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Assessment of effectiveness of asset management

As part of the strategic planning process, the Australian National Maritime Museum engages independent reviews of its Strategic Asset Management Plan (SAMP) to identify upcoming capital enhancement, capitalised maintenance and regular and reactive maintenance requirements in line with contemporary cost management processes and sound engineering practices. The Strategic Asset Management Plan is forward-looking over 10 years and budget is made available for this purpose. The plan is current.

The management of heritage and collection assets, including the floating vessels, involves dedicated Conservation and Registration teams, museum-grade environmental conditions for the galleries and warehouse to be maintained as part of the SAMP, and individual maintenance plans for each of the floating vessels due to their exposure to harsh marine environmental conditions.

Plans are regularly assessed by the executive team and presented to Council as required.

Assessment of purchasing against core policies and principles

The Australian National Maritime Museum has a procurement policy, a delegations framework and procurement guidelines. These have been developed in line with the Commonwealth Procurement Rules and processes. The procurement policy is regularly reviewed and was revised this financial year. The ANMM processes are transparent and competitive and designed to ensure value-for-money outcomes.

Contracts and consultancies

Information on contracts and consultancies is available through the AusTender website.

A list of contracts valued at $100,000 or more is published on the ANMM website to meet obligations under the Senate Order for Entity Contracts.

Information Publication Scheme statement

Agencies subject to the Freedom of Information Act 1982 (FOI Act) are required to publish information to the public as part of the Information Publication Scheme (IPS). This requirement is in Part II of the FOI Act and has replaced the former requirement to publish a Section 8 statement in an annual report. The museum’s Information Publication Plan is published on its website.

Productivity gains

The museum’s longstanding commitment to continuous improvement continued throughout the reporting period. A high priority is given to the visitor experience, and the museum implemented the following initiatives to reduce red tape and enhance productivity:

  • launch of Virtual Endeavour program to broaden/streamline access to Endeavour
  • new forums established to share information and ensure efficiency in the planning and marketing of public programs in different areas of the museum
  • new website to bring together multiple microsites under a single website and reduce duplication of effort
  • upgrade in front of house transaction processing system: reduced number of steps required to process transactions and improved data for Finance team
  • whole-of-agency training to improve usage of ELO (Electronic Leitz Organiser) digital records system and support better record keeping. Super-users nominated and trained in each business unit
  • automated ICT on-boarding and off-boarding for staff joining or leaving ANMM; improved efficiency in process.

Correction of material errors to the 2017–18 annual report

One correction is required to the 2017–18 results in the Annual Performance Statement published in the Annual Report for 2017–18. This change has been incorporated in the 2018–19 Annual Performance Statement, along with any minor or consequential changes. Total offsite visitation should be 1,051,776 (not 1,051,330), as one partner institution provided revised data for visitation to the exhibition The Art of Science: Baudin’s voyagers 1800–1804 (an additional 446 visitors) after the statement had been compiled.

Advertising, design and market research (Section 311A of the Commonwealth Electoral Act 1918) and statement on advertising campaigns

In the 2018–19 financial year, the Marketing team spent the following amounts on marketing design and strategy, media buying and advertising and market research agencies

Creative agencies for developing advertising campaigns and strategies
Gapu- Monuk Saltwater campaign creative: Carbon Creative $845
James Cameron: Challenging the Deep campaign creative: Carbon Creative $30,799, Luscious $25,950
Museum Brand Campaign creative: DDB Sydney $29,300
Museum Brand Rollout campaign creative: Canvas $1,842, Grainger Films $10,500, Murphy Carlisle $6,520, Salt $260, Slade Smith $800
On Sharks & Humanity campaign creative: DDB Sydney $34,977.50, Murphy Carlisle $1,365, Salt $2,925
School holiday campaign creative: Extension 77 $14,800, Murphy Carlisle $400
Underwater drone campaign creative: Simpatico $2,345
What’s On campaign creative: Salt $715, Slingshot $2,000, Murphy Carlisle $1,120
Wildlife Photographer of the Year campaign creative: $6,477.50

Market research
Collection of exit survey data: Lyndall Linaker $1,375.89
Market research for quarterly school holiday exit surveys: Strategy 8 Consulting $25,737
Museum Brand Research: DBM $10,000

Media advertising organisations
Gapu- Monuk Saltwater media buying and advertising: Enigma $7,296.75
General museum marketing: Enigma $52,640.84, Facebook $5,174.38, Linkedin $288.60
International and interstate tourism advertising: Darling Harbour Map $1,925, iTournTix $681.18, Minicards $3,600, MyBus Australia $770, Oz Compass $272.73, Sydney Visitor Map $7,400, Sydney Where $6,000, Tabi-no-Goannai $318.18, The Official Sydney Guide $47,960, Traveller’s Companion $268.18, What’s On in Sydney $17,750
James Cameron: Challenging the Deep media buying and advertising: APN Outdoor $34,423.20, City of Sydney $11,387.50, Enigma $72,737.59, Fairfax Media $26,320, National Geographic $39,774.83
On Sharks & Humanity advertising: APN Outdoor $58,595, Torch Media $26,924.58
Wildlife Photographer of the Year media buying and advertising: APN Outdoor $15,211, Enigma $13,931.10, Fairfax Media $15,015, TimeOut $10,505

In the 2018–19 financial year, the Learning team spent the following on design and media advertising:

Education program DL Flyer design: Slade $585.00
On Sharks & Humanity Kids trail design: Slade $480.00

Media advertising promotions
School program promotional faxes: Faxem Holdings $336.20
Online school program promotion: Enigma Communication $13,016.25
ROV program online promotion: Simpatico $1,500.00
Facebook Promotions: $990.00

In the 2017–18 financial year, the Welcome Wall team spent the following amounts on marketing design and media advertising:

Media advertising organisations
Advertising in Italian newspapers La Fiamma and Il Globo for Christmas gift pack: Zeta Media Marketing Pty Ltd $2,500


Design of DL leaflet and press ad: Shoebox Creative $612

Ecologically sustainable development and environmental performance (Section 516A of the Environment Protection and Biodiversity Conservation Act 1999)

Ecologically Sustainable Development Report


How it accords with the principles of Ecologically Sustainable Development (ESD)

How it furthers or advances ESD principles

Compliance with Section J of the Environment Protection and Biodiversity Conservation Act 1999 (BCA) in the design and procurement of new projects or modification to existing facilities

Ensures that any change/addition to our facilities takes into account and implements energy efficiency initiatives that will minimise the environmental impact related to energy usage and/or GHG emissions

Minimises adverse environmental impact with the aim of reducing overall greenhouse gas (GHG) emissions

Electricity reduction by the implementation of new energy-saving technologies/products, including the installation of a 235kW solar panel system in Wharf 7’s roof

Planned and innovative upgrade to new energy-efficient technologies reduces overall electricity usage associated with power-hungry items of equipment

Reduces overall electricity usage and therefore GHG emissions

Water reduction due to the installation of new water-saving devices/fixtures in the newly upgraded amenities in the museum building, which includes water-efficient taps and toilet cisterns with smaller capacity

Preserves water by reducing its usage within our facilities to acceptable levels

Reduces overall usage of both water and cleaning products associated with the operation and upkeep of our amenities

Implementation of e-water technology to reduce then phase out the requirement of chemical-based cleaning products in kitchens, amenities and general cleaning

Protects the environment by minimising the risk of spillage/contamination, as well as plastic sub-product (containers, dispensers, etc) by using water-base alkaline/acid solution for cleaning

Provides a safe workplace for staff, visitors and contractors as well as protecting the environment and sea life where the museum operates

Provision of bicycle parking facilities for staff and visitors

Reduces the use of private/public transport by encouraging staff and visitors to come by bicycle

Encourages a healthier alternative for people to come to the museum; alleviates traffic burden on public roads, which fosters greener environments

Waste management, including onsite rubbish recycling, composting and glass recovery

Waste recycling minimises adverse impact to the environment as well as the energy required to process waste and sub-products

Reduces the amount of waste going to landfill; reduces operational expenditure associated with waste disposal

Environmental Performance Report


Steps taken to reduce environmental impact

Measures to review and improve the reducing effect

Energy efficiency

235kW solar panel system on Wharf 7’s roof

Energy baseline already set up, monthly/annual comparison of electricity consumption. The solar panel system has used up all the available roof space in Wharf 7 building – no extension is possible

HVAC transitional change from sea-water to cooling tower heat-rejection system

Analyse electricity and water consumption once cooling towers are installed and in operation (12 months’ worth of data is required)

Seasonal adjustment of temperature and relative humidity

Compare current results to historical data and mean values to determine effectiveness of implemented strategy

LED lighting upgrade (base building)

Electricity usage profile comparison to previous years. Extend LED upgrade to cover Exhibition Building lighting

BMCS upgrade and rezoning

Electricity usage profile comparison to previous years

VPO/PFC units (to be completed by June 2020)

Compare values for power factor and demand to previous years

Water conservation

Installation of water-saving taps/devices (completed in museum building)

Compare historical water data vs new water consumption

Upgrade from traditional bathroom features to new water-efficient technologies (completed in museum building)

Analyse water consumption once new features are installed and in operation (12 months’ worth of data required)

Waste management

Waste audit completed; implementation stage to be finalised by June 2020

Waste landfill diversion figures to be compared to previous years

Installation of onsite recycling stations

Waste landfill diversion figures to be compared to previous years

Provision of 20 secure bicycle parking facilities for museum visitors (Exhibition Building)

Check visitors’ feedback through front of house and social media (visual inspections)

Environmental Performance Indicator Report


Performance measure




Energy efficiency

Total consumption of electricity across all facilities

Total cost of electricity purchased across all facilities

Amount of electricity consumed in kWh

Cost of electricity purchased in $

From 1/7/2017 the cost rose from $0.13 to $0.18 per kWh





Total consumption of gas across all facilities

Total cost of gas across all facilities

Amount of gas consumed in MJ

Cost of gas purchased in MJ





Greenhouse gas emissions

Amount of greenhouse gases produced (tonnes)




Total consumption of water across all facilities

Total cost of water across all facilities

Amount of water consumed across all facilities in kL

Cost of water purchased in $





Total trade-waste water generated

Amount of grey water captured in kL




Total co-mingled waste production

Total co-mingled waste diverted from landfill

Amount of co-mingled waste produced (tonnes)

Amount of co-mingled waste diverted from landfill (tonnes)

Amount of waste not recorded

104 1

78 2



7 3


Unrecyclable waste production

Amount of waste going to landfill (tonnes) as stated by current service provider


58 4

Recyclable waste production: recycled glass

Amount of glass going to recycling facilities (tonnes)




Number of onsite parking facilities for employees

Number of onsite bicycle parking spots



Number of parking facilities for visitors

Number of bicycle parking spots



1 Total waste production included the waste produced by Wharf 7’s tenant. For the reporting period the waste generated by the tenant could not be extracted, as a waste audit had not been conducted.

2 Total waste production only includes waste generated by the museum’s BAU. Waste generated by the Wharf 7 tenant was extracted from the reporting period following a waste audit that enables the museum to have clear visibility of waste streams/sources.

3 In October 2018 the NSW Environmental Protection Authority removed the Resource Recovery Order for Mixed Waste Organic Material (MWOO).

4 Waste and resource recovery have taken centre stage in the public following eye over the past few years due largely to the ABC documentary War on Waste and the ABC Four Corners program ‘Trashed’, which highlighted the impact on Australia’s recycling crisis accelerated through the implementation of the China Sword Policy.