Annual Report 2019–2020 - OpenGov NSW

Annual Report2019–2020Historic Houses Trust of New South Wales

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 E [email protected]

This report is published on our website sydneylivingmuseums.com.au

The Hon Don Harwin MLC

Special Minister of State, and Minister for the Public Service and Employee Relations, Aboriginal Affairs, and the Arts Parliament House Macquarie Street 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 2020.

Yours sincerely

Naseema Sparks am Adam Lindsay Chair Executive Director

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Contents

Acknowledgment of Country 4

From the Chair 6

From the Executive Director 7

Vision, mission, essence, values and approach 8

Highlights 2019–20 10

Performance overview 12

Visitation 14

Corporate governance 18

Our museums 19

Endangered Houses Fund 27

Board of Trustees 29

Trustees 30

Executive Team 34

Divisions 36

Organisational chart 37

Volunteers 38

Foundation for the Historic Houses Trust of NSW 38

Strategic Plan 39

Case study – Hyde Park Barracks renewal 40

Operational Plans 48

Placemaking, Curation & Collaboration 48Public programs 50

Learning programs 53

Exhibitions 54

Case study – A Thousand Words 58

Touring exhibition program 61

Research 64

Collection loans 65

Resident artist at The Mint 65

Gardens 67

Experience & Engagement 68Portfolio programs 70

Customer service 71

Case study – Digital engagement 72

Membership 74

Volunteers 75

Media and publicity highlights 76

Philanthropy 78

Corporate partnerships 78

Aboriginal Action Plan 79

External activities and engagement 80

Sustainability 82Financial overview 84

Commercial services 84

Capitalised Maintenance Plan 87

Conservation 87

Caring for SLM places during COVID-19 closures 87

Case study – Key acquisitions 88

Shared services with SARA 92

ICT 92

People and culture 94

Workplace health and safety 96

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ANNUAL REPORT 2019–20

Appendices 100

1 Board standing committees 100

2 Associated groups 101

3 Self-generated revenue 101

4 Grants 102

5 Private giving 102

6 Privacy and Personal Information Protection Act 1998 103

7 Public Interest Disclosures Act 1994 104

8 Government Information (Public Access) Act 2009 104

9 Customer response 107

10 Other statutory requirements 107

11 Human resources 107

12 Budget 115

13 Risk management 115

14 Payment performance 119

15 Consultants 119

16 Our volunteers 120

HHT financial statements 122

Program supporters and partners 194

Admission fees and contact details 196

Corporate partners 198

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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, Sydney Living Museums 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 our museums and places. We acknowledge the continuing impact these sites have on Aboriginal Country.

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

Eel Festival. Photo © James Horan for Sydney Living Museums

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5

ACKNOWLEDGMENT OF COUNTRY

Above and opposite Naseema Sparks am; Adam Lindsay. Photos © James Horan for Sydney Living Museums

From the ChairNaseema Sparks AM

Community, connection and impact

As it has for all of us, the past 12 months for Sydney Living Museums (SLM) has had its fair share of highs and lows – from the triumphant reopening of the UNESCO World Heritage-listed Hyde Park Barracks in February 2020, to the forced closure of all of our museums and exhibitions a little under a month later due to a global pandemic.

However, the COVID-19 restrictions do not appear to have diminished the appetite for access to art and culture.

This time has afforded SLM and our partners at the State Archives and Records Authority of New South Wales (SARA) the opportunity to reimagine our engagement with audiences and reflect on the future of our partnership. This period of reflection culminated in the announcement of Community, connection and impact as the new vision that will inform the creative and curatorial process for SLM and SARA for the rest of 2020.

I would like to congratulate Executive Director Adam Lindsay and all staff from both SLM and SARA for their collaboration, innovation and nimble navigation during the past year. This difficult period has shown the strengths of our partnership, displaying the best of what we can achieve together for the benefit of our audiences.

In the last few months alone, we have collaborated to deliver the world-class Hyde Park Barracks renewal project, using transformative technology to create an engaging and immersive audience experience. This project has received international acclaim for museum reimagining.

The renewed Hyde Park Barracks now offers visitors an extraordinary living record of early Australia and a glimpse into the daily lives of convicts, as well as immigrant and asylum women in the 19th century. As a 21st-century experiential museum, it deeply engages audiences with the personal stories of individuals and communities, including First Nations people, who were impacted by this site.

SLM also launched the audience-led exhibition A Thousand Words, which was intended to open at the Museum of Sydney in May, but through the creativity and efforts of SLM and SARA staff, launched first as a groundbreaking digital exhibition.

In this country, we have so much to learn from our unique history. We must continue to invest, continue to be bold and creative, in order to create a ‘future for our past’ – one that generations to come can embrace and experience.

There were some changes to the Board of Trustees during the past year. In 2020 we welcomed Philip Bacon am and Craig Ritchie as trustees, and we farewelled Louise McElvogue after her third term concluded in March. I would like to thank Louise for her wise words and sound advice as a member of the Audit & Risk Committee and as a valued contributor to the Board.

Finally, I would like to acknowledge the continued support received from the NSW Government and the Minister for the Arts, the Hon Don Harwin MLC. Thank you, Minister, for championing SLM.

At this difficult moment in history, I look forward to the innovation, connections and cultural impact we will foster together in the year ahead, and to welcoming visitors to our in-person and virtual exhibitions and experiences during 2020–21.

Naseema Sparks am, Chair


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From the Executive DirectorAdam Lindsay

The past 12 months has been a challenging but enormously rewarding time for Sydney Living Museums (SLM), along with our partner institution the State Archives and Records Authority of New South Wales (SARA).

This year SLM, like cultural institutions around the world, faced uncertainty and inevitable change. When SLM’s sites were forced to close to the public in March due to the global COVID-19 pandemic, effectively withdrawing all physical access to and interaction with our collections and properties, we immediately re-examined the objectives of our enabling legislation and the expectations of our audiences. In doing so, and by adapting expeditiously to the circumstances we found ourselves in, we continued to exceed in our delivery for both.

The first of July 2020 marked 12 months of partnership with SARA. The successes and benefits of the partnership have been evident in so many of our achievements this year: in particular, the combined expertise of our dedicated staff and the expansive collections of both institutions in the delivery of the exhibition A Thousand Words.

The central philosophy of this exhibition was a bold one, founded in the belief that history belongs to everyone because we are all living it as every moment fades into the next. Extending that further, we all have agency to interpret history, and this exhibition invited everyone to do just that. Engaging audiences from all over the world in a social media campaign, the user-generated content became a featured component of the exhibition experience. This creative and democratic approach to history exemplifies the future ambitions of SLM and SARA’s forward-thinking partnership.

The next 12 months will see our partnership with SARA deepen significantly. We will share more resources – building on the combined Finance, People & Culture, groundskeeping and Workplace Health & Safety teams – delivering sustainable outcomes for both organisations, as well as diverse and meaningful development opportunities for team members. We will leverage the amazing NSW State Archives Collection to provide our members and audiences with more stories than ever before.

In February the UNESCO World Heritage-listed Hyde Park Barracks reopened to the public after undergoing a 12-month transformation of visitor experience, interpretation and facilities. The renewed museum delivers audiences an innovative and technologically groundbreaking experience that truly embodies SLM’s strategic vision to create a ‘living future for the past’.

This project drew expertise from each corner of the organisation, from heritage conservation, capital works, curatorial interpretation, exhibitions, programs, education, marketing, ICT and digital, through to our incredible front-of-house staff, much-loved volunteers and every staff member in between.

I would like to acknowledge the Hon Don Harwin MLC, Minister for the Arts, for his continued support and advocacy for SLM and SARA throughout this year. Thank you, Minister.

To our Board, Chair and Trustees, thank you for welcoming me warmly to SLM and for your sage guidance during this turbulent but transformative period; your passion for and commitment to SLM are evident and very much appreciated.

Finally, I want to congratulate the SLM staff, present and past, our family of donors, members and supporters, and our partners, old and new, on a fantastic year. Thank you all for your dedicated support thus far, and we look forward to sharing the exciting year ahead with you.

Adam Lindsay, Executive Director

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FROM THE EXECUTIVE DIRECTOR

Vision

A living future for the past.

Mission

To cherish, protect and share our places and stories.

Essence

We exist so that people can experience Sydney’s past as if they had lived it themselves: to live a whole other life.

Values

Complementing NSW Public Sector Values, we are:• Authentic• Bold• Collaborative• Passionate• A sociable host

Approach

Our 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 our imaginative approach to activities there. Our role is to give our properties and places a future as valuable as their past.

Hyde Park Barracks. Photo © James Horan for Sydney Living Museums

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The Hyde Park Barracks reopens

JUL AUG SEPT

Family Fair at Rouse Hill Estate

Omega Ensemble concert at The Mint

Highlights 2019–20

Top, left to right NAIDOC Week, Rouse Hill Estate; Family Fair, Rouse Hill Estate. Photos © James Horan for Sydney Living Museums; Omega Ensemble. Photo © Keith Saunders; Above, left to right Hyde Park Barracks campaign. Photo Hayley Gallant © Sydney Living Museums; Hyde Park Barracks; Eel Festival, Elizabeth Farm. Photos © James Horan for Sydney Living Museums

JAN FEB MAR

Launch of the Hyde Park Barracks reopening campaign

Eel Festival at Elizabeth Farm

NAIDOC Week at Rouse Hill Estate

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OCT NOV DEC

Spring Harvest Festival at Elizabeth Farm

Sydney Open 2019

Top, left to right Spring Harvest Festival, Elizabeth Farm. Photo © Luisa Brimble for Sydney Living Museums; Central Station clock tower; On the Move, Museum of Sydney. Illustrations © James Gulliver Hancock. Photos © James Horan for Sydney Living Museums; Above, left to right Dr Lisa Cooper. Photo © Toby Burrows for Sydney Living Museums; Image from NSW State Archives; Invasion III, Gordon Syron, 1999. Sydney Living Museums. © Gordon Syron

APR MAY JUN

Dr Lisa Cooper commences as resident artist at The Mint

Launch of A Thousand Words online exhibition

Acquisition of Invasion III by Gordon Syron

On the Move exhibition opens at the Museum of Sydney

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HIGHLIGHTS 2019–20

Visitation

Self-generated revenue

July 2015 – June 2020

July 2015 – June 2020

Outreach and touring exhibition visitation Property visitation

1,010,894 1,107,471 1,316,595

2015

–16

1,070,923

2016

–17

789,253

$8.798m $7.544m $7.495m $7.666m

2016

–17

$7.121m

2017

–18

2018

–19

2019

–20

Performance overview

2017

–18

2018

–19

2019

–20

2015

–16

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$7.121m$27.858m $326.877m

70% Personnel services 19% Other operating costs 5% Depreciation 1% Insurance 5% Maintenance

25% Admissions 15% Programs and exhibitions*

24% Commercial services†

4% Investments 12% Other income 17% Donations, sponsorships

and other grants 3% Retail

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

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

80% Land and buildings 10% Collection assets 3% Plant and equipment 6% Cash and term deposits 1% Other assets†

* Total assets include $22.44m in restricted assets, which represent bequests and donations held by SLM to be used in accordance with the deed of trusts, caveats and other documents governing these funds.

† Other assets include intangible assets ($810,000), trade and other receivables ($1.586m), inventories ($177,000) and plant and equipment ($10.08m).

Expenditure 2019–20 Self-generated revenue 2019–20 Total assets as at 30 June 2020*

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PERFORMANCE OVERVIEW

Visitation

During 2019–20, Sydney Living Museums (SLM) welcomed 789,253 visitors to its onsite exhibitions and programs, museums and historic houses, outreach and education programs, touring exhibitions and hospitality offers, and grounds and landscapes.

Like other cultural institutions in Australia and across the world, SLM’s visitation was significantly impacted by the COVID-19 pandemic. In response to the museum closures, SLM created an enhanced online offer to engage audiences (see page 72). SLM properties were closed from 24 March, with The Mint and the Hyde Park Barracks the only sites to reopen during the 2019–20 financial year, in early June. Even prior to the closure of the properties, a significant decline was recorded in the number of overseas tourists, and our international touring exhibitions hosted in China and Canada were closed from early January and early March respectively. In addition to the impact of COVID-19, visitation in 2019–20 was affected by the closure of the Hyde Park Barracks until late February for an extensive renewal project (see pages 40–7) and the shutdown of the dining offer at The Mint for the majority of the year.

Overall, visitation declined by 26.3% compared to the previous financial year; however, public program admissions achieved 22.9% growth year-on-year, boosted by more than 49,600 visits to SLM’s popular architecture program Sydney Open, and more than 20,000 visitors to the unique and evocative untitled (maraong manaóuwi), a major site-specific installation marking the reopening of the Hyde Park Barracks by Sydney-based Wiradjuri/Kamilaroi artist Jonathan Jones (see page 46).

A number of festivals and community programs continued in 2019–20. The Family Fair and Spring Harvest Festival attracted more than 3600 visitors, with a further 2147 attending SLM programs celebrating Aboriginal culture, the Eel Festival and NAIDOC: Voice. Treaty. Truth.

SLM welcomed almost 240,000 visitors to its museums and historic houses throughout the year. The Museum of Sydney achieved more than 65,000 general admissions, with strong visitation to our temporary exhibition program, including Songs of Home (see page 54) and the family exhibition On the Move (see pages 56–7). The reopening of the Hyde Park Barracks on 21 February was a huge success, with admissions in the first nine days to the end of February exceeding the target by 119%. More than 8200 visitors enjoyed the new immersive experience in the first five weeks prior to the closure of the site due to COVID-19.

An additional 175,322 visitors were recorded across the grounds at The Mint and Vaucluse House, and at the award-winning Edge of the trees installation on First Government House Place (the Museum of Sydney forecourt).

Although participation in SLM learning programs declined by 26.2% year-on-year as a result of school closures and the cessation of excursions from late March, SLM continued to provide access and engagement to school students and teachers. During May and June, almost 13,000 students participated in a range of online excursions focusing on convict history, and how food was grown, stored and cooked in the past.

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* Includes general admission and complimentary tickets.

† ACT, NT, SA, Tas and WA.

Where visitors came from* Where Sydney visitors came from*

50% Sydney 31% Overseas 7% Regional NSW 4% Qld 4% Vic 4% Other states and territories†

20% Northern Sydney 20% Inner city 16% South Sydney 12% Western Sydney 12% Eastern Suburbs 8% Inner West 6% North West 6% Outer Sydney

SLM’s travelling exhibitions welcomed more than 300,000 visitors for the third consecutive year, boosting touring admissions to almost 1.6 million over the past five years. Towers of Tomorrow with LEGO® Bricks continued into the third year of its international tour in the North American market, attracting almost 283,700 visitors in 2019–20, and 760,702 across the full international tour. Domestically, tours for How Cities Work, Marion Hall Best: Interiors, and Underworld: Mugshots from the Roaring Twenties attracted 14,825 visitors across regional NSW and regional Queensland.

Despite the impact of COVID-19 on international tourism, the geographic profile of SLM’s audiences has remained consistent with the previous financial year. Local Sydney audiences represent half of total general admission visitors to SLM museums and historic houses, and international visitors represent around one-third of onsite general admission visitors.

‘What a great experience … you made history such fun.’Visitor to Elizabeth Farm

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VISITATION

Property visitation

Elizabeth Bay House

Elizabeth Farm

Hyde Park Barracks

Justice & Police

Museum Meroogal The Mint

2019–20 SUMMARY

General admissions* 3,470 6,277 9,698 9,514 515 1,373

Paid admissions 2,571 3,933 7,532 8,206 383 262

Prepaid admissions 675 566 1,208 1,094 65 14

Free admissions 224 1,778 958 214 67 –

Library non-education visits† – – – – – 1,097

Education 85 7,120 – 3,449 136 347

Education visits 85 7,120 – 3,449 136 –

Library education visits† – – – – – 347

Public programs‡ 97 1,801 20,120 701 8 2,678

Paid public programs§ 97 822 – 701 8 2,658

Free public programs – 979 20,120 – _ 20

Hospitality admissions 257 3,118 400 1,369 – 12,941

Venue hire 257 67 400 1,369 – 11,591

Dining admissions – 3,051 – – – 1,350

TOTAL ADMISSIONS 3,909 18,316 30,218 15,033 659 17,339

Grounds|| – – 111 – – 131,672

TOTAL AUDIENCE REACH 3,909 18,316 30,329 15,033 659 149,011

Total visitationProperty visitation Outreach visitation Total visitation

2017–18 2018–19 2019–20 2017–18 2018–19 2019–20 2017–18 2018–19 2019–20

General admissions* 210,902 204,276 115,498 23,259 12,739 12,409 234,161 217,015 127,907

Education 67,430 57,697 29,362 729 3,591 15,878 68,159 61,288 45,240

Public programs including Sydney Open‡

28,618 29,332 31,119 39,275 34,208 46,999 67,893 63,540 78,118

Hospitality admissions 189,436 138,028 62,144 – – – 189,436 138,028 62,144

Total admissions 496,386 429,333 238,123 63,263 50,538 75,286 559,649 479,871 313,409

Grounds|| 415,639 278,780 175,322 – – – 415,639 278,780 175,322

Touring exhibitions – – – 373,200 312,272 300,522 373,200 312,272 300,522

Total audience reach 912,025 708,113 413,445 436,463 362,810 300,522 1,348,488 1,070,923 789,253

* General admissions include paid and free general entry including shop-only visits to Elizabeth Bay House, Elizabeth Farm, Rouse Hill Estate and Vaucluse House, and shop and foyer visits to the Museum of Sydney.

† The total number of Caroline Simpson Library & Research Collection visits is 1444. This comprises 1097 general admission visits and 347 tertiary student and teacher visits.‡ Public programs include paid and free public program admissions. § 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 Edge of the trees at the Museum of Sydney on the site of first Government House, and visitation counts at the Hyde Park Barracks, The Mint and Vaucluse House. Grounds admissions in February and March 2020 at the Hyde Park Barracks are recorded as public program admissions to the untitled (maraong manaóuwi) installation.

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

Museum of Sydney

Rose Seidler House

Rouse Hill Estate

Susannah Place

Vaucluse House Outreach¶

Total 2019–20 SUMMARY

65,391 1,560 4,715 4,810 8,175 12,409 127,907 General admissions*

51,175 1,213 3,713 3,718 6,724 2,252 91,682 Paid admissions

3,007 292 461 986 1,039 – 9,407 Prepaid admissions

11,209 55 541 106 412 10,157 25,721 Free admissions

– – – – – – 1,097 Library non-education visits†

4,763 228 7,579 1,061 4,594 15,878 45,240 Education

4,763 228 7,579 1,061 4,594 15,878 44,893 Education visits

– – – – – – 347 Library education visits†

758 35 4,251 293 377 46,999 78,118 Public programs‡

733 35 3,083 293 377 46,460 55,267 Paid public programs§

25 – 1,168 – – 539 22,851 Free public programs

17,042 – 160 41 26,816 – 62,144 Hospitality admissions

5,183 – 160 41 3,440 – 22,508 Venue hire

11,859 – – – 23,376 – 39,636 Dining admissions

87,954 1,823 16,705 6,205 39,962 75,286 313,409 TOTAL ADMISSIONS

708 – – – 42,831 – 175,322 Grounds||

88,662 1,823 16,705 6,205 82,793 75,286 488,731 TOTAL AUDIENCE REACH

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Elizabeth Bay House

Elizabeth Farm

Hyde Park Barracks

Justice & Police

Museum Meroogal The Mint

2019–20 SUMMARY

General admissions* 3,470 6,277 9,698 9,514 515 1,373

Paid admissions 2,571 3,933 7,532 8,206 383 262

Prepaid admissions 675 566 1,208 1,094 65 14

Free admissions 224 1,778 958 214 67 –

Library non-education visits† – – – – – 1,097

Education 85 7,120 – 3,449 136 347

Education visits 85 7,120 – 3,449 136 –

Library education visits† – – – – – 347

Public programs‡ 97 1,801 20,120 701 8 2,678

Paid public programs§ 97 822 – 701 8 2,658

Free public programs – 979 20,120 – _ 20

Hospitality admissions 257 3,118 400 1,369 – 12,941

Venue hire 257 67 400 1,369 – 11,591

Dining admissions – 3,051 – – – 1,350

TOTAL ADMISSIONS 3,909 18,316 30,218 15,033 659 17,339

Grounds|| – – 111 – – 131,672

TOTAL AUDIENCE REACH 3,909 18,316 30,329 15,033 659 149,011

Education 2017–18 2018–19 2019–20

Primary total 50,992 43,883 22,172

Secondary total 7,182 5,829 2,941

Outreach (Connected Classrooms) 727 3,591 15,878

Tertiary 2,230 2,133 1,306

Adult 579 312 34

Teachers 6,449 5,540 2,909

Total 68,159 61,288 45,240

Museum of Sydney

Rose Seidler House

Rouse Hill Estate

Susannah Place

Vaucluse House Outreach¶

Total 2019–20 SUMMARY

65,391 1,560 4,715 4,810 8,175 12,409 127,907 General admissions*

51,175 1,213 3,713 3,718 6,724 2,252 91,682 Paid admissions

3,007 292 461 986 1,039 – 9,407 Prepaid admissions

11,209 55 541 106 412 10,157 25,721 Free admissions

– – – – – – 1,097 Library non-education visits†

4,763 228 7,579 1,061 4,594 15,878 45,240 Education

4,763 228 7,579 1,061 4,594 15,878 44,893 Education visits

– – – – – – 347 Library education visits†

758 35 4,251 293 377 46,999 78,118 Public programs‡

733 35 3,083 293 377 46,460 55,267 Paid public programs§

25 – 1,168 – – 539 22,851 Free public programs

17,042 – 160 41 26,816 – 62,144 Hospitality admissions

5,183 – 160 41 3,440 – 22,508 Venue hire

11,859 – – – 23,376 – 39,636 Dining admissions

87,954 1,823 16,705 6,205 39,962 75,286 313,409 TOTAL ADMISSIONS

708 – – – 42,831 – 175,322 Grounds||

88,662 1,823 16,705 6,205 82,793 75,286 488,731 TOTAL AUDIENCE REACH

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VISITATION

Sydney Living Museums (SLM) is a leading government agency with responsibility for conserving, managing, interpreting and activating 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 became known publicly 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 brand, Sydney Living Museums.

Part of the Department of Premier and Cabinet during the reporting period, SLM is one of the State Cultural Institutions – along with 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, in the Community Engagement cluster.

SLM maintains and opens to the public 12 museums: Elizabeth Bay House, Elizabeth Farm, Hyde Park Barracks, Justice & Police Museum, Meroogal, Museum of Sydney on the site of first Government House, Rose Seidler House, Rouse Hill Estate, Susannah Place, The Mint and the Caroline Simpson Library & Research Collection, and Vaucluse House. (See also pages 19–25.)

All the museums are listed on the NSW State Heritage Register. The site of the 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.

SLM cares for portfolio assets valued at more than $305 million, including buildings, land and museum collections. Its built assets comprise a number of historic buildings dating from between 1793 and 1950, and include some 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.

The collections held are valued at almost $33 million. All are of cultural and heritage significance to NSW. The public can access the collections electronically through a suite of online catalogues, including the Library Catalogue, the Pictures Catalogue and the Museums Collections Catalogue.

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

SLM’s exhibitions, public and learning programs, and online offer bring history to life. Our commitment to our audiences – local, regional, national and international – is to maintain our museums, landscapes and collections with integrity while presenting the narrative of each in contemporary, compelling and relevant ways.

At 30 June 2020, SLM employed 118.96 full-time equivalent ongoing staff, 42.03 full-time equivalent temporary staff, 0.64 full-time equivalent casual staff and 3.5 Executive. It was supported by 500 volunteers in 2019–20.

Corporate governance

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Our museumsHyde Park Barracks

The Hyde Park Barracks was built by convicts between 1817 and 1819 to the design of NSW’s first civil architect (and former convict), Francis Greenway, and is considered one of the finest colonial Georgian buildings in Australia. Between 1819 and 1848, the Barracks functioned as the headquarters of the convict system in NSW, with an estimated 50,000 male convicts passing through the building for inspection, distribution, assignment, accommodation, administration, trial and punishment. 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 Barracks served as Sydney’s female immigration depot, and also, from 1862, as an asylum for aged and destitute women, providing shelter for an estimated 50,000 women and their children until 1887. It then housed courts and government offices. Its complex past has recently been brought to life through a major renewal of the site (see pages 40–7), completed in 2020, that uses cutting-edge technology to create an authentic, immersive experience.

CITY MUSEUMS PORTFOLIO

‘Incredible museum, such wonderful artefacts.’Visitor to the Hyde Park Barracks

Hyde Park Barracks. Photo © Douglas Riley for Sydney Living Museums19

CORPORATE GOVERNANCE

Justice & Police Museum

The Justice & Police Museum occupies three of Sydney’s most important mid-19th-century public buildings. The buildings feature fine sandstone masonry, extensive red cedar joinery, pressed metal decorative ceilings, and important surviving features of the site’s history and function (up until the 1980s) as courthouses and a police station. 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 MUSEUMS PORTFOLIO CONT.

Justice & Police Museum. Photo © Anna Kucera / James Horan Photography Pty Ltd for Sydney Living Museums


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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 land they had occupied.

Opened to the public in 1995, the museum was designed by architect Richard Johnson am, and incorporates many references to the first Government House – 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

Susannah Place 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 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 families. Their occupancy is evident in the many layers of paint, wallpaper, linoleum, modifications and repairs that have survived, as well as the documents and oral histories assembled from former residents and their descendants.

From top Museum of Sydney. Photo © Douglas Riley for Sydney Living Museums; Susannah Place. Photo © James Horan for Sydney Living Museums21


The Mint. Photo © Douglas Riley for Sydney Living Museums

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. It housed private quarters for surgeons and, at various times, operating rooms, hospital wards, medical stores and the Sydney Infirmary (from 1842).

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. Major conservation work completed in 2003 included the construction of award-winning contemporary additions which now house SLM’s head office, the Caroline Simpson Library & Research Collection, food and beverage services, and venue hire spaces.

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 the HHT 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.

CITY MUSEUMS PORTFOLIO CONT.


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HOUSE MUSEUMS PORTFOLIO

From top Elizabeth Bay House. Photo © Douglas Riley for Sydney Living Museums; Elizabeth Farm. Photo © James Horan for Sydney Living Museums

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.

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 decorative arts, natural history specimens, and specimen cabinets containing insects (on loan from the Macleay Collection, Chau Chak Wing Museum, The University of Sydney), 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, by then 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 HHT. A ‘no-barriers’ policy was adopted, which marked a new approach to the presentation and experience of the house museum. Visitors are encouraged to wander freely through the buildings and garden.

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HOUSE MUSEUMS PORTFOLIO CONT.

From top Meroogal. Photo © Douglas Riley for Sydney Living Museums; Rose Seidler House. Photo © Nicholas Watt for Sydney Living Museums

Rose Seidler House

Émigré architect Harry Seidler AC OBE was just 24 years old when he designed a 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 changing direction of architecture in Australia. The house is presented as curated by the architect in 1993.

Meroogal

Meroogal, in the NSW South Coast town of Nowra, is a fascinating Gothic Revival house designed by Kenneth McKenzie and built for his older sister Jessie Thorburn in 1885. The timber-framed and -clad building, with its decorative bargeboards and balconies, 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 HHT in 1985 and opened as a museum in 1988.


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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 foreshore, the house was opened to the public in 1912 and, since that time, has been an important site 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.

From top Rouse Hill Estate. Photo © James Horan for Sydney Living Museums; Vaucluse House. Photo © Kai Leishman / James Horan Photography Pty Ltd for Sydney Living Museums

Rouse Hill Estate

Sited midway between Parramatta and Windsor beside the newly constructed Windsor Road, Rouse Hill House 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 and has extensive views of the Blue Mountains. Its significance lies in the survival of its interiors, furnishings and domestic objects, outbuildings and landscape from occupation by 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 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 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 2016, Muru Mittigar, an Aboriginal cultural organisation, established a cultural education centre in an existing contemporary building on the site.

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Acquired Site Opened Status

1980 Vaucluse House 1980 Museum

1980 Elizabeth Bay House 1980 Museum

1984 Lyndhurst (sold 2005)Offices and library (now a private residence)

1985* Elizabeth Farm 1984 Museum

1985 Meroogal 1988 Museum

1987 Rouse Hill Estate 1999 Museum

1988 Rose Seidler House 1991 Museum

1989 Justice & Police Museum 1991 Museum

1990 Hyde Park Barracks 1991 Museum

1990 Museum of Sydney on the site of first Government House

1995 Museum

1990 Young Street terraces – Offices

1990 Susannah Place 1993 Museum

1993 GSDA No 1 Dwelling, Castlecrag (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 2013) Endangered Houses Fund project

2007 Glenfield (sold 2013) Endangered Houses Fund project

2008 Migrant accommodation housing – 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.

Our sites

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 NSW. 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 future generations to enjoy.

Migrant accommodation housing, Somerset Road, Belmont North This hut is one of more than 50 temporary housing units erected in 1951 at Belmont North, a former mining community, to provide migrant housing. Designed during World War I by British engineer Peter Nissen, these inexpensive lightweight portable buildings were easily and quickly assembled, requiring little building trades knowledge or skill. Large numbers of war-surplus Nissen huts were bought by the federal government for migrant accommodation across Australia. Many other Nissen huts in Belmont North, and at other locations in the lower Hunter Valley, have been demolished or unsympathetically altered. 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, an endangered ecological community, in addition to an 1830s farmhouse in dilapidated condition and a fine 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 costs of restoration and preservation. Significant urban development pressure in the area south of Campbelltown makes sites such as Beulah vulnerable to unsympathetic redevelopment but may also provide the opportunity for well-considered development to offset conservation and restoration costs.

Other properties managed and previously divested under the EHF include:

Lyndhurst, Darghan Street, GlebeBuilt 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’. Acquired in ruinous condition in 1984, the house underwent an award-winning restoration, led by conservation architect Clive Lucas, to become the headquarters of the HHT.

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

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 American architects Walter Burley Griffin and his wife, Marion Mahony Griffin. The Griffins established a development company grandly titled the Greater Sydney Development Association.

In 1993, the house was threatened with demolition. The HHT purchased the property and oversaw the restoration of the house, as well as the construction of a second dwelling on the site, designed by the modernist architect Bruce Rickard. The subdivision and sale of both properties offset the conservation cost.

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Glenfield, CasulaGlenfield was built for pioneer settler Dr Charles Throsby between 1817 and 1824. This exceptional Anglo-Indian bungalow, along with its outbuildings, 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 PointTusculum, 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.

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 2007. 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, MoruyaThis 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, Moss ValeThrosby Park was the second land grant made to pioneer settler Dr Charles Throsby, though he never actually lived there. His nephew, also called Charles Throsby, was the first occupant of the rural dynasty who retained ownership until the property was acquired by the NSW Government in 1972. The house is an exceptional colonial-era bungalow 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.

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The Historic Houses Act 1980 (NSW) provides that the SLM Board of Trustees shall be SLM’s governing body. The Board of Trustees is constituted under section 6 of the Act. Its 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 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, philanthropy, art, Indigenous heritage and culture, 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 of three consecutive terms of office. Trustees do not receive remuneration for their Board activities.

The Board met nine times in 2019–20 to consider and give formal approval to major procedural and policy matters on advice from management.

During the 2019–20 reporting period, Louise McElvogue completed her third and final eligible term as a trustee, and Philip Bacon am and Craig Ritchie were appointed to their inaugural terms on the Board.

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.

Trustee attendance

Name Eligible to attend Attended Leave of absence

Naseema Sparks AM

(Chair) 9 9 –

Philip Bacon AM

(from Mar 2020)5 5 –

Lachlan Edwards 9 8 1

Chris McDiven AM 9 9 –

Louise McElvogue (to Mar 2020) 4 3 1

Ruth Medd 9 9 –

Craig Ritchie (from Jan 2020) 5 5 –

Penelope Seidler AM 9 9 –

Roderick Simpson 8 8 –

Sharon Veale 8 7 1

Board of Trustees

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Lachlan Edwards BEc, Grad Dip Applied Finance & Investment

Lachlan is an investment banker and company director who is one of the founding partners of Faraday, a corporate advisory firm. He has advised governments, companies and funds on some of the most complex corporate situations in Europe and Australia.

Lachlan’s current non-executive roles include Chair of the Turnaround Management Association and Chair of the Advisory Finance Committee of the Sisters of Charity Australia; he is also a director of Hotel Property Investments, and a director of Bell Shakespeare. He has previously co-headed Lazard Australia, and was a managing director of Goldman Sachs and Rothschild (based in London and Sydney). Lachlan was appointed as a trustee in March 2019.

Philip Bacon AM

Art dealer and philanthropist Philip Bacon am is an influential senior member of the Australian arts and culture community. Described by a former chair of the National Portrait Gallery as ‘Mr Bountiful’, in the sense that he steps forward and helps arts bodies where he can, Philip is known for his wise counsel, transformative and well-considered giving, and advocacy for public access. He was named a 2017 True Leader by the Australian Financial Review magazine Boss and identified as one of 21 people changing Australia.

Philip’s philanthropy has also ensured Australia’s art history, including the unique documentary heritage of Australia’s commercial galleries, continues to be captured, preserved and promoted to collectors, art professionals, artists, researchers and people with a passion for art. Philip has taken on a national role in supporting the arts through personal and professional leadership and advocacy, and has opened important communication channels between different art forms such as opera and visual arts. Philip was appointed as a trustee in March 2020.

Naseema Sparks, Chair AM, FAICD

Naseema is an experienced company director and serves on a number of ASX-listed private company boards as well as government regulatory bodies. Naseema has a deep understanding of marketing, media data and customers, and has hands-on management and operational experience in organisations where the main drivers of growth and differentiation are innovation and human capital.

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. Naseema was appointed as a trustee in April 2014 and appointed as Chair of the SLM Board of Trustees in January 2019.

Above, left to right Photo © James Horan for Sydney Living Museums; Photos © Gunther Hang / James Horan Photography Pty Ltd for Sydney Living Museums

Trustees

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Chris McDiven AM

Chris is a primary school teacher and small business owner by background and has served as a director of several not-for-profit organisations. Currently she is the Chair of Together for Humanity and involved with the Rotary Club of Sydney and their projects. Previously she was the chair of the Schizophrenia Research Institute and president of the Kambala School Council. Chris was awarded the Order of Australia (AM) in 2011 for service to the Liberal Party and the community through education and women’s organisations. Chris was appointed as a trustee in January 2018.

Ruth Medd MAICD, FCPA

Ruth is a Fellow of CPA Australia and a former IT professional. She is the Chair of Women on Boards, AHSI Pty Ltd and Australian Chocolate Pty Ltd and a director of the National Foundation for Australian Women. Previously, she has been chair of Australian Ethical Superannuation. Her executive roles have included executive director of the Australian Association of National Advertisers and senior positions with Telstra, the Australian Broadcasting Tribunal and the federal government. Ruth was appointed as a trustee in March 2019.

Craig Ritchie

Craig Ritchie is a Dhunghutti man and is the Chief Executive Officer at the Australian Institute of Aboriginal and Torres Strait Islander Studies (AIATSIS). Craig’s career spans senior roles in Aboriginal and Torres Strait Islander higher education, university access and participation for people from low-socioeconomic-status backgrounds, and international student mobility. He was founding director of Aboriginal and Torres Strait Islander Health in the ACT Government. Craig’s community sector work includes serving as CEO of the National Aboriginal Community Controlled Health Organisation, and Chair of the Winnunga Nimmityjah Aboriginal Health and Community Services.

Craig is Adjunct Professor, Jumbunna Institute for Indigenous Education and Research, University of Technology Sydney, where he also serves on the Vice-Chancellor’s Industry Advisory Board. He studied history, the classics and education at the University of Newcastle, has a postgraduate qualification in management and is currently completing his PhD at Australian National University. Craig was appointed as a trustee in January 2020.

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Roderick Simpson BSc (Architecture)

Roderick is the inaugural Environment Commissioner of the Greater Sydney Commission. Prior to that he was an associate professor and director of the Urban Design and Master of Urbanism programs in the Faculty of Architecture, Design and Planning at The University of Sydney and principal of simpson+wilson, whose work ranges across architecture, urban design and strategic planning. He has worked for the Commonwealth, state and territory governments, on metropolitan and regional planning, and as manager of Urban Design for the Sydney Harbour Federation Trust, and has won a number of urban design and planning competitions at both national and international level. He also has an interest in cultural planning and has previously been a member of the SLM Board of Trustees, and was recently appointed to the UrbanGrowth NSW Design Directorate. Roderick was appointed as a trustee in June 2016.

Penelope Seidler AM, LFRAIA

Penelope is the CEO of the Sydney architectural firm Harry Seidler & Associates and is a generous supporter and patron of the arts. She was inducted as a Life Fellow of the Royal Australian Institute of Architects (RAIA) in 2010 and received an Honorary Doctor of Letters from the University of New South Wales in 2011. Penelope was made a Member of the Order of Australia (AM) in 2008 and was the recipient of the University of Sydney Alumni Award for Cultural Contribution in 2017. She has sat on the International Council of the Museum of Modern Art, New York since 1973 and was a director of the Biennale of Sydney from 2010 to 2019. Penelope was a member of the Australian Commissioners Council for the Venice Biennale from 2005 to 2013, is a former member of the National Gallery of Australia (NGA) Council and has been a member of the NGA Foundation since 2006. Penelope was appointed as a trustee in January 2018.

Photos © Gunther Hang / James Horan Photography Pty Ltd for Sydney Living Museums

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

Sharon is Partner and the Chief Executive at GML Heritage. With a background in urban planning and public history, she has extensive experience in Aboriginal and historic cultural heritage assessment, management, conservation and interpretation for public and private sector clients. Sharon teaches heritage planning at the University of New South Wales, has published three books and regularly contributes to peer-reviewed journals. She is a member of the Board of AusHeritage, the Editorial Board of the Australia ICOMOS refereed journal Historic Environment, and the ICOMOS International Scientific Committee on the Interpretation and Presentation of Cultural Heritage Sites. Sharon was appointed as a trustee in June 2016.

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Trustees who left the Board during the reporting period

Louise McElvogue March 2013 – March 2020

Committees

Three Board advisory committees provide advice to trustees: Audit & Risk Committee, Curatorial & Public Engagement Advisory Committee, and Heritage & Collections Advisory Committee. All three committees are convened under section 9 of the Historic Houses Act 1980 (NSW). The chair of each committee provides a report on key actions and recommendations as part of a standing agenda item at each meeting of the Board of Trustees. These committees are listed in the Appendices (see pages 100–1).

A number of internal staff committees provide advice to management on subjects including collections valuation, workplace health and safety, and diversity and inclusion.

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Rebecca Bushby BA, Grad Dip Mgt, Grad Dip AppSc

Rebecca is the Director of Strategy & Engagement. She has over 20 years’ experience working in the museum and cultural heritage sectors. She recently led the renewal of the UNESCO World Heritage-listed Hyde Park Barracks, which reopened in February 2020.

Rebecca has led a diverse range of visitor experience and strategic engagement projects. These include major museum redevelopment and renewal projects; commercial programs; temporary, permanent and touring exhibitions; commissions and installations; and strategic forward program planning. She manages teams to deliver strong narratives and pursues diverse contemporary interpretation techniques to engage a wide range of audiences across various platforms. She leads SLM teams in the areas of strategic projects, programming, learning, digital, and development and fundraising.

Ian Innes BScArch, BLArch

Ian is the Director of Heritage, Collections & Portfolio, charged with the ongoing conservation and care of SLM’s historic buildings, gardens and cultural collections. Originally trained in architecture and landscape architecture, Ian has spent a large part of his career in the conservation and management of cultural landscapes – such as private estates, botanic gardens and public parks – including in senior roles at the Royal Botanic Gardens Sydney and Centennial Parklands. Since joining SLM in 2009 he has secured funding to implement a large capitalised maintenance program enabling the heritage assets to be preserved to a high standard. SLM puts a strong emphasis on its properties maintaining a contemporary relevance and cultural value. This requires carefully balancing conservation factors with the management of change to facilitate ongoing use and activation.

Adam Lindsay, Executive Director BA/BBus, BA (Hons), MA

Adam joined SLM as Executive Director in July 2019, and is also a director of the SLM Foundation. Adam is concurrently Executive Director of SLM’s partner institution, the State Archives and Records Authority of New South Wales (SARA).

Adam has extensive experience in senior leadership roles within government and cultural institutions. As assistant director of Queensland Art Gallery | Gallery of Modern Art (QAGOMA), Adam co-planned a program that attracted record attendance and featured one of 2017’s top 20 most attended exhibitions globally, secured significant increases to funding and oversaw the heritage listing and conservation management planning for the Queensland Art Gallery building. In his time at QAGOMA, Adam oversaw a diverse range of functions, including finance, visitor services, human resources, marketing, media, IT, corporate development and government relations.

Adam also held a number of senior roles within the Australian Department of Broadband Communications and the Digital Economy, including Director Indigenous Service Delivery, where he implemented digital television across Australia’s regional and remote communities.

Executive Team

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Opposite page, left to right Photos © James Horan for Sydney Living Museums; Photo © Tim Pascoe / James Horan Photography Pty Ltd for Sydney Living Museums

Executive movements during the reporting period

Lisa WaltersDirector, Corporate & Commercial Left organisation in June 2020

Review mechanisms

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

SLM engages in several levels of performance review practice. The Executive Director has a performance agreement, which is reviewed annually, with the Chair of the Board of Trustees and the Deputy Secretary of the Community Engagement cluster, Department of Premier and Cabinet. 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 Group (heads of teams).

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Divisions

SLM is structured around three divisions: Corporate & Commercial; Heritage, Collections & Portfolio; and Strategy & Engagement. All three divisions are 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 the following teams: Bookings Services, Commercial Services, Finance, Information & Communications Technology (ICT), Logistics, People & Culture, and Reception. It manages venue hire, property rental, and food and beverage partnerships across SLM.

Heritage, Collections & Portfolio Division

The Heritage, Collections & Portfolio Division manages the conservation, operational management and daily visitor experience at SLM’s 12 sites, as well as the Endangered Houses Fund program, conservation management planning, asset maintenance and delivery of capital works, collections care, conservation and landscaping. It contains four teams: Collections & Access, Heritage, City Museums Portfolio, and House Museums Portfolio.

Strategy & Engagement Division

The Strategy & Engagement Division manages SLM’s stakeholder engagement, donors and corporate partners; leads Indigenous strategy and cultural engagement; and creates compelling, innovative and engaging programs to grow audiences, enhance perceptions of SLM and increase public appreciation of heritage. The division comprises four teams: Development & Fundraising, Digital, Experience & Learning, and Strategic Projects.

Directorate Team

The Directorate Team includes: the Executive Support Team, who support the Executive Director and the divisional directors, the Curatorial & Exhibitions Team, and the Marketing & Audience Insight Team.

The Curatorial & Exhibitions Team, reporting to the Executive Director, delivers the permanent interpretation of each site, the temporary exhibition program at the Museum of Sydney and the touring exhibitions program.

The Marketing & Audience Insight Team, also reporting to the Executive Director, provides strategic direction for 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, and works to increase member awareness and engagement.

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Minister for the Arts

Board of Trustees

Deputy Secretary, Community

Engagement

Department of Premier

and Cabinet

Executive Director

Executive Assistant

Director, Heritage, Collections & Portfolio

City Museums Portfolio

Collections & Access

Heritage

House Museums Portfolio

Bookings Services Executive Support Officer

Commercial Services

Finance

People & Culture

Information & Communications

Technology

Logistics

Reception

Executive Support Officer

Development & Fundraising

Director, Corporate & Commercial

Director, Strategy & Engagement

Foundation

Digital

Experience & Learning

Strategic Projects

Organisational chart As at 30 June 2020

Curatorial & Exhibitions

Marketing & Audience Insight

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Volunteers Foundation for the Historic Houses Trust of NSW

The SLM volunteer program harnesses the diverse skills and expertise of individuals seeking to help the organisation to achieve its mission. Museum volunteers located at each SLM site work to engage visitors by sharing the properties’ rich stories. Volunteer gardeners at Vaucluse House and Elizabeth Farm enhance the presentation of the gardens, and 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, such as the Eel Festival and Spring Harvest Festival, are supported by event volunteers who provide customer service and play a valuable role in ensuring events operate efficiently. Hundreds of volunteers assist in making Sydney Open possible every year, bringing their energy and commitment to provide positive visitor experiences.

Behind the scenes, SLM benefits from the specialised skills of project volunteers who undertake research into the collections and assist with records management.

SLM maintains volunteers’ engagement through knowledge-building outings and talks, and forums, where volunteers are consulted on a range of topics relating to volunteer management.

A tax concession charity (DGR 2 – deductible gift recipient), the SLM Foundation was created in 2001 for the purpose of ‘the management, maintenance, promotion, advancement and development of the museums, historic houses and other properties vested in, acquired by or under the care, custody and control of the HHT’. It is responsible for raising funds on behalf of the organisation, and its charter requires that its directors:

i) have experience in fundraising and stimulating a philanthropic culture

ii) have a high profile in a key sector for the Foundation

iii) have relevant networks and connections

iv) be able to identify prospective donors and help cultivate donors

Foundation directors are key to creating opportunities to work with donors to develop greater philanthropic funding. While SLM is supported by the NSW Government, it is the benefaction of donors and other supporters that helps the organisation to deliver premium exhibitions, develop education programs and grow public programs and events, as well as ensuring the conservation of its historic houses and museums. SLM Foundation directors actively assist in seeking contributions to the Foundation throughout the year.

The Foundation Board is chaired by Susannah Sweeney. The other Foundation directors are Joshua Black, Bruce Hambrett, Chris McDiven am, Naseema Sparks am and SLM Executive Director Adam Lindsay. All the directors bring specific philanthropic skills and expertise to the organisation, as well as a passion for SLM.


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Strategic Plan

Implementation of Operational Plans

In 2019–20, the Executive Team developed and implemented three organisation-wide Operational Plans to drive and track the delivery of the key performance indicators (KPIs) and success measures outlined in SLM’s Strategic Plan 2017–2022. The three plans – Placemaking, Curation & Collaboration; Experience & Engagement; Sustainability – align to goals set out in the Strategic Plan.

The Operational Plans were linked to specific initiatives, with clearly articulated measures of success for the reporting period. They aimed to ensure that resources were allocated in line with the Strategic Plan’s KPIs and the legislative requirements of the Historic Houses Act 1980 (NSW); any roadblocks and risks to success were captured, monitored and reported; and SLM teams collaborated more effectively through a clearer articulation of their shared priorities.

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Hyde Park Barracks renewal‘Really impressive. Very different.’Visitor to the Hyde Park Barracks

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Overview

The renewed Hyde Park Barracks is a cutting-edge experiential museum that offers visitors a new way to experience authentic, well-researched ‘living’ history at a heritage site.

Inscribed on the World Heritage List in 2010, the Hyde Park Barracks is one of 11 sites that together form the Australian Convict Sites World Heritage Property. Collectively, the sites represent the forced migration of convicts to penal colonies in the 18th and 19th centuries. The renewal project contextualises the Barracks within the broader Australian Convict Sites story.

Through a cohesive narrative and immersive visitor experience, the Hyde Park Barracks brings to life the convict origins of colonial Australia, exploring its impact on First Nations communities, and the shelter

and care of immigrant and destitute women. The project is an exemplary case study for experiential storytelling within a place-based museum of national and global significance.

The Interpretation Masterplan for the Barracks renewal was grounded in SLM’s curatorial work and underpinned by stakeholder engagement and extensive audience research. It focused on increasing both the physical and intellectual accessibility of the site, its collection and its stories and framed an ambitious vision for the Barracks, including enhanced interpretation, a new visitor path opening up previously inaccessible areas, regular public programming and activation and improved site facilities. SLM engaged a number of specialist firms, locally and globally, to aid the realisation of the new Hyde Park Barracks.

Photo Lorinda Taylor and Pamela Amores © Sydney Living Museums41

CASE STUDY: HYDE PARK BARRACKS

Construction

The Hyde Park Barracks closed on 29 January 2019 for preliminary works to prepare the site for a full renewal. In May 2019, Zadro Constructions was engaged as the main contractor, responsible for the building works and service upgrades, including:

• works on the north range and main Barracks buildings, such as removal of existing fit-out as necessary, service upgrades including all cable installation, interior painting and exhibition infrastructure fit-out, and installation of new internal and external lighting;

• works to the east range amenities, including the installation of new fully accessible toilets and a family room;

• installation of ramps and linked pathways as well as an elevated platform (deck) in the Learning Precinct to create a new and inclusive level of visitor access throughout the site. (See also page 113.)

Pure Projects managed the construction contract. SLM provided full project oversight to ensure all aspects of the project were effectively achieved.

Hyde Park Barracks liftThe installation of a passenger lift has enabled equitable access to the upper floors of the building for the first time. The lift is fully supported on the concrete lift well at its base and sits completely detached from the historic fabric that surrounds it. The lift provides an inclusive experience as the visitor moves through the building’s three levels. Its design and installation are a significant component of the realisation of a contemporary museum experience within a property where fabric preservation is vital. Designed by Johnson Pilton Walker in October 2019 and installed by Gartner Rose, the lift was operational when the exterior ramps and exhibition fit-out were installed in February 2020.

Above Photo © James Horan for Sydney Living Museums

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Below Photo © James Horan for Sydney Living Museums

Design and content

Audio guideSLM collaborated with New York-based design firm Local Projects to produce an experience with emotional storytelling as a primary goal: to create meaningful and memorable learning opportunities through personal connection and powerful narratives. Local Projects developed a bespoke software application to deliver an immersive audio experience to visitors as they move through the Hyde Park Barracks. Real-time location positioning technology determines a visitor’s proximity to the artefacts and other exhibition elements within each gallery. Sound and visual media react to the visitor’s position and enable a seamless interactive multimedia experience that does not require touchscreens.

The methodology behind the sound design considers the physical, cultural and emotive dimensions of the visitor journey and supports the exhibition narratives and interpretation throughout.

SLM worked with Local Projects and Antenna International to develop the audio guide, which was available on the reopening of the Barracks as a standard tour (in English) and a mobility guided tour. Recording of the audio guide in Mandarin and an audio descriptive tour for vision-impaired visitors were finalised in March 2020.

SLM engaged audiovisual integrators Datascene to source, configure and install the large and complex range of display and network hardware onsite. Gradient Technologies from Melbourne installed location-based hardware supplied by Quuppa.

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Digital media productionSLM engaged a number of talented local media producers and creative agencies to develop visual content and digital media. These ranged from single-screen displays to immersive projections. Examples include:

• a 3D-animation produced by Collider illustrating the activities of convicts at night. It was made using a gaming engine, and ongoing subtle changes in environment mean that as the story repeats, it never looks quite the same;

• interviews with descendants of people impacted by the Barracks who discuss the legacy of the site and what it represents to them. Displayed on life-size screens, the films were produced by Grumpy Sailor;

• a nine-screen immersive installation telling the story of the Myall Creek massacre, produced by Brendan Blacklock of Blacklock Media.

LightingThe exhibition lighting design was undertaken by Electrolight in collaboration with Local Projects, and includes all display lighting, general circulation lighting and exterior lighting across the site. LED fittings have been installed in all areas, linked via a new integrated lighting control system.

Souvenir book

A souvenir book, which showcases and builds on the stories presented in the new visitor experience, was published in alignment with the reopening of the Barracks.

Below Photo © Oriol Ferrer Mesià, Local Projects

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First Nations stories

All Aboriginal stories were co-created with community members, who determined which stories were told, informed narrative and scripting, and directed the stories’ presentation within the museum. The Myall Creek massacre story in the Violence at the Frontier gallery was developed with content direction from Aunty Sue Blacklock, language recording with Clayton Blacklock, and a film commission with Blacklock Media. The Friends of Myall Creek group were also consulted. Both Aunty Sue and Nathan Blacklock were filmed for the Legacy gallery. Members of the Darug community and Bathurst Wiradjuri community were engaged to direct both the script and the creation of 1:100 scale models that tell stories relating to the expansion of the NSW colony. Uncle Brian Mallyan Grant, Uncle Bill Dinawan Allen and Leanna Carr-Smith were also filmed for the Legacy room.

Aboriginal partners and participants included: Aunty Sue Blacklock and the Blacklock family (Gamilaraay from Tingha, NSW); Gunhigal Mayiny Wiradyuri-Dyilang Enterprise (Wiradyuri from Bathurst, NSW); Leanne Watson and Erin Wilkins (Darug from Sydney); and Uncle Allen Madden (Gadigal from Sydney).

Aboriginal voices were also incorporated strongly into the reopening of the site, outlined in more detail on page 46.

Collections and conservation

Archaeology collectionOne of the objectives of the renewal project was to increase the number of collection items on display in the Hyde Park Barracks. To enable this, SLM undertook a thorough audit of the archaeology collection to identify potential items for display. Over 1700 archaeological object records were updated with accurate descriptions, dimensions, locations and images. The process included photography of 823 objects, resulting in over 2700 digital assets that can be featured online, in print and for marketing purposes, making the collection more accessible to a wider audience. In addition, 144 objects were identified for conservation treatment to ensure their ongoing preservation and potential for long-term display. A total of 4153 individual objects from the archaeology collection are exhibited in the new museum experience, an increase of 150%.

Two areas were established onsite to provide storage for the Barracks’ collections and facilitate access for in-depth research of the collections by SLM staff and external academics and researchers.

Conservation of the Vulliamy clockThe Hyde Park Barracks two-train turret clock is the oldest surviving public clock in Australia and is an item of exceptional significance in its own right. It is a rare intact example of the work of colonial clockmaker James Oatley and the output of the Vulliamy clock works in London.

In 2019–20, conservation works were undertaken to address condition issues and improve the general operation of the clock and associated infrastructure. The works included an overhaul of the mechanism, refinishing of the clock dial, repairs to the dial hands and bell hammer assembly components, conservation of the timber case housing the mechanism, conservation of the timber platform the clock sits on and the timber ‘shed’ around the platform, and installation of a ladder bracket on the timber platform to assist access to the platform for winding the mechanism and general maintenance. Supported through the Commonwealth Government Australian Heritage Grants Program, these works have ensured the ongoing function of this significant item.

Operations

A new team of 12 Visitor & Interpretation Officers was recruited with expertise in retail and visitor services, and the front-of-house delivery is led by two Visitor Services Experience Officers. Also recruited were 61 volunteers – the largest ever recruitment to SLM’s year-round museum volunteer program (see page 75) – comprising brand-new volunteers, returning Hyde Park Barracks volunteers and volunteers from other SLM museums.

Staff and volunteers participated in an extensive training program, and new procedures and resources were developed relating to audio guide support, retail stock control and display, media troubleshooting, accessibility, management of groups and emergency evacuation.

New uniforms featuring SLM’s brand colours, red and black, and new logo were produced for front-of-house staff and volunteers at the Hyde Park Barracks.

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Programming and learning

Learning programsTo align with the renewal project, SLM began developing a rich suite of onsite school programs and designed a new Learning Precinct, which will be completed in 2020–21.

Four new curriculum-linked programs explore life at the Barracks for convicts and female immigrants, the impact of the convict system on Aboriginal peoples and Country, and the role of archaeology in historical inquiry. The programs prioritise inquiry and object-based learning, develop students’ critical thinking skills and explore history through personal stories and place-based interpretation.

Continuing its program of creative collaboration with schools, SLM asked Year 5 students at Loreto Kirribilli in Sydney to create contemporary artworks inspired by items from the Hyde Park Barracks collections that relate to the Barracks when it served as an immigration depot for women. Fifty students created decorative brooches, which are currently displayed in an online gallery. The brooches will form part of an onsite exhibition of students’ work in the Hyde Park Barracks Learning Precinct.

untitled (maraong manaóuwi) by Jonathan Jones To mark the reopening of the Barracks, SLM commissioned Wiradjuri/Kamilaroi artist Jonathan Jones to create a unique site-specific installation that explored the site’s history within a contemporary framework. Part of the City of Sydney’s 2020 Art & About program, untitled (maraong manaóuwi) looks at the visually similar symbols of the emu footprint and the English broad arrow as a way of understanding history and cultural relations.

untitled (maraong manaóuwi) (21 February to 15 March) comprised an emu footprint/broad arrow design, laid across the entire 2500 square metres of the Barracks courtyard. Each symbol was created using two different types of crushed gravel sourced from quarries on Wiradjuri Country near Bathurst and Griffith and spoke to both the colonial exploration of Australia and the convict labour that the Barracks represents. Audiences were invited to walk on top of the work and reflect on the duality of the symbols and their meaning, a process that intentionally resulted in the work being slowly destroyed.

The installation was accompanied by a specially curated program of 50 free talks, demonstrations, workshops and performances presented by members of 23 different First Nations groups. More than 20,000 people engaged with the artwork and participated in programs.

Marketing campaign and publicity

SLM worked with Wavemaker, the NSW Government master media buyer, to develop a comprehensive marketing strategy and campaign plan for the renewed Hyde Park Barracks, and with the agency Novel to develop the campaign creative. Launched on 16 January, the campaign was based on the concept ‘My story, our history’, and portrayed the museum’s themes of control, fear and hope through expressive character portraits of convicts, a female immigrant and First Nations people. It was delivered via outdoor, print, broadcast and digital channels, supported by publicity and promotions. Advertising and editorial content was also placed across tourism and culturally and linguistically diverse (CALD) print and digital publications.

On 20 February, a media preview event was attended by 26 representatives from a range of print, broadcast and digital media. Coverage included a full-page feature article in the Financial Times (UK), interviews with BBC Radio 1 (UK), ABC Radio National and ABC Radio Sydney, feature articles in The Australian, The Sydney Morning Herald and The Daily Telegraph, along with national broadcast television coverage across all commercial channels, ABC, SBS and National Indigenous TV, ABC Radio National, ABC Radio Sydney and Koori Radio. There was also substantial online media coverage across a variety of arts and lifestyle sites, including Atlas Obscura, The Sydney Morning Herald, The Daily Telegraph, Broadsheet, Getty World Images, ArtsHub, The Guardian, Ella’s List, KidSizeLiving and the Charles Sturt University digital newsletter.

In the first nine days of opening, the Hyde Park Barracks welcomed 3595 visitors, exceeding the target by 119%. Overall, 8289 visitors enjoyed the new experience up to 23 March, when the museum was closed due to COVID-19 restrictions. Reduced-price tickets for NSW residents comprised 44% of total sales, and SLM members, who are predominantly located in NSW, comprised a further 9% of admissions.

Below and opposite page Jonathan Jones artwork testing at the Hyde Park Barracks. Photo © James Horan for Sydney Living Museums; Photo © Pedro Greig for Sydney Living Museums. untitled (maraong manaóuwi). © Jonathan Jones

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Royal Naval House, Sydney Open 2019. Photo © James Horan for Sydney Living Museums

Operational Plans

Placemaking, Curation & Collaboration

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Public programs

NAIDOC WeekOn 14 July, Sydney Living Museums (SLM) welcomed more than 1100 visitors to Rouse Hill Estate for the annual NAIDOC Week program, an increase of 9% on the previous year and a 73% increase on 2017. A key event in SLM’s annual cultural calendar, this was its eighth successful NAIDOC program, which saw a 46% increase on target visitation of 800. Positive feedback from visitors reinforces how special this event is to the local community.

The audience was diverse, with a large contingent of families from the local area, along with strong attendance by Aboriginal communities – 24% of visitors identified themselves or someone in their group as Indigenous. This year’s theme was ‘Voice. Treaty. Truth’, and audiences were inspired by the authentic cultural experiences on offer that provided insights into Aboriginal culture and the rich stories unique to the site.

Family FairThe Family Fair, SLM’s highest attended annual family program, was held at Rouse Hill Estate on 18 August. This sold-out event attracted 3000 people.

Designed to activate the entire site, activities included sheep shearing, whip cracking, a mobile petting farm, pony rides and ‘meet the farmer’ sessions, along with maypole dancing, guided tours of the house and ‘lessons’ in the restored 1888 Rouse Hill schoolhouse.

A range of reading and storytelling experiences were on offer, with a pop-up library hosted by Blacktown City Libraries, a paper portraits activity based on photographs of the Rouse family, animations in the stables, vintage lawn sports, kite flying, a ribbon art installation, roving performers and live music.

Annual History LectureThe Annual History Lecture, presented by the History Council of New South Wales in partnership with SLM, took place at The Mint on 3 September during History Week. The lecture was delivered by Professor John Maynard with a paper entitled ‘Counter currents – Aboriginal men and women at the heart of empire’.

Omega at The Mint concert seriesTo coincide with the Songs of Home exhibition (see page 54), SLM partnered with the Omega Ensemble to present two concerts at The Mint, in September and October. The ensemble performed classics by Bach, Beethoven and Mozart, alongside a new commission by UK composer Laura Bowler. (The composition and performance were funded by the Arts and Humanities Research Council, Great Britain.) The new work reflected on the British experience of emigrating to Australia and the music brought from home.

Sherman Centre for Culture and IdeasIn the second year of its two-year partnership with the Sherman Centre for Culture and Ideas, SLM presented the Architecture Hub Keynote Talk series in October at the Museum of Sydney and Justice & Police Museum. The Fashion Hub Keynote Talk series scheduled for April was cancelled due to COVID-19 restrictions.

Christmas workshops SLM hosted a series of sold-out Christmas workshops on 15 December at Vaucluse House, including creating wreaths and making puddings using a recipe from 1861.

Eel FestivalSLM’s annual Eel Festival took place on 1 March at Elizabeth Farm, on Darug Country, welcoming almost 1000 visitors. This family-friendly event celebrates Parramatta’s namesake, the eel, and its significance to the local Burramattagal people, and provides an opportunity for Aboriginal and non-Aboriginal people to come together to share and learn.

Placemaking, Curation & Collaboration

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The day began with a Welcome to Country delivered by Rhiannon Wright, followed by a smoking ceremony by Uncle Wes Marne and a corroboree performed by Nulungu Dreaming. Other activities included weaving, boomerang painting, yarning circles, wood carving, guided tours of the house, Darug language workshops and performances by Gumaroy Newman and his band. SLM Assistant Curator Jacqui Newling and Uncle Fred from Fred’s Bush Tucker demonstrated cooking with eels, and visitors enjoyed Aboriginal food provided by Kallico Catering.

A highlight this year was the eel mural, displayed near the verandah, which had been created prior to the event as part of SLM’s ongoing Aboriginal outreach program. First Nations students from Castle Hill High School and Northmead Creative and Performing Arts High School contributed unique designs and a woven eel as part of the display.

The festival saw a 7.5% increase in Aboriginal visitation compared to 2018–19, evidence that SLM’s Aboriginal outreach and ongoing community relationships continue to grow.

Food programsSpring Harvest Festival The fifth iteration of the Spring Harvest Festival was held at Elizabeth Farm on 13 October. This year’s event featured a range of hands-on activities, including making lemon sherbet, creating vegetable sculptures, collage-making and basket weaving, all inspired by the site’s culinary history.

Barbara Sweeney of Food & Words hosted a program of talks and demonstrations exploring Regency spices, flower arrangements and kitchen gardens. Audiences were also invited to explore the house and browse a curated selection of artisan food stalls.

Food & WordsFor the seventh year, SLM co-presented the annual Food & Words Writers Festival, held at The Mint on 14 September.

Architecture and design programsSydney Open 2019Sydney Open is SLM’s annual signature event and largest public program. The 2019 event, marking 15 years of the program, took place on 1–3 November and was the biggest to date. It offered access to 84 buildings and spaces located across the Sydney CBD and surrounds, with almost 50% of the program comprising buildings not previously featured. The total number of tickets sold was 6590, with more than 49,000 visits to participating buildings across the weekend (a 31% increase in visits compared to 2018). Total attendance, including complimentary tickets, was 6924.

Due to the popularity of the Focus Tour program in 2018, SLM doubled the number of tours this year and introduced an after-hours program, which featured five new focus tours held in the evening.

On 3 November, over 35 free talks and tours were offered at participating buildings, amounting to more than 75 individual sessions on offer. Members enjoyed an additional seven talks presented by architects, historians and experts in the Member & VIP Lounge throughout the day.

Sydney Open enjoys a strong reputation in the volunteer sector. This year, 372 volunteers contributed 2317 hours across the weekend, including 21 volunteers from the State Library of New South Wales and five from the State Archives and Records Authority of New South Wales (SARA).

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OPERATIONAL PLANS: PLACEMAKING, CURATION & COLLABORATION

Urban Explorers

In 2019–20, SLM introduced the Urban Explorers walking tours. These included guided tours exploring the histories of Luna Park, with architect Sam Marshall, and Waverley Cemetery, with historian Dr Lisa Murray. The partnership with Sydney Water continued, with 180 people winning the opportunity to explore Sydney’s Tank Stream. SLM also delivered curator-led tours of Julian Rose House and SLM’s Rose Seidler House, both designed by architect Harry Seidler AC OBE.

School holidays – winter & springPrograms took place across multiple sites during the winter and spring school holidays, including Kids in the Garden, The Water Picnic, Convict Kids at Vaucluse House, Bush Tucker and Playing Shop. Programming during the summer holiday did not proceed due to high temperatures and bushfires. Due to COVID-19, all autumn school holiday programs were cancelled.

Key events

Title Location Date Visitation

Voice. Treaty. Truth (NAIDOC Week event) Rouse Hill Estate 14 Jul 2019 1,168

Family Fair Rouse Hill Estate 18 Aug 2019 3,000

Spring Harvest Festival Elizabeth Farm 13 Oct 2019 637

Sydney Open Various 1–3 Nov 2019 6,924

Eel Festival Elizabeth Farm 1 Mar 2020 979

‘A fantastic, fun, informative and educational experience!’Year 4 teacher commenting on the Transported in Time program, Elizabeth Farm

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Learning programs

Garuwanga GuradIn 2019–20, SLM launched Garuwanga Gurad (Stories that Belong to Country), a new program at the Museum of Sydney that explores the perspectives of both Aboriginal and non-Aboriginal peoples in the expanding NSW colony of the 1800s. A total of 343 students participated in the program from mid-October to early March, when programs were suspended due to COVID-19.

Virtual excursions WarurabangaIn August, SLM held the live event virtual excursion Warurabanga (Making String), with 3000 students from over 70 schools attending. The event was produced in partnership with the NSW Department of Education Distance and Rural Technologies (DART) and Shannon Foster, a Sydney-based D’harawal Saltwater Knowledge Keeper. Students from Armidale, Bathurst, Manildra, Euabalong, Exeter, Kurrajong, Nowra and Griffith in country NSW, as well as Sydney locals from Glebe, Strathfield and Thornleigh, learned to make string using customary techniques and explored a range of objects and artworks relating to the practices of Gadi fisherwomen.

Impact of COVID-19In March, when all school excursions ceased as a result of COVID-19 restrictions, SLM developed new virtual programs for primary school students that could be delivered to schools or to students learning from home. The new programs – covering topics such as food and cooking, convict work, migration and first contacts between Aboriginal peoples and British colonists – were well received, with more than 1500 students taking part in the first ten weeks. These excursions will remain a key element of SLM’s learning offer, reaching out to students in rural and remote areas of NSW and beyond.

Convict Love TokensOn 25 June, SLM welcomed 11,395 students to the Hyde Park Barracks via webinar for Convict Love Tokens. This program attracted the highest ever number of participants for an SLM live event virtual excursion – almost four times the record to date. Students from 344 schools across Australia and a number of homeschoolers attended, with one student even joining in from Minnesota in the United States.

Produced in partnership with DART, Convict Love Tokens was the first live event virtual excursion to be delivered by DART and SLM following students’ return to the classroom on 25 May. The delivery of this event is a great example of SLM’s flexibility and its commitment to continuing to deliver high-quality learning programs during the COVID-19 period. Convict Love Tokens also launched a new improved way to host live event virtual excursions – using a browser-based webinar simultaneously with a YouTube live stream.

Teacher professional developmentIn September, SLM presented a new Indigenous Perspectives Teacher Professional Development Day at the Museum of Sydney. Led by Gamilaroi woman and SLM Learning Programs Producer Sharon Zeeman with the support of Wiradjuri man and SLM Indigenous Programs Producer Hayden Walsh, this sold-out workshop gave teachers the opportunity to deepen their connection to the world’s oldest living cultures and explore practical ways to incorporate First Nations perspectives into classroom teaching and learning.

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Exhibitions

Songs of HomeSongs of Home, on display at the Museum of Sydney from 10 August to 17 November, told the little-known story of music making during the first 70 years of the NSW colony. It focused on how people constructed a sense of ‘home’ and ‘place’ through music and reflected on what this means in a contemporary context.

This vibrant musical world was explored through recordings of early music, rare instruments, printed scores and remarkable personal stories. Songs of Home examined the lives of early immigrants and how musical influences, habits and passions coalesced to create a sense of ‘home’. The exhibition revealed a surprisingly lively musical culture in which all segments of society participated.

Songs of Home also marked the initial intersection between the musical cultures of the First Nations peoples and the colonists. This was explored through European accounts of music making, with examples of First Nations music making as recorded, documented and drawn by the British settlers. Five new musical works by First Nations composers were commissioned to reflect on key themes in the exhibition from a contemporary viewpoint.

Music albumsResearch for the exhibition resulted in the release of two music albums in 2019–20. Curious Caledonians, a collaboration between SLM, the Evergreen Ensemble, the University of Glasgow and The University of Sydney, explores the music brought to Australia from Scotland in the 19th century. It was released in October by ABC Classic, and most of the pieces performed on the album were accessed from SLM’s digitised sheet music collection, available on Internet Archive. Songs of home and distant isles, released in March, was recorded in Dalkeith Palace in Scotland by Concerto Caledonia, with funding provided by the Arts and Humanities Research Council (Great Britain). Produced by the University of Southampton and the University of Glasgow with assistance from SLM, it features a number of music scores from the Caroline Simpson Library & Research Collection.

Sydney Children’s Choir music videoThe song ‘The letter’ by Samuel Lover (1797–1868) was discovered in a large collection of sheet music at Rouse Hill Estate. It was one of over 40 printed music pieces bound together in a single volume in around 1840. Individually purchased in Sydney in the 1830s, the pieces represented the playlist of the wealthy young couple Lilias and Willoughby Dowling. ‘The letter’ was arranged for the Sydney Children’s Choir by composer Jessica Wells as a two-part choral work for 22 voices, accompanied by piano and violin. The choir rehearsed and made an audio recording with artistic director Lyn Williams before visiting Rouse Hill Estate for filming. The video premiered as part of Make Music Day on 21 June.

‘I was astonished by the quantity of colonial music discovered, reconstructed, interpreted and exhibited. I also loved listening to the real music itself.’Visitor to Songs of Home exhibition

‘I didn’t expect the recordings – or at least not so many of them! They made the exhibition really come alive and I listened to them all!’Visitor to Songs of Home exhibition

Opposite page Songs of Home exhibition. Photo © Stuart Humphreys for Sydney Living Museums

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John Gollings John Gollings: The History of the Built World, a touring exhibition from Monash Gallery of Art, Melbourne, was on display at the Museum of Sydney from 13 November to 27 March. The first major survey of Gollings’s photographic practice, the exhibition was an opportunity to appreciate the breadth of his distinctive career and unique artistic vision. Gollings’s architectural photographs are among the most reproduced, playing a major role in shaping perceptions of modern Australian architecture.

For the display at the Museum of Sydney, the only NSW venue to host the show, the exhibition included new content, developed in collaboration with the artist, via a Sydney-specific theme focusing on the built landscape and heritage of that city. The theme included SLM properties The Mint and Rose Seidler House, alongside other Sydney landmarks such as the Brewery Yard at One Central Park in Chippendale, winner of the 2016 Award for New Design in Heritage Contexts at the UNESCO Asia Pacific Awards for Cultural Heritage Conservation. New graphic design elements ensured exhibition text met accessibility standards and presented the exhibition in line with the SLM brand.

On the MoveOn the Move, an interactive family exhibition exploring the evolution of transportation, opened at the Museum of Sydney on 7 December. After the success of How Cities Work in 2018–19, SLM again teamed up with illustrator James Gulliver Hancock, who applied his unique style to the creation of vivid streetscapes, sky-scapes and space-scapes, and different modes of transport. Primarily aimed at children aged three to eight, the exhibition provides a highly tactile space, with eight interactive stations offering creative, play-based learning activities, including making paper aeroplanes, building a futuristic machine using LEGO® bricks and activating a digital touch wall to discover how vehicles have changed over time.

‘Guiding’ visitors through the activities are inspirational Australian trailblazers, such as friends and motoring pioneers Jean Robertson and Kathleen Howell, who in the 1920s and 30s travelled great distances across the outback in their sports car, breaking records and overturning assumptions about women and adventure; Nancy Bird Walton, who in 1934 was the youngest Australian woman to gain a pilot’s licence; and Professor Richard Brown, who is currently researching alternative and sustainable fuel sources.

‘I could stand by and watch the children figure things out for themselves. It was fun, clean, had an abundance of supplies.’Visitor to On the Move exhibition

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Before the Museum of Sydney closed due to COVID-19 restrictions, 17,480 visitors had enjoyed On the Move and surveys indicate high levels of audience satisfaction and engagement. The museum has built a strong reputation for delivering high-quality family exhibitions. One in four visitors to On the Move (and 46% of repeat visitors to the museum) had also attended How Cities Work, and 92% of visitors would be likely to recommend the exhibition to others. SLM plans to open a modified version of On the Move in July 2020, providing a safe and hygienic family experience.

‘I loved that it was interactive and educational. It kept the kids busy and entertained to the point where they didn’t want to leave!’Visitor to On the Move exhibition

‘Bright, clear, colourful – the kids and I all said “wow” when we walked in. It’s stunning! And that makes the kids want to engage.’Visitor to On the Move exhibition

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A Thousand Words

‘A picture tells a thousand words’ was the inspiration for an innovative new online exhibition, launched in May 2020 (see atwonline.com.au), with an onsite version at the Museum of Sydney (opening in July 2020). A Thousand Words presents 100 of the most compelling photographic images, created between the 1880s and the 1980s, from the rich collections of SLM and the State Archives and Records Authority of NSW (SARA). The images encompass a diverse range of people, places and events in NSW.

A Thousand Words adopts a philosophy that everyone can interpret history, and, unlike a standard exhibition, the images are presented without traditional curatorial interpretation. Instead, the public are invited to interpret the images through the lens of their own knowledge, experience and imagination. A social media campaign ran for nine months from September 2019 on Twitter, Facebook and Instagram, gathering responses on #OneWordWednesday and #SayitonSaturday. At the time of the online exhibition launch

in May 2020, more than 20,000 public contributions had been received, and as of 30 June, total engagement across social media platforms was 1,173,032. #OneWordWednesday was so popular that other cultural institutions across Australia adopted the idea.

With hundreds of responses per image, SLM and SARA generated data visualisations – or word clouds – to see the range and frequency of word-based contributions. This combination of image and words is presented graphically, digitally and in animations throughout the online and physical exhibitions.

New creative works were commissioned from established and emerging writers and artists, each responding to an image from the exhibition. A partnership with WestWords, a Western Sydney-based literary organisation, brought eight early-career writers, an illustrator and a new media artist into the project, all offering unique and compelling perspectives, from the personal to the political. Other commissions were created

All images from Sydney Living Museums and SARA

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by visual artist Blak Douglas; writer, director and librettist Pierce Wilcox; broadcaster and academic Sunil Badami; author and artist Dr Vanessa Berry; writer and creative producer Kiriaki Koubaroulis; historian and disability advocate Dr Naomi Malone; and barrister, true-crime writer and photographer Mark Tedeschi AM QC.

At 1 June 2020, visitor engagement targets had exceeded expectations: two weeks after going live, the online exhibition had over 55,000 page views. By week four, this was in excess of 70,000.

A Thousand Words is a deliberate departure from more traditional approaches to museum curatorship and exhibitions. Founded on the principles of cultural democracy and public history, it advances a curatorial methodology conceived through and embedded by public engagement and enabled through the use of contemporary media platforms. The exhibition is a significant milestone, representing the first formal partnership between SLM and SARA.

‘The whole concept, the idea of curating pictures and linking with words. I thought it was great!’Visitor to the exhibition A Thousand Words

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CASE STUDY: A THOUSAND WORDS

Archives in the houses This year, a new initiative was launched to unite archival records with related SLM properties. ‘Archives in the houses’ profiles historical records from the State Archives Collection alongside places, people and events that make up the stories of SLM house museums. SLM properties are well represented in the State Archives Collection, and this primary historical material offers additional scope to deepen and diversify place-based interpretation that enhances the visitor experience and enjoyment of SLM sites.

In June 2020, the first of the displays were installed – one at Elizabeth Farm, the other at Vaucluse House. The Elizabeth Farm display explores the story of John Macarthur’s mental health during the last years of his life. It features a selection of NSW Supreme Court records from 1832 that relate to his committal for lunacy, including a copy of an ‘inquisition’ parchment, which details the court’s decision signed by a jury of 24 men.

The display at Vaucluse House features the story of Sarah Cox (later Wentworth) as she pursued a civil case – represented by William Charles Wentworth – against Captain John Payne in 1825 for breaching a promise of marriage. A selection of Supreme Court records from the case – the first of its kind to be heard before a NSW jury – are reproduced in the display, including letters from Payne promising to make Sarah the ‘companion [of his] future life’.

‘Archives in the houses’ allows new aspects of the stories of these two significant historical figures to be seen and experienced by our visitors.

Exhibition statistics by SLM venue

Title Location Exhibition dates Visitation to 30 Jun*

Street Photography Museum of Sydney, Gallery 1 8 Dec 2018 – 21 Jul 2019 7,191

How Cities Work Museum of Sydney, Gallery 2 15 Dec 2018 – 21 Jul 2019 3,660

Songs of Home Museum of Sydney, Galleries 1 and 2 10 Aug – 17 Nov 2019 14,809

John Gollings: The History of the Built World Museum of Sydney, Gallery 1 13 Nov 2019 – 27 Mar 2020 13,600†

On the Move Museum of Sydney, Gallery 2 7 Dec 2019 – ongoing 17,480†

Vaucluse House orientation room Vaucluse House 7 Apr 2017 – ongoing 8,175†

Rouse Hill House & Farm in LEGO® Bricks Rouse Hill Estate Visitor Centre 24 Jun 2017 – ongoing 1,988†

Notorious Criminals: A Snapshot of Sinister Sydney Justice & Police Museum 8 Oct 2014 – ongoing 9,514†

Breakers: The Dying Art of Safebreaking Justice & Police Museum 18 Oct 2014 – ongoing 10,457†

City of Shadows Revisited Justice & Police Museum 29 Jun 2013 – ongoing 9,514†

* Visitation is for the period 1 July 2019 to 30 June 2020. † Total admissions impacted by the closure of SLM properties from 24 March due to COVID-19.

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Touring exhibition program

SLM’s touring exhibition program continued to perform strongly, delivering significant revenue while reaching new regional communities across NSW, interstate and overseas. It is a key contributor to SLM’s achieving targets outlined in its Strategic Plan 2017–2022: to double outreach visitation and increase self-generated revenue by 2022.

In 2019–20, SLM toured four exhibitions to seven venues, several of which are new touring partners. How Cities Work commenced its five-venue tour of China, opening at the Nanjing International Art Fair on 27 December. The Nanjing display, scheduled to run until 12 April 2020, prematurely closed on 10 January due to the outbreak of COVID-19. The tour will recommence in Shanghai on 1 July.

Underworld: Mugshots from the Roaring Twenties continued its tour at Leeton Shire Council, as part of the Australian Art Deco Festival, and the Orange Regional Museum. Featuring images from the NSW Police Forensic Photography Archive held at the Justice & Police Museum, the exhibition showcases SLM’s curatorial expertise in Sydney’s crime history. After closing in Orange on 1 March, the exhibition was refurbished to enable it to travel to smaller regional venues that do not have the staffing and resources to display the larger show. This will extend the life and reach of the tour.

Marion Hall Best: Interiors continued its successful national tour at the Bathurst Regional Art Gallery before returning to Sydney. The exhibition has been refreshed with 11 object changeovers, enabling more of SLM’s collection and research to be shared regionally.

Towers of Tomorrow with LEGO® Bricks continues to perform strongly in North America. The exhibition was hosted by two venues in America and one in Canada. Future venue bookings have been impacted by museum closures due to COVID-19 and, as a result, the exhibition will remain at Science World in Vancouver until February 2021. In 2019–20, Towers of Tomorrow with LEGO® Bricks was seen by 283,697 people, significantly increasing SLM’s international audience and profile and creating professional development and networking opportunities for SLM staff.

The touring program is an important aspect of SLM’s outreach strategy, supporting regional museums, galleries and libraries by delivering high-quality exhibitions across a range of media, and sharing skills and expertise. It also helps to raise SLM’s profile with audiences and industry peers, and stimulates public interest in history, architecture and design.

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Touring exhibition statistics by venue

Title Venue Exhibition dates Visitation to 30 Jun*

National

Marion Hall Best: Interiors Bathurst Regional Art Gallery, NSW 7 Feb – 22 Mar 2020 2,388

Underworld: Mugshots from the Roaring Twenties

Leeton Shire Council, NSW 13 Jul – 20 Oct 2019 948

Orange Regional Museum, NSW 1 Nov 2019 – 1 Mar 2020 7,076

How Cities Work The Workshops Rail Museum, Queensland 28 Feb – 4 Oct 2020† 4,413

International

Towers of Tomorrow with LEGO® Bricks – North American tour

Discovery Place, Charlotte, USA 1 Jun – 3 Sept 2019 29,399

The Henry Ford Museum, Dearborne, USA 11 Oct 2019 – 5 Jan 2020 162,457

Science World, Vancouver, Canada 24 Jan 2020 – 24 Jan 2021‡ 91,841

How Cities Work – licensed exhibition concept, China

Nanjing International Art Fair, Nanjing, China 27 Dec 2019 – 10 Jan 2020§ 2,000

* Visitation is for the period 1 July 2019 to 30 June 2020. † Closed 24 March 2020 due to COVID-19. Reopened 12 June 2020.‡ Closed 13 March 2020 due to COVID-19. § Closed 10 January 2020 due to COVID-19.

Opposite page Underworld: Mugshots from the Roaring Twenties exhibition. Photo © James Horan for Sydney Living Museums

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Research

Modernist domestic architectureSLM’s research focus on modernist Australian domestic architecture and interior design continued in 2019–20. In September, the Caroline Simpson Library & Research Collection (CSL&RC) acquired a suite of furniture designed and made in 1957 for the garden study at Harrington Park, the former country estate of Sir Warwick Fairfax of the Fairfax newspaper empire. This acquisition was the culmination of a research quest that began in 2017 with the discovery of a small file of designs for this furniture among the papers of émigré architect and furniture designer Emmerich Révész (1897–1958). The discovery provided the substance for a paper presented by SLM Head of Collections & Access Megan Martin at the Australiana Society’s ‘Made in Australia’ symposium held in Sydney in October 2019.

Collection-related research content added to SLM’s website this year includes material relating to Hungarian-born designers Steven Kalmar and George Korody, both influential figures in post-World War II Sydney design circles. Kalmar Interiors promoted contemporary, affordable furnishings especially suitable for the postwar open-plan houses being built in Australia’s suburbs. Korody founded a company called Artes Studio, retailing both locally made and imported fine furniture and textiles. He was an early member of the Society of Interior Designers of Australia (SIDA), established in Sydney in January 1951. A detailed finding aid to the extensive SIDA archive held in the CSL&RC was also published online, researched and written by SLM Curator, Collections Online, Michael Lech.

Ongoing research related to the furniture manufactured by Viennese émigré designer Paul Kafka led, in March, to the photographic documentation of a house in East Lindfield with a fine intact collection of custom-made Kafka furniture.

Australia’s convict storyResearch related to the conservation of the Hyde Park Barracks turret clock as part of the renewal project (see pages 40–7) has uncovered the story of a convict clockmaker named Charles Phillips, who was transported to NSW in 1836 and lodged in the Barracks. Soon after arriving in NSW, Phillips was made responsible for installing a new mechanism in the Barracks clock and, later, for the maintenance of public clocks. The mechanism was made by Benjamin Lewis Vulliamy, clockmaker to King George IV and one of London’s leading horologists. Phillips had been employed by Vulliamy in London and was transported for life for stealing four clocks from his house. SLM Acting Curator Mel Flyte presented a paper on Charles Phillips at the ‘Restoring Time’ symposium on the Hyde Park Barracks clock held at The Mint in March.

Another area of convict research has been the re-examination of the lives of convicts associated in some way with SLM’s museums. ‘The remarkable Margaret Catchpole’, a long-form story published on SLM’s website in March, takes a fresh look at this Suffolk countrywoman turned Hawkesbury midwife who had a close association with the Rouse family. Transported to NSW in 1801, she was transformed after her death into a romantic literary heroine.

Other convict research published online includes stories about William Buchanan, a Jamaican rebel who was transported to Australia and housed at the Hyde Park Barracks; Sarah Pettit, nurserymaid to the Macarthur family of Elizabeth Farm; and ten convict runaways from the Hyde Park Barracks.


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Collection loans

Museum closures due to the COVID-19 pandemic disrupted SLM’s scheduled outward loans to other cultural institutions in 2019–20.

Long-term inward loans from public and private lenders include a number of items now on display at the Hyde Park Barracks, such as a timber-getter’s sling chain, dated to around 1820 and with a provenance to the Hawkesbury district. The chain carries the broad arrow mark used to brand government-owned property and may have been made at the Sydney lumberyard. The broad arrow was so widely used to mark objects wielded by convicts that it became associated with the convict system itself. Other tools on long-term loan, many marked with the broad arrow, include those associated with blacksmiths, carpenters, stonemasons, brickmakers and shoemakers. The tools represent the skilled trades practised by many of the male convicts housed in the Barracks.

Another long-term inward loan is an emigrant’s box, or servant’s box, associated with the first female occupants of the Hyde Park Barracks in the late 1840s, once transportation of convicts to NSW had ceased and the Barracks became a female immigration depot. The box belonged to Margaret Hurley, one of more than 2000 young Irish women who arrived under a special emigration scheme designed to resettle destitute girls from the workhouses of Ireland during the Great Famine. Each girl was provided with ‘an outfit’ and a sturdy lockable box with the girl’s name painted on the front.

Resident artist at The Mint

Dr Lisa Cooper commenced as an SLM Ambassador and the first resident artist at The Mint in April. Dr Cooper is a Sydney-based artist and florist with a Doctorate of Philosophy in Fine Art from the UNSW College of Fine Arts (now UNSW Art & Design). Her work encompasses floral installations and hand-delivered flower gestures, as well as sculpture and videos.

Dr Cooper’s background in art and academia coupled with her research-based inquiry and practice will inform this three-year partnership. Her creative output has a synergy with SLM’s properties and gardens, and with the skills of SLM museum and horticultural staff. The partnership reflects SLM’s commitment to contemporaneity, creativity, history, heritage and thoughtful research.

During her residency, Dr Cooper will produce floral compositions and artworks inspired by her research into SLM properties and collections.

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Gardens

SLM’s landscapes and gardens are maintained to a high standard to ensure visitors’ enjoyment and understanding of their heritage and horticultural importance. This encompasses the management of all living collections, including significant trees and shrubs, and annual and perennial plantings.

Response to drought and bushfires To mitigate the impact of the 2019 drought, historically significant plantings and remnant native species were selected for an emergency watering regime. This included deep watering in accordance with NSW Government water restrictions. Wetting agents were applied to the soil to aid with water retention, maximising the available water for plants.

To minimise bushfire risk, SLM worked to reduce the build-up of flammable organic material around vulnerable sites such as Rose Seidler House, which is surrounded by bushland. Following government directives, safe work procedures were implemented to protect staff from bushfire smoke, including the use of face masks and developing a fire-risk evacuation strategy.

Storm damage In 2020, the gardens suffered extensive storm damage with several trees falling at various properties, including the historically important kurrajong tree at Elizabeth Farm, which was severely damaged and had to be removed for the public’s safety. A new kurrajong tree is being sourced and will be planted in the same location.

Trees at SLM properties are assessed regularly by qualified arborists in line with SLM’s tree management program, and risk mitigation strategies are implemented by horticultural staff. The program ensures SLM’s tree population is monitored and protected into the future.

Reducing chemical usage To make the gardens safer for visitors and staff, SLM took steps to minimise the use of harmful chemicals, including utilising organic herbicides and acquiring a new steam weeding machine that kills weeds using water only and is safe for surrounding fauna and flora.

A new partnership In 2019–20, SLM took over the horticultural management of SARA’s Western Sydney Records Centre at Kingswood, ensuring a consistently high standard of horticulture across both organisations.

Opposite page Vaucluse House. Photo © James Horan for Sydney Living Museums

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Nightlight tour. Photo © James Horan for Sydney Living Museums

Operational Plans

Experience & Engagement

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Portfolio programs

Walking tours Until museums closed due to COVID-19, SLM saw the continued success of its city museums walking tour program, which makes connections between SLM’s city sites through the themes of crime, convictism and archaeology. SLM also offered a high-end Gold Key Tour of Susannah Place. In development for 2020–21 are a new premium tour of the Hyde Park Barracks and a bespoke guided tour of the Barracks for inbound tour companies.

Playing ShopIn the July school holidays, SLM hosted Playing Shop, a recurrent program held at Susannah Place for children aged five to eight years. Children don aprons and ‘play shop’ in the re-created 1915 corner shop, using scales to weigh items and wrapping purchases in brown paper and string.

20th anniversary of the Australian Monument to the Great Irish FamineAugust 2019 marked two decades since the Australian Monument to the Great Irish Famine opened at the Hyde Park Barracks. SLM continued its partnership with the Great Irish Famine Commemorative Committee (GIFCC) to produce the annual memorial event, which this year included a symposium at The Mint as well as the commemoration at the monument, which is set into the southern wall around the Barracks. GIFCC Chair Dr Perry McIntyre opened the symposium, with speakers comprising SLM’s Head of Curatorial & Exhibitions, Beth Hise, Head of Collections & Access, Megan Martin, Sister Vivienne Keely from CatholicCare Social Services and Trish Power from the GIFCC. Around 60 people attended each event.

Wingara’ba’miyaAn important new partnership this year was an exhibition at the Museum of Sydney that displayed student artworks created through Wingara’ba’miya (You Will Understand or Foretell), a 12-week course run by the University of Technology Sydney Masters of Design Studio. Led by First Nations practitioners Shannon Foster and Jo Kinniburgh, the students created thought-provoking works exploring the relationship between architectural and placemaking practices and Aboriginal knowledges of Country in urban Sydney. The exhibition was on display from 2 to 4 November at the Museum of Sydney.

House museum activities The annual series of Nightlight tours offers visitors a different experience of SLM’s house museums, with barriers removed and guests invited to explore the houses by candlelight. Tours at Elizabeth Farm and Elizabeth Bay House continued to entertain visitors, and two sessions were required for the ever-popular Christmas Nightlight tour at Vaucluse House. The series of special themed Nightlight tours continued with music-related evenings at Vaucluse House and Elizabeth Bay House held to coincide with the Songs of Home exhibition at the Museum of Sydney (see page 54).

A new family activity sheet was developed for Vaucluse House for use during the summer school holidays. Other experiences offered at the house museums included a tour of the Wentworth mausoleum at Vaucluse House, and an estate-wide free-roaming experience at Rouse Hill Estate, which was implemented just before the COVID-19 shutdown. This experience will provide enhanced access to more of the estate for visitors when the property reopens.

Experience & Engagement

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Customer service

In 2019–20, SLM maintained its standardised approach to delivering excellent customer service to visitors across its 12 sites. A new Customer Service Handbook was produced, which contains guidelines for all visitor service staff, covering topics such as welcoming visitors, personal grooming, site presentation, signage and accessibility. The Gold Key Awards continued, with a number of Visitor & Interpretation Officers and Curriculum Program Deliverers acknowledged for providing outstanding customer service. SLM retained its customer service ‘suggestion box’, a process for front-of-house staff to put forward suggestions for ways to enhance any aspect of customer service. Throughout the year, over 60 suggestions were received, and almost half are already being implemented.

‘Excellent tour and property – excellent attention and knowledge from staff.’Visitor to Rouse Hill Estate

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OPERATIONAL PLANS: EXPERIENCE & ENGAGEMENT

Digital engagement

The COVID-19 pandemic had a significant effect on SLM’s digital engagement data in 2019–20. While the closure of SLM’s museums and cancellation of its onsite programming resulted in a reduction in visitation to museum, event and exhibition web pages, staff initiatives combined with the increasing popularity of SLM videos saw strong growth in engagement with some digital content.

SLM websiteFollowing COVID-19 restrictions, the SLM website experienced a modest 1.5% increase in sessions (to 1,614,360) and a 4.8% increase in page views (to 4,014,388). Prior to the shutdown, growth had been tracking at 8% higher for sessions and 11.5% higher for page views. Access to Sydney Open 2019 content made up a significant part of this lift, with sessions (121,522) and page views (424,967) up by 30% compared to the previous year’s event.

During the shutdown period (24 March to 30 June), visitation to our museum pages decreased by 56%, event pages by 66% and exhibition pages by 71% (this figure does not include visits to the online exhibition A Thousand Words, which was hosted by the State Archives and Records Authority of New South Wales, but SLM directed marketing traffic to the site – with this visitation included, the decrease reduces to 53%). However, access to our story and education-focused content increased by 17.5%, making up more than half of all website sessions and page views. This was aided by the creation of the web page Discover SLM, which gathered a mix of activities, such as online jigsaw puzzles, and promoted existing articles and other content on the website.

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Social channelsWhile there was a large reduction in paid advertising across our social channels during the shutdown period, gains were made across all platforms year-on-year. Of particular note was the launch of the Hyde Park Barracks Facebook page, which received double the engagement rate of SLM’s general Facebook page. Videos also performed well on the new page, with the channel receiving the same number of ‘click to play’ 30-second video views as the general account (28,000), despite having less than 5% of the total number of followers.

Sydney Open 2019 social channels also saw strong growth, with a 48% increase in Instagram followers and a 33% increase in Twitter followers. Social engagement was strong, with a total of 3664 Facebook engagements and 15,364 video views.

YouTubeViews of videos on SLM’s YouTube channel have steadily increased over the past few years, but this accelerated markedly during the COVID-19 period. SLM videos were viewed 2.3 million times between 24 March and 30 June, with an average watch time of 19.5 minutes. This compared to 158,000 views and an average watch time of 11 minutes over the same period in 2018–19. The three most popular videos were each more than 45 minutes in duration, with an average viewing time of 18–25 minutes. SLM’s subscriber base also grew by more than 7600 people, compared to an increase of 763 people in the previous year. SLM’s YouTube content continued to have an international appeal, with 40% of viewers based in the USA compared to only 8% of viewers located in Australia.

Social content

PlatformFollowers/subscribers

30 June 2020 Increase

Facebook (all pages) 58,350 9.4%

Instagram (all accounts) 15,568 18%

Twitter 5,464 8%

LinkedIn 3,039 46.6%

YouTube 23,761 140%

SLM website and blogs

Metric 2019–20 total Increase

Sessions 1,641,340 1.5%

Users 1,448,585 0%

Page views 4,014,318 4.8%

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CASE STUDY: DIGITAL ENGAGEMENT

Membership

SLM offers its members opportunities to engage more deeply with the organisation through dedicated programming, exclusive benefits and special access to conservation projects, research, expertise, collections and exhibitions. Members are kept informed of SLM’s activities through the quarterly magazine Unlocked, as well as regular eNews.

A number of special member events were held in 2019–20. At the Museum of Sydney, members joined photo-media artist Anne Zahalka on a tour of the exhibition Street Photography, which presents candid photos of pedestrians on Sydney’s streets in the mid-20th century alongside the artist’s own contemporary interpretations.

Members enjoyed a range of events associated with the Museum of Sydney exhibition Songs of Home, including a viewing of SLM collection items related to music in Australia during the 18th and 19th centuries, held at the Caroline Simpson Library & Research Collection; a tour of the exhibition with SLM curator Dr Matthew Stephens and Jeanice Brooks, Professor of Music at the University of Southampton; a panel discussion exploring the importance of music in the life and work of Jane Austen with Professor Jeanice Brooks, Dr Gillian Dooley from Flinders University and Susannah Fullerton oam, frsn, President of the Jane Austen Society of Australia; and a behind-the-scenes tour of Opera Australia’s extensive costume collection.

A concert was held for members in the elegant ballroom of Swifts, a historically significant private home in Darling Point. It included songs from the Dowling Songbook, held in the Rouse Hill Estate collection, performed by organists Dr Grace Chan and Dr Neal Peres Da Costa, with tenor Koen van Stade.

Sydney Open 2019 launched an exclusive Member and VIP talks program, featuring experts across architecture, heritage, design, history and the urban landscape. Speakers included Catherine Love (PTW Architects), Natalia Krysiak and Andrew Fong (Hayball), Andrew Cortese (Grimshaw), Claire Nunez (GML Heritage), Andrew Pettifer (Arup), Dr Vanessa Berry (The University of Sydney) and Chris Bickerton (BVN).

Members were invited to a morning preview of the renewed Hyde Park Barracks and a half-day symposium on recent research into the Barracks clock. Speakers included SLM Heritage Project Manager Mark Brandon and Acting Curator Mel Flyte, and horologists Andrew Markerink, Trenton Firth and Peter Mehta.

During the COVID-19 closure period, new initiatives were developed to keep members connected with SLM. This included the launch of an online Member Area, offering highlights from SLM’s collections, a selection of digitised past issues of Unlocked, as well as fascinating stories and hands-on activities. Members were given first access to an interactive virtual tour of the exhibition A Thousand Words and photography of resident artist Dr Lisa Cooper in her new studio space at The Mint. In addition, memberships were extended to take into account the period that SLM properties were closed.

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Volunteers

SLM’s volunteer strategy achieved a number of goals in 2019–20. In July, 36 museum volunteers were recruited across eight of the museums. SLM deepened cross-participation between its two volunteer programs – year-round and Sydney Open – with 40 year-round volunteers supporting Sydney Open 2019, a 43% increase on the previous year; in total, 346 SLM volunteers assisted in delivering the program. In February, SLM increased its year-round team by 25% to almost 200 volunteers, following recruitment to support the renewed Hyde Park Barracks. Flexible measures were introduced across some volunteer roles to allow a wider range of people access to SLM’s volunteer opportunities. SLM also expanded its volunteer speaker program to increase the organisation’s outreach visitation, a key strategic goal, with volunteers visiting Rotary and Probus clubs to give presentations about SLM and encourage visits to its sites.

A volunteer wellbeing survey undertaken in early 2020 recorded strong engagement, with 94% of respondents very likely or likely to recommend SLM as a great place to volunteer, and 91% very likely or likely to continue volunteering for SLM for the foreseeable future.

Despite the suspension of the volunteer program due to COVID-19, engagement remained strong, and SLM turned to digital means to stay connected with its volunteers. During National Volunteer Week in May, SLM arranged a virtual volunteers’ morning tea in lieu of the customary face-to-face event. Volunteers accessed an exclusive video featuring SLM Curator Dr Scott Hill discussing tea traditions at Rouse Hill Estate. Volunteers enjoyed a cup of

tea at home and were inspired to bake recipes from SLM’s Eat your history book, sharing photos via their new volunteers’ Facebook group. A series of videos, incorporating recordings by staff and volunteers at home, celebrated the achievements of volunteer teams across the organisation. Volunteers who reached length-of-service milestones of five, ten, 15 and 20 years were recognised via video with awards to acknowledge their outstanding commitment. This year’s recipients had collectively contributed 240 years of volunteer service to SLM.

‘I’m proud to be part of such a creative and thoughtful initiative and really enjoyed working with the enthusiastic and welcoming SLM team!’SLM volunteer, Hyde Park Barracks

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Media and publicity highlights

Print, broadcast and digital media continue to play a major role in raising awareness of SLM by promoting its public programs, exhibitions and other activities. In 2019–20, there were 1553 media stories, and a total of 4360 social media posts on Instagram, Twitter and Facebook.

Media coverage included feature articles on the exhibition Songs of Home in Limelight magazine, The Daily Telegraph and The Sydney Morning Herald, segments on prime-time Channel Nine and ABC Television news and ABC Radio Sydney’s Afternoons program and listings in suburban media across Sydney. A partnership with ABC Classic FM secured a week-long segment promoting the exhibition and an exclusive interview with SLM curator Dr Matthew Stephens and musicologist Dr Graeme Skinner on ABC Radio National’s The music show.

The Sydney Open 2019 program launch and weekend events were covered in prime-time news programs on Channel Seven and Channel Nine; three picture stories in The Sydney Morning Herald, including a feature in the Commercial Real Estate section, a new audience for SLM; interviews on ABC Radio Sydney; listings in suburban media across Sydney; a front-page picture feature on news.com.au; and coverage across a broad range of online channels related to the arts, lifestyle, architecture and design.

The reopening of the Hyde Park Barracks and the Jonathan Jones art installation untitled (maraong manaóuwi) gained extensive state, national and international media coverage (see page 46).

SLM’s Aboriginal cultural calendar continues to be embraced by mainstream, suburban and First Nations media. NAIDOC Week at Rouse Hill Estate and the Eel Festival at Elizabeth Farm achieved picture articles in The Sydney Morning Herald, The Daily Telegraph and select local suburban publications, along with interviews on ABC Radio Sydney, SBS, Koori Radio, Eastside and 2SER FM. The launch of the Ngarandi app at the Museum of Sydney was covered in AdNews, The Sydney Morning Herald and on ABC Radio National.

SLM’s touring exhibition Underworld: Mugshots from the Roaring Twenties attracted substantial media coverage in regional newspapers, including The Leeton Times, The Irrigator and Central West Daily plus online coverage in Orangecitylife.com.au, Mirage News, ArtsHub, newspressaustralia.org, MSN.com and The Sydney Morning Herald online. The Marion Hall Best: Interiors touring exhibition featured in a picture editorial in The Orange Times.

SLM’s programs – including the Spring Harvest Festival and Nightlight tours – and school holiday activities were covered consistently throughout 2019–20 across metropolitan and local suburban publications, ABC Radio, community radio and a range of online listings.

The media landscape changed dramatically due to COVID-19, with planned media coverage put on hold while the lockdown and pandemic updates dominated all channels. During this time, media sought spokespersons on a range of topics for programs such as ABC Radio Sydney’s Drive, which interviewed Assistant Curator Jacqui Newling about colonial and convict rationing, and Acting Curator Mel Flyte about the conservation work undertaken at SLM properties during lockdown for the segment Self Improvement Wednesday. Channel Nine News interviewed Executive Director Adam Lindsay about how audience engagement with galleries and museums may change post COVID-19.

Other media coverage included Meroogal highlighted in The New York Times; the ABC’s Gardening Australia program filming at Vaucluse House; the Australian Ballet photographed at Elizabeth Bay House for The Australian; a segment on the BBC TV program Great train stories featuring the Hyde Park Barracks, with Visitor Services Coordinator Scott Cumming; and a picture interview with Curator Anna Cossu in The Australian, featuring Peter Kingston’s chess set from the Museum of Sydney collection.

Opposite page University of Technology Sydney, Sydney Open. Photo © James Horan for Sydney Living Museums

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Philanthropy

In 2019, SLM welcomed Judy Tanna as the Head of the Development & Fundraising Team. During the reporting period, the team continued to strengthen its acquisition, retention and stewardship of donors.

The Sydney Living Museums Foundation, chaired by Susannah Sweeney, welcomed four new members. Bruce Hambrett, Joshua Black, Chris McDiven am and SLM Executive Director Adam Lindsay bring new energy, enthusiasm and skills to the Foundation.

The Hyde Park Barracks renewal project remained the focus of the Foundation in 2019–20. The successful reopening of the Barracks in February 2020 was marked with an exclusive VIP luncheon for 120 donors and supporters. This event was followed by an evening cocktail party celebrating the official opening of the Barracks and also the launch of the Jonathan Jones installation untitled (maraong manaóuwi). Guest speakers were the Minister for the Arts, The Hon Don Harwin MLC, City of Sydney Lord Mayor, Clover Moore, and musician and former federal minister for the arts Peter Garrett am, with guests from the federal and NSW governments, City of Sydney, other cultural and heritage institutions, Hyde Park Barracks stakeholders, SLM trustees and Foundation directors and donors. These events gave SLM the opportunity to thank the many contributors to and supporters of the project. The Foundation made a significant contribution to the renewal project, which was then matched by an international finance company.

Corporate partnerships

Quay Quarter SydneyIn 2019–20, Quay Quarter Sydney was the education partner on the Museum of Sydney’s family exhibition On the Move (see page 56), and has committed to a further two-year partnership that includes sponsorship of the museum’s exhibition forward program. SLM continues to be an active supporter of the Quay Quarter precinct and was invited to present an overview of the Hyde Park Barracks renewal project at the Quay Quarter Community Forum prior to the reopening of the Barracks in February.

Grosvenor PlaceLong-time supporting partner of SLM’s City Portfolio, Grosvenor Place continues to make use of the highly valued partnership with SLM to engage with its tenants, employees and clients through a number of exclusive events and other initiatives. Grosvenor Place views the partnership as an invaluable way to reinforce its core philosophy of ‘Culture at Work’.

Brix DistilleryA new partner for 2019–20, Brix Distillery came on board as beverage partner for the Hyde Park Barracks launch event and the evening lecture series featuring First Nations speakers and performers.

Architecture MediaThrough its Houses publication, Architecture Media continued as media partner for the Sydney Open program. This partnership gives SLM direct access to professionals in the architecture and design industries, and numerous opportunities to raise SLM’s profile and grow its audience.

GML HeritageGML Heritage sponsored the Sydney Open 2019 VIP launch event held at The Mint. SLM is pleased to partner with this leading heritage consultancy on what is always a memorable occasion.

‘Throughout our partnership with SLM we have been able to offer our customers enriching cultural experiences at venues rich in history and culture.’John Derrick, CEO of Grosvenor Place

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Aboriginal Action Plan

Following the resignation of the chair of the Aboriginal Advisory Committee from the Board of Trustees in March 2019, activity was placed on hold. Dhunghutti man Craig Ritchie was endorsed by the Board of Trustees as the new chair of the committee in March 2020. Advisory activity has now recommenced, focused on developing a revised strategy for Aboriginal cultural engagement, a revised acknowledgment of Country and new impact statements across SLM sites, as well as expanding employment opportunities, raising awareness of Aboriginal culture in the workplace and ensuring a culturally safe environment for employees.

SLM’s Aboriginal Action Plan 2016–18 is currently under review. SLM continues to prioritise cultural engagement and its commitment to the programming managed through its Aboriginal cultural calendar.

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External activities and engagement

PublicationsJacqui Newling, ‘Consuming history: Sydney in a shell: a gastronomic overview of the historical relevance and heritage value of oyster eating in early colonial Sydney’, gastronomic heritage report for Sydney Cove Oyster Bar, July 2019

Presentations Rebecca Bushby, ‘Hyde Park Barracks Renewal’, presented as part of ‘Case studies: practical tools for new storytelling, new approaches to heritage sites, and building audiences’, Communicating the Arts Conference, 13 November 2019

Rebecca Bushby, ‘Hyde Park Barracks renewal project’, presented to the Quay Quarter Cultural Community Briefing for AMP Capital, 14 February 2020

Rebecca Bushby and Kim Ho, ‘Hyde Park Barracks renewal accessibility framework and integrated offer’, presentation to the Cultural Institutions Accessibility Group, 10 February 2020

Nerida Campbell, ‘The criminal underworld’, Leeton Art Deco Festival, 12 and 13 July 2019

Nerida Campbell, ‘Curating a forensic archive’, Australian Society of Archivists, The University of Sydney, 17 September 2019

Nerida Campbell, ‘Fearless flappers’, Orange Regional Museum, 22 November 2019

Nerida Campbell, ‘Cops and crims – the 1920s underworld’, Orange Regional Museum, 23 November 2019

Nerida Campbell, interviewee in ‘Sweet treats’, episode 3 of Poisonous liaisons television documentary, series 1, Crime+Investigation channel (UK), November 2019

Nerida Campbell, ‘Fingerprinting’ in ‘A close match’, episode 4 of The law’s way of knowing, HistoryLab podcast, 11 March 2020

Dr Scott Hill, ‘Colonial architecture in NSW’, guest lecture, School of Architecture Design and Planning, The University of Sydney, 23 August 2019

Dr Scott Hill, James Jervis Memorial Lecture, Parramatta Historical Society, 21 October 2019

Michael Lech, chair, ‘Mid-century modern Australian furniture and furnishings’, Australiana Society’s Made in Australia: 40th Anniversary Symposium, State Library of NSW, 18 October 2019

Michael Lech, ‘Understanding the history of your home and its interiors: Caroline Simpson Library & Research Collection’, Researching the History of Your House seminar, State Archives and Records Authority of New South Wales, 22 November 2019

Michael Lech, ‘An introduction to interior designer Marion Hall Best’, Bathurst Regional Art Gallery, 7 February 2020

Megan Martin, ‘Outfitting the orphans’, presented as part of the Great Irish Famine Commemoration Committee’s 20th annual commemoration, The Mint, 25 August 2019

Megan Martin, ‘A scholar’s garden pavilion’, in panel presentation ‘Mid-century modern Australian furniture and furnishings’, Australiana Society’s Made in Australia: 40th Anniversary Symposium, State Library of NSW, 18 October 2019

Jacqui Newling, ‘All the fish in the sea’, Interpretation Australia National Conference, Deakin University, Melbourne, 17 October 2019

Holly Schulte, ‘1960s psychedelia at Rouse Hill House’, The Australian Object: Material Culture in Context symposium, National Art School, Sydney, 4 October 2019

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External boards, committees and panelsRebecca Bushby, member, Heritage Floor Space Portfolio Review Steering Committee

Michael Ellis, member, Australian Convict Sites Steering Committee, Department of Agriculture, Water and the Environment (until November 2019)

Michael Ellis, Chair, Australian Convict Sites Steering Committee, Department of Agriculture, Water and the Environment (from November 2019)

Dr Scott Hill, trustee, Belgenny Farm Agricultural Heritage Centre Trust (Trust dissolved May 2020)

Dr Scott Hill, member, Parramatta Council Heritage Advisory Committee

Dr Scott Hill, member, Parramatta Heritage Partners

David Key, member, Parramatta Heritage Partners

David Key, member, Liverpool Council Heritage Advisory Committee

Megan Martin, board member, History Council of New South Wales

Megan Martin, board member, Society of Australian Genealogists

Megan Martin, judge, NSW Premier’s History Awards 2020

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

Joanna Nicholas, reviewer, Standards Program, Museums & Galleries of NSW

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

Judy Tanna, Development Board, Royal North Shore Hospital, St Leonards

Judy Tanna, School Council, Knox Grammar, Wahroonga

Joni Taylor, Waverley Public Art Advisory Committee

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An event marquee in the southern courtyard of the Hyde Park Barracks. Photo © Ken Leanfore / James Horan Photography Pty Ltd for Sydney Living Museums

Operational Plans

Sustainability

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SECTION NAME

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Financial overview

The 30 June result was a surplus of $6.7 million, an increase of 26% on the revised budget of $5.3 million due to lower expenditure, mainly arising from savings in wages and salaries as a result of reduced casual positions and unfilled roles. This year the NSW Government provided a recurrent grant of $22.8 million, an increase of $6.5 million (39%) from the previous year, and a capital grant of $4.2 million, a decrease of $1.9 million (31%) from the previous year. The recurrent grant included an additional $2.5 million to offset a shortfall from self-generating revenue due to the COVID-19 pandemic and a further $200,000 for capital improvements to facilitate staff working from home. Sydney Living Museums’ (SLM) self-generated revenue was $7.1 million, and expenditure was down by $367,000 compared to 2018–19.

Commercial services

Venue hireSLM’s venue hire business delivered strong revenue prior to COVID-19 restrictions, with over 341 events held across its properties. Primarily drawn from the business, government, and film and photography sectors, events included workshops, conferences, annual general meetings, cocktail parties, dinners and weddings. Due to COVID-19, SLM experienced a large number of cancellations and postponements, with only three events delivered in the April to June quarter.

During the lockdown period, SLM completed minor capital works projects to enhance its venue-hire offer, including a major upgrade in videoconferencing capabilities at The Mint and the Museum of Sydney; a new hearing augmentation system and data projectors at The Mint, the Museum of Sydney and the Justice & Police Museum; and new event furniture for wedding ceremonies at Vaucluse House and The Mint.

Estate Vaucluse HouseDuring the reporting period, Vaucluse House Tearooms was rebranded Estate Vaucluse House. SLM hospitality partner Pearl Catering undertook a major capital works program to renew the tearoom floors, repaint the walls, install new lighting and fans, and install new furniture and soft furnishings that complement the dining offer developed in collaboration with celebrated chef Christine Manfield. New Vaucluse House wedding ceremony and reception packages were developed in partnership with Pearl Catering, who showcased the renewed venue at the One Fine Day Wedding Fair in February.

Estate Vaucluse House was closed for nine weeks due to COVID-19 restrictions. It reopened in late May, trading on Fridays, Saturdays and Sundays.

Sustainability

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Bullion Bar and DiningBullion Bar and Dining launched at The Mint in February. Pearl Catering reopened the popular dining space on the first floor as a casual French bistro to cater to visitors to the renewed Hyde Park Barracks, general tourists, and employees of and visitors to the NSW Supreme Court and local Macquarie Street businesses.

Due to COVID-19 restrictions, Bullion Bar and Dining closed in late March. It will reopen when social distancing restrictions are reduced and the venue-hire business returns.

RetailSLM developed a merchandise strategy for the new Hyde Park Barracks shop. Exclusive products were created to complement the Hyde Park Barracks souvenir book and drive revenue, including a convict slang-themed collection consisting of a tote bag, mug and tea towel; SLM-branded organic chocolates; and an extensive souvenir range including a cobblestone eraser featuring a drawing of a rat, a magnetic bookmark, magnets and a lens cloth. A focus on local and Australian-made products further supports the offer. The strategy was informed by knowledge gained by Merchandise Coordinator Lee Tougher during her visit to London in 2018, which was funded through the Ruth Pope Bequest Travelling Scholarship.

New tenanciesA new commercial office tenant was engaged for SLM’s property at 36–38 Young Street, Sydney. AGP Capital Management Australia Pty Limited commenced a five-year licence and completed a large internal fit-out of the state heritage-listed premises, comprising new flooring, joinery and lighting. All four Young Street terraces are now commercially tenanted, generating 17% of SLM’s commercial services revenue.

The State Archives and Records Authority of New South Wales commenced a one-year office tenancy at The Mint, the History Council of New South Wales took up a one-year office tenancy at the Justice & Police Museum, and Doctor Cooper Studio commenced a three-year artist-in-residence tenancy at The Mint (see page 65).

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OPERATIONAL PLANS: SUSTAINABILITY

Capitalised Maintenance Plan

In 2019–20, SLM’s focus was the Hyde Park Barracks renewal project (see pages 40–7). Works on other SLM sites have been deferred to 2020–21.

Conservation

Vaucluse House stables stonework conservationFollowing a thorough condition survey of the stonework at the Vaucluse House estate in 2018, SLM undertook a suite of conservation works on the north wall of the stables. These works spanned the 2018–19 and 2019–20 reporting periods.

During the initial investigation stage, a series of steel and wrought-iron structural elements was discovered to have failed due to rust and heavy loads, contributing to the deterioration of the stonework.

The project team – comprising structural engineers, stone conservators and stonemasons – undertook the complex task of removing these elements and replacing them with stronger steel components bedded in traditional shell mortar. For this purpose, a new system of pulleys was brought onto the scaffold to enable the team to move capping stones and stone blocks (called voussoirs) weighing a total of 200 kilograms from the window arches and turrets.

Completed in October 2019, the works have returned structural integrity to the wall and will protect the stonework for the next 50 years.

Caring for SLM places during COVID-19 closures

During the closure of SLM sites due to the COVID-19 pandemic, we undertook vital housekeeping and maintenance work to ensure the upkeep of the properties and their collections. Observing social distancing and other safety requirements, staff deep-cleaned each room. Across the house museums, this involved inspecting and cleaning all elements, including furniture, walls and skirting boards. Under the guidance of expert curatorial staff, all objects were inspected and cleaned in situ using appropriate materials.

At SLM’s city museums, staff undertook maintenance work to improve site presentation and developed new displays and interpretation for the Museum of Sydney.

Opposite page NAIDOC Week. Photo © James Horan for Sydney Living Museums

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Key acquisitions

This year, items were acquired through donations to and purchases for the Caroline Simpson Library & Research Collection, The Mint, Museum of Sydney, Susannah Place and Vaucluse House.

Easy chair from Patrick White’s house

This easy chair from the former home of the late Australian writer and Nobel Laureate in Literature Patrick White and his partner Manoly Lascaris was donated to the Caroline Simpson Library & Research Collection (CSL&RC) in March. It is one of many pieces of furniture White purchased from Artes Studio, a retailer of quality Australian and international modernist furniture and furnishings located in George Street, Sydney.

White and Lascaris filled their Centennial Park home with the latest modernist designs. Other items from their home that are held in the CSL&RC include a series of modernist light shades made in Finland.

The easy chair follows many of the ideas promoted by modernist furniture makers of the time: it has a low-rise design that does not block sightlines, is practical – being comfortable but light to move – and has no unnecessary ornamentation.

Above Easy chair made by Wycombe Industries Pty Ltd, Geelong, c1964. Caroline Simpson Library & Research Collection, Sydney Living Museums. Gift of Sheridan Burke. Photo © Jamie North

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George Korody/Artes Studio furnishing textiles

Three mid-20th-century textile lengths designed by Hungarian-born émigré Professor George Korody, as well as an original watercolour and pencil design for a textile also created by Korody, were donated to the CSL&RC in October. Korody founded home furnishings retailer Artes Studio in 1945 with Elsie Segaert, and became its principal designer of furniture and textiles. He was one of a number of Central and Eastern European refugees who became strong advocates for modernist interiors in Australia.

These textiles are rare survivors, as no George Korody/Artes Studio textiles are held by any other cultural institution. They allow the CSL&RC to expand its collection of artist- and craftsperson-designed Australian textiles, a significant but under-represented and under-appreciated area of 20th-century design.

Annan Fabrics furnishing textiles

In March 2020, two late-1940s furnishing textiles made by Annan Fabrics of Mosman, Sydney, were donated to the CSL&RC. The designs, ‘Banksia’ and ‘Goannas’, were created by Nance Mackenzie who, with business partner Anne Outlaw, operated Annan Fabrics between 1941 and 1954. The two women screen-printed their own high-quality textiles, many of which were notable for their large, bold, colourful interpretations of Australian flora and fauna.

These textiles were originally used in a Canberra home, then placed in storage for many years before being donated to the CSL&RC. They are the first examples of Annan Fabrics textiles to enter the CSL&RC.

Above and right Cotton textile length, ‘Lullaby land’ design by George Korody for Artes Studio, Sydney, c1947. Caroline Simpson Library & Research Collection, Sydney Living Museums. Gift of Lynn Luna Tarragano; Cotton curtain, ‘Banksia’ design by Nance Mackenzie for Annan Fabrics, Sydney, c1948. Caroline Simpson Library & Research Collection, Sydney Living Museums. Gift of the Morris family

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CASE STUDY: KEY ACQUISITIONS

Assayer’s tools

Various assaying tools owned by Gustavus Athol Waterhouse, assistant assayer at the Sydney Mint (1900–26), were donated to SLM by his descendants. The assaying equipment includes a stoneware crucible, crucible stands, tongs, ladle, soldering iron, welding tool and Bunsen burners.

Assayers played an essential role at the Sydney Mint, testing and analysing the composition and purity of gold and other precious metals and, later, developing new refining processes. Waterhouse was one of the last assayers employed at the Sydney Mint, which closed in 1927.

The tools allow SLM to better understand the assaying technology of the early 20th century and to illustrate and interpret the chemical and industrial processes that took place on the Mint site.

Invasion Day III

Invasion Day III by Gordon Syron was acquired for the Museum of Sydney collection in June 2020. Invasion Day I and II are already held by the museum.

Invasion Day III is one of more than 150 paintings created by Syron that depict the colonisation of Australia and the devastating impact it continues to have on First Nations communities. Syron is a member of the Biripi/Worimi language group and a strong advocate for the use of art to counteract racism and educate people in Aboriginal perspectives on Australian history and society.

This artwork will deepen the stories SLM tells about early contact between First Nations communities and British colonists on the site of the first Government House.

From top Assaying tools belonging to Gustavus Athol Waterhouse, undated. Sydney Living Museums. Gift of David M J Waterhouse, Pamela J Hennessy and Stephen T Waterhouse. Photo © Jamie North; Invasion Day III, Gordon Syron, 1999. Sydney Living Museums. © Gordon Syron

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Truism Australia

Truism Australia by Blak Douglas was commissioned in 2019 for the exhibition A Thousand Words (see pages 58–9), and was subsequently acquired for the Museum of Sydney collection.

Douglas developed the artwork in response to a photograph from the Aborigines Welfare Board photographs collection held by SARA. The photograph is a powerful record of the NSW Government’s administration of the Aborigines Protection Act 1909, which gave the Board the power to remove Aboriginal children from their families.

Douglas is of Dhungatti descent, and his grandmother and uncles were part of the stolen generation. In developing Truism Australia, he discovered a family connection to the boys in the photograph. Douglas’s work adds to SLM’s growing collection of contemporary Aboriginal artworks that interpret significant moments in our history. This is the first in the collection that examines 20th-century events.

From top Truism Australia, Blak Douglas, 2020. Sydney Living Museums. © Blak Douglas; A pair of glass tumblers, maker unknown, c1890. Sydney Living Museums. Gift of Virginia Walker and family. Photo © Jamie North

Other acquisitions

Other acquisitions in 2019–20 include: for Vaucluse House, a pair of late-19th-century glass tumblers provenanced to the Wentworth family; for Susannah Place, a substantial collection from former residents the Youngein family, including photographs, personal documents, books, sheet music and household utensils; for the CSL&RC, a number of 1960s–70s furnishing textiles sold through the shop of interior designer Marion Best Pty Ltd, a 1920s leadlight transom window from a house in North Sydney, and a significant collection of mid-20th-century furniture designed by Emmerich Révész and made by Leslie Buckwell for Warwick Oswald Fairfax’s study at Harrington Park in NSW (see page 64).

All of these items were carefully selected to complement and deepen existing collections and to enhance the interpretation of SLM’s collections and properties.

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CASE STUDY: KEY ACQUISITIONS

Shared services with SARA

From 1 October 2019, SLM commenced shared services operations with the State Archives and Records Authority of New South Wales (SARA) for its finance function and part of its human resources function. In 2019–20, SARA paid SLM $559,000 for the services provided. In previous years, SARA’s operational support had been provided by the NSW Department of Planning, Industry and Environment (DPIE).

In August, Executive Director Adam Lindsay approved a project to migrate SARA’s human resources (HR) function to SLM processes and systems, improving sustainability; SARA’s payroll is still managed by DPIE. The migration, completed in February, led to the creation of the People & Culture Team, who deliver services to staff in both organisations. The Head of People & Culture provides strategic direction and leadership to design, deliver, implement and continuously improve HR services.

ICT

Following the announcement in June 2019 of SLM’s new relationship with SARA, SLM’s Information & Communications Technology (ICT) Team and SARA’s Technical Business Services (TBS) Team collaborated to establish services that support shared systems and facilities between the organisations. The work has improved email communications, allowed staff to work at both SLM and SARA locations, and enabled shared finance systems.

Work has commenced on a shared records management process and a single IT helpdesk ticketing system. Design work has been completed on a project to implement Microsoft Office 365 across SLM and SARA, which will support increased collaboration.

The ICT and TBS teams continue to work closely, assisting each other with technical support and helpdesk coverage. The ICT Team support SARA staff working at The Mint and other SLM locations, and the TBS Team support SLM staff working at Kingswood. The ICT Team provided input into SARA’s ICT Refresh program to enable the further alignment of systems and skills.

Stability Work to maintain ICT stability continued at SLM in 2019–20. This focused on cyber security measures such as regular patching of all operating systems and network hardware, and regular validation of system access. Work to increase security maturity has continued with changes such as increasing the complexity of passwords and reducing access to privileged information and functions.

Staff are regularly reminded to exercise care with emails containing embedded links or attachments. This has been particularly important during the COVID-19 pandemic, which has seen a large amount of increasingly sophisticated email campaigns spreading malware, or phishing. Fortunately, SLM staff are aware of the risks and there were very few incidents requiring a specific response from the ICT Team.

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Systems have been generally stable throughout the year, with a slight increase in disruption levels compared to 2018–19, as a result of network disruption.

The ICT Team rolled out upgraded desktop computers across all properties to improve performance and the currency of systems and software. These desktops will support SLM’s migration to Microsoft cloud services and other changes over the next four years.

Support during the COVID-19 pandemicIn response to federal and state government health orders issued in March requiring social distancing in order to reduce the spread of COVID-19, the ICT Team supported SLM staff working remotely. Available laptops were issued to staff according to priority of need, with additional devices also purchased. Allocation of laptops to all staff, with the exception of Visitor & Interpretation Officers and Curriculum Program Deliverers, has now been adopted as standard practice.

The need for videoconferencing was identified early in March. Zoom was adopted as the preferred platform, with guidelines for its use issued in response to security concerns. Over 400 meetings were held on Zoom in the first three months of use. Webex was chosen as the platform for meetings to discuss sensitive content.

Tessitura projectThe implementation of Tessitura in collaboration with the Sydney Opera House Trust continued in 2019–20. The management of memberships and donations went live in the system at the end of October and saw a marked improvement in processes as well as enabling additional functions such as automatic renewals. Front-of-house staff can now sell memberships with immediate activation.

Sales of tickets via Tessitura commenced in November. Susannah Place served as the pilot site, with visitors able to purchase tickets for tours online as well as at front of house. Approximately 21% of tickets were sold online from November to March.

Advance online ticket sales for the Hyde Park Barracks experience commenced on 16 January. Tessitura enabled members to reserve tickets online for the opening sessions, with the general public able to purchase tickets for sessions up to the end of June. Timed sessions ensure visitation is spread across the whole day and queuing time is reduced. Following the easing of COVID-19 restrictions, the system enabled visitors to pre-purchase tickets online to SLM sites and limited visitor numbers to assist with social distancing.

Tessitura has now been rolled out to all properties and is ready to support ticketing for general admissions and public programs.

Other work in ICTSLM completed the transition of network services to new carriers in October. This has enabled a dedicated data communications link with SARA and supports the Hyde Park Barracks experience. The new services have provided greater bandwidth to most properties, in particular to Rouse Hill Estate and Vaucluse House. The ICT Team also worked with the Venues Team to select and install new control equipment to support audiovisual operations.

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People and culture

SLM continued to invest in its people and culture to uphold and promote the principal objectives of the Historic Houses Act 1980 and fulfil the ambitions of SLM’s Operational Plans, which are aligned with the Strategic Plan 2017–2022.

People Matter Employee SurveyIn 2019, 152 out of 244 total possible respondents at SLM completed the NSW public sector People Matter Employee Survey – a response rate of 62%. This survey was undertaken in May–June 2019.

Employee Engagement Index: 69% (+3 compared to NSW public sector)

Engagement with Work: 75% (+3 compared to NSW public sector)

Diversity & Inclusion: 74% (+5 compared to NSW public sector)

High Performance: 58% (–7 compared to NSW public sector)

Public Sector Values: 55% (–7 compared to NSW public sector)

Communication: 56% (–6 compared to NSW public sector)

Senior Managers: 29% (–21 compared to NSW public sector)

In 2019–20, SLM developed an action plan outlining its commitments following the results of the People Matter Employee Survey. Created and endorsed by the SLM Executive and senior management, the plan identifies eight actions to improve the workplace:

1) Explain and promote communication expectations (both top–down and from the bottom to the top) and channels with managers and staff

2) Staff forums and portfolio forums designed to meaningfully include different workforce cohorts

3) Continue the Quarterly Roundtables with the Executive Director and divisional directors

4) Hold Employee Appreciation Week

5) Introduce shadow opportunities and peer-led learning for staff to support development and increase opportunities to encourage organic collaboration

6) Design and deploy software tools to enable further innovation, collaboration and improved communication

7) Provide more detail and clarity on flexible work arrangements, including how they are deployed, accessed and utilised at SLM

8) Share responsibility for engagement through goals on all Performance Development Plans (staff and those with people leader responsibilities)

Internal pulse surveyThe 2020 People Matter Employee Survey was delayed due to COVID-19. To enable continued improvements, the SLM and SARA Executive teams conducted an internal pulse survey across both organisations to gauge employee satisfaction rates, particularly in relation to the impact of the pandemic. Highlights from the survey show:

• 84% of respondents know where to raise concerns or queries related to COVID-19

• 87% of respondents are staying connected to their team during COVID-19

• 89% of respondents are proud of their workplace and recommend SLM and SARA as great places to work

• 91% of respondents are able to keep work-related stress to an acceptable level

• 91% of respondents feel that the Executive teams have dealt with COVID-19 well

• 94% of respondents feel that the Executive teams have been keeping them informed on the response to COVID-19

The pulse survey, undertaken after the implementation of the action plan in May 2020, showed a positive response from staff relating to improved communication and satisfaction with the Executive teams’ response to COVID-19.

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Internal communicationIn 2019–20, SLM introduced a range of measures to improve engagement and connection for employees across the organisation and build collaboration with SARA as our teams integrate. These activities responded to the results of the People Matter Employee Survey 2019 and the ensuing action plan devised by the Executive and senior management.

Communication was enhanced with a weekly email from the Executive Director, which shifted to daily communications during the COVID-19 lockdown period. The communications were consistent across SLM and SARA and extended to casual staff and volunteers. To further uphold Executive commitment to improving communication across both organisations, questions focusing on communication were included in the internal pulse survey.

Staff forums were held every two months and made accessible to all staff through a video recording hosted on the SLM intranet. The Executive Director held regular roundtable discussions with staff at different locations to facilitate engagement; following social distancing measures due to COVID-19, the roundtables were conducted via videoconferencing. These sessions enable staff to pose questions directly to the Executive Director.

The intranet was revamped, improving accessibility, with all staff communications now available on a single portal. Management of the intranet has moved to the Executive Team to ensure timely and consistent distribution of information.

Staff training and developmentSLM revised its approach to staff training and development in response to the results of the People Matter Employee Survey 2019. The new approach has been formalised through the revision of the Staff Training and Development Policy and related procedures.

Staff development at SLM is informed by several internal frameworks, ensuring it directly supports organisational success and sustainability. These frameworks include:

• Strategic Plan 2017–2022

• Operational Plans

• Staff Code of Conduct

External frameworks that also inform training and development include:

• NSW Public Sector Capability Framework

• Premier’s Priorities

• Legislative compliance requirements

A total of 1200 hours of training was provided to SLM staff in the areas of compliance (499 hours) and professional development (701 hours).

This year, 42% of training related to compliance, with a focus on first aid and CPR, and safe tractor operation and maintenance. Staff undertook 175 hours of first-aid training and 62.5 hours of CPR training. Other areas of compliance training included AQF3 Chemical Accreditation, white card, and emergency and fire warden.

Professional development training was offered to staff through the Aboriginal Cultural Education course at the EORA campus of TAFE NSW, with four sessions undertaken. Several staff attended conferences, such as Arts Activated, Parks and Leisure Congress, and the Culture Business Conference.

Following the introduction of COVID-19 restrictions, face-to-face staff training was postponed or moved online.

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Skills Marketplace

When museums were closed due to COVID-19 restrictions, SLM established a Skills Marketplace, which matched staff displaced by the closures with work packages suited to their skill set. For example, a Visitor & Interpretation Officer (VIO) fluent in several European languages translated German recipes held in the Caroline Simpson Library & Research Collection into English. VIOs created basic records for the Justice & Police Museum’s collection of 2600 photoprints, and researched and drafted interpretation for a future exhibition. An innovative and productive development, the marketplace ensured all staff remained gainfully employed and some learned new skills while contributing to the delivery of organisational goals. The Executive Team are now exploring ways in which the Skills Marketplace can support organisational outcomes and staff development in the future.

Leadership GroupThe Leadership Group consists of heads of teams that report directly to a member of the SLM Executive Team.

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 Team and other SLM teams;

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

In 2019–20, the Leadership Group focused on the development and implementation of SLM’s three Operational Plans, ensuring the alignment of resources and fostering collaboration between SLM teams and with SARA.

Mentorship Placement Program This year, SLM hosted two museum professionals from regional museums through the Museums & Galleries of NSW Mentorship Placement Program. Each two-week placement provided the successful applicant with unique insights into the operational management of six house museums, and involved meeting with many SLM staff across a wide range of teams. In January, SLM hosted Bethany Holland, Collections Officer at the Norfolk Island Museum, who gained many practical ideas to implement at Number 10 Quality Row, an 1844 building now exhibited as a house museum. In February, Bree Rooney, Audience Engagement Officer at Newcastle Museum, discovered how SLM brings its house museums to life through a range of hands-on and engaging activities.

Workplace health and safety

WHS consultationSLM’s formal mechanisms for Workplace Health and Safety consultation are the Work Health and Safety (WHS) Committee and the Health & Safety Representatives, who are all members of the committee. During 2019–20, the WHS Committee met six times, with a focus on reviewing incidents to identify trends and potential areas of risk. The committee was involved in the development of emergency procedures across the properties, and in reviewing and developing the following:

• WHS Policy Statement

• WHS Committee and Health and Safety Representatives Policy

• WHS Consultation Policy

• Incident Notification Procedure

• Incident Investigation Procedure

• Remote or Isolated Work Procedure

Opposite page Hammock room, Hyde Park Barracks. Photo © James Horan for Sydney Living Museums

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Property inspectionsThis year, the WHS Committee undertook property inspections at Elizabeth Bay House, Elizabeth Farm, the Hyde Park Barracks, Rose Seidler House, Rouse Hill Estate, The Mint (courtyard) and Vaucluse House. Three exhibition inspections were completed at the Museum of Sydney.

WHS self-assessmentLaunched in 2017 by SafeWork NSW, the Work Health and Safety Roadmap 2022 is a six-year strategy to protect workers from harm, reduce unnecessary compliance costs and secure safety standards in NSW workplaces. The NSW Government developed a WHS Sector Plan that sets out key objectives and deliverables for the NSW Government sector for each of the Roadmap’s three Action Areas:

1) Embed the ‘Health and Safety Landscape’ in NSW workplaces;

2) Prioritise sectors, harms, workers and workplaces where the most significant WHS risks exist;

3) Build exemplar regulatory services.

The initiatives flowing from the WHS Sector Plan have been incorporated into SLM’s Operational Plans, WHS KPIs, and also SLM’s WHS Action Plan 2019–20, which includes the following initiatives:

• leadership from the top

• implementation of a WHS risk register

• identification and control of fatal and high-consequence risks

Contractor managementIn 2019–20, SLM introduced contractor and visitor sign-in protocols across all of its sites. This initiative supports the Contractor Induction: Site Conditions and Safety Procedure, established in 2018.

SARA integrationIn February, the Department of Planning, Industry and Environment handed over to SLM the coordination of WHS at SARA. SLM developed a new Incident Notification Form for SARA, which went live on the SARA Intranet in March.

Incident reporting and injury managementSLM recorded a total of 88 incidents, of which 49 related to visitors and 39 to workers (including volunteers, contractors and work experience students). These numbers reflect SLM’s policy of reporting all incidents, including low-risk incidents which, if repeated, may represent a pattern or an underlying issue that needs to be addressed.

Workers compensation claimsIn 2019–20, SLM lodged one workers compensation claim with its insurer. The claim incurred medical expenses but not lost time.

As of 30 June, SLM has two open claims, which were lodged in a previous financial year.

WHS trainingThis year, SLM staff undertook a total of 499 hours of WHS and compliance-related training. Overall, 134 separate training sessions were offered. Highlights included:

• six staff undertook safe tractor operation and maintenance training

• three staff undertook the AQF3 Chemical Accreditation Course

• 25 staff completed first-aid training

• 25 staff completed cardiopulmonary resuscitation (CPR) training

• 61 staff completed fire warden training

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Workplace influenza vaccination programSLM offers staff access to a free workplace influenza vaccination program that reduces the chance of individuals getting the flu and spreading the illness in the workplace or at home. This year, 95 staff members received vaccinations through the program.

As the vaccinations were provided during the COVID-19 lockdown, social distancing was practised, appropriate signage displayed and handwashing encouraged.

Impact of COVID-19 SLM took a proactive approach in response to the COVID-19 pandemic, guided by advice from NSW Health and managed by the Executive Team, who held daily meetings to ensure planning around changes was effective.

In late January, when the risk remained low, SLM implemented the following measures:

• disseminating to staff NSW Health fact sheets and links to the NSW Health website;

• advising staff on preventive actions for protection against respiratory diseases, including the importance of handwashing and avoiding touching their eyes, nose and mouth;

• providing hand sanitiser dispensers to all properties, which were placed at staff and visitor entrances;

• providing disinfectant wipes for front-of-house staff;

• reminding staff to stay at home if sick and to avoid contact with people showing signs of respiratory illness, such as sneezing and coughing;

• developing an enhanced cleaning regime with a focus on frequently touched surfaces.

These measures were reinforced by the display of NSW Health posters in workplace bathrooms and kitchens.

Following the closure of SLM’s museums and historic houses on 23 March, staff able to perform their regular role remotely could seek approval from their manager to work from home. Approval was dependent on the completion of a basic risk assessment of the designated home office. Staff with pre-existing health conditions were asked to work from home.

Following the Premier’s directives, in late April SLM began planning for the reopening of some of its sites on 1 June. Initiatives put in place to prioritise staff and visitor safety included:

• developing a conditions of entry policy and related procedures;

• installing hand sanitiser stations and dispensers across public spaces and workplaces;

• providing paper towels in bathrooms;

• providing staff with additional supplies of antibacterial wipes;

• undertaking additional and adjusted cleaning regimes;

• installing signage advising the maximum capacity in public spaces and workplaces.

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1. Board standing committees

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

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 2019 the committee met with representatives from the Audit Office of NSW to discuss their review of SLM’s financial statements for 2018–19.

In July 2020 the committee reviewed the year-end financial statements and met with representatives from the Audit Office of NSW to discuss the early close report.

MembersLachlan Edwards, Trustee (member from November 2019,

Chair from May 2020)

Marcus Laithwaite, Partner, PwC (Independent Chair to December 2019)

Louise McElvogue, Trustee (to December 2019)

Ruth Medd, Trustee (from November 2019)

Naseema Sparks am, Chair, Board of Trustees

StaffAdam Lindsay, Executive Director

Yaseen Dean, Head of Finance

Lisa Walters, Director, Corporate & Commercial (to June 2020)

Curatorial & Public Engagement Advisory CommitteeThe Curatorial & Public Engagement Advisory Committee comprises trustees, senior staff and external experts. It provides advice on strategic issues, including audience development, programming, exhibitions, publications, education, the web and social media, collections and research, and interpretation.

MembersSharon Veale, Trustee (Chair)

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

Penelope Coombes, Managing Director, The People for Places and Spaces

Nick Cummins, Creative Partner, The Royals

Grace Karskens, Professor of History, School of Humanities and Languages, UNSW

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

Siobhan Toohill, Group Head of Sustainability and Community, Westpac


Rebecca Bushby, Director, Strategy & Engagement

Heritage & Collections Advisory CommitteeThe Heritage & Collections Advisory Committee comprises trustees, senior staff and external experts. It met in 2019–20 to provide advice on strategic issues relating to the care and conservation of collections, buildings and sites, including the Endangered Houses Fund program.

Appendices

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MembersRoderick Simpson, Trustee (Chair)

Alastair Baxter, Associate Principal, Populous (to December 2019)

Chris Crick, Director, Root Partnerships (from March 2020)

Tanya Koeneman, Indigenous community representative (to December 2019)

Marcus Lloyd-Jones, Founder, Modern House (from March 2020)

Cameron Logan, Associate Professor and Director of Heritage Conservation at the School of Architecture, Design and Planning, The University of Sydney (from March 2020)

Colleen Morris, heritage consultant (to December 2019)

Peter Root, Managing Director, Root Partnerships (to December 2019)

Penelope Seidler am, Trustee (from August 2019)

Marie Stucci, Public Art Conservation Program Manager, City of Sydney (from March 2020)

Howard Tanner am, Tanner Architects, and Tanner Kibble Denton Architects (to December 2019)


Michael Ellis, Head of Heritage

Ian Innes, Director, Heritage, Collections & Portfolio

Megan Martin, Head of Collections & Access

2. Associated groups

SLM Foundation Board of DirectorsSusannah Sweeney (Chair)

Joshua Black

Bruce Hambrett

Adam Lindsay (Executive Director)

Chris McDiven am

Naseema Sparks am

Lisa Walters (Company Secretary) (to June 2020)

3. Self-generated revenue

Corporate partners

Cash and in-kindABC Classic: media partner, Songs of Home exhibition

Architecture Media: media partner, Sydney Open 2019

Arts and Humanities Research Council, Great Britain: sponsor, Songs of Home exhibition

British Airways: sponsor, Songs of Home exhibition

Brix Distillery: partner, Hyde Park Barracks launch event

BVN Architecture Pty Ltd: event partner, Sydney Open 2019

City of Sydney, Art & About: partner, untitled (maraong manaóuwi), Jonathan Jones installation, Hyde Park Barracks

City of Sydney Council: partner, untitled (maraong manaóuwi), Jonathan Jones installation, Hyde Park Barracks

Fratelli Fresh: partner, Sydney Open 2019 volunteer program

GML Heritage: principal sponsor, Sydney Open 2019 launch event

Grosvenor Place: supporting partner, SLM’s City Portfolio

Lonely Planet Kids: partner, How Cities Work exhibition

Ngarra-burria First Peoples Composers Initiative: partner, Songs of Home exhibition

Quay Quarter Sydney: major partner of the Museum of Sydney on the site of first Government House; education partner, On the Move exhibition

Royal Australian Navy Band: partner, Songs of Home exhibition

Schwartz Media: SLM partner

Seidler Architectural Foundation: SLM supporting partner

Sherman Centre for Culture and Ideas: SLM partner

Sydney Conservatorium of Music, The University of Sydney: partner, Songs of Home exhibition

The Neilson Foundation: partner, Hyde Park Barracks launch event, and Hyde Park Barracks Appeal

The Sydney Morning Herald: principal partner, Sydney Open 2019; exhibition partner, Songs of Home; and SLM media partner

University of Glasgow (UK): partner, Songs of Home exhibition

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APPENDICES

University of Southampton (UK): partner, Songs of Home exhibition

WestWords: partner, A Thousand Words exhibition

Several private foundations who wish to remain anonymous also generously supported SLM in 2019–20.

4. Grants

Grants of $22.8 million for recurrent allocation and $4.2 million for capital grant allocation, including a capital maintenance program grant and an additional $200,000 related to COVID-19 to upgrade ICT and cyber security, were received from the NSW Government. In addition, the following grants were received:

• $218,000 from the Australian Government’s Protecting National Historic Sites program, comprising $120,000 for the conservation of the Vulliamy clock at the Hyde Park Barracks, $50,000 to improve accessibility for people with disability at the Barracks, and $48,000 to support the creation of learning facilities and an education program for the site of the first Government House (Museum of Sydney forecourt);

• from the City of Sydney: an Art & About program grant of $85,000 for the Jonathan Jones installation at the Hyde Park Barracks and associated programming (see page 46), and a night-time diversification grant of $19,000 for the development of an escape room program at the Barracks;

• $24,434 from the University of Southampton for the Songs of Home exhibition;

• $10,000 from the Copyright Agency’s Cultural Fund for further development of a children’s theatre production for SLM’s family and schools audiences.

5. Private giving

The SLM Foundation acknowledges the following generous donations (received since 1 July 2019, as per our Gift Management Policy). The Foundation also acknowledges the many donors who gave anonymously.

Major giftsPhilip Bacon am, Margot Chinneck, Susan Maple-Brown am, Seidler Architectural Foundation, The Neilson Foundation

Governors’ CircleAntoinette Albert, Robert Albert AO RFD RD & Libby Albert, Bill & Kate Anderson, Joshua Black & Lucy Greig, Sir Ron Brierley, Emeritus Professor David Carment AM, Cecelia Clarke, Keith Cottier AM & Elizabeth Cottier, Dr Zeny Edwards OAM, Bruce & Joanne Hambrett, Peter Homel & Louise Taggart, Emeritus Professor Michael Lawrence & Sarah Lawrence, Chris McDiven AM, Guy & Marian Paynter, John Pearson, Penelope Seidler AM, Edward & Annie Simpson, Ian & Maisy Stapleton, Professor Ross Steele AM, Russell & Christine Stewart, Susannah Sweeney, Rosslyn Sweetapple, Stewart Symonds & Cliff Connors, Mark Tedeschi am qc & Sharon Tofler, The Medich Foundation

Heritage HousekeepersNeil Burley, John B Fairfax, Francis Forbes Fund, Kate Gordon, Bill & Alison Hayward, Virginia Howard & Bill Taylor, WG Keighley, Edward Loong, Suzanne Maple-Brown, Alexandra Martin, Greeba Pritchard, Margaret Scott, Margaret Short, Naseema Sparks AM

untitled (maraong manaóuwi) by Jonathan JonesGlenella Quarry Joshua Black and Lucy Greig Penelope Seidler am The Medich Foundation The Neilson Foundation

SupportersTerese Abbey, Lenore Adamson, Priscilla Adey, Vincent Aiello, Ros Andrews, Joe Angelis & Fionna Woodhouse, Christian Antonini, Ripeka Areke, Anne Argaet, Aline Avanzo Crook, Karen Avery, Samantha Azar, Ma Melissa Bacayo, Jenny Bargen, Jann Barry, Nadun Basnayake, Rachel Beaney, Amanda Beardow, Georgie Beazley, Robert Becker, Tina Beene, Lucinda Bell, Max Benyon OAM, Tracey Beresford, Stephen Berry, Eleanor Betts, Susan Beyman, Catherine Bloor, Grant Boatswain, Lucyna Bona, Robert Boonzaier, Evelyn Bosloper, Lauren Bourne, Vicki Bourne, Sally Bradford, Brigitte Braun, Annabella Bray, Cheryl Brennan, Julie Bryant, Ray Buffery, Lynn Buglar, Nataschia Buitendag, Linda Bunclark, Stephen Burns, Neil Burton, Donna Camilleri, Judith Campbell, Anne Carmichael, Danielle Carmody, Lydia Carolin, Christina Casiraghi, Michele Cassidy, Carole Cerone, Margaret Chambers, Dr Grace Chan, William Chapman, Peter Christophers, Natalia Chuzhmarova, David Clarke, Terry Clarke, Rodney Climo, Jenny Clough, Bernard Coles qc & Margaret Coles, Irene Cooper, Kate Corcoran, Peter Cowan, David Cowell, Sam Crawford, Vicki Craze, Lynley Crichton, Anthony Crossley, Kathleen Cunningham, Belinda Curtis, Carwyn Davies, Roland De Broglio, Elaine De Melo, Khristine Del Rosario, Nicola Dempsey, Karen Devereaux, Alva Devoy, Meghan Dobbins, Clare Docker, Fiona Doherty, Rebekah Doran, Simone Dracos, Dorothy Dudley, Coral Dunn, Kerryn Dziamba, Miyuru Ediriweera, Olga Efremova, Joy England, Rhiannon Evans, Rachel Farmer, Annette

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Faulkner, Sarah Ferdinand, James Ferry, Jill Finch, Stephen Finnerty, Josephine Fisher, Sue Ellen Mary Fitzgerald, Garth Fleeton, Emma Forbes, Lorinda Ford, Daniela Fornasaro, Christine Freels, Talia Friedman, Cheryl Fry, Lynne Furner, Dr Marion Gaborieau & Dr Patrice Castignolles, Terry Gainey, Mary Ann Gamutan, Jenny Garland, Melissa Gaspari, Ann Gibney, Maureen Gibson, Melanie Giuffre, Liane Giuliano, Rosina Gough, Marella Gouvernet, Benjamin Graham, Elaine Graham, B Griffin, Pauline Griffin am, Joshua Guelen-Oates, Rosetta Gunning, Anthea F Gupta, Matt H, Nicki Habkouk, Dr Peter Hales, Biljana Haljicki, Peter Hamilton, Sally Hamilton, Janet Hansen, Stuart Hansman, Samantha Hardy, Lindsay Harris, Amana Hart, Dr Marie-Louise Harvey, Barbara Hastings Cox, Rebecca Hauri, Simon Heesh, Judy Heffernan, Benedicta Hendarto, Mark Heylbut, William Hicks, Hugh Hogan, Diana Houstone, Patricia Howard, Patricia Howes, Reginald Hyndman, J M Ibanez, Mailanel Ilao, Helen Ilic, Ian Innes, Sherrin Jacob, Corina James, Phil Jamieson, Janice Jarrett, Ravi Jayawardana, Keegan Jensen, Helen Jones, Paul Judge, Shannan Judge, Pamela Kaplin, Nouhad Karam, Danai Keir, Rani Kim, Victoria Kitanov, Joanna Kitchen, Cynthia Knapp, Elizabeth Laird, Martin Lancaster, Eugenia Langley, Lynne Lawlor, Rebecca Ledwell Snr, Lange Lee, Dominique Leroy, Karl Lindeson, Hugh Liney, Corina Lisson, Michael Lomas, Darrah Long, Gary Lopez, Robert Lorschy, Anne Low, Roberto Lozada, Therese Luck, Christel Ludeau-Barrière, Rachel Lye, Sharon Mace, Alison MacLennan, Gail Macqueen, Sanmari Mader, Rebecca Mahar, Nicholas Martin, Robyn Martin-Weber, Fiona Mathie, Bernadette McCall, Alice McCormick, Margaret McDonald, Antoinette McIntosh, Karen McIntyre, Julie McKenzie, Naomi McKeown, Cherie McKinnon, Elspeth McLachlan, Jack McLoughlin, Rhonda McMillan, Dr Jean McPherson, Laura Menschik, Natalie Middleton, Sylvie Millard, Maud Millier, Virginia Milliken, Graham Mitchell, Dr Michael Moffatt, Darren Moody, Fiona Moore, Geoff Moore, Huimin Moore, Jill Morrison, Wendy Mou, Lesley Mowbray, Donald Mulligan, Jennifer Nakhla, Leone Neal, Helen Nelson, Sarah Newland, Esme Newton-Grain, Deborah Niland, Terry Nixon, Lisa O’Halloran, Robyn O’Keefe, Georgia O’Neill, Fiona Orenstein, Greg O’Sullivan, Juliana Oyeduntan, Noelle Papera, Judy Park, Kathrin Parker, Peter Parsons, Joanne Pastega, Chris Patsalides, Chris Pattenden, Claire Payne, Mark Peachey, Melanie Peers, Ronald Perry, Bryce Peterson, Dr John Peterson, Aimee Pflederer & Mark Pflederer, Lynne Phillips, Bettina Pidcock, Jess Pike, Joanne Pithie, Brendan Plowman, Jan Polverino, Julie Porteous, Margo Porter, Alison Posney, Rachel Potter, Charlie Quillslinger, Shilpa Rajkumar, Markam Ralph, Diane Randall, Sue Reeman, Michelle Reid, Yvonne Reitsma, Beverley Richardson, Rio Richardson, Peter Ricketson, Doris Ricono-Garrett, Marie Ritchie, Karen Rivera, Paul Roberts, Tiahla Roberts-Ward, Linda Robinson, Judith Rochford, Timothy Rodgers, Anna Rollans, Lyn Rose, Dr Jane Rowden, Frances Ryan, Margaret Sadow, Lindsay Anne Salvador, Dr Denise Salvestro, Peter Sandilands, Anna Sarphie, Vivian

Schmiedte, Elizabeth Scott, Rosalyn See, Thamaraiselvi Senthooran, Graeme Sharp, Rebecca Sharp, Catherine Shashkof, Thomas Sheen, Heather Sheiles, Dr Michelle Shein, Leanne Shields, Karen Shields, Lurnea Simmons, Ermil Sipp, Natalie Smith, Rebecca Smith, Helen Sofy, Mary Stafford, Rowan Stenhouse, Lia Stephen, Carol Stokes, Wendy Stone, Kerry Stubbs, Catherine Sullivan, Kristy Sultana, Mary Jane Suter, Julie Sweeten, Gabrielle & Andrew Tagg, Yan Tang, Beth Taylor, Ian Taylor, Elizabeth Thomas, Ray Thompson, Rosalind Thompson, Christine Thomson, Caroline Thornton, Shane Tiernan, Silke Toepfer, Richard Tonkin, Kaia Torv, Elizabeth Trainor, Seamus Treanor, Anne Trimmer, Jye Tucker, Carolyn Turczak, Catherine Upex, Diana Van der Saag, Max Vandyke, Eve Varney, Gail Vaubell & Allan Cope, Amber Vincent, Karlina Waciega, Rosie Wagstaff, Jane Wallace, John & Julie Walz, Richard Ward, Massey Warwick, Susan Watkins, Yvonne Wehling, Ann Whelan, Angie Whiting, Margaret Wilcoxon, Dr Tomas Wilkoszewski, Alison Williams, Dr Keir Winesmith, Karen Withers, Shirley Woo, Narelle Wood, Lu Xu, Ly Xuan, Paulina Yevenes, Zoe Young, Alberto Zamudio, Hong Zhang, Wu Zhang

6. Privacy and Personal Information Protection Act 1998

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 2019–20.

SLM received no applications under section 14 of the PPIP Act during 2019–20.

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APPENDICES

7. Public Interest Disclosures Act 1994

Under section 31 of the Public Interest Disclosures Act 1994 (PID Act), each public authority is required to prepare an annual report on their obligations under the Act. Information for SLM on public interest disclosures for 2019–20 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 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 PID 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.

8. Government Information (Public Access) Act 2009

The Government Information (Public Access) Act 2009 (GIPA Act) requires NSW Government agencies to make mandatory disclosures of information, encourages proactive releases of information and provides mechanisms for individuals to apply to access government information.

Under section 7 of the GIPA Act, public sector agencies must review their programs for the release of government information at least once every 12 months to identify the kinds of information that can be made publicly available.

SLM routinely releases information free of charge on its website when it is considered to be in the public interest, such as codes, guides, policies, procedures, reports and statistical information. This is available at sydneylivingmuseums.com.au/about-us/reports-plans

During the reporting period, SLM received a total of nil (0) valid formal access applications. SLM received a total of one (1) invalid application for review. No applications were transferred to another agency.

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.

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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) 1

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 1

Invalid applications that subsequently became valid applications –

Table D: Conclusive presumption of overriding public interest against disclosure: matters listed in Schedule 1 to 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.

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APPENDICES

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 are 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.

(From July 2020)

Clare Donnellan Director, Corporate & Commercial Services Sydney Living Museums Head Office, The Mint 10 Macquarie Street, Sydney NSW 2000

T 02 8239 2288 Email: [email protected]

Further information is available at sydneylivingmuseums.com.au/about-us/reports-plans/access-government-information

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9. 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 learning 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 another member of the Executive. (See page 71 for SLM’s approach to customer service.)

A total of 23 written compliments were received: museums, houses and exhibitions (19); and programs and events (4). A total of 8 written complaints were received: museums, houses and exhibitions (5); programs (2); and publications (1).

10. 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, job advertisements, media releases, policies and plans, and links to SLM content on other platforms such as Facebook, YouTube, Instagram and Twitter;

• information on copyright, disclaimers, privacy, contact details, accessibility, and official logos and links;

• annual reports from 2000 to the present;

• ecommerce facilities for purchasing merchandise, tickets and membership, and making donations.

Land disposalSLM had no land disposals in 2019–20.

Judicial decisionsNo judicial decisions were made during the reporting period that affect SLM or its users.

Production costs related to this reportThere were no external costs related to the production of this report.

11. 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 25 July 2019 for the 2019–20 financial year.

Personnel policies and practices• SLM continued to implement its People and Culture

Strategy to achieve the relevant success measures outlined in its Strategic Plan 2017–2022. These are:

– maintain above-sector staff engagement as measured in the People Matter Employee Survey;

– achieve workplace diversity consistent with NSW public sector targets;

– promote a culture of continuous workplace improvement;

– achieve zero workplace injuries.

• 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 to address compliance and professional development requirements. There was a strong focus on diversity and accessibility.

• The People & Culture Team worked with the Marketing & Audience Insight Team to update the Employee Value Proposition, which supports SLM’s goal of becoming an employer of choice and attracting and retaining the best and brightest people.

Future directionsKey areas of focus for the year ahead will be increasing shared service opportunities and strengthening workplace collaboration between SLM and the State Archives and Records Authority of New South Wales (SARA).

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APPENDICES

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

• diversity of representation on recruitment panels and the provision of workforce diversity information to job applicants;

• diversity of representation on internal bodies such as the Work Health & Safety Committee;

• continuing flexible work practices, including flex days and rostered days off, maternity leave, and family and community service leave, and working from home during the COVID-19 period, where appropriate;

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

• supporting staff affected by organisational change through the Employee Assistance Program;

• continuing the SLM Diversity Working Group, which works with staff to champion the Department of Premier and Cabinet’s (DPC) Diversity & Inclusion Strategy and develop similar internal plans specific to SLM;

• meeting with other Sydney cultural institutions every two months to discuss how to increase accessibility for both visitors and employees.

Future directionsThe SLM Diversity Working Group will seek to create an internal SLM Disability Inclusion Action Plan and a Multicultural Plan aligned with NSW public sector frameworks and guidelines.

Number of senior executives 2019–20

Principal officersExecutive Director Adam Lindsay BA/BBus, BA (Hons), MA

Director, Corporate & Commercial Lisa Walters BCom, CA, GAICD (to June 2020)

Director, Heritage, Collections & Portfolio Ian Innes BScArch, BLArch

Director, Strategy & Engagement Rebecca Bushby BA, Grad Dip Mgt, Grad Dip AppSc

Senior executivesDuring 2019–20 the following were members of the Public Service Senior Executive:

Executive Director Adam Lindsay

Director, Corporate & Commercial, Lisa Walters (to June 2020)

Director, Heritage, Collections & Portfolio, Ian Innes

Director, Strategy & Engagement, Rebecca Bushby

Number of senior executives 2019–20

2019–20 2018–19

Band Female Male Female Male

4 – – – –

3 – – – –

2 – 1 – 1

1 2* 1 2 2

TOTAL 4 5

* Only one female as at 30 June 2020.

Average remuneration in 2019–20*

Band

Public sector remuneration range 2019–20

SLM average remuneration 2019–20

Public sector remuneration range 2018–19

SLM average remuneration 2018–19

Band 2 (Executive Director) $274,701 to $345,550 $303,026† $268,001 to $337,100 $281,310

Band 1 (Director) $192,600 to $274,700 $217,033 $187,900 to $268,000 $212,339

* In 2019–20, 5% of SLM’s employee-related expenditure was related to senior executives compared to 6% in 2018–19. † The Executive Director’s salary is costed equally across SLM and the State Archives and Records Authority of New South Wales. Data supplied by the Department of Planning, Industry and Environment.

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Workforce profile – Workforce Diversity report

Current selections

Cluster Reporting entity

Premier & Cabinet Sydney Living Museums

1 Size of agency (headcount) 2018 2019 2020 % CHANGE 2019 TO 2020

Headcount at census date 262 261 199 -23.8%

Non-casual headcount at census date 199 203 197 -3.0%

2 Workforce Diversity survey response rate (non-casual headcount at census date) 2018 2019 2020

Non-casual headcount at census date 199 203 197

Non-casual Workforce Diversity survey respondents at census date 199 203 197

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) 2020

Remuneration level of substantive position

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

Unspecified gender

Aboriginal and/or Torres Strait

Islander people

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 – $49,322 9 9 3 6 – – 5 6 – –

$49,322 – $64,779 37 37 12 25 – – 5 5 2 1

$64,779 – $72,418 22 22 9 13 – – 7 8 – –

$72,418 – $91,641 43 43 18 25 – 1 5 6 1 –

$91,641 – $118,507 67 67 23 44 – – 14 13 2 –

$118,507 – $148,134 17 17 8 9 – – 1 1 – –

$148,134 > (Non SES) – – – – – – – – – –

$148,134 > (SES) 2 2 1 1 – – – – – –

TOTAL 197 197 74 123 – 1 37 39 5 1

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

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APPENDICES

4 Workforce Diversity actual and estimated staff numbers (non-casual headcount at census date) 2020

ACTUAL ESTIMATED



Unspecified gender


Islander people

People from racial,

ethnic, ethno-


People whose



People with a

disability


requiring work-

related adjustment

$0 – $49,322 9 9 3 6 – – 5 6 – –

$49,322 – $64,779 37 37 12 25 – – 5 5 2 1

$64,779 – $72,418 22 22 9 13 – – 7 8 – –

$72,418 – $91,641 43 43 18 25 – 1 5 6 1 –

$91,641 – $118,507 67 67 23 44 – – 14 13 2 –

$118,507 – $148,134 17 17 8 9 – – 1 1 – –

$148,134 > (Non SES) – – – – – – – – – –

$148,134 > (SES) 2 2 1 1 – – – – – –

TOTAL 197 197 74 123 –

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. Eg, 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 percentages 2020

ACTUAL ESTIMATED



Unspecified gender


Islander people

People from racial,

ethnic, ethno-


People whose



People with a

disability


requiring work-

related adjustment

$0 – $49,322 9 100.0% 33.3% 66.7% 0.0% 0.0% 55.6% 66.7% 0.0% 0.0%

$49,322 – $64,779 37 100.0% 32.4% 67.6% 0.0% 0.0% 13.5% 13.5% 5.4% 2.7%

$64,779 – $72,418 22 100.0% 40.9% 59.1% 0.0% 0.0% 31.8% 36.4% 0.0% 0.0%

$72,418 – $91,641 43 100.0% 41.9% 58.1% 0.0% 2.3% 11.6% 14.0% 2.3% 0.0%

$91,641 – $118,507 67 100.0% 34.3% 65.7% 0.0% 0.0% 20.9% 19.4% 3.0% 0.0%

$118,507 – $148,134 17 100.0% 47.1% 52.9% 0.0% 0.0% 5.9% 5.9% 0.0% 0.0%

$148,134 > (Non SES) – 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%

$148,134 > (SES) 2 100.0% 50.0% 50.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%

TOTAL 197 100.0% 37.6% 62.4% 0.0%

Note: Table 4a presents the figures in Table 4 as percentages. Eg, 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

5a. Trends in the representation of Workforce Diversity groups

Workforce Diversity Group Benchmark 2018 2019 2020

Women 50% 63.3% 62.6% 62.4%

Aboriginal and/or Torres Strait Islander people 3.3% 1.5% 2.5% 0.5%

People whose first language spoken as a child was not English 23.2% 14.1% 16.7% 19.8%

People with disability 5.6% 3.5% 3.0% 2.5%

People with disability requiring work-related adjustment N/A 1.0% 1.0% 0.5%

Note 1: The benchmark of 50% for representation of women across the sector is intended to reflect the gender composition of the NSW community.Note 2: The NSW Public Sector Aboriginal Employment Strategy 2014–17 introduced an aspirational target of 1.8% by 2021 for each of the sector’s salary bands. If the aspirational target of 1.8% is achieved in salary bands not currently at or above 1.8%, the cumulative representation of Aboriginal employees in the sector is expected to reach 3.3%.Note 3: A benchmark from the Australian Bureau of Statistics (ABS) Census of Population and Housing has been included for ‘People whose first language spoken as a child was not English’. The ABS census does not provide information about first language, but does provide information about country of birth. The benchmark of 23.2% is the percentage of the NSW general population born in a country where English is not the predominant language.Note 4: In December 2017 the NSW Government announced the target of doubling the representation of people with disability in the NSW public sector from an estimated 2.7% to 5.6% by 2027. More information can be found at: Jobs for People with Disability: A plan for the NSW public sector. The benchmark for ‘People with disability requiring work-related adjustment’ was not updated.

5b. Trends in the Distribution Index for Workforce Diversity groups

Workforce Diversity group Benchmark 2018 2019 2020

Women 100 90 95 97

Aboriginal and/or Torres Strait Islander people 100 N/A N/A N/A

People whose first language spoken as a child was not English 100 96 80 86

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.

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APPENDICES

Diversity and inclusion SLM is covered under the DPC’s Diversity & Inclusion Strategy 2018–2021. The strategy states:

Our commitment to inclusion involves creating an environment that is respectful, welcoming and flexible, and where all employees can achieve their full potential. We cultivate an inclusive and collaborative workplace where diversity of lived experience and background informs decision-making and innovation. The Department of Premier and Cabinet is a leader in the NSW public sector, and diversity and inclusion (D&I) are central to our culture and mission to enhance the lives of the people of NSW. The scope of the plan covers services, facilities and employment.

The structure of the plan includes four outcome areas:

1) Leadership – All leaders display inclusive leadership traits and have accountability for a broad range of D&I metrics.

Priorities: Build diversity and inclusion capability; develop pro-diversity mindsets and skills to lead and work with diversity and to foster inclusive work settings.

2) Workforce – A workforce and leadership that is representative of the working population of NSW.

Priorities: Seek and promote diversity; build a workforce that is representative of the population of NSW at all levels and in all functions across the department.

3) Workplace – An inclusive workplace and culture where all employees, irrespective of background, experience high levels of respect and belonging, are empowered to fully contribute to work practices and have opportunities for progression.

Priorities: Foster a culture of respect and belonging; cultivate a safe and supportive workplace so that all employees feel that they can bring their whole selves to work.

4) Community – Diversity of lived experience is sought from a range of internal and external sources and is actively integrated into work processes to drive innovative and high-quality service delivery and policy formulation.

Priorities: Integrate diversity into work practices; actively integrate diversity of lived experience into service delivery, policy formulation and decision-making across the department.

Staff headcount in classification

2016–17 2017–18 2018–19 2019–20

Administrative and clerical staff

189 167 152 161

General staff 159 125 124 132

Librarians, library assistants, library technicians and archivists

4 3 3 2

Security and general services

– 2 13 14

Gardens – horticulture and trades staff

10 11 9 8

Curators and registrars 24 23 23 23

Education officers 3 3 3 3

Public service senior executives

5 5 5 3

Total 394 339 332 346

Staff (annual full time equivalent)

174.84 172.10 177.70 168.82

Staff headcount by classification

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Accessibility and inclusion – Hyde Park Barracks

Funding from the Australian Government’s Protecting National Historic Sites program through a grant of $250,000 enabled SLM to develop an accessibility framework to create a fully inclusive onsite and online experience at the renewed Hyde Park Barracks. The grant was awarded in 2018, with the final funding payment received in June 2020.

Accessible Arts was engaged to develop a consultation report. They identified physical barriers and wayfinding issues at the heritage site and provided recommendations on how visitors with disability, including mobility issues, could access the new visitor experience. This consultation resulted in changes to the design of the exhibition environment, as well as the installation of mesh pathways to enable equitable access between the buildings and across the courtyard, and decking to enable mobility access to the new site amenities and accessible ramps. Other outcomes include:

• accessible versions of the new visitor experience, which include transcriptions of the audio guide on iPads for the deaf or hard of hearing and a mobility tour outlining an alternative path for wheelchair users;

• an audio-descriptive tour for the vision impaired, developed in collaboration with Vision Australia. Lived experience consultants from Accessible Arts undertook user testing, resulting in modifications to some of the accessible versions of the visitor experience;

• a digital accessibility action plan implemented for the new Hyde Park Barracks website, developed by Pollen;

• training undertaken by SLM’s Digital Content Coordinator, through Inclusive Design, to ensure a long-term benefit for SLM website content and design accessibility.

Multicultural plan The NSW Multicultural Planning Framework identifies strategic priorities, assigns corporate responsibilities and specifies time frames for its implementation. It consists of actions against four focus areas with specific outcomes:

1) Leadership – demonstrated leadership in culturally inclusive practices; increased recognition of the value of cultural diversity;

2) Engagement – collaboration with diverse communities; understanding the needs of people from diverse backgrounds;

3) Planning – strong plans to deliver services; evidence-driven planning;

4) Service Delivery – mainstream services deliver for everyone; targeted programs fill the gaps; people from culturally diverse backgrounds are aware of NSW Government (funded) services, programs and functions.

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.

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APPENDICES

During the reporting period, SLM completed the following actions to increase access to its properties, programs and services:

• continued the partnership with Muru Mittigar Aboriginal Cultural & Education Centre onsite at Rouse Hill Estate. As well as learning about the site’s colonial history from SLM guides, students now also learn about its long Darug history directly from First Nations guides and Elders;

• continued to produce culturally sensitive and inclusive exhibitions and programs, such as the new displays in the Hyde Park Barracks and the Indigenous Perspectives Teacher Professional Development Day;

• commissioned Wiradjuri/Kamilaroi artist Jonathan Jones to create untitled (maraong manaóuwi), an artwork for the Hyde Park Barracks courtyard. Jones worked with three First Nations installers, and five First Nations educators were employed to support the interpretation. Speakers, performers and facilitators from 23 different First Nations groups participated in the associated public programs (see page 46);

• commissioned writers and artists from First Nations and culturally and linguistically diverse backgrounds to produce new creative works in response to historical photographic images from SLM and SARA collections for the exhibition A Thousand Words (see pages 58–9);

• provided accessibility training to SLM staff through Accessible Arts;

• provided cultural awareness training to SLM staff through TAFE;

• sought to increase diversity in SLM’s volunteer program. Of those surveyed in 2020:

– four volunteers identifying as Aboriginal or Torres Strait Islander or both supported SLM in 2019–20. Three supported Sydney Open 2019 and one is currently in the year-round volunteer program;

– 17% of respondents said their first language spoken as a child was not English;

• continued to support Sydney’s Irish community through its partnership with the Great Irish Famine Commemoration Committee (see page 70);

• participated in Harmony Day in March, with some staff sharing international cuisine at morning tea and lunchtime events to celebrate cultural respect, inclusiveness and a sense of belonging for everyone.

Overseas visits by employeesBusiness-related visits by staff between 1 July 2019 and 30 June 2020:

Staff member Purpose of visit (summary) Destination(s) Dates of travel

Levon Broederlow, Exhibition Technician

Installed the exhibition Towers of Tomorrow with LEGO® Bricks as per international touring exhibition agreements between SLM and host venues. The full cost of travel was externally funded.

USA 6–11 Oct 2019

Lisa Walters, Director, Corporate & Commercial

To complete the final core subject of her Executive Master of Public Administration course, through the Australia and New Zealand School of Government (ANZSOG). The Public Service Commission approved the travel of the 2018 EMPA cohort for this purpose.

New Zealand 27–30 Nov 2019

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12. Budget

Budgets for the year under review are set out hereunder in accordance with section 7(1)(a)(iii) of the Annual Reports (Statutory Bodies) Act 1984.

Due to the COVID-19 pandemic, the 2020–21 NSW Budget and related Appropriation Bill has been deferred until 17 November 2020. The 2020–21 budget estimates will be released as part of the 17 November announcement.

The budgets have been prepared on an accrual basis.

13. 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.

SLM has in place an enterprise-wide Risk Management Framework that 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. The framework was reviewed in 2019. SLM’s mandatory annual attestation is included on page 117.

SLM’s Audit & Risk Committee (see page 100) is an advisory committee of the Board of Trustees and an integral component of SLM’s corporate governance arrangements. The committee’s responsibilities include 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 standardsThe following SLM Code of Ethics and Conduct policies can be accessed at sydneylivingmuseums.com.au/about-us/policies:

• Code of Ethics and Conduct for Staff and Volunteers

• Code of Ethics and Conduct for Trustees (this extends to the members of SLM’s Board standing committees)

• Code of Ethics and Conduct for Foundation Board Directors

ICT managementThe ICT Team has in place policies and procedures critical for compliance with the NSW Government’s Cyber Security Policy. The mandatory Cyber Security annual attestation is included on page 118.

Internal auditNo internal audit reviews were conducted during the year.

Budget Revised budget

2019–20 2019–20$’000 $’000

ExpenditurePersonnel services expenses 20,545 20,545

Operating expenses 6,877 7,677

Depreciation and amortisation 1,496 1,785

Finance costs 54 5

TOTAL EXPENDITURE 28,972 30,012

RevenueRecurrent grant 20,339 22,839

Capital grant 4,020 4,220

Sale of goods and services 7,422 5,022

Investment revenue 159 159

Grants and contributions 3,479 3,079

Other revenue 17 17

TOTAL REVENUE 35,436 35,336

Gain on disposal of non-current assets – –

Other gains/(losses) – –

NET RESULT 6,464 5,324

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APPENDICES

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, seven claims were lodged with TMF, including one major claim related to consequential loss of revenue due to the closure of SLM museums as a result of COVID-19. This claim is with the claim assessor.

One workers compensation claim, for expenses only, was lodged in 2019–20. Two lost-time claims from the previous year are still open.

Five motor vehicle claims were lodged, the lowest result in ten years. 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 new policies and procedures were developed and approved: COVID-19 Conditions of Entry Policy, COVID-19 Conditions of Entry Procedure and Susannah Place Museum Lead Policy.

The following existing policies and procedures were reviewed and revised: Audit & Risk Committee Charter, Curatorial & Public Engagement Advisory Committee Charter, Heritage & Collections Advisory Committee Charter, Managing Gifts and Benefits Policy, Public Interest Disclosure Policy, Training and Development Policy, Trust Charter, Use of SLM Fleet Vehicles Policy and Work Related Travel Policy.

Records managementIn 2019, more than 60 boxes of old records were collected from the Hyde Park Barracks, Justice & Police Museum and the Museum of Sydney, and their contents archived. These historical records have been classified and registered in Content Manager, SLM’s records management system, and are now searchable and accessible to SLM staff and can be better managed in the long term.

Two graduate interns embarked on a project to identify, sort and register a plan and a large number of drawings of the Museum of Sydney, which date from the 1980s through to today. The interns initiated a process for registering and managing such records in the future.

In May, the upgrade of Content Manager from CM9.1 to CM9.4 was successfully completed and users are now experiencing improved functionality.

A migration and merger of SLM and State Archives and Records Authority of New South Wales records management datasets is in the planning phase and should be completed in October 2020. This merger will enable the sharing of key administrative and functional records across both organisations.

Work health & safety (WHS)SLM’s Work Health & Safety Committee consults with teams across the organisation to develop new and update existing WHS policies. The committee takes a risk-based approach to reviewing incidents at SLM sites. Recommendations made by the committee to management are considered by the Executive. Committee members continued to participate in regular site inspections and undertake property and event-related risk assessments. These inspections were augmented by inspections conducted by members of the Executive, the Heads of Portfolio and the WHS Coordinator. (See also pages 96–9.)

SLM’s Return to Work Officer proactively case-manages return-to-work plans for any injured employees, in consultation with the injured worker, treating doctor and insurer.

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Internal Audit and Risk Management Attestation StatementFor the 2019–20 financial year for the Historic Houses Trust of New South Wales

I, Adam Lindsay, 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 (ARC) are:

• Lachlan Edwards, Trustee (Term 1: November 2019, Chair from May 2020 – current)

• Marcus Laithwaite, Partner, PwC (Independent Chair – Term 1: May 2018 to March 2020)

• Louise McElvogue, Trustee (Term 2: March 2016 to December 2019)

• Ruth Medd, Trustee (Term 1: November 2019 – current)

• Naseema Sparks am, Chair, Board of Trustees (Term 1: January 2019 – current)

I, Adam Lindsay, 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).

Adam Lindsay Executive Director

18 August 2020

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APPENDICES

Historic Houses Trust of NSW

The Mint10 Macquarie StreetSydney NSW 2000

T 02 8239 2288 F 02 8239 2299ABN 33 412 983 678

[email protected]

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15. Consultants

Type of consultant Name of consultant

Amount (Excl. GST)

$

General > $50,000 None –

Type of consultant Number of engagements

Amount (Excl. GST)

$

General < $50,000 27 272,439

14. Payment performance

Payments

Aged analysis at the end of each quarter

Quarter

Current (ie, within due date)

$’000

Less than 30 days overdue

$’000

31–60 days overdue

$’000

61–90 days overdue

$’000

More than 90 days overdue

$’000

Sept 2019 155 134 52 1 53

Dec 2019 -36 19 – 4 41

Mar 2020 290 222 10 9 46

Jun 2020 333 167 5 – 2

Total accounts paid on time Total amount paid

QuarterTarget

%Actual

%Target

$’000Actual

$’000

Sept 2019 100 97 7,227 6,987

Dec 2019 100 99 7,698 7,634

Mar 2020 100 95 6,164 5,877

Jun 2020 100 96 4,014 3,839

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APPENDICES

16. Our volunteers

Mariia Abramova, Jennifer Agius, Deborah Aitken, Kate Alway, Sanaz Amininazari, Jennifer Anacio, Diane Anderson, Jenna Anderson, Anita Angileri, Priyanka Ankalikar, Crystal Anson, Prue Anthony, Anita Aptaker, Patricia (Tish) Arellano Amaro Munro, Robyn Armstrong, Jessica Asmith, Akhtar Azhar, Joann Balakrishnan, Teresa Baldassarre, Katherine Ball, Zhen Bao, John Bartholomaeus, Elena Bartos, Sally Bates, Abigail Bautista, Angela Beeston, Elva Bennett, Margery Bennett, Gemma Beswick, Dan Bieri, Ashleigh Bird, Colin Bishop, James Black, Ben Blakebrough, Catherine Borchok, Erika Bostelmann, Courtney Bowd, Alice Bowen, John Boyd, Michelle Boyd, Ron Bray, Warren Bressler, Rachel Brook, Marnie Brown, Philip Brown, Angela Budai, Michael Bui, Trong Kien Bui, Wendy Bull, Michele Burton, Julia Byers, Andie Caballes, Ada Cable, Steve Cartland, Michele Carton, Lynne Cartwright, Cheryl Catchpool, Michelle Chan, Wai-Kwan Candice Chan, Joanna Chang, Simon Chang, Tszshu Chau, Mohit Chauhan, Katie Chen, Helen Cheng, Virginia Chenney, Henrietta Cheshire, Lisa Cheung, Cheuk Chiu, Fiona Chong, Betty Chow, Natalie Chua, Olesya Chugunova, Natasha Civijovski, Terry Clarke, Emily Cliff, Alana Clifton-Cunningham, Theresa Coghlan, Gerry (Yaier) Cohen, John Collins, David Congram, Gary Cook, Lyndsey Crammond, Annette Crawford, Diane Cremin, David Critchley, Alex Crouch, Rowena Cruz, Katrina Curry, Emma Davies, David De Luca, Michael Denniss, Lynn Dent, Miriam Dietrich, Stella Dimitriou, Tia Ding, Yi Ding, Vania Djunaidi, Tom Donald, Mal Donaldson, Dominic Dwyer, Thomas Dwyer, Jenny Edwards, Nelle Edwards, Shih Liz Ee, Surianingsih Effendy, Mark England, Tiina Eriksson, Jane Eskin, Gary Evans, Julie Evans, Les Evans, Michele Evans, Lindsay Everingham, Terry Fahy, Maria Fallah, Mariya Ferdousi, Ana Fernandes de Lima Vendrell, Ronald Fernandes, Savio Fernandes, Linda Fields, Michael Fillery, Ronald Fisher, Paul Fitzsimons, Claire Foley-Jennings, Diann Ford, Mahsa Foroughi, Julian

Foster, Joan Francis, Erin Franks, Jing Fu, Peng Fu, Elise Funnell, Valerie Gaidarly, Sheena Gale, Wenqian Gan, Susanne Gantert, Joy Gao, Vanessa Garland, Karen Garlick, Allan Garrick, Terry Gatward, Kerri Genovese, Catherine Gibson, Heather Gill, Monique Gingell, Caroline Gleeson, Liz Gleeson, Diana Glenn, Wan Hoe Goh, Isobel Golding, Wilson Gomez, Shasha Gong, Julia Goode, Linda Gosling, Elaine Graham, Howard Graham, Michele Grande, Adam Griffin, James Griffith, Tim Griffiths, Yuechi Guo, Yushan Guo, Rob Haggett, Gerald Haines, Patricia Hale, Dimitria Hamlyn-Harris, Robin Handley, Samantha Harding, Jennifer Havyatt, Cecelia Heazlewood, Jan Heffernan, Joseph Heng, Karina Kendra Herrera Membreno, Chloe Hibert, Poppy Hicklin, Kerri Hietbrink, Margaret Hill, Karina Hiralal, Kate Hobman, Chloe Hobson, Robert Holden, Claire Holloway, Jie Hou, Thomas Huang, Keith Ross Hughes, Sally Humphrey, Cherie Y C Hung, Carmen Iacopetta, Robert Iacopetta, Naomi Iizuka-Ruprecht, Denise Inch, Marion Iraninejad, Linda Irawan, Kate Ireland, Kristen Irwin, Carol Jacobson, Kenneth Jacobson, Peter James, Sally James, Ella Janiszewski, Sonia Jenner, Esben Jensen, Ann Jewitt, Tong Ji, Xingyu Jia, Michael Jones, Melanie Joyce, Sarah Kaleta, Tamiru Kawashima, Christine Kazub, Peter Kearns, Sandra Kearns, Mikayla Keen, Stephanie Kemp, Joanne Kennett, Graham Kerr, Seah Fern Khoo, Floura Khosh Kish, Emily Kilgannon, Young-Seon Kim, Katja Klikauer, Zeng Wei Felix Koay, Lada Kolonkova, Ainnoun Kornita, Nik Kosov, Maree Kovac, Sophie Lamaletie, Leonardo Lamanuzzi, Richard Lambert, Jacqueline Lau, Ellen Lawson, Maurane Ledauphin, Josiah Lee, Leoné Lemmer, Susan Lenné, Oliver Lennon, Mollie Lenthall, Agnes Levine, Cheng (Kevin) Li, Mei Li, Yongyan Li, Zheng (Michael) Li, Lotty Liang, Zhixuan Liao, Wendy Lim, Cindy Lin, Zhen Lin, Jyh Huei Ling, Jimmy Liu, Joseph Llaneta, Anthony Llewellyn-Evans, Mary Joyce Lo, Cathy Lockhart, Kate Long, Vivienne Lopez, Sann Luk, Alison Luo, Mechelle

Lynn, Tom Lyons, George Mack, Sue McGregor, Craig McIlveen, Helen McKelleher, David Mackinnon, Rae McLintock, Wendy McMichael, Loretta McPherson, Lynette McShane, Shirley Maguire, Deirdre Mahoney, Judith Manion, Svetlana Marjanovic, Jane Marks, Moseley Maroli, Judy Marshall, Keith Marshall, Lynette Martel, Claire Martens, Sandra Martin, Sarah Mathieson, Gillian Mauchan, Malcolm Mawhinney, Fahimeh Mazloumi Gavgani, Susan Melrose, Sulan Mendis, Justine Merrony, Danica Micallef, Paul Miller, Jiayu Min, Yajie Mo, Christine Morony, Miriam Morton, Angela Moy, Celene Murney, Louise Murphy, Bruce Myles, Tarun Naidu, Syed Murtaza H Naqvi, Shareena Nazeer, Phillip Neave, Bronwyne Newbold, Man Wai Ng, Hunter Nguyen, Violeta Nikolovska, Maliha Nitu Afroz, Michael Noone, Alice Norwood, Alison Nowland, Aurora Nowosad, Jessica O’Connor, Con O’Donnell, Alison O’Loughlin, Jill O’Loughlin, Oonagh O’Neill, Melissa O’Shea, Marie Padovan, Stephen Paget, Matin Pajouhi, Rosemary Palmer, Wei Pan, Carol Paterson, Julianne Patterson, Anna Pavincich, Margaret Pavincich, Catherine Peake, Marc Pearce, John Pearson, Brooke Pepper, Chanaka Perera, Melinda Perrottet, Helen Peterson, Huzaifa Petiwala, Liz Petrovic, Thuy (Katie) Phan, Susan Phillips, Helen Phung, Glenys Pike, Bob Ping, Henry Pomeroy, Peter Poole, Samantha Power, Nala Pranantha, Christine Price, Samantha Puljic, Monica Pyne, Pamela Quilliam, Raja Syazwina Raja Shuib, Elle Rasink, Stewart Reed, Henry Reid, Anna Renzenbrink, Kristina Resanceff, Deanna Richardson, Stuart Richmond, Sarah Rish, Jill Robert, Sharyn Roberts, Ernest Walter Robson, Steve Robson, Marta Rodriguez, Gregory Rogan, Mia Roman, Huzaimi Rosli, Dianne Ross, Isabelle Rowlatt, Bianca Rowley, Jarrod Ruchalski, Chris Rutter, Siobhan Ryan, Ian Sakurovs, Salai Maragadha Rajan Salaimanalan, Fredrik Sandberg, Nick Sanderson-Gough, Deborah Saunders, John Sawkins, Mark Schagerl, Maria Schattiger, Jennifer

120


Scully, Nicky Seaby, Tasneem Seedat, Natalie Seeto, James Semrany, Anne Sequeira, Sandra Serafyn-Black, Vivek Sharma, Parisa Sheikhi Ghahi, Yuqi Shi, Shirleyana, Louise Short, Susan Shrubb, Miriama Simmons, Carla Simoes Gama Santos, Jo-Anne Simpson, Levantina Sipione, Loredana Sipione, Stan Sklias, Stephanie Slade, Simone Slesarenko, Anthea Smith, Matt Smith, Philippa Smith, Annette Smith-Bridges, Margaret Sniffin, Terry Snijder, Melissa Soncini, Paula Southcombe, Joel Spence, Demi Spencer, Luke Spickler, Robert Squires, Peter Stepek, Lynette Steptoe-Smith, Gabriella Sterio, Sophie (Fang) Stewart (Xie), Jackie Stokes, Wendy Stone, David Strickland, Helen Summers, Catriona Sviderskas, Kathleen Szabo, Wajeeda Tabassum, Landy Tan, Willars Tan, Xiangyue Tan, Zizi Tan, Ashleigh Taylor, Hugo Tchakmak, Nicole Tena, Susannah Tennant, Ella Terry Murtagh, Nerida Thiering, Lisa Thompson, Sue Thompson, Michael Thomson, Alex Thurkettle, Patricia Tilley, Veronica Tooker, Saad Toufique, Marian Townsend, Josephine Tran, Queenie Tran, Tuan Anh Tran, Marco Tse, Alan Tubery, Steve Tusler, Neridah Tyler-Perry, Agnes Tyson, Naomi Ubrihien, Gillian Usher, Maryann van de Wetering, Noah van Raaphorst-King, Sarah van Ryn, Rachel Vaughan, Pamela Ventura, Meta Vintila, Kristina Virgeningas, John Visser, Kim Vo, Theo Voros, Geraldeen Walker, Robert Wallis, Hayden Walsh, Chang-Song Wang, Jess (Yue) Wang, Lu Wang, Nina Wang, Selena Wei, Robert Wheeler, Tina Whitehead, Laraine Wilson, Noema Wis Molino, Rex Wood, Robert Wood, Vanessa Wood, Jennifer Wordsworth, Aaron Wright, Constance Wright, Denis Wu, Emma Wu, Ting Xu, William Xu, Hongdan Ye, Norvin Yecla, Kyar Nyo Yin, Catherine Young, Athena (Xiaotong) Yu, Sang Won Yu, Eric Yuchi, Loretta Yuen, Mary Zarate, Rui Zeng, Jennifer Zerial, Jason Zhang, Jennifer Zhang, Tiana Zhang, Catherine Zhao, Alexander Zhou, Wenjun Zhu, Laura Zournazidis

121

APPENDICES

Historic Houses Trust financial statements

122

Annual Report 2019–20

This information is to assist readers to understand our financial statements, which are made up of four statements 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 comprises both of the entities that fall under the HHT’s 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 HHT 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 2019 to 30 June 2020) 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 with that of 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 equivalents. Current liabilities are obligations that are expected to be settled within the HHT’s normal operating cycle and for which the HHT 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 HHT’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 movements 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 three 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.

• The cash flows from financing activities summarises those cash flows that relate to the repayment of lease liabilities from right-of-use assets.

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.

Understanding our financial statements

123

Historic Houses Trust Financial Statements

125 Independent auditor’s report

128 Historic Houses Trust of New South Wales statutory financial statements

130 Statement of comprehensive income

131 Statement of financial position

132 Statement of changes in equity

133 Statement of cash flows

134 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: Other gains/(losses)

Note 5: Current assets – cash and cash equivalents

Note 6: Current/non-current assets – receivables

Note 7: Current assets – inventories

Note 8: Other financial assets

Note 9: Restricted assets

Note 10: Non-current assets – property, plant and equipment

Note 11: Leases

Note 12: Intangible assets

Note 13: Fair value measurement of non-financial assets

Note 14: Current liabilities – payables

Note 15: Contract liabilities

Note 16: Current/non-current liabilities – borrowings

Note 17: Current/non-current liabilities – provisions

Note 18: Equity

Note 19: Commitments for expenditure

Note 20: Contingent assets and liabilities

Note 21: Budget review

Note 22: Reconciliation of cash flows from operating activities to net result

Note 23: Non-cash financing and investing activities

Note 24: Financial instruments

Note 25: Related party disclosures

Note 26: Events after the reporting period

Financial statements contents

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INDEPENDENT AUDITOR’S REPORT

Historic Houses Trust of New South Wales

To the Members of the New South Wales Parliament

Opinion

I have audited the accompanying financial statements of the Historic Houses Trust of New South Wales (the Trust), which comprise the Statement of comprehensive income for the year ended 30 June 2020, the Statement of financial position as at 30 June 2020, the Statement of changes in equity and the Statement of cash flows for the year then ended, notes comprising a Summary of significant accounting policies and other explanatory information and the Responsible entities’ declaration of 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 value view of the financial position of the Trust and the consolidated entity as at 30 June 2020, 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

• have been prepared in accordance with Division 60 of the Australian Charities and Not-for-Profits Commission Act 2012 and Division 60 of the Australian Charities and Not-for-Profits Commission Regulation 2013.

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 (including Independence Standards)’ (APES 10).

I have fulfilled my other ethical responsibilities in accordance with APES 110.

Parliament 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 and Auditor-General

• mandating the Auditor-General as auditor of public sector agencies

• precluding the Auditor-General from providing non-audit services.

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I believe the audit evidence I have obtained is sufficient and appropriate to provide a basis for my audit opinion.

Other information

The Trust’s annual report for the year ended 30 June 2020 includes other information in addition to the financial statements and my Independent Auditor’s Report thereon. The Trustees of the Trust are responsible for the other information. At the date of this Independent Auditor’s Report, the other information I have received comprises the Statement in accordance with section 41C of the PF&A Act.

My opinion on the financial statements does not cover the other information. Accordingly, I do not express any form of assurance conclusion on the other information.

In connection with my audit of the financial statements, my responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or my knowledge obtained in the audit, or otherwise 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’ Responsibilities for the Financial Statements

The Trustees are responsible for the preparation and fair presentation of the financial statements in accordance with Australian Accounting Standards, the PF&A Act, the Australian Charities and Not-for-Profits Commission Act 2012, 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 are responsible for assessing the ability of the Trust and the consolidated entity to continue as a going concern, disclosing as applicable, matters related to going concern and using the going concern basis of accounting except where operations will be dissolved by an Act of Parliament or otherwise cease.

Auditor’s Responsibilities 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 Accounting Standards will always detect material misstatement. 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 decision 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: www.auasb.gov.au/auditors_responsibilities/ar3.pdf. The description forms part of my auditor’s report.

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The scope of my audit does not include, nor 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 scrutiny 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.

Margaret Crawford Auditor-General of New South Wales

8 October 2020 SYDNEY

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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 Public Finance and Audit Regulation 2015, the Australian Charities and Not-for-profits Commission Act 2012 and Australian Charities and Not-for-profits Commission Regulation 2013, applicable Australian Accounting Standards (which include Australian Accounting Interpretations), the Treasurer’s Directions and TPP 20-01: 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 2020, and the results of the operations of the Historic Houses Trust of New South Wales 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.

Naseema Sparks am Chair

Dated 1 October 2020


Statutory financial statementsFor the year ended 30 June 2020

Historic Houses Trust of New South Wales

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The responsible persons declare that in their opinion:

a) there are reasonable grounds to believe that the registered entity is able to pay all of its debts, as and when they become due and payable; and

b) the financial statements and notes satisfy the requirements of the Australian Charities and Not-for-profits Commission Act 2012.

Signed in accordance with section 60.15(2) of the Australian Charities and Not-for-profits Commission Regulation 2013.

Responsible entities’ declaration per section 60.15 of the Australian Charities and Not-for-profits Commission Regulation 2013

Naseema Sparks am Chair



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The accompanying notes form part of these financial statements.

Beginning of Audited Financial Statements

Notes Consolidated entity Parent entityActual Budget* Actual Actual Actual

2020 2020 2019 2020 2019$’000 $’000 $’000 $’000 $’000

Expenses excluding losses

Operating expenses

Personnel services expenses 2(a) 19,607 20,545 19,784 19,607 19,784

Other operating expenses 2(b) 6,938 6,877 7,367 6,928 7,357

Depreciation and amortisation expenses 2(c) 1,339 1,496 1,100 1,339 1,100

Finance costs 2(d) (26) 54 (36) (26) (36)

TOTAL EXPENSES EXCLUDING LOSSES 27,858 28,972 28,215 27,848 28,205

Revenue

Sale of goods and services* 3(a) 2,380 7,422 3,416 2,380 3,416Sale of goods and services from contracts with customers

3(b) 2,388 - 3,159 2,388 3,159

Investment revenue 3(c) 273 159 160 230 114

Grants and contributions 3(d) 28,896 27,838 24,642 28,755 24,539

Other revenue 3(e) 845 17 172 845 172

TOTAL REVENUE 34,782 35,436 31,549 34,598 31,400

Gain/(loss) on disposal (4) – (314) (4) (314)

Other gains/(losses) 4 (221) – (9) (221) (9)Recognition of the Heritage Floor Space asset 12 - – 19,698 - 19,698

NET RESULT 6,699 6,464 22,709 6,525 22,570

Other comprehensive incomeItems that will not be reclassified as net resultNet increase/(decrease) in property, plant and equipment asset revaluation surplus

10 478 – 277 478 277

Total other comprehensive income 478 – 277 478 277

TOTAL COMPREHENSIVE INCOME 7,177 6,464† 22,986 7,003 22,847

* The presentation of ‘sale of goods and services’ was amended in the current year. It is now split to accommodate ‘sale of goods and services from contracts with customers’ in accordance with AASB 15: Revenue from Contracts with Customers. † Refer to Note 21.

Statement of comprehensive incomeFor the year ended 30 June 2020

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Notes Consolidated entity Parent entityActual Budget Actual Actual Actual

2020 2020 2019 2020 2019$’000 $’000 $’000 $’000 $’000

Assets

Current assets

Cash and cash equivalents 5 10,970 14,138 18,311 10,709 17,326

Receivables 6 902 1,005 876 891 866

Inventories 7 177 130 154 177 154

Other financial assets 8 8,100 10,200 5,400 5,700 3,900

Total current assets 20,149 25,473 24,741 17,477 22,246

Non-current assets

Property, plant and equipment

> Land and buildings 262,478 261,269 257,012 262,478 257,012

> Plant and equipment 10,082 3,479 3,875 10,082 3,875

> Collection assets 32,709 32,210 32,190 32,709 32,190

Total property, plant and equipment 10 305,269 296,958 293,077 305,269 293,077

Right-of-use assets 11 144 – – 144 –

Intangible assets 12 810 1,122 1,333 810 1,333

Receivables 6 505 581 582 505 582

Total non-current assets 306,728 298,661 294,992 306,728 294,992

TOTAL ASSETS 326,877 324,134 319,733 324,205 317,238

Liabilities

Current liabilities*

Payables 14 3,750 2,666 3,986 3,740 3,979

Contract liabilities 15 277 - 613 277 613

Provisions 17 2,252 1,800 1,948 2,252 1,948

Borrowings 16 70 - – 70 –

Total current liabilities 6,349 4,466 6,547 6,339 6,540

Non-current liabilities

Contract liabilities 15 140 - - 140 -

Borrowings 16 87 150 - 87 -

Provisions 17 640 621 702 640 702

Total non-current liabilities 867 771 702 867 702

TOTAL LIABILITIES 7,216 5,237 7,249 7,206 7,242

NET ASSETS 319,661 318,897 312,484 316,999 309,996

Equity

Reserves 161,474 158,013 160,996 161,474 160,996

Accumulated funds 158,187 160,884 151,488 155,525 149,000

TOTAL EQUITY 319,661 318,897 312,484 316,999 309,996

* The presentation of ‘contract liabilities’ was amended in the current year from ‘payables’ in accordance with AASB 15: Revenue from Contracts with Customers.


Statement of financial position As at 30 June 2020

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Consolidated entityAccumulated

fundsAsset

revaluation reserve

Total

$’000 $’000 $’000

Balance at 1 July 2019 151,488 160,996 312,484

Net result for the year 6,699 – 6,699

Other comprehensive income

Net revaluation increase in property, plant and equipment - 478 478

Total other comprehensive income - 478 478

Total comprehensive income for the year 6,699 478 7,177

BALANCE AT 30 JUNE 2020 158,187 161,474 319,661

Balance at 1 July 2018 128,779 160,719 289,498



Net revaluation increase in property, plant and equipment – 277 277

Total other comprehensive income – 277 277


BALANCE AT 30 JUNE 2019 151,488 160,996 312,484

Parent entityAccumulated

fundsAsset

revaluation reserve

Total

$’000 $’000 $’000

Balance at 1 July 2019 149,000 160,996 309,996

Net result for the year 6,525 - 6,525


Net revaluation increase in property, plant and equipment - 478 478

Total other comprehensive income - 478 478


BALANCE AT 30 JUNE 2020 155,525 161,474 316,999

Balance at 1 July 2018 126,430 160,719 287,149



Net revaluation increase in property, plant and equipment – 277 277

Total other comprehensive income – 277 277


BALANCE AT 30 JUNE 2019 149,000 160,996 309,996

Statement of changes in equity For the year ended 30 June 2020

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Statement of cash flowsFor the year ended 30 June 2020


Notes Consolidated entity Parent entityActual Budget Actual Actual Actual

2020 2020 2019 2020 2019$’000 $’000 $’000 $’000 $’000

Cash flows from operating activities

Payments

Personnel services (19,221) (20,545) (19,594) (19,221) (19,594)

Finance costs (3) (54) - (3) -

Other (9,149) (10,737) (4,661) (9,142) (4,652)

Total payments (28,373) (31,336) (24,255) (28,366) (24,246)

Receipts

Sale of goods and services 4,679 7,601 4,534 4,680 4,534

Interest received 289 159 94 246 48

Grants and contributions 28,758 27,813 24,561 28,617 24,458

Finance cost 29 - – 29 –

Other 2,676 1,695 1,379 2,676 1,378

Total receipts 36,431 37,268 30,568 36,248 30,418NET CASH FLOWS FROM OPERATING ACTIVITIES 22 8,058 5,932 6,313 7,882 6,172

Cash flows from investing activitiesProceeds from sale of land and building, plant and equipment,

and collection assets1 - 9 1 9

Sale of the Heritage Floor Space - - 19,698 - 19,698

Proceeds from maturity of financial assets - - 2,216 - 1,216Purchases of land and buildings, plant and equipment, and collection assets

(12,514) (3,180) (9,333) (12,514) (9,333)

Purchase of investments (2,700) - (5,400) (1,800) (3,900)

Purchase of intangible assets (79) (200) (330) (79) (330)NET CASH FLOWS FROM INVESTING ACTIVITIES (15,292) (3,380) 6,860 (14,392) 7,360

Cash flows from financing activities

Repayment of borrowings (107) (92) - (107) - NET CASH FLOWS FROM FINANCING ACTIVITIES (107) (92) – (107) –

Net increase/(decrease) in cash (7,341) 2,460 13,173 (6,617) 13,532

Opening cash and cash equivalents 18,311 10,678 5,138 17,326 3,794

Reclassification of cash equivalents - 1,000 - - - CLOSING CASH AND CASH EQUIVALENTS 5 10,970 14,138 18,311 10,709 17,326

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1 Summary of significant accounting policies

a) Reporting entity

The Historic Houses Trust of New South Wales (HHT) is a NSW Government entity. The HHT 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 and the HHT as an individual parent entity.

The HHT as a reporting entity comprises both of 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.

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 HHT’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 Public Finance and Audit Regulation 2015;

• the requirements of the Australian Charities and Not-for-profits Commission Act 2012 and Australian Charities and Not-for-profits Commission Regulation 2013; and

• the Financial Reporting Directions mandated by the Treasurer.

Property, plant and equipment, collection assets and financial assets are measured at fair value. 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 HHT 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) 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 HHT 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) 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.

Notes to and forming part of the financial statementsFor the year ended 30 June 2020

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g) Changes in accounting policy, including new or revised Australian Accounting Standards

i) Effective for the first time in 2019–20 The HHT applied AASB 15: Revenue from Contracts with

Customers, AASB 1058: Income of Not-for-Profit Entities, and AASB 16: Leases for the first time. The nature and effect of the changes as a result of adoption of these new accounting standards are described below.

Several other amendments and interpretations apply for the first time in the financial year 2019–20 but do not have an impact on the financial statements of the entity.

• AASB 15: Revenue from Contracts with Customers AASB 15 supersedes AASB 111 Construction Contracts, AASB 118 Revenue and related Interpretations and it applies, with limited exceptions, to all revenue arising from contracts with customers. AASB 15 establishes a five-step model to account for revenue arising from contracts with customers and requires that revenue be recognised at an amount that reflects the consideration to which an entity expects to be entitled in exchange for transferring goods or services to a customer. In accordance with the transition provisions in AASB 15, the HHT has adopted AASB 15 retrospectively with the cumulative effect of initially applying the standard recognised at the date of initial application, i.e. 1 July 2019. The adoption of AASB 15 did not have any impact, other than disclosure changes, on the statement of comprehensive income and the statement of cash flows for the financial year.

• AASB 1058: Income of Not-for-Profit Entities AASB 1058 replaces most of the existing requirements in AASB 1004 Contributions. The scope of AASB 1004 is now limited mainly to contributions by owners (including parliamentary appropriations that satisfy the definition of a contribution by owners), administrative arrangements and liabilities of government departments assumed by other entities. In accordance with the transition provisions in AASB 1058, the HHT has adopted AASB 1058 retrospectively with the cumulative effect of initially applying the standard recognised at the date of initial application, i.e. 1 July 2019.The adoption of AASB 1058 did not have any impact on the statement of comprehensive income and the statement of cash flows for the financial year.

• AASB 16: Leases AASB 16 supersedes AASB 117 Leases, Interpretation 4 Determining whether an Arrangement contains a Lease, Interpretation 115 Operating Leases – Incentives and Interpretation 127 Evaluating the Substance of Transactions Involving the Legal Form of a Lease. The standard sets out the principles for the recognition, measurement, presentation and disclosure of leases and requires lessees to recognise most leases on the balance sheet. The HHT has adopted the partial retrospective option in AASB 16, where the cumulative effect of initially applying AASB 16 is recognised on 1 July 2019 and the comparatives for the

year ended 30 June 2019 are not restated. In relation to leases that have previously been classified as ‘operating leases’ under AASB 117, a lease liability is recognised at 1 July 2019 at the present value of the remaining lease payments, discounted using the HHT’s incremental borrowing rate at the date of initial application. The weighted average interest rate applied to the lease liabilities on 1 July 2019 was 1.42% (1 July 2020 0.78%). The corresponding right-of-use asset is initially recorded on transition at an amount equal to the lease liability, adjusted by the amount of any prepaid or accrued lease payments relating to the lease recognised in the statement of financial position as at 30 June 2019. The HHT elected to use the practical expedient to expense lease payments for lease contracts that, at their commencement date, have a lease term of 12 months or less and do not contain a purchase option (short-term leases), and lease contracts for which the underlying asset is valued at $10,000 or under when new (low-value assets).

In applying AASB 16 for the first time, the HHT has used the following practical expedients permitted by the standard:

• applying a single discount rate to a portfolio of leases with reasonably similar characteristics

• relying on its previous assessment on whether leases are onerous immediately before the date of initial application as an alternative to performing an impairment review

• excluding the initial direct costs from the measurement of the right-of-use asset at the date of initial application

• using hindsight in determining the lease terms where the contract contained options to extend or terminate the lease.

Historic Houses Trust of New South WalesFor the year ended 30 June 2020

135


The effect of adoption of AASB 16 as at 1 July 2019 (increase/decrease) is as follows:

$’000

Assets

Other financial assets –

Right-of-use assets 250

TOTAL ASSETS 250

Liabilities

Borrowings 250

TOTAL LIABILITIES 250

Equity

Accumulated funds –

–

The lease liabilities as at 1 July 2019 can be reconciled to the operating lease commitments as of 30 June 2019, as follows:

$’000

Operating lease commitments as at 30 June 2019 (GST included)

479

(Less): GST included in operating lease commitments

(44)

Operating lease commitments as at 30 June 2019 (GST excluded)

435

(Less): commitments relating to short-term leases

–

(Less): commitments relating to leases of low-value assets

(150)

(Less): contracts beginning after 30 June 2019

(27)

(Less): contract rate calculation variations

(8)

Add/(less): adjustments relating to discounting of lease rental payments

–

LEASE LIABILITIES AS AT 1 JULY 2019 250

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 17: Insurance Contracts

AASB 1059: Service Concession Arrangements: Grantors

AASB 2018-6: Amendments to Australian Accounting Standards – Definition of a Business

AASB 2018-7: Amendments to Australian Accounting Standards – Definition of Material

AASB 2019-1: Amendments to Australian Accounting Standards – References to the Conceptual Framework

AASB 2019-2: Amendments to Australian Accounting Standards – Implementation of AASB 1059

AASB 2019-3: Amendments to Australian Accounting Standards – Interest Rate Benchmark Reform

AASB 2019-7: Amendments to Australian Accounting Standards – Disclosure of GFS Measures of Key Fiscal Aggregates and GAAP/GFS Reconciliations

There are no significant impacts of the standards in the period of application.

h) Taxation status

The activities of the HHT are exempt from income tax.


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Notes Consolidated entity Parent entity2020 2019 2020 2019

$’000 $’000 $’000 $’000 2 Expenses excluding losses

a) Personnel services expenses

Salaries and wages (including annual leave) 16,352 15,885 16,352 15,885

Superannuation – defined contribution plans 1,502 1,474 1,502 1,474

Long service leave 602 1,032 602 1,032

Workers compensation insurance 202 157 202 157

Payroll tax and fringe benefits tax 949 889 949 889

Redundancy termination payments - 347 - 347

19,607 19,784 19,607 19,784

b) Other operating expenses

Advertising and publicity 857 686 857 686

Auditors’ remuneration – external 109 88 99 79

Impairment losses on financial assets – 73 – 73

Books, publications and subscriptions 26 27 26 27

Contract cleaning 88 442 88 442

Contract staff 33 36 33 36

Cost of sales 127 178 127 178

Entertainment and catering expenses 10 38 10 38

Exhibition fees and related costs 741 876 741 876

Professional fees 225 580 225 579

Function expenses 77 28 77 28

Gas and electricity 503 588 503 588

Insurance 178 187 178 187

Maintenance 1,362 887 1,362 887

Office printing contracts 56 63 56 63

Marketing and promotion 369 397 369 397

Motor vehicle running costs 61 113 61 113

Operating lease rental expenses 12 74 12 74

Other expenses 410 412 410 412

Postage 25 27 25 27

Public programs 313 235 313 235

Rates 41 80 41 80

Stores and IT maintenance 792 691 792 691

Telecommunications 355 403 355 403

Travel and accommodation 50 106 50 106

Services provided free of charge 23 118 52 118 52

6,938 7,367 6,928 7,357

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Maintenance

Day-to-day servicing costs or maintenance is charged as expenses as incurred, except where it relates to the replacement of a part or component of an asset, in which case the cost is capitalised and depreciated.

Insurance

The HHT’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.

Lease expense (up to 30 June 2019)

Operating leases

Up to 30 June 2019, operating lease payments were recognised as an operating expense in the statement of comprehensive income on a straight-line basis over the lease term. An operating lease is a lease other than a finance lease.

Lease expense (from 1 July 2019)

From 1 July 2019, the HHT recognises the lease payments associated with the following types of leases as an expense on a straight-line basis:

• Leases that meet the definition of short-term, i.e. where the lease term at the commencement of the lease is 12 months or less. This excludes leases with a purchase option.

• Leases of assets that are valued at $10,000 or under when new.

Variable lease payments are not included in the measurement of the lease liability (i.e. variable lease payments that do not depend on an index or a rate, initially measured using the index or rate as at the commencement date). These payments are recognised in the period in which the event or condition that triggers those payments occurs.


$’000 $’000 $’000 $’000c) Depreciation and amortisation expenses

Buildings 293 273 293 273

Plant and equipment 525 296 525 296

Right-of-use assets 117 - 117 -

Intangibles 404 531 404 531

1,339 1,100 1,339 1,100

Refer to notes 10 and 12 for recognition and measurement policies on depreciation and amortisation.

d) Finance costsInterest expense from lease liabilities 3 - 3 -

Gain on foreign exchange (29) (36) (29) (36)(26) (36) (26) (36)

Borrowing costs are recognised as expenses in the period in which they are incurred, in accordance with Treasury’s Mandate to not-for-profit NSW GGS entities.


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$’000 $’000 $’000 $’000 3 Revenue

a) Sale of goods and services

Sale of goods

Merchandise and publication sales 234 332 234 332

234 332 234 332

Rendering of services

Admission fees 1,755 2,648 1,755 2,648

Special activities and openings 391 436 391 436

2,146 3,084 2,146 3,084

2,380 3,416 2,380 3,416

b) Sales of goods and services from contracts with customersRendering of services

Special activities and openings 704 719 704 719

Venue hire and catering 1,085 1,827 1,085 1,827

Rental – commercial activities 530 532 530 532

Filming and photography 69 81 69 81

2,388 3,159 2,388 3,159

c) Investment revenue endowment

Interest income – endowment 39 75 37 54

Interest income – term deposit 234 85 193 60

273 160 230 114

d) Grants and contributions

From DPC (prior year DPIE):

Recurrent grants 22,838 16,385 22,838 16,385

Capital grants 4,221 6,119 4,221 6,119

Liabilities assumed by the Crown entity

– Long service leave 602 1,032 602 1,032

Voluntary redundancy recoupment – 347 – 347

27,661 23,883 27,661 23,883

From other institutions and individuals

Donations – cash 313 282 172 179

Sponsorship – cash 193 189 193 189

Grants – other 591 207 591 207

Sponsorship – in kind 23 9 52 9 52

Donations – in kind 23 19 29 19 29

Volunteer services 110 – 110 –

1,235 759 1,094 656

28,896 24,642 28,755 24,539

e) Other revenue

Other revenue 845 172 845 172

845 172 845 172


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Income recognition

Until 30 June 2019

i) Sale of goods Revenue from sale of goods is recognised as revenue when the HHT transfers the significant risks and rewards

of ownership of the goods, usually on delivery of the goods.

ii) Rendering of services Revenue from rendering of services is recognised when the service is provided or by reference to the stage of

completion (based on labour hours incurred to date).

From 1 July 2019

i) Sale of goods Revenue from sale of goods is recognised as revenue when the HHT satisfies a performance obligation by

transferring ownership of assets. The HHT typically satisfies its performance obligations when an order is confirmed and invoiced. The payment is typically due when an invoice is generated and credit terms calculated.

Revenue from these sales is recognised based on the price specified in the contract, and revenue is only recognised to the extent that it is highly probable that a significant reversal will not occur. No element of financing is deemed present as the sales are made with a short credit term. No volume discount or warranty is provided on the sale.

ii) Rendering of services Revenue from rendering of services is recognised when the HHT satisfies the performance obligation by

transferring the promised services. The HHT typically satisfies its performance obligation when the service is provided or by reference to the stage of completion. The payment is typically due when an invoice is generated and credit terms calculated.

The revenue is measured at the transaction price agreed under the contract. No element of financing is deemed present as payment is due when the service is provided.

iii) Investment revenue

Interest income is calculated by applying the effective interest rate to the gross carrying amount of a financial asset except for financial assets that subsequently become credit-impaired.


$’000 $’000 $’000 $’000Movement of Section 4.7 GSF Act – deemed appropriations:Opening balance – – – –Adjustment for appropriations deemed on commencement of section 4.7

18,311 – 17,326 –

Adjusted Opening balance 18,311 – 17,326 –

Add: additions of deemed appropriations 36,432 39,318 36,249 37,809Less: expenditure charged against deemed appropriations

(43,773) (39,318) (42,866) (37,809)

10,970 – 10,709 –

‘Expenditure’ refers to cash payments. The term ‘expenditure’ has been used for payments for consistency with AASB 1058 Income of Not-for-Profit Entities.

f) Deemed Appropriations

The Deemed Appropriation provisions in the Government Sector Finance Act 2018 (GSF Act) came into effect from 1 July 2019.

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$’000 $’000 $’000 $’0004 Other gains/(losses)

Other gains/(losses) (22) (9) (22) (9)

Impairment loss of intangibles 12 (199) – (199) –(221) (9) (221) (9)

5 Current assets – cash and cash equivalentsCash at bank and on hand 8,270 8,311 8,009 7,326

Short-term deposits 2,700 10,000 2,700 10,000 10,970 18,311 10,709 17,326

Cash and cash equivalents (per statement of financial position)

10,970 18,311 10,709 17,326

CLOSING CASH AND CASH EQUIVALENTS (PER STATEMENT OF CASH FLOWS)

10,970 18,311 10,709 17,326

Cash comprises cash on hand and bank balances. Interest is earned on daily bank balances (only for restricted accounts) and paid monthly at the RBA cash rate.

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 24.


iv) Grants and contributions

The HHT receives grant funding from the Department of Premier and Cabinet (DPC), which receives appropriations from the Consolidated Fund. Appropriations for each financial year are set out in the Appropriation Bill that is prepared and tabled for that year. Due to Covid-19, the State Budget and related 2020–21 Appropriation Bill have been delayed until 17 November 2020. However, pursuant to section 4.10 of the Government Sector Finance Act 2018, the Treasurer has authorised Ministers to spend specific amounts from the Consolidated Fund. This authorisation is current from 1 July 2020 until the release of the 2020–21 Budget or Appropriation Bill.

Until 30 June 2019

Income from grants is recognised when the HHT obtains control over the contribution. The HHT is deemed to have assumed control when the grant is received.

Contributions are recognised at their fair value. Contributions of services are recognised only when a fair value of those services can be reliably determined and the services would be purchased if not donated.

From 1 July 2019

Income from grants to acquire/construct a recognisable non-financial asset to be controlled by the HHT is recognised when the HHT satisfies its obligations under the transfer. The HHT satisfies the performance obligations under the transfer to construct assets over time as the non-financial assets are being constructed. The percentage of cost incurred is used to recognise income, because this most closely reflects the progress to completion.

Income from grants without sufficiently specific performance obligations is recognised when the HHT obtains control over the granted assets.

Receipt of volunteer services is recognised only when the fair value of those services can be reliably determined and the services would have been purchased if not donated. Volunteer services are measured at fair value.

Besides the volunteer services recognised, the HHT also receives volunteer services of general museum assistance from the general public. Receipt of these services is not recognised because the services would not have been purchased if not donated.

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$’000 $’000 $’000 $’0006 Current/non-current assets – receivables

CurrentTrade receivable from contracts with customersSale of goods and services 380 152 380 152

Less allowance for expected credit losses* – – – –

Accrued income 108 124 98 115

Prepayments 207 240 207 240

Other receivables 207 352 206 351

Biobanking funds receivable – 8 – 8

902 876 891 866 Non-currentBiobanking funds receivable 505 582 505 582

505 582 505 582 *Movement in the allowance for expected credit lossesBalances at the beginning of the year – 9 – 9

Amounts written off during the year – (89) – (89)

Increase/(decrease) in allowance recognised in net result – 80 – 80Balance at the end of the year – – – –

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. For trade receivables, the HHT applies the simplified approach in calculating expected credit losses (ECLs) as per AASB 9: Financial Instruments. The HHT recognises a loss allowance based on the lifetime ECL at each reporting date. The HHT has established a provision matrix based on its historical credit loss experience for trade receivables, adjusted for forward-looking factors specific to those receivables. No allowance for ECL was recognised for 2019–20.

Biobanking Trust Fund – receivable

The Biobanking Agreement requires that the proceeds from the sale of biobank credits are transferred into the Biodiversity Stewardship Payments Fund administered by the NSW Biodiversity Conservation Trust. The balance of the Biobanking Trust Fund receivable represents amounts that will be made available to the HHT in order to fund the environmental works required under the Biobanking Agreement.



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$’000 $’000 $’000 $’0007 Current assets – inventories

Held for resale 177 167 177 167 177 167 177 167

Inventories

Inventories are held for sale and are stated at the lower of cost or 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. During the year 2019-20 $22,000 (2019: $2,000) was written down against expenses.

8 Other financial assets Investments – term deposits 8,100 5,400 5,700 3,900

8,100 5,400 5,700 3,900

Investments

Investments are recognised at amortised cost using the effective interest rate, less any impairment. The HHT evaluates for impairment annually and any impairment loss is recognised in the net result for the year.

Refer to Note 24 for further information regarding credit risk, liquidity risk and market risk arising from financial instruments.

9 Restricted assets Cash and cash equivalents 6,937 17,462 6,677 16,478

Other financial assets 8,100 5,400 5,700 3,900

Non-current assets 6,448 6,424 6,448 6,424

Collections 955 955 955 955

22,440 30,241 19,780 27,757

Cash, other financial assets and fixed assets are restricted assets to the extent that they represent bequests and donations held by the HHT to be used in accordance with the deed of trust, caveats or other documents governing these balances.

10 Non-current assets – property, plant and equipment Land and buildingsGross carrying amount – fair value 266,094 260,335 266,094 260,335

Accumulated depreciation and impairment (3,616) (3,323) (3,616) (3,323)Land and buildings at fair value 262,478 257,012 262,478 257,012

Plant and equipmentGross carrying amount – fair value 12,013 5,420 12,013 5,420 Accumulated depreciation and impairment (1,931) (1,545) (1,931) (1,545)Plant and equipment at fair value 10,082 3,875 10,082 3,875

Collection assetsGross carrying amount – fair value 32,709 32,190 32,709 32,190 Collection assets at fair value 32,709 32,190 32,709 32,190 TOTAL PROPERTY, PLANT AND EQUIPMENT AT FAIR VALUE 305,269 293,077 305,269 293,077

Collection assets are not depreciated.


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Reconciliation

A reconciliation of the carrying amount of each class of property and equipment at the beginning and the 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 2020Net carrying amount at start of year 257,012 3,875 32,190 293,077 Additions 5,759 6,733 22 12,514 Contributed assets (donations) – – 19 19 Disposals – (1) – (1)Depreciation expense (293) (525) - (818)Net revaluation increments less revaluation decrements - - 478 478 NET CARRYING AMOUNT AT END OF YEAR 262,478 10,082 32,709 305,269

Year ended 30 June 2019Net carrying amount at start of year 250,991 1,500 31,840 284,331 Additions 6,615 2,673 44 9,332 Contributed assets (donations) – – 29 29Disposals (321) (2) – (323)Depreciation expense (273) (296) – (569)Net revaluation increments less revaluation decrements - – 277 277 NET CARRYING AMOUNT AT END OF YEAR 257,012 3,875 32,190 293,077

i) Acquisition of assets

The cost method of accounting is used for the initial recording of all acquisitions of assets controlled by the HHT. 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 if the asset was sold 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 or 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.


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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 HHT conducts a comprehensive revaluation of land and buildings every three years, and at least every five years for other classes of property, plant and equipment, 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 in this note.

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 HHT 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.

iv) Impairment of property, plant and equipment

As the HHT is 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 or 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 HHT 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 HHT. 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 nine major categories are:

Major category Estimated useful life

Non-heritage buildings 40–50 years

Computer equipment and major software 4 years

Mechanical and electronic office equipment 4–10 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 and exhibitions 5–20 years

The estimated useful lives are reviewed annually to ensure they reflect the assets’ current useful lives and residual values.


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Land and building valuation schedule

Property name Property locationDate valued

Valuation method adopted

Current use 30 June 2020

Accredited valuer

1 Throsby Park Throsby Park Rd, Moss Vale

March 2018

Market Endangered Houses Fund (EHF) (leased)

Estate Property Consultants

2 Beulah 767 Appin Rd, Gilead

March 2018

Market EHF Estate Property Consultants

3 Tusculum 1–3 Manning St, Potts Point

March 2018

Market Leased Estate Property Consultants

4 Hyde Park Barracks Macquarie St, Sydney

March 2018

Market Museum Estate Property Consultants

5 Elizabeth Farm 70 Alice St, Rosehill

March 2018


6 Vaucluse House Wentworth Rd, Vaucluse

March 2018


7 Wentworth Mausoleum Chapel Rd, Vaucluse

March 2018


8 Rouse Hill Estate 356 Annangrove Rd, Rouse Hill

March 2018


9 Rose Seidler House 71 Clissold Rd, Wahroonga

March 2018


10 Elizabeth Bay House 7 Onslow Ave, Elizabeth Bay

March 2018


11 Meroogal 35 West St, Nowra

March 2018


12 The Mint building 10 Macquarie St, Sydney

March 2018


13 The Mint, Head Office (coining factory)

10 Macquarie St, Sydney

March 2018

Market Museum/ office space


14 Museum of Sydney 37 Phillip St, Sydney

March 2018


15 Young Street terraces 36–42 Young St, Sydney

March 2018

Market Commercial office space


16 Nissen hut 4 Somerset St, Belmont

March 2018

Market EHF Estate Property Consultants

17 Justice & Police Museum

8 Phillip St, Circular Quay

March 2018



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Collections revalued in 2019–20

Collection Date valued Accredited valuer

Justice & Police Museum 31 March 2020 Adrienne Carlson

Museum of Sydney 31 March 2020 Brenda Colahan/Adrienne Carlson

Rose Seidler House 31 March 2020 Shapiro Auctioneers & Gallery

Collections to be revalued in later years (past 30 June 2020)

Collection Date valued Accredited valuer

Rouse Hill Estate 31 March 2019Raffan Kelahar & Thomas Pty Ltd (Phillip Thomas)

Susannah Place 31 March 2019 Adrienne Carlson

Archaeology collections* 30 June 2019 Desk-Top Valuation

Meroogal 31 March 2018Raffan Kelahar & Thomas Pty Ltd (Phillip Thomas)

Throsby Park 31 March 2018 Jonathan Alford

Elizabeth Bay House 30 June 2017 Andrew Shapiro/Lorraine Foster

Elizabeth Farm 30 June 2017 Andrew Simpson

Vaucluse House30 June 2017

Andrew Shapiro/Jonathan Alford/ Lorraine Foster

CSLRC Castle Hill Display 30 June 2017 Andrew Simpson

Caroline Simpson Library & Research Collection 30 June 2016 Adrienne Carlson/Lorraine Foster

Hyde Park Barracks 30 June 2016 Adrienne Carlson

The Mint 30 June 2016 Adrienne Carlson

* The archaeology collections’ value as at 30 June 2020 is $893,000 out of a total collection value of $32.7m.

Endangered Houses Fund (EHF) properties

Land and buildings include properties and attached assets valued at $6.4m in 2020 (2019: $6.4m) and collection assets at $955,000 in 2020 (2019: $955,000) that have been 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 with heritage protection conditions.

Collections valuation

i) Collection items at HHT properties are valued on a five-year rolling schedule, focusing each year on two or three properties. In 2019–20 the collections revalued by accredited valuers at their fair value were the Justice & Police Museum, the Museum of Sydney and Rose Seidler House.

ii) The list below identifies individual property collections valued at 31 March 2020 and earlier.


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11 Leases

The HHT as a lessee

The HHT leases one storage facility, printing equipment and motor vehicles. Lease contracts are typically for fixed periods of three to six years but may have extension options. Lease terms are negotiated on an individual basis and have different terms and conditions. The lease agreements do not impose any covenants, but leased assets may not be used as security for borrowing purposes. The HHT does not provide residual value guarantees in relation to leases.

From 1 July 2019, AASB 16: Leases requires a lessee to recognise a right-of-use asset and a corresponding liability for most leases. The HHT elected to recognise payments for short-term leases and low-value leases as expenses on a straight-line basis, instead of recognising a right-of-use asset and lease liability. Short-term leases are leases with a lease term of 12 months or less. Low-value assets are assets with a fair value of $10,000 or less when new and comprise mainly equipment.

Right-of-use assets under leases

The following table presents right-of-use assets that are included in the carrying amounts of property, plant and equipment in Note 10:

Consolidated and parent entity Building $’000

Equipment $’000

Total $’000

Balance as at 1 July 2019 62 188 250

Additions - 11 11

Depreciation expense (57) (60) (117)

BALANCE AS AT 30 JUNE 2020 5 139 144

Lease liabilities

The following table presents liabilities under leases:

$’000

Balance as at 1 July 2019 250

Additions 11

Interest expenses 3

Payments (107)

BALANCE AS AT 30 JUNE 2020 157

The following amounts were recognised in the statement of comprehensive income for the year ending 30 June 2020 in respect of leases where the entity is the lessee:

$’000

Depreciation expense of right-of-use assets 117

Interest expense on lease liabilities 3

Expense relating to short-term leases –

Expenses relating to leases of low-value assets 56

Variable lease payments, not included in the measurement of lease liabilities –

TOTAL AMOUNT RECOGNISED IN THE STATEMENT OF COMPREHENSIVE INCOME 176

The entity had total cash outflows for leases of $163,000 in the financial year 2019–20.


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Future minimum lease payments under non-cancellable leases as at 30 June 2020 are as follows:

$’000

Within 1 year 140

Later than 1 year and no later than 5 years 177

Later than 5 years -

Total (including GST) 317

(Less): GST recoverable from the Australian Tax Office (29)

TOTAL (EXCLUDING GST) 288

Recognition and measurement (under AASB 16 from 1 July 2019)

The HHT assesses at contract inception whether a contract is, or contains, a lease: that is, if the contract conveys the right to control the use of an identified asset for a period of time in exchange for consideration.

The HHT recognises lease liabilities to make lease payments and right-of-use assets representing the right to use the underlying assets, except for short-term leases and leases of low-value assets.

i) Right-of-use assets

The entity recognises right-of-use assets at the commencement date of the lease (i.e. the date the underlying asset is available for use). Right-of-use assets are initially measured at the amount of initial measurement of the lease liability (refer to (ii) below), adjusted by any lease payments made at or before the commencement date and lease incentives, any initial direct costs incurred, and estimated costs of dismantling and removing the asset or restoring the site.

The right-of-use assets are subsequently measured at cost. They are depreciated on a straight-line basis over the shorter of the lease term or the estimated useful life of the asset, as follows:

• buildings: 3 years• motor vehicles and other equipment: 3–6 years

The right-of-use assets are also subject to impairment. The HHT assesses, at each reporting date, whether there is an indication that an asset may be impaired. If any indication exists, or when annual impairment testing for an asset is required, the HHT estimates the asset’s recoverable amount. When the carrying amount of an asset exceeds its recoverable amount, the asset is considered impaired and is written down to its recoverable amount. After an impairment loss has been recognised, it is reversed only if there has been a change in the assumptions used to determine the asset’s recoverable amount. The reversal is limited so that the carrying amount of the asset does not exceed its recoverable amount, nor exceed the carrying amount that would have been determined, net of depreciation, had no impairment loss been recognised for the asset in prior years. Such reversal is recognised in the net result.

ii) Lease liabilities

At the commencement date of the lease, the HHT recognises lease liabilities measured at the present value of lease payments to be made over the lease term. Lease payments include:

• fixed payments (including in-substance fixed payments) less any lease incentives receivable;

• variable lease payments that depend on an index or a rate;

• amounts expected to be paid under residual value guarantees;

• the exercise price of a purchase option reasonably certain to be exercised by the HHT; and

• payments of penalties for terminating the lease, if the lease term reflects the HHT’s exercising the option to terminate.


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Variable lease payments that do not depend on an index or a rate are recognised as expenses (unless they are incurred to produce inventories) in the period in which the event or condition that triggers the payment occurs.

The lease payments are discounted using the interest rate implicit in the lease. If that rate cannot be readily determined, which is generally the case for the HHT’s leases, the lessee’s incremental borrowing rate is used, being the rate that the entity would have to pay to borrow the funds necessary to obtain an asset of similar value to the right-of-use asset in a similar economic environment with similar terms, security and conditions.

After the commencement date, the amount of lease liabilities is increased to reflect the accretion of interest and reduced for the lease payments made. In addition, the carrying amount of lease liabilities is remeasured if there is a modification, a change in the lease term, a change in the lease payments (e.g. changes to future payments resulting from a change in an index or a rate used to determine such lease payments) or a change in the assessment of an option to purchase the underlying asset.

The HHT’s lease liabilities are included in borrowings.

iii) Short-term leases and leases of low-value assets

The HHT applies the short-term lease recognition exemption to its short-term leases of machinery and equipment (i.e. those leases that have a lease term of 12 months or less from the commencement date and do not contain a purchase option). It also applies the lease of low-value assets recognition exemption to leases of office equipment that are considered to be low value. Lease payments on short-term leases and leases of low-value assets are recognised as expenses on a straight-line basis over the lease term.

iv) Leases that have significantly below-market terms and conditions principally to enable the HHT to further its objectives

Right-of-use assets under leases at significantly below-market terms and conditions that are entered into principally to enable the entity to further its objectives are measured at cost.

These right-of-use assets are depreciated on a straight-line basis over the shorter of the lease term or the estimated useful life of the asset, subject to impairment.

Recognition and measurement (under AASB 117 until 30 June 2019)

The determination of whether an arrangement is (or contains) a lease is based on the substance of the arrangement at the inception of the lease. The arrangement is, or contains, a lease if fulfilment of the arrangement is dependent on the use of a specific asset or assets and the arrangement conveys a right to use the asset (or assets), even if that asset (or those assets) is not explicitly specified in an arrangement.

Until 30 June 2019, a lease was classified at the inception date as a finance lease or an operating lease. A lease that transferred substantially all the risks and rewards incidental to ownership to the entity was classified as a finance lease.

Where a non-current asset was acquired by means of a finance lease, at the commencement of the lease the asset was recognised at its fair value or, if lower, at the present value of the minimum lease payments. The corresponding liability was established at the same amount. Lease payments were apportioned between finance charges and reduction of the lease liability so as to achieve a constant rate of interest on the remaining balance of the liability. Finance charges were recognised in finance costs in the statement of comprehensive income.

Property, plant and equipment acquired under finance leases was depreciated over the useful life of the asset. However, if there was no reasonable certainty that the entity would obtain ownership by the end of the lease term, the asset was depreciated over the shorter of the estimated useful life of the asset or the lease term.

An operating lease is a lease other than a finance lease. Operating lease payments were recognised as an operating expense in the statement of comprehensive income on a straight-line basis over the lease term.


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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 31 March 2018. The fair value of the property is $8.3m. 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 HHT has no responsibility for funding the cost of maintenance or insurance. The HHT’s responsibilities are limited to ensuring that maintenance and insurance are adequate. In accordance with NSW Government TPP 11-01: Lessor Classification of Long-term Land Leases, the property has been valued at $1 in the accounts of the HHT. As the property has restrictions on its use, it is recognised at $1, being the present value of future cash flows.

THROSBY PARK

Throsby Park was transferred from the NSW National Parks and Wildlife Service on 15 October 2010 to the HHT through an Act of NSW Parliament. On 1 October 2014, the HHT leased Throsby Park in accordance with its powers under the Historic Houses Act 1980 for a 40-year lease with a yearly rental payment, which will be annually reviewed for CPI adjustment. 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.

2020 2019$’000 $’000

Operating lease

Rent recognised as income in the current period 28 31

Future non-cancellable operating lease rentals:

> Not later than 1 year (under 1 year) 22 22

> Later than 1 year but not later than 5 years 93 93

> Later than 5 years 881 1,008

TOTAL (INCLUDING GST) 1,024 1,154


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12 Intangible assets

Consolidated and parent entity

Heritage Floor Space Software Total

$’000 $’000 $’000

Year end 2020

Cost (gross carrying amount) - 3,542 3,542

Accumulated amortisation and impairment - (2,732) (2,732)

NET CARRYING AMOUNT - 810 810

Year end 2019

Cost (gross carrying amount) – 3,887 3,887

Accumulated amortisation and impairment – (2,554) (2,554)

NET CARRYING AMOUNT – 1,333 1,333

Year end 2020 reconciliation

Net carrying amount at start of year - 1,333 1,333

Additions - 80 80

Impairment loss - (199) (199)

Amortisation - (404) (404)

NET CARRYING AMOUNT AT END OF YEAR - 810 810

Year end 2019 reconciliation

Net carrying amount at start of year – 1,534 1,534

Additions 19,698 330 20,028

Impairment loss (19,698) – (19,698)

Amortisation – (531) (531)

NET CARRYING AMOUNT AT END OF YEAR – 1,333 1,333

Intangible assets

The HHT recognises intangible assets only if it is probable that future economic benefits will flow to the HHT 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.

i) Heritage Floor Space

The Heritage Floor Space (HFS) scheme is an initiative of the City of Sydney’s Local Environmental Plan, the objective of which is to provide an incentive for the conservation and ongoing maintenance of heritage buildings. The HHT was registered in the scheme on 10 January 2019 for the Hyde Park Barracks, based on the continuous conservation works undertaken.

The HHT recognised an HFS intangible asset in March 2019 in accordance with AASB 138. The floor space awarded was sold in April 2019 with the contracts executed by 24 April 2019 and a disposal recorded in the accounts to 30 June 2019.


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ii) Other intangible assets

The useful lives of other 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 HHT’s intangible assets, the assets are carried at cost less any accumulated amortisation.

The HHT’s other 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.

13 Fair value measurement of non-financial assetsFair value measurement and hierarchy

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 HHT 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 HHT 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 HHT recognises transfers between levels of the fair value hierarchy at the end of the reporting period during which the change has occurred.

a) Fair value hierarchy

Consolidated and parent entityLevel 1 $’000

Level 2 $’000

Level 3 $’000

Total fair value $’000

2020Property, plant and equipment (Note 10)

Land - 108,195 - 108,195

Buildings - - 154,283 154,283

Collection assets - - 32,709 32,709

- 108,195 186,992 295,187 2019Property, plant and equipment (Note 10)

Land – 108,195 – 108,195

Buildings – – 148,817 148,817

Collection assets – – 32,190 32,190

– 108,195 181,007 289,202


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b) Valuation techniques, inputs and processes

The land and buildings are valued at fair value consistent with the NSW Treasury Accounting Policy TPP 14-01 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 for 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 the Rawlinson’s construction handbook 2014.

Collection assets are valued by external experts to reflect their fair value using a combined sampling and targeted methodology designed to ensure that the whole range of the collection is reviewed for external revaluation at least every five years. The samples and targets selected for review are identified by the HHT’s Collections Valuation Committee, comprising curatorial representatives from the properties as well as the Registrar, Documentation and the Head of Collections & Access. The committee is convened annually to identify those collection formats that have not been valued for a length of time and those items whose fair value might have altered significantly 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.

Sample sizes vary according to collection sizes. In 2019–20 the valuation of over 855 assets at the Museum of Sydney comprised more than 50% of the collection. For Rose Seidler House, a small collection, over 90% of the collection was revalued. For the Justice & Police Museum the valuation of over 7500 assets comprised more than 80% of the collection. Random sampling methodology was used to value a large group of books, journals and gazettes and another large group of documents.

For all other assets not subject to the valuation process in this financial year, management believes that their carrying values continue to be approximately equal to the fair value in accordance with TPP 14-1. Moreover, no indicators exist to imply any impairment in respect of the assets. The assets would be revalued within the five-yearly Treasury guideline.

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 2019 148,817 32,190 181,007

Additions 5,759 41 5,800Revaluation increments/(decrements) recognised in the statement of other comprehensive income – included in the line item ‘Net increase/ (decrease) in property, plant and equipment revaluation surplus’

- 478 478

Depreciation (293) - (293)

Fair value as at 30 June 2020 154,283 32,709 186,992

Fair value as at 1 July 2018 142,796 31,840 174,636

Additions 6,615 73 6,688Revaluation increments/(decrements) recognised in the statement of other comprehensive income – included in the line item ‘Net increase/ (decrease) in property, plant and equipment revaluation surplus’

– 277 277

Disposals (321) - (321)

Depreciation (273) - (273)

Fair value as at 30 June 2019 148,817 32,190 181,007


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Notes Consolidated entity Parent entity2020

$’0002019

$’0002020

$’0002019

$’00014 Current liabilities – payables

PayablesAccrued salaries, wages and on-costs 186 71 186 71 Creditors 1,155 3,306 1,155 3,299

Accrued expenses 212 531 202 531

Sundry payables 2,197 78 2,197 78 3,750 3,986 3,740 3,979

Payables

These amounts represent liabilities for goods and services provided to the HHT and other expenses. 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.

15 Contract liabilities 2020 $’000

2019 $’000

2020 $’000

2019 $’000

adjusted for AASB 15

adjusted for AASB 15

Contract liabilities - current 277 613 277 613

Contract liabilities - non-current 140 - 140 -

417 613 417 613

Contract liabilities relate to consideration received in advance from customers in respect of services to be provided. The balance of contract liabilities at 30 June 2020 was impacted by income received for venue hire, touring exhibitions, memberships, rent, and education bookings. The contract liability balance has decreased during the year because of cancellations of events and education bookings in March 2020 due to COVID-19.

2020 $’000

Revenue recognised that was included in the contract liability balance at the beginning of the year

603


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Notes Consolidated entity Parent entity

16 Current/non-current liabilities – borrowings2020

$’0002019

$’0002020

$’0002019

$’000

Lease liability – current 70 - 70 -

Lease liability – non-current 87 - 87 -

11 157 - 157 -

Finance lease liabilities were determined in accordance with AASB 117 until 30 June 2019. From 1 July 2019, lease liabilities are determined in accordance with AASB 16.

Changes in liabilities arising from financing activities Leases $’000

As at 30 June 2019 -

Recognition on adoption of AASB 16 250

As at 1 July 2019 250

Cash flows (104)

New leases 11

As at 30 June 2020 157


$’000 $’000 $’000 $’00017 Current/non-current liabilities – provisions

Employee benefits and related on-costsRecreation leave 1,615 1,400 1,615 1,400Long service leave on-costs 684 627 684 627Other provisionsBiodiversity restoration 594 623 594 623TOTAL PROVISIONS 2,893 2,650 2,893 2,650

Aggregate employee benefits and related on-costsProvisions – current 2,163 1,907 2,163 1,907Provisions – non-current 135 120 135 120Accrued salaries, wages and on-costs 14 186 71 186 71

2,485 2,098 2,485 2,098

Movements in provisions (other than employee benefits)Movements in each class of provision during the financial year, other than employee benefits, are set out below:

Other provisions

$’000Carrying amount at 1 July 2019 623Additional provisions recognised –Amounts used (30)Carrying amount at 30 June 2020 594


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Personnel services and other provisions

i) Salaries and wages, annual leave, sick leave and on-costs

Liabilities for personnel services are stated as liabilities to the service provider, the Department of Premier and Cabinet (DPC). 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 NSWTC18-13: 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.

ii) Long service leave and superannuation

In the financial statements of the DPC, the liabilities for long service leave and defined benefit superannuation are assumed by the Crown. Consequently, the HHT 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 ‘liabilities assumed by the Crown entity’.

Long service leave is measured at present value in accordance with AASB 119. This is based on the application of certain factors (specified in NSWTC18-13) 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.

The superannuation expense for the financial year is determined by using the formulas 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 employee’s salary. For other superannuation schemes (that is, State Superannuation Scheme and State Authorities Superannuation Scheme), the expense is calculated as a multiple of the employee’s superannuation contributions.

iii) 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 Biodiversity Stewardship Payments Fund.

18 EquityEquity and reservesi) Revaluation surplus

The revaluation surplus is used to record increments and decrements on the revaluation of non-current assets. This accords with the HHT’s policy on the ‘revaluation of property, plant and equipment’ as discussed in Note 10(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.


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Notes Consolidated entity Parent entity

2020 2019 2020 2019

$’000 $’000 $’000 $’00019 Commitments for expenditure

Capital commitments Aggregate capital expenditure for the acquisition of various property, plant and equipment contracted for at balance date and not provided for:- Not later than 1 year (under 1 year) 29 8,956 29 8,956

- Later than 1 year and not later than 5 years - – - –

- Later than 5 years - – - –

TOTAL (INCLUDING GST) 29 8,956 29 8,956

The recoverable amount from the Australian Taxation Office for the GST is $2,000 (2019: $587,000).

20 Contingent assets and liabilities

There are no contingent assets or liabilities existing at the balance sheet date (2019: nil).

21 Budget review

The budgeted amounts are drawn from the original budgeted financial statements presented to 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 HHT 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 HHT has shown these two components separately in the statement of financial position for the purposes of clarity and comparison. 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 below.

Net resultThe full year net cost of services is $6.7m. The original Treasury budget of $6.46m was revised down to $5.32m due to the closure of museums and venue hire spaces as a result of the COVID-19 pandemic. The museums and venue hire spaces were closed to the public from March to June 2020. The actual net result was higher than the revised budget by $1.4m due to lower expenditure, mainly arising from savings in wages and salaries as a result of reduced casual and vacant positions. NSW Treasury also supplemented the recurrent funding by $2.5m and capital by $200,000 to assist during the pandemic. The capital funds were used for purchases of laptops to facilitate work from home and improve cyber security.

Assets and liabilitiesThere are no significant differences in the assets. The HHT further sought advice from the respective property and plant valuers and confirmed that there was no material movement in the assets’ valuation due to COVID-19 as at 30 June 2020. The HHT’s current liabilities are higher by $2m than budget due to increased expenditure in June and these will be paid out in July.

Cash flowsThe closing cash balance is lower than budget by $3.1m due to increased expenditure on the Hyde Park Barracks project. This was funded from the sale of the Heritage Floor Space, received in April 2019.


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Consolidated entity Parent entity22 Reconciliation of cash flows from 2020 2019 2020 2019

operating activities to net result $’000 $’000 $’000 $’000

Net cash generated from operating activities 8,058 6,313 7,882 6,172Net gain/(loss) on sale of property, plant and equipment and intangibles

(4) (314) (4) (314)

Net gain/(loss) on sale of non-current assets held for sale

Recognition of the Heritage Floor Space - 19,698 - 19,698

Writedown of inventory (22) (9) (22) (9)

Allowance for bad debts - 82 - 82

Impairment of intangible assets (199) - (199) -

Depreciation and amortisation (1,339) (1,100) (1,339) (1,100)

Donation of collection/previously unrecognised assets 19 29 19 29(Increase)/decrease in trade and other payables & contract liabilities

191 (1,940) 194 (1,939)

Increase/(decrease) in trade and other receivables (51) (46) (52) (45)

Increase/(decrease) in inventories 46 (4) 46 (4)

Net gain/(loss) on sale of plant and equipmentNet result 6,699 22,709 6,525 22,570

23 Non-cash financing and investing activities

Services provided at no cost

Where material contributions are made to the HHT at no charge, an expense is recorded in the accounts to reflect activities at the HHT and is offset by an equivalent revenue entry.

The 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.

Consolidated entity Parent entity2020 2019 2020 2019

$’000 $’000 $’000 $’000

Donations of collection items 19 29 19 29

19 29 19 29

Sponsorship in kind 9 52 9 52

Volunteer services in kind 118 – 118 –

127 52 127 52

146 81 146 81

The HHT’s activities are assisted by volunteers and these services were provided free of charge. The HHT has recognised volunteer services pertaining to Sydney Open 2019 as these services would have been purchased if not volunteered.


159


24 Financial instruments

The HHT’s financial instruments are outlined below. These financial instruments arise directly from the HHT’s operations or are required to finance the HHT’s operations. The HHT does not enter into or trade financial instruments, including derivative financial instruments, for speculative purposes.

The HHT’s main risks arising from financial instruments are outlined below, together with the HHT’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 HHT, to set risk limits and controls, and to monitor risks. Compliance with policies is reviewed by management on a cyclical basis.

Categories Consolidated entity Parent entity

a) Financial instruments2020

$’0002020

$’000Financial assets class

Cash and cash equivalents Amortised cost 10,970 10,709Receivables1 Amortised cost 996 986Other financial assets Amortised cost 8,100 5,700

Financial liabilities class

Payables2 Amortised cost 3,750 3,740Borrowings Amortised cost 157 157

2019 $’000

2019 $’000

Financial assets class

Cash and cash equivalents Amortised cost 18,311 17,326Receivables1 Loans and receivables

(at amortised cost)874 864

Other financial assets Amortised cost 5,400 3,900

Financial liabilities class

Payables2 Amortised cost 3,987 3,979

1. Excludes statutory receivables and prepayments (i.e. not within scope of AASB 7)2. Excludes statutory payables and unearned revenue (not within scope of AASB 7)

b) Derecognition of financial assets and financial liabilities

A financial asset is derecognised when the contractual rights to the cash flows from the financial asset expire, or if the HHT 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 HHT 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 HHT’s continuing involvement in the asset.

A financial liability is derecognised when the obligation specified in the contract is discharged or cancelled or expires.


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c) Credit risk

Credit risk arises when there is the possibility of the HHT’s debtors defaulting on their contractual obligations, resulting in a financial loss to the HHT. 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 HHT, including cash, receivables and term deposits. No collateral is held by the HHT. The HHT has not granted any financial guarantees. Credit risk associated with the HHT’s financial assets, other than receivables, is managed through the selection of counterparts and the establishment of minimum credit rating standards.

i) Cash

Cash comprises cash on hand, bank balances, and bank balances within the NSW Treasury’s banking system. Interest is earned on daily bank balances at the RBA cash rate 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

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. Expected credit losses are recognised by considering the default risks from past experience, 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 HHT applies the AASB 9 simplified approach to measuring expected credit losses which uses a lifetime loss allowance for all trade debtors. To measure the expected credit losses, trade receivables have been grouped based on shared credit risk characteristics and the days past due.

The expected loss rates are based on historical observed loss rates. The historical loss rates are adjusted to reflect current and forward-looking information on macroeconomic factors affecting the ability of the customers to settle the receivables.

The only financial assets that are past due or impaired are ‘sale of goods and services’ in the ‘receivables’ category of the statement of financial position.

Consolidated entity $’000 Parent entity $’000Total Expected

credit loss rate

Past due but not

impaired

Considered impaired

Total Past due but not

impaired

Considered impaired

2020< 3 months overdue 48 0% 48 – 48 48 –

3 months – 6 months overdue 49 0% 49 – 49 49 –> 6 months overdue 24 0% 24 – 24 24 –

2019

< 3 months overdue 80 0% 80 – 80 80 –

3 months – 6 months overdue – – – – – –

> 6 months overdue – – – – – –


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iii) Term deposits

The HHT has placed funds on deposit with NSW 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 2020 were earning an average interest rate of 1.82% (2019: 2.46%), while over the year the weighted average interest rate was 1.99% (2019: 2.49%) on a weighted average balance during the year of $6.2m (2019: $7.6 m). None of these assets is past due or impaired.

d) Liquidity risk

Liquidity risk is the risk that the HHT will be unable to meet its payment obligations when they fall due. The HHT 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 HHT’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 2019–20 (2018–19: nil).

All of the HHT’s liabilities mature in less than 12 months and are non-interest-bearing.

e) 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 HHT’s exposure to market risk is primarily through price risks associated with the movement in the unit price of the NSW TCorp investment facilities. The HHT has no significant exposure to foreign currency risk and does not enter into commodity contracts.

f) Interest rate risk

The HHT’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.


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Consolidated entity $’000-1% 1%

Carrying amount Profit Equity Profit Equity2020Financial assets

Cash and cash equivalents 10,970 (110) (110) 110 110

Receivables 996 – – – –

Other financial assets 8,100 (81) (81) 81 81

Financial liabilities

Payables 3,750 – – – –

Borrowings 157 – – – –

2019Financial assets





Payables 3,987 – – – –

Parent entity $’0002020Financial assets





Payables 3,740 – – – –

Borrowings 157 – – – –






Payables 3,979 – – – –


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g) Fair value measurement

i) Fair value compared to carrying amount

Financial instruments are generally recognised at cost.

Except where specified elsewhere, 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 HHT 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).

25 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.

2020 2019$’000 $’000

i) Transactions with related entities

Contribution from the Foundation for the Historic Houses Trust of New South Wales 70 54

ii) The HHT’s key management personnel* compensation is as follows:

Short-term employee benefits:

Salaries 978 1,106

Non-monetary benefits (venue hire) – –

Other long-term benefits:

Post-employment benefits 66 92

TOTAL REMUNERATION 1,044 1,198 * 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. For monetary benefits, the HHT’s KMP are considered to be the Executive.

Sharon Veale, a Trustee of the HHT, is employed with GML Heritage, which is the consultant assisting with the Hyde Park Barracks archaeological impact statement and advice. The transactions were at arm’s length and in accordance with NSW Government procurement guidelines. No other HHT Trustee has entered into a material contract with the HHT or the consolidated entity since the end of the previous financial period.

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.


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End of audited financial statements

From 1 July 2019, the HHT and State Archives and Records Authority of NSW share an Executive Director. This precipitated intercompany transactions, which include corporate services provided by the HHT.

The aggregate value of the transactions and outstanding balances are as follows:

Nature of transaction Transaction value $’000

Net receivable (payable) $’000

Corporate services income 559 154

Property rental and on-cost income 105 19

Groundkeeping - Kingswood 8 9

672 182

During the year, the HHT incurred $14.4m (2019: $18.2m) in respect of personnel services expense that is provided by DPC (and in the previous year OEH).

26 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 affected or may affect the activities of the HHT.


165


Foundation financial statements

166



Foundation for the Historic Houses Trust of New South Wales

To the Members of the New South Wales Parliament

Report on the audit of the financial statements Opinion I have audited the accompanying financial statements of the Foundation for the Historic Houses Trust of New South Wales (the Foundation), which comprise the Statement of comprehensive income for the year ended 30 June 2020, the Statement of financial position as at 30 June 2020, the Statement of changes in equity and the Statement of cash flows for the year then ended, notes comprising a Summary of significant accounting policies and other explanatory information, and the Responsible entities’ declaration.

In my opinion:

• the financial statements give a true and fair value view of the financial position of the Foundation as at 30 June 2020, and of its financial performance and cash flows for the year then ended in accordance with Australian Accounting Standards

• the financial statements are in accordance with section 41B of the Public Finance and Audit Act 1983 (PF&A Act) and the Public Finance and Audit Regulation 2015

• the financial statements are in accordance with the Charitable Fundraising Act 1991 (CF Act) and the Charitable Fundraising Regulation 2015 (CF Regulation), including showing a true and fair view of the Foundation’s financial result of fundraising appeals for the year ended 30 June 2020

• there are reasonable grounds to believe that the Foundation will be able to pay its debts as and when they fall due over the 12-month period from the date of this report

• the financial statements have been prepared in accordance with Division 60 of the Australian Charities and Not-for-Profits Commission Act 2012 and Division 60 of the Australian Charities and Not-for-profits Commission regulation 2013.


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 Foundation 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).


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Foundation Financial Statements


• 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.


Other information The Foundation’s annual report for the year ended 30 June 2020 includes other information in addition to the financial statements and my Independent Auditor’s Report thereon. The Directors of the Foundation are responsible for the other information. At the date of this Independent Auditor’s Report, the other information I have received comprises the signed Statement by the Directors of the Foundation.


In connection with my audit of the financial statements, my responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements, my knowledge obtained in the audit, or otherwise appears to be materially misstated.



The Directors’ Responsibilities for the Financial Statements The Directors are responsible for the preparation and fair presentation of the financial statements in accordance with Australian Accounting Standards, the PF&A Act, the CF Act, the Australian Charities and Not-for-Profits Commission Act 2012, and for such internal controls as the Directors 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 Directors are responsible for assessing the Foundation’s ability to continue as a going concern, disclosing as applicable, matters related to going concern and using the going concern basis of accounting except where the Foundation will be dissolved by an Act of Parliament or otherwise cease operations.

The Directors are also responsible for ensuring the Foundation will be able to pay its debts as and when they fall due.

Auditor’s Responsibilities for the Audit of the Financial Statements My objectives are to:




168




• that the Foundation carried out its activities effectively, efficiently and economically • that the Foundation has complied with requirements of the CF Act and CF Regulation other than

those specified • 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.

Report on compliance with other aspects of the Charitable Fundraising Act 1991 Opinion In addition, I have undertaken an audit to provide reasonable assurance on the Foundation’s compliance, in all material respects with the matters specified at sections 24(2)(b) and 24(2)(c) of the CF Act for the year ended 30 June 2020.

In my opinion:

• the Foundation has properly kept the accounts and associated records during the year ended 30 June 2020 in accordance with the CF Act and CF Regulation (section 24(2)(b) of the CF Act)

• the Foundation has, in all material respects, properly accounted for and applied money received as a result of fundraising appeals conducted during the year ended 30 June 2020 in accordance with the CF Act and the CF Regulation (section 24(2)(c) of the CF Act).

My opinion should be read in conjunction with the rest of this report, including the inherent limitations.

Basis for Opinion I conducted my audit in accordance with the Standard on Assurance Engagements ASAE 3100 ‘Compliance Engagements’ (ASAE 3100) issued by the Auditing and Assurance Standard Board.

I believe that the evidence I have obtained is sufficient and appropriate to provide a basis for my opinion.

The Directors’ Responsibilities under the Charitable Fundraising Act 1991 The Directors are responsible for:

• complying with the requirements and conditions of the CF Act and CF Regulation • identification of risks that threaten compliance with the requirements identified above being met

and controls which will mitigate those risks and monitor ongoing compliance.

Independence and Quality Control In conducting this audit, I have:

• complied with the independence and other relevant ethical requirements relating to assurance engagements

• applied ASQC 1 ‘Quality Control for firms that Perform Audits and Reviews of Financial Reports and Other Financial Information, and Other Assurance Engagements and Related Service Engagements’.

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Auditor’s Responsibilities My responsibility is to express an opinion on the matters specified at sections 24(2)(b) and 24(2)(c) of the CF Act. ASAE 3100 requires that I plan and perform procedures to obtain reasonable assurance whether the Foundation has, in all material respects, complied with specific requirements of the CF Act and CF Regulation.

This audit involved performing procedures to obtain audit evidence about the Foundation’s compliance with specific requirements of the CF Act and CF Regulation. The procedures selected depend on my judgement, including the identification and assessment of the risks of material non-compliance with specific requirements of the CF Act and CF Regulation.

My procedures included obtaining an understanding of the internal control structure for fundraising appeal activities and examination, on a test basis, of evidence supporting the Foundation’s compliance with specific requirements of the CF Act and CF Regulation.

Inherent Limitations Because of the inherent limitations of any compliance procedure, together with the Foundation’s internal control structure it is possible that fraud, error or non-compliance with the CF Act and CF Regulation may occur and not be detected. My procedures have not been performed continuously throughout the period, were not designed to detect all instances of non-compliance and have not covered all requirements of the CF Act and CF Regulation.

An audit for the year ended 30 June 2020 does not provide assurance on whether compliance with sections 24(2)(b) and 24(2)(c) of the CF Act will continue in the future.

Use of Report The ‘Report on compliance with other aspects of the Charitable Fundraising Act 1991’ section of my report was prepared for the purpose of fulfilling the Foundation’s reporting obligations under the CF Act. I disclaim any assumption of responsibility for any reliance on this section of the report for any other purpose other than for which it was prepared.

Margaret Crawford Auditor-General for New South Wales


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Statement by the Directors of the Foundation for the Historic Houses Trust of New South Wales LimitedFor the year ended 30 June 2020

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 (Foundation), 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 Public Finance and Audit Regulation 2015, and the Australian Charities and Not-for-profits Commission Act 2012 and Australian Charities and Not-for-profits Commission Regulation 2013;

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 2019 to 30 June 2020, 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,

Susannah Sweeney Chair



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Responsible entities’ declaration per section 60.15 of the Australian Charities and Not-for-profits Commission Regulation 2013

The Directors declare that in their opinion:

a) there are reasonable grounds to believe that the registered entity is able to pay all of its debts, as and when they become due and payable; and

b) the financial statements and notes satisfy the requirements of the Australian Charities and Not-for-profits Commission Act 2012.

Signed in accordance with section 60.15(2) of the Australian Charities and Not-for-profits Commission Regulation 2013.




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Notes Actual Actual2020 2019

$ $Expenses excluding losses

Operating expenses 2 80,348 63,360

TOTAL EXPENSES EXCLUDING LOSSES 80,348 63,360Revenue

Investment revenue 3(a) 42,349 45,954

Grants and contributions 3(b) 211,592 156,689

Other revenue 3(c) 70 50

Total revenue 254,011 202,693NET RESULT 173,663 139,333

TOTAL COMPREHENSIVE INCOME 173,663 139,333


Note Actual Actual2020 2019

$ $AssetsCurrent assets

Cash and cash equivalents 5 260,122 984,301

Receivables 6 11,450 10,318

Other financial assets 7 2,400,000 1,500,000Total current assets 2,671,572 2,494,619TOTAL ASSETS 2,671,572 2,494,619

LiabilitiesCurrent liabilities

Payables 9 10,153 6,863Total current liabilities 10,153 6,863Total liabilities 10,153 6,863NET ASSETS 2,661,419 2,487,756

EquityAccumulated funds 2,661,419 2,487,756

TOTAL EQUITY 2,661,419 2,487,756


Beginning of audited financial statementsStatement of comprehensive income

For the year ended 30 June 2020

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Statement of changes in equityFor the year ended 30 June 2020

Notes Actual ActualAccumulated

fundsTotal

equity$ $

Balance at 1 July 2019 2,487,756 2,487,756

Net result 173,663 173,663

Other comprehensive income – –

Total comprehensive income for the year 173,663 173,663BALANCE AT 30 JUNE 2020 2,661,419 2,661,419

Balance at 1 July 2018 2,348,423 2,348,423

Net result 139,333 139,333

Other comprehensive income – –

Total comprehensive income for the year 139,333 139,333BALANCE AT 30 JUNE 2019 2,487,756 2,487,756



$ $Cash flows from operating activitiesPayments

Grants and subsidies (70,244) (53,537)

Other (6,814) (8,900)Total payments (77,058) (62,437)

ReceiptsInterest received 41,217 46,410

Grants and contributions 211,592 156,689

Other 70 50Total receipts 252,879 203,149NET CASH FLOWS FROM OPERATING ACTIVITIES 10 175,821 140,712

Cash flows from investing activitiesPurchases of investments (900,000) (1,500,000)

Other – 1,000,000NET CASH FLOWS FROM INVESTING ACTIVITIES (900,000) (500,000)

Net increase/(decrease) in cash (724,179) (359,288)

Opening cash and cash equivalents 984,301 1,343,589

CLOSING CASH AND CASH EQUIVALENTS 5 260,122 984,301


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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 HHT’s consolidated accounts. The financial statements for the year ended 30 June 2020 were authorised for issue by the Board of Directors on 1 October 2020. 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, the Australian Charities and Not-for-profits Commission Act 2012 and Australian Charities and Not-for-profits Commission Regulation 2013, 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. 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) 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) 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.

g) Changes in accounting policy, including new or revised Australian Accounting Standards

i) Effective for the first time in 2019–20

The Foundation applied AASB 15: Revenue from Contracts with Customers, AASB 1058: Income of Not-for-Profit Entities, and AASB 16: Leases for the first time. The nature and effect of the changes as a result of adoption of these new accounting standards are described below.


• AASB 15: Revenue from Contracts with Customers In accordance with the transition provisions in AASB 15, the Foundation has adopted AASB 15 retrospectively with the cumulative effect of initially applying the standard recognised at the date of initial application, i.e. 1 July 2019.

The adoption of AASB 15 did not have any impact, other than disclosure changes, on the statement of other comprehensive income and the statement of cash flows for the financial year.

• AASB 1058: Income of Not-for-Profit Entities In accordance with the transition provisions in AASB 1058, the Foundation has adopted AASB 1058 retrospectively with the cumulative effect of initially applying the standard recognised at the date of initial application, i.e. 1 July 2019.

The adoption of AASB 1058 did not have any impact on the statement of other comprehensive income and the statement of cash flows for the financial year.

• AASB 16: Leases The Foundation has no transactions which were affected by the standard and as such there were no changes to the financial statements.


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ii) Issued but not yet effective NSW public sector entities are not permitted to early adopt

new Australian Accounting Standards, unless Treasury determines otherwise.









There are no significant impacts of the standards in the period of application.

h) 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.

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$ $2 Expenses excluding losses

Operating expensesAuditors’ remuneration 9,230 9,040 Donations to the HHT 70,244 53,537 Fees for services rendered 493 432 Other expenses 381 351

80,348 63,360

Personnel services

The Department of Premier and Cabinet (DPC) provides personnel services to the HHT, which in turn provided administration services free of charge to the Foundation. These services are immaterial and unable to be separately identified.

Auditors’ remuneration includes an immaterial component for the Foundation Limited.

3 Revenuea) Investment revenue

Interest income – term deposit 40,353 25,071 Interest income – other 1,996 20,883

42,349 45,954 b) Grants and contributions

From other institutions and individualsDonations – cash 211,592 156,689

211,592 156,689

c) Other revenueOther revenue 70 50

70 50Income 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 included below:

i) Donations and contributions

Donations and contributions from individuals and other bodies (including grants and donations) are 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 9: Financial Instruments.

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Foundation for the Historic Houses Trust of New South Wales For the year ended 30 June 2020


$ $4 Conditions on contributions

Details of restrictionsAllocated funds*

Minimum contingency fund 50,000 50,000Museum of Sydney 395,741 395,741Endangered Houses Fund and other projects 2,051,088 1,845,023SLM Education Program 79,896 110,140Meroogal Women’s Art Prize 11,000 11,000Hyde Park Barracks Museum Renewal Project 40,000 40,000Caroline Simpson Library & Research Collection acquisitions 32,397 32,397TOTAL ALLOCATED FUNDS 2,660,122 2,484,301Unallocated funds† – –TOTAL RESTRICTED FUNDS 2,660,122 2,484,301

* 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 number and 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.

Cash and term deposits 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.

Notes Actual Actual 2020 2019

$ $5 Cash and cash equivalents

Cash at bank and on hand 260,122 984,301Cash and cash equivalents (per statement of financial position) 260,122 984,301

Closing cash and cash equivalents (per statement of cash flows) 260,122 984,301

Cash comprises cash on hand and bank balances. Interest is earned on daily bank balances and paid monthly at the RBA cash rate.

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.

6 Receivables

Accrued income 10,518 9,682

Other receivables 932 636

11,450 10,318


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.

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Notes Actual Actual 2020 2019

$ $7 Other financial assets

Investments - term deposits 2,400,000 1,500,000

2,400,000 1,500,000

Investments

Investments are recognised at amortised cost using the effective interest rate, less any impairment. The HHT evaluates for impairment annually and any impairment loss is recognised in the net result for the year.


8 Restricted assets

Cash and cash equivalents 260,122 984,301

Other financial assets 2,400,000 1,500,000

2,660,122 2,484,301

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 Payables

Creditors – 6,863

Accrued expenses – Trust expenses 10,153 –

10,153 6,863

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.

10 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 175,821 140,712

(Increase)/decrease in trade and other payables (3,290) (923)

Increase/(decrease) in provisions 1,132 (456)

NET RESULT 173,663 139,333

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11 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’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.

The Trustee 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 Trustee.

Notes Categories Actual Actual

Financial instruments 2020 2019$ $

Financial assets class

Cash and cash equivalents 5 Amortised cost 260,122 984,301

Receivables 6 Loans and receivables (at amortised cost) 11,450 10,318

Other financial assets 7 Amortised cost 2,400,000 1,500,000

Financial liabilities classPayables 9 Amortised cost 10,153 6,863

a) Credit risk

Credit risk arises from the financial assets of the Foundation, including cash and term 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 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 RBA cash rate.

ii) Receivables – trade debtors

The Foundation has no trade debtors due to the nature of its operations. Receivables are recognised for term deposits interest accrual.

iii) Term 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 1.60% (2019: 2.57%). The weighted average interest rate over the year was 1.57% (2019: 2.46%) on a weighted average balance during the year of $2.4m (2019: $1.5m).

None of these assets is past due or impaired.


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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 Foundation’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 in which an invoice or a statement is received. NSWTC 11-12 automatically applies interest if a balance is not settled within 30 days (or a time period agreed by the parties). No interest was paid during the financial year 2019–20 (2018–19: nil).

All of the Foundation’s liabilities mature in less than 12 months and are non-interest-bearing.

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.

d) Interest rate risk

The Foundation’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.

-1% 1%Carrying amount Profit Equity Profit Equity


Cash and cash equivalents 260,122 (2,601) (2,601) 2,601 2,601

Receivables 11,450 0 0 0 0

Other financial assets 2,400,000 (24,000) (24,000) 24,000 24,000


Payables 10,153 0 0 0 0


Cash and cash equivalents 984,301 (9,843) (9,843) 9,843 9,843

Receivables 10,318 – – – –

Other financial assets 1,500,000 (15,000) (15,000) 15,000 15,000


Payables 6,863 – – – –


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12 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.

2020 2019i) Transactions with related entities $ $

Contributions to the HHT 70,244 53,537

ii) Transactions with the Trustee

The Directors of the Foundation for the Historic Houses Trust of New South Wales Limited each paid a $10 membership subscription. No Director of the Foundation receives remuneration for his/her duties as a Director of the Foundation.

13 Contingent assets or liabilities

There are no contingent assets or liabilities existing at the close of this report (2019: nil).

14 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 affected 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.



182


Foundation Limited financial statements

183


Foundation for the Historic Houses Trust of New South Wales Limited Company Directors:

Susannah Sweeney (Chair) Principal of Fourfold Design

Lisa Walters (Secretary) (resigned 4 June 2020)

Director, Historic Houses Trust of New South Wales

Joshua Kirren BlackGeneral Manager, Fitout & Refurbishment, C J Duncan

Bruce Eric Hambrett Lawyer

Adam Lindsay (appointed 1 July 2019)

Director, Historic Houses Trust of New South Wales

Christine Ann McDiven amTrustee, Historic Houses Trust of New South Wales

Naseema Sparks amChair, Historic Houses Trust of New South Wales

The above-named Directors held office during and since the end of the financial year unless otherwise stated.

Principal activity

The principal activity of the Foundation for the Historic Houses Trust of New South Wales Limited (Trustee) 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 Trustee during the financial year.

Review of operations

The Trustee does not trade and the results below are for the Foundation.

The net surplus of the Foundation for the financial year ended 30 June 2020 was $173,663.

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

During the financial year there was no significant change in the state of affairs of the Trustee other than that referred to in the financial statements or notes thereto.

Future developments

There are no disclosures for likely developments in the operations of the Trustee in future financial years.

Distributions

A distribution was made to the Historic Houses Trust of New South Wales (HHT) during the financial year 2019–20 of $70,244.

Indemnification of officers

The HHT (the controlling entity) has included the Trustee within its Treasury Managed Fund indemnity coverage. The Treasury Managed Fund is a self-insurance scheme owned and underwritten by the NSW Government. Such inclusion of the Trustee 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, four Board meetings were held.

Board of Directors

Directors Held Attended

Susannah Sweeney (Chair) 4 4

Lisa Walters 4 4

Joshua Kirren Black 4 3

Bruce Eric Hambrett 4 3

Adam Lindsay 4 4

Christine McDiven am 4 4

Naseema Sparks am 4 3

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 of New South Wales.

Report by the Directors of the Foundation for the Historic Houses Trust of New South Wales LimitedFor the year ended 30 June 2020

184



Foundation for the Historic Houses Trust of New South Wales Limited

To the Members of the New South Wales Parliament and Members of the Foundation for the Historic Houses Trust of New South Wales Limited

Opinion I have audited the accompanying financial statements of the Foundation for the Historic Houses Trust of New South Wales Limited (the Company), which comprise the Statement of comprehensive income for the year ended 30 June 2020, the Statement of financial position as at 30 June 2020, the Statement of changes in equity and the Statement of cash flows for the year then ended, notes comprising a Summary of significant accounting policies and other explanatory information and the Statement by the Directors.

In my opinion, the financial statements:

• are in accordance with the Corporations Act 2001, including:

− giving a true and fair view of the Company’s financial position as at 30 June 2020 and its performance for the year ended on that date

− complying with Australian Accounting Standards and the Corporations Regulations 2001

• are in accordance with section 41B of the Public Finance and Audit Act 1983 (PF&A Act) and the Public Finance and Audit Regulation 2015.


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 Company in accordance with the requirements of the:

• Australian Auditing Standards • Corporations Act 2001 • Accounting Professional and Ethical Standards Board’s APES 110 ‘Code of Ethics for

Professional Accountants’ (APES 110).



• 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.

185

Foundation Limited Financial Statements

I confirm the independence declaration, required by the Corporations Act 2001, provided to the directors of the Company on 30 September 2020, would be in the same terms if provided to the directors as at the time of this Independent Auditor’s Report.


Other information The Company’s annual report for the year ended 30 June 2020 includes other information in addition to the financial statements and my Independent Auditor’s Report thereon. The directors of the Company are responsible for the other information. At the date of this Independent Auditor’s Report, the other information I have received comprises the Report by the Directors.


In connection with my audit of the financial statements, my responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements, my knowledge obtained in the audit, or otherwise appears to be materially misstated.



The Directors’ Responsibilities for the Financial Statements The Directors of the Company are responsible for the preparation and fair presentation of the financial statements in accordance with Australian Accounting Standards, the PF&A Act, and the Corporations Act 2001 and for such internal controls as the directors 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 Directors are responsible for assessing the Company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting.

Auditor’s Responsibilities for the Audit of the Financial Statements My objectives are to:





186



• that the Company carried out its activities effectively, efficiently and economically • 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.

David Daniels Director, Financial Audit Services

Delegate of the Auditor-General for New South Wales


187


Statement by the Directors of the Foundation for the Historic Houses Trust of New South Wales LimitedFor the year ended 30 June 2020

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 Trustee at 30 June 2020, 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 Corporations 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 Trustee 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,




188



$ $Expenses –

TOTAL EXPENSES – –Revenue – –

TOTAL REVENUE – –

NET RESULT – –

Other comprehensive income – –TOTAL OTHER COMPREHENSIVE INCOME – –TOTAL COMPREHENSIVE INCOME – –



$ $Assets

Current assets – –

Total current assets – –

Non-current assets – –

Total non-current assets – –TOTAL ASSETS – –Liabilities

Current liabilities – –

Total current liabilities – –

Non-current liabilities – –

Total non-current liabilities – –TOTAL LIABILITIES – –

NET ASSETS – –Equity

Accumulated funds – –

TOTAL EQUITY – –


Beginning of audited financial statementsStatement of comprehensive income

For the year ended 30 June 2020

189



Notes Actual ActualAccumulated

funds Total$ $

Balance at 1 July 2019 – –

Net result for the year – –

BALANCE AT 30 JUNE 2020 – –Balance at 1 July 2018 – –

Net result for the year – –

BALANCE AT 30 JUNE 2019 – –



$ $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 2020

190




a) Reporting entity

The Foundation for the Historic Houses Trust of New South Wales Limited is a foundation limited by guarantee, incorporated and domiciled in Australia. The Trustee was incorporated on 13 September 2001. The Trustee is a non-profit entity (as profit is not its principal objective).

The Trustee’s registered office (and principal place of business) is: The Mint, 10 Macquarie Street, Sydney, NSW. The Trustee 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 1 October 2020.


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

• the 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.

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

i) Effective for the first time in 2019–20

The Foundation applied AASB 15: Revenue from Contracts with Customers, AASB 1058: Income of Not-for-Profit Entities, and AASB 16: Leases for the first time. The nature and effect of the changes as a result of adoption of these new accounting standards are described below.


• AASB 15: Revenue from Contracts with Customers In accordance with the transition provisions in AASB 15, the Foundation has adopted AASB 15 retrospectively with the cumulative effect of initially applying the standard recognised at the date of initial application, i.e. 1 July 2019.

The adoption of AASB 15 did not have any impact, other than disclosure changes, on the statement of other comprehensive income and the statement of cash flows for the financial year.

• AASB 1058: Income of Not-for-Profit Entities In accordance with the transition provisions in AASB 1058, the Foundation has adopted AASB 1058 retrospectively with the cumulative effect of initially applying the standard recognised at the date of initial application, i.e. 1 July 2019.

The adoption of AASB 1058 did not have any impact on the statement of other comprehensive income and the statement of cash flows for the financial year.

• AASB 16: Leases The Foundation has no transactions which were affected by the standard and as such there were no changes to the financial statements.

ii) Issued but not yet effective

NSW public sector entities are not permitted to early adopt new Australian Accounting Standards, unless Treasury determines otherwise.









There are no significant impacts of the standards in the period of initial application.

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d) Statement of compliance

The financial statements and notes comply with Australian Accounting Standards, which include Australian Accounting Interpretations.

2 Trustee

The Trustee 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 Trustee must be applied to the promotion and achievement of the objectives of the Foundation. No portion shall be paid or transferred, directly or indirectly, to members or directors of the Foundation. The financial statements of the Trustee are prepared from books of accounts kept by the HHT. The financial statements of the Trustee are presented with the Foundation’s financial statements.

3 Company and Trust expenses

Operating costs of the Trustee have been met by the Foundation. All expenses incurred by the Trustee were in its capacity as Trustee. These expenses are immaterial and not separately identifiable.

4 Right of indemnity out of Trust assets

The assets of the Foundation at 30 June 2020 are sufficient to meet the Trustee’s rights of indemnity as and when they fall due.

5 Audit fees

Audit fees for the company accounts are to be paid by the Foundation and are immaterial in value.

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 six members at the end of the financial year.

7 Controlling entity

The HHT is the controlling entity of the Trustee.

8 Assets and liabilities for which the company is Trustee

The Trustee does not trade; however, the details of the Foundation’s underlying assets and liabilities at 30 June 2020 are as follows:

Actual Actual2020 2019

$ $Current assets

Cash 260,122 984,301

Receivables 11,450 10,318

Other financial assets 2,400,000 1,500,000

TOTAL ASSETS 2,671,572 2,494,619Current liabilities

Payables 10,153 6,863

TOTAL LIABILITIES 10,153 6,863NET ASSETS 2,661,419 2,487,756

9 Remuneration of Directors

No Directors of the Trustee during the financial year received income from the Trustee in connection with the management of the affairs of the Trustee whether as executive officer or otherwise.

10 Contingent assets or liabilities

There are no contingent assets or liabilities existing at the balance sheet date (2019: nil).

11 Related party disclosures

There are no transactions between key management personnel or their close family members and the Trustee.

12 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 Trustee or its state of affairs in the ensuing or any subsequent financial year.



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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

Australian Design CentreBlacktown City Libraries City of Parramatta CouncilCity of Sydney CouncilFood & WordsHistory Council of NSWHistory Teachers’ Association of NSWMuru Mittigar Aboriginal Cultural & Education CentreMuseum of Applied Arts and SciencesNational Trust of Australia (NSW)NSW Department of EducationNSW Education Standards AuthorityNSW PoliceOmega Ensemble Sherman Centre for Culture and IdeasState Library of New South WalesSt John NSW Sydney Children’s ChoirSydney WaterWoollahra Municipal Council

Interpretation & exhibitions supporters

ABC Classic Arts and Humanities Research Council, Great Britain British Airways Lonely Planet KidsNgarra-burria First Peoples Composers InitiativeQuay Quarter Sydney Royal Australian Navy Band Sydney Conservatorium of Music, The University of SydneyThe Sydney Morning HeraldUniversity of GlasgowUniversity of SouthamptonWestWords

Media supporters

HousesSchwartz Media The Sydney Morning Herald

Thank you to our program supporters & partners

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Museum supporters

Elizabeth Bay HouseCarey BeebeMacleay Collections, Chau Chak Wing Museum, The University of Sydney Sound Heritage Sydney Conservatorium of Music, The University of Sydney

Elizabeth FarmCity of Parramatta Council National Trust of Australia (NSW) (Old Government House & Experiment Farm)Parramatta & District Historical Society (Hambledon Cottage)Parramatta Heritage Partners, which include: Parramatta Heritage Centre Parramatta Park Trust Whitlam Institute

Hyde Park BarracksAustralian Convict Sites World Heritage Steering CommitteeCharles Sturt University and the staff and Elders of Gulaay Indigenous Australian Curriculum & Resources Team Great Irish Famine Commemoration Committee Joshua Black & Lucy Greig Seidler Architectural Foundation The Medich FoundationThe Neilson Foundation

Justice & Police MuseumNSW Police

MeroogalBundanon TrustShoalhaven City Arts CentreShoalhaven City Council

Museum of SydneyAMP CapitalFriends of the First Government House SiteGrosvenor PlaceWingara’ba’miya UTS Masters of Design Studio 2019 teachers and students

Rose Seidler HouseDonna Seidler and Brian Seidler amHarry Seidler & Associates

Rouse Hill EstateBlacktown Arts Centre (Blacktown City Council)Darug Elders and descendantsHills, Hawkesbury and Riverlands Tourism – HHARTMuru Mittigar Aboriginal Cultural & Education CentreNSW National Parks and Wildlife Service

Susannah PlaceParbury Ruins (Transport for NSW) Place Management NSW (Property NSW)Sydney Harbour YHA

The MintCity of Sydney Council

Vaucluse HouseLa Perouse Aboriginal CommunityWoollahra Municipal Council

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PROGRAM SUPPORTERS & PARTNERS

Admission fees

Hyde Park BarracksAdult $24.00Child (5–15 years) $16.00Child (under 5) FreeConcession $20.00NSW resident adult $19.20NSW resident child $12.80NSW resident concession $16.00

All other SLM propertiesGeneral entry $15 Child/concession $12 Family $38 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 courtyard and First Government House Place (the Museum of Sydney forecourt).

Learning programs

Prices for learning programs vary according to group and site, starting from $200 for up to 20 students. Supervising teachers and supporting parents visit free of charge when within agreed supervision ratios. Additional adults are charged a discounted rate of $10 per person. SLM also offers videoconference-based learning programs at a cost of $120 per class group.Prices for tertiary students and other adult learners start at $11 per student.

Contact details

Visit sydneylivingmuseums.com.au for opening hours. All properties are closed on Good Friday and Christmas Day.

Sydney Living MuseumsHead Office The Mint 10 Macquarie Street, Sydney NSW 2000 T 02 8239 2288, F 02 8239 2299 E [email protected] Infoline 02 8239 2442 TTY 02 8239 2377 sydneylivingmuseums.com.auFor all bookings across SLM: T 02 8239 2211 E [email protected]

Caroline Simpson Library & Research CollectionThe Mint 10 Macquarie Street, Sydney NSW 2000 T 02 8239 2233 E [email protected]

Elizabeth Bay House7 Onslow Avenue, Elizabeth Bay NSW 2011 T 02 9356 3022 Schools and booked groups by arrangement

Elizabeth Farm70 Alice Street, Rosehill NSW 2142 T 02 9635 9488 Schools and booked groups by arrangementElizabeth Farm Tearoom T 02 9635 9488

Hyde Park BarracksQueens Square, Macquarie Street, Sydney NSW 2000 T 02 8239 2311 Schools and booked groups by arrangement

Admission fees & contact details

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Justice & Police MuseumCorner Albert and Phillip streets, Circular Quay NSW 2000 T 02 9252 1144 Schools and booked groups by arrangement

MeroogalCorner West and Worrigee streets, Nowra NSW 2541 T 02 4421 8150 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 Schools and booked groups by arrangement

Rose Seidler House71 Clissold Road, Wahroonga NSW 2076 T 02 9989 8020 Schools and booked groups by arrangement

Rouse Hill Estate356 Annangrove Road Rouse Hill NSW 2155 T 02 9627 6777 Access by guided tour only, bookings recommended Schools and booked groups by arrangement

Susannah Place58–64 Gloucester Street, The Rocks NSW 2000 T 02 9241 1893 Access by guided tour only, bookings recommended Schools and booked groups by arrangement

Vaucluse HouseWentworth Road, Vaucluse NSW 2030 T 02 9388 7922 Schools and booked groups by arrangement

Estate Vaucluse House T 02 9388 8188 Visit estatevauclusehouse.com.au for opening hours

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ADMISSION FEES & CONTACT DETAILS

SLM would like to thank the following partners for their support:

Major partners

Media partners

Catering partners

Other partners

Supporting partners

Corporate partners

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Cover Hyde Park Barracks. Photo Lorinda Taylor and Pamela Amores © Sydney Living Museums; pages 122 and 166 Rouse Hill Estate. Photos © James Horan for Sydney Living Museums; pages 183 and 193 Vaucluse House. Photos © Nicholas Watt for Sydney Living Museums; this page Vaucluse House. Photo © Kai Leishman / James Horan Photography Pty Ltd for Sydney Living Museums

Editorial: Rhiain Hull and Clara Finlay

Design: Ayumi Moritoki

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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 NSW Government.

Annual Report 2019–2020 - OpenGov NSW

Documents

Transcript of Annual Report 2019–2020 - OpenGov NSW