2019-20 Annual Performance Statements
Introductory statement
We, the Sydney Harbour Federation Trust Board — as the accountable authority of the Sydney Harbour Federation Trust (Harbour Trust) — present the 2019-20 Annual Performance Statements of the Harbour Trust, as required under paragraph 39(1)(a) of the Public Governance, Performance and Accountability Act 2013 (PGPA Act). In our opinion, these Annual Performance Statements are based on properly maintained records, accurately reflect the performance of the entity in the reporting period, and comply with subsection 39(2) of the PGPA Act.
Entity purpose
Enhanced appreciation and understanding of the natural and cultural values of Sydney for all visitors, through the remediation, conservation and adaptive reuse of, and access to, Trust lands on Sydney Harbour (Outcome 1, 2019-20 Portfolio Budget Statements – Environment and Energy Portfolio, p. 274).
To achieve this purpose, the Harbour Trust identified six key results areas with performance criterion in Harbour Trust Corporate Plan for 2019-2023 to ensure that the organisation is on target to meet its strategic goals.
Corporate Plan and performance indicators
In 2019, the Members of the Trust approved the Sydney Harbour Federation Trust Corporate Plan 2019-2023 (Corporate Plan) which set out the specific performance criterion for 2019-20, as well as the Key Performance Measure targets out to 2022-23. These Annual Performance Statements have been prepared to report on the Harbour Trust’s performance in 2019-20 against the Corporate Plan.
Portfolio Budget Statement
Outcome and Program
Outcome 1:
Enhanced appreciation and understanding of the natural and cultural values of Sydney for all visitors, through the remediation, conservation and adaptive reuse of, and access to, Trust lands on Sydney Harbour.
Program 1.1: Sydney Harbour Federation Trust:
To manage emblematic lands around Sydney Harbour, preserve their natural and cultural heritage and foster and promote them as a place of leisure, enjoyment and interest for all Australians.
Corporate Plan
Objective / Purpose
Steward our Parklands
To care for, conserve, and enhance our parklands and built assets, applying the principles of ecological sustainable development.
Welcome Everyone
Our parklands are for all Australians and we welcome both domestic and international visitors.
We want to ensure our sites tell their rich stories, are easy to access, and are places of exploration and discovery.
Build Partnerships
Underpin our work through collaboration and engagement with partners to help us deliver our vision. We are responsible for important public places, and we want to encourage dialogue and debate about their future and the choices we make to ensure sustainability.
A Robust Business
Be a financially stable organisation by generating a stable and mixed revenue stream.
Strengthen our Capabilities
Be a great organisation to work for and strengthen our ability to achieve our goals.
Risk Oversight
Effectively access and manage risk.
Performance criterion: Steward Our Parklands
To care for, conserve, and enhance our parklands and built assets, applying the principles of ecological sustainable development.
Criterion source
Program 1.1, 2019-20 Portfolio Budget Statements – Environment and Energy Portfolio, p. 277.
Sydney Harbour Federation Trust Corporate Plan 2019-2023 – Steward Our Parklands, p. 10.
Results against performance criterion
The Sydney Harbour Federation Trust’s Corporate Plan 2019-2023 set the following strategic goals for this criterion:
Strategic Goals | |
1. | Be a leader in the conservation, interpretation and adaptive reuse of heritage assets, and progressively bring more spaces back to life. |
2. | Partner with Indigenous custodians to care for the land. |
3. | Rehabilitate and preserve our natural environment. |
In 2019-20, the Harbour Trust set the following priority actions and performance measures with relation to this criterion:
2019-20 Priority Actions | Outcome | |
1. | Open the next stage of Sub Base Platypus, with rejuvenated heritage buildings, new public spaces, story-telling and activities, supporting a mix of commercial and community uses. | Achieved |
Sub Base Platypus Stage 1B was completed and fully opened to the public in Feb 2020. Contract management arrangements, including the Defect Notification Period (DNP) continued through 2019-20. | ||
2. | Commence our work to plan and consult with the community about the restoration of 10 Terminal and associated environmental works, in line with the Middle Head Management Plan. | Achieved |
A 10 Terminal Project Control Group (PCG) and governance arrangements has been established. Preliminary analysis, including early costing work and early consultation with the Community Advisory Committee in relation to intensity of use, completed. | ||
3. | Plan for Stage 2 of Sub Base Platypus, taking into account community feedback, and in line with the Sub Base Platypus Management Plan. | Achieved |
Sub Base Platypus Stage 2 PCG and governance arrangements established. Preliminary analysis including early costing work and early consultation on design direction underway. | ||
2019–20 Priority Actions | Outcome | |
4. | Ensure all capital and maintenance investment in our sites is prioritised and effective by integrating the Strategic Asset Management Plan (SAMP) within core business processes. | Partially achieved |
Establishment of a new Capital Works Committee (CWC) and reformed process for review of Capital Works program. Reform to align reactive and planned maintenance underway. Advice provided to the Independent Review of the Harbour Trust in relation to capital and maintenance needs. | ||
5. | Work with the Department of Finance to have Snapper Island transferred to the Harbour Trust, subject to allocation of sufficient funds to undertake the works required to open it to the public. | Achieved |
Support provided to Department of Agriculture, Water and the Environment in relation to the costs of rehabilitation. Decision in relation to Snapper Island is a matter for Government. | ||
Key performance measures (results at 30 June 2020)
Performance Measure | Target | Actual |
% of our land open to the public | 90% | 90% |
Source Data – Precinct spatial maps | ||
% of our built assets in active use | 76% | 77% |
Source Data – Asset register | ||
Visitor satisfaction with the public domain | >90% | 81% |
Source Data – Visitor surveys | ||
Analysis of performance
The Harbour Trust achieved four of the five 2019-20 Priority Actions (with the other partially achieved) set in regards to meeting the Strategic Goals of the Steward our Parklands Performance Criterion. In addition, two of the three Key Performance Measure targets were met. Please note the percent of our built assets in active use, achieved our target of 76% during 2019-20 due to the completion of Sub Base Platypus Stage 1B, however our actual figure increased to 77% due to an internal data review that identified a historical miscount.
The completion of Sub Base Platypus Stage 1B has allowed further activation of the site throughout 2019-20, including increased commercial tenancies, launch of a pop-up café and several events such as Sydney Open and Studio A art exhibition, advancing the Harbour Trust’s adaptive reuse of heritage assets and progressively bringing more spaces back to life.
Project Control Groups for both 10 Terminal, Middle Head and Sub Base Platypus Stage 2 have been established and preliminary work began for further community consultation, making strong advancement against the programme.
However, the unprecedented events that have occurred this year — 2019–20 bushfires in New South Wales that led to numerous days of hazardous air quality in Sydney and the COVID-19 pandemic — resulted in the Harbour Trust implementing several measures to ensure visitor and staff safety and adhere to government regulations.
The bushfires and COVID-19 both significantly impacted visitor numbers and visitor satisfaction. Programming, events and accessibility to sites were drastically disrupted during both these events and the 22nd Biennale of Sydney: NIRIN was suspended, impacting visitor numbers and visitor satisfaction levels, consequently the performance target for visitor satisfaction with the public domain was not met.
Performance criterion: Welcome Everyone
Our parklands are for all Australians and we welcome both domestic and international visitors. We want to ensure our sites tell their rich stories, are easy to access, and are places of exploration and discovery.
Criterion source
Program 1.1, 2019-20 Portfolio Budget Statements – Environment and Energy Portfolio, p. 277.
Sydney Harbour Federation Trust Corporate Plan 2019-2023 – Welcome Everyone, p. 12.
Results against performance criterion
The Sydney Harbour Federation Trust’s Corporate Plan 2019-2023 set the following strategic goals to be achieved for this criterion:
Strategic Goals | |
1. | Make our places ones of discovery and delight that draw visitors. |
2. | Make our parks more widely known. |
3. | Strengthen ties with those with a deep connection to our sites, including Indigenous custodians, military families and veterans, and the industrial workforce of Cockatoo Island. |
4. | Make visiting our places a great experience. |
In 2019-20, the Harbour Trust set the following priority actions and performance measures with relation to this criterion:
2019–20 Priority Actions | Outcome | |
1. | Continue the Cockatoo Island dialogue to explore community values, perspectives and opportunities. This dialogue will inform Harbour Trust activities and priorities for the Island. | Achieved |
Cockatoo Island dialogue completed, and consultation report published in August 2019. This included broad and targeted consultation, and yarning interviews with First Nations people. This was provided as input for the Independent Review, and for further Harbour Trust activities for the Island. | ||
2. | Continue to support wide access to Cockatoo Island through working with the 22nd Biennale of Sydney: NIRIN, programming and interpretation, investment in critical maintenance and repair work to the heritage cranes and the Dog Leg Tunnel. | Achieved |
With COVID-19 restrictions the 22nd Biennale of Sydney: NIRIN, was closed, and with Harbour Trust support, re-opened for 12 weeks in mid-June. New virtual school excursions were created to capture at home primary education audience during COVID-19. Dog Leg Tunnel works completed and reopened in Q3. Additional make safe work was undertaken, including in relation to cranes and cliff face stabilisation during the year. | ||
2019–20 Priority Actions | Outcome | |
3. | Reveal the stories of North Head Sanctuary by working with the community to develop new strategies for programs and interpretation. | Achieved |
Tours of the Plotting Room at North Fort, North Head Sanctuary were conducted for the Sydney Open 2019 event. Plotting Room Interpretation finalised and installed. New extended tour to include Plotting Room has been finalised and will be officially launched once COVID-19 restrictions are eased. | ||
4. | Start work on the Commonwealth Heritage listing of Sub Base Platypus. | Not achieved |
The timing of this work has been postponed and will be reconsidered following the delivery of the Sub Base Platypus Stage 2 Project. | ||
Key performance measures (results at 30 June 2020)
Performance Measure | Target | Actual |
Number of Visits | 1,900,000 | 1,814,299 |
Source Data – People and vehicle counters for Cockatoo Island, North Head, Headland Park and Sub Base Platypus | ||
Visitor Satisfaction | >90% | 89% |
Source Data – Visitor surveys | ||
Analysis of performance
The Harbour Trust achieved three of the four 2019-20 Priority Actions set in regards to meeting the Strategic Goals of the Welcome Everyone Performance Criterion. Neither of the Key Performance Measure targets were met, due to events outside of the Harbour Trusts control.
As noted previously, unprecedented events impacted the Harbour Trust performance in visitor numbers and visitor satisfaction. However, prior to these events the Harbour Trust continued to improve visitor experience through enhanced programming and interpretation of our sites. A multi-year partnership was approved for Sydney Opera House Dance Rites*, and new tours were developed and introduced at both Cockatoo Island and North Head. Along with this, updated brochure collateral for North Head and new First Nation Interpretation for Cockatoo Island was developed and implemented.
Note: *multi-year contract under renegotiation as 2019-20 event postponed due to COIVD-19 measures.
Performance criterion: Build Partnerships
The Harbour Trust under pins our work through collaboration and engagement with partners to help us delver our vision. We are responsible for important public places, and we want to encourage dialogue and debate about their future and the choices we make to ensure sustainability.
Criterion source
Program 1.1, 2019-20 Portfolio Budget Statements – Environment and Energy Portfolio, p. 277.
Sydney Harbour Federation Trust Corporate Plan 2019-2023 – Build Partnerships, p. 14.
Results against performance criterion
The Sydney Harbour Federation Trust’s Corporate Plan 2019-2023 set the following strategic goals to be achieved for this criterion:
Strategic Goals | |
1. | Work openly with the community and other stakeholders as we plan our work and implement our vision. |
2. | Extend and build philanthropic and commercial partnerships. |
3. | Support tenants to help deliver our vision. |
4. | Support and grow our volunteer activities in the fields of natural and built environment, visitor experience, and administrative support. |
In 2019-20, the Harbour Trust set the following priority actions and performance measures with relation to this criterion:
2019–20 Priority Actions | Outcome | |
1. | Lead and contribute to discussions on cultural heritage and the public domain, sharing stories of our success. | Achieved |
Contribution to the publication by the Committee for Sydney, Sydney Harbour Our Greatest Asset (Aug 2019), and participation in discussions with Greater Sydney Commission and Tourism and Transport Forum Australia. Extensive consultation with key stakeholders for the completion of the Cockatoo Island Dialogue Consultation Outcomes Report. The Harbour Trust hosted a number of Sydney Open events during the 2019, became an Institutional Member of Australian International Council on Monuments and Sites (ICOMOS) and a Member of the Bondi to Manly Walk Supporters. | ||
2. | Continue to strengthen our ties within our community, embed the work of our Aboriginal and Torres Strait Islander Advisory Group across the business, consult frequently with our Community Advisory Committees and support our volunteer network by implementing a new volunteer management system. | Achieved |
New Volunteer management system, Volgistics, implemented. In 2019-20, the Harbour Trust held 10 General and Sub Base Platypus CAC meetings, and two Aboriginal and Torres Strait Islander Advisory Group meetings. Two board meetings were held in public. Broad community engagement included public consultation on a draft plan of Management for the Drill Hall precinct, and a draft Leasing Policy (now on hold). Support provided to the Independent Review consultation arrangements. Numerous meetings with community groups and volunteers. | ||
2019–20 Priority Actions | Outcome | |
3. | Implement a philanthropic plan. | Not achieved |
Further progress on this target has been put on hold, pending the implementation of several recommendations contained in the Independent Review. | ||
4. | Partner with NSW and Local Government to assist in the delivery of the Bondi to Manly Walk. | Achieved |
Signage installed and launch event held (8 Dec) for Bondi to Manly walk. Continued representation and participation in all quarterly Sub-Committee meetings, and in discussions with NSW. | ||
5. | Renew our partnership with North Head Sanctuary Foundation. | Not achieved |
Deferred until late 2020. | ||
Key performance measures (results at 30 June 2020)
Performance Measure | Target | Actual |
Number of volunteer hours | 30,500 | 22,004 |
Source Data – Volunteer Manager records | ||
Number of significant, multi-year cultural, environmental and heritage partners | 7 | 10 |
Source Data – Marketing, Communications and Visitor Experience Records, Property Commercial Leasing | ||
Value of philanthropic and sponsorship contributions | $7.5k | $2.5k |
Source Data – Financial records | ||
Analysis of performance
The Harbour Trust achieved three of the five 2019-20 Priority Actions set in regards to meeting the Strategic Goals of the Build Partnerships Performance Criterion. One of the Key Performance Measure targets was exceeded, with the remaining two not met.
Volunteers complete a diverse variety of functions across the organisation, such as acting as tour guides, gardening, manning our visitor centres, and performing restoration activities. Due to government regulation and Harbour Trust COVID-19 measures to ensure the health and safety of our volunteers, staff and visitors, all public programs closed on the 17th March 2020. Consequently, the key performance measure target set for 2019-20 volunteer hours was unable to be met.
During 2019-20, the Harbour Trust underwent an internal review of the multi-year cultural, environmental and heritage partnerships performance measure. The audit findings found a number of community partners had been included in the measure, whilst some long standing cultural partnerships had not been included. Consequently, the measure was revised to include only cultural, environmental and heritage partnerships, resulting in the identification of ten significant multi-year partnerships — being with the North Head Sanctuary Foundation, Royal Australian Artillery Historical Company, Australian Wildlife Conservancy, Sydney Institute of Marine Science, and a further six tenancies at our Headland Park Artists Precinct.
Due to the resources required to implement the Philanthropic Strategy developed in 2018-19, it was concluded to hold off progression until the outcomes of the Independent Review were available. As a result, the value of philanthropic and sponsorship contributions received did not met the key performance measure target set for the year. It remains on hold until implementation of several recommendations from the Independent Review Report.
Performance criterion: A Robust Business
Be a financially sustainable organisation by generating a stable and mixed revenue stream.
Criterion source
Sydney Harbour Federation Trust Corporate Plan 2019-2023 – A Robust Business, p. 16.
Results against performance criterion
The Sydney Harbour Federation Trust’s Corporate Plan 2019-2023 set the following strategic goals to be achieved for this criterion:
Strategic Goals | |
1. | Safeguard and grow our residential and commercial leasing revenue by developing commercial strategies for each site and attracting and nurturing quality tenants to help us deliver our vision and service the community. |
2. | Develop a sound understanding of the financial challenges facing the Harbour Trust and explore potential solutions. |
3. | Implement financially viable events and accommodation strategies. |
In 2019-20, the Harbour Trust set the following priority actions and performance measures with relation to this criterion:
2019–20 Priority Actions | Outcome | |
1. | Work with the Department on the review of the Harbour Trust and advocate for our future, based on the values and principles underpinning our legislation. | Achieved |
The Harbour Trust supported the Independent Review team through the period and provided an official Harbour Trust submission for the review. Official publication of the Review and the response from the Department has occurred. The Harbour Trust has published a Statement of Intent and is working on the implementation of actions recommended in the Review. | ||
2. | Continue to attract and secure a vibrant tenancy through an appropriate mix of commercial tenants and community partnerships, and lift tenant satisfaction. | Achieved |
Most of the commercial tenancy base has been dramatically impacted by COVID-19 measures. The Harbour Trust responded by working with Government to support both the Harbour Trust’s financial position and the tenants most affected. The Harbour Trust has completed a roll out of tenant support. Tenant satisfaction through this period has not been measured, however informal feedback from tenants has been positive through the period. | ||
3. | Develop a tailored approach at each principal site to attract and deliver events, partnerships, public programs and venue hire opportunities. | Achieved |
Several events, partnerships and public programs have been established at our main sites; most notably filming at North Head, weekly organic food markets at Headland Park, Sydney Sail GP, Red Hot Summer Tours, NYE and the 22nd Biennale of Sydney: NIRIN at Cockatoo Island and Studio A exhibition and participation in Sydney Open at Sub Base Platypus. | ||
Key performance measures (results at 30 June 2020)
Performance Measure | Target | Actual |
Leasing Revenue | $13.1m | $10.5m |
Source Data – Financial records | ||
Venue Hire Revenue | $0.55m | $0.97m |
Source Data – Financial records | ||
Visitor Accommodation Revenue | $2.0m | $1.3m |
Source Data – Financial records | ||
Analysis of performance
The Harbour Trust achieved three of the three 2019-20 Priority Actions set in regards to meeting the Strategic Goals of the A Robust Business Performance Criterion. One of the three Key Performance Measure targets was exceeded for the year, with the other two below target.
The Harbour Trust has provided rental relief for qualifying tenants affected by COVID-19 (meeting a certain criteria). Consequently, leasing revenue performance did not meet target for the year. Despite the impact of COVID-19, the Harbour Trust has maintained a stable tenancy base with vacancy rate of less than 6% (excluding new stock yet to be leased). Sub Base Platypus has seen four commercial tenants and a pop-up café established during the year contributing to the vibrancy of the site and leasing revenue.
The Harbour Trust relies heavily upon revenue from leasing, venue hire and visitor accommodation. These revenue sources have been significantly impacted by COVID-19 measures, consequently the Australian Government has enabled access to funds held in our reserves that were previously unable to be used, to both support the Harbour Trust to navigate the financial impacts of COVID-19, as well as to keep sites safe and accessible. Of the funding,
$14 million has been made available to provide short-term rent relief to commercial and residential tenants across our sites and to address other revenue shortfalls.
Venue hire revenue once again exceeded the target set for 2019-20. The over performance was driven by numerous venue hire acquisitions occurring across Harbour Trust sites during Q1-Q3, including a large scale venue hires, Red Hot Summer Tours and Sail GP. However, Harbour Trust accommodation was forced to suspend operations due to government regulation and Harbour Trust COVID-19 measures to ensure the health and safety of our staff, volunteers and visitors. As a result, the key performance measure target set for 2019-20 accommodation revenue was unable to be met.
Performance criterion: Strengthen Our Capabilities
Be a great organisation to work for and strengthen our ability to achieve our goals.
Criterion source
Sydney Harbour Federation Trust Corporate Plan 2019-2023 – Strengthen Our Capabilities, p. 18.
Results against performance criterion
The Sydney Harbour Federation Trust’s Corporate Plan 2019-2023 set the following strategic goals to be achieved for this criterion:
Strategic Goals | |
1. | Attract and retain an outstanding, diverse workforce and invest in its development. |
2. | Shape our organisation to achieve our goals. |
3. | Grow our ICT capacity to improve our capabilities to better target our investment and ensure best proactive, proactive asset management. |
4. | Ensure the culture of our organisation is focused on visitor and client service, as well as delivering quality and best value outcomes. |
In 2019-20, the Harbour Trust set the following priority actions and performance measures with relation to this criterion:
2019–20 Priority Actions | Outcome | ||
Renew our efforts on implementing the Reconciliation Action Plan, and start discussions for the next plan. | Achieved | ||
Framework for new Innovate Reconciliation Action Plan 2020-22 submitted to Reconciliation Australia. National Reconciliation Week events held, virtual yarning circles for staff to attend and discuss topical subjects. Free Webinar held on NSW Aboriginal Trackers and Bungaree’s Farm both sessions with good attendance. | |||
Develop and implement a talent and career pathways strategy. | Not achieved | ||
Deferred until late 2020 due re-prioritisation of work streams due to COVID-19 measures. | |||
Develop a new induction plan for staff and board members to ensure new starters have a high quality on-boarding experience, supporting their engagement with the business. | Achieved | ||
New induction plan created and implemented. | |||
Key performance measures (results at 30 June 2020)
Performance Measure | Target | Actual |
Average Employment Engagement Score | 74% | 64% |
Source Data – Annual Organisational Culture survey | ||
% of employees with effective Personal Development Plans linked to Corporate Plan | 98% | 98% |
Source Data – Human Resources Professional Development records | ||
Analysis of performance
The Harbour Trust achieved two of the three 2019-20 Priority Actions set in regards to meeting the Strategic Goals of the Strengthen Our Capabilities Performance Criterion. One of the two Key Performance Measure targets was exceeded for the year, with the other below target.
The Harbour Trust continued efforts to ensure that our employees Personal Development Plans lined up with the objectives of the Corporate Plan, with 98% of employee Personal Development Plans linked to the Corporate Plan, ahead of the target for the year. The impact of COVID-19 measures on prioritisation of resources, saw the deferral of our employee talent and career pathway strategy to 2020-21.
In 2019, the Harbour Trust completed its second Annual Organisational Culture Survey, overall employee engagement score was below the target set, however the overall result was positive compared to last year, with engagement at 64% (compared to 57% in 2018) and 66% for enablement (also 57% last year). This is exceeding public sector and Non-For-Profit (NFP) benchmarks. In response to training being identified as a need, the Harbour Trust now has access to the Department of Agriculture, Water and the Environment’s online training platform, LearnHub. The Harbour Trust continues to acknowledge that the process to wholly resolve staff engagement levels will require consistent application over a sustained period.
Performance criterion: Risk & Oversight Management
The effective assessment and management of risk underpins the Harbour Trust’s governance framework. It is critical to the control environment for which the Board of Trustees (as the Accountable Authority) has responsibility under the Public Governance, Performance and Accountability Act 2013.
The Harbour Trust utilises the relevant parts of the Commonwealth Risk Management Policy in setting the risk framework to identify, assess and manage its risks. The risk management framework is also informed by the principles and guidelines articulated in the Australian Risk Management Standard (AS/NZS ISO 31000:2009).
The risk management framework includes policies, procedures, guidelines and operational tools to support informed decision making for the management of risks.
The Harbour Trust has an organisation-wide Risk Register which is reviewed at least on a quarterly basis or as new risks arise or when review is otherwise required. The organisational risk register is provided quarterly to the Portfolio Audit Committee and is reported to the Board.
Criterion source
Sydney Harbour Federation Trust Corporate Plan 2019-2023 – Risk Oversight and Management, p. 20.
Results against performance criterion
The Sydney Harbour Federation Trust’s Corporate Plan 2019-2023 set the following strategic goals to be achieved for this criterion:
Strategic Goals | |
1. | Continue a strong focus on risk management and oversight to ensure that staff and the Board comply with all relevant legislations. |
2. | Support the development of a risk aware culture through investment in systems and capability. |
3. | Recognising that our sites are a complex mix of natural, heritage and industrial assets, take all appropriate steps to ensure our workplace and parklands are safe for all by mitigating and managing risks. |
In 2019-20, the Harbour Trust set the following priority actions and performance measures with relation to this criterion:
2019–20 Priority Actions | Outcome | |
1. | Implement reforms to our approach to Work Health and Safety and support a strong safety culture, through a focus on improved training, improved consultation arrangements, and investigation of an online system for WHS management. | Achieved |
The Safety Team conducted a thorough review and update of WH&S monthly, quarterly and executive reports and began implementation. The work focused on supporting and improving safety training, enhancing consultative mechanisms and continuing towards the implementation of a new online WHS management system in 2020-21. | ||
2. | Focus on improving the relevance, completeness and reliability of the measures and datasets that inform our performance reporting. | Achieved |
Corrective actions to improve Performance Criteria & Measures Assessment have been implemented throughout the year. | ||
Key performance measures (results at 30 June 2020)
Performance Measure | Target | Actual |
% of Accepted Audit Recommendations (through the PAC Internal Audit Program) actioned within Agreed Timeframes | 85% | 66% |
Source Data – PAC Audit Actions Outstanding Report | ||
Employee Engagement Survey Responses to two key safety culture questions: (1) (Q75 from 2019 Survey) We have a pro-active safety culture that identifies and manages risks, and is responsive to my concerns; (2) (Q76 from 2019 Survey) I am encouraged to raise safety concerns, and these are listened to and acted on. | >75% | 86% |
Source Data – Human Resources and WHS Records | ||
Analysis of performance
The Harbour Trust achieved both of the 2019-20 Priority Actions set in regards to meeting the Strategic Goals of Risk Oversight and Management Performance Criterion. One of the two Key Performance Measure targets exceeded for the year, with the other below target.
The Harbour Trust identified effective assessment and management of risk as a key focus and introduced it as a new Performance Criterion in the 2019-2023 Corporate Plan. 2019-20 efforts where concentrated on improving WH&S knowledge and processes, and accountability and transparency of Performance Reporting.
The WH&S team was expanded to ensure resources could meet deliverables required. The WH&S team focussed on emergency response plans, creation and implementation of a number of WH&S processes and procedures an creation of COVID-19 Response Committee. The approach proved successful with 86% of employees agreeing the Harbour Trust has a proactive safety culture that encourages reporting safety concerns, that will be actioned, 11% ahead of the target for the year.
To ensure our performance reporting was transparent and accountable the Harbour Trust carried out a Performance Criteria and Measures Assessment, that rated their relevance, completeness and reliability. The results were used to develop an Action Plan to address issues, which have been implemented throughout the year.
The percentage of Accepted Audit Recommendations actioned within the agreed timeframe did not meet the target as two of the six recommendations were delayed in actioning due to the resource impact of the Review and COVID-19. Both recommendations have now been actioned.
A note on metrics
The base metrics and performance measures presented are shown below. In many cases, factors positively influencing one performance measure may negatively influence another, and regular performance tracking will be undertaken throughout the Plan period to better understand this inter-relationship to improve our decision-making.
Land open to the public
The proportion of our sites (all Harbour Trust land is measured in square metres — excluding water rights around Cockatoo Island) that is accessible by the public. It includes both parkland and the footprints of those buildings open to the public for interpretation, visitor facilities, events and food & beverage operations.
This metric is directly affected by capital invested in making land and buildings safe and accessible for public enjoyment.
Built assets (with the potential to be in active use) in active use
The proportion of built assets with the potential for adaptive reuse that is in active use. Examples of built assets that are not considered to have the potential for adaptive reuse include those classified as infrastructure (e.g. cranes, utility/service housings, and wharves) as well as assets identified for potential removal. Examples of built assets that are considered to be in use or have the potential to be in active use include those leased by tenants and those available for public events and hire including the Turbine Shop on Cockatoo Island.
This metric is dependent on capital investment by the Harbour Trust or our partners in re-purposing buildings for appropriate new uses.
Visitor satisfaction with the public domain
An approval score given by visitors to the quality of the parkland, tracks and visitor amenities at Cockatoo Island, Sub Base Platypus, Headland Park and North Head Sanctuary, as measured in visitor surveys.
Number of visits
An estimate of the individual number of visits made by visitors to Headland Park, Cockatoo Island, North Head Sanctuary and Sub Base Platypus.
Cockatoo Island visits are measured by pedestrian counters at the Parramatta, Camber and Marina Wharves.
Headland Park visits are measured by car park use multiplied by the number of people per car (calculated from the average people per vehicle counted quarterly in fiscal year 2018), vehicle counters, pedestrian counters and estimated people and vehicle counts calculated from quarterly research in fiscal year 2018.
North Head Sanctuary visits are measured by a combination of NSW National Parks and Wildlife Service and Harbour Trust vehicle counters, pedestrian counters and estimated people and vehicle counts calculated from quarterly research in fiscal year 2018.
Sub Base Platypus is measured by pedestrian counters at Kesterton Park and Kiara Close entrances.
Visitor satisfaction
An approval score derived from responses to questions about the overall visitor experience at Cockatoo Island, Sub Base Platypus, Headland Park and North Head Sanctuary, as measured in visitor surveys.
Volunteer hours
A count of the aggregate number of hours volunteered to the Harbour Trust and North Head Sanctuary Foundation.
Significant multi-year cultural, environmental and heritage partners
The number of partnerships that the Harbour Trust enters into on an ongoing, multi-year basis across our sites.
Philanthropic and sponsorship contributions
The value of monetary contributions made to the Harbour Trust, primarily comprising of donations and sponsorships.
Earned annual revenue
Our self-generated income comprising leasing, venue hire, accommodation, parking, tours and merchandise and bank interest. Project-specific grant funds from Government are excluded.
Leasing Revenue comprises rents received from residential and commercial leases (including contributory partners).
Venue Hire Revenue comprises licence fees received from the use of land and buildings for events, conferences and filming activity.
Visitor Accommodation Revenue comprises income from the Cockatoo Island campground and holiday houses.
The Leasing, Venue Hire and Visitor Accommodation revenue streams are closely interconnected. For example, investing in re-purposing unused assets will increase our revenue, but without new capital investment, increasing leasing stock may necessarily require reducing the number venues for hire; hosting a major public event may reduce the availability of venues for hire, but it may increase visitor accommodation revenue; increasing the number of contributory partners may reduce our leasing revenue.
Employee engagement score
An approval score derived from responses to questions about overall staff engagement with the Harbour Trust, as measured by an employee engagement survey conducted by an external company.
Employees with effective Personal Development Plans linked to Corporate Plan
A percentage measuring the proportion of staff who have a Personal Development Plan outlining their specific performance objectives for the given period, which are linked to the Harbour Trust’s goals and objectives set in the Corporate Plan.
Accepted audit recommendations actioned within agreed timeframes
A measure of the proportion of audit recommendations (through the Portfolio Audit Committee audit program) — that have been accepted by the Harbour Trust — that have been actioned and addressed within the agreed timeline for implementation to occur.
Survey responses to two key safety culture questions
An approval score derived from responses to two key safety culture questions contained in the employee engagement survey conducted by an external company. The first question assesses employee perceptions on the effective operation of the Harbour Trust’s safety culture, whereas the second question assesses employee perceptions of the response to concerns raised.
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https://www.transparency.gov.au/annual-reports/sydney-harbour-federation-trust/reporting-year/2019-20-23