mid-May. The 2010–15 Plan was briefly reviewed, and there was consensus that aspects of the Plan remained relevant. The 2017–22 Plan should be seen as an evolution rather than a remaking of the earlier work. The outcome of this productive workshop was a range of options for new Vision, Mission and Values statements. The Leadership Team was invited to share these with staff, and to provide feedback and refinement as well as consider the strategic commitments.

Over two weeks, 13 additional workshops were conducted, attended by 73 staff. The strength of recognition and support for the existing Vision was a feature of every workshop. In contrast, there was less recall of the current Mission. There was a high level of consistency in the organisational values that staff felt should be incorporated in the Plan.

Two of the 13 workshops were held at the house museums – Vaucluse House and Rouse Hill House. Noting that the museums’ diverse locations would make workshop participation difficult for some staff, an online survey was developed, incorporating options for the Mission, Vision and Values statements scoped by the Leadership Team, with an invitation to staff to rank options and suggest others, as well as provide general feedback. The survey closed on 9 June. 108 responses were received.

A striking feature of each staff consultation was the extent to which the language and intent of the brand strategy has been incorporated into the values and operations of the organisation. There was consistency in suggestions for new Vision, Mission and Values statements. These elements were complemented by draft Performance Indicators, proposed Strategic Commitments, reference to alignment with wider government priorities and an Acknowledgment of Country. The wording of the acknowledgment was approved by SLM’s Aboriginal Advisory Committee.

The draft will be considered by the Board of Trustees at its first meeting for 2017–18.

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F I V E P I L L AR S

INCREASING VISITATION

The pleasure garden at Vaucluse House. Photo © James Horan for Sydney Living Museums

SLM prioritised strategies to increase public awareness and enjoyment of and access to its state heritage sites and to provide educational, cultural, historical, social and architectural interpretation. The goal was to broaden the spectrum of visitors at the physical sites and online. SLM supports the NSW Government’s State Plan ambition to achieve a 15% increase in cultural participation by 2019.

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2016–17 VISITATION

During 2016–17 more than 1,100,000 visitors enjoyed SLM’s museums and historic house properties along with its programs, exhibitions, outreach activities and touring exhibitions, an increase of 9.5% on last year.

For the first time, SLM has invested in new methodologies to measure visitation to free visitor spaces, landscapes and grounds at five of its key properties – Elizabeth Farm, the Hyde Park Barracks Museum, The Mint, the Museum of Sydney and Vaucluse House. A range of foot traffic methodologies have been implemented, including thermal sensors, beam gate sensors, vehicle traffic counters, and mobile phone wi-fi trackers. Together, these methodologies enable robust visitation data collection and analysis that is consistent with foot traffic methodologies employed by other local and domestic cultural institutions and public spaces. Collectively, the people counters have confirmed almost 435,000 visitors to SLM retail spaces, free interpretation areas at the Hyde Park Barracks Museum and the Museum of Sydney, the grounds at the Hyde Park Barracks Museum and The Mint, and the expansive grounds at Vaucluse House.

SLM education admissions have continued to grow, with more than 66,000 students and teachers participating in a range of curriculum-based education programs and self-guided visits, representing a 7.7% increase compared to the previous financial year. The Unlocking Heritage travel subsidy and Convict Sleepover subsidy continued for a second year, providing access to more than 13,600 regional students and students from low-socioeconomic-status schools.

SLM has continued to develop and strengthen community connections. More than 76,000 participants attended large-scale free events such as the Autumn and Spring Harvest festivals, with more than half attending from local areas. Visitation to Aboriginal events, such as the Eel Festival, Whale Festival and NAIDOC Week event Songlines: Shared Stories of Our Landscape, has seen an increase of 12% year on year, reaffirming SLM’s commitment to increasing Aboriginal participation across all aspects of the organisation and to fostering relationships with appropriate Aboriginal communities to accurately showcase this living cultural landscape.

SLM’s relevance to and engagement with family audiences also remains a key focus, with more than 43,000 visitors to the interactive Sand in the City exhibition at the Museum of Sydney and record admissions to the Convict Escapades immersive theatre production at the Hyde Park Barracks Museum. Together with school holiday programs and the popular Toy Festival family weekend, SLM reached more than 173,000 family and children visitors.

SLM’s reach among tourist audiences continues to thrive, with 55% of on-site visitors travelling from intrastate, interstate or overseas, representing 105,000 general admissions to SLM museums and historic house properties. In addition, more than 93,000 visitors experienced SLM exhibitions through the touring exhibition program throughout the year.


The Mint. Photo © Nicholas Watt for Sydney Living Museums

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PROPERTY VISITATION

ELIZABETH BAY HOUSE

ELIZABETH FARM

HYDE PARK BARRACKS

MUSEUM

JUSTICE & POLICE MUSEUM MEROOGAL THE MINT

2016–17 SUMMARY

General admissions* 5,311 8,090 58,555 13,221 1,385 1,687

Paid admissions 3,840 5,579 41,606 9,724 873 111

Prepaid admissions 999 672 4,914 3,248 111 –

Free admissions 472 1,839 12,035 249 401 –

Library non-education visits† – – – – – 1,576

Education 171 9,941 22,790 5,100 246 782

Education visits 171 9,941 22,790 5,100 246 –

Library education visits† – – – – – 782

Public programs‡ 303 2,996 6,101 264 256 1,993

Paid public programs§ 249 339 5,774 264 96 1,978

Free public programs 54 2,657 327 – 160 15

Hospitality admissions 706 4,690 20,760 2,875 – 62,398

Venue hire 706 431 2,852 2,875 – 21,843

Dining admissions – 4,259 17,908 – – 40,555

TOTAL ADMISSIONS 6,491 25,717 108,206 21,460 1,887 66,860

Grounds|| – – 110,926 – – 155,891

TOTAL AUDIENCE REACH 6,491 25,717 219,132 21,460 1,887 222,751

MUSEUM OF SYDNEY

ROSE SEIDLER

HOUSE

ROUSE HILL HOUSE &

FARM

SUSANNAH PLACE

MUSEUMVAUCLUSE

HOUSE OUTREACH¶

2017 TOTAL 2016–17 SUMMARY

100,235 2,322 4,673 8,027 14,394 26,636 244,536 General admissions*

66,052 1,818 3,182 5,595 11,758 12,712 162,850 Paid admissions

7,158 448 445 2,371 1,459 – 21,825 Prepaid admissions

27,025 56 1,046 61 1,177 13,924 58,285 Free admissions

– – – – – – 1,576 Library non-education visits†

6,979 306 9,451 1,965 8,286 505 66,522 Education

6,979 306 9,451 1,965 8,286 505 65,740 Education visits

– – – – – – 782 Library education visits†

1,068 1,590 7,357 862 1,266 43,336 67,392 Public programs‡

908 1,590 1,579 862 575 43,286 57,500 Paid public programs§

160 – 5,778 – 691 50 9,892 Free public programs

69,045 21 201 – 40,218 – 200,914 Hospitality admissions

10,447 21 201 – 4,183 – 43,559 Venue hire

58,598 – – – 36,035 – 157,355 Dining admissions

177,327 4,239 21,682 10,854 64,164 70,477 579,364 TOTAL ADMISSIONS

71,069 – – – 97,071 – 434,957 Grounds||

248,396 4,239 21,682 10,854 161,235 70,477 1,014,321 TOTAL AUDIENCE REACH

TOTAL VISITATIONPROPERTY VISITATION OUTREACH VISITATION TOTAL VISITATION

2017 2016 2015 2017 2016 2015 2017 2016 2015

General admissions* 217,900 208,593 202,382 26,636 – 800 244,536 208,593 203,182

Education 66,017 60,277 50,629 505 1,517 1,548 66,522 61,794 52,177

Public programs including Sydney Open‡

24,056 36,696 28,152 43,336 48,039 63,186 67,392 84,735 91,338

Hospitality admissions 200,914 226,192 184,624 – – – 200,914 226,192 184,624

TOTAL ADMISSIONS 508,887 531,758 465,787 70,477 49,556 65,534 579,364 581,314 531,321

Grounds|| 434,957 148,599 79,873 – – – 434,957 148,599 79,873

Touring exhibitions – – – 93,150 280,981 89,473 93,150 280,981 89,473

TOTAL AUDIENCE REACH 943,844 680,357 545,660 163,627 330,537 155,007 1,107,471 1,010,894 700,667

* Includes general admissions and complimentary tickets.

‡ Other states includes ACT, NT, SA, Tas and WA.

WHERE VISITORS CAME FROM* WHERE SYDNEY VISITORS CAME FROM*

45% Sydney 36% Overseas 7% Regional NSW 4% Qld 4% Vic 4% Other states‡

25% Northern Sydney 20% Inner city 18% Western Sydney 16% Eastern Suburbs 11% South Sydney 10% Inner West

EDUCATION¶ 2017 2016 2015

Primary total 48,811 44,999 36,894

Secondary total 8,489 8,283 10,083

Outreach (Connected Classrooms) 492 1,517 1,548

Tertiary 2,264 2,427 3,124

Adult 278 406 528

Teachers 6,188 4,162 N/A

TOTAL 66,522 61,794 52,177

* General admissions include paid and free general entry including shop-only visits at Elizabeth Bay House, Elizabeth Farm, Rouse Hill House & Farm and Vaucluse House, shop and orientation room visits at the Hyde Park Barracks Museum, and shop and foyer visits at the Museum of Sydney.

† The total number of Caroline Simpson Library & Research Collection visits is 2358. This comprises 1576 general admission visits and 782 tertiary student and teacher visits.

‡ Public programs include paid and free public program admissions and include house tours of Government House in 2014–15. § Sydney Open visits and tours at each participating SLM property are included in paid public programs for each property. Sydney Open visits and tours of all

participating non-SLM properties are included in Outreach paid public programs. Sydney Open visitation is reported as total property and tour visits to all Sydney Open participating properties.

|| Grounds visitation includes the Edge of the trees and forecourt programs such as Vivid at the Museum of Sydney on the site of first Government House, and visitation counts at the Hyde Park Barracks Museum, The Mint and Vaucluse House.

¶ Outreach includes partner visitation at Muru Mittigar on the site of Rouse Hill House & Farm, and Museums Discovery Centre. Museums Discovery Centre is a venue run in collaboration with Australian Museum and Museum of Applied Arts and Sciences and visitation to this site is attributed to all three collaborating agencies.

Note: Prior to 2016, teacher admissions were not separately recorded.

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ANNUAL REPORT 2016–17 INCREASING VISITATION

EXHIBITIONS 2016–17

The exhibition program at the Museum of Sydney delivered on SLM’s objective to provide a range of intellectually engaging, highly visual and interactive experiences, and attracted diverse audiences across a range of demographics. This year, the program included many highlights, from exploring the art of botanic illustration to a giant sandcastle that interpreted Sydney’s unique beach culture (see table below).

In winter 2016, the Museum of Sydney presented two exhibitions as part of the 200th-anniversary celebrations of the Royal Botanic Garden Sydney. The award-winning Florilegium: Sydney’s Painted Garden featured 87 contemporary botanic illustrations by more than 60 local and international artists. The accompanying film, The art of botanical illustration: a Norfolk Island pine by Angela Lober, became one of our most popular videos online, with nearly 40,000 views, and was widely shared. The exhibition The Artist & the Botanical Collector: The Lost Works of Lovegrove and

Bäuerlen showcased a rare collection of original wildflower paintings from the 1890s held in the Caroline Simpson Library & Research Collection and highlighted the partnership of amateur artist Gertrude Lovegrove and botanical collector William Bäuerlen.

Over summer, the Demolished Sydney exhibition and the accompanying series of public programs explored the buildings that once shaped the city’s skyline (see pages 48–9).

Sand in the City was an interactive exhibition that featured a giant sandcastle model of Sydney’s northern beaches and an imaginative LEGO® re-creation of our southern seashores, along with a pair of digital sandboxes with projected scenery that changed as busy hands shifted and sculpted a sandy landscape.

TITLE LOCATION EXHIBITION DATES VISITORS

Sydney Harbour Icons with LEGO® Bricks Museum of Sydney, Gallery 1 7 Nov 2015 – 31 Jul 2016 34,714

Florilegium: Sydney’s Painted Garden Museum of Sydney, Gallery 2 30 Jul – 30 Oct 2016 13,237

The Artist & the Botanical Collector: The Lost Works of Lovegrove and Bäuerlen

Museum of Sydney, Gallery 1 13 Aug – 20 Nov 2016 12,435

Demolished Sydney Museum of Sydney, Gallery 2 19 Nov 2016 – 17 Apr 2017 36,485

Sand in the City Museum of Sydney, Gallery 1 3 Dec 2016 – 23 Jul 2017 43,490

Head On Photo Awards 2017 Museum of Sydney, Gallery 2 6 May – 2 Jul 2017 10,027

Vaucluse House orientation room Vaucluse House 7 Apr 2017 – ongoing 5576

Rouse Hill House & Farm in LEGO® Bricks Rouse Hill House & Farm Visitor Centre 24 Jun 2017 – ongoing 350

Female Immigration Depot 1848–1886 Hyde Park Barracks Museum 28 Jun 2014 – ongoing 46,850

Notorious Criminals: A Snapshot of Sinister Sydney Justice & Police Museum 18 Oct 2014 – ongoing 13,221

Breakers: The Dying Art of Safebreaking Justice & Police Museum 18 Oct 2014 – ongoing 13,221

City of Shadows Revisited Justice & Police Museum 29 Jun 2013 – ongoing 13,221

TOURING EXHIBITION PROGRAM

Touring exhibitions enable SLM to reach audiences across Australia, stimulating public interest in history, architecture and design with a diverse mix of exhibitions, from photographic shows to interactive experiences. They provide a major connection to regional audiences through SLM’s network of partnering regional museums, galleries and libraries.

In 2016–17 SLM toured four exhibitions to nine venues in regional centres and major cities across NSW, Queensland, Victoria and the Australian Capital Territory. The exhibitions were seen by 93,150 people.

Built for the Bush, our longest-running touring exhibition, completed its seven-year tour of regional NSW and Victoria during the year, concluding at the National Wool Museum, Geelong, Victoria.

The popular interactive children’s exhibition Towers of Tomorrow with LEGO® Bricks continued the Queensland leg of its national tour, including two

new partnerships, with Rockhampton Art Gallery and Ipswich Regional Art Gallery.

New touring partnerships were also established with Blue Mountains Cultural Centre, Katoomba, NSW, and Mornington Peninsula Regional Gallery, Victoria.

TOURING EXHIBITION STATISTICS BY VENUE 2016–17

TITLE VENUE EXHIBITION DATES VISITORS

A Convict in the Family? Yarra Ranges Regional Museum, Victoria 4 Feb – 30 Apr 2017 2,169

Blue Mountains Cultural Centre, Katoomba, NSW 13 May – 25 Jun 2017 2,359

Built for the Bush: the Green Architecture of Rural Australia

National Wool Museum, Geelong, Victoria 27 Jul – 30 Oct 2016 7,848

Iconic Australian Houses: An Exhibition by Karen McCartney

Museum of the Riverina, Wagga Wagga, NSW 2 Sept – 6 Nov 2016 6,549

National Archives of Australia, ACT 25 Nov 2016 – 13 Mar 2017 14,517

Mornington Peninsula Regional Gallery, Victoria 12 May – 9 Jul 2017 7,070

Towers of Tomorrow with LEGO® Bricks

Museum of Tropical Queensland, Townsville, Queensland

7 May – 13 Nov 2016 32,335

Rockhampton Art Gallery, Queensland 8 Dec 2016 – 5 Mar 2017 10,807

Ipswich Regional Art Gallery, Queensland 25 Mar – 9 Jul 2017 9,496

TOTAL 93,150

‘Extraordinarily beautiful – among the most peaceful and beautiful exhibitions I have ever seen.’Visitor from Melbourne to the Florilegium exhibition

‘Beautifully captured in words, images, models and interviews – a delight!’Visitor to Iconic Australian Houses touring exhibition

‘The [Iconic Australian Houses] exhibition … was extremely well received by visitors. [It] gave us an opportunity to reach new audiences, with some visitors reporting their first visit to the National Archives galleries.’National Archives of Australia, ACT

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VISITOR EXPERIENCE AT OUR MUSEUMS

Every day, visitors experience SLM places through the eyes of the people who once lived there. During 2016–17 SLM offered visitors:

• three new programs at Susannah Place Museum that explore the lives of the people who once lived in the houses and the local neighbourhood – Over the Back Fence, Eat Your History: Common Sense Cookery, and Meet the Family;

• extended tours of the Vaucluse House estate and mausoleum;

• tours of the upstairs bedrooms and outbuildings at Rouse Hill House & Farm;

• a program of nightlight tours at Elizabeth Bay House, Elizabeth Farm, Rouse Hill House & Farm and Vaucluse House, including as part of the National Trust Australian Heritage Festival (April–May);

• Winter Solstice morning events at Elizabeth Bay House on 21 and 22 June;

• Stargazing event at Rouse Hill House & Farm, part of the Sydney Science Festival in August;

• twice-daily focus tours, and tours for booked groups including ESL colleges, seniors and community organisations, tourists and tertiary students, at the Hyde Park Barracks Museum;

• also at the Hyde Park Barracks Museum, high-quality audio tours, available in multiple languages, provided free with museum admission for international visitors; Auslan tour and large scrolling captioned text on iPod for hearing-impaired visitors; and a hands-on model that segments the building floor by floor, and a ‘touch table’ of artefacts and objects, which, along with the audio guide, offer those with limited mobility insights into the stories told in the upper exhibition spaces.

‘Fantastically skilled and engaging tour guide; a brilliant and accessible way to learn the history.’Visitor from UK to the Hyde Park Barracks Museum

The Hyde Park Barracks Museum. Photo © Haley Richardson and Stuart Miller for Sydney Living Museums

‘[Susannah Place Museum] was excellent. It is so rare to see the history of ordinary people presented at all, much less in such an accessible way. Several years ago I was lucky enough to visit the tenement museum in New York, and while Susannah Place is on a smaller scale I thought it was every bit as impressive.’Visitor from Sydney

‘... my family and I received amazing customer care at Vaucluse House last week during the school holidays … It was such a great day and we all loved seeing and learning about the history of the house and the family. Thank you so much for keeping the house open and employing such great and passionate staff.’Family visitor

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NEW DEVELOPMENTS AT THE JUSTICE & POLICE MUSEUM

The Justice & Police Museum is usually open to the public only on weekends, but during January the museum was opened daily. This resulted in a growth in admissions of more than 90%. The demographic also shifted, with a noticeable increase in visitation by families.

The offer was significantly revitalised with new activities for key identified audiences (families, adults, tourists):

• Murder in the Museum tour – adults only

• Bushrangers Behind Bars – families

• Mugshot dress-ups – families, adults, tourists

• Activity cards (fingerprinting; safebreaking; and Tess, the first member of the NSW Police dog squad) – families.

The new offer was supported with a visitor map, branded signage, life-size cutouts of suspects from the NSW Police Forensic Photography Archive located outside the museum, a trial coffee cart, a strong online campaign, and targeted media reviews.

CHILDREN & FAMILIES

Families are a diverse and growing audience group for SLM, unique in that they often visit as intergenerational groups, where engagement with the sites and learning is socially constructed. It is not just about individuals, but rather an inter- and intra-generational social group of parents, carers, siblings, grandparents and friends. This provides rich opportunities for families to connect with each other and learn from the diverse insights and interests that each brings to the cultural experience, embodying in many ways SLM’s vision of ‘a living future for the past’. This embodiment of history allows families to connect and empathise with each other across multiple generations and has profound impacts on families who visit. SLM’s programming has been focused on fostering confidence among families to learn together, connecting them with one another and, importantly, with Sydney’s cultural heritage.

The family audience continued to grow, with a range of specific programming on offer across the museums. Throughout the school holidays, children had the opportunity to be a shopkeeper at Susannah Place or a servant at Vaucluse House. As part of the Demolished Sydney program, visitors joined author Hilary Bell and illustrator Matthew Martin, the creative duo behind the book The marvellous funambulist of Middle Harbour, to explore some of Sydney’s stranger stories. At Rouse Hill House & Farm, Earn Your Tucker and Muru Mittigar’s Bush Tucker and Boomerang Art and Throw Aboriginal cultural programs (see page 68) were booked at 80% capacity. The Kids in the Kitchen and Kids in the Garden holiday programs were delivered at Elizabeth Farm, Meroogal and Vaucluse House.

Convict Escapades, an immersive theatre production for families, was held at the Hyde Park Barracks Museum on 21–24 April; 1532 people participated in this event, exploring the lives of convicts at the barracks. Presented to engage young people and their families in the stories of the site, the performance was written by Jessica Bellamy and directed by Danielle O’Keefe. A week-long theatre workshop created an ensemble cast of 22 young actors aged from ten to 18 who complemented the six-member adult cast. This intensive workshop included sessions with Curator Dr Fiona Starr on the importance of the Hyde Park Barracks as a UNESCO World Heritage-listed site.

The popular Toy Festival, aimed specifically at families, was again held at Rouse Hill House & Farm, in July, with visitation of 2958 over two days.

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MEDIA AND PUBLICITY HIGHLIGHTS

Media coverage of SLM’s properties, events and exhibitions was solid and consistent throughout 2016–17 across broadcast, print and digital media outlets.

Sydney Open 2016 contributed greatly to the strong media results, with earned media value growing from $4.3 million in 2015 to $5.6 million in 2016 through 362 media items. The print media coverage was consistent across September to November, and covered metropolitan, suburban, regional and rural NSW, including three feature articles in The Sydney Morning Herald and a history feature in the Daily Telegraph. Online and broadcast media highlights included a picture feature article in The Guardian online, news features on ABC TV, Channel Nine and Sky News, multiple interviews on ABC Radio 702 Sydney, and on-air mentions on community and commercial radio stations. Online coverage reached 179 outlets in ‘what’s on’ listings and across architecture, lifestyle, tourist and design websites.

The Demolished Sydney exhibition at the Museum of Sydney achieved substantial media attention during its opening month of November, with seven news features across Channel Nine and ABC TV, six interview stories with ABC Radio 702 Sydney and Radio 2GB, and picture features in The Sydney Morning Herald, Daily Telegraph, The Sun-Herald and Sunday Telegraph, along with extensive coverage in all suburban papers.

The Aboriginal cultural programs the Whale Festival at Vaucluse House (October) and the Eel Festival at Elizabeth Farm (March) achieved national media coverage for the first time, with feature stories on the ABC Radio National Blueprint for living program and on SBS Radio’s Living black and National Indigenous Television, along with picture feature articles in local suburban papers.

Other media coverage highlights included a Channel Nine live cross (five segments) from Convict Escapades at the Hyde Park Barracks; the front cover of the Sunday Telegraph ‘School Holidays Guide’ (circulation over 406,000) shot at Rouse Hill House & Farm; a feature in New Land Magazine (a bilingual Chinese/Australian publication with readership of 80,000); Channel Seven’s Weekend sunrise live cross from Elizabeth Farm for the Spring Harvest Festival; a review of the two botanic art exhibitions by art critic Christopher Allen in The Australian; an interview with Florilegium curator Colleen Morris on Radio National’s Books and arts daily program; feature stories across local South Coast media for the Meroogal Women’s Art Prize 2016, including WIN TV News, Illawarra Mercury and South Coast Register; and feature stories on the opening of the Museums Discovery Centre on Channel Nine, Channel Seven and ABC TV news.

AWARDS

SLM’s work was recognised with numerous awards in 2016–17.

At the Interpretation Australia Conference in October, SLM received the prestigious Judges’ Award for the popular Female Immigration Depot: 1848–1886 display at the Hyde Park Barracks Museum.

The following month, SLM was a winner in the NSW Australian Marketing Institute (AMI) Awards for Marketing Excellence in the Integrated Marketing Communications category for Sydney Open 2015.

Demonstrating the scholarship and quality of SLM projects, the organisation received six awards – four wins and two highly commended – at the National Trust Heritage Awards held on 28 April, for a range of education, interpretation and heritage conservation projects:

• The Dowling Songbook (in collaboration with the Sydney Conservatorium of Music) – Winner, Education and Interpretation

• Vaucluse House Battlements and Turrets – Winner, Conservation Built Heritage

• Florilegium: Sydney’s Painted Garden (in collaboration with The Florilegium Society at the Royal Botanic Garden Sydney Inc) – Winner, Events and Exhibitions

• Vaucluse House drawing room – Winner, Continuing Tradition

• Irish Orphan Trunk Project – Highly Commended, Education and Interpretation

• Demolished Sydney exhibition and talks series – Highly Commended, Events and Exhibitions.

In May, the Florilegium exhibition also won an award at the Museums Australasia Multimedia and Publication Design Awards (MAPDA), in the category of Best Exhibition Label.

Also in May, SLM was highly commended for its Aboriginal Cultural Calendar at the Museums and Galleries National Awards (MAGNA) in the Indigenous Project category.

‘Stunningly beautiful exhibition! Thank you for sharing these botanical drawings, prints with the public.’Visitor to Florilegium exhibition

‘This exhibition makes walking the streets of Sydney a much greater and richer experience.’Family visitor to Demolished Sydney exhibition

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‘I was blown over by the exhibition! It was like walking down Sydney alleyways 50 years and more ago. The depth and breadth was remarkable … I deeply appreciate the love and expertise that has created this wonderful panorama.’Visitor to Demolished Sydney exhibition

Opposite Demolished Sydney exhibition. Photo © James Horan for Sydney Living Museums

�Below, top to bottom Aerial view of the State Office Block, photographer unknown, c1967. City of Sydney Archives: SRC1033; Demolished Sydney exhibition. Photo © James Horan for Sydney Living Museums

Demolished Sydney, on display at the Museum of Sydney from 19 November 2016 to 17 April 2017, continued a long tradition at SLM of exhibitions that have explored the city’s architecture, urbanism and heritage. The exhibition examined the process of change over time at key sites in Sydney, from the convict-built Commissariat Stores to the city’s last island of industry, the Kent Brewery. It investigated how built identity defines a city and how each generation differently values and preserves the heritage of the city they inherit. The exhibition examined how demolition has been a constant part of the city’s evolution – sometimes welcomed as a sign of progress, and at other times reviled as a short-sighted obliteration of cultural heritage. But behind every demolition is a fascinating story of a changing city and its people.

Based on an initial concept developed by SLM directors Dr Caroline Butler-Bowdon and Ian Innes in collaboration with Megan Martin, Head of Collections & Access, and curated by Dr Nicola Teffer, the exhibition was presented as a series of 13 site case studies that were arranged geographically – visitors ‘walked the city’ from Bennelong Point in 1788 to the Central Park redevelopment of today. The sites covered a diverse cross-section of building types – a church, an office block, a hotel, a bank, a retail street, government buildings and industrial sites. Key architectural elements of a selection of buildings were re-created in the gallery to provide a sense of the buildings that were demolished: visitors could walk under the Garden Palace dome or stroll down Rowe Street and peer in the shop windows.

DEMOLISHED SYDNEY

The project’s aim was to encourage conversation about the heritage of our city and to consider how and why a city changes. An exhibition film featured interviews with architects, planners, heritage consultants and artists to further explore the place of heritage in 21st-century Sydney.

A thought-provoking talks series and panel discussions extended the themes and ideas explored in the exhibition. Speakers included artists Jonathan Jones and Peter Kingston, historians Dr Ian Hoskins and Dr Lisa Murray, architects Alec Tzannes am, Dr Peter Tonkin, Peter Phillips and Giorgio Marfella, collector Bryan Fitzgerald, and curators Dr Nicola Teffer and Dr Charles Pickett.

Demolished Sydney received extensive print media coverage (see page 46). The response to the exhibition and programs was overwhelmingly positive. The subject matter resonated deeply with audiences, and visitor feedback indicated that the key objectives of the exhibition were met, with the majority of visitors confirming that the exhibition highlighted how ideas of heritage, and the understanding of what should be preserved for future generations, change over time.

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ANNUAL REPORT 2016–17 SPECIAL PROJECT

‘Meroogal has long been known as a women’s place – a women’s house and a place for women’s history … The Meroogal Women’s Art Prize is a wonderful opportunity to turn a contemporary focus onto these stories and people through the talents and intellect of women artists.’Naseema Sparks am, SLM Trustee

The interpretation of Meroogal, a late-19th-century house in Nowra, focuses on the stories of women, past and present. The biennial Meroogal Women’s Art Prize and the annual Shoalhaven International Women’s Day Awards reach regional stakeholders and attract visitors and the media, deepening engagement with the local community and visitors.

MEROOGAL WOMEN’S ART PRIZE

The Meroogal Women’s Art Prize (23 September 2016 – 28 January 2017) encouraged Australian women artists to interpret the historic house and its stories. This year’s judges were Penelope Seidler am, Director of Harry Seidler & Associates; Deborah Ely, CEO, Bundanon Trust; Lisa Havilah, Director of Carriageworks; Bronwyn Coulston, Arts & Culture Manager, Shoalhaven City Art Centre; and Dr Caroline Butler-Bowdon, Director, Strategy & Engagement at SLM.

The prize money was generously provided by the SLM Foundation. The winner of the first prize of $6000 and an artist residency at the Bundanon Trust was Linda Dening from Tomboye, NSW, for the work Hairbrush. Second prize of $3000 was awarded to Vita Cochran from Sydney for Meroogal sampler, and third prize of $1000 was awarded to Lisa Maris McDonell from Wollongong for Women’s work. Artists Amaya Lang, Judy Panucci and Kathleen Ciclovan were highly commended.

The winners were announced at the exhibition’s opening, held at Meroogal on 23 September. Naseema Sparks am, SLM Trustee, and Mark Goggin, Executive Director, presented the prizes, with 164 people attending. The 40 works short-listed and selected for the exhibition were displayed throughout the house. In the lead-up to the prize and during the exhibition period, more than 1100 visitors toured Meroogal. A further 63 visitors attended the ceramic art and artist focus programs.

MEROOGAL

Left Shoalhaven International Women’s Day Choir. Photo Dr Toner Stevenson © Sydney Living Museums

SHOALHAVEN INTERNATIONAL WOMEN’S DAY AWARDS

On 18 March, 22 women living in the Shoalhaven area were acknowledged at Meroogal for their contribution to community through culture, sporting groups, health, wellbeing, and heritage knowledge and preservation. The Shoalhaven International Women’s Day (IWD) awards, now in their 20th year, are organised, funded and presented by SLM and were attended by 120 people from the local area.

Aunty Ruth Simms oam, a previous IWD award recipient who has been working in education for over 40 years, provided a welcome to country. Shoalhaven Mayor Amanda Findley presented the 2017 IWD awards to the recipients.

Historian Robyn Florance oam spoke about two significant late-19th-century Shoalhaven artists, Maggie Fleming and Gertrude Lovegrove, and the IWD choir, led by Christine Rigg, performed. Making the ceremony even more moving and meaningful, each of the award recipients made a short presentation and gave insights into why they were nominated and, more broadly, some of the important issues in their community.

Opposite Vita Cochran with her work Meroogal sampler, hand-embroidered wool on linen. Photo © Anna Kucera/James Horan for Sydney Living Museums

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SLM delivered interpretive experiences, in-depth engagement, discovery and enjoyment through a wide range of initiatives, including meaningful and participatory public programs, high-quality immersive and interactive education programs for schoolchildren, and an increased range of digital storytelling content.

DEEPENING ENGAGEMENT

Autumn Harvest Festival. Photo © James Horan for Sydney Living Museums 53 52

EDUCATION

SLM’s education programs are underpinned by the desire for students, regardless of age or background, to be active participants in historical and cultural investigation, fostering a greater sense of agency and civic engagement. The 12 sites provide a rich and immersive learning environment where students discover past lives, events and stories in the places where they actually unfolded. SLM’s learning experiences bring together Indigenous perspectives alongside the four Cs of 21st-century learning – critical thinking skills, communication, collaboration and creativity – to engage students with the sites, giving them greater confidence to investigate the past, so that they may more critically shape Sydney’s cultural future.

The SLM education offer for schools has had a highly productive year, building strength in visitation and engagement for children and schools. The 23 high-quality curriculum-based programs – offered at eight of the sites and via video conference – support curriculum outcomes and classroom learning for students from Stage 1 to Stage 6 and in subjects as diverse as History, Creative Arts, Science & Technology, Legal Studies and Food Technology.

In 2016–17, schools visitation exceeded 66,000 students and teachers. The audience profile remained steady at 70% primary school visitation and 30% high school.

Changes to the curriculum resulted in three new programs being launched in 2016 for Stage 3 students – a new audience for SLM. Life at the Barracks: Convicts and Migrants, based at the Hyde Park Barracks, proved popular and has attracted over 4000 students since its launch. The other two programs – Expanding the Colony and A Colonial Eye – are based at Rouse Hill House & Farm.

Muru Mittigar Aboriginal Cultural & Education Centre offered two curriculum-based programs at Rouse Hill House & Farm for students from Kindergarten through to Year 12 (see page 68).

Teacher professional developmentIn 2017, SLM launched Teaching History in the Primary Classroom, a series of immersive professional development days for primary school teachers delivering the new History curriculum. Four sessions spread across the school year related to teaching history through objects, place, role-play and museums. The sessions were developed in conjunction with education consultant Kate Cameron. Each course drew on the knowledge of in-house experts and the rich resources of the sites and collections.

SLM is endorsed by the NSW Education Standards Authority (NESA, formerly BOSTES NSW) as a provider (at Proficient Teacher career level) of Quality Teacher Council (QTC) registered professional development. This recognises that SLM’s teacher professional development program is aligned to the Australian Professional Standards for Teachers, thereby increasing the value of the courses for participating teachers and enhancing SLM’s status as a provider of high-quality education programs. Teaching History in the Primary Classroom extends and further strengthens existing partnerships with other teacher-related organisations, including the History Teachers’ Association of NSW.

DEEPENING ENGAGEMENT

‘It is refreshing to attend a professional development day that inspires and motivates you to get back into the classroom and implement some of the great ideas presented by the SLM [professional development] team. I enjoyed the creative and engaging activities presented and found them highly effective and easy to implement within my classroom.’Teacher attendee, Teaching Primary History through Role-Play, September

DIGITAL ENGAGEMENT

SLM continued to invest in its digital output, focusing on delivering several major web projects. Its YouTube following grew strongly, dramatically outpacing previous years’ figures.

WebsiteSLM’s story, blog and news content was responsible for 24% of overall web visitation. This was aided by staff publishing an additional 231 stories, blog posts and news items. Interest in convict and Hyde Park Barracks material continued to grow, with sessions up 7% on last year, now accounting for more than 12% of all page views.

A shift in how SLM markets through social media channels such as Facebook, now focusing on keeping the conversation on the platform rather than attempting to direct SLM audiences to its website, saw a drop in overall visits to SLM’s site, and a reduction in page views for events and exhibition content.

New initiativesPlant Your History blog (slm.is/gardens)

In May, SLM launched Plant Your History, a blog written by SLM horticulturist Steven Halliday that showcases the diverse gardens and plants as well as the organisation’s depth of expertise in this area.

World War I microsite (slm.is/ww1)

The SLM microsite WWI: Stories from Our Museums was launched in June to coincide with the centenary of the death in battle of Oliver Whiting, a workman at the Sydney Branch of the Royal Mint in Macquarie Street. The site, comprising 43 stories, is the culmination of a project begun in 2014. (See page 59.)

Convict Sydney (slm.is/convict-sydney)

In 2016 SLM received an $80,000 federal government grant to expand the Hyde Park Barracks and convict section of its website, increasing the amount of content and enhancing

the story of convictism as it relates to the Hyde Park Barracks, Sydney and beyond. The website will be launched in September 2017. (See page 60.)

Social media highlightsWhile there was ongoing growth across all social media channels, SLM’s YouTube following experienced a substantial boost in views and watch time with more than 4.3 million minutes of content watched, up from 200,000 last year. Much of this was due to the popularity of one of SLM’s educational videos, documenting a cooper making a wooden bucket. This had 226,000 plays and a watch time of 3.8 million minutes. Other widely watched videos were The art of botanical illustration, Artisan cheese making at Elizabeth House and Towers of Tomorrow with LEGO® Bricks.

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ANNUAL REPORT 2016–17 DEEPENING ENGAGEMENT

PROGRAM HIGHLIGHTS

The Rum Hospital bicentenarySydney’s first General Hospital, known as the Rum Hospital, was completed in 1816. The central wing was demolished in 1879, while the surviving north and south wings are today the NSW Parliament House and The Mint.

The first event to mark the Rum Hospital bicentenary was a one-day symposium held at The Mint on Saturday 30 July. This explored the site’s history, heritage, architecture and politics. Speakers included Ian Innes, Director, Heritage & Collections, on the architectural history of the original building; Curator Dr Fiona Starr on the ‘Sidney slaughter house’ in the convict period; and medical historian Dr Peter Hobbins on the transition from convict hospital to the colony’s first public dispensary.

Megan Martin, Head of Collections & Access, and City of Sydney Historian Dr Lisa Murray shared new findings and reflected on Macquarie Street’s use as a public and civic thoroughfare, and the day concluded with an insightful reflection from architect Richard Francis-Jones on his award-winning adaptive re-use of The Mint building and a panel discussion with Executive Director Mark Goggin and newly appointed Trustee and heritage expert Sharon Veale. The sessions were chaired by Government Architect Peter Poulet and Tim Horton, Registrar, NSW Architects Registration Board, who partnered with SLM to support this important day presenting research and scholarship.

The Sydney Open programming on 5–6 November also had a focus on the importance of the Rum Hospital as well as several heritage buildings designed by the Government Architect, also celebrating its bicentenary.

21st Fifties FairThe annual Fifties Fair celebrated its 21st year at mid-century modern architectural icon Rose Seidler House on Sunday 21 August, attended by 1590 visitors. The program included vintage stalls and hairstyling, dancing, fashion, food and collectables, and headline act The Hi-Boys bringing Brisbane rockabilly to Sydney in an exclusive performance. Guest judge Tara Moss joined Curator Joanna Nicholas and costume historian Lorraine Foster to adjudicate the best-dressed competition. Film and photos shared by visitors and SLM staff through social media channels captured memories of the day.

‘[SLM] understands the dynamic nature of house museums and presents them to the public in an enticing way.’Penelope Seidler AM

Ehran Edwards in vintage dress outside the front door of Rose Seidler House. Photo © James Horan for Sydney Living Museums

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RESEARCH AND SCHOLARSHIP

SLM’s development and presentation of new content in exhibitions, public programs and publications is always underpinned by scholarly research and analysis across a broad range of subjects related to the properties and collections. Major narrative themes are always directly linked to actual places, collection objects and people through the forensic examination of firsthand historical sources such as paintings, drawings and photographs, diaries, letters, newspaper articles, sales receipts, oral histories and personal accounts. The conservation processes SLM employs in preserving its heritage assets are based on analysis and diagnosis of past design, construction and materials practices, which are used to inform the degree of intervention appropriate in each situation.

Research in one particular subject area, such as 19th-century sheet music, of which SLM holds a large collection, can cross over into many related fields, including the evolution of musical instruments; conservation requirements for wood, paper and metal; the social history of music and performance in the home; migration; and nostalgia for home. SLM’s curatorial and collections staff are experienced in drawing together historical information from diverse sources to develop new insights into each subject. SLM has won numerous built heritage and museum interpretation awards for its achievements in these endeavours.

This structured approach to research informs the following projects and programs.

World War I micrositeIn June, SLM marked the centenary of World War I with the launch of a special website (see also page 55). The stories on the site provide a panoramic view of how the war was experienced by people associated with the historic houses and places managed by SLM.

The site is the culmination of a project begun in 2014, led by Megan Martin, Head of Collections & Access, and starting from the material culture traces of World War I found in SLM’s collections – photographs, printed ephemera and objects – as the framework for the stories. Staff teased out meanings from the items that were particular to the people connected to the places, and used this evidence to create an overarching narrative. These new stories add an extra layer to the existing interpretation of SLM places, a layer that connects these places with Gallipoli and the battlefields of France.

The World War I traces in SLM collections were the starting point; however, as staff delved deeper into the history of people and families associated with SLM places, they found other people who were important to one or other of the places but whose ‘traces’ were in other public collections or only in private collections. The project’s scope was extended to encompass those strays, to give a story back to those individuals.

The site comprises 43 stories, with more to come, grouped into four themes: War Service, Home Front, Enemy Within? and Commemoration. The stories are often poignant and sometimes heartbreaking. Most are of individuals: combatants, pacifists, patriotic fundraisers and anti-war activists. Other, larger, stories speak to broader national narratives relating to ideas of patriotism and expressions of jingoism. Still others touch on the aftermath of war and the memorialisation of those who had enlisted for active service, including those who made the supreme sacrifice.

‘I had intended just to dip in briefly to the site but found myself there for much of the afternoon … There is so much about this site to admire – its scope, the evocation of personal stories, the tangible sense of the artifacts that underpin the stories and its visually stunning quality.’Professor Bruce Scates on the WWI microsite

The Great Irish Famine CommemorationOn Sunday 28 August the Hyde Park Barracks hosted the 17th Annual Gathering to commemorate the Irish Famine, at the Australian Monument to the Great Irish Famine. Ian Innes, Director, Heritage & Collections, welcomed the gathering of more than 300 guests. The keynote address was delivered by the Reverend Tim Costello ao, CEO of World Vision Australia, with a vote of thanks from Susan Ryan ao. Dr Patricia Strong, Chair of the Great Irish Famine Commemoration Committee, provided a welcome and closing remarks.

This annual event plays an integral role in maintaining SLM’s relationship with the Irish community of NSW, an important Hyde Park Barracks stakeholder connected to the early Immigration Depot phase of the site’s history.

Sydney Writers’ FestivalSLM’s longstanding partnership with the History Council of NSW is evident in our participation in the Sydney Writers’ Festival. The History Council of NSW hosts a panel session featuring winners of the NSW Premier’s History Awards. This year, as in previous years, Dr Caroline Butler-Bowdon, Director, Strategy & Engagement, moderated the panel, on Thursday 25 May, which addressed ‘Documenting Hardship’ – the challenges historians face when exploring sensitive topics and reconstructing contentious narratives. 2016 NSW Premier’s History Awards winners Ann McGrath, Stuart Macintyre and Tanya Evans revealed how they explored difficult subject matter – whether interracial relationships, war or poverty – in their award-winning works.

KEY EVENTS

TITLE LOCATION DATE TOTAL VISITORS

Songlines: Shared Stories of Our Landscape (NAIDOC Week event)

Rouse Hill House & Farm 9 July 2016 645

Toy Festival Rouse Hill House & Farm 23–24 July 2016 2,958

The Rum Hospital bicentenary The Mint 30 July 2016 91

Fifties Fair Rose Seidler House 21 August 2016 1,590

The Great Irish Famine Commemoration Hyde Park Barracks Museum 28 August 2016 327

Spring Harvest Festival Elizabeth Farm 25 September 2016 1,559

Whale Festival Vaucluse House 23 October 2016 691

Sydney Open* Various 4–6 November 2016 7,766

Christmas Fare Hyde Park Barracks Museum 15 December 2016 1,824

Eel Festival Elizabeth Farm 12 March 2017 1,098

Convict Escapades Hyde Park Barracks Museum 21–24 April 2017 1,532

Vivid Sydney – Sirius and Unsui installations Museum of Sydney 26 May – 17 June 2017 65,143

Autumn Harvest Festival Rouse Hill House & Farm 28 May 2017 2,820

* 7766 participants with 48,645 visits to Sydney Open participating properties.

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Convict Sydney websiteThe Convict Sydney website (see also page 55) takes a new look at the colony’s early decades, using the changing experience and contribution of convicts to tell the story of an ever-growing town, from a motley convict colony to a thriving coastal city. Convict Sydney is an inspiring, engaging and comprehensive online resource using the latest in web-friendly architecture and design (conceived by industry leaders Pollen Design, authored by SLM curators and built by SLM’s Web & Screen Media Team). The content combines archival research and curatorship with a broad range of contemporary perspectives, bringing together historians, scholars, cultural observers and writers, as well as modern-day artisans and practitioners of convict-era skills (prison baker, shoemaker, blacksmith, ship captain, etc). Importantly, it introduces several Aboriginal spokespeople and specialists whose insights and personal experiences cast new light on Australia’s convict beginnings, including its pivotal role in the systematic devastation and dispossession of Aboriginal society and its ongoing impact today.

Research activity at the Caroline Simpson Library & Research CollectionThe Caroline Simpson Library & Research Collection (CSL&RC) engages with a rich community of researchers, both SLM staff and external stakeholders. Inquirers range from the general public, tertiary students, scholars, textile and interior designers, garden and architecture historians, music performers and musicologists to film set designers, artists, heritage and conservation practitioners, and museum professionals. The accessibility of the CSL&RC’s holdings online enables library users from around the world to engage with a unique range of formats and to seek expert advice about these specialised collections.

Over the past year, researchers maintained their focus on accessing both primary and secondary source material. A postgraduate student from the University of Melbourne examined the CSL&RC linoleum collection to assist in the development of

a conservation management plan for the Chifley Home in Bathurst. A PhD history candidate at Latrobe University worked with archival and printed sources for her thesis on domestic knitting and crochet in Australia, 1840–1940. An early-career music academic from the University of Glasgow spent a month examining 18th- and 19th-century Scottish sheet music in the Stewart Symonds collection (see page 88), while film set designers researched 1930s seaside shacks for the remake of the film Storm Boy.

Conservation professionals and the public engaged in research that included information about conserving wattle and daub construction in the Blue Mountains, verandah tile designs for a late-1930s home in Vaucluse, paint finishes for an 1820s property at Dawes Point, and the design history of a housing commission property in Matraville. In May, a paint colour scheme re-created by the Antarctic Heritage Trust for Hillary’s Hut, Antarctica, won the international category in the 2017 Dulux Colour Awards. The colour scheme was based on a Bergermaster paint colour chart that had been used during construction of the hut in 1957 and discovered by a New Zealand researcher in the CSL&RC.

Food heritage research SLM’s food programming celebrates food heritage with a variety of bespoke programs and events at SLM properties, including the Food & Words writers’ festival, Eat Your History and Colonial Gastronomy programs, Spring and Autumn Harvest festivals, and the Hyde Park Barracks’ Christmas Fare.

On 9 and 10 September The Mint played host, for the fifth time, to the Food & Words writers’ festival with Barbara Sweeney and a line-up of food writers, chefs and producers.

Colonial Gastronomy and Eat Your History programming continued to be popular, with consistently sold-out ‘talk, tour, taste’ and hands-on workshops led by resident Colonial Gastronomer Jacqui Newling, at Elizabeth Farm, Susannah Place and Vaucluse House. These experiences provided participants with the opportunity to explore a variety of food-related topics, such as honey and backyard beekeeping, traditional summer cordials and Christmas puddings, colonial teas and spices, and a culinary history of Susannah Place.

With a focus on sustainability and traditional practices, the Spring Harvest Festival at Elizabeth Farm in September, Christmas Fare at the Hyde Park Barracks in December and Autumn Harvest Festival at Rouse Hill House & Farm in May attracted a total of over 6000 people. Each event featured a market of carefully selected artisan producers selling foodstuffs reflective of colonial ingredients, recipes, preparation methods and eating habits. The events also featured talks programs, tours, hands-on activities and food demonstrations.

Regional food programsJacqui Newling worked with Orange City Council to develop and deliver two new food programs in Central NSW during the Australian Heritage Festival 2017.

On 29 April, a Picnic at Wentworth was held at the Wentworth Main Mine heritage site in Lucknow. Over 200 people attended the picnic, which offered live entertainment from local musical groups, afternoon-tea treats and old-fashioned games. The event was inspired by a picnic in 1887 that was hosted by the mine manager for workers and their families. On 1 May, Molong Historical Museum, built as a pub in 1856, celebrated the opening of its original kitchen as an interpretive space with The Colonial Kitchen Luncheon. Jacqui provided advice on program content and activities, and gave presentations at both events.

These programs continue SLM’s involvement in the Villages of the Heart project, which helps rural communities to tell their stories.

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MEMBERSHIP

Membership grew to 3317 in 2016–17, and generated $153,000 in revenue, contributing to SLM’s role in preserving 12 of the state’s most significant heritage properties.

The membership program extends, highlights and leverages the wider program of activities run by SLM. To achieve this, the organisation focused on an integrated approach across its physical sites, exhibition and events calendar, and digital channels.

In 2016–17, SLM launched an integrated campaign offering a ‘membership for all seasons’ across experiential, print and digital channels. This campaign has facilitated a sustainable and repeatable model to showcase the properties, communicate year-long value and increase monthly member engagement and visitation through events, activities and special promotions. To increase overall awareness and engagement, SLM amplified membership across digital platforms, including Google AdWords, social media and a targeted monthly eNews for members. SLM’s strongest social media campaign was the promotion of a Mother’s Day gift membership offer, which received over 86,000 impressions. Overall, the digital campaign has delivered 35,603 impressions and 2101 (1.22%) click-throughs to the membership page, including 498 (0.04%) goal completions (reaching sign-up page).

Front-of-house teams play an important role in promoting membership. Through improved support material and procedures, front-of-house membership sales have increased from 11% of overall membership income in 2015–16 to 19% in 2016–17. An online gift membership was launched in December 2016 as an additional revenue stream.

Developing meaningful and authentic connections between SLM members and the organisation is critical to the success and growth of the membership program. Member events provide a unique opportunity to deepen audience connection with the organisation through behind-the-scenes experiences that highlight SLM’s significant collections. Improvements to the structure of member events have strengthened the program and resulted in a sustainable model that is resource-conscious and offers greater opportunities to highlight staff expertise and develop collaborative partnerships across the organisation. The introduction of a standard price model has grown revenue, which is invested back into the program. Twelve member-exclusive events were held in 2016–17 across seven of our properties. Member visitation has increased 40% year on year.

SLM’s award-winning member publication, Unlocked, continues to showcase compelling stories and fascinating heritage, horticulture and conservation work across the museums and historic houses.

New music researchIn 2016–17 SLM consolidated its leading role in music interpretation in historic houses both in Australia and internationally. This activity has been communicated to audiences through concerts, the Autumn 2017 issue of our Unlocked magazine, SLM online stories, the British Sound Heritage website, social media and YouTube links.

Sound Heritage Network

The Sound Heritage Network is a British-based group established to discuss music making in historic houses in the 18th and 19th centuries. The network was launched in 2015 with a grant from the Arts and Humanities Research Council (UK), which also funded representation by SLM from Australia. This recognises SLM’s contribution to the understanding of domestic music making in colonial NSW and has been led by staff from the CSL&RC.

On 28 March, SLM hosted the first Sound Heritage meeting in Australia, at Elizabeth Bay House. Sound Heritage Sydney was convened by Dr Matthew Stephens, Research Librarian, CSL&RC, in partnership with the Sydney Conservatorium of Music. Forty-five participants from a range of sectors, including musicology, historical and conceptual performance, place-based museums and musical instrument conservation, met to explore ways in which the history of Australian domestic music can be used to enhance historic sites. Speakers included the co-founder of the Sound Heritage Network, Professor Jeanice Brooks, University of Southampton. Participants came from across Australia, New Zealand and the UK.

Also in March, Dr Brianna Robertson-Kirkland was funded by the University of Glasgow’s Ross Fund to visit Sydney and to examine early Scottish sheet music held in the Stewart Symonds Sheet Music Collection (see page 88). Dr Robertson-Kirkland identified rare pieces unknown or not held in Britain and presented her preliminary findings at Sound Heritage Sydney.

The Dowling Songbook Project, Elizabeth Bay House

The discovery of a locally formed early collection of domestic sheet music at Rouse Hill House & Farm inspired a new collaboration between SLM and the Sydney Conservatorium of Music. Between June and October, 23 students, led by the CSL&RC and Professor Neal Peres Da Costa of the Historical Performance Division, Sydney Conservatorium of Music, were guided through the music resources at the CSL&RC and attended rehearsal workshops at the Conservatorium and in the drawing room at Elizabeth Bay House. SLM provided rare sheet music from its collections and the Conservatorium installed an 1840s square piano in the drawing room for three concerts, held on 7–9 October. The concerts were attended by 80 people, and a further 91 visitors to the house experienced the rehearsals. The project received the Education and Interpretation award at the 2017 National Trust Heritage Awards.

‘Simply loved last night. Could have listened to the stories all night. Thanks to all involved. The generosity of their time and the passion and enthusiasm they all spoke with brought both places to life.’Email received from a member who attended a member tour at Susannah Place Museum and The Big Dig in February 2017

‘Seeing the music brought to life by students who had carefully studied the material and who play original instruments gave a unique insight into the music in the research collection, in a way that simply looking at a printed page could never do.’Dowling Songbook Project concert attendee

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‘We see it as an imperative to include all in our shared history and provide our students with the opportunity to gain a diversity of lived experiences so that they are better equipped to function effectively in our society.’Teacher, Marayong Public School

UNLOCKING HERITAGE

Launched in June 2015, Unlocking Heritage was a two-year trial program initiated by SLM in partnership with the NSW National Parks and Wildlife Service and funded by the Office of Environment and Heritage. The program’s key goal was to ensure that 20,000 eligible students from socioeconomically disadvantaged schools and remote areas could participate in learning programs managed by SLM and the NSW National Parks and Wildlife Service. At the end of the two-year trial period, this goal was exceeded by more than 2000 students, indicating the importance of the financial support offered and the viability of the program.

Below, top to bottom Students from Athelstane Public School, assisted by the Unlocking Heritage Travel Subsidy, participating in Life at the Barracks: Convicts and Migrants at the Hyde Park Barracks Museum. Photo © James Horan for Sydney Living Museums; Sleeping in the hammock room during the Unlocking Heritage Convict Sleepover – illustration by Year 5 student, Mittagong Public School, 2016

Opposite Students from Athelstane Public School, assisted by the Unlocking Heritage Travel Subsidy, participating in Life at the Barracks: Convicts and Migrants, Hyde Park Barracks Museum. Photo © James Horan for Sydney Living Museums

The program was offered in two streams: a travel subsidy of up to $20 per student for eligible schools to attend one of 48 curriculum-linked programs at 21 sites across NSW, and the Convict Sleepover program at the World Heritage-listed Hyde Park Barracks Museum for schools from regional and rural NSW. Following the first Convict Sleepover in September 2015, over 3000 students and teachers from 100 NSW regional and rural schools participated in the overnight experience, which included a free education program, food and overnight accommodation as well as a travel subsidy. The smallest school to participate was Glen Alice Public School located in the Capertee Valley, which sent the entire school of nine students to Sydney.

More than 18,000 primary students from 209 eligible schools benefited from the Unlocking Heritage travel subsidy. Of these, 40% were from NSW rural schools visiting both Sydney and regional heritage sites. The remaining 60% were from metropolitan schools predominantly located in the western and south-western suburbs of Sydney, all with high populations of students from refugee, multicultural and Aboriginal backgrounds. Very few of the children had previously engaged with heritage experiences, and the travel subsidy provided the opportunity to engage in education programs that not only offered equity in education but also a sense of belonging.

Convict Sleepover and the travel subsidy were supported by an audience research program designed to evaluate the effectiveness of the program. Over 90% of the 280 teachers surveyed indicated that the travel subsidy offered the opportunity for their students to be involved in high-quality experiences that linked strongly with their classroom teaching and ensured a high level of engagement.

Unlocking Heritage exceeded its objectives of increasing access to and participation in heritage experiences for audiences who would not normally have the financial resources to experience these types of immersive learning programs. In addition to the education programs, Unlocking Heritage provided the opportunity for these NSW primary students to more deeply engage with a shared Australian history.

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‘[The Museum of Sydney] is a loaded site, probably more so than any other museum site. Part of a political landscape that is not located in the past but that is lively and uncomfortable and very relevant today. This site has an obligation to tell its stories as a living political place symbolising an unresolved relationship.’Professor Michael McDaniel, Chair of SLM’s Aboriginal Advisory Committee

ABORIGINAL ACTION PLAN

SLM continued its implementation of the Aboriginal Action Plan 2016–18 to identify and expand on Aboriginal relationships, opportunities and involvement. The Plan is a significant priority for SLM and works to increase Aboriginal interpretation and community participation across the organisation and create a strong framework on which to build knowledge, awareness and public engagement with the Aboriginal stories of the sites.

The Aboriginal Advisory Committee met twice to support the delivery of culturally appropriate programming and business and employment opportunities. Internally, a working group made up of Aboriginal and non-Aboriginal staff, including representatives from the Executive, met regularly to implement and report on progress, focusing on key areas of programming, business and partnership opportunities, employment and procurement.

The Aboriginal concept of country is central to the Plan and resonates with SLM’s place-based approach to interpreting museums and heritage sites. Work continued to increase Aboriginal interpretation at the Hyde Park Barracks Museum and the site of first Government House, with the significant involvement of Aboriginal staff and consultants contributing to the Protecting National Historic Sites projects on both sites (see page 77).

The Aboriginal Cultural Events Calendar reflected the history of SLM sites and the cultural values of Aboriginal people today, building on the pilot programs run in 2015–16. The program comprised the following events:

• Songlines: Shared Stories of Our Landscape, held at Rouse Hill House & Farm (9 July) with the local community as part of SLM’s NAIDOC Week celebration, attracted 645 participants.

• The Whale Festival at Vaucluse House (23 October) celebrated rebirth and connection to country as whales and their calves migrate south along the east coast of Australia. There were 691 attendees.

• The Eel Festival (12 March) at Elizabeth Farm recognised Parramatta’s namesake, the eel, and its importance to the local Burramattagal people. This program was co-produced with Muru Mittigar, and attracted 1098 attendees.

The Museum of Sydney introduced a new event series, Aboriginal Sydney Speaks, designed to engage and enhance a distinctive Aboriginal narrative. The first event, 1835: A Conversation for No-man, held on 26 May and produced in partnership with the Museum of Applied Arts and Sciences, examined the ongoing impacts of Governor Bourke’s 1835 proclamation declaring that ‘vacant Crown land’ could not be acquired through treaty, bargain, contract or other transaction with Aboriginal inhabitants but only through deed of the Crown. A performance by the Stiff Gins and a reading of the proclamation by Aboriginal actor Jeremy Ambrum was followed by a panel discussion, facilitated by Robynne Quiggin with academic and cultural leader Professor Michael McDaniel, award-winning literary activist Samuel Wagan Watson, author and cultural thinker Professor Bruce Pascoe, and Gail Mabo, the daughter of the Torres Strait warrior who ultimately challenged Bourke’s proclamation and the concept of terra nullius.

Below, top to bottom Whale Festival at Vaucluse House. Photo © Stuart Miller for Sydney Living Museums; Djaadjawan Dancers at Songlines: Shared Stories of Our Landscape at Rouse Hill House & Farm. Photo © James Horan for Sydney Living Museums

Opposite Songlines: Shared Stories of Our Landscape at Rouse Hill House & Farm. Photo © James Horan for Sydney Living Museums

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SLM and Muru Mittigar have extended their original one-year agreement for a further three years to deliver cultural education tours, public events and programming at Rouse Hill House & Farm. The aim is to increase cultural opportunities for all people to participate in through an Indigenous presence and interpretation of the site. This partnership is important to delivering SLM’s Aboriginal Action Plan and Aboriginal Cultural Calendar (see pages 66–7).

Established in 1998, Muru Mittigar is a not-for-profit organisation. In 2016 Muru Mittigar established a Cultural Centre at Rouse Hill House & Farm to deliver curriculum-based Aboriginal cultural education programs, teacher training, visitor-oriented cultural programming and curated experiences. This initiative is creating a better understanding

of Aboriginal culture in the wider community as visitors learn Darug traditional ways and participate in experiences such as boomerang throwing, art, and the bush tucker investigation and cooking workshops.

Muru Mittigar has substantially grown education and family visitation at Rouse Hill House & Farm, with 2292 students and teachers participating in education programs, and 379 school holiday workshop participants. In addition, Muru Mittigar were active partners in presenting the NAIDOC Week event Songlines: Shared Stories of Our Landscape and the Rouse Hill House & Farm Autumn Harvest Festival, which attracted a combined audience of 3465 program attendees.

‘Muru Mittigar’s vision is to make a significant, measurable and sustainable difference in advancing culture, community and country of all Aboriginal people and in particular Darug people.’Peter Chia, Chief Executive Officer, Muru Mittigar

MURU MITTIGAR PARTNERSHIP

Darug classroom program delivered by Leanne Watson, Muru Mittigar community and staff development manager. Photo © James Horan for Sydney Living Museums

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Sydney Open also celebrated some of the city’s much-loved heritage buildings. The 200th anniversary of Governor Macquarie’s General ‘Rum’ Hospital was marked with the opening of the three buildings currently occupying the Macquarie Street site – Parliament House, Sydney Hospital and The Mint. The program also marked the bicentenary of the NSW Government Architect’s Office, featuring over 20 buildings designed and built by the Government Architect, from Francis Greenway’s St James’ Church (1820–22) to Peter Mould’s work with Sam Marshall on the Museum of Contemporary Art’s Mordant Wing (2012).

Sydney Open once again integrated ticket sales, membership acquisition and partnership management, which yielded the highest paid visitation since the program was first offered in 1997, a 7.2% growth on the 2015 event. The Sydney Open membership bundle secured 537 memberships. The total number of event participants was 7766, generating more than 48,000 individual building visits. As always, the event demonstrated strong social media engagement, with over 2000 photographs shared on Instagram alone using #sydneyisopen.

Over 50 partner and stakeholder groups contributed to the program, including regular partners AMP Capital, Dexus, Macquarie Group and Sydney Trains. Ambassadors for the program included architectural, heritage and cultural experts and commentators such as architect Penelope Seidler am, performer Tim Ross, influencer Demas Rusli, heritage expert Sharon Veale and photographer Brett Boardman. Sponsors included Architecture Media, GML Heritage, BVN, Two International Towers and the City of Sydney.

Audience research revealed that 52% of Sydney Open attendees were new audiences, with 48% repeat visitors – an increase for repeat visitation of 11% on 2015. Customer satisfaction with the event remained high, with the overwhelming majority (96%) of visitors recommending Sydney Open to others and almost nine in ten indicating they would be likely to attend again in 2017.

The 12th Sydney Open was presented on 5 and 6 November. Attracting its highest ever visitation, the program enabled more than 7700 people to engage with the city’s architectural heritage by exploring more than 70 buildings and sites across the Sydney CBD, Barangaroo, Walsh Bay and The Rocks through open access and exclusive Focus Tours. Program highlights included the Rogers Stirk Harbour + Partners–designed Two International Towers, Barangaroo. Sydney Open ticketholders had exclusive access to three levels of the building, covering the offices of Gilbert + Tobin and Swiss Re and the level 41 top floor. Focus Tours were also led across Westpac’s new offices.

Sydney Open partnered with Two International Towers to present an exclusive VIP evening. Ticketholders enjoyed talks by architects Andrew Andersons, Richard Francis-Jones (Principal, Francis-Jones Morehen Thorp), Avtar Lotay (Director, Rogers Stirk Harbour + Partners) and Dr Peter Tonkin (Principal of Tonkin Zulaikha Greer).

Some of the other latest architecture on the program included Macquarie Group’s offices at No 1 Martin Place, the Francis-Jones Morehen Thorp–designed EY Centre, PTW Architects’ Calyx structure in the Royal Botanic Garden Sydney, and HASSELL’s Sydney studio in the heritage-listed former woolstore on pier 8/9 at Walsh Bay.

SYDNEY OPEN Below, top to bottom Visitors at EY Centre. Photo © James Horan for Sydney Living Museums; Lands Department Building. Photo © Brett Boardman for Sydney Living Museums

EY Centre. Photo © James Horan for Sydney Living Museums

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SLM continued to invest in managing, maintaining and conserving its buildings, places and objects to hold ‘in trust’ for future generations’ education and enjoyment.

INVESTING IN OUR ASSETS

Vaucluse House drawing room. Photo © Nicholas Watt for Sydney Living Museums 73 72

SLM aims to preserve and enhance the cultural significance of the exceptional historic buildings and landscapes it manages through ongoing maintenance and housekeeping so that major restoration does not become necessary. This is based on the principle of conserving and retaining as much original and early built fabric at each of the places as possible, avoiding replacement or reconstruction of material wherever possible.

Over time all assets require major cyclical maintenance and upgrades to ensure their ongoing working life, and in the case of heritage assets to preserve often fragile materials. These activities require the application of expert knowledge and understanding of traditional building materials such as stone, timber, iron, lime, fibrous plaster, milk- and chalk-based paints, glues and mortars. Traditional crafts and techniques are employed to prevent damage to or loss of original materials. Over many years the application of these principles to SLM’s properties has given them an identifiable aesthetic appearance different from many other ‘restored’ historic buildings.

In the city museums, controlled environmental conditions are required for the storage and display of collection objects to prevent them from deteriorating or becoming damaged. Providing these conditions within narrowly defined ranges of temperature and humidity control requires efficient air-conditioning and building management control systems, all of which have been undergoing upgrades in the reporting period.

Consistent with general heritage management practice, SLM uses Conservation Management Plans as a way of confirming what is important about each place, in what ways it may be vulnerable, and what actions are required to fix that vulnerability. SLM’s Conservation Management Plans follow the principles of The Burra Charter, a widely used framework for the assessment and management of historic places, and reference The conservation plan by James Semple Kerr, which provides a structured approach to research and planning.

INVESTING IN OUR ASSETS

‘The work performed by SLM is vital for the protection of many iconic buildings in and around Sydney. This can only be achieved through the dedication, hard work and expertise of many people who share a common goal – to preserve our history for future generations. It is a privilege to be a part of that team.’Simon White, SLM Foundation Board

CAPITALISED MAINTENANCE PROGRAM

This year maintenance projects valued at $5.5 million were completed. This was the third year of a three-year maintenance program, supplemented by additional capital funding from the second year of a ten-year program of maintenance and conservation works. The focus is on improving the public safety and accessibility of our sites; ensuring ongoing statutory compliance, such as with fire safety and electrical code requirements; replacing ageing infrastructure and obsolete or unsupported plant and equipment; and undertaking works to protect our revenue, including improvements to venue facilities and equipment. The ongoing preservation of the historic fabric of the buildings also features prominently in this program.

In 2016–17, 38 separate projects were completed, ranging from lime-washing and mortar repairs to installing state-of-the-art LED lighting. The program required the coordination of diverse trades and specialist consultancy services for works including:

• Elizabeth Bay House – desalination and repair of cellar stonework and metalwork;

• Elizabeth Farm – repair of external plasters and lime washes; and works on the garden services area to improve drainage;

• Hyde Park Barracks Museum – stonework conservation on gatehouses and gate piers, and preparation of design for a new passenger lift;

• Justice & Police Museum – conservation of external stonework and new leadwork to the pediments; conservation of French-polished finishes; internal repainting; new lighting in public areas; refurbished bathrooms above collection display areas; and replacement of air-conditioning chiller to achieve energy efficiency, acoustic improvement, temperature and humidity control for collections preservation and to extend the useful life and operational reliability of the asset;

• Meroogal – regrading of external asphalt paths, external repairs to the main house timberwork, repainting, and repairs to downpipes and external lighting;

• The Mint – extensive repainting and surface renewal; new lighting in auditorium, foyer and library; services upgrades to assist Rum Hospital ground floor food and beverage service; and replacement of the chiller in the Coining Factory’s air-conditioning system;

• Museum of Sydney – lighting upgrades in ‘back of house’ areas, renewal of zinc roofs on glazed rooms on facade, repairs to the Edge of the trees artwork on the forecourt and associated drainage, removal of asbestos in the boilers and replacement with efficient new boilers, cleaning of air-conditioning ducts to remove mould, and a Building Management System upgrade to monitor humidity and temperature data logs and automate alerts to staff if prescribed humidity and temperature conditions for museum collections preservation are not met;

• Rouse Hill House & Farm – conservation works on the bathhouse and main house roof, new potable water supply to the historic and schoolhouse precincts, repairs to historic fences, regraded surfaces and refreshed gravel on the main carriage loop and garden pathways, and dam dredging;

• Vaucluse House – remediation of damp deterioration and timber shingle roofing, re-gravelling of the main drive and pathways, and stabilisation of seven timber bridges and replacement of handrails to meet current safety standards.

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ANNUAL REPORT 2016–17 INVESTING IN OUR ASSETS

CONSERVATION MANAGEMENT PLANS

SLM commissioned new or updated Conservation Management Plans (CMPs) for the Hyde Park Barracks, The Mint, the first Government House and the Justice & Police Museum, and worked with specialist heritage consultants to ensure that management policies for each property aligned conservation objectives with operational requirements and contemporary museum interpretation practice.

The new CMP for the Hyde Park Barracks draws together for the first time multiple threads of historical research carried out over many years into one comprehensive document covering all aspects of the built form and fabric, archaeology, social history and museology. The CMP aligns the four levels of statutory listings of the site in a hierarchy of significance, and will be used for all levels of statutory approvals for future work. The research phase highlighted the importance of archaeological excavations carried out at the Hyde Park Barracks in the late 1970s and early 1980s, as these were the largest and most extensive ever carried out in Australia at that time. The work at the site established a benchmark in historical archaeology which is still referenced today.

The Hyde Park Barracks underwent extensive restoration by the NSW Government Architect in the late 1970s, involving substantial demolition of later additions and reconstruction of large areas of brickwork, sandstone masonry and timber joinery. These practices are no longer carried out in building conservation. The CMP includes a detailed fabric analysis that enables original and altered fabric to be understood and evaluated.

The updated CMP for The Mint for the first time includes and evaluates all built elements on the site and draws out the history and significance of the Rum Hospital building facing Macquarie Street as well as the 1854 Mint Coining Factory buildings at the rear. SLM also documented the evidence of the extensive restoration of the Rum Hospital building carried out in the early 1980s, which saw the removal of much original and early fabric and the reconstruction and restoration of many features, practices no longer

favoured in historic building conservation. The CMP also evaluated the significance of the Sulman Award-winning FJMT Studio 2004 additions to the Coining Factory, still regarded as a benchmark in historic building adaptation.

The new CMP for the site of first Government House at the Museum of Sydney summarises the significance of the below-ground remains of the house, the known and potential archaeological remains, the contemporary overlay of the Museum of Sydney and First Government House Place, and the value of interpretive features such as the Edge of the trees commissioned artwork created by Janet Laurence and Fiona Foley in 1995. In a companion volume, the Young Street terrace houses were evaluated separately as one of only a handful of mid-19th-century terrace houses remaining within the Sydney CBD, as well as in relation to the site of first Government House itself and the Museum of Sydney. The CMP was key to enabling the development of a revised museum concept for the forecourt with new interpretive elements in development funded through a federal Protecting National Historic Sites grant.

The Justice & Police Museum was established in the late 1980s. The site was transferred to the HHT in 1989, but despite a number of heritage studies and conservation analyses being undertaken, a comprehensive CMP for the three buildings was never carried out. A key challenge in developing the CMP was analysing the evidence of original construction and separating this from later interventions, as well as assessing the significance of the 1987–88 restoration practices. This CMP provides for the first time a comprehensive history of the development and use of the site right up to the formation of the museum. The significance of the historical collections housed in the museum and their relationship to specific people and incidents in the history of the buildings have also been explored and form the basis of a renewed interpretive concept for the museum.

PROTECTING NATIONAL HISTORIC SITES PROGRAM

A three-year Commonwealth Government grant of $1.82 million under the Protecting National Historic Sites program enabled a range of projects at the UNESCO World Heritage-listed Hyde Park Barracks and the nationally listed site of first Government House, with $637,000 received in 2016–17.

The grant delivered significant outcomes across both sites, enabling audience research, new interpretation master planning, detailed design and renewed site interpretation works at both the Hyde Park Barracks Museum and the site of first Government House at the Museum of Sydney.

Key achievements Audience Research Stage 2

The Protecting National Historic Sites program audience research was undertaken with consultants Morris Hargreaves McIntyre. This provided valuable audience insights, enabling better understanding of visitor engagement across the sites, and the effectiveness of interpretation and programming. The research will inform reinterpretation plans for the Hyde Park Barracks Museum.

In June, Morris Hargreaves McIntyre undertook further research allowing SLM to better understand the impact of the master planning on its ability to provide relevant and engaging education programs. This included a focus on the integration of Indigenous content into Museum of Sydney education programs.

Interpretation Masterplans

Interpretation Masterplans have been developed for both sites.

HAY|HEBBLETHWAITE was engaged to develop an Interpretation Masterplan for the UNESCO World Heritage-listed Hyde Park Barracks to create a cohesive, active and connected experience across the entire site, replacing the 1990 Museum Plan. An Interpretation Review was carried out and outlined a number of key objectives for renewal. Consultation with key stakeholders was undertaken, including briefings with the architect responsible for design of the original interpretive elements, Dr Peter Tonkin. This was in line with best practice and ensures transparency across the project.

This Masterplan will guide the design development phase, which will be undertaken in 2017. The renewal of the Hyde Park Barracks Museum will enhance its global context and highlight its contemporary significance. The completion of the Hyde Park Barracks Museum renewal will coincide with the June 2019 bicentenary of convicts moving in.

Johnson Pilton Walker Architects and Art of Fact have developed the Interpretation and Design Masterplan for the site of first Government House, which will expand the experience of the nationally significant site and guide renewal within a changing urban environment.

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HERITAGE FLOOR SPACE

In July, consultant Studio Colin Polwarth was engaged to assist with the development of a Heritage Floor Space (HFS) application to support claims for the award of HFS for three eligible SLM properties: the Hyde Park Barracks Museum, The Mint and the Justice & Police Museum.

SLM is the first public institution to apply to the City of Sydney for the award of HFS. The application process requires the City to endorse the Conservation Management Plans that have been completed for the three sites. The application was submitted to the City of Sydney on 2 May and registered for public comment, with a closing date of 27 June.

It is anticipated that the Council’s Planning Assessment Committee will review the application early in the next financial year, and make the recommendation of the Council of the City of Sydney.

ENDANGERED HOUSES FUND

SLM submitted a development application to Campbelltown Council in December for an addition to the 1830s stone farmhouse at Beulah, Appin (see page 21). The addition will include a kitchen, additional wet areas, and living areas, and reflects the group of weatherboard and corrugated-steel outbuildings that used to stand in the same area at the rear of Beulah and housed the kitchen, dining room, laundry and farm office. These buildings burnt down in the 1980s. The proposed addition is in a contemporary style, and does not seek to ‘upstage’ the original building. It is modest in size and uses a low-key material palette of weatherboard and timber framing. The addition is divided into two linked buildings in a similar way as the earlier outbuildings and reflects the long tradition of Australian rural homesteads. The new wing is connected to the original house by a glazed link in the same location as the original covered way between the house and the kitchen.

The development application was referred to the NSW Heritage Council for comment. These comments have been received and further information is being provided in relation to the archaeology in the area below the new addition.

Beulah Story Spheres projectThe Beulah Story Spheres project, developed in partnership with Google’s Creative Lab and Grumpy Sailor Sydney, a creative laboratory experimenting with digital technology and storytelling, provides an immersive way for visitors to experience the house as it was before serious conservation work began. Through the use of 360-degree virtual reality technologies such as a Google Cardboard headset, users will be able to visit rooms and locations across the property while viewing images of the original condition and listening to experts discuss the history and challenges of this project. Once work on the house is completed, the property will be documented again, allowing visitors to experience the site before and after, giving them an opportunity to better understand the incredible amount of work and effort that goes into protecting such a significant homestead.

VAUCLUSE HOUSE

On 6 April the Vaucluse House drawing and orientation rooms were officially opened after an extensive period of research, design and installation. The projects were funded through the SLM Foundation, individual donations and SLM’s Treasury-funded capitalised maintenance program. Many of the donors attended the launch event opened by Edward Simpson, Chair of the SLM Foundation.

The two rooms are highlights of any visit to the house. The drawing room refurbishment won the prestigious National Trust Award 2017 for Continuing Tradition. The drawing room, now considered one of the finest surviving colonial interiors in Australia, was built and furnished by William Charles and Sarah Wentworth in the 1840s. The refurbishment drew on authentic sources and traditional trades to re-create a room that the Wentworths might have known. No pictorial evidence of the original drawing room survives, and the only available information came from an auction advertisement from 1853, when the family was preparing to leave Australia for England. It listed a variety of furniture for sale, comprising ottomans, sofas and easy chairs in ‘elaborately carved rosewood’ and upholstered in crimson silk damask.

Without a fragment of this original upholstery, SLM staff worked with Humphries Weaving in Suffolk, England, to source damask of an appropriate design, colour and quality. The furniture – including two single-ended sofas, stools, a pair of ottomans and five Wentworth-provenanced chairs – was reupholstered by Carlos Rodrigues. Conservator Ben Stoner treated much of the furniture, and the window furnishings were created by Chrissie Jeffery, creative director of Stitches Soft Furnishings, and her team, using 19th-century sources and with input from architecture and interiors specialist Dr James Broadbent am.

Essential to any historical furnishings project are the passementeries, or trimmings. Some of the trimmings for this project were imported from France, while many others were custom-made by artisan Morrison Polkinghorne in Cambodia. The tassels for the box ottomans were copied from an example in the Caroline Simpson Library & Research Collection. The soft furnishings volunteers group painstakingly hand-stitched silk hangers into the wool bullion fringe for the window furnishings.

The orientation room reinterprets the history of the Vaucluse estate from its enduring Aboriginal connections to its ownership by Sir Henry Browne Hayes, its occupation by the Wentworth family, and finally the creation of a museum. Treasures from the collection, interpretive panels and immersive audiovisual components take visitors through the estate’s diverse and fascinating history.

A new self-guided audio tour was also developed and is available free with entry. Through many voices it unlocks intimate family tales and sheds fresh light on what it felt like to live and work at Vaucluse House in the first half of the 19th century.

‘Our architectural history acts as witness to the passage of time. Preserving the memories of place creates a narrative for Sydney’s past that allows us to imagine who we once were and whom we may become.’ Susannah Sweeney, SLM Foundation Board

‘The preview of the drawing room and orientation space last night at Vaucluse House was a delight. The passion, skill and knowledge of SLM staff radiated, and the care and attentiveness they displayed towards the invited guests was truly commendable.’ Sharon Veale, SLM Trustee

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CARING FOR OUR COLLECTIONS

Preventive conservation activities were undertaken with 14 conservation specialists on the conservation of 94 objects, including 45 bags of archaeological textiles from the Hyde Park Barracks, Sarah Wentworth’s fan from Vaucluse House, the stone plinth supporting a bust of Governor Arthur Phillip at the Museum of Sydney, and a photo album of Darlinghurst Gaol from the Justice & Police Museum.

Support was provided to the capital infrastructure projects undertaken across the properties. Many of the projects required the movement of collections to enable access for work on walls, ceilings, air-conditioning ducts and inside showcases. This has provided an opportunity to assess and clean collections and showcases.

Musical instrument conservator Bronwen Griffin and early piano and organ specialist Colin van der Lecq were engaged to examine a 19th-century guitar, Litchfield Binckes square piano and Broadwood upright piano at Elizabeth Bay House. Through this process, the two pianos were cleaned, assessed and documented. Visiting UK-based square piano conservator Lucy Coad undertook a further examination of the piano.

LOANS OF SLM COLLECTIONS

Fifty objects were on long-term outward loan to museums, galleries and other institutions in NSW, Tasmania and the national capital. A number of these loans enhance the visitor experience and support interpretation at Lanyon Homestead in the Australian Capital Territory; Old Government House, Parramatta (National Trust of Australia); Lindesay, Darling Point (National Trust of Australia); and Narryna Heritage Museum, Hobart. Other loans are on display in the NSW Police Commissioner’s Office; the Tasmanian Museum and Art Gallery; the National Portrait Gallery, Canberra; and Macquarie Bank in Martin Place, Sydney.

MUSEUMS DISCOVERY CENTRE

In 2016–17 the Museums Discovery Centre (MDC) in Castle Hill moved from planning to an operational site. The MDC is a collaboration between the Australian Museum, the Museum of Applied Arts and Sciences (MAAS) and SLM. Building E, which houses visitor facilities including collections displays, meeting rooms and facilities for school programs, was officially launched on 14 September by then Deputy Premier and Minister for the Arts, The Hon Troy Grant MP, and then Minister for the Environment and Heritage, The Hon Mark Speakman SC MP. This was followed by an open weekend on 17–18 September that saw 6000 visitors to the site.

The collection on display features architectural elements from demolished Sydney properties. These elements are displayed alongside similar material from the MAAS collection. Serendipitously, the MAAS display included a mould used in the fabrication of a ceiling rose from the SLM collection hanging on the adjacent wall. As well as enhancing the exhibition, this discovery has provided new information about the manufacturers of the ceiling rose.

Relocation of the SLM collection to the new facility commenced in September and was completed in March.

Collection material was cleaned, assessed for rehousing, documented and shelved, with new locations documented in SLM’s collection database.

The new store provides greatly improved facilities, including new oversized plan cabinets (allowing better access to items such as ceiling panels currently stored in crates), an improved large rolled textile storage system, a purpose-built storage system for collection doors and a flexible racking system for framed works and smaller rolled textiles. Two compactus units accommodate material ranging from archaeology to sensitive police-related material, uniforms and artworks.

Since the initial move, work has continued to improve the storage and documentation, with a focus on documenting and rehousing first Government House archaeological material. This provides the capacity to undertake more effective analysis of the material for ongoing research.

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ENTERPRISE INFORMATION ARCHITECTURE (EIA) PROJECT – UNGERBOECK, ROLLER, VEND

The Enterprise Information Architecture program has continued with the delivery of a new event-management system to cater for education, group and venue-hire bookings, and a new front-of-house system to cater for general admissions and SLM’s retail offer. These have streamlined processes for visitors and customers as well as for staff.

The new event-management system was introduced in September. It has enabled booking processes to be standardised across all sites and provides an integrated experience for customers, with all correspondence and details managed and tracked through the one system. The system and the processes it supports have been continually enhanced and improved since going live.

The front-of-house system was introduced to all sites over May. This simplifies the process of admitting visitors and allows visitor information officers to focus less on technology and internal processes, and more on the visitor. The system is intuitive, and integrates with SLM’s financial systems, reducing the need for paper records. The system is run from iPads and is portable, so it can be used to support pop-up stores and stalls at events.

ENTERPRISE ASSET MANAGEMENT (EAM)SYSTEM

To more effectively implement the Total Asset Management Plan for SLM’s built assets, an Asset Management System was procured and commissioned in the form of a software tool that records detailed information about assets in a database and which is able to interface with the SUN Finance system. SLM established an asset hierarchy with three levels of listing that will enable it to record and track maintenance expenditure, capital upgrades, maintenance history, documentation and contractor/service provider details for each asset. The software tool was designed to be used in the field, using portable devices to allow asset records to be updated and work requests to be generated on the spot. Commissioned in January, the inforBI EAM tool is in the process of being fully activated across the properties, with troubleshooting of minor operational issues resolved through a client/provider interface.

STABLE TECHNOLOGY INFRASTRUCTURE

In 2016–17 the following activities improved system stability and reliability:

• A change management process was introduced to control changes, and their attendant risks, to ICT systems.

• Benchmarking of stability was performed to measure the current levels of disruption to assist focus improvements and measure results.

• Post-incident reviews were performed to understand the root cause of disruption and minimise recurrence.

• A refresh schedule was established to ensure all systems are maintained and under full vendor support.

• Proactive maintenance of all systems was introduced.

GARDENS

The SLM Horticulture Team presents and maintains each property to a very high horticultural standard. In early November, SLM undertook a large restoration project in the gardens at Meroogal, renovating the tired and overgrown garden beds that lie just behind the front white picket fence. The team dug out, split and replanted the overgrown groupings of plants, and removed weeds and unwanted plants. This process also involved heavy pruning on selected trees and shrubs, and has had fantastic results.

In May a large spiral fracture in the highly significant Chinese elm tree (Ulmus parvifolia) at Elizabeth Farm caused a substantial branch to come to rest on the ground during heavy wind and rain. With consultation, staff decided to try to save the branch rather than removing it, to reduce further irreparable damage to the tree. SLM is currently working with a specialist tree safety company who are designing and engineering new support props which, along with the already completed selective pruning and end-weight reduction, should prolong the tree’s life for many more years to come.

Ten new plant containers were installed at the Hyde Park Barracks Bakehouse to create a visual boundary to show where the licensed premises ends. The containers were filled with bay trees, oleander and a variety of citrus species.

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KEY CAPITAL WORKS PROJECTS

ROUSE HILL HOUSE & FARM

BathhouseThe late-1850s brick bathhouse at Rouse Hill was designed as an ornamental garden building with decorative arched trellises. Responding to concerns about structural movement and the effect of tree roots on this fragile little building, a structural engineer recommended root barriers be installed in the soil around the building. All the original paving and stonework was lifted, the roots cut and barriers installed to a depth of 1 metre, then the paving relaid. Conservation of the brickwork, timber verandahs and trellises was carried out at the same time.

VAUCLUSE HOUSE DAMP REMEDIATION

Worn paving at the rear of Vaucluse House allowed water to flow back into the courtyard arcade, affecting the plasters and lime washes in the arcade. The existing porch, a relatively recent addition, was demolished and a larger but still simple porch built to reduce water flowing into the arcade, and the plasters and lime washes were then replaced. When the existing porch was demolished the opportunity was also taken to put up a scaffold and repair a large area of timber shingle roof on the adjacent kitchen wing.

Dam dredgingThe dam at Rouse Hill (dating from 1968) is an important resource for farm operations, providing water for the growing herd of farm animals. Over time, it had silted up, reducing capacity to about 30% less than it should have been. The dam was dredged and the soil dried out and distributed elsewhere. The dam wall received an important structural inspection and has been reinforced with more soil.

Unless otherwise stated, all images © Sydney Living Museums

Below Vaucluse House colonnade following plaster repairs and new tallow lime wash. Photo © Nicholas Watt for Sydney Living Museums

THE MINT STONEWORK

The 1850s stonework of the Mint Coining Factory buildings has been protected in places with sacrificial plasters over the past 12 years. These plasters encourage salt from rising damp to dry out in the outer layer rather than within the stone itself and thus protect the stone from losing surface layers as the salts dry and expand. The plasters had been doing their job by preferentially deteriorating, and the time had come to replace them. At the same time, the opportunity was taken to provide a traditional lead flashing between the new 2003–05 structure and the 1850s stonework, which was suffering from too much water running onto it.

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HYDE PARK BARRACKS WALL

The original 1816–18 stone perimeter wall at the Hyde Park Barracks is an important and rare remnant of early colonial stonework. It was finished to a high level of workmanship, and the original surface with its rich orange patina remains on most of the gatehouses, gate piers and corner pavilions. Experienced UK-based stone conservator Deborah Carthy worked closely with Sydney-based stone consultant Nicola Ashurst to confirm a level of appropriate conservation. No stone was replaced. The aim to retain all original stone surfaces was achieved by retaining the edges of stone loss with mortar. Larger areas of loss on the underside of cornices and mouldings were made up with mortar infills coloured to blend with adjacent stone. Detached layers of stone were pinned back in place to slow down further losses. Local stonemasons were trained to carry out these repairs and in the delicate technique of grouting cavities behind the outer detaching layers of stone.

JUSTICE & POLICE MUSEUM STONEWORK

As with many stone buildings in Sydney, the stonework joints at the Justice & Police Museum were repaired during the 20th century with asbestos reinforcing in the mortar. This mortar needed to be removed and replaced in the courtyard and other areas where people might be exposed to it. All work was monitored by asbestos removal hygienists. The opportunity was also taken to protect the stonework of the two court triangular pediments with lead flashings.

All images © Sydney Living Museums 87 86


KEY ACQUISITIONS

This year items were acquired through cultural gifts, donations and purchases for the Caroline Simpson Library & Research Collection (CSL&RC), Hyde Park Barracks Museum, The Mint, Rose Seidler House, Susannah Place Museum and Vaucluse House.

Stewart Symonds Sheet Music CollectionIn August the CSL&RC acquired, through the federal government Cultural Gifts Program, a rare collection of 19th-century sheet music of which much is provenanced to NSW families. The Stewart Symonds Sheet Music Collection consists of 1563 pieces of music bound into 46 volumes, including 55 leaves of manuscript transcriptions. Collected over five decades by private collector Stewart Symonds, the publications date from between the late 1780s and the 1890s. Among many highlights is ‘Currency lasses’ by ‘a Lady at Sydney’ (c1830), the earliest surviving printed copy of Australian settler music.

Marion Best Pty LtdThe CSL&RC has added significantly to its already strong collection of furniture, furnishings and archival material related to Marion Hall Best, one of Sydney’s leading modernist interior designers of the mid-20th century, acquiring material by donation and at auction. Items of furniture include modernist chairs designed by both Australian and international designers and retailed by Marion Best; a late-1940s ‘Kone’ chair, designed by Roger McLay; an early-1950s ‘Cord’ chair, designed by Clement Meadmore; a c1968 ‘Rondo’ chair, designed by Gordon Andrews; and a pair of c1965 ‘Jonquil’ clear acrylic chairs, designed by Erwin & Estelle Laverne of New York. Furnishing items include a pair of vibrantly coloured floor-length plaid silk curtains, made in the early to mid-1960s from fabric manufactured by the Thai Silk Co Ltd (proprietor Jim Thompson), Thailand, for a house in Bondi Junction but

kept in storage since 1967. Thai silks were a characteristic of Marion Best Pty Ltd design, sold in her shops in Rowe Street, Sydney, and Queen Street, Woollahra, and used extensively for decades for soft furnishings (curtains, cushion covers, bedcovers, upholstery) in her interior design schemes. Best began importing them in the 1950s and had Thompson produce colourways to her requirements.

Also related to Marion Best Pty Ltd is a collection of archival and other material donated by Mardi McElvenny, a former employee of Marion Best Pty Ltd, relating to her training and practice as an interior designer, including McElvenny’s own work books, notes and design exercises from her interior design training at the Shillito Design School, Sydney, 1966–68.

Below Kone chair, designed by Roger McLay, late 1940s. Caroline Simpson Library & Research Collection. Gift of Chee Soon & Fitzgerald. Photo © Jamie North for Sydney Living Museums; Right Thai silk curtain, made by Marion Best Pty Ltd from fabric manufactured by the Thai Silk Co Ltd, mid-1960s. Presented in memory of Barbara Lorraine Hill. ‘Jonquil’ chair, manufactured by Laverne International, c1965. Caroline Simpson Library & Research Collection. Photo © Jamie North for Sydney Living Museums

Above, left to right Cover, ‘Currency lasses, an admir’d Australian quadrille’, composed by a Lady at Sydney, c1830; Cover, ‘The City of Sydney polka’, composed by Charles Packer, Sydney, c1854. Stewart Symonds Sheet Music Collection, Caroline Simpson Library & Research Collection, Sydney Living Museums

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Thomas Wingate watercolourIn April the CSL&RC acquired, with support from the SLM Foundation, a watercolour painted by Major Thomas Wingate (1807–1869) in March 1853. Wingate was a sketcher, amateur photographer and army officer with direct associations with two SLM properties, Rouse Hill House & Farm and the Justice & Police Museum, and an indirect association with another, The Mint. He entered the British army as an ensign in May 1826 and served in Ceylon (Sri Lanka) and India before retiring with the rank of captain and arriving in Sydney around 1850. In 1854 he was commissioned as a major commanding the 1st New South Wales Rifle Volunteers, the first local unit raised by an Act of the Legislative Council. He also served as a magistrate on the bench of Sydney’s Water Police Court and Central Police Court, from 1855 to 1861. In 1858 he married Eleanor Terry (nee Rouse), seventh child of Richard Rouse, builder of Rouse Hill House. Wingate was a member of the Sydney Sketching Club, formed in 1856 with Conrad Martens as president. Captain Edward Wolstenholme Ward, Deputy Master of the Sydney Mint, was also a member.

This large watercolour, as a dated Sydney picture by a known amateur artist, is a rare pictorial reference to domestic music making in colonial NSW. It shows an elegantly dressed gentleman, elbow resting on an upright cottage piano, standing near the door of an Italianate villa with a view across Sydney Harbour to North Head. The man’s identity is not known, although we can be certain that it is not the artist himself. Wingate was a slightly scruffy, portly man, as can be seen in another recent acquisition, a carte-de-visite photograph of Wingate himself. He has partially coloured the photograph for possible use in a locket.

Other acquisitionsOther pictorial acquisitions include, for Vaucluse House, a small mid-19th-century oil painting of The Cumaean Sybil, after the 17th-century original in the Museo Nazionale di Capodimonte, Naples. This painting was one of several oil paintings known to have originally hung in the dining room at Vaucluse House, part of a collection of Grand Tour souvenirs purchased by William Charles Wentworth in Europe in the late 1850s. A Lionel Lindsay etching of the Hyde Park Barracks from 1917 was acquired for the Hyde Park Barracks Museum, and a 1912 Lionel Lindsay etching titled ‘The steps of the Sailors Return Hotel, The Rocks, Sydney’ was acquired for Susannah Place Museum.

‘The sheet music collections … offer a fascinating insight into the domestic music culture of colonial NSW … Together they form an archive of enormous value to musical, historical and cultural scholarship both here and internationally.’Dr Graeme Skinner, musicologist

Below, top to bottom [Gentleman with a piano], watercolour by Thomas Wingate, 1853. Caroline Simpson Library & Research Collection, Sydney Living Museums. Purchased with the assistance of the SLM Foundation; Carte-de-visite photograph of Major Thomas Wingate, c1862. A Ken Photographe, Paris. Caroline Simpson Library & Research Collection, Sydney Living Museums. Gift of Miriam and Ian Hamilton

Vaucluse House. Photo © Jamie North for Sydney Living Museums 91 90



SLM implemented a range of strategies to grow and diversify revenue streams and to provide a sustainable approach to investing in the collections, buildings and places to provide public access and engagement. SLM manages its cost base, prioritising the use of funds in line with the organisation’s strategic objectives.

GROWING REVENUE STREAMS

Elizabeth Bay House. Photo © Kai Leishman for Sydney Living Museums 93 92

FINANCIAL OVERVIEW

The 30 June result was a surplus of $5.218 million, an increase of 11% on the revised budget of $4.715 million. This year the NSW Government provided a capital grant of $6.436 million, an increase of $1.894 million, as part of SLM’s capital maintenance program. This was part of a ten-year capital works program, investing in SLM’s assets.

GENERATING INCOME/ COMMERCIAL SERVICES

In 2016–17 SLM generated 27% of total income through commercial activities, paid admissions and non-recurrent allocation such as grants, corporate partnerships and donations from individuals, companies or government.

Venue hireIncome from commercial venue hire was in line with the previous year, with 590 bookings. The Mint continued to lead SLM properties, with venue-hire revenue increasing 1% due to stronger government-sector bookings. Justice & Police Museum venue-hire revenue increased 11% due to stronger corporate workshop bookings and high occupancy levels at The Mint. Museum of Sydney venue-hire revenue decreased 8% due to the impact of the extensive capital works program, which will enhance business opportunities in the future. The Hyde Park Barracks Museum’s venue-hire revenue decreased 43% due to the loss of a popular annual booking. Elizabeth Farm venue-hire revenue increased by 123% as a result of stronger wedding bookings and film and photography shoots, and Elizabeth Bay House experienced a 9% increase. SLM experienced its largest Christmas event season in eight years, delivering 64 bookings and a 31% increase in revenue.

New event furniture was purchased for The Mint, and major audiovisual upgrades were completed at The Mint, the Museum of Sydney and the Justice & Police Museum.

HospitalitySLM continued its successful hospitality partnership with Fresh Catering, making available five food and beverage outlets for its visitors to experience, and providing private event catering to venue-hire clients.

Located in the original 1819 convict bakehouse and store, Bakehouse, a contemporary interpretation of the Australian colonial experience, opened at the UNESCO World Heritage-listed Hyde Park Barracks Museum in November. Bakehouse hosted 17,908 visitors.

At The Mint, No.10 Store and No.10 Bistro engaged successfully with local business audiences from the legal, financial and health sectors. No.10 Store received 31,409 visitors, and No.10 Bistro received 9146 visitors.

Vaucluse House Tearooms, located on the historic estate, experienced its most successful Mother’s Day weekend offer ever, with over 700 visitors. A project to provide a major renewal of the interiors was completed with the installation of new carpet, tables, ceiling lights and ceiling fans.

The Governors Table, adjacent to the Museum of Sydney, continued to trade strongly with its corporate dining offer. This was complemented by specific offers for the museum’s audiences, such as a ‘kids eat free’ offer during the Sand in the City exhibition, and the Vivid Sydney 2017 dining offer, which attracted 1424 visitors.

GROWING REVENUE STREAMS

‘SLM deserves support for the great job it does in presenting important aspects of the New South Wales past to the wider community while always maintaining the highest professional standards. I am pleased to support SLM through the Governors’ Circle program.’Emeritus Professor David Carment AM

RetailRetail continues to support Experience and Learning events and initiatives, such as the Autumn and Spring Harvest festivals, to enhance visitor engagement and to increase revenue at SLM properties.

The merchandise offering reflects SLM’s stories and exhibitions, with particular success in sales during exhibitions such as Florilegium: Sydney’s Painted Garden and Sydney Harbour Icons with LEGO® Bricks.

The publications offer has expanded, and SLM’s continued distribution relationship with NewSouth Publishing has increased its reach.

Retail and ICT have implemented a new point-of-sale and inventory system across all locations, which delivered improved performance for stocktaking procedures and provided a more efficient transactional and receipting experience for front of house and visitors.

PHILANTHROPY

The SLM Foundation met on four occasions to provide leadership and direction to support fundraising from individual and corporate donors.

In May, an annual appeal was successful in engaging with the core constituent base of SLM members and donors who identify with SLM’s commitment to conserve and refurbish the properties, acquire items of national significance, develop education programs, and support exhibitions and publications. Governors’ Circle members (donors who make an annual contribution of $5000 or more) access an additional suite of stewardship benefits, including invitations to special events.

Major individual donors are listed on page 113.

The SLM Foundation supported acquisitions for the Caroline Simpson Library & Research Collection, enabling the purchase of important objects, including trade catalogues for encaustic tiles and architectural ironwork, wallpaper sample books, furniture and architectural pattern books, architectural plans and architectural photography. The material ranged in date from 1793 to 2003. (See pages 88–90.)

Two key projects were realised with the support of donor funds and the SLM Foundation. The first was the refurbishment of the drawing and orientation rooms at Vaucluse House (see page 79). An event on 6 April provided more than 120 donors with an exclusive preview of the refurbishment.

The second project made possible through philanthropic support was the publication of the book Darling mother, darling son: the letters of Leslie Walford and Dora Byrne, 1929–1972 (see pages 98–99). An event on 30 April provided more than 50 guests and donors with the opportunity to meet the author and preview the publication.

The Foundation also supported the Meroogal Women’s Art Prize (see page 50).

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ANNUAL REPORT 2016–17 GROWING REVENUE STREAMS

PROGRAM PARTNERSHIPS

PERIODTOTAL CONSUMPTION

(kWh)GREENHOUSE GAS

EMISSIONS (tonnes)

1 July 2015 to 30 June 2016 2,771,726.96 2532

1 July 2016 to 30 June 2017 2,792,317.25 2340

Data obtained from Environmental Resources Management.

MURU MITTIGAR AT ROUSE HILL HOUSE & FARM

The importance of developing partnerships to provide visitors with long-term sustainable offers was evidenced in the groundbreaking program partnership between SLM and Muru Mittigar Aboriginal Cultural & Education Centre at Rouse Hill House & Farm. (See page 68.)

VIVID SYDNEY AT THE MUSEUM OF SYDNEY

SLM’s partnership with Vivid Sydney, the annual festival of light, music and ideas, returned to the Museum of Sydney from 26 May to 17 June, attracting more than 65,000 visitors. This was the third year the Museum of Sydney has participated in the festival. The museum featured collaborations with artists presenting two site-specific lighting installations.

Sirius by Thi Nguyen, installed in the museum’s viewing cube, was an LED light representation of the brightest star in the night sky, and a fitting work to be exhibited on the site of the first Government House, as HMS Sirius was the flagship of Captain Arthur Phillip’s First Fleet.

On First Government House Place, the installation Unsui, created by JHA Consulting Engineers, explored the elusive and ethereal qualities of cloud and water in a sensory journey incorporating sound and lighting effects. The term unsui comes from the practices of Zen Buddhism; literally translating as ‘cloud water’, it represents a meditative state.

Unsui installation by JHA Consulting Engineers on display in the Museum of Sydney forecourt. JHA Consulting Engineers

CORPORATE PARTNERSHIPS

The Development & Fundraising Team’s priorities have been to sustain multi-year partnerships and to establish new relationships with institutions aligned to SLM activities, with a focus on heritage, Indigenous, education, digital, and local and regional agencies.

The annual Sydney Open event was once again a key partnership initiative, with over 50 public and private agencies contributing.

The Museum of Sydney is supported by major partner AMP Capital and supporting partner Grosvenor Place. Major exhibitions such as Demolished Sydney and Florilegium: Sydney’s Painted Garden were an opportunity for SLM to partner with a range of organisations, including Botanic Gardens & Centennial Parklands, the Maple-Brown Foundation and Porter’s Paints.

Cultural collaborations with the City of Sydney and Vivid Sydney enhanced SLM’s position as a leading cultural and heritage institution interpreting Australian history and heritage at its sites.

New opportunities were established with a range of new partnerships, including New Land Magazine, a bilingual Chinese/English publication, with a series of feature articles encouraging readers to experience Australian history at SLM sites; and Australian House & Garden magazine (Bauer Media), reflecting the increasing community interest in Australian modernist architecture and design. SLM’s membership of the NSW Business Chamber provides opportunities to engage with community leaders across government, industry and the private sector.

REDUCING OUR ECOLOGICAL FOOTPRINT – GOVERNMENT RESOURCE EFFICIENCY

SLM utilises the NSW Government Resource Efficiency Policy (GREP) tool to improve sustainability. GREP provides targets and minimum standards for resource efficiency in NSW Government operations. A consolidated GREP report is available on the Office of Environment and Heritage website and includes resource consumption, progress towards the energy efficiency targets and a statement of compliance.

SLM aims to reduce its ecological – including carbon – footprint by managing its properties sustainably. Measures undertaken during 2016–17 included:

• the standard use of E10 fuel in the small fleet of motor vehicles

• assessment and management of fleet vehicles to align usage to ensure efficiency

• utilising the TRIM records management system to reduce the need for and storage of paper files

• moving towards a greater use of electronic communications to facilitate mobility and to reduce the amount of office printing

• replacement of halogen and fluorescent lamps with low-voltage energy-efficient LED fittings.

The table below illustrates the total electricity consumption and greenhouse gas emissions over the past two years.

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DARLING MOTHER, DARLING SON

In 2012 a substantial archive of personal and business papers relating to the late Leslie Nicholl Walford am (1927–2012) was acquired by the Caroline Simpson Library & Research Collection (CSL&RC). Leslie Walford was one of the most influential interior designers in Australia, especially in society circles in Sydney. He was also widely known to the general public of NSW through his weekly newspaper columns for The Sun-Herald, The Sydney Morning Herald and the Sunday Telegraph, running from 1967 to 1984. The archive was a perfect match for the collecting focus of the CSL&RC: the history of house and garden design and interior furnishing in Australia, with special reference to NSW.

The task of arranging the material for cataloguing, which included papers, diaries, ledgers, trophies and other relics, and an unwieldy collection of framed and unframed photographs and certificates, was monumental. It was accomplished with the assistance of long-term SLM volunteer Dr Edith Ziegler and revealed that the archive also contained an extensive collection of personal correspondence between Leslie Walford and his mother, Dora Byrne, herself a prominent figure in Sydney society in the first half of the 20th century. Dr Ziegler’s transcription of the letters paved the way for a partnership with NewSouth Publishing to produce an edition of the letters between mother and son. The publication was made possible through the support of donors and the SLM Foundation. Many donors were personal friends of Leslie Walford and Dr Ziegler.

The resulting book, Darling mother, darling son: the letters of Leslie Walford and Dora Byrne, 1929–1972, was launched at the end of April. This first major publication to be drawn from the Walford archive is a carefully edited selection of personal correspondence, linked by a connecting narrative that draws on the archive as a whole to provide context, and illustrated by a rich selection of rare pictorial material from the archive.

An event was held at Elizabeth Bay House on 30 April to launch the publication and acknowledge donors. ‘I thank [the SLM Board and the Executive

Team] as well as the accomplished and consummately professional SLM and Foundation staff. What a great pleasure it has been working with people for whom excellence is merely a starting point.’Dr Edith Ziegler, author

From top Leslie Walford in the sitting room of his Darling Point apartment in Banff, 54b Darling Point Road, March 1964, Mirror Newspapers Limited; Dora Walford at home at 42 Mona Road, Darling Point (detail), Harold Cazneaux, 1926. Walford archive, Caroline Simpson Library & Research Collection, Sydney Living Museums

Dora Byrne and Leslie Walford at the annual Eton v Winchester cricket match played at Winchester, 30 June 1945, Sport & General Press Agency Limited, London. Walford archive, Caroline Simpson Library & Research Collection, Sydney Living Museums

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SLM continued to invest in its people and culture to uphold and promote the principal objectives of the Historic Houses Act 1980.

INVESTING IN PEOPLE AND CULTURE

Colonial Gastronomer Jacqui Newling at Vaucluse House. Photo © James Horan for Sydney Living Museums 101 100 101 100

SLM’s investment in people and culture focused on three areas:

1. Meeting compliance and NSW Government Policy initiatives, working internally and across the cluster.

2. Providing support and opportunities for staff to continue their development and to foster their engagement in SLM’s activities.

3. Addressing opportunities identified in the NSW People Matter Employee Survey, engaging staff to improve their workplace and its culture.

ACCESSIBILITY AND INCLUSIVITY

SLM participated in the Department of Planning and Environment steering committees for the Disability Inclusion Action Plan (DIAP), the Multicultural Plan (MCP), and the Aboriginal Employment Strategy. For further information on the DIAP and the MCP, see pages 123–4.

DEVELOPING SKILLS, AND TRAINING AND SUPPORTING STAFF

In 2016–17 priority was given to professional development training to support Performance Development Plans.

Training was split almost evenly between professional development (2167.5 hours) and compliance (1899.5 hours) training for a total of 4067 hours of training provided to staff during the financial year.

Compliance training included 19 staff undertaking partial completion of a Certificate IV in Work Health and Safety and 49 staff undertaking training in identifying and responding to children/young people at risk. SLM focused on improving the safety of employees both at work and at home, with anti-bullying and domestic violence awareness workshops. Other areas of compliance training included applying first aid and cardiopulmonary resuscitation, and asbestos awareness and management. To support the

implementation of a number of new systems, 114 staff undertook training in their use.

Professional development training focused on improving the leadership skills of team leaders and providing them with development sessions and coaching. Change management training was delivered to facilitate system and process changes with the introduction of a new front-of-house management program.

SLM also supports staff by offering flexible work practices such as flex days, rostered days off, parental leave, and family and community service leave. Opportunities for development are provided through expressions of interest (EOIs) and higher duties allowances for temporary appointments. SLM also continues to support staff affected by organisational change through the Employee Assistance Program.

SLM ensures diversity of representation on recruitment panels and internal bodies, such as the Work Health & Safety Committee, and engages with the Public Service Association of NSW through the Joint Consultative Committee.

NSW PEOPLE MATTER EMPLOYEE SURVEY WORKING GROUP

SLM received the NSW People Matter Employee Survey feedback for 2016. A working group was established to develop an action plan to address key areas of improvement. Led by the Director, Corporate & Commercial, the group meets every six weeks, and includes staff members from across the organisation. The working group will communicate the action plan as it is developed.

INVESTING IN PEOPLE AND CULTURE

STAFF FORUMS

Experience and Engagement ForumWith the Enterprise Information Architecture project bringing new customer systems online, and a greater focus on strategies to engage audiences, the Experience and Engagement Forum was developed by the Director, Strategy & Engagement, and the Director, Corporate & Commercial. The forum aims to support the best daily, cyclical and special experiences across the sites; present on various aspects of SLM’s ‘experience design’ through its business systems interface; embed audience research findings; expose colleagues to business best practice in relevant fields; and map new visitor strategies, including supporting shared projects and innovative initiatives.

Curatorial ForumThis initiative, convened by the Director, Strategy & Engagement, and the Director, Heritage & Collections, brings curatorial staff together six times a year to share knowledge and learning in a collegiate environment. Regular field trips as part of the forum expose staff to different curatorial and interpretive practices across Sydney institutions and in behind-the-scenes tours. This year staff had the opportunity to undertake various heritage and cultural experiences, including at the Powerhouse Museum, the Museums Discovery Centre, Barangaroo, and The Calyx exhibition and Daniel Solander Library at Royal Botanic Garden Sydney.

SECONDMENTS

Fifteen secondments were supported for a variety of reasons, such as providing personal development opportunities. Five temporary roles were filled through secondments, bringing expertise from other government agencies. Four staff members were seconded to another NSW Government agency to further develop their skills, and six internal candidates were provided with the opportunity to build new skills through secondments to different roles within the organisation.

CAMD MENTORING

Three senior leaders, Rebecca Bushby, Beth Hise and Lisa Walters, participated in the Council of Australasian Museum Directors (CAMD) mentoring program. CAMD offers an Executive Mentoring Program for talented women leaders in museums. It is a unique professional development opportunity to work with an experienced executive outside of the organisation. Mentors draw on their experience as trustees and leaders in the cultural sector to provide confidential advice and support. Outcomes for participants include enhanced leadership skills, clarity of career goals and path, improved productivity, expanded networks and better management of workplace challenges.

NSW LEADERSHIP ACADEMY

The Public Service Commission NSW Leadership Academy promotes excellence in the NSW public sector by enhancing the skills and capabilities of existing and emerging leaders through a unique suite of development programs. Incorporating best practice from public and private sectors around the world, each program targets the specific capabilities required to succeed at the next level of sector leadership, while providing bespoke support to maximise an individual’s professional development. Dr Caroline Butler-Bowdon participated in the Executive Leaders program and Dr Toner Stevenson participated in the Leading Managers program.

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ANNUAL REPORT 2016–17 INVESTING IN PEOPLE AND CULTURE

LEADERSHIP GROUP

The newly formed Leadership Group consists of all heads of teams reporting directly to a member of the SLM Executive. The group provides management and coordination of SLM operations, input into strategic priorities, and mutual support. The group engenders a cohesive, active leadership cohort and assists in the ongoing development and improvement of operations across SLM.

The group’s mission is:

• to provide a vehicle for SLM heads of teams to oversee SLM operations and strategic priorities with the aim of monitoring and managing KPIs

• to facilitate communications between the Executive and the teams

• to influence and encourage the development of a culture supporting SLM values and behaviours

• to support the development of the Strategic Plan for 2017–22.

RUTH POPE BEQUEST TRAVELLING SCHOLARSHIP – DR SOPHIE LIEBERMAN

From late 2013, SLM has received payments from a bequest of $648,918.75 from the estate of Ruth Caroline Pope. As the estate did not specify that the bequest be used for a particular purpose, a five-year program for the bequest has been developed to align with SLM business needs as well as with Ruth Pope’s interests in life – programs related to history, education, reading and travel.

The Ruth Pope Bequest Travelling Scholarship is awarded annually to staff members to develop their professional skills and expertise through study, research and travel within their field of interest at museums and other cultural institutions.

The recipient of the 2016–17 scholarship was Dr Sophie Lieberman, Head of Programs. Sophie travelled to the United States to attend and present at the International Conference on the Inclusive Museum in Cincinnati. Her paper ‘Unlocking Heritage: a case study in shifting the politics of

participation in heritage’ shared the learning and research from the Office of Environment and Heritage–funded Unlocking Heritage travel subsidy (see pages 64–5). Sophie then attended events and meetings in New York City and Chicago with organisations delivering world’s best practice cultural, heritage and place-making activities. In total, Sophie visited 17 institutions and attended nine meetings, ten events and three days of conference presentations.

WORK HEALTH AND SAFETY

The Work Health and Safety (WHS) focuses were:

• embedding a culture of WHS

• WHS consultation

• defining risk management

• enhancing WHS compliance practices.

These priorities were in line with the 2015 Deloitte WHS Internal Audit and SLM’s WHS Action Plan.

WHS consultationThe WHS Committee (see page 112) continued to assess and implement WHS risk management systems across the sites, review the organisation’s policies and procedures, and actively consult with staff.

Property inspectionsThe WHS Committee undertook inspections of the following properties:

• Elizabeth Farm

• Justice & Police Museum

• Rouse Hill House & Farm

• Susannah Place Museum.

The committee also participated in various risk management activities, including risk assessments for specific events, exhibitions and activities.

WHS Policy & ProceduresThe WHS Coordinator, in consultation with the WHS Committee, developed the following policy-related documents:

• WHS Policy Statement

• WHS Return to Work Program

• Outdoor Workers’ Uniform Policy

• Property Inspection Guide and forms

• Plant & Equipment Operation Procedure and forms

• Horticulture WHS Induction.

First Aid PolicyIn December, the updated First Aid Policy together with a suite of supporting documents was approved and implemented across all SLM properties.

Rouse Hill House & Farm Site InductionThe WHS Coordinator and Building & Facilities Officer developed a site-specific contractor induction for Rouse Hill House & Farm which was integrated into SLM’s existing contractor management procedure and is being used as a template across all properties.

Asbestos Management PlanIn August, risk-management consultants Hibbs & Associates finalised asbestos registers for all SLM properties and the Asbestos Management Plan was implemented.

Lead surveysIn October, Hibbs & Associates completed lead surveys and risk assessments for Rouse Hill House & Farm and Susannah Place Museum which included recommendations for remediation of deteriorating lead paint systems and clean-up of lead dust at both properties.

Incident reporting and injury managementClaims costs remained low. While nine claims were lodged, only three were lost-time claims, which is in line with SLM’s five-year average.

An ongoing focus on incident reporting and safety culture has seen an increase in the number of incidents reported.

Key statistics for the year included:

• 128 incidents were reported, an increase of 25% on the previous year.

• 45% of reported incidents were visitor-related, compared to 43% in the previous year.

• The final net claim cost for 2016–17 was $20,286.55, or $2254.06 per claim. This was an increase on the record low 2015–16 figure of $266.32, and was a result of SLM’s improved reporting culture and several complex claims requiring longer term treatment.

WHS trainingTo improve the level of WHS awareness and knowledge across SLM, 19 staff from across the organisation, including members of the WHS Committee, completed five units of Certificate IV in WHS.

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VOLUNTEERS

The volunteer program has continued to strengthen and embed more deeply across SLM. Twenty-three new museum volunteers were recruited across the Museum of Sydney and Justice & Police Museum and played a key role in establishing new visitor experiences. Volunteers were involved in a series of orientation days and working bees, helping to care for the historic sites and gaining knowledge to become strong ambassadors for SLM.

The soft furnishings volunteers contributed hand-stitched window furnishings as part of the drawing room refurbishment at Vaucluse House, and also created a bespoke cover for the Collard and Collard piano for the Sound Heritage program at Elizabeth Bay House. A team of musicology students from the Sydney Conservatorium of Music was recruited to assist with examining and establishing the contents of the Stewart Symonds Sheet Music Collection for the Caroline Simpson Library & Research Collection.

A new information management database, Volgistics, was acquired and implemented, and this saw significant efficiencies and an improvement in the experience for volunteers, particularly for Sydney Open volunteers. A total of 396 volunteers participated in the Sydney Open program in November and were essential to providing quality experiences for ticketholders.

SLM is proud to celebrate the involvement of both new and long-serving volunteers, all of whom bring their skills and knowledge to keep the museums and historic places relevant to the people of NSW. Over the past year a total of 185 people participated in the volunteer program. During National Volunteer Week in May, the annual volunteers’ morning tea recognised the outstanding achievements of volunteers. Eight were presented with length-of-service awards to acknowledge their exceptional contribution over 10, 15 or 20 years.

INTERNS AND WORK EXPERIENCE

The SLM internship program continued. Interns were engaged across SLM teams in projects including Sydney Open marketing, event logistics, audience research, interpretation, development of the upcoming Underworld: Mugshots from the Roaring Twenties exhibition, and collections care. Under guidance from experienced staff, each intern had the opportunity to apply their academic learning to practical industry projects and gain valuable skills.

During 2016–17 SLM hosted 17 Year 10 students through its work experience program. The program attracted students from a range of schools across Sydney, Griffiths in the NSW Riverina, and one student from Traralgon in Victoria. The students divided their week-long placements between two or three sites, working with the Visitor Services Team, Head of Collections Care and the Macquarie Street Portfolio Curator.

ORIENTATION DAYS AND WORKING BEES

Orientation and working bee days provide a way for staff and volunteers to connect with SLM properties. Organised and managed by the Head of House Museums, the Head, City Portfolio, the Head, Macquarie Street Portfolio, and the Audience & Development Officer – Volunteers and Interns, the days provide opportunities to go behind the scenes (to see places not always accessible by visitors) and to participate in activities that allow staff and volunteers to gain a greater understanding of the work and care required to maintain the 12 properties.

Planning for the days usually aligns with the programs happening at the properties. On 7 September, staff and volunteers went to Meroogal for an orientation day that was combined with a working bee in preparation for the Meroogal Women’s Art Prize exhibition. Participating staff and volunteers enjoyed tours of the house and garden, and assisted with maintenance activities such as fence and window cleaning, and gardening.

EXTERNAL ACTIVITIES AND ENGAGEMENT

Publications• Dr Caroline Butler-Bowdon, ‘Favourite room,

Caroline Simpson Library & Research Collection’, Architecture Bulletin, Autumn 2017, p20

• Dr Caroline Butler-Bowdon and Ian Innes, ‘Heritage in the city’s future’, The Sydney Culture Essays, Committee for Sydney, 2017, pp54–7

• Dr Caroline Butler-Bowdon and Dr Charles Pickett, ‘A brave new world of cities’, Brave New World, National Gallery of Victoria, 2017, pp27–45

• Rebecca Jones and John Petersen, ‘Significantly digital: GLAM peak digital access to collections’, Museums Galleries Australia Magazine, vol 25, no 2, Autumn–Winter 2017, pp16–19

• Naomi Manning and Edward Washington, ‘Crime and punishment: the murder trial of Antonio Agostini’, Journal of the History Teachers’ Association of NSW, June 2017, pp23–6

• Naomi Manning and Edward Washington, ‘Using art to teach history’, Journal of the History Teachers’ Association of NSW, March 2017, pp4–6

• Dr Matthew Stephens, ‘From lost property to explorer’s relics: the rediscovery of the personal library of Ludwig Leichhardt’, Australian book collectors, Charles Stitz (ed), Third Series, Woollahra: Green Olive Press and Melbourne: Books of Kells, 2016 (originally published in 2007; republished in 2016 with additional illustrations)

• Dr Matthew Stephens and Tracey Gibbons, ‘The fate of the library of Alexander Macleay’, Australian book collectors, Charles Stitz (ed), Third Series, Woollahra: Green Olive Press and Melbourne: Books of Kells, 2016

• Dr Toner Stevenson, ‘Chasing the shadows, a trip to spice island’, Journal of Physics: Conference Series, vol 771, no 1, 2016, pp1–4

• Dr Toner Stevenson, ‘Precious, shared and contested: cultural landscapes at Sydney Living Museums’, ICOM CAMOC Museums of Cities Review, issue 3, 2016, pp1–3

• Dr Toner Stevenson, ‘The power of darkness: the night as a cultural landscape’, ICOM CAMOC Museums of Cities Review, issue 1, 2017, pp29–32

Presentations• Dr Caroline Butler-Bowdon, ‘Reimagining

Heritage presentation – Welcome and overview of SLM Heritage advocacy’, Committee for Sydney Liveability/Loveability, 20 July 2016

• Dr Caroline Butler-Bowdon, presentation on how heritage is essential to culturally healthy ‘Living Cities’, Australian Institute of Landscape Architects (NSW) Living Cities Summit, 16 August 2016

• Dr Caroline Butler-Bowdon, presentation on panel ‘The Forever Now: contemporary art collections in the 21st century’, Museum of Contemporary Art, 2 September 2016

• Dr Caroline Butler-Bowdon, Chair of panel ‘Documenting Hardship’, Sydney Writers’ Festival, 25 May 2017

• Mark Goggin, co-chaired Communicating the Museum, Berlin, 12–15 July 2016

• Mark Goggin, Council of Australasian Museum Directors (CAMD) Annual General Meeting, Museum of Australian Democracy, Canberra, 10 November 2016

• Mark Goggin, ‘Reinterpreting audiences at the Hyde Park Barracks Museum’, with Ginny Cartmel from Morris Hargreaves McIntyre, Visitor Research Forum 2017, Melbourne, 14 February 2017

• Mark Goggin, MuseumNext Conference, Australian Centre for the Moving Image, Melbourne, 15–17 February 2017

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• Mark Goggin, Council of Australasian Museum Directors (CAMD) General Meeting, Queensland Museum, Brisbane, 18 May 2017

• Mark Goggin, co-chaired Communicating the Museum, Paris, 19–22 June 2017

• Dr Scott Hill and Joanna Nicholas, ‘Three landscapes: three approaches’, Museums Galleries Australia Conference, Brisbane, 14–17 May 2017

• Beth Hise, ‘Exhibition Design: Storytelling in Practice’, session chair and member of responding panel, Museums Galleries Australia Conference, Brisbane, 15 May 2017

• Beth Hise, ‘Travelling Exhibition Marketplace’, session chair and presenter, Museums Galleries Australia Conference, Brisbane, 17 May 2017

• Beth Hise, ‘Narrative, connection and experience: making interpretation master planning work’, external expert presentation, National Archives of Australia’s interpretation master-planning workshop facilitated by Gibson Group NZ, 22 June 2017

• Beth Hise, ‘British Columbia: First Nations art’ and ‘The “Wild West” downunder’, Australian Museum, 29 June 2017

• Matthew Holle, ‘Flying boats, Sydney’s golden age of aviation’, Hornsby Probus, 14 June 2017

• Rebecca Jones, ‘Significantly digital – digital access to collections across regional Australia’, Museums Galleries Australia Conference, Brisbane, 14–17 May 2017

• Dr Sophie Lieberman, ‘Unlocking Heritage: a case study in shifting the politics of participation in heritage’, Ninth International Conference on the Inclusive Museum, Cincinnati, 18 September 2016

• Elisha Long, ‘Trials of biocide cleaning agents on argillaceous sandstone in a temperate region’, 13th International Congress on the Deterioration and Conservation of Stone, Glasgow, UK, 6–10 September 2016; co-authored with David Young oam

• Elisha Long, ‘Conservation philosophy of William Morris and the Society for the Protection of Ancient Buildings’, Masters in Cultural Heritage Management, University of Sydney, 27 March 2017

• Naomi Manning and Edward Washington, ‘Use of art in the teaching of history’, History Teachers Association of Australia Annual Conference, 29 September 2016

• Jacqui Newling, ‘What we eat’ panel discussion (with John Newton), St Albans Writers Festival, 16–18 September 2016

• Jacqui Newling, ‘The food and flavours of the Garden Palace’, Kaldor Public Art Project 32: barrangal dyara (skin and bones) by Jonathan Jones, lunchtime talks series, Royal Botanic Garden Sydney, 2 October 2016

• Jacqui Newling, ‘Eat your history’, Slow Food Sydney General Meeting, 24 October 2016

• Jacqui Newling, ‘A recipe for success: adding flavour to history and heritage’ presentation (with Alison Russell from Orange Regional Council) and hands-on workshop to support the Villages of the Heart partnership, Interpretation Australia ‘Rules of engagement’ National Conference, Canberra, 18–20 November 2016

• Jacqui Newling, ‘Paradise or purgatory? Fate, famine and food security on Norfolk Island 1788–90’, 21st Symposium of Australian Gastronomy, Melbourne University and William Angliss Institute, 2–5 December 2016

• Jacqui Newling, ‘Eat your history: gastronomy at work’, lecture and tour of Susannah Place Museum for William Blue School of Hospitality (Business), The Rocks, 24 March 2017

• Jacqui Newling, ‘Dining in the colony: art or artifice’, Australian Decorative and Fine Arts Society (ADFAS), Dubbo, 10 April 2017; Orange, 11 April 2017

• Jacqui Newling, ‘What shall we have for dinner?’, NSW Dickens Society talks series, Sydney, 10 June 2017

• Jacqui Newling, ‘Eat your History, or, confessions of a food fraud’, Why Study Food? conference, British Sociology Association, Westminster University, London, 26–27 June 2017

• Dr Fiona Starr, ‘Convicts at the General “Rum” Hospital, Sydney, 1811–1848’, at the seminar ‘Our healthy heritage: health, ailing and dying in colonial Sydney’, Australian Society for the History of Medicine, State Library of NSW, 26 November 2016

• Dr Toner Stevenson, ‘Museums as a challenged regional symbol’, Yeongwol International Museum Forum 2016, ICOM Korea, 30 September 2016

• Fabienne Virago and Susan Bee, ‘More than content: Teaching history in the primary classroom’, History Teachers Association of Australia Annual Conference, 28 September 2016

Boards, committees and panels• Dr Caroline Butler-Bowdon, Sydney Night-Time

Commission, Committee for Sydney, 2017

• Danielle Earp, Board Director, Biennale of Sydney

• Dr Scott Hill, Trust member, Belgenny Farm Trust

• Beth Hise, Chair, Exhibitions National Network, Museums Galleries Australia

• Beth Hise, SLM representative, NAME (Network of Australasian Museum Exhibitors, a subgroup of CAMD)

• Rebecca Jones, Standards Reviewer for Museums & Galleries NSW

• Rebecca Jones, peer Reviewer for Museums & Galleries NSW

• David Key, member of the Parramatta Heritage Partners

• David Key, participated in a community consultation workshop for City of Parramatta’s draft Reconciliation Action Plan, March 2017

• Dr Sophie Lieberman, Board Director, Australian Theatre for Young People (ATYP)

• Dr Sophie Lieberman, Chair, Sydney Arts Management Advisory Group (SAMAG)

• Dr Sophie Lieberman, Mentor, Social Leadership Australia

• Joanna Nicholas, member of the Collections Committee for the National Trust of Australia (NSW)

• Joanna Nicholas, reviewer for the Standards Program for Museums & Galleries NSW

• Georgina Pearce, Planning & Environment Portfolio’s Steering Committees for Aboriginal Employment Strategy, Multicultural Plan, and Disability Inclusion Action Plan

• Susan Sedgwick, member of the Editorial Board, CAMOC Museums of Cities Review (International Committee for the Collections and Activities of Museums of Cities)

• Michael Van Tiel, President, International Museum Theatre Alliance – Asia Pacific

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1. BOARD STANDING COMMITTEES

The Board standing committees are advisory bodies to the SLM Board of Trustees.

Aboriginal Advisory CommitteeThe Aboriginal Advisory Committee was formed in 2015–16 and comprises one trustee, senior staff and external Indigenous members. Its role is to provide advice on strategic issues that relate to SLM’s Aboriginal Action Plan strategies, and Aboriginal participation and presence in core areas of the organisation.

MembersMichael McDaniel, Professor of Indigenous Education and

Director of Jumbunna Indigenous House of Learning, University of Technology Sydney (Chair)

Hetti Perkins, freelance curator and Curatorial Advisor to Eora Journey, City of Sydney

Robynne Quiggin, Senior Advisor, Aboriginal and Torres Strait Islander Social Justice Commissioner, Australian Human Rights Commission

Michael Rose am, SLM Chairman

Leanne Watson, Managing Director, Darug Custodians Aboriginal Corporation, and Project Manager, Muru Mittigar

Peter White, First Peoples Cultural and Creative Development Advisor

StaffMark Goggin, Executive Director

Dr Caroline Butler-Bowdon, Director, Strategy & Engagement

Audit & Risk CommitteeThe Audit & Risk Committee is an integral component of SLM’s corporate governance arrangements. Its responsibilities cover the review and oversight of internal controls, risk management, prevention of corruption and fraud, external accountability (including for the financial statements), applicable laws and regulations, and internal and external audits.

In September the committee met with representatives from the Audit Office of NSW to discuss their review of SLM’s financial statements for 2015–16.

In February the committee met with representatives of SLM’s internal auditors, Deloitte, to discuss the Financial Controls audit. The findings were presented at the May meeting.

The members of this committee in 2016–17 were as follows:

MembersPaddy Carney, Trustee (Chair)

Louise McElvogue, Trustee

Michael Rose am, SLM Chairman


Yaseen Dean, Head of Finance

Lisa Walters, Director, Corporate & Commercial

Commercial & Marketing Advisory CommitteeThe Commercial & Marketing Advisory Committee was disbanded in 2016. No meetings were held.

Curatorial & Public Engagement Advisory CommitteeThe Curatorial & Public Engagement Advisory Committee comprises Trustees, senior staff and external experts. It met three times in 2016–17 to provide advice on strategic issues including audience development, programming, exhibitions, publications, education, web and social media, collections and research, and interpretation.

APPENDICES MembersNaseema Sparks am, Trustee (Chair from April 2017)

Professor Grace Karskens, Trustee (Chair to November 2016)

Siobhan Toohill, Trustee

Sharon Veale, Trustee

Dr Jane Connors, historian, and Manager, ABC Radio National

Elizabeth Ellis oam, inaugural Emeritus Curator, Mitchell Library, and Honorary Associate, Department of History, University of Sydney

Professor Susan Groundwater-Smith, Honorary Professor, Faculty of Education and Social Work, University of Sydney

Tim Ross, comedian, radio host, author and television presenter

Liane Rossler, designer and artist, co-founder of Dinosaur Designs


Dr Caroline Butler-Bowdon, Director, Strategy & Engagement

Heritage & Collections Advisory CommitteeThe Heritage & Collections Advisory Committee comprises Trustees, senior staff and external experts. It met in 2016–17 to provide advice on strategic issues relating to the care and conservation of collections, buildings and sites, including the Endangered Houses Fund program.

MembersAlastair Baxter, Trustee (Chair)

Tanya Koeneman, Indigenous community representative

Colleen Morris, heritage consultant

Peter Root, Managing Director, Root Projects

Roderick Simpson, Environment Commissioner, Greater Sydney Commission

Howard Tanner, Chair, Tanner Architects, and Senior Consultant, Tanner Kibble Denton Architects


Nerida Campbell, Curator, City Portfolio

Ian Innes, Director, Heritage & Collections

Elisha Long, Head of Heritage

2. SLM STANDING COMMITTEES

Collections Valuation CommitteeThe committee meets annually to monitor SLM’s rolling five-year collection valuation process, review formal independent valuations, note the value of new acquisitions and determine appropriate global revaluations.

Megan Martin, Head of Collections & Access (Chair)

Dr Scott Hill, Portfolio Curator, House Museums Portfolio

Joanna Nicholas, Portfolio Curator, House Museums Portfolio

Jennifer Olman, Registrar, Documentation

Joint Consultative CommitteeThis committee, comprising Public Service Association (PSA) representatives and an SLM employee who is a PSA member, meets as required and provides a forum that allows consensus to be reached on employee matters. In 2016–17 the committee did not meet, as there were no industrial relations matters.

Lisa Walters, Director, Corporate & Commercial (Chair)

Georgina Pearce, Head of Human Resources

Nick Player, Acting Senior Industrial Advocate

Dr Matthew Stephens, Research Librarian (workplace representative)

Fabienne Virago, Coordinator, Learning, Programs (PSA workplace delegate, on leave)

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ANNUAL REPORT 2016–17 APPENDICES

Work Health & Safety CommitteeThe committee comprises both management and staff representing sites and classifications, and meets every two months to consider and advise on work health and safety (WHS) matters. The committee continued to assess and implement WHS risk-management systems across the sites. This included WHS policies and procedures as well as undertaking site inspections. The committee also provided advice on WHS-related training, including Working from Heights training and Certificate IV in WHS.

Nick Corbett, WHS Coordinator (Chair)

John Aquilina, Building & Facilities Assistant, House Museums Portfolio

Michael Bennett, Building & Facilities Assistant, Macquarie Street Portfolio

Jason Boceski, Building & Facilities Assistant, City Portfolio

Steve Halliday, Horticulturist, Heritage & Collections

Kieran Larkin, Senior 3D Designer, Curatorial & Exhibitions

Renell Lope, Museum Assistant, House Museums Portfolio

David Mindel, Audio Visual Services Coordinator, Venues

Georgina Pearce, Head of Human Resources (management representative)

Lisa Walters, Director, Corporate & Commercial (management representative)

3. ASSOCIATED GROUPS

SLM Foundation Board of DirectorsEdward Simpson (Chair)

Alastair Baxter (resigned May 2017)

Mark Goggin (Executive Director)

Sian Nagle

Michael Rose am (SLM Chairman)

Curtis Smith (resigned February 2017)

Susannah Sweeney

Simon White

StaffLisa Walters (Company Secretary)

Foundation Emeritus CouncilBeat Knoblauch

Clive Lucas OBE

Howard Tanner

Jill Wran AM

4. SELF-GENERATED REVENUE

Corporate partners

Cash and in-kind• AMP Capital: major partner of the Museum of Sydney

on the site of first Government House

• Angove Family Winemakers: beverage partner for SLM

• Apple Inc: partner of SLM

• Architecture Media: media partner of Sydney Open 2016

• Australian House & Garden: media partner on the Modernist Season

• BVN: practice partner of Sydney Open 2016

• Fairfax Media – The Sydney Morning Herald: media partner

• GML Heritage: practice partner of Sydney Open 2016

• Grosvenor Place: supporting partner of the Museum of Sydney on the site of first Government House

• Habitus: media partner on the Home & Architecture program

• Modern House: supporting partner on the Home & Architecture program

• New Land Magazine: media partner

• NSW Business Chamber: partner

• Porter’s Paints: supporting partner for the exhibition Demolished Sydney at the Museum of Sydney

• Seidler Architectural Foundation: supporting partner on the Modernist Season

5. GRANTS

Grants of $17.635 million for recurrent allocation and $6.436 million for capital grant allocation, including a capital maintenance program grant, were received from the NSW Government.

Additional grants were received for restricted purposes. These included: second-year funding of $637,000 from the federal government for the Protecting National Historic Sites program, and $106,575 from the Museum of Applied Arts and Sciences for the relocation cost for a shared storage facility for collections at the Museums Discovery Centre, Castle Hill.

6. PRIVATE GIVING

The SLM Foundation acknowledges the following generous donations (received since 1 July 2016, as per our Gift Management Policy). The Foundation also acknowledges the many donors who gave anonymously.

Governors’ CircleNanette Ainsworth

Robert Albert AO & Libby Albert

Bill & Kate Anderson

Emeritus Professor David Carment AM

Margot Chinneck

Louise Cox AO AM

Chum Darvall AM

Colin Davies

Terry & Dianne Finnegan

Ron & Rhonda Langley

Susan Maple-Brown AM

Guy & Marian Paynter

Penelope Seidler AM

Edward & Annie Simpson

Ian & Maisy Stapleton

Susannah Sweeney

Stewart Symonds

Jonathan & Liz Trollip

Jill Wran AM

SupportersLenore Adamson

Antoinette Albert

Alison Allmark

Anna-Rosa Baker

Melonie Bayl-Smith

Richard Beattie

Stephanie Berry

Annette & Bill Blinco

Brigitte Braun

Georgina Brett

Fay Briggs

Neil Burley

Stephen Cartland

Julie Chipperfield

Julianne Cleland

Mary Clements

Mary Clemesha

Rodney Climo

Ken Coles

Rodney Collins

Kevin Colombu

Rae & Russ Cottle

Debbie Dickson

Helen Dickson

Elizabeth Evatt AC

James Fairfax AC

John B Fairfax AO

Giuliana Fenato

Lindy Francis

Lylian Francis

Ilse Franklin

Bruce Garton

Lord Glendonbrook, through the Glendonbrook Foundation

Sharon Greene

Pauline Griffin

Alison Hale

Libby Higgin

Geoffrey Hogbin

Virginia Howard

Pat Jessop

Eugenia Langley

Michael Lawrence

Mollie Lenthall

Kenneth Leonhardt

Maria Lo

Macquarie Group Foundation

Gail Macqueen

Debra Magi

Chrystal Marshall

Mary McGuirk

Alison McIntyre

Edward Mills

Hugh Montgomery

Yvonne Morton

Jonathan Persse

Greeba Pritchard

Elly Puckeridge

Catherine Remond

Revesby Ladies Group

Brian Reynolds

Matthew Ritchard

Anita Rogers

Michael Ruffio

Professor Bruce Scates

Margaret Sedgwick

Judith Shelley

Evan Siegel

Jennifer Smith

Margaret Smith

Rosalind Strong

Neil Stuart

Sumiati Sumiati

John Symon

Cathy Tait

Howard & Mary Tanner

Lesley N Taylor

Caroline Thornton

Stephen Troha

Rosie Wagstaff

Jayne Wasmuth

Wyoming Public School

Dr Edith Ziegler

BequestsJohn Davis

Sheila Finlayson

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ANNUAL REPORT 2016–17 APPENDICESANNUAL REPORT 2016–17 APPENDICES

7. PRIVACY MANAGEMENT PLAN

Clause 6 of the Annual Reports (Departments) Regulation 2015 requires a statement of the action taken by SLM in complying with the requirements of the Privacy and Personal Information Protection Act 1998 (the PPIP Act) and statistical details of any review conducted by or on behalf of SLM under Part 5 of that Act.

SLM’s Privacy Management Plan outlines how the organisation complies with the principles of the PPIP Act and the Health Records and Information Privacy Act 2002. The plan is published on the website at sydneylivingmuseums.com.au/privacy.

SLM received no complaints regarding non-compliance with this plan during 2016–17.

SLM received no applications under section 14 of the PPIP Act during 2016–17.

8. PUBLIC INTEREST DISCLOSURES

Under section 31 of the Public Interest Disclosures Act 1994, each public authority is required to prepare an annual report on their obligations under the Act. Information for SLM on public interest disclosures for 2016–17 is in accordance with clause 4 of the Public Interest Disclosures Regulation 2011.

1. Public interest disclosures made by public officials in performing their day-to-day functions Nil

2. Public interest disclosures not covered by (1) that are made under a statutory or other legal obligation Nil

All other public interest disclosures Nil

Number of public interest disclosures relating to possible or alleged:

• corrupt conduct

• maladministration

• serious and substantial waste of public money

Nil

Nil

Nil

Total number of public interest disclosures received Nil

Total number of public interest disclosures finalised Nil

SLM has developed an internal reporting policy that is consistent with the NSW Ombudsman’s Model Policy. It takes action to meet the requirements under section 6E(1)(b) of the Public Interest Disclosures Act that staff are aware of the policy and of protections under the Act by providing links on the intranet and including messages in staff circulars.

Schedule 2: Statistical information about access applications

TABLE A: NUMBER OF APPLICATIONS BY TYPE OF APPLICANT AND OUTCOME*

Access granted in full

Access granted in part

Access refused in full

Information not held

Information already available

Refuse to deal with application

Refuse to confirm/deny whether information is held

Application withdrawn

Media – – – – – – – –

Members of Parliament – – – – – – – –

Private-sector business – – – – – – – –

Not-for-profit organisations or community groups

– – – – – – – –

Members of the public (application by legal representative)

– – – – – – – –

Members of the public (other) – – – – – – – –

* More than one decision can be made in respect of a particular access application. If so, a recording must be made in relation to each such decision. This also applies to Table B.

9. GOVERNMENT INFORMATION (PUBLIC ACCESS)

Under section 7 of the Government Information (Public Access) Act 2009 (GIPA Act), public sector agencies must review their programs for the release of government information to identify the kinds of information that can be made publicly available. This review must be undertaken at least once every 12 months.

SLM’s program for the proactive release of information involves reviewing the information sought and released pursuant to GIPA applications received over the financial year and considering the kinds of government information it holds that may be suitable for proactive release.

1. Review of proactive release program – clause 7(a)

During the reporting period, SLM undertook a review to identify information that has been proactively released on its website.

• Policies & Procedures: As part of the ongoing review process, policies and procedures are assessed as to their suitability for external release to encourage proactive release. No new policies and procedures have been released during the reporting period.

• Annual Reports: All annual reports from 2000 to the present continue to be available on the website: sydneylivingmuseums.com.au/about-us/reports-plans#annual-reports

2. Number of access applications received – clause 7(b)

During the reporting period, SLM received a total of nil (0) valid formal access applications. It did not receive any applications for review. No applications were transferred to another agency.

3. Number of refused applications for Schedule 1 information – clause 7(c)

During the reporting period, SLM refused a total of nil (0) formal access applications because the information requested was information referred to in Schedule 1 to the GIPA Act.

4. Statistical information about access applications – clause 7(d) and Schedule 2 of the Act (see tables below and overleaf)

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ANNUAL REPORT 2016–17 APPENDICESANNUAL REPORT 2016–17 APPENDICES

TABLE B: NUMBER OF APPLICATIONS BY TYPE OF APPLICATION AND OUTCOME

Access granted in full

Access granted in part

Access refused in full

Information not held

Information already available

Refuse to deal with application

Refuse to confirm/deny whether information is held

Application withdrawn

Personal information applications* – – – – – – – –

Access applications (other than personal information applications)

– – – – – – – –

Access applications that are partly personal information applications and partly other

– – – – – – – –

* A personal information application is an access application for personal information (as defined in clause 4 of Schedule 4 to the Act) about the applicant (the applicant being an individual).

TABLE C: INVALID APPLICATIONS

Reason for invalidity Number of applications

Application does not comply with formal requirements (section 41 of the Act) –

Application is for excluded information of the agency (section 43 of the Act) –

Application contravenes restraint order (section 110 of the Act) –

Total number of invalid applications received –

Invalid applications that subsequently became valid applications –

TABLE D: CONCLUSIVE PRESUMPTION OF OVERRIDING PUBLIC INTEREST AGAINST DISCLOSURE: MATTERS LISTED IN SCHEDULE 1 OF THE ACT

Number of times consideration used*

Overriding secrecy laws –

Cabinet information –

Executive Council information –

Contempt –

Legal professional privilege –

Excluded information –

Documents affecting law enforcement and public safety –

Transport safety –

Adoption –

Care and protection of children –

Ministerial code of conduct –

Aboriginal and environmental heritage –

* More than one public interest consideration may apply in relation to a particular access application and, if so, each such consideration is to be recorded (but only once per application). This also applies in relation to Table E.

TABLE E: OTHER PUBLIC INTEREST CONSIDERATIONS AGAINST DISCLOSURE: MATTERS LISTED IN TABLE TO SECTION 14 OF THE ACT

Number of occasions when application not successful

Responsible and effective government –

Law enforcement and security –

Individual rights, judicial processes and natural justice –

Business interests of agencies and other persons –

Environment, culture, economy and general matters –

Secrecy provisions –

Exempt documents under interstate Freedom of Information legislation –

TABLE F: TIMELINESS

Number of applications

Decided within the statutory timeframe (20 days plus any extensions) –

Decided after 35 days (by agreement with applicant) –

Not decided within time (deemed refusal) –

Total –

TABLE G: NUMBER OF APPLICATIONS REVIEWED UNDER PART 5 OF THE ACT (BY TYPE OF REVIEW AND OUTCOME)

Decision varied Decision upheld Total

Internal review – – –

Review by Information Commissioner* – – –

Internal review following recommendation under section 93 of the Act – – –

Review by ADT – – –

Total – – –

* The Information Commissioner does not have the authority to vary decisions, but can make recommendations to the original decision-maker.

TABLE H: APPLICATIONS FOR REVIEW UNDER PART 5 OF THE ACT (BY TYPE OF APPLICANT)

Number of applications for review

Applications by access applicants –

Applications by persons to whom information the subject of access application relates (see section 54 of the Act) –

TABLE I: APPLICATIONS TRANSFERRED TO OTHER AGENCIES

Number of applications for review

Agency-initiated transfers –

Applicant-initiated transfers –

Requests for access to information not already available on SLM’s website will be dealt with formally. The public can make a formal request to access information under the GIPA Act by contacting the following officer by email or letter in the first instance.

CHARGES

Where a formal application is made to access information held by SLM, an application fee of $30 applies. Where requests are complex and/or require the commitment of significant resources in order to make the information available, a processing fee of $30 per hour may apply.

Lisa Walters Director, Corporate & Commercial Sydney Living Museums, Head Office The Mint 10 Macquarie Street, Sydney NSW 2000

T 02 8239 2360 F 02 8239 2299 Email: [email protected]

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10. CUSTOMER RESPONSE

As a service-based organisation, SLM closely monitors customer feedback. The organisation employs a range of evaluation measures, including visitor books and evaluation forms at each property, traditional and digital visitor books and other interactive devices in exhibitions, customer surveys following public programs, teacher evaluations following education programs and feedback forms for venue-hire clients. In addition, a general file is maintained for written compliments and complaints. Each complaint is dealt with in writing, minor complaints by the property or team where the complaint was received, and major complaints by the Executive Director or a member of the executive.

A total of 91 compliments were received: Caroline Simpson Library & Research Collection (4); executive/lecture/talk (1); miscellaneous (2); museums, houses and exhibitions (38); programs (37); retail (1); SLM staff (2); publishing/multimedia (1); and venues (5). A total of 11 complaints were received: miscellaneous (1); museums, houses and exhibitions (1); publishing/multimedia (1); and programs (8).

11. OTHER STATUTORY REQUIREMENTS

Digital deliveryThe following services are available via the corporate website and associated sub-domains, sydneylivingmuseums.com.au and hht.net.au:

• online resources, including articles, research, videos, blogs, collection databases and links to SLM content on other platforms such as Facebook, YouTube and Twitter

• all appropriate government publications (for reference only, not for sale)

• annual reports from 2000 to the present

• e-commerce facilities for purchasing merchandise, tickets and membership, and making donations.

Land disposalSLM had no land disposals in 2016–17.

Credit card certificationSLM has a policy for the use of credit cards by staff that is in accordance with the NSW Premier’s Memoranda and NSW Treasurer’s Directions.

12. HUMAN RESOURCES

Exceptional movements in employee wages, salaries and allowancesA 2.5% salary increase granted by the NSW Government for the NSW public sector came into effect on 1 July 2016 for the 2016–17 financial year.

Personnel policies and practices• SLM continued to implement its Work Health & Safety

Management Plan to develop a proactive, risk-based safety culture that balances the need to conserve heritage properties with meeting the social and legal duty to provide a safe and accessible workplace.

• A comprehensive program of staff training was undertaken addressing compliance requirements. There was a strong focus on employee development, individually and in teams.

Future directionsKey issues for the year ahead will be continuous improvement in inducting new staff, streamlining processes through to automation, developing the skills and capabilities of existing staff and continuing to improve work health and safety. Other projects include the following:

• The Human Resources Team, including the WHS Coordinator, will work with staff to implement the Disability Inclusion Action Plan and the Multicultural Plan.

• A Learning & Development software module will be implemented to better identify and plan the future training and skill requirements of staff.

• A Dashboard module will be implemented to provide managers and the Executive Team with critical business analytics.

Workforce diversitySLM’s self-assessed outcomes for the year include:

• diversity of representation on recruitment panels and the provision of Workforce Diversity information to applicants

• diversity of representation on internal bodies such as the Work Health & Safety Committee and the Joint Consultative Committee

• flexible work practices, including flex days and rostered days off, maternity leave, and family and community-service leave

• provision of development opportunities through expressions of interest and above-level temporary allowance

• participating in the Department of Planning and Environment steering committees to discuss, develop and implement the Disability Inclusion Action Plan, the Multicultural Plan and the Aboriginal Employment Strategy.

Future directionsSLM will work with the Department of Planning and Environment to explore externally funded grants with the aim of promoting diversity, innovation and service responsiveness in the NSW workforce by reducing barriers to employment and improving promotional opportunities for people with a disability, and people from a culturally and linguistically diverse background.

Principal officersExecutive Director Mark Goggin BA (Hons), EMPA

Director, Strategy & Engagement Dr Caroline Butler-Bowdon BA (Hons), MA, PhD

Director, Heritage & Collections Ian Innes BScArch, BLArch

Director, Corporate & Commercial Lisa Walters BCom, CA, GAICD

Director, Marketing & Commercial Services (until 1 February 2017) Julie Turpie BA (Hons)

Senior ExecutiveDuring 2016–17 the following were members of the Public Service Senior Executive:

Executive Director, Mark Goggin

Director, Strategy & Engagement, Dr Caroline Butler-Bowdon

Director, Heritage & Collections, Ian Innes

Director, Corporate & Commercial, Lisa Walters

Director, Marketing & Commercial Services, Julie Turpie (to 1 February 2017)

Number of senior executives as at 30 June 2017

2016–17 2015–16

BAND FEMALE MALE FEMALE MALE

4 0 0 0 0

3 0 0 0 0

2 0 1 0 1

1 2 1 3 1

TOTAL 4 5

Average remuneration

BANDREMUNERATION RANGE 2016–17

AVERAGE REMUNERATION 2016–17

REMUNERATION RANGE 2015–16

AVERAGE REMUNERATION 2015–16

Band 2 (Executive Director) $255,051 to $320,900 $267,755 $248,851 to $313,050 $261,225

Band 1 (Director) $178,850 to $255,05 $204,066 $174,500 to $248,850 $196,815

In 2016–17, 4.47% of SLM’s employee-related expenditure was related to senior executives compared to 5.19% in 2015–16.

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Workforce profile data – Workforce Diversity report

CURRENT SELECTIONS

Cluster Reporting entity

Planning & Environment Sydney Living Museums

1 SIZE OF AGENCY (HEADCOUNT) 2015 2016 2017 % CHANGE 2016 TO 2017

Headcount at Census Date 243 261 251 -3.8%

Non-casual Headcount at Census Date 181 200 188 -6.0%

2 WORKFORCE DIVERSITY SURVEY RESPONSE RATE (NON-CASUAL HEADCOUNT AT CENSUS DATE) 2015 2016 2017

Non-casual headcount at census date 181 200 188

Non-casual Workforce Diversity Survey respondents at census date 181 200 188

Response rate 100.0% 100.0% 100.0%

Note: Survey Respondents are employees who have provided an answer for any of the Workforce Diversity questions, whether they have chosen to withdraw their response or not. In other words, a respondent is an employee with at least one non-missing value for the set of Workforce Diversity questions.

3 WORKFORCE DIVERSITY ACTUAL STAFF NUMBERS (NON-CASUAL HEADCOUNT AT CENSUS DATE) 2017

Remuneration level of substantive position

Total staff (men, women & unspecified) Respondents Men Women

Unspecified gender

Aboriginal & Torres

Strait Islanders

People from racial, ethnic,

ethno-religious minority groups

People whose

language first spoken

as a child was not English

People with a

disability

People with a disability

requiring work-

related adjustment

$0 - $45,800 2 2 – 2 – – – – – –

$45,800 - $60,154 40 40 13 27 – 1 6 5 2 1

$60,154 - $67,248 16 16 5 11 – – 4 4 – –

$67,248 - $85,098 42 42 8 34 – – 5 5 1 –

$85,098 - $110,046 67 67 28 39 – – 9 6 3 1

$110,046 - $137,557 17 17 5 12 – – 3 3 – –

$137,557 > (Non SES) – – – – – – – – – –

$137,557 > (SES) 4 4 2 2 – – – – – –

TOTAL 188 188 61 127 – 1 27 23 6 2

Note: ‘Unspecified Gender’ incorporates unknown, withdrawn, and indeterminate/intersex values.

4 WORKFORCE DIVERSITY ACTUAL & ESTIMATED STAFF NUMBERS (NON-CASUAL HEADCOUNT AT CENSUS DATE) 2017

ACTUAL ESTIMATED



Unspecified gender

Aboriginal & Torres

Strait Islanders

People from racial,

ethnic, ethno-

religious minority groups

People whose



People with a

disability


requiring work-

related adjustment

$0 - $45,800 2 2 – 2 – – – – – –

$45,800 - $60,154 40 40 13 27 – 1 6 5 2 1

$60,154 - $67,248 16 16 5 11 – – 4 4 – –

$67,248 - $85,098 42 42 8 34 – – 5 5 1 –

$85,098 - $110,046 67 67 28 39 – – 9 6 3 1

$110,046 - $137,557 17 17 5 12 – – 3 3 – –

$137,557 > (Non SES) – – – – – – – – – –

$137,557 > (SES) 4 4 2 2 – – – – – –

TOTAL 188 188 31 127 –

Note 1: Estimated figures are only provided for agencies with a response rate greater than 65%. For agencies with a response rate less than 65%, actual figures are reported in all instances.

Note 2: Estimated figures are calculated for each salary band by taking the number of employees who have responded “yes” to the Workforce Diversity question as a proportion of the total number of employees who have responded to the Workforce Diversity survey, multiplied by the total number of staff. E.g., Estimated number of People with a Disability in Salary Band 1 = (Actual number of People with a Disability in Salary Band 1 / Total number of Survey Respondents in Salary Band 1) * Total number of Staff in Salary Band 1.

4A WORKFORCE DIVERSITY ACTUAL AND ESTIMATED STAFF NUMBERS (NON-CASUAL HEADCOUNT AT CENSUS DATE) AS PERCENTAGE

2017

ACTUAL ESTIMATED



Unspecified gender

Aboriginal & Torres

Strait Islanders

People from racial,

ethnic, ethno-

religious minority groups

People whose



People with a

disability


requiring work-

related adjustment

$0 - $45,800 2 100.0% 0.0% 100.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%

$45,800 - $60,154 40 100.0% 32.5% 67.5% 0.0% 2.5% 15.0% 12.5% 5.0% 2.5%

$60,154 - $67,248 16 100.0% 31.3% 68.8% 0.0% 0.0% 25.0% 25.0% 0.0% 0.0%

$67,248 - $85,098 42 100.0% 19.0% 81.0% 0.0% 0.0% 11.9% 11.9% 2.4% 0.0%

$85,098 - $110,046 67 100.0% 41.8% 58.2% 0.0% 0.0% 13.4% 9.0% 4.5% 1.5%

$110,046 - $137,557 17 100.0% 29.4% 70.6% 0.0% 0.0% 17.6% 17.6% 0.0% 0.0%

$137,557 > (Non SES) – 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%

$137,557 > (SES) 4 100.0% 50.0% 50.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%

TOTAL 188 100.0% 32.4% 67.6% 0.0%

Note: Table 4a presents the figures in Table 4 as percentages. E.g., Estimated % of People with a Disability in Salary Band 1 = (Estimated number of People with a Disability in Salary Band 1 / Total number of Staff in Salary Band 1) * 100. Estimated figures are only provided for agencies with a response rate greater than 65%. For agencies with a response rate less than 65%, actual figures are reported in all instances.

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5 PARLIAMENTARY ANNUAL REPORT TABLES

WORKFORCE DIVERSITY GROUP BENCHMARK/TARGET 2015 2016 2017

5a. Trends in the representation of Workforce Diversity groups

Women 50% 68.0% 68.0% 67.6%

Aboriginal people and Torres Strait Islanders 3.3% 0.6% 0.5% 0.5%

People whose first language spoken as a child was not English 23.2% 8.8% 13.5% 12.2%

People with a disability N/A 2.2% 3.5% 3.2%

People with a disability requiring work-related adjustment N/A 0.0% 0.5% 1.1%

5b. Trends in the distribution of Workforce Diversity groups

Women 100 92 96 95

Aboriginal people and Torres Strait Islanders 100 N/A N/A N/A

People whose first language spoken as a child was not English 100 N/A 101 96

People with a disability 100 N/A N/A N/A

People with a disability requiring work-related adjustment 100 N/A N/A N/A

Note 1: A Distribution Index score of 100 indicates that the distribution of members of the Workforce Diversity group across salary bands is equivalent to that of the rest of the workforce. A score less than 100 means that members of the Workforce Diversity group tend to be more concentrated at lower salary bands than is the case for other staff. The more pronounced this tendency is, the lower the score will be. In some cases, the index may be more than 100, indicating that members of the Workforce Diversity group tend to be more concentrated at higher salary bands than is the case for other staff.

Note 2: The Distribution Index is not calculated when the number of employees in the Workforce Diversity group is less than 20 or when the number of other employees is less than 20.

6 REPRESENTATION OF WORKFORCE DIVERSITY GROUPS

WORKFORCE DIVERSITY GROUP BENCHMARK 2015 2016 2017

Women 50% 68.0% 68.0% 67.6%

Aboriginal and/or Torres Strait Islander people 3.3% 0.6% 0.5% 0.5%

People whose first language spoken as a child was not English 23.2% 8.8% 13.5% 12.2%

People with a disability N/A 2.2% 3.5% 3.2%

People with a disability requiring work-related adjustment N/A 0.0% 0.5% 1.1%

Disability Inclusion Action PlanAs part of the cluster shared-services model, the Environment and Heritage Portfolio Disability Inclusion Action Plan 2015–2019 was superseded by the Planning and Environment Portfolio Disability Inclusion Action Plan 2015–2019 (DIAP). The DIAP is aligned to the principles underpinning the United Nations Convention on the Rights of Persons with Disabilities, which acknowledges that people with disability have the same human rights as those without disability. The scope of this plan covers services, facilities and employment.

The structure of the plan includes four outcome areas:

1. Liveable communities Identifying and removing barriers to Department of Planning and Environment services and facilities for people with disability.

2. Employment Increasing employment and inclusion in the workplace for people with disability.

3. Attitudes and behaviours Developing positive attitudes by increasing awareness and inclusion practices.

4. Systems and processes Identifying and removing barriers caused by SLM systems and processes.

During the reporting period, SLM:

• consulted with visually impaired audiences, those with mobility impairment, and those with hearing impairments in relation to the development of the Protecting National Historic Sites projects at the site of first Government House and at the Hyde Park Barracks; during these sessions a range of content was tested, including the future program and interpretation plans for both properties, in order to gauge its suitability for audiences with disabilities

• improved sensory experiences by introducing touch tables for visually impaired visitors at several sites

• removed physical barriers and improved accessibility by improving doorway access and providing additional safety features for vision-impaired visitors.

Future directionsCapital works projects scheduled for 2017–18 will focus on accessibility and dignity of access, with the installation of lifts, handrails and ramps at The Mint and at the Hyde Park Barracks Museum.

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Multicultural PlanThe NSW Department of Planning and Environment Multicultural Plan 2015–2018 outlines how the Planning and Environment Cluster will conduct its business within a culturally, linguistically and religiously diverse society. It meets the requirements under the Multicultural NSW Act 2000 and the Multicultural Policies and Services Program overseen by Multicultural NSW.

The Multicultural Plan identifies strategic priorities, assigns corporate responsibilities and specifies timeframes for its implementation. It consists of actions against seven outcome areas as set by the Multicultural Planning Framework:

1. planning

2. consultation and feedback

3. leadership

4. human resources

5. access and equity

6. communication

7. social and economic development.

The Multicultural Policies and Services Program is the practical way NSW Government agencies implement the following multicultural principles, which stipulate that all people of NSW:

a) irrespective of their linguistic, religious and ancestral backgrounds, should demonstrate a unified commitment to Australia, its interests and future;

b) should recognise the importance of shared values governed by the rule of law within a democratic framework;

c) are of different linguistic, religious and ancestral backgrounds and are free to profess, practise and maintain their own linguistic, religious and ancestral heritage;

d) and institutions, should respect and make provision for the culture, language and religion of others within an Australian legal and institutional framework where English is the common language;

e) should have the greatest possible opportunity to contribute to, and participate in, all aspects of public life in which they may legally participate, and make use of, and participate in, relevant activities and programs provided or administered by the NSW Government.

The plan also states that all institutions of NSW should recognise the linguistic and cultural assets in the population of NSW as a valuable resource and promote this resource to maximise the development of the state.

During the reporting period, SLM completed the following actions to increase access to its properties, programs and services:

• Established the Aboriginal Action Plan working group to support the development of the Plan across the institution.

• Established a three-year partnership with Muru Mittigar Aboriginal Cultural & Education Centre on site at Rouse Hill House & Farm (see page 68).

• Developed culturally sensitive and inclusive exhibitions and programs.

• Continued its support for Sydney’s Irish community, in reference to the significant Irish convict and Irish orphan girl populations that passed through the Hyde Park Barracks in the 19th century. On St Patrick’s Day, 17 March, Patrick O’Donovan, Irish Minister of State for Tourism and Sport, visited the Great Irish Famine Monument at the Hyde Park Barracks Museum. Monthly meetings of the Great Irish Famine Commemoration Committee continued to be held at the Hyde Park Barracks Museum.

• A strategic review has been undertaken at each of the City Portfolio museums. An Improvement Plan has been created with recommendations to reduce accessibility barriers for people of culturally, linguistically and religiously diverse backgrounds. Audience research was undertaken to seek the views of multicultural client groups in relation to the site of first Government House and will assist in planning for the Protecting National Historic Sites program.

Overseas visits by employeesBusiness-related visits by staff between 1 July 2016 and 30 June 2017:

NAME OF STAFF MEMBER PURPOSE OF VISIT (SUMMARY) DESTINATION(S) DATES OF

TRAVEL

Yaseen Dean Attended a one-week residential course at the National University of Singapore as part of his Executive Masters in Public Administration Program.

Singapore 9–15 July

Mark Goggin Co-chaired the 16th International Communicating the Museum conference and visited leading museums and heritage precincts to guide SLM’s strategic projects.

Germany, the Netherlands, England, Denmark

9–23 July

Dr Sophie Lieberman Presented a paper at the International Conference on the Inclusive Museum and undertook research into business and engagement models used by leading heritage and cultural institutions. The trip was funded by the Ruth Pope Bequest Travelling Scholarship.

United States 14 September – 1 October

Dr Toner Stevenson Attended the Yeongwal International Museum Forum and Expo held in the World Heritage district of Yeongwal. The trip was funded by ICOM Korea.

Korea 27 September – 3 October

Dr Matthew Stephens Attended the third study day hosted by the Sound Heritage Network and attended ‘Impact: New Audiences for Historic Collections’. The trip was partially funded by the Arts and Humanities Research Council UK.

England 5–11 November

Mark Goggin Co-chaired the 18th International Communicating the Museum conference in Paris. Attended several leading international museums and heritage projects, establishing further international benchmarks for SLM and its future strategic projects.

France, Germany, England

16–30 June

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InsuranceAs a NSW statutory authority, SLM’s insurable risks are covered under the Treasury Managed Fund (TMF), the NSW Government’s self-insurance scheme.

This year five claims were lodged with TMF, including claims relating to storm damage at the Museum of Sydney and Elizabeth Bay House. All claims have been approved, with the funds for Elizabeth Bay House not remitted in the 2016–17 financial year.

Eight workers compensation claims were lodged, with three lost-time payments received during 2016–17.

Five motor vehicle claims were lodged. To date all claims have been accepted by TMF and, where relevant, repairs have been undertaken or are scheduled to be completed in due course.

Legal changeNo changes were made to the Historic Houses Act 1980 (NSW) during the reporting period.

Policies & ProceduresThe following policies and procedures were developed and approved: Risk Management Framework, Disposal of Accountable Goods, Related Parties Disclosure, Fleet Management Policy, Outdoor Workers Uniform Policy, Capital Maintenance Framework, and Contractor Site Induction – Rouse Hill House & Farm.

The following policies and procedures were reviewed and revised: Curatorial & Public Engagement Advisory Committee Charter, Heritage & Collections Advisory Committee Charter, Internal Audit Charter, Audit and Risk Committee Charter, Trust Charter, Policy & Procedures Framework, Membership Policy, Cash Management Procedures, Gifts and Benefits Policy & Procedure, WHS Policy Statement, and First Aid Policy.

In addition, the following policies and procedures were drafted or revised in 2016–17 and are in the consultation phase prior to approval: Training and Development Policy, and Mobile Phone Usage Policy.

Records managementThe records management program continued to progress and develop. The draft functional retention and disposal authority that was submitted to the State Records Authority of NSW in June 2015 has not yet been approved by the Authority. Once approved, the sentencing and disposal program – which, to date, has been focused on the authorised destruction of hard-copy administrative records – will be expanded.

Work health & safety (WHS)SLM’s Work Health & Safety Committee continued to meet regularly, review incidents at SLM properties and undertake site inspections.

SLM proactively case-manages return-to-work plans for any injured employees. Recommendations made by the committee to management are considered by the Executive. The committee was a key consultation point for the WHS policies developed and refreshed during the year.

13. 2017–18 BUDGET ESTIMATES

Budgets for the year under review and for the next financial year are set out hereunder in accordance with section 7(1)(a)(iii) of the Annual Reports (Statutory Bodies) Act 1984.

The budgets have been prepared on an accrual basis.

14. RISK MANAGEMENT

SLM is committed to good corporate governance, including taking a robust approach to risk-management planning that identifies and addresses both external and internal risks to its operations. Internal risks are also managed through the development of new and revised policies and procedures, and identification of appropriate risk-mitigation controls. In 2016 the enterprise-wide Risk Management Framework was approved by the Trust. The Framework builds on the guidance provided to agencies by the NSW Government specifically around the Australian and New Zealand Risk Management Standard AS/NZS ISO 310000: 2009 and in the NSW Treasury Policy Paper TPP09-5. SLM’s mandatory annual attestation is included on page 128.

SLM’s Audit & Risk Committee (see page 110) is an advisory committee of the Board of Trustees and an integral component of SLM’s corporate governance arrangements. Its responsibilities cover the review of internal controls, risk management, the annual financial statements, and both internal and external audits. The committee meets annually with an external audit manager from the Audit Office of NSW to discuss findings from the Audit Office’s review of SLM’s financial statements and those of its related entities, which have all been issued with an unmodified audit opinion.

Ethical standardsSLM’s Code of Ethics and Conduct: Staff and Volunteers policy was reviewed in 2015 and remains current.

ICT managementThe ICT Team has developed policies and procedures critical for compliance with the NSW Government’s Digital Information Security Policy, including ICT Change Management, and Mobile Phone Usage Policy. The Digital Information Security mandatory annual attestation is included on page 129.

Internal audit

Financial Controls ReviewAs part of the three-year internal audit plan, Deloitte conducted an audit to assess the design adequacy and operating effectiveness of SLM’s controls to mitigate specific risks in relation to financial management.

The report identified that satisfactory controls were in place. Based on a comparison with the outcome from a similar engagement in 2013, the review documented an improvement in the control environment.

The report identified one medium-level risk, and two low-priority issues. All recommendations were accepted and acted on with no outstanding issues. SLM’s Audit and Risk Committee monitors the implementation of internal and external audit recommendations.

Budget Revised budget Budget

2016–17 2016–17 2017–18$000 $000 $000

ExpenditureOperating expenses 27,752 28,532 26,789

Depreciation and amortisation 853 853 875

TOTAL EXPENDITURE 28,605 29,385 27,664RevenueRecurrent grant 17,635 17,635 16,295

Capital grant 7,436 6,436 5,247

Sale of goods and services 6,102 6,349 6,425

Investment income 149 235 153

Grants and contributions 3,280 3,177 3,398

Other revenue 16 267 16

Gain on disposal of non-current assets

– 1 –

TOTAL REVENUE 34,618 34,100 31,534NET RESULT 6,013 4,715 3,870

127 126

ANNUAL REPORT 2016–17 APPENDICESAPPENDICES

INTERNAL AUDIT AND RISK MANAGEMENT ATTESTATIONFOR THE 2016–17 FINANCIAL YEAR FOR THE HISTORIC HOUSES TRUST OF NEW SOUTH WALES

I, Mark Goggin, am of the opinion that the Historic Houses Trust of NSW (HHT) has internal audit and risk management processes in operation that are, excluding the exceptions or transitional arrangements described below, compliant with the eight (8) core requirements set out in the Internal Audit and Risk Management Policy for the NSW Public Sector, specifically:

CORE REQUIREMENTS

For each requirement, please specify whether compliant, non- compliant, or in transition

Risk Management Framework

1.1 The agency head is ultimately responsible and accountable for risk management in the agency

Compliant

1.2 A risk management framework that is appropriate to the agency has been established and maintained and the framework is consistent with AS/NZS ISO 31000:2009

Compliant

Internal Audit Function

2.1 An internal audit function has been established and maintained Compliant

2.2 The operation of the internal audit function is consistent with the International Standards for the Professional Practice of Internal Auditing

Compliant

2.3 The agency has an Internal Audit Charter that is consistent with the content of the ‘model charter’

Compliant

Audit and Risk Committee

3.1 An independent Audit and Risk Committee with appropriate expertise has been established

Compliant

3.2 The Audit and Risk Committee is an advisory committee providing assistance to the agency head on the agency’s governance processes, risk management and control frameworks, and its external accountability obligations

Compliant

3.3 The Audit and Risk Committee has a Charter that is consistent with the content of the ‘model charter’

Compliant

The Chair and Members of the Audit and Risk Committee are:

• Paddy Carney, Independent Chair and HHT Trustee (Term 2: March 2016 – current),

• Michael Rose, Independent Member and Chairman HHT Trust (Term 3: August 2010-current)

• Louise McElvogue, Independent Member and HHT Trustee (Term 2: March 2016 – current)

I, Mark Goggin, declare that this Internal Audit and Risk Management Attestation Statement is made on behalf of the Historic Houses Trust of NSW (parent entity) and the Foundation for the Historic Houses Trust of New South Wales controlled entity.

Mark GogginExecutive Director

10 August 2017

DIGITAL INFORMATION SECURITY ANNUAL ATTESTATION STATEMENT FOR THE 2016–17 FINANCIAL YEAR FOR THE HISTORIC HOUSES TRUST OF NEW SOUTH WALES

I, Mark Goggin, am of the opinion that the Historic Houses Trust of NSW (HHT) had in place an Information Security Management System that is consistent with the Core Requirements set out in the NSW Government Digital Information Security Policy for all of the 2016/17 financial year.

I, Mark Goggin, am of the opinion that the security controls currently in place and those planned for completion in 2017/18 to mitigate identified risks to the digital information systems of the HHT are adequate for the foreseeable future.

I, Mark Goggin, am of the opinion that the HHT risk profile, in accordance with the NSW Government Digital Information Security Policy, does not warrant certified compliance with AS/NZS ISO/IEC 27001 Information - Security Techniques - Information security management systems - Requirements.

Mark GogginExecutive Director

28 July 2017

129 128


16. CONSULTANTS

PAYMENTS

Type of consultant Name of consultant Title of project Service

Amount (Excl. GST)

$

General > $50,000 GML Heritage Mint Conservation Management Plan Management Services 176,010.5

Studio Colin Polwarth Pty Ltd Heritage Floor Space Management Services 103,990

Lucas Stapleton Johnson & Partners Pty Ltd

Hyde Park Barracks Conservation Management Plan

Management Services 65,790.99

Type of consultant Number of engagements Service

Amount (Excl. GST)

$

General < $50,000 5 Management Services 84,162.50

1 Organisational Review 8,140.00

The majority of the consultation costs relate to preparing strategic business cases in response to the then Minister for Heritage and OEH and the strategic planning and further activation of our properties. The costs were jointly funded from Treasury’s seed pool funding, OEH, NSW National Parks and Wildlife Service and our own reserves.

15. PAYMENT PERFORMANCE

PAYMENTS

Aged analysis at the end of each quarter

QuarterLess than 30 days

$’00031–60 days overdue

$’00061–90 days overdue

$’000

More than 90 days overdue

$’000Total

$’000

September 2016 376 2 6 -3 381

December 2016 83 0 11 17 111

March 2017 316 0 0 -3 313

June 2017 651 1 12 22 686

Total accounts paid on time Total amount paid

Quarter Target % Actual % $’000 $’000

September 2016 100 100 4,527 4,531

December 2016 100 99 3,527 3,555

March 2017 100 100 2,618 2,615

June 2017 100 100 7,203 7,237

17. OUR VOLUNTEERS

As well as those who contributed to SLM’s ongoing volunteers program, the following includes those who volunteered for Sydney Open 2016.

Olga Aamidor, Sylvia Abu-Sultan, Allana Afshar, Patricia Ah-Chong, Ruya Ahmed, Prue Anthony, Rose Arkin, Robyn Armstrong, Abigail Armstrong-Mensah, Rosina Armstrong-Mensah, Jessica Asmith, Susan Astor-Smith, Akhtar Azhar, Mary Bagtas, Lalitha Balasubramanian, Teresa Baldassarre, Amy Barley, John Bartholomaeus, Maddie Barton, Sally Bates, Bonny Bayne, Anika Beaton, Andrew Bell, Kathryn Bendall, Margery Bennett, Morris Bete, Raelene Beuermann, Zhouxi Bi, Neil Bird, Colin Bishop, Colin Blake, Shirley Blake, Jehan Blazey, Catherine Borchok, Erika Bostelmann, Courtney Bowd, John Boyd, Noni Boyd, Katie Brassell, Ron Bray, Warren Bressler, Hilary Bretag, Elizabeth Brooking, Marnie Brown, Rodney Brown, Martine Bruce, Nick Bucci, Joan Buckley, John Bulbert, Wendy Bull, David Buncel, Linda Burgess, Alyssa Byrne, Andie Caballes, Ada Cable, Marta Cacabelos Martinez, Lynette Cantrill, Nadia Ruth Carino, Barbara Carnie, Hayley Carra, Steve Cartland, Katherine Champ, Jessica Chandra, Duyi Chang, Estella Cheer, Benita Chen, Junwen Chen, Yanran Chen, Virginia Chenney, Henrietta Cheshire, Amy Chou, Betty Chow, Mariana Cidade, Guilherme Cipullo, Natasha Civijovski, Helen Clark, Terry Clarke, Alana Clifton-Cunningham, Yaier Cohen, Courtney Coleman, Alan Coligado, Gary Cook, Ingrid Cook, Glynis Coombe, Patricia Cooper, Katherine Courtney, Maddison Cox, Annette Crawford, David Critchley, Xinhui Cui, Sonia Cunningham, Evonna Dai, Paige Davis, Marion De Courcay, Alexandra Debeljakovic, Shaleha Deen, Pim Den Dekker, Lynn Dent, Graham Desailly, Maureen Devereaux, Sanskriit Dhanker, Phillip Dickie, Adam Dickson, Laurence Dillon, Yi Ding, Chantelle Dollimore, Mal Donaldson, Georgia Douglas, Qinyi Du, Sophie Dumont Saint Priest, Ashleigh Dunn, Indigo Dunphy-Smith, Dominic Dwyer, Thomas

Dwyer, Jacob Dwyer, John Ebner, Judy Ebner, Ashleigh Edinburg, Jenny Edwards, Surianingsih Effendy, Stephanie El Tahche, John Ellis, Noha Elsamman, Mark England, Tiina Eriksson, Julie Evans, Les Evans, James Evans, Lindsay Everingham, Terry Fahy, Maria Fallah, Chris Farquharson, Adam Feigl, Dianne Finnegan, Ronald Fisher, Diann Ford, Nastaran Forouzesh, Julian Foster, Shannon Fraley, Joan Francis, Silvia Daniela Franza, Helen Freame, Alexander Freitag, Fay Frischer, Jing Fu, Steve Fu, Valerie Gaidarly, Martin Gao, Yun Gao, Vanessa Garland, Allan Garrick, Terry Gatward, Claire Geary, Karrie Gensler, Caroline Geoghegan, Shahroud Ghahani, Gillian Gibbons, Monique Gingell, Caroline Gleeson, Liz Gleeson, Diana Glenn, Ellie Godworth, Joycelyn Goh, Kathryn Goldie, Llywelyn Golesworthy, Igor Golubev, Fernando Gomez, Rocio Goncalves Borrega, Georgina Gordon, Linda Gosling, Elaine Graham, Neil Graham, Howard Graham, Victoria Green, Paul Grezoux, James Griffith, Sarah-Jane Grove, Xin Gu, Mirsada Gudelj, Robin Guthrie, Regina Haertsch, Zhao Haizhou, Bonnie Hale, Dimitria Hamlyn-Harris, Gordon Hannam, Samantha Harding, Aileen Harland, Tracey Harper, Sarah Hawkins, Jan Heffernan, Amanda Henry, Kerri Hietbrink, Margaret Hill, Hsin-Ying Ho, Robert Holden, Virginia Hoskins, Shuni Hou, Lesley Hume, Denise Inch, Linda Irawan, Chris Isgro, Michael Jacke, Anne-Marie Jackson, Kate Jackson, Carol Jacobson, Kenneth Jacobson, Peter James, Sally James, David James, Sophie Jennings, Esben Jensen, Ouija Ji, Elektra/Xueqing Jiang, Linlu Jiang, Shan Jiang, Marisa Johnston, Michael Jones, Isabella Joughin, Kiran Kamath, Dess Kammason Kelley, Harini Kannangara, Lalithaya Katha, Tamiru Kawashima, Christine Kazub, Mel Keenan, Sarah Kelly, Stephanie Kemp, Joanne Kennett, Graham Kerr, Susan Khor, Emily Kilgannon, Katja Klikauer, Lada Kolonkova, Milica Kostic, Maree Kovac, Djordje Krajcic, Auranuj Ming Kwan Muang, Wing Kwan Kwong, Marita Lacota, Sophie Lamaletie, Leonardo Lamanuzzi, Richard Lambert,

Julie Law, Ellen Lawson, Hong Khanh Phuong Le, Dominic Lea, Sandra Lee, Kevin Leedow, Leone Lemmer, Susan Lenne, Mollie Lenthall, Agnes Levine, Mildred Leyson, Angela Li, Bing Li, Cheng (Kevin) Li, Ruoheng Li, Sarah Li, Daryl Lidman, Huey Liew, Kim Ligers, Sofia Liguori, Yenn Yinn Lim, Shihua Lin, Nina Lis Coughlan, Rui Liu, Vivian Liu, Athena Wing Lo, Josephine Lo, Iina Lohi, Dennis Lovely, Rosanna Luca, Kate Lyons-Dawson, Kaitlyn Rebecca MacDonnell, Victoria Maclellan, Jennifer Macleod, Shirley Maguire, Judith Manion, Helen Manu, Claudia Mao, Jane Marks, Jovan Marovic, Avril Marshall, Judy Marshall, Keith Marshall, Lynette Martel, Sandra Martin, Stephen Martin, Laura Martinez Gomez, Molly Masiello, Joina Mathew, Becky Matthews, Kay Matthews, Vicki Mavrofora, Malcolm Mawhinney, Peter Maxwell, Siobhan McCarthy, Jonathan McCray, Brook McDonald, Linda McFadden, Emma McGirr, Lynette McHale, Craig McIlveen, Helen McKelleher, Marie McKenzie, Rae McLintock, Wendy McMichael, Loretta McPherson, Lynette McShane, Thomas McShane, Sonia Mehrmand, Susan Melrose, Sulan Mendis, Stany Menezes, Amelia-Anne Merz, Megan Mitchell, Yajie Mo, Daniel Mok, Frances Moors, Casey Moraitis, Marc Morelli, Christine Morony, Miriam Morton, Margaret Murphy, Bruce Myles, Elham Najafian, Aleesha Nathan, Bronwyne Newbold, Duc Hoang Duy Nguyen, Fiona Ni, Lin Ni, Marko Niketic, Violeta Nikolovska, Michael Noone, Sophie Norsa, Alison Nowland, Aurora Nowosad, Con O’Donnell, Heather Oliver, Rosemary O’Neill, Joanna Ong, Stephen Paget, Rosemary Palmer, Michael Papaeleftheriou, Carol Paterson, Nicole Paterson, Julianne Patterson, Anna Pavincich, Margo Pavincich, Marc Pearce, John Pearson, Caroline Peart, Lanyun Peng, Yingqi Peng, Brooke Pepper, Ronda Phillips, Susan Phillips, Ellen Piasentin, Glenys Pike, Peter Poole, Jacqui Porter, Carolina Portugal, Samantha Power, Krystal Prasad, Gemma Purves, Jenny Qiu, Amy Ramires, Natasha Ramrakha, Yvette

131 130


Ramsay, Mark Ransom, Elle Rasink, Stewart Reed, Nathan Rees, Anna Renzenbrink, Deanna Richardson, Romina Richardson, Holly Ritson, Jill Robert, Sharyn Roberts, Kimberley Robinson, Steve Robson, Danielle Roderick, Gregory Rogan, John Romanous, Alison Rose, Huzaimi Rosli, Dianne Ross, Apolline Rousseau, Kathleen Routh, Hannah Roux, Bianca Rowley, Chris Rutter, Margot Ryan, Peter Ryan, Siobhan Ryan, Kristy Sabharwal, Claudia Sagripanti, Ian Sakurovs, Mark Schagerl, Maria Schattiger, Natalie Seeto, Sandalie Seneviratne, Katherine Sessions, Diane Sexton, Bernard Sharah, Mingdun Shi, Louise Short, Keryn Smart, Anthea Smith, Carol Smith, Kerryn Smith, Annette Smith-Bridges, Marie Smithson, Alisan Smotlak, Terry Snijder, Beryl Soller, Philip Soller, Paula Southcombe, Luke Spickler, Robert Squires, Sarah St George, Jean Steele, Peter Stepek, Lynette Steptoe-Smith, Sophie (Fang) Stewart (Xie), Madeleine Stocker, Doreen Sully, Alice Sun, Amanda Sun, Zhangjing (Kaitlyn) Sun, Segar Suppiah, Jade Tainturier, Sik Wai Tam, Ayako Tamura, Tany Tan, Willars Tan, Ying Xin Tan, Alice Taylor, Matilda Teernstra, Jessica Telford, Nicole Tena, Susannah Tennant, Leigha Tew, Michael Thomson, Xiaojing Tian, Patricia Tilley, Janet Timberg, Dylan Tirtabudi, Emily Tischner, Baoying Tong, Yan Tong, Kim Townsend, Jack Townsend, Velda-Jane Townsend, Josephine Tran, Lisa Tran, Mei Jun Tran, Queenie Tran, Rosemarie Travers, Brendan Trinh, Konlawij Trongtrakul, Nicola Tuck, Caitlin Tullis, Neridah Tyler-Perry, Agnes Tyson, Edward Upjohn, Harriet Upjohn, Leah Varvaressos, Julian Venczel, Pamela Ventura, Meta Vintila, John Visser, Ngoc Yen Nhi Vo, Prakash Wadhwa, Jeffrey Wai-Yee, Geraldeen Walker, Robert Wallis, Ho To Wan, Jess (Yue) Wang, Lidan Wang, Lin Wang, Lu Wang, Ting Wang, Ying Wang, Yingxue Wang, Yuliang Wang, Xinyu Weng, Leonard Werman, Robert Wheeler, Peter Whelan, Elaine White, Tina Whitehead, Clarice Wilkins, Angelique Williams, Ruth Williams, Amy Willing, Laraine Wilson, Megan Wilson, Catherine Wong, Rex

Wood, Robert Wood, Jennifer Wordsworth, Constance Wright, Denis Wu, Emma Wu, Liang Wu, Nathan Wu, Xue Xia, Anne Xie, Jingwen Xu, William Xu, Hanzhi Xue, Jing Yang, Ruijie Yang, Xi Yang, Xiaohan Yang, Catriona Yates, Jill Yates, Shuangyue Yin, Loretta Yuen, Mary (Marivic) Zarate, Yan Zen, Rachel Zeng, Jennifer Zerial, Alan Zhang, Jiayue Zhang, Ranxu Zhang, Suxin Zhang, Xinjing Zhang, Yanwen Zhang, Yuelian ( Jessie) Zhang, Xinny Zhao, Changxiao Zheng, Siyun Zheng, Yutong Zhou, Wenjun Zhu, Dr Edith Ziegler.

FINANCIAL STATEMENTS

133 133 132


133

136 Independent auditor’s report

139 Historic Houses Trust of New South Wales statutory financial statements

140 Statement of comprehensive income

141 Statement of financial position

142 Statement of changes in equity

143 Statement of cash flows

144 Notes to and forming part of the financial statements

Note 1: Summary of significant accounting policies

Note 2: Expenses excluding losses

Note 3: Revenue

Note 4: Gain/(loss) on disposal

Note 5: Other gains/(losses)

Note 6: Conditions on contributions

Note 7: Service groups of entity

Note 8: Current assets – cash and cash equivalents

Note 9: Current/non-current assets – receivables

Note 10: Current assets – inventories

Note 11: Restricted assets

Note 12: Non-current assets – property, plant and equipment

Note 13: Intangible assets

Note 14: Fair value measure of non-financial assets

Note 15: Current liabilities – payables

Note 16: Current/non-current liabilities – provisions

Note 17: Commitments for expenditure

Note 18: Contingent assets and liabilities

Note 19: Budget review

Note 20: Reconciliation of cash flows from operating activities to net result

Note 21: Non-cash financing and investing activities

Note 22: Financial instruments

Note 23: Property leases

Note 24: Related party disclosures

Note 25: Events after the reporting period

This information is to assist readers to understand our financial statements, which are made up of four reports and accompanying notes:

• statement of comprehensive income

• statement of financial position

• statement of changes in equity

• statement of cash flows.

The statements disclose separately the Historic Houses Trust of New South Wales (HHT), which is known as the Parent Entity, and the group of organisations under the control of the HHT, which is known as the Consolidated Entity. The Consolidated Entity includes all of the entities that fall under our control:

• Foundation for the Historic Houses Trust of New South Wales

• Foundation for the Historic Houses Trust of New South Wales Limited.

The NSW Audit Office audits the Trust and its controlled entities. The audit certificate is included with the financial statements and it states the Auditor-General’s opinion of the HHT’s financial statements.

1 STATEMENT OF COMPREHENSIVE INCOME

This statement looks at our performance over the financial year (1 July 2016 to 30 June 2017) and is reported as a surplus/deficit in delivering our services. The statement enables readers to identify the costs of goods and services provided and the extent to which these costs were recovered, as well as the source of the funding. It also allows the reader to compare the result against the previous financial year to see the change in resources as a result of operations. The statement is prepared on an accruals basis, which means that it accounts for income and expenditure when it is earned/incurred and not when money is received or paid. Accrual accounting also recognises non-cash items such as depreciation of assets. Other comprehensive income includes changes in revaluation reserve, gains and losses.

2 STATEMENT OF FINANCIAL POSITION

This statement sets out the net accumulated financial value at a point in time, in this case, the end of the financial year. It shows the assets held as well as the liabilities or claims against these assets. The statement is also prepared on an accruals basis. Assets and liabilities are expressed as current or non-current. Current assets are those that are expected to be realised within 12 months after the reporting date or assets that are cash or cash equivalent. Current liabilities are obligations that are expected to be settled within the Trust’s normal operating cycle and for which the Trust does not have

an unconditional right to defer settlement of the liability for more than 12 months after the reporting date. Non-current assets/liabilities are those assets and liabilities that are not current and are generally unlikely to be settled within the next 12 months. The difference between total assets and total liabilities is expressed as net assets, which equals total equity – that is, the Trust’s net worth at the end of the financial year.

3 STATEMENT OF CHANGES IN EQUITY

This statement recognises income and expenses, and describes the movement in equity and the source of those movements during the reporting period. All contributions or distributions are adjusted against the equity account.

4 STATEMENT OF CASH FLOWS

This statement shows the nature and amount of cash inflows/outflows. The statement reflects a recording of cash (as opposed to accruals as in the statement of comprehensive income) when it is received or paid.

The statement of cash flows has only two sections:

• The cash flows from operating activities summarises those cash flows that relate to the provision of goods and services. The statement includes cash flows from government.

• The cash flows from investing activities summarises those activities that relate to the acquisition and disposal of non-current assets and other productive assets, and investments not falling under the definition of cash, for example, the sale of plant and equipment.

A resulting net increase or decrease in cash results from the total of the cash flows from operating and investing activities. This is then added to or subtracted from the opening cash position to arrive at the closing cash position for the year.

5 NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTS

The notes provide further information in relation to the rules and assumptions used to prepare the financial statements, and give more specific information and detail about items within the financial statements. Any changes to accounting standards, policy or legislation will be disclosed in the notes. The ‘note’ column indicates which note the reader can refer to for further information.

FINANCIAL STATEMENTS CONTENTS

UNDERSTANDING OUR FINANCIAL STATEMENTS

135 134

FINANCIAL STATEMENTSANNUAL REPORT 2016–17

Other Information The Trustees are responsible for the Other Information, which comprises the information in the annual report for the Trust and the consolidated entity for the year ended 30 June 2017, other than the financial report and my Independent Auditor’s Report thereon.

My opinion on the financial report does not cover the Other Information. Accordingly, I do not express any form of assurance conclusion on the Other Information. However, I must read the Other Information and consider whether it is materially inconsistent with the financial report, the knowledge I obtained during the audit, or appears to be materially misstated.

If, based on the work I have performed, I conclude there is a material misstatement of the Other Information, I must report that fact.

I have nothing to report in this regard.

The Trustees’ Responsibility for the Financial Statements The Trustees are responsible for the preparation and fair presentation of the financial statements in accordance with Australian Accounting Standards and the PF&A Act, and for such internal control as the Trustees determine is necessary to enable the preparation and fair presentation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the Trustees must assess the ability of the Trust and the consolidated entity to continue as a going concern except where operations will be dissolved by an Act of Parliament or otherwise cease. The assessment must, disclose, as applicable, matters related to going concern and the appropriateness of using the going concern basis of accounting.

Auditor’s Responsibility for the Audit of the Financial Statements My objectives are to:

• obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and

• issue an Independent Auditor’s Report including my opinion.

Reasonable assurance is a high level of assurance, but does not guarantee an audit conducted in accordance with Australian Auditing Standards will always detect material misstatements. Misstatements can arise from fraud or error. Misstatements are considered material if, individually or in aggregate, they could reasonably be expected to influence the economic decisions users take based on the financial statements.

A description of my responsibilities for the audit of the financial statements is located at the Auditing and Assurance Standards Board website at: http://www.auasb.gov.au/auditors_responsibilities/ar3.pdf. The description forms part of my auditor’s report.

INDEPENDENT AUDITOR’S REPORT Historic Houses Trust of New South Wales

To Members of the New South Wales Parliament

Opinion I have audited the accompanying financial statements of Historic Houses Trust of New South Wales (the Trust), which comprise the statements of financial position as at 30 June 2017, the statements of comprehensive income, the statements of changes in equity and the statements of cash flows, for the year then ended, notes comprising a summary of significant accounting policies and other explanatory information, the Trust and the consolidated entity. The consolidated entity comprises the Trust and the entities it controlled at the year’s end or from time to time during the financial year.

In my opinion, the financial statements:

• give a true and fair view of the financial position of the Trust and the consolidated entity as at 30 June 2017, and of their financial performance and cash flows for the year then ended in accordance with Australian Accounting Standards

• are in accordance with section 41B of Public Finance and Audit Act 1983 (PF&A Act) and the Public Finance and Audit Regulation 2015.

My opinion should be read in conjunction with the rest of this report.

Basis for Opinion

I conducted my audit in accordance with Australian Auditing Standards. My responsibilities under the standards are described in the ‘Auditor’s Responsibilities for the Audit of the Financial Statements’ section of my report.

I am independent of the Trust and the consolidated entity in accordance with the requirements of the:

• Australian Auditing Standards • Accounting Professional and Ethical Standards Board’s APES 110 ‘Code of Ethics for

Professional Accountants’ (APES 110).

I have also fulfilled my other ethical responsibilities in accordance with APES 110.

Parliament further promotes independence by ensuring the Auditor-General and the Audit Office of New South Wales are not compromised in their roles by:

• providing that only Parliament, and not the executive government, can remove an Auditor–General

• mandating the Auditor-General as auditor of public sector agencies • precluding the Auditor-General from providing non-audit services.

I believe the audit evidence I have obtained is sufficient and appropriate to provide a basis for my audit opinion.

137 136


My opinion does not provide assurance:

• that the Trust or the consolidated entity carried out their activities effectively, efficiently and economically

• about the assumptions used in formulating the budget figures disclosed in the financial statements

• about the security and controls over the electronic publication of the audited financial statements on any website where they may be presented

• about any other information which may have been hyperlinked to/from the financial statements.

Reiky Jiang Director, Financial Audit Services

27 September 2017 SYDNEY

STATEMENT IN ACCORDANCE WITH SECTION 41C OF THE PUBLIC FINANCE AND AUDIT ACT 1983

Pursuant to Section 41C(1C) of the Public Finance and Audit Act 1983 and in accordance with a resolution of the Board of Trustees of the Historic Houses Trust of New South Wales, we state that:

a) The accompanying financial statements have been prepared in accordance with the provisions of the Public Finance and Audit Act 1983 and the Public Finance and Audit Regulation 2015, applicable Australian Accounting Standards (which include Australian Accounting Interpretations), the Treasurer’s Directions and TPP 17-05: Financial Reporting Code for NSW General Government Sector Entities;

b) The financial statements and notes thereto exhibit a true and fair view of the financial position as at 30 June 2017, and the results of their operations for the year ended on that date;

c) At the date of signing we are not aware of any circumstances which would render the financial statements misleading or inaccurate.

Michael Rose Chairman

Dated 21 September 2017

Mark Goggin Executive Director

STATUTORY FINANCIAL STATEMENTSFOR THE YEAR ENDED 30 JUNE 2017

HISTORIC HOUSES TRUST OF NEW SOUTH WALES

139 138


The accompanying notes form part of these financial statements.

BEGINNING OF AUDITED FINANCIAL STATEMENTS

NOTES CONSOLIDATED ENTITY PARENT ENTITY

Actual Budget* Actual Actual Actual2017 2017 2016 2017 2016

$’000 $’000 $’000 $’000 $’000

EXPENSES EXCLUDING LOSSESOperating expenses

Personnel services expenses 2(a) 17,891 19,116 19,131 17,891 19,033

Other operating expenses 2(b) 7,870 8,636 9,597 7,857 9,529

Depreciation and amortisation expenses 2(c) 818 853 842 818 842

TOTAL EXPENSES EXCLUDING LOSSES 26,579 28,605 29,570 26,566 29,404

REVENUESale of goods and services 3(a) 5,727 6,102 5,807 5,727 5,806

Investment revenue 3(b) 243 149 307 181 238

Grants and contributions 3(c) 25,564 28,351 26,105 25,923 26,103

Other revenue 3(d) 275 16 288 275 288

TOTAL REVENUE 31,809 34,618 32,507 32,106 32,435Gain/(loss) on disposal 4 (4) – (2) (4) (2)Other gains/(losses) 5 (8) – (20) (8) (20)NET RESULT 5,218 6,013 2,915 5,528 3,009OTHER COMPREHENSIVE INCOMEItems that will not be reclassified to net resultNet increase/(decrease) in property, plant and equipment asset

revaluation surplus12 526 – 10,515 526 10,515

Total other comprehensive income 526 – 10,515 526 10,515TOTAL COMPREHENSIVE INCOME 5,744 6,013† 13,430 6,054 13,524* Refer to Note 19.† The initial budget of $6,013k was revised to $4,715k due to carry forwards applied

STATEMENT OF COMPREHENSIVE INCOMEFOR THE YEAR ENDED 30 JUNE 2017


NOTES CONSOLIDATED ENTITY PARENT ENTITYActual Budget Actual Actual Actual

2017 2017 2016 2017 2016$’000 $’000 $’000 $’000 $’000

ASSETSCurrent assetsCash and cash equivalents 8 10,751 9,970 11,914 8,611 9,470

Receivables 9 1,019 755 784 1,001 752

Inventories 10 163 184 143 163 143

Total current assets 11,933 10,909 12,841 9,775 10,365

Non-current assetsProperty, plant and equipment

> Land and buildings 234,790 236,059 229,347 234,790 229,347

> Plant and equipment 855 642 652 855 652

> Collection assets 31,608 31,029 30,994 31,608 30,994

Total property, plant and equipment 12 267,253 267,730 260,993 267,253 260,993Intangible assets 13 1,641 2,584 1,044 1,641 1,044

Receivables 9 615 614 647 615 647

Total non-current assets 269,509 270,928 262,684 269,509 262,684

TOTAL ASSETS 281,442 281,837 275,525 279,284 273,049

LIABILITIESCurrent liabilitiesPayables 15 2,697 2,895 2,412 2,689 2,400

Provisions 16 1,755 1,793 1,832 1,755 1,828

Total current liabilities 4,452 4,688 4,244 4,444 4,228

Non-current liabilitiesProvisions 16 651 734 686 651 686

Total non-current liabilities 651 734 686 651 686

TOTAL LIABILITIES 5,103 5,422 4,930 5,095 4,914

NET ASSETS 276,339 276,415 270,595 274,189 268,135

EQUITYReserves 151,175 150,754 150,649 151,175 150,649

Accumulated funds 125,164 125,661 119,946 123,014 117,486

TOTAL EQUITY 276,339 276,415 270,595 274,189 268,135

STATEMENT OF FINANCIAL POSITION AS AT 30 JUNE 2017

141 140



CONSOLIDATED ENTITYAccumulated

fundsAsset

revaluation reserve

Total

$’000 $’000 $’000BALANCE AT 1 JULY 2016 119,946 150,649 270,595Net result for the year 5,218 – 5,218Other comprehensive incomeNet increase/(decrease) in property, plant and equipment – 526 526

Total other comprehensive income – 526 526Total comprehensive income for the year 5,218 526 5,744Transactions with owners in their capacity as ownersIncrease/(decrease) in net assets from equity transfers – –

BALANCE AT 30 JUNE 2017 125,164 151,175 276,339

BALANCE AT 1 JULY 2015 117,031 140,134 257,165Net result for the year 2,915 – 2,915Other comprehensive incomeNet increase/(decrease) in property, plant and equipment – 10,515 10,515

Total other comprehensive income – 10,515 10,515Total comprehensive income for the year 2,915 10,515 13,430Transactions with owners in their capacity as ownersIncrease/(decrease) in net assets from equity transfers – – –

BALANCE AT 30 JUNE 2016 119,946 150,649 270,595

PARENT ENTITYAccumulated

fundsAsset

revaluation reserve

Total equity

$’000 $’000 $’000BALANCE AT 1 JULY 2016 117,486 150,649 268,135Net result for the year 5,528 – 5,528Other comprehensive incomeNet increase/(decrease) in property, plant and equipment – 526 526

Total other comprehensive income – 526 526Total comprehensive income for the year 5,528 526 6,054Transactions with owners in their capacity as ownersIncrease/(decrease) in net assets from equity transfers – – –

BALANCE AT 30 JUNE 2017 123,014 151,175 274,189

BALANCE AT 1 JULY 2015 114,477 140,134 254,611Net result for the year 3,009 – 3,009Other comprehensive incomeNet increase/(decrease) in property, plant and equipment – 10,515 10,515

Total other comprehensive income – 10,515 10,515Total comprehensive income for the year 3,009 10,515 13,524Transactions with owners in their capacity as ownersIncrease/(decrease) in net assets from equity transfers – – –

BALANCE AT 30 JUNE 2016 117,486 150,649 268,135

STATEMENT OF CHANGES IN EQUITY FOR THE YEAR ENDED 30 JUNE 2017

STATEMENT OF CASH FLOWSFOR THE YEAR ENDED 30 JUNE 2017


NOTES CONSOLIDATED ENTITY PARENT ENTITYActual Budget Actual Actual Actual

2017 2017 2016 2017 2016$’000 $’000 $’000 $’000 $’000

CASH FLOWS FROM OPERATING ACTIVITIESPaymentsPersonnel services (17,933) (19,116) (19,185) (17,968) (19,080)

Other (8,953) (10,254) (11,132) (8,938) (11,311)

Total payments (26,886) (29,370) (30,317) (26,906) (30,391)ReceiptsSale of goods and services 5,946 6,268 6,034 5,987 6,263

Interest received 243 154 248 180 180

Grants and contributions 25,443 26,158 26,078 25,802 26,076

Other 1,219 3,616 1,394 1,206 1,402

Total receipts 32,851 36,196 33,754 33,175 33,921NET CASH FLOWS FROM OPERATING ACTIVITIES 20 5,965 6,826 3,437 6,269 3,530

CASH FLOWS FROM INVESTING ACTIVITIESProceeds from sale of land and building, plant and equipment, and collection assets

1 – 7 1 7

Purchases of land and buildings, plant and equipment, and collection assets

(7,129) (6,550) (4,805) (7,129) (4,805)

Other – (1,914) – – –

NET CASH FLOWS FROM INVESTING ACTIVITIES (7,128) (8,464) (4,798) (7,128) (4,798)

CASH FLOWS FROM FINANCING ACTIVITIESNET CASH FLOWS FROM FINANCING ACTIVITIES – – – – –

NET INCREASE/(DECREASE) IN CASH (1,163) (1,638) (1,361) (859) (1,268)Opening cash and cash equivalents 11,914 11,608 13,275 9,470 10,738

CLOSING CASH AND CASH EQUIVALENTS 8 10,751 9,970 11,914 8,611 9,470

143 142


1 SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES

A) REPORTING ENTITY

The Historic Houses Trust of New South Wales (HHT) is a NSW Government entity. The Trust is a non-profit entity (as profit is not its principal objective). The HHT is endorsed as a Deductible Gift Recipient under items 1 and 4 of the table in Section 30-15, and Subdivision 30-D of the Income Tax Assessment Act 1997 (the Act). The HHT is registered as a public museum under the Act and is registered for GST. The financial statements cover the Consolidated Entity (the Trust) and the HHT as an individual Parent Entity.

The Trust as a reporting entity comprises all the entities under its control, namely:

i) Foundation for the Historic Houses Trust of New South Wales

The Foundation for the Historic Houses Trust of New South Wales was established for the promotion, advancement and development of the museums under the care, custody and control of the HHT.

In the process of preparing the consolidated financial statements for the economic entity, consisting of the controlling and controlled entities, all inter-entity transactions and balances have been eliminated.

ii) Foundation for the Historic Houses Trust of New South Wales Limited

The Foundation for the Historic Houses Trust of New South Wales Limited was established for the sole purpose of acting as Trustee of the Foundation for the Historic Houses Trust of New South Wales and has never traded in its own right. There were no financial transactions for the year.

B) BASIS OF PREPARATION

The Trust’s financial statements are general purpose financial statements, which were prepared in accordance with:

• Australian Accounting Standards (which include Australian Accounting Interpretations);

• the requirements of the Public Finance and Audit Act 1983 and the Public Finance and Audit Regulation 2015; and

• Financial Reporting Directions mandated by the Treasurer.

Property, plant and equipment, collection assets and financial assets are measured at fair value. Non-current assets held for resale are measured at the lower of carrying amount and fair value less costs to sell. Other financial statement items are prepared in accordance with the historical cost convention.

The financial statements have been prepared on an accruals basis and are based on historical costs modified by the revaluation of selected non-current assets, financial assets and financial liabilities for which the fair value basis of accounting has been applied.

Judgments, key assumptions and estimations made by management are disclosed in the relevant notes to the financial statements.

All amounts are rounded to the nearest one thousand dollars and are in Australian currency.

C) PRINCIPLES OF CONSOLIDATION

A controlled entity is any entity over which the Trust has the power to control the financial and operating policies, so as to obtain benefits from its activities.

All controlled entities have a 30 June financial year end. All intercompany balances and transactions between entities in the Consolidated Entity, including any unrealised profits or losses, have been eliminated on consolidation.

Accounting policies of controlled entities are consistent with the Parent Entity.

D) STATEMENT OF COMPLIANCE

The Consolidated and Parent entities’ financial statements and notes comply with Australian Accounting Standards, which include Australian Accounting Interpretations.

E) INSURANCE

The Trust’s insurance activities are conducted through the Treasury Managed Fund, a self-insurance scheme for NSW government agencies. The expense (premium) is determined by the fund manager based on past claim experience as well as the value insured.

F) ACCOUNTING FOR THE GOODS AND SERVICES TAX (GST)

Income, expenses and assets are recognised net of the amount of GST, except where:

• the amount of GST incurred by the Trust as a purchaser that is not recoverable from the Australian Taxation Office is recognised as part of the cost of acquisition of an asset or as part of an item of expense; and

• receivables and payables are stated with the amount of GST included.

Cash flows are included in the Statement of Cash Flows on a gross basis. However, the GST component of the cash flows arising from investing and financing activities which is recoverable or payable to the Australian Taxation Office is classified as operating cash flows.

NOTES TO AND FORMING PART OF THE FINANCIAL STATEMENTSFOR THE YEAR ENDED 30 JUNE 2017

G) INCOME RECOGNITION

Income is measured at the fair value of the consideration or contribution received or receivable in accordance with AASB 118: Revenue and AASB 1004: Contributions. Additional comments regarding the accounting policies for the recognition of income are discussed below:

i) Sale of goods

Revenue from the sale of goods is recognised as revenue when the Trust transfers the significant risks and rewards of ownership of the assets.

ii) Rendering of services

Revenue is recognised when the service is provided or by reference to the stage of completion.

iii) Investment revenue

Interest income is recognised using the effective interest method as set out in AASB 139: Financial Instruments: Recognition and Measurement.

iv) Grants and contributions

Grants and contributions include donations and grants from the Office of Environment and Heritage (OEH), under the Planning and Environment cluster. They are generally recognised as income when the Trust obtains control over the assets comprising the grants and contributions. Control over grants and contributions is normally obtained when the obligations relating to the receipt have been met and, in the case of donations, on receipt of cash.

H) ASSETS

i) Acquisition of assets

The cost method of accounting is used for the initial recording of all acquisitions of assets controlled by the Trust. Cost is the amount of cash or cash equivalents paid or the fair value of the other consideration given to acquire the asset at the time of its acquisition or construction or, where applicable, the amount attributed to that asset when initially recognised in accordance with the specific requirements of other Australian Accounting Standards.

Gifts, artworks or works acquired at no cost, or for nominal consideration, are initially recognised at their fair value at the date of acquisition.

Fair value is the price that would be received to sell an asset in an orderly transaction between market participants at measurement date. Where payment for an asset is deferred beyond normal credit terms, its cost is the cash price equivalent, that is, the deferred payment amount is effectively discounted.

ii) Capitalisation thresholds

Property, plant and equipment, and intangible assets costing $5000 and above individually (or forming part of a network valued at more than $5000) are capitalised.

iii) Revaluation of property, plant and equipment

Physical non-current assets are valued in accordance with the policy and guidelines paper TPP 14-01: Valuation of Physical Non-Current Assets at Fair Value. This policy adopts fair value in accordance with AASB 13: Fair Value Measurement and AASB 116: Property, Plant and Equipment. Property, plant and equipment is measured on an existing-use basis, where there are no feasible alternative uses in the existing natural, legal, financial and sociopolitical environment. However, in the limited circumstances where there are feasible alternative uses, assets are valued at their highest and best use.

Fair value of property, plant and equipment is determined based on the best available market evidence, including current market selling prices for the same or similar assets. Where there is no available market evidence, the asset’s fair value is measured at its market-buying price, the best indicator of which is depreciated replacement cost.

The Trust revalues each class of property, plant and equipment at least every five years or with sufficient regularity to ensure that the carrying amount of each asset in the class does not differ materially from its fair value at reporting date. Details of the last revaluations are shown at Note 12.

Non-specialised assets with short useful lives are measured at depreciated historical cost, as a surrogate for fair value. When revaluing non-current assets using the cost approach, the gross amount and the related accumulated depreciation are separately restated.

For other assets, any balances of accumulated depreciation at the revaluation date in respect of those assets are credited to the asset accounts to which they relate. The net asset accounts are then increased or decreased by the revaluation increments or decrements.

Revaluation increments are credited directly to the asset revaluation surplus, except that, to the extent that an increment reverses a revaluation decrement in respect of that class of asset previously recognised as an expense in the net result, the increment is recognised immediately as revenue in the net result.

Revaluation decrements are recognised immediately as expenses in the net result, except that, to the extent that a credit balance exists in the asset revaluation reserve in respect of the same class of assets, they are debited directly to the asset revaluation surplus. As the Trust is a non-profit entity, revaluation increments and decrements are offset against one another within a class of non-current assets, but not otherwise. Where an asset that has previously been revalued is disposed of, any balance remaining in the asset revaluation surplus in respect of that asset is transferred to accumulated funds.

HISTORIC HOUSES TRUST OF NEW SOUTH WALESFOR THE YEAR ENDED 30 JUNE 2017

145 144


iv) Impairment of property, plant and equipment

As a non-profit entity with no cash-generating units, impairment under AASB 136: Impairment of Assets and impairment testing is unlikely to arise. This is because AASB 136 modifies the recoverable amount test to the higher of fair value less costs to sell and depreciated replacement cost where depreciated replacement cost is also fair value. This means that, for an asset already measured at fair value, impairment can only arise if selling costs are material. Selling costs are regarded as immaterial.

v) Assets not able to be reliably measured

The Trust does not hold any assets other than those recognised in the statement of financial position. All assets are able to be reliably measured.

vi) Depreciation of property, plant and equipment

Except for heritage assets, depreciation is provided for on a straight-line basis for all depreciable assets so as to write off the depreciable amount of each asset as it is consumed over its useful life to the Trust. All material separately identifiable component assets are depreciated over their shorter useful lives.

Land is not a depreciable asset. Certain heritage assets, including original artworks and collections and heritage buildings, may not have a limited useful life because appropriate curatorial and preservation policies are adopted. Such assets are not subject to depreciation. The decision not to recognise depreciation for these assets is reviewed annually.

The estimated useful lives of items under ten major categories are:

Major category Estimated useful life

Non-heritage buildings 40–50 years

Computer equipment 4 years and major software

Mechanical and electronic 7 years office equipment

Electronic equipment 7 years

Radiocommunications equipment 7 years

Telephone installations 5 years

Office fittings 10 years

Miscellaneous tools and equipment 7 years

Mobile plant 10 years

Permanent displays 5–20 years

The estimated useful lives are reviewed annually to ensure they reflect the assets’ current useful lives and residual values.

vii) Maintenance

Day-to-day servicing costs or maintenance are charged as expenses as incurred, except where they relate to the replacement of a part or component of an asset, in which case the costs are capitalised and depreciated.

viii) Leased assets

A distinction is made between finance leases that effectively transfer from the lessor to the lessee substantially all the risks and benefits incidental to ownership of the leased assets, and operating leases under which the lessor does not transfer substantially all the risks and benefits. Where a non-current asset is acquired by means of a finance lease, at the commencement of the lease term, the asset is recognised at its fair value or, if lower, the present value of the minimum lease payments, at the inception of the lease. The corresponding liability is established at the same amount. Lease payments are allocated between the principal component and the interest expense.

Operating lease payments are charged to the income statement in the periods in which they are incurred.

Long-term leases are deemed to be finance leases in accordance with TPP 11-01: Lessor Classification of Long-term Land Leases and AASB 117: Leases.

ix) Intangible assets

The Trust recognises intangible assets only if it is probable that future economic benefits will flow to the Trust and the cost of the asset can be reliably measured. Intangible assets are measured initially at cost. Where an asset is acquired at no or nominal cost, the cost is its fair value as at the date of acquisition.

All research costs are expensed. Development costs are only capitalised in accordance with AASB 138: Intangible Assets.

The useful lives of intangible assets are assessed to be finite. Intangible assets are subsequently measured at fair value only if there is an active market. As there is no active market for the Trust’s intangible assets, the assets are carried at cost less any accumulated amortisation.

The Trust’s intangible assets (software) are amortised using the straight-line method over a period of four years. Intangible assets are tested for impairment where an indicator of impairment exists. If the recoverable amount is less than its carrying amount, the carrying amount is reduced to the recoverable amount and the reduction is recognised as an impairment loss. As at balance date, there were no indicators of impairment.

x) Inventories

Inventories are held for sale and are stated at the lower of cost and net realisable value. Cost is calculated using the weighted average cost. Net realisable value is the estimated selling price in the ordinary course of business less the estimated costs of completion and the estimated costs necessary to make the sale.


xi) Financial instruments

The financial instruments arise directly from the Trust’s operations and are required to finance its operations. The Trust does not enter into or trade financial instruments for speculative purposes and does not use financial derivatives.

xii) Cash and cash equivalents

Cash comprises cash on hand and bank balances. Interest is earned on daily bank balances and paid monthly at the normal commercial rate.

xiii) Loans and receivables

Loans and receivables are non-derivative financial assets with fixed or determinable payments that are not quoted in an active market. These financial assets are recognised initially at fair value, usually based on the transaction cost or face value. Subsequent measurement is at amortised cost using the effective interest method less an allowance for any impairment of receivables. Collectability of trade debtors is reviewed on an ongoing basis. Debts that are known to be uncollectable are written off. Any changes are recognised in the net result when impaired, derecognised or through the amortisation process. Short-term receivables with no stated interest rate are measured at the original invoice amount where the effect of discounting is immaterial. The credit risk is the carrying amount (net of any allowance for impairment). No interest is earned on trade debtors. The carrying amount approximates fair value.

xiv) Investments

Investments are initially recognised at fair value plus, in the case of investments not at fair value through profit or loss, transaction costs. The Trust determines the classification of its financial assets after initial recognition and, when allowed and appropriate, re-evaluates this at each financial year end.

xv) Derecognition of financial assets and financial liabilities

A financial asset is derecognised when the contractual rights to the cash flows from the financial assets expire, or if the Trust transfers the financial asset:

• where substantially all the risks and rewards have been transferred; or

• where the entity has not transferred substantially all the risks and rewards, if the Trust has not retained control.

Where the entity has neither transferred nor retained substantially all the risks and rewards nor transferred control, the asset is recognised to the extent of the Trust’s continuing involvement in the asset.

A financial liability is derecognised when the obligation specified in the contract is discharged or cancelled or expires.

No assets were derecognised in 2016–17.

I) LIABILITIES

i) Payables

These amounts represent liabilities for goods and services provided to the Trust and other amounts. Payables are recognised initially at fair value, usually based on the transaction cost or face value. Short-term payables with no stated interest rate are measured at the original invoice amount where the effect of discounting is immaterial.

ii) Personnel services and other provisions

A. Salaries and wages, annual leave, sick leave and on-costs

Liabilities for personnel services are stated as liabilities to the service provider, the Office of Environment and Heritage (OEH). The liabilities for salaries and wages (including non-monetary benefits), annual leave and paid sick leave that are expected to be settled wholly within 12 months of the reporting date are recognised and measured in respect of employees’ service up to the reporting date at undiscounted amounts based on the amounts expected to be paid when the liabilities are settled. Long-term annual leave that is not expected to be settled within 12 months is measured at present value in accordance with AASB 119: Employee Benefits and NSWTC 15-09: Accounting for Long Service Leave and Annual Leave.

Unused non-vesting sick leave does not give rise to a liability, as it is not considered probable that sick leave taken in the future will be greater than the benefits accrued in the future.

The outstanding amounts of payroll tax, workers compensation, insurance premiums and fringe benefits tax, which are consequential to employment, are recognised as liabilities and expenses where the employee benefits to which they relate have been recognised.

B. Long service leave and superannuation

In the financial statements of the OEH, the liabilities for long service leave and defined benefit superannuation are assumed by the Crown. Consequently, the Trust accounts for the liability as having been extinguished, resulting in the amount assumed being shown as part of the non-monetary revenue item described as ‘personnel service benefits and liabilities provided free of charge by the OEH’.

Long service leave is measured at present value in accordance with AASB 119. This is based on the application of certain factors (specified in NSWTC 15-09) to employees with five or more years of service, using current rates of pay. These factors were determined based on an actuarial review to approximate present value.


147 146


The superannuation expense for the financial year is determined by using the formulae specified in the Treasurer’s Directions. The expense for certain superannuation schemes (that is, Basic Benefit and First State Super) is calculated as a percentage of the employees’ salary. For other superannuation schemes (that is, State Superannuation Scheme and State Authorities Superannuation Scheme), the expense is calculated as a multiple of the employees’ superannuation contributions.

J) FAIR VALUE HIERARCHY

A number of the Trust’s accounting policies and disclosures require the measurement of fair values, for both financial and non-financial assets and liabilities. When measuring fair value, the valuation technique used maximises the use of relevant observable inputs and minimises the use of unobservable inputs. Under AASB 13: Fair Value Measurement, the Trust categorises, for disclosure purposes, the valuation techniques based on the inputs used in the valuation techniques as follows:

• Level 1 – quoted prices in active markets for identical assets/liabilities that the Trust can access at the measurement date

• Level 2 – inputs other than quoted prices included within Level 1 that are observable, either directly or indirectly

• Level 3 – inputs that are not based on observable market data (unobservable inputs).

The Trust recognises transfers between levels of the fair value hierarchy at the end of the reporting period during which the change has occurred.

Refer to Notes 14 and 22(f) for further disclosures regarding fair value measurements of financial and non-financial assets.

K) EQUITY AND RESERVES

i) Revaluation surplus The revaluation surplus is used to record increments

and decrements on the revaluation of non-current assets. This accords with the Trust’s policy on the ‘revaluation of property, plant and equipment’ as discussed in Note 1(H)(iii).

ii) Accumulated funds The category ‘accumulated funds’ includes all current and

prior-period retained funds.

iii) Reserves Separate reserve accounts are recognised in the financial

statements only if such accounts are required by specific legislation or Australian Accounting Standards.

L) EQUITY TRANSFER

The transfer of net assets between entities as a result of an administrative restructure, transfers of programs/functions and parts thereof between NSW public sector entities and ‘equity appropriations’ are designated or required by Australian Accounting Standards to be treated as contributions by owners and recognised as an adjustment to ‘Accumulated Funds’. This treatment is consistent with AASB 1004: Contributions and Australian Interpretation 1038: Contributions by Owners Made to Wholly-Owned Public Sector Entities.

Transfers arising from an administrative restructure involving non-profit and for-profit government entities are recognised at the amount at which the assets and liabilities were recognised by the transferor immediately prior to the restructure. Subject to the paragraph below, in most instances this will approximate fair value.

All other equity transfers are recognised at fair value, except for intangibles. Where an intangible has been recognised at (amortised) cost by the transferor because there is no active market, the entity recognises the asset at the transferor’s carrying amount. Where the transferor is prohibited from recognising internally generated intangibles, the Trust does not recognise that asset.

M) BUDGETED AMOUNTS

The budgeted amounts are drawn from the original budgeted financial statements presented to the NSW Parliament in respect of the reporting period. Subsequent adjustments to the original budget, for instance, adjustment as per section 24 of the Public Finance and Audit Act 1983 where there has been a transfer of functions between departments, are not reflected in the budgeted amounts. The published budget shows a consolidated figure for operating expenses; however, for comparative purposes the Trust reports a split between personnel services expenses and other expenses. Additionally, the published budget shows a consolidated figure for plant and equipment and collection assets as plant and equipment.

The Trust has shown these two components separately in the Statement of Financial Position for comparative and clarity reasons. Other amendments made to the budget are not reflected in the budgeted amounts. Major variances between the original budgeted amounts and the actual amounts disclosed in the primary financial statements are explained in Note 19.

N) COMPARATIVE INFORMATION

Except when an Australian Accounting Standard permits or requires otherwise, comparative information is disclosed in respect of the previous period for all amounts reported in the financial statements.


O) CHANGES IN ACCOUNTING POLICY, INCLUDING NEW OR REVISED AUSTRALIAN ACCOUNTING STANDARDS

i) Effective for the first time in 2016–17 The accounting policies applied in 2016–17 are consistent with

those of the previous financial year except as a result of the following new or revised Australian Accounting Standards that have been applied for the first time in 2016–17:

• AASB 14: Regulatory Deferral Accounts, which will not have a significant impact on entities not adopting AASB for the first time.

• AASB 1056: Superannuation Entities, resulting in minor changes to disclosures for defined benefit plan schemes.

• AASB 1057: Application of Australian Accounting Standards.

• AASB 2014-1: Amendments to Australian Accounting Standards (Part D Regulatory Deferral Accounts), making consequential amendments arising from the issuance of AASB 14.

• AASB 2014-4: Amendments to Australian Accounting Standards – Clarification of Acceptable Methods of Depreciation and Amortisation (AASB 116 & AASB 138). The amendments to AASB 116 prohibit the use of a revenue-based depreciation method for property, plant and equipment. Additionally, the amendments provide guidance in the application of the diminishing balance method for property, plant and equipment. The amendments to AASB 138 present a rebuttable presumption that a revenue-based amortisation method for intangible assets is inappropriate. However, this presumption can be rebutted in limited circumstances for intangible assets.

• AASB 2014-9: Amendments to Australian Accounting Standards – Equity Method in Separate Financial Statements, which allows entities to use the equity method of accounting for investments in subsidiaries, joint venture and associates in their separate financial statements.

• AASB 2015-1: Amendments to Australian Accounting Standards – Annual Improvements to Australian Accounting Standards 2012–2014 Cycle, which clarifies AASB 5 – changes in the method of disposal, AASB 7 – disclosures – service contracts, AASB 119 – discount rate (regional markets) and AASB 134 – disclosure of information elsewhere in the interim financial statements

• AASB 2015-2: Amendments to Australian Accounting Standards – Disclosure Initiative: Amendments to AASB 101.

• AASB 2015-5: Amendments to Australian Accounting Standards – Investment Entities: Applying the Consolidation Exception.

• AASB 2015-6: Amendments to Australian Accounting Standards – Extending Related Party Disclosures to Not-for-Profit Public Sector Entities. Agencies will need to identify individuals and entities that are related parties and should refer to Australian implementation guidance for not-for-profit public sector entities in AASB 124.

• AASB 2015-7: Amendments to Australian Accounting Standards – Fair Value Disclosures of Not-for-Profit Public Sector Entities. Not-for-profit entities are exempt from making disclosures for recurring and non-recurring level 3 fair values.

• AASB 2015-9: Amendments to Australian Accounting Standards – Scope and Application Paragraphs.

• AASB 2015-10: Amendments to Australian Accounting Standards – Effective Date of Amendments to AASB 10 and AASB 128 defers the effective date from 1 January 2016 to 1 January 2018.

ii) Issued but not yet effective NSW public sector entities are not permitted to early adopt

new Australian Accounting Standards, unless Treasury determines otherwise.

The following new Australian Accounting Standards have not been applied and are not yet effective:

• AASB 9 and AASB 2014-7 regarding financial instruments.

• AASB 15, AASB 2014-5 and AASB 2015-8 regarding revenue from contracts with customers.

• AASB 16: Leases replaces current lease standard AASB 117 for annual reporting periods beginning on or after 1 January 2019. The new standard introduces a single lessee accounting model and requires a lessee to recognise assets and liabilities for all leases with a term of more than 12 months, unless the underlying asset is of low value. Lessors continue to classify leases as finance and operating leases. As at 31 March 2016, it is expected that peppercorn leases for not-for-profit entities will be considered a consequential amendment under AASB 1058: Income of Not-for-Profit Entities rather than guidance from AASB 16: Leases. The Consolidated Entity has not yet assessed the full impact of AASB 16.

• AASB 1058: Income of Not-for-Profit Entities.

There are no significant impacts of these standards in the period of initial application.


149 148



P) TAXATION STATUS

The activities of the Trust are exempt from income tax. The Trust is registered for GST purposes and has gift deductible recipient status.

Q) SERVICES PROVIDED AT NO COST

Where material contributions are made to the Trust at no charge, an expense is recorded in the accounts to reflect activities at the Trust and is offset by an equivalent revenue entry.

R) BIOBANKING TRUST FUND – RECEIVABLE

The Biobanking Agreement requires that the proceeds from the sale of biobank credits are transferred into the Biobanking Trust Fund administered by the OEH. The balance of the Biobanking Trust Fund receivable represents amounts that will be made available to the Trust in order to fund the environmental works required under the Biobanking Agreement.

S) BIOBANKING RESTORATION PROVISION

The biobanking restoration provision is the environmental obligation to maintain the biodiversity of the land in accordance with the terms and conditions of the Biobanking Agreement. It will be funded by the amounts receivable from the Biobanking Trust Fund.

NOTES CONSOLIDATED ENTITY PARENT ENTITY2017 2016 2017 2016

$’000 $’000 $’000 $’000 2 EXPENSES EXCLUDING LOSSESa) Personnel services expenses

Salaries and wages (including annual leave) 15,143 15,162 15,143 15,078

Superannuation – defined benefit plans 1 48 1 48

Superannuation – defined contribution plans 1,401 1,418 1,401 1,410

Long service leave 193 753 193 753

Workers compensation insurance 132 122 132 121

Payroll tax on superannuation – defined benefit plan – 3 – 3

Payroll tax and fringe benefits tax 865 918 865 913

Redundancy termination payments 156 707 156 707

17,891 19,131 17,891 19,033b) Other operating expenses

Advertising and publicity 745 680 745 679

Auditors’ remuneration – internal 19 50 19 50

Auditors’ remuneration – external 101 94 90 83

Books, publications and subscriptions 21 37 21 37

Contract cleaning 577 585 577 585

Contract staff 48 183 48 183

Cost of sales 198 202 198 202

Entertainment and catering expenses 29 53 29 49

Exhibition fees and related costs 627 653 627 653

Professional fees 620 2,443 619 2,442

Function expense 86 124 86 117

Gas and electricity 472 439 472 439

Insurance 174 182 174 182

Maintenance 1,111 1,034 1,111 1,034

Office printing contracts 242 188 242 188

Marketing and promotion 246 429 246 414

Motor vehicle running costs 123 119 123 119

Operating lease rental expenses 237 240 237 240

Other expenses 662 441 661 421

Postage 24 38 24 38

Printing 1 12 1 4

Public programs 320 262 320 262

Rates 78 75 78 75

Stores and IT maintenance 542 512 542 512

Telecommunications 391 405 391 405

Travel and accommodation 77 117 77 116

Services provided free of charge 99 – 99 –

7,870 9,597 7,857 9,529c) Depreciation and amortisation expenses

Buildings 290 274 290 274

Plant and equipment 268 268 268 268

Intangibles 260 300 260 300

818 842 818 842


151 150



$’000 $’000 $’000 $’000 3 REVENUEa) Sale of goods and services

Sale of goodsMerchandise, book and publication sales 395 416 395 416

395 416 395 416 Rendering of servicesAdmission fees 2,396 2,331 2,396 2,331

Special activities and openings 559 532 559 532

Venue hire and catering 1,312 1,361 1,312 1,360

Rental – commercial activities 1,021 1,117 1,021 1,117

Filming and photography 44 50 44 50

5,332 5,391 5,332 5,390 5,727 5,807 5,727 5,806

b) Investment revenue endowmentInterest income – endowment 42 79 36 68

Interest income – term deposit 201 228 145 170

243 307 181 238 c) Grants and contributions

From Department of Planning and EnvironmentRecurrent grants 17,635 17,656 17,635 17,656

Capital grants 6,436 4,542 6,436 4,542

Personnel service benefits and liabilities provided free of charge by the OEH

> Superannuation (defined benefit) 1 48 1 48

> Long service leave 193 753 193 753

> Payroll tax – 3 – 3

Voluntary redundancy recoupment – 707 – 707

24,265 23,709 24,265 23,709 From other institutions and individualsDonations – cash 115 225 474 223

Sponsorship – cash 267 356 267 356

Grants – other 797 1,788 797 1,788

Sponsorship - in kind 21 99 – 99 –

Donations – in kind 21 21 27 21 27

1,299 2,396 1,658 2,394 25,564 26,105 25,923 26,103 d) Other revenue

Other revenue 275 288 275 288

275 288 275 288



$’000 $’000 $’000 $’0004 GAIN/(LOSS) ON DISPOSAL

Property, plant and equipment (4) (2) (4) (2)

(4) (2) (4) (2)5 OTHER GAINS/(LOSSES)

Other gains/losses (8) (20) (8) (20)

(8) (20) (8) (20)

6 CONDITIONS ON CONTRIBUTIONSThe Trust receives monies and gifts of property subject to restrictions. The aggregate of these contributions received for the year has been stated as revenue. This revenue is provided for expenditure in the current year and future years. Where the gift is a property, it is recognised as a restricted asset as reflected in Note 11.

7 SERVICE GROUPS OF ENTITYThe Trust cares for the State’s historically and culturally significant heritage properties, and operates as a single service group.

8 CURRENT ASSETS – CASH AND CASH EQUIVALENTSCash at bank and on hand 3,551 4,714 3,411 4,270

Other investments – term deposits 7,200 7,200 5,200 5,200

Closing cash and cash equivalents 10,751 11,914 8,611 9,470

For the purpose of the Statement of Cash Flows, cash and cash equivalents include cash at bank, cash on hand and short-term deposits. Cash and cash equivalent assets recognised in the Statement of Financial Position are reconciled at the end of the financial year to the Statement of Cash Flows as above.

Details regarding credit risk, liquidity risk and market risk, including financial assets that are either past due or impaired, are disclosed in Note 22.

9 CURRENT/NON-CURRENT ASSETS – RECEIVABLESCurrentSale of goods and services 374 258 374 258

Accrued income 139 158 122 122

Prepayments 167 114 167 114

Other receivables 324 228 323 232

Biobanking funds receivable 15 26 15 26

1,019 784 1,001 752 Non-currentBiobanking funds receivable 615 647 615 647

615 647 615 647



153 152



$’000 $’000 $’000 $’00010 CURRENT ASSETS – INVENTORIES

Held for resale 163 143 163 143

163 143 163 14311 RESTRICTED ASSETS

Cash and cash equivalents 8,984 10,722 6,844 8,278

Land & Building 5,144 5,093 5,145 5,093

Collections 927 924 927 924

15,055 16,739 12,916 14,295

Cash and fixed assets are restricted assets to the extent that they represent bequests, grants and donations held by the Trust to be used in accordance with the deed of trust, caveats or other documents governing these funds.

12 NON-CURRENT ASSETS – PROPERTY, PLANT AND EQUIPMENTLand and buildingsGross carrying amount – fair value 237,865 232,132 237,865 232,132

Accumulated depreciation and impairment (3,075) (2,785) (3,075) (2,785)

Land and buildings at fair value 234,790 229,347 234,790 229,347Plant and equipmentGross carrying amount – fair value 2,573 2,515 2,573 2,515

Accumulated depreciation and impairment (1,718) (1,863) (1,718) (1,863)

Plant and equipment at fair value 855 652 855 652Collection assetsGross carrying amount – fair value 31,608 30,994 31,608 30,994

Collection assets at fair value 31,608 30,994 31,608 30,994TOTAL PROPERTY, PLANT AND EQUIPMENT AT FAIR VALUE 267,253 260,993 267,253 260,993

Collection assets are not depreciated. Refer to Note 1(H)(vi).

The presentation of Capital Work in Progress (CWIP) was amended in the current financial year. CWIP is now reflected under Land and Buildings. The CWIP amount in the prior year was $4.076 million.


RECONCILIATION

A reconciliation of the carrying amount of each class of property and equipment at the beginning and end of each reporting period is shown below:

Land and buildings

Plant and equipment

Collection assets Total

CONSOLIDATED AND PARENT ENTITY $’000 $’000 $’000 $’000Year ended 30 June 2017Net carrying amount at start of year 229,347 652 30,994 260,993

Additions 5,732 471 67 6,270

Contributed assets (donations) – – 21 21

Disposals – – – –

Depreciation expense (289) (268) – (557)Net revaluation increments less revaluation decrements – – 526 526

NET CARRYING AMOUNT AT END OF YEAR 234,790 855 31,608 267,253

Year ended 30 June 2016Net carrying amount at start of year 218,479 587 30,686 249,752

Additions 387 339 40 766

Contributed assets (donations) – – 27 27

Disposals – (6) (3) (9)

Transfer between asset class 484 – – 484

Depreciation expense (274) (268) – (542)Net revaluation increments less revaluation decrements 10,271 – 244 10,515

NET CARRYING AMOUNT AT END OF YEAR 229,347 652 30,994 260,993


155 154


LAND AND BUILDING VALUATION SCHEDULE

Property name Property locationDate valued

Valuation method adopted

Current use 30 June 2017

Accredited valuer

1 Throsby Park Throsby Park Rd, Moss Vale

Jun 2016 Fair value Endangered Houses Fund (EHF) (Leased)

Land & Property Information (LPI)

2 Beulah 767 Appin Rd, Gilead

Jun 2016 Fair value EHF LPI

3 Tusculum 1–3 Manning St, Potts Point

Jun 2016 Fair value Leased LPI

4 Hyde Park Barracks Museum

Macquarie St, Sydney

Jun 2015 Fair value Museum LPI

5 Elizabeth Farm 70 Alice St, Rosehill


6 Vaucluse House Wentworth Rd, Vaucluse


7 Wentworth Mausoleum Chapel Rd, Vaucluse


8 Rouse Hill House & Farm 356 Annangrove Rd, Rouse Hill


9 Rose Seidler House 71 Clissold Rd, Wahroonga


10 Elizabeth Bay House 7 Onslow Ave, Elizabeth Bay


11 Meroogal 35 West St, Nowra



Property name Property locationDate valued

Valuation method adopted Current use

Accredited valuer

12 The Mint building 10 Macquarie St, Sydney


13 The Mint, Head Office (Coining Factory)

10 Macquarie St, Sydney

Jun 2015 Fair value Museum/ office space

LPI

14 Museum of Sydney 37 Phillip St, Sydney


15 Young Street terraces 36–42 Young St, Sydney

Jun 2015 Fair value Commercial office space

LPI

16 Nissen hut 4 Somerset St, Belmont

Jun 2015 Fair value EHF LPI

17 Justice & Police Museum 8 Phillip St, Circular Quay


ENDANGERED HOUSES FUND (EHF) PROPERTIES

Land and buildings include properties and attached assets (2017: $5.1m; 2016: $5.0m) and collections assets (2017: $0.927m; 2016: $0.924m) acquired under the EHF program. Through the EHF program the HHT identifies significant at-risk properties and saves them from demolition or unsympathetic development. The program provides for the selective restoration of these properties and their subsequent sale or lease with heritage protection conditions. In 2014–15, the Throsby Park property was placed on a long-term lease.

COLLECTIONS VALUATION

i) The major collection items at each property have been valued by accredited valuers at their fair value. The remaining collection items were valued internally by expert curatorial staff of the Collections Valuations Committee, which was established by the then Trust’s Finance and Audit Committee.

ii) The list overleaf identifies individual property collections valued at 30 June 2017 and earlier, valued by accredited valuers and expert in-house valuers.


157 156


COLLECTIONS REVALUED AT 30 JUNE 2017

Collection Date valued Accredited valuer

Elizabeth Bay House 30 Jun 2017 Andrew Shapiro / Lorraine Foster

Elizabeth Farm 30 Jun 2017 Andrew Simpson

Vaucluse House 30 Jun 2017Andrew Shapiro / Jonathan Alford / Lorraine Foster

Caroline Simpson Library & Research Collection Castle Hill Display

30 Jun 2017 Andrew Simpson

These values do not differ materially from their fair values at reporting date.

COLLECTIONS TO BE REVALUED IN LATER YEARS (PAST 30 JUNE 2017)

Collection Date valued Accredited valuer

Caroline Simpson Library & Research Collection 30 Jun 2016 Adrienne Carlson / Lorraine Foster

Hyde Park Barracks Museum 30 Jun 2016 Adrienne Carlson

The Mint 30 Jun 2016 Adrienne Carlson

Rose Seidler House 30 Jun 2015 Andrew Shapiro

Museum of Sydney 30 Jun 2015 Adrienne Carlson

Justice & Police Museum 30 Jun 2015 Adrienne Carlson

Throsby Park 30 Jun 2015 Jonathan Alford

Susannah Place Museum 30 Jun 2015 Adrienne Carlson

Rouse Hill House & Farm 30 Jun 2014Jonathan Alford, Andrew Simpson, Patricia Bailie

Archaeology collections 30 Jun 2014 RHAS (Rodney Hyman Asset Services)

Rouse Hill Hamilton Collection 30 Jun 2014 Jonathan Alford, Andrew Simpson

Meroogal 30 Jun 2013 Phillip Morris



$’000 $’000 $’000 $’00013 INTANGIBLE ASSETS Software

Cost (gross carrying amount) 3,312 2,455 3,312 2,455

Accumulated amortisation and impairment (1,671) (1,411) (1,671) (1,411)

NET CARRYING AMOUNT 1,641 1,044 1,641 1,044 ReconciliationNet carrying amount at start of year 1,044 757 1,044 757

Additions 857 530 857 530

Transfer – 56 0 56

Amortisation (260) (299) (260) (299)

NET CARRYING AMOUNT AT END OF YEAR 1,641 1,044 1,641 1,044

14 FAIR VALUE MEASUREMENT OF NON-FINANCIAL ASSETSa) Fair value hierarchy

CONSOLIDATED AND PARENT ENTITYLevel 1 $’000

Level 2 $’000

Level 3 $’000

Total fair value $’000

2017Property, plant and equipment (Note 12)Land – 90,164 – 90,164

Buildings – – 144,626 144,626

Collection assets – – 31,608 31,608

– 90,164 176,234 266,398 2016Property, plant and equipment (Note 12)Land – 90,164 – 90,164

Buildings – – 139,184 139,184

Collection assets – – 30,994 30,994

– 90,164 170,178 260,342

The presentation of Capital Work in Progress (CWIP) was amended in the current financial year. CWIP is now reflected under Land and Buildings. The CWIP amount in the prior year was $4.076 million.


159 158


b) Valuation techniques, inputs and processes

The land and buildings are valued at fair value consistent with the NSW Treasury Accounting Policy TPP14-01 Valuation of Physical Non-Current Assets at Fair Value and Australian Accounting Standards AASB 13: Fair Value Measurement and AASB 116: Property, plant and equipment. Fair value is defined as the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction between market participants at the measurement date (AASB 13). The buildings have been valued using the cost approach. The land has been valued using the market approach. Valuers have considered matters such as zoning, location, topography, aspect, frontage, size, shape, date of valuation and current market sentiment. Replacement costs are based on actual costs provided by the HHT and checked against industry standards.

Collection assets are valued by external and internal experts to reflect the fair value. The collection assets are reviewed for external revaluation at least every five years as part of a rolling revaluation schedule across the Trust. The review is undertaken by the Trust’s Collection Valuations Committee – comprising curatorial representatives from the properties as well as the Registrar, Documentation and the Head of Collections & Access – which is convened annually to identify those collection formats which might have altered since the last valuation, whether or not that valuation was made within the five-year rolling schedule. The Committee contracts one or more external valuers with appropriate expertise in the collection formats that have been identified for revaluation.

Non-specialised assets with short useful lives measured using depreciated historical cost as an approximation of fair value do not require fair value hierarchy disclosures under AASB 13.



c) Reconciliation of recurring Level 3 fair value measurements

Buildings Collection assets

Total recurring Level 3 fair value

CONSOLIDATED AND PARENT ENTITY $’000 $’000 $’000

Fair value as at 1 July 2016 139,184 30,994 170,178

Additions 5,731 88 5,819

Revaluation increments/decrements recognised in Net result – included in the line item ‘Other gains/(losses)’

– – –

Revaluation increments/decrements recognised in other comprehensive income – included in the line item ‘Net increase/(decrease) in property, plant and equipment revaluation surplus’

– 526 526

Disposals – – –

Depreciation (289) – (289)

Transfers from capital work in progress – – –

Transfers between asset class – – –

Fair value as at 30 June 2017 144,626 31,608 176,234

Fair value as at 1 July 2015 132,686 30,687 163,373

Additions 388 66 454

Revaluation increments/decrements recognised in Net result – included in the line item ‘Other gains/(losses)’

– – –

Revaluation increments/decrements recognised in other comprehensive income – included in the line item ‘Net increase/(decrease) in property, plant and equipment revaluation surplus’

5,900 244 6,144

Disposals – (3) (3)

Depreciation (274) – (274)

Transfers from capital work in progress 484 – 484

Transfers between asset class – – –

Fair value as at 30 June 2016 139,184 30,994 170,178

161 160



$’000 $’000 $’000 $’00015 CURRENT LIABILITIES – PAYABLES

PayablesAccrued salaries, wages and on-costs 67 1 67 1

Creditors 1,782 1,068 1,774 1,068

Unearned revenue 538 558 538 558

Accrued expenses 238 672 238 660

Sundry payables 72 114 72 114

2,697 2,412 2,689 2,400

16 CURRENT/NON-CURRENT LIABILITIES – PROVISIONSEmployee benefits and related on-costsRecreation leave 1,289 1,335 1,289 1,331

Long service leave on-costs 425 452 425 452

Other provisionsBiodiversity restoration 690 729 690 729

Sinking fund restoration 2 2 2 2

TOTAL PROVISIONS 2,406 2,518 2,406 2,514Aggregate employee benefits and related on-costsProvisions – current 1,755 1,832 1,755 1,828

Provisions – non-current 651 686 651 686

Accrued salaries, wages and on-costs 15 67 1 67 1

2,473 2,519 2,473 2,515

Movements in provisions (other than employee benefits)Movements in each class of provision during the financial year, other than the employee benefits, are set out below:

Other provisions

$’000Carrying amount at 1 July 2016 731

Additional provisions recognised –

Amounts used (39)

Carrying amount at 30 June 2017 692




$’000 $’000 $’000 $’00017 COMMITMENTS FOR EXPENDITUREa) Capital commitments

Aggregate of capital expenditure for the acquisition of various property, plant and equipment contracted for at balance date and not provided for:

• Not later than one year (under one year) 1,346 1,590 1,346 1,590

• Later than one year but not later than five years – – – –

• Later than five years – – – –

TOTAL (INCLUDING GST) 1,346 1,590 1,346 1,590

b) Operating lease commitmentsFuture non-cancellable operating lease rentals not provided for and payable:

• Not later than one year (under one year) 291 492 291 492

• Later than one year but not later than five years 43 309 43 309

• Later than five years – – – –

TOTAL (INCLUDING GST) 334 801 334 801 The operating leases are for motor vehicles, office printers and rental lease for the HHT storage facility at Pymble and the recoverable amount from the Australian Taxation Office (ATO) for GST is $181,281.

18 CONTINGENT ASSETS AND LIABILITIESThe Treasury Managed Fund normally calculates rolling three-year and five-year hindsight premiums each year. There are no other contingent assets or liabilities. It is not practicable to estimate any potential financial effect.

19 BUDGET REVIEW

Net results

The Trust’s budget was revised down from $6.013 million to $4.715 million due to the carried forward capital grants. In comparison with the revised budget, the Trust had a favourable net result of $503,000 due to effective and consistent management of expenses. Furthermore, the Unlocking Heritage program and the Protecting National Historic Sites Programme have been extended to the first quarter of 2017-18.

Assets and liabilities

There was no significant variance between the assets and liabilities.

Cash flows

The actual cash flow was greater than the budget due to unspent Protecting National Historic Sites funding due to timing of expenditure. The funds will be carried forward to 2017–18 and will be spent by August 2017.

163 162


CONSOLIDATED ENTITY PARENT ENTITY2017 2016 2017 2016

$’000 $’000 $’000 $’00020 RECONCILIATION OF CASH FLOWS FROM

OPERATING ACTIVITIES TO NET RESULT Reconciliation of the net result for the year to net cash flows from operating activitiesNet cash generated from operating activities 5,965 3,437 6,269 3,530

Net gain/(loss) on property, plant and equipment and intangibles

– (2) – (2)

Writedown of inventory (8) (20) (8) (20)

Depreciation (818) (842) (818) (842)

Donation of collection/previously unrecognised assets 21 27 21 27

(Increase)/decrease in trade and other payables (173) 241 (181) 238

Increase/(decrease) in trade and other receivables 207 50 217 54

Increase/(decrease) in inventories 24 24 28 24

Net result 5,218 2,915 5,528 3,009

21 NON-CASH FINANCING AND INVESTING ACTIVITIESThe following items are brought into account as expenses in the statement of comprehensive income and are credited as income in the form of non-cash donations, non-cash sponsorship or services provided free of charge.

Donations of collections items 21 27 21 27

21 27 21 27

Sponsorship in kind 99 – 99 -

99 – 99 -

120 27 120 27

The Trust received sponsorship free of charge from Fairfax Media Ltd and Angove Family Winemakers as shown above. The Trust’s work was also assisted by volunteers. These services were provided free of charge and it is considered not possible to estimate the value.


22 FINANCIAL INSTRUMENTSThe Trust’s financial instruments are outlined below. These financial instruments arise directly from the Trust’s operations or are required to finance the Trust’s operations. The Trust does not enter into or trade financial instruments, including derivative financial instruments, for speculative purposes. The Trust’s main risks arising from financial instruments are outlined below, together with the Trust’s objectives, policies and processes for measuring and managing risk. Further quantitative and qualitative disclosures are included throughout these financial statements.

The Executive Director has the overall responsibility for the establishment and oversight of risk management and reviews, and agrees to policies for managing each of these risks. Risk-management policies are established to identify and analyse the risks faced by the Trust, to set risk limits and controls, and to monitor risks. Compliance with policies is reviewed by the internal auditor on a cyclical basis.

NOTES CATEGORIES CONSOLIDATED ENTITY PARENT ENTITY2017 2016 2017 2016

$’000 $’000 $’000 $’000a) Financial instrument categories

Financial assets class

Cash and cash equivalents 8 N/A 10,751 11,914 8,611 9,470

Receivables 9 Loans and receivables (at amortised cost)

1,019 784 1,001 752

Financial liabilities classPayables 15 Financial liabilities

(at amortised cost)2,697 2,412 2,689 2,400

b) Credit risk

Credit risk arises when there is the possibility of the Trust’s debtors defaulting on their contractual obligations, resulting in a financial loss to the Trust. The maximum exposure to credit risk is generally represented by the carrying amount of the financial assets (net of any allowance for impairment).

Credit risk arises from the financial assets of the Trust, including cash, receivables and authority deposits. No collateral is held by the Trust. The Trust has not granted any financial guarantees. Credit risk associated with the Trust’s financial assets, other than receivables, is managed through the selection of counterparts and the establishment of minimum credit rating standards. Authority deposits held with NSW TCorp are guaranteed by the State.

i) Cash

Cash comprises cash on hand and bank balances, and bank balances within NSW Treasury’s banking system. Interest is earned on daily bank balances at the daily rate set by the bank on restricted funds only since the introduction of NSWTC 15-01: Cash Management – Expanding the Scope of the Treasury Banking System.

ii) Receivables – trade debtors

All trade debtors are recognised as amounts receivable at balance date. The collectability of trade debtors is reviewed on an ongoing basis. Procedures as established in the Treasurer’s Directions are followed to recover outstanding amounts, including letters of demand. Debts that are known to be uncollectable are written off. An allowance for impairment is raised when there is objective evidence that the entity will not be able to collect all amounts due. This evidence includes past experience, and current and expected changes in economic conditions and debtor credit ratings. No interest is earned on trade debtors. Sales are made on 30-day terms.

The Trust is not materially exposed to concentrations of credit risk from a single trade debtor or group of debtors. Based on past experience, debtors that are not past due (2017: $305,530; 2016: $227,767) and less than six months past due (2017: $259,054; 2016: $136,852) are not considered impaired and together represent 100% of the total trade debtors. There are no debtors that are currently not past due or impaired whose terms have been renegotiated.

The only financial assets that are past due or impaired are ‘sales of goods and services’ in the receivables category of the statement of financial position.


165 164


CONSOLIDATED ENTITY $’000 PARENT ENTITY $’000Total Past due but

not impairedConsidered

impairedTotal Past due but

not impairedConsidered

impaired2017< 3 months overdue 259 259 – 259 259 –

3 months – 6 months overdue – – – – – –

> 6 months overdue – – – – – –

2016< 3 months overdue 135 135 – 135 135 –

3 months – 6 months overdue 1 1 – 1 1 –

> 6 months overdue – – – – – –

iii) Authority deposits

The Trust has placed funds on deposit with TCorp and various Australian incorporated banks. These deposits are similar to money market or bank deposits and can be placed ‘at call’ or for a fixed term. For fixed term deposits, the interest rate payable is negotiated initially and is fixed for the term of the deposit, while the interest rate payable on at call deposits can vary. The deposits at balance date 30 June 2017 were earning an average interest rate of 2017: 2.79% (2016: 2.88%), while over the year the weighted average interest rate was 2017: 2.83% (2016: 3.00%) on a weighted average balance during the year of 2017: $1.08 million (2016: $0.95 million). None of these assets are past due or impaired.

c) Liquidity risk

Liquidity risk is the risk that the Trust will be unable to meet its payment obligations when they fall due. The Trust continually manages risk through monitoring future cash flows and maturities planning to ensure adequate holding of high-quality liquid assets.

During the current and prior years, there were no loans payable. No assets have been pledged as collateral. The Trust’s exposure to liquidity risk is deemed insignificant based on prior periods’ data and current assessment of risk. The liabilities are recognised as amounts due to be paid in the future for goods or services received, whether or not invoiced. Amounts owing to suppliers (which are unsecured) are settled in accordance with the policy set out in NSWTC 11-12: Payments of Accounts. If trade terms are not specified, payment is made no later than the end of the month following the month in which an invoice or a statement is received. NSWTC 11-12 allows the Minister to award interest for late payment. No interest was paid during the financial year 2016–17 (2015–16: nil).

All of the Trust’s liabilities mature in less than 12 months and are non-interest-bearing.

d) Market risk

Market risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in market prices. The Trust’s exposure to market risk is primarily through price risks associated with the movement in the unit price of the TCorp investment facilities. The Trust has no exposure to foreign currency risk and does not enter into commodity contracts.

e) Interest rate risk

The Trust’s exposure to interest rate risk is set out in the table below. A reasonably possible change of +/- 1% is used, consistent with current trends in interest rates (based on official RBA interest-rate volatility over the past five years). The basis will be reviewed annually and amended where there is a structural change in the level of interest-rate volatility.



CONSOLIDATED ENTITY $’000-1% 1%

Carrying amount Profit Equity Profit Equity2017Financial assetsCash and cash equivalents 10,751 (108) (108) 108 108

Receivables 1,019 – – – –

Financial liabilitiesPayables 2,697 – – – –

2016Financial assetsCash and cash equivalents 11,914 (119) (119) 119 119

Receivables 784 – – – –


PARENT ENTITY





Receivables 752 – – – –


f) Fair value measurement

i) Fair value compared to carrying amount

Financial instruments are generally recognised at cost.

Except where specified overleaf, the amortised cost of financial instruments recognised in the statement of financial position approximates the fair value, because of the short-term nature of many of the financial instruments.

There was no difference between carrying amount and fair value.

ii) Fair value recognised in the statement of financial position

The Trust uses the following hierarchy for disclosing the fair value of financial instruments by valuation techniques:

• Level 1 – derived from quoted prices in active markets for identical assets/liabilities;

• Level 2 – derived from inputs other than quoted prices that are observable directly or indirectly;

• Level 3 – derived from valuation techniques that include inputs for the assets/liabilities not based on observable market data (unobservable inputs).

167 166


23 PROPERTY LEASES

Properties owned under long-term lease – Tusculum

The HHT is the registered proprietor of the property Tusculum. This property is a Regency mansion built 1831–37 and has considerable heritage significance. The property was independently valued at 30 June 2015. The fair value of the property is $7.425 million. The property is encumbered by a long-term lease with the Australian Institute of Architects. The lease commenced on 22 May 1987 for a term of 99 years with provision for an option to renew. The lease was in place at the time of the transfer of responsibility for this property in 2007 from the Minister administering the Heritage Act 1977. The terms of the lease are $1 rent per annum over the term of the lease with provision for renewal at the end of the lease. The terms of the lease provide for any renewal being at commercial rental rates. The market rental for this property, assessed independently by the NSW Government Land and Property Valuation Services as at 30 June 2011, was $262,500 per annum. The Trust has no responsibility for funding the cost of maintenance or insurance.

The Trust’s responsibilities are limited to ensuring that maintenance and insurance are adequate. In accordance with TPP 11-01: Lessor Classification of Long-term Land Leases, the property has been valued at $1 in the accounts of the Trust. As the property has restrictions on its use, it is recognised at $1 being the present value of future cash flows.

Throsby Park lease

Throsby Park was transferred from the NSW National Parks and Wildlife Service to the HHT, through an Act of NSW Parliament. The Trust has leased Throsby Park in accordance with its powers under the Historic Houses Trust Act 1980 for a 40-year lease with a yearly rental payment, which will be annually reviewed for CPI adjustment. The Trust received a $500,000 one-off upfront payment which has been amortised over a five-year term to align with the benefit derived from the leased asset. The lessee is to comply with the conservation management plan and agrees to spend $2.4 million during the first five years of the lease term on conservation, restoration and maintenance of the property. The lease includes the option for another 40-year lease renewal after the end of the lease if the lessee complies with the contract agreement.

2017 2016$’000 $’000

Operating lease

Rent recognised as income in the current period

36 34

Future non-cancellable operating lease rentals:• Not later than one year

(under one year)21 21

• Later than one year but not later than five years

87 89

• Later than five years 883 1,197

TOTAL (INCLUDING GST) 1,027 1,341

24 RELATED PARTY DISCLOSURES

Transactions between related parties are on normal commercial terms and conditions no more favourable than those available to other parties unless otherwise stated. The Foundation is a controlled entity of the HHT.

2017 2016$’000 $’000

a) Transactions with related entitiesContribution from the Foundation for the Historic Houses Trust of New South Wales

455 160

Current payables – controlled entity – 6

b) HHT’s key management personnel* compensation is as follows:Short-term employee benefits:

Salaries 960 975

Other long-term benefits:

Post-employment benefits 81 81

TOTAL REMUNERATION 1,041 1,056

* Key management personnel (KMP) are those persons having the authority and responsibility for planning, directing and controlling the activities of the entity, directly or indirectly, including any director (whether executive or otherwise) of the entity. The HHT’s KMP are considered to be the Executive and the Board of Directors.

During the year, the HHT entered into transactions with other entities that are controlled/jointly controlled/significantly influenced by the NSW Government. These transactions in aggregate are a significant portion of the entity’s sale of goods/rendering of services/receiving of services.

Sharon Veale, trustee of HHT, is employed with GML Heritage which has won a contract to work with the Trust. GML Heritage is the consultant assisting with the Protecting National Historic Sites Programme project at the site of first Government House. The transactions were at arm’s length and incurred under normal business operations and terms and conditions. No other Historic Houses Trust trustee has entered into a material contract with the Trust or Consolidated Entity since the end of the previous financial period.

25 EVENTS AFTER THE REPORTING PERIOD

No significant matter or circumstance has arisen since the end of the financial year to the date of this report that has or may significantly affect the activities of the Trust, the results of those activities, or its state of affairs in the ensuing or any subsequent financial year.

FOUNDATION FINANCIAL STATEMENTS

END OF AUDITED FINANCIAL STATEMENTS

168


169

FOUNDATION FINANCIAL STATEMENTSFOUNDATION FINANCIAL STATEMENTS

171 170

STATEMENT BY THE DIRECTORS OF THE FOUNDATION FOR THE HISTORIC HOUSES TRUST OF NEW SOUTH WALES LIMITEDFOR THE YEAR ENDED 30 JUNE 2017

The Directors of the Foundation for the Historic Houses Trust of New South Wales Limited, being the Trustee of the Foundation for the Historic Houses Trust of New South Wales, declare that:

a) The accompanying financial statements and notes thereto comply with applicable Australian Accounting Standards (which include Australian Accounting Interpretations), the Public Finance and Audit Act 1983 and the Public Finance and Audit Regulation 2015;

b) The attached financial statements and notes thereto give a true and fair view of the financial position and performance of the Foundation;

c) In the Directors’ opinion, the attached financial statements and notes thereto are in accordance with the Trust Deed;

d) In the Directors’ opinion, there are reasonable grounds to believe that the Foundation will be able to pay its debts as and when they become due and payable;

e) The Directors are not aware of any circumstances which would render any particulars included in the financial statements to be misleading or inaccurate;

f) The financial statements have been properly drawn up and the associated records have been properly kept for the year from 1 July 2016 to 30 June 2017, in accordance with the Charitable Fundraising Act 1991 (NSW) and the Charitable Fundraising Regulation 2015; and

g) The internal controls exercised by the Foundation are appropriate and effective in accounting for all income received and applied by the Foundation from any of its fundraising appeals.

Signed in accordance with a resolution of the Directors.

On behalf of the Directors

Edward Simpson Chair




173 172


NOTES ACTUAL ACTUAL2017 2016

$ $EXPENSES EXCLUDING LOSSESOperating expensesPersonnel services expenses 2(a) – 96,769

Other operating expenses 2(b) 467,002 228,136

TOTAL EXPENSES EXCLUDING LOSSES 467,002 324,905REVENUEInvestment revenue 3(a) 60,908 68,447

Grants and contributions 3(b) 95,620 162,398

TOTAL REVENUE 156,528 230,845NET RESULT (310,474) (94,060)OTHER COMPREHENSIVE INCOMEItems that will not be reclassified to net resultsNet increase/(decrease) in property, plant and equipment asset revaluation surplus – –

OTHER COMPREHENSIVE INCOME – –

TOTAL COMPREHENSIVE INCOME (310,474) (94,060)



$ $ASSETSCurrent assetsCash and cash equivalents 6 2,140,087 2,444,262

Receivables 7 17,840 36,406

Total current assets 2,157,927 2,480,668TOTAL ASSETS 2,157,927 2,480,668

LIABILITIESCurrent liabilitiesPayables 9 9,350 18,157

Personnel provisions 10 – 3,460

Total current liabilities 9,350 21,617TOTAL LIABILITIES 9,350 21,617

NET ASSETS 2,148,577 2,459,051

EQUITYAccumulated funds 2,148,577 2,459,051

TOTAL EQUITY 2,148,577 2,459,051


BEGINNING OF AUDITED FINANCIAL STATEMENTSSTATEMENT OF COMPREHENSIVE INCOMEFOR THE YEAR ENDED 30 JUNE 2017

STATEMENT OF CHANGES IN EQUITYFOR THE YEAR ENDED 30 JUNE 2017

NOTES ACTUAL ACTUALAccumulated

fundsTotal

equity$ $

BALANCE AT 1 JULY 2016 2,459,051 2,459,051

Net result (310,474) (310,474)

Other comprehensive income – –

Total comprehensive income for the year (310,474) (310,474)BALANCE AT 30 JUNE 2017 2,148,577 2,148,577BALANCE AT 1 JULY 2015 2,553,111 2,553,111Net result (94,060) (94,060)

Other comprehensive income – –

Total comprehensive income for the year (94,060) (94,060)BALANCE AT 30 JUNE 2016 2,459,051 2,459,051



$ $CASH FLOWS FROM OPERATING ACTIVITIESPaymentsPersonnel services (3,460) (97,411)

Grants and subsidies (455,000) (160,000)

Other (20,809) (64,593)

Total payments (479,269) (322,004)

ReceiptsInterest received 79,474 67,505

Grants and contributions 95,620 162,398

Total receipts 175,094 229,903NET CASH FLOWS FROM OPERATING ACTIVITIES 11 (304,175) (92,101)

CASH FLOWS FROM INVESTING ACTIVITIESNET CASH FLOWS FROM INVESTING ACTIVITIES – –

CASH FLOWS FROM FINANCING ACTIVITIESNET CASH FLOWS FROM FINANCING ACTIVITIES – –

NET INCREASE/(DECREASE) IN CASH (304,175) (92,101)Opening cash and cash equivalents 2,444,262 2,536,363

CLOSING CASH AND CASH EQUIVALENTS 6 2,140,087 2,444,262The accompanying notes form part of these financial statements.


175 174


A) REPORTING ENTITY

The Foundation for the Historic Houses Trust of New South Wales (Foundation) was formed on 14 November 2001 and commenced operation in October 2002. The Foundation is a non-profit entity (as profit is not its principal objective). The Foundation is a public ancillary fund with deductible gift recipient status (DGR item 2) and charitable tax concessions. The Foundation’s role is to encourage private and corporate support for the activities of the Historic Houses Trust of New South Wales (HHT) that are not funded by the NSW Government. The Foundation is administered by a Trustee, the Foundation for the Historic Houses Trust of New South Wales Limited (Trustee). Directors of the Trustee receive and review submissions for project funding from the HHT. Funding decisions are made by the Directors and are consistent with the objectives of the Foundation and the specific requirements of corporate and private donors to the Foundation.

The Foundation is a controlled entity of the HHT and is part of the Trust’s consolidated accounts. The financial statements for the year ended 30 June 2017 were authorised for issue by the Board of Directors on 18 September 2017. They are consolidated as part of the NSW Total State Sector Accounts.


These general purpose financial statements are prepared in accordance with the Public Finance and Audit Act 1983 and Public Finance and Audit Regulation 2015, the Charitable Fundraising Act 1991 and the Financial Reporting Directions mandated by the Treasurer, and applicable Australian Accounting Standards (which include Australian Accounting Interpretations). The financial statements are for the Foundation as an individual entity. The financial statements have been prepared on an accruals basis, and are based on historical costs modified by the revaluation of selected financial assets and financial liabilities for which the fair value basis of accounting has been applied where applicable. Judgments, key assumptions and estimations management has made are disclosed in the relevant notes to the financial statements. All amounts are rounded to the nearest dollar and are in Australian currency.

C) STATEMENT OF COMPLIANCE

The Foundation’s financial statements and notes comply with Australian Accounting Standards, which include Australian Accounting Interpretations.

D) INSURANCE

The Foundation’s insurance arrangements are made through the NSW Treasury Managed Fund Scheme of self-insurance for government agencies. The expense (premium) is determined by the fund manager based on past claim experience as well as the value insured.

E) ACCOUNTING FOR THE GOODS AND SERVICES TAX (GST)

Income, expenses and assets are recognised net of GST, except where:

• the amount of GST incurred by the Foundation as a purchaser that is not recoverable from the Australian Taxation Office is recognised as part of the cost of acquisition of an asset or as part of an item of expense; and

• receivables and payables are stated with the amount of GST included.

Cash flows are included in the statement of cash flows on a gross basis. However, the GST component of the cash flows arising from investing and financing activities which is recoverable or payable to the Australian Taxation Office is classified as operating cash flows.

F) PERSONNEL SERVICES AND OTHER PROVISIONS

i) Personnel services

The Office of Environment and Heritage (OEH) provides personnel services to the HHT, which in turn provided administration services free of charge to the Foundation.

G) INCOME RECOGNITION

Income is measured at the fair value of the consideration or contribution received or receivable. Additional comments regarding the accounting policies for the recognition of income are discussed below:

i) Donations and contributions

Donations and contributions from individuals and other bodies (including grants and donations) are generally recognised as income when the Foundation obtains control over the assets comprising the appropriations/contributions. Control over appropriations and contributions is normally obtained upon the receipt of cash.

ii) Investment revenue

Interest income is recognised using the effective interest method as set out in AASB 139: Financial Instruments: Recognition and Measurement.


H) ASSETS

i) Cash and cash equivalents

Cash comprises cash on hand and bank balances. Interest is earned on daily bank balances and paid monthly at the normal commercial rate.

ii) Loans and receivables

Loans and receivables are non-derivative financial assets with fixed or determinable payments that are not quoted in an active market. These financial assets are recognised initially at fair value, usually based on the transaction cost or face value.

Subsequent measurement is at amortised cost using the effective interest method, less an allowance for any impairment of receivables.

iii) Investments

Investments are initially recognised at fair value plus, in the case of investments not at fair value through profit or loss, transaction costs. The Foundation determines the classification of its financial assets after initial recognition and, when allowed and appropriate, re-evaluates this at each financial year end.

I) LIABILITIES

i) Payables

These amounts represent liabilities for goods and services provided to the Foundation, and other amounts. Payables are recognised initially at fair value, usually based on the transaction cost or face value. Short-term payables with no stated interest rate are measured at the original invoice amount where the effect of discounting is immaterial.

J) EQUITY AND RESERVES

The category ‘accumulated funds’ includes all current and prior-period retained funds.

K) FAIR VALUE HIERARCHY

A number of the Foundation’s accounting policies and disclosures require the measurement of fair values, for both financial and non-financial assets and liabilities. When measuring fair value, the valuation technique used maximises the use of relevant observable inputs and minimises the use of unobservable inputs. Under AASB 13: Fair Value Measurement, the Trust categorises, for disclosure purposes, the valuation techniques based on the inputs used in the valuation techniques as follows:

• Level 1 – quoted prices in active markets for identical assets/liabilities that the Trust can access at the measurement date

• Level 2 – inputs other than quoted prices included within Level 1 that are observable, either directly or indirectly

• Level 3 – inputs that are not based on observable market data (unobservable inputs).

The Foundation recognises transfers between levels of the fair value hierarchy at the end of the reporting period during which the change has occurred.

Refer to Note 12 for further disclosures regarding fair value measurements of financial and non-financial assets.

L) COMPARATIVE INFORMATION

Except when an Australian Accounting Standard permits or requires otherwise, comparative information is disclosed in respect of the previous period for all amounts reported in the financial statements. As a controlled entity of the HHT, the Foundation has adopted to comply with Treasury mandate.

M) CHANGES IN ACCOUNTING POLICY, INCLUDING NEW OR REVISED AUSTRALIAN ACCOUNTING STANDARDS






• AASB 2014-1: Amendments to Australian Accounting Standards (Part D Regulatory Deferral Accounts) making consequential amendments arising from the issuance of AASB 14.



177 176


• AASB 2015-1: Amendments to Australian Accounting Standards – Annual Improvements to Australian Accounting Standards 2012–2014 Cycle, which clarifies AASB 5 – changes in the method of disposal, AASB 7 – disclosures – service contracts, AASB 119 – discount rate (regional markets) and AASB 134 – disclosure of information elsewhere in the interim financial statements.




• AASB 2015-9: Amendments to Australian Accounting Standards – Scope and Application Paragraphs.





• AASB 9 and AASB 2014-7 regarding financial instruments.

• AASB 15, AASB 2014-5 and AASB 2015-8 regarding revenue from contracts with customers.



N) TAXATION STATUS

The activities of the Foundation are exempt from income tax. The Foundation is registered for GST purposes and has deductible gift recipient status.



NOTES2017 2016

$ $2 EXPENSES EXCLUDING LOSSESa) Personnel services expenses

Salaries and wages (including recreation leave) – 83,647Superannuation – defined contribution plans – 7,786Long service leave – (14)Workers’ compensation insurance – 609Payroll tax and fringe benefits tax – 4,741

– 96,769b) Other operating expenses

Auditors’ remuneration 11,400 11,400Donations to the HHT 455,000 160,000Entertainment and catering expenses – 3,866Fees for services rendered 47 46Function expense – 6,854Marketing and promotion – 17,085Other expenses 555 19,892Printing – 7,949Stores and IT maintenance – 161Travel and accommodation – 883

467,002 228,1363 REVENUEa) Investment revenue

Interest income – term deposit 57,177 57,631Interest income – other 3,731 10,816

60,908 68,447b) Grants and contributions

From DPEPersonnel service benefits and liabilities provided free of charge by OEH – (14)

– (14)From other institutions and individualsDonations – cash 95,620 162,412

95,620 162,41295,620 162,398


179 178

FOUNDATION FOR THE HISTORIC HOUSES TRUST OF NEW SOUTH WALES FOR THE YEAR ENDED 30 JUNE 2017

NOTES2017 2016

$ $

4 CONDITIONS ON CONTRIBUTIONSDetails of restrictionsAllocated funds*

Minimum contingency fund 50,000 50,000Museum of Sydney 395,741 395,741Endangered Houses Fund and other projects (donations) 1,239,346 1,816,904SLM Education Program 210,000 –Meroogal Women’s Art Prize 10,000 –Digitisation and cataloguing of Miriam & Ian Hamilton collection 20,000 –Vaucluse House drawing room upgrade 175,000 120,000Caroline Simpson Library & Research Collection acquisitions 40,000 40,000Creditor payments – HHT – 21,617TOTAL ALLOCATED FUNDS 2,140,087 2,444,262Unallocated funds† – –TOTAL RESTRICTED FUNDS 2,140,087 2,444,262

* These funds have been specifically restricted in accordance with Board resolutions and, where applicable, donor requirements, to be used on the projects identified. This allocation is made after a thorough evaluation of available projects put forward by the HHT. The balance also includes a contingency fund of $50,000.

† These funds have not at the current date been allocated to a specific project. The value of projects under consideration is in excess of the current balance of cash and investments.

Funding for such projects will rely upon use of the unrestricted cash and interest earned on cash and cash equivalents, future bequests and donations.

5 SERVICE GROUPS OF ENTITYThe Foundation’s role is to encourage private and corporate support for the activities of the HHT that are not funded by the NSW Government.

NOTES2017 2016

$ $6 CURRENT ASSETS – CASH AND CASH EQUIVALENTS

Cash at bank and on hand 140,087 444,262

Term deposits 2,000,000 2,000,000

Cash and cash equivalents (per Statement of financial position) 2,140,087 2,444,262

Closing cash and cash equivalents (per Statement of cash flows) 2,140,087 2,444,262

For the purpose of the statement of cash flows, cash and cash equivalents include cash at bank, cash on hand and short-term deposits. Cash and cash equivalent assets recognised in the statement of financial position are reconciled at the end of the financial year to the cash flow statement as above.

7 CURRENT/NON-CURRENT ASSETS – RECEIVABLESAccrued income 16,970 35,246

Other receivables 870 1,160

17,840 36,406



NOTES2017 2016

$ $8 RESTRICTED ASSETS

Cash and cash equivalents 2,140,087 2,444,262

2,140,087 2,444,262

Cash and fixed assets are restricted assets to the extent that they represent bequests and donations held by the Foundation to be used in accordance with the deed of trust, caveats or other documents governing these funds.

9 CURRENT LIABILITIES – PAYABLESPayablesCreditors 9,350 84

Accrued expenses – 12,540

Payable to the HHT – 5,533

9,350 18,157

10 CURRENT/NON-CURRENT LIABILITIES – PROVISIONSEmployee benefits and related on-costsAnnual leave – 3,460

On-costs – 0

TOTAL PROVISIONS – 3,460Aggregate employee benefits and related on-costsProvisions – current – 3,460

Provisions – non-current – 0

– 3,460

NOTES2017 2016

$ $

11 RECONCILIATION OF CASH FLOWS FROM OPERATING ACTIVITIES TO NET RESULTReconciliation of the net result for the year to net cash flows from operating activitiesNet cash inflows from operating activities (304,175) (92,101)

(Increase)/decrease in trade and other payables 12,267 (2,901)

Increase/(decrease) in receivables (18,566) –

Increase/(decrease) in trade and other receivables – 942

NET RESULT (310,474) (94,060)


181 180

12 FINANCIAL INSTRUMENTS

The Foundation’s principal financial instruments are outlined below. These financial instruments arise directly from the Foundation’s operations or are required to finance the Foundation’s operations. The Foundation does not enter into or trade financial instruments, including derivative financial instruments, for speculative purposes.

The Foundation’s main risks arising from financial instruments are outlined on the following pages, along with the Foundation’s objectives, policies and processes for measuring and managing risk. Further quantitative and qualitative disclosures are included throughout this financial report.

The Finance and Legal Committee has overall responsibility for the establishment and oversight of risk management, and reviews and agrees on policies for managing each of these risks. Risk management policies are established to identify and analyse the risks faced by the Foundation, to set risk limits and controls, and to monitor risks. Compliance with policies is reviewed by the Finance and Legal Committee.

NOTES CATEGORIES2017 2016

$ $Financial instrument categoriesFinancial assets classCash and cash equivalents 6 N/A 2,140,087 2,444,262

Receivables 7 Loans and receivables (at amortised cost) 17,840 36,406

Financial liabilities classPayables 9 Financial liabilities measured

at amortised cost 9,350 18,157

a) Credit risk

Credit risk arises when there is the possibility of the Foundation’s debtors defaulting on their contractual obligations, resulting in a financial loss to the Foundation. The maximum exposure to credit risk is generally represented by the carrying amount of the financial assets (net of any allowance for impairment).

Credit risk arises from the financial assets of the Foundation, including cash, receivables and authority deposits. No collateral is held by the Foundation. The Foundation has not granted any financial guarantees.

Credit risk associated with the Foundation’s financial assets, other than receivables, is managed through the selection of counterparts limiting exposure to any particular counterpart, and the establishment of minimum credit rating standards.

i) Cash

Cash comprises cash on hand and bank balances. Interest is earned on daily bank balances at the daily rate set by the bank.

ii) Receivables – trade debtors

All trade debtors are recognised as amounts receivable at balance date. Collectability of trade debtors is reviewed on an ongoing basis. Procedures as established in the Treasurer’s Directions are followed to recover outstanding amounts, including letters of demand. Debts that are known to be uncollectable are written off. An allowance for impairment is raised when there is objective evidence that the entity will not be able to collect all amounts due. This evidence includes past experience, and current and expected changes in economic conditions and debtor credit ratings. No interest is earned on trade debtors. Sales are made on 30-day terms.

The Foundation is not materially exposed to concentrations of credit risk from a single trade debtor or group of debtors. Based on past experience, debtors that are not past due are not considered impaired and these represent 100% of the total trade debtors. There are no debtors that are currently past due or impaired whose terms have been renegotiated.

Statutory receivables are excluded, as these are not within the scope of AASB 7: Financial Instruments: Disclosures.



iii) Authority deposits

The Foundation has funds on deposit with various Australian incorporated banks. These deposits are similar to money market or bank deposits and can be placed ‘at call’ or for a fixed term. For fixed-term deposits the interest rate payable is negotiated initially and is fixed for the term of the deposit, while the interest rate payable on at-call deposits may vary.

The term deposits at balance date were earning an average interest rate of 2.65% (2016 at 2.97%). The weighted average interest rate over the year was 2.54% (2016 at 2.86%) on a weighted average balance during the year of $1,000,000 (2016: $1,000,000).

b) Liquidity risk

Liquidity risk is the risk that the Foundation will be unable to meet its payment obligations when they fall due. The Foundation continually manages risk through monitoring future cash flows and maturities planning to ensure adequate holding of high-quality liquid assets.

During the current and prior years, there were no defaults or breaches on amounts payable. No assets have been pledged as collateral. The Trust’s exposure to liquidity risk is deemed insignificant based on prior periods’ data and current assessment of risk.

The liabilities are recognised for amounts due to be paid in the future for goods or services received, whether or not invoiced. Amounts owing to suppliers (which are unsecured) are settled in accordance with the policy set out in NSWTC 11-12: Payment of Accounts.

If trade terms are not specified, payment is made no later than the end of the month following the month in which an invoice or a statement is received. NSWTC 11-12 automatically applies interest if balance is not settled within 30 days (or time period agreed by the parties). No interest was paid during the financial year 2016–17 (2015–16: nil).

All of the Foundation’s liabilities mature in less than 12 months and are non-interest-bearing.

$ Interest rate exposure Maturity datesWeighted average effective interest

rate

Nominal amount (1)

Fixed interest

rate

Variable interest

rate

Non-interest-bearing

<1 yr 1-5 yrs >5 yrs

2017Payables – 9,350 9,350 9,350 – –

– 9,350 9,350 9,350 – –2016Payables – 18,157 18,157 18,157 – –

– 18,157 18,157 18,157 – –

c) Market risk

Market risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in market prices. The Foundation has no exposure to foreign currency risk and does not enter into commodity contracts.


183 182


d) Interest rate risk

Exposure to interest rate risk arises primarily through the Foundation’s interest-bearing liabilities. The Foundation does not account for any fixed-rate financial instruments at fair value through profit or loss or as available for sale. Therefore, for these financial instruments, a change in interest rates would not affect profit or loss or equity. A reasonably possible change of +/- 1% is used, consistent with current trends in interest rates. The basis will be reviewed annually and amended where there is a structural change in the level of interest rate volatility.

The Foundation’s exposure to interest rate risk is set out in the table below.

The effect on profit and equity due to a reasonably possible change in risk variables is outlined in the information on the following pages for interest rate risk and other price risk. A reasonably possible change in risk variables has been determined after taking into account the economic environment in which the entity operates and the time frame for the assessment (that is, until the end of the next annual reporting period). The sensitivity analysis is based on risk exposures in existence at the date of the statement of financial position. The analysis is performed on the same basis as for 2016. The analysis assumes that all other variables remain constant.

-1% 1%Carrying amount Profit Equity Profit Equity

2017Financial assetsCash and cash equivalents 2,140,087 (21,401) (21,401) 21,401 21,401



2016Financial assetsCash and cash equivalents 2,444,262 (24,443) (24,443) 24,443 24,443



13 RELATED PARTY TRANSACTIONS

Transactions between related parties are on normal commercial terms and conditions no more favourable than those available to other parties unless otherwise stated. The Foundation is a controlled entity of the HHT.

2017 2016a) Transactions with related entities $ $

Contributions to the HHT 455,000 160,000

Current payables – controlling entity 9 – 5,533

b) Transactions with the Trustee

There were no transactions between the Trustee and the Foundation. No Director of the Trustee receives remuneration for his/her duties as a Director of the Foundation.


14 CHARITABLE FUNDRAISING ACTIVITIES

Results of fundraising activities

The Foundation receives many donations as a result of its day-to-day activities. In addition, other special fundraising events were conducted during the year and the results are as follows:

2017 2016$ $

Donations 95,620 162,412

Sponsorship – –

Gross income from fundraising A 95,620 162,412

Cost of fundraising (excluding administration expenses) B (602) (56,686)

Net surplus/(deficit) from fundraising C 95,018 105,726

Cost of services provided* D – –

Transferred to/(from) accumulated funds 95,018 105,726

List of all forms of appeals – events and appealsHow appeal moneys are appliedDistributions to the HHT 455,000 160,000

Comparative figures and ratiosCost of fundraising to gross income from fundraising* B/A 1% 35%

Net surplus/(deficit) from fundraising to gross income from fundraising C/A 99% 65%

Cost of services provided to total expenditure D/(B+D) 0% 0%

Cost of services provided to gross income from fundraising D/A 0% 0%

* The cost of fundraising services are provided by the HHT free of charge and are immaterial for the current financial year.

There is no information of a material matter or occurrence to report.

Fundraising income includes donations and sponsorships. Where funding is received for specific projects, these projects may not be completed by the end of the year in which the funds are received.

15 CONTINGENT ASSETS OR LIABILITIES

There are no contingent assets or liabilities existing at the close of this report.

16 EVENTS AFTER THE REPORTING PERIOD

No other matter or circumstance has arisen since the end of the financial year to the date of this report that has or may significantly affect the activities of the Foundation, the results of those activities, or its state of affairs in the ensuing or any subsequent financial year.


185 184

FOUNDATION LIMITED FINANCIAL STATEMENTS

FOUNDATION FOR THE HISTORIC HOUSES TRUST OF NEW SOUTH WALES COMPANY DIRECTORS:

Edward Simpson Company Director (Chair)

Alastair Baxter Former international rugby player, and architect at Cox Richardson Architects (resigned May 2017)

Mark Goggin Executive Director, Historic Houses Trust of New South Wales

Sian Nagle Director, Bank of America Merrill Lynch, Sydney

Michael Rose Chief Executive Partner, Allens

Curtis Smith Partner, KPMG (resigned 3 February 2017)

Susannah Sweeney Principal of Fourfold Design

Simon White Barrister and Senior Counsel

The above-named directors held office during and since the end of the financial year unless otherwise stated.

PRINCIPAL ACTIVITIES

The principal activity of the Foundation for the Historic Houses Trust of New South Wales (Foundation) during the financial year was to act as the Trustee of the Foundation and to do all things such as are necessary, incidental and conducive to acting as the Trustee of the Foundation.

There was no change in the principal activity of the Foundation during the financial year.

REVIEW OF OPERATIONS

The Foundation Limited doesn’t trade and the results below are for the Foundation.

The net deficit of the Foundation for the financial year ended 30 June 2017 was $310,474.

The Foundation is a non-profit organisation and is exempt from the payment of income tax under Subdivision 50-5 of the Income Tax Assessment Act 1997.

CHANGES IN STATE OF AFFAIRS

One resignation from the Board was accepted during the year. During the financial year there was no significant change in the state of affairs of the Foundation other than that referred to in the financial statements or notes thereto.

SUBSEQUENT EVENTS

No other matter or circumstance has arisen since the end of the financial year that has significantly affected, or may significantly affect, the activities of the Foundation or its state of affairs in the ensuing or any subsequent financial year.

FUTURE DEVELOPMENTS

Disclosure of information regarding likely developments in the operations of the Foundation in future financial years and the expected results of those operations is likely to result in unreasonable prejudice to the Foundation. Accordingly, this information has not been disclosed in this report.

DISTRIBUTIONS

A distribution was made to the Historic Houses Trust of New South Wales (HHT) during the financial year 2016–17 of $455,000.

REPORT BY THE DIRECTORS OF THE FOUNDATION FOR THE HISTORIC HOUSES TRUST OF NEW SOUTH WALES LIMITED, BEING TRUSTEE FOR THE FOUNDATION FOR THE HISTORIC HOUSES TRUST

REPORT BY THE DIRECTORS OF THE FOUNDATION FOR THE HISTORIC HOUSES TRUST OF NEW SOUTH WALES LIMITEDFOR THE YEAR ENDED 30 JUNE 2017


187 186

INDEMNIFICATION OF OFFICERS

The HHT (the controlling entity) has included the Foundation within its Treasury Managed Fund indemnity coverage. The Treasury Managed Fund is a self-insurance scheme owned and underwritten by the New South Wales Government. Such inclusion of the Foundation confers upon it ‘protected entity’ status within the Treasury Managed Fund. The contract of coverage is an indemnification for any and all actions leading to a claim against the covered entity subject to the contract of coverage. Each board member, Trustee, officer and employee of the ‘protected entity’ is covered by the contract of coverage for any ‘legal liability’, alleged or actual, as long as the action is not based on an illegal and/or criminal act or outside the scope of their duties.

DIRECTORS’ MEETINGS

The table below sets out the number of Directors’ meetings held (including meetings of committees of Directors) during the financial year and the number of meetings attended by each Director (while they were a Director or a committee member). During the financial year, three board meetings were held. No separate meetings were held for the Finance and Legal Committee as they are now embedded within board meetings.

BOARD OF DIRECTORS

DIRECTORS HELD ATTENDED

Edward Simpson (Chair) 3 3

Alastair Baxter 3 2

Mark Goggin 3 2

Sian Nagle 3 2

Michael Rose 3 3

Curtis Smith 2 –

Susannah Sweeney 3 3

Simon White 3 1

REPORT BY THE DIRECTORS OF THE FOUNDATION FOR THE HISTORIC HOUSES TRUST OF NEW SOUTH WALES LIMITEDFOR THE YEAR ENDED 30 JUNE 2017

FOUNDATION LIMITED FINANCIAL STATEMENTSFOUNDATION LIMITED FINANCIAL STATEMENTS

189 188

STATEMENT BY THE DIRECTORS OF THE FOUNDATION FOR THE HISTORIC HOUSES TRUST OF NEW SOUTH WALES LIMITEDFOR THE YEAR ENDED 30 JUNE 2017

Pursuant to Section 41C(1B) and (1C) of the Public Finance and Audit Act 1983 and the Corporations Act 2001, the Directors of the Foundation for the Historic Houses Trust of New South Wales Limited state that:

a) The accompanying financial statements and notes present a true and fair view of the financial position and performance of the company at 30 June 2017, and the results of its operations and transactions for the year on that date ended;

b) The financial statements and notes have been prepared in accordance with the provisions of the Public Finance and Audit Act 1983 and the Public Finance and Audit Regulation 2015, and the Corporations Act 2001 and Regulations 2001;

c) The financial statements and notes have been prepared in accordance with Australian Accounting Standards (which include Australian Accounting Interpretations);

d) We are not aware of any circumstances which would render any particulars included in the financial reports to be misleading or inaccurate; and

e) There are reasonable grounds to believe that the company will be able to pay its debts as and when they fall due.

Signed in accordance with a resolution of the Directors made pursuant to Section 295(5) of the Corporations Act 2001.

On behalf of the Directors,

Edward Simpson Chair




191 190


$ $EXPENSES – –

TOTAL EXPENSES – –

REVENUE – –

TOTAL REVENUE – –

NET RESULT – –

OTHER COMPREHENSIVE INCOME – –

Total other comprehensive income – –

TOTAL COMPREHENSIVE INCOME – –



$ $ASSETSCurrent assets – –

Total current assets – –

Non-current assets – –

Total non-current assets – –TOTAL ASSETS – –LIABILITIESCurrent liabilities – –

Total current liabilities – –Non-current liabilities – –

Total non-current liabilities – –TOTAL LIABILITIES – –

NET ASSETS – –EQUITYAccumulated funds – –

TOTAL EQUITY – –


BEGINNING OF AUDITED FINANCIAL STATEMENTSSTATEMENT OF COMPREHENSIVE INCOMEFOR THE YEAR ENDED 30 JUNE 2017


NOTES ACTUAL ACTUALAccumulated

funds Total$ $

BALANCE AT 1 JULY 2016 – –

Net result for the year – –

BALANCE AT 30 JUNE 2017 – –BALANCE AT 1 JULY 2015 – –

Net result for the year – –

BALANCE AT 30 JUNE 2016 – –



$ $CASH FLOWS FROM OPERATING ACTIVITIES – –

NET CASH FLOWS FROM OPERATING ACTIVITIES – –

CASH FLOWS FROM INVESTING ACTIVITIES – –NET CASH FLOWS FROM INVESTING ACTIVITIES – –

CASH FLOWS FROM FINANCING ACTIVITIES – –NET CASH FLOWS FROM FINANCING ACTIVITIES – –

NET INCREASE/(DECREASE) IN CASH – –Opening cash and cash equivalents – –

CLOSING CASH AND CASH EQUIVALENTS – –

STATEMENT OF CHANGES IN EQUITYFOR THE YEAR ENDED 30 JUNE 2017


193 192



A) REPORTING ENTITY

The Foundation for the Historic Houses Trust of New South Wales Limited is a company limited by guarantee, incorporated and domiciled in Australia. The company was incorporated on 13 September 2001. The company is a non-profit entity (as profit is not its principal objective).

The company’s registered office (and principal place of business) is: The Mint, 10 Macquarie Street, Sydney, New South Wales. The company is a controlled entity of the Historic Houses Trust of New South Wales (HHT) and is consolidated with the HHT as part of the NSW Total State Sector Accounts.

The financial statements were authorised for issue by the Directors on 18 September 2017.


The financial statements are general purpose financial statements that have been prepared in accordance with:

• the Corporations Act 2001;

• applicable Australian Accounting Standards (which include Australian Accounting Interpretations);

• the requirements of the Public Finance and Audit Act 1983 and the Public Finance and Audit Regulation 2015; and

• Treasurer’s Directions.

The financial statements are for the Foundation for the Historic Houses Trust of New South Wales Limited as an individual entity.

The financial statements have been prepared on an accruals basis and are based on historical costs modified by the revaluation of selected non-current assets, financial assets and financial liabilities for which the fair value basis of accounting has been applied.

Judgments, key assumptions and estimations made by management are disclosed in the relevant notes to the financial statements.

All amounts are rounded to the nearest dollar and are in Australian currency.

C) CHANGES IN ACCOUNTING POLICY, INCLUDING NEW OR REVISED AUSTRALIAN ACCOUNTING STANDARDS






• AASB 2014-1: Amendments to Australian Accounting Standards (Part D Regulatory Deferral Accounts), making consequential amendments arising from the issuance of AASB 14.


• AASB 2015-1: Amendments to Australian Accounting Standards – Annual Improvements to Australian Accounting Standards 2012–2014 Cycle, which clarifies AASB 5 – changes in the method of disposal, AASB 7 – disclosures – service contracts, AASB 119 – discount rate (regional markets) and AASB 134 – disclosure of information elsewhere in the interim financial statements.




• AASB 2015-7: Amendments to Australian Accounting Standards – Fair Value Disclosures of Not-for-Profit Public Sector Entities. Not-for-profit entities are exempt from making disclosures for recurring and non-recurring level 3 fair values.

• AASB 2015-9: Amendments to Australian Accounting Standards – Scope and Application Paragraphs







D) STATEMENT OF COMPLIANCE

The financial statements and notes comply with Australian Accounting Standards, which include Australian Accounting Interpretations.

2 TRUSTEE

The company acts as Trustee of the Foundation for the Historic Houses Trust of New South Wales (the Foundation). Income and property under the control of the company must be applied to the promotion and achievement of the objectives of the company. No portion shall be paid or transferred, directly or indirectly, to members or directors of the company. The financial statements of the Foundation are prepared from books of accounts kept by the HHT. The financial statements of the Foundation are presented with the company’s financial statements.

3 COMPANY AND TRUST EXPENSES

Operating costs of the company have been met by the Foundation. All expenses incurred by the company were in its capacity as Trustee.

4 RIGHT OF INDEMNITY OUT OF TRUST ASSETS

The assets of the Foundation at 30 June 2017 are sufficient to meet the Trustee’s rights of indemnity out of the Trust assets for liabilities incurred on behalf of the Trust, as and when they fall due.

5 AUDIT FEES

Audit fees for the company accounts are to be paid by the Foundation.

6 MEMBERS’ LIABILITY

The company is limited by guarantee. Every member of the company and every ex-member within one year of ceasing to be a member is liable in the event of winding up for an amount not exceeding $10. There were 12 members at the end of the financial year.



194 195


END OF AUDITED FINANCIAL STATEMENTS

7 CONTROLLING ENTITY

The HHT is considered to be the controlling entity of the Foundation.

8 ASSETS AND LIABILITIES FOR WHICH THE COMPANY IS TRUSTEE

The Foundation Limited doesn’t trade however the details of the underlying assets and liabilities for the Foundation at 30 June 2017 are as follows:

ACTUAL ACTUAL2017 2016

$ $Current assetsCash 2,140,087 2,444,262

Receivables 17,840 36,406

TOTAL ASSETS 2,157,927 2,480,668Current liabilitiesPayables 9,350 18,157

Provisions – 3,460

TOTAL LIABILITIES 9,350 21,617NET ASSETS 2,148,577 2,459,051

9 REMUNERATION OF DIRECTORS

No directors of the company during the financial year received income from the company in connection with the management of the affairs of the company whether as executive officer or otherwise.

10 CONTINGENT ASSETS OR LIABILITIES

There are no contingent assets or liabilities existing at the close of this report.

11 SUBSEQUENT EVENTS

No significant matter or circumstance has arisen since the end of the financial year to the date of this report that has or may significantly affect the activities of the company, the results of those activities, or its state of affairs in the ensuing or any subsequent financial year.


196 197

SLM thanks the many people and groups who have assisted us this year for their generosity, support and expertise, including:

• SLM Volunteers

• SLM Foundation Board

• Governors’ Circle members

• Supporters.

EDUCATION & PUBLIC PROGRAM SUPPORTERS

Angove Family Winemakers

BVN

Chinese Heritage Association of Australia

Food & Words

History Council of NSW

History Teachers’ Association of NSW

Muru Mittigar

Museum of Applied Arts and Sciences

Museums Discovery Centre

Museums & Galleries of NSW

National Trust of Australia (NSW)

NSW Department of Education

NSW Police Prosecutions Command

Parramatta City Council

State Library of New South Wales

Sydney Water

INTERPRETATION & EXHIBITIONS SUPPORTERS

Architecture Foundation Australia

Florilegium Society at the Royal Botanic Gardens Sydney Inc

NSW Architects Registration Board

Porter’s Paints

The Royal Botanic Gardens and Domain Trust

Seidler Architectural Foundation

smow Australia

Snaploader

Stormtech

Susan Maple-Brown am, through the Maple-Brown Foundation

University of Newcastle

Visions of Australia

MEDIA SUPPORTERS

Architecture Media

Australian House & Garden

Habitus

New Land Magazine

The Sydney Morning Herald

THANK YOU TO OUR PROGRAM SUPPORTERS & PARTNERS

MUSEUM SUPPORTERS

Elizabeth Bay HouseSound Heritage

Sydney Conservatorium of Music

University of Sydney, Macleay Museum

Elizabeth FarmNational Trust of Australia (NSW) (Old Government House & Experiment Farm)

Parramatta City Council

Parramatta & District Historical Society (Hambledon Cottage)

Parramatta Heritage Partners, which includes:

Lancer Barracks Museum

Parramatta Heritage Centre

Parramatta Park Trust

Whitlam Institute

Hyde Park Barracks MuseumAustralian Convict Sites World Heritage Steering Committee

The Great Irish Famine Commemoration Committee

Ludlows Legal Regalia & Tailors

National Institute of Dramatic Art (NIDA)

University of Sydney, Department of Archaeology

Urban Sketchers Australia

Justice & Police MuseumNSW Police Force

MeroogalBundanon Trust

Carriageworks

Shoalhaven City Arts Centre

Shoalhaven City Council

Shoalhaven International Women’s Day Committee

Museum of SydneyAMP Capital

Friends of the First Government House Site

Grosvenor Place

Modern House

Vivid Sydney

Rose Seidler HouseHarry Seidler & Associates

Rouse Hill House & FarmBlacktown Arts Centre (Blacktown City Council)

Darug elders and descendants

Hills, Hawkesbury and Riverlands Tourism – HHART

Muru Mittigar

NSW National Parks and Wildlife Service

Susannah Place MuseumProperty NSW

Sydney Harbour YHA

The MintAustralian & New Zealand Society of the History of Medicine

City of Sydney Council

GML Heritage

Vaucluse HouseLa Perouse Aboriginal Community

Woollahra Council

199 198

ANNUAL REPORT 2016–17 PROGRAM SUPPORTERS & PARTNERS

ADMISSION FEES

General entry $12

Child/concession $8

Family $30

Entry is free to The Mint and to the Vaucluse House garden, parklands and beach paddock.

No fee is charged for access to a number of significant urban spaces, including the Hyde Park Barracks Museum courtyard and First Government House Place (the forecourt of the Museum of Sydney).

EDUCATION PROGRAMS

Fees for education programs are structured as group prices starting at $120 for up to 30 students for a 60-minute program.

Specialist programs for senior students are offered on a per-student basis of $25 per student with a minimum booking requirement of ten students.

Supervising teachers are provided with free entry to programs, and additional accompanying adults are charged general entry.

CONTACTS

All properties are closed on Good Friday and Christmas Day. Visit sydneylivingmuseums.com.au for opening hours during NSW school holidays and NSW public holidays.

Sydney Living MuseumsHead Office The Mint 10 Macquarie Street, Sydney NSW 2000 T 02 8239 2288, F 02 8239 2299 E [email protected]

Open Mon–Fri, 9.30am–5pm Infoline 02 8239 2442 TTY 02 8239 2377 www.sydneylivingmuseums.com.au

No.10 Bistro & Store Bistro open Mon–Fri, 11.30am–3pm Store open Mon–Fri, 7.30am–3pm T 02 9232 2293

Caroline Simpson Library & Research CollectionThe Mint 10 Macquarie Street, Sydney NSW 2000 T 02 8239 2233, F 02 8239 2433 E [email protected]

Open Tues–Fri, 10am–4.30pm

Elizabeth Bay House7 Onslow Avenue, Elizabeth Bay NSW 2011 T 02 9356 3022, F 02 9357 7176

Open Fri–Sun, 10am–4pm Schools and booked groups by arrangement

Elizabeth Farm70 Alice Street, Rosehill NSW 2142 T 02 9635 9488, F 02 9891 3740

Open Wed–Sun, 10am–4pm Schools and booked groups by arrangement

Elizabeth Farm Tearoom Open Sat & Sun, 10am–4pm T 02 9635 9488

ADMISSION FEES & CONTACTS

Hyde Park Barracks MuseumQueens Square, Macquarie Street, Sydney NSW 2000 T 02 8239 2311, F 02 8239 2322

Open daily, 10am–5pm Schools and booked groups by arrangement

Bakehouse Open daily, 10am–4pm T 02 9232 1837

Justice & Police MuseumCorner Albert and Phillip streets, Circular Quay NSW 2000 T 02 9252 1144, F 02 9251 5966

Open Sat & Sun, 10am–5pm Schools and booked groups by arrangement

MeroogalCorner West and Worrigee streets, Nowra NSW 2541 T 02 4421 8150, F 02 4421 2747

Open Sat, 10am–4pm Access by guided tour only, on the hour Schools and booked groups by arrangement

Museum of Sydney on the site of first Government HouseCorner Phillip and Bridge streets, Sydney NSW 2000 T 02 9251 5988, F 02 9251 5966 Open daily, 10am–5pm Schools and booked groups by arrangement

The Governors Table Bar & Dining Open for lunch Mon–Fri, dinner Tues–Sat and weekend brunch T 02 9241 1788

Rose Seidler House71 Clissold Road, Wahroonga NSW 2076 T 02 9989 8020, F 02 9487 2761

Open Sun, 10am–4pm Schools and booked groups by arrangement

Rouse Hill House & Farm356 Annangrove Road (PO Box 3123) Rouse Hill NSW 2155 T 02 9627 6777, F 02 9627 6776

Open Wed–Sun, 10am–4pm Access by guided tour only, bookings recommended Schools and booked groups by arrangement

Susannah Place Museum58–64 Gloucester Street, The Rocks NSW 2000 T 02 9241 1893, F 02 9241 2608

Open daily, 2–5pm Access by guided tour only, bookings recommended Schools and booked groups by arrangement

Vaucluse HouseWentworth Road, Vaucluse NSW 2030 T 02 9388 7922, F 02 9337 4963

Open Wed–Sun, 10am–4pm Schools and booked groups by arrangement

Vaucluse House Tearooms Open Wed–Fri, 10am–4.30pm Open Sat & Sun, 8am–4.30pm T 02 9388 8188

201 200

ANNUAL REPORT 2016–17 ADMISSION FEES & CONTACTS

AAboriginal Action Plan 4, 66–7, 68, 110

programming 47, 66–7

working group 66, 124

Aboriginal Advisory Committee 4, 27, 33, 66, 110

access to government information 115–17

acquisitions 88–91, 95, 111

admission fees 200

assets 9, 12, 72–91

audience

family 36, 44, 45

regional 38–9, 41

tourist 36, 39, 45

audience research 65, 71, 77, 103, 106, 124

Audit & Risk Committee 24, 27, 110, 126, 128

auditors’ reports 136–8, 170–2, 189–90

awards 47

BBeulah 20, 21, 78

Board standing committees 27, 110–11

budget estimates 2017–18 126

Ccapital maintenance 75, 84–7, 94, 112

Caroline Simpson Library & Research Collection 12, 19, 40, 60, 79, 88–90, 95, 98, 106, 111, 118

Chairman’s overview 4

City Portfolio 13–14, 30, 124

collections 12, 59, 60, 62, 76, 80, 81, 88–90

Collections Valuation Committee 27, 111

commercial services 94–5

committees 27, 110–12

conservation 11, 21–2, 30, 59, 62, 74–87

Conservation Management Plans 74, 76, 78

consultants, payment of 130

Corporate & Commercial Division 30

corporate planning 12, 33

credit card certification 118

Curatorial & Museums Division 30

Curatorial & Public Engagement Advisory Committee 27, 110

customer response 118

Ddigital

delivery 118

engagement 55

Digital Information Security Annual Attestation Statement 129

Disability Inclusion Action Plan 102, 118, 119, 123

donations 32, 79, 88, 94, 95, 98, 113

Eecological footprint, reduction in 96

education

programs 30, 36, 54, 65, 68, 77, 95

visitation 36, 38–9, 54, 68

Elizabeth Bay House 12, 15, 20, 38, 43, 62, 75, 80, 94, 127

Elizabeth Farm 12, 15, 20, 36, 38, 43, 44, 46, 61, 66, 75, 83, 94, 104

Endangered Houses Fund 20, 21–2, 30, 78, 111

see also Beulah, Exeter Farm, Glenfield, GSDA no 1 Dwelling, Lyndhurst, Moruya Manse, Nissen hut, Throsby Park, Tusculum

ethical standards 126

events, see public programs

Executive Director’s overview 5

Executive Team 4, 5, 28–9

Exeter Farm 20, 22

exhibitions 12, 36, 40–1, 46, 47, 48–9, 59, 94, 95, 96, 110, 118, 124

expenditure 9, 82

external activities and engagement 107–9

Ffinancial statements 133–96

First Government House Place 76, 97

food heritage research and programs 61

Foundation for the Historic Houses Trust of NSW (SLM Foundation) 21, 32, 50, 79, 90, 95, 98, 112, 113

financial statements of 169–85

Foundation Limited financial statements 186–96

fundraising 95, 96

see also Governors’ Circle

Ggardens 55, 83

Glenfield 20, 21

Governors’ Circle 95, 113

grants 55, 77, 94, 112

GSDA no 1 Dwelling 20, 21

HHeritage & Collections

Advisory Committee 27, 111

Division 30

Heritage Floor Space 78

hospitality 38–9, 94

House Museums Portfolio 15–18, 30

human resources 118–25

Hyde Park Barracks Museum 12, 18, 20, 36, 38, 43, 44, 47, 65, 66, 75, 77, 78, 88, 94, 123, 124

IICT management 126

income, generation of 9, 94–5

insurance 127

Internal Audit and Risk Management Attestation 128

interns 106

interpretation 5, 30, 47, 50, 59, 62, 66, 68, 77

JJoint Consultative Committee

27, 102, 111, 119

Justice & Police Museum 5, 12, 13, 20, 38, 45, 75, 76, 78, 80, 87, 90, 94, 104

Lland disposal 118

legal change 127

loans, SLM collections 80

Lyndhurst 20, 21

MMacquarie Street Portfolio 18–19, 30

media coverage 46

membership 63, 71

Meroogal 12, 16, 20, 38, 44, 50–1, 75, 83, 106

Meroogal Women’s Art Prize 46, 50, 95

Mint, The 4, 5, 12, 19, 20, 36, 38, 56, 61, 71, 75, 76, 78, 85, 88, 90, 94, 123

mission statement 10

Moruya Manse 20, 21

Multicultural Plan 102, 118, 124

Muru Mittigar

partnership 17, 66, 68, 97, 124

programs 44, 54, 68

Museum of Sydney 4, 5, 12, 14, 20, 36, 39, 40, 48, 67, 75, 76, 77, 80, 94, 96, 97, 127

museums

contact info 200–1

see also Caroline Simpson Library & Research Collection, Elizabeth Bay House, Elizabeth Farm, Hyde Park Barracks Museum, Justice & Police Museum, Meroogal, Mint, Museum of Sydney, Rose Seidler House, Rouse Hill House & Farm, Susannah Place Museum, Vaucluse House

Museums Discovery Centre 46, 81, 103, 112

NNAIDOC Week 36, 66, 68

Nissen hut 20, 21

NSW Police Forensic Photography Archive 13, 45

Oorganisational chart 31

outreach 36, 38–9

Ppaid admissions 38–9, 94

partnerships 5, 41, 54, 57, 64, 67, 68, 78, 94, 96, 97, 98, 124, 198–9, 204

payment performance 130

People Matter Employee Survey 102

personnel policies and practices 118

policies and procedures 115, 126, 127

Privacy Management Plan 114

Protecting National Historic Sites program 66, 76, 77, 112, 123, 124

public awareness 34, 63, 66

public programs 12, 30, 32, 38–9, 56–8, 59

Rrecords management 96, 127

risk management 104, 105, 126–9

Rose Seidler House 12, 17, 20, 56, 88

Rouse Hill House & Farm 12, 17, 20, 39, 43, 44, 46, 54, 61, 62, 66, 68, 75, 84, 90, 97, 104, 105, 124

Ssecondments 103

self-generated revenue 8, 9, 38–9, 94–5, 112

skills and training 102

SLM standing committees 27, 111

social media 55, 71

sponsors/sponsorship see partnerships

strategic direction 30, 33, 124

Strategic Plan 2017–22 5, 12, 33

Strategy & Engagement Division 30

Susannah Place Museum 12, 14, 20, 39, 43, 88, 90, 104, 105

Sydney Open 5, 32, 46, 47, 56, 70–1, 96, 106

TThrosby Park 20, 22

TRIM, see records management

Trustees, Board of 4, 5, 23

Tusculum 20, 21

UUNESCO World Heritage

listing 12, 18, 44, 77, 94

Unlocked magazine 62, 63

Unlocking Heritage project 5, 36, 64–5, 104

Vvalues 10–11

Vaucluse House 12, 18, 20, 36, 39, 43, 44, 46, 47, 61, 66, 75, 79, 85, 90, 94, 95, 106

kitchen garden 32

vision 10

visitation 8, 36–51, 54, 63, 68, 71

Vivid Sydney 96, 97

volunteers 12, 32, 79, 106, 131–2

Wwebsite 55, 59–60

workforce diversity 119–22

work health and safety (WHS) 102, 104–5, 118, 127

Work Health & Safety Committee 27, 102, 104–5, 112, 119, 127

INDEX

203 202

ANNUAL REPORT 2016–17 INDEX

SLM would like to thank the following partners for their support:

MAJOR PARTNER

MEDIA PARTNERS

CATERING PARTNERS

OTHER PARTNERS

SUPPORTING PARTNERS

Cover Rose Seidler House. Photo © Justin Mackintosh for Sydney Living Museums

Facing contents page Floor map detail adapted from Plan of the town and suburbs of Sydney, August 1822. Mitchell Library, State Library of New South Wales, M2811.17/1822/7. Photo © Haley Richardson and Stuart Miller for Sydney Living Museums

Page 133 Detail view of the bed hanging in the principal bedroom at Elizabeth Bay House. Photo © Haley Richardson and Stuart Miller for Sydney Living Museums

Page 169 Dome in the saloon at Elizabeth Bay House. Photo © Haley Richardson and Stuart Miller for Sydney Living Museums

Page 186 Wool shawl and armchair detail, morning room, Elizabeth Bay House. Photo © Haley Richardson and Stuart Miller for Sydney Living Museums

Page 197 Curtain detail, morning room, Elizabeth Bay House. Photo © Haley Richardson and Stuart Miller for Sydney Living Museums

This page Sunset at Elizabeth Farm. Photo © James Horan for Sydney Living Museums

CORPORATE PARTNERS

NEWLANDI N S P I R I N G M O D E R N L I V I N G

Production: Rhiain Hull, Project Manager – Written Content Clara Finlay, Editorial Officer

Design: Ayumi Moritoki, Design Manager

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The Historic Houses Trust of NSW, incorporating Sydney Living Museums, cares for significant historic places, buildings, landscapes and collections. It is a statutory authority of, and principally funded by, the New South Wales Government.