Strategic priority 5: Maximising our resources

We are focused on optimising the potential of our people, entering innovative collaborations, investing in our business systems, managing our assets prudently and maximising our financial resources to deliver the best possible outcomes.

Outcome: We will be sustainable, work within our means and conduct our activities efficiently and in innovative ways, reaching more people.

Table 6: Strategic priority 5: Maximising our resources
Objectives Initiatives/strategies to achieve against outcome and objectives,
2016–17 to 2019–20
Target 2016-17 Results 2016-17
Objective 5A
Continue to develop a workforce that is efficient, agile and resilient and a workplace that supports innovation and excellence
5A.1 Delivery of targeted staff training, including leadership development, across the organisation Leadership programs delivered Achieved
5A.2 Development and implementation of a talent management strategy to ensure effective succession planning and the upskilling of specialised knowledge Talent management planning and consultation has commenced Achieved
5A.3 Partnering with tertiary institution(s) to identify and promote career pathways in audiovisual archiving Two partnerships Achieved
Objective 5B
Improve integrated business systems and ICT capability across the organisation
5B.1 Implementation of the April/May 2016 recommendations from the NFSA’s 2015–16 Information Technology Review Recommendations from the Information Technology Review implemented Achieved
Objective 5C
Maximise self-generated income
5C.1 Maximising re-use of the collection by the screen, cultural and education sectors through commercial activities Activity undertaken to maximise re-use of the collection Achieved
5C.2 Implementation of the NFSA’s 2016 Fundraising Strategy Fundraising Strategy implemented Achieved
5C.3 Implementation of the NFSA’s 2016 Sales and Distribution Review recommendations Recommendations  from the Sales and Distribution Review implemented Achieved
5C.4 Reviewing community engagement activities and costings to maximise self-generated revenue $210,000 in self-generated revenue Achieved
Objective 5D
Continue to review supplier and property expenditure to ensure that resources are spent to achieve the most effective and efficient value for the organisation
5D.1 Development and implementation of a comprehensive NFSA property strategy Property Strategy developed and recommendations progressed Achieved
5D.2 Continually reviewing and negotiating of supplier arrangements Ongoing review and negotiation of supplier arrangements Achieved

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Criterion source: Corporate Plan 2016–17 to 2019–20 page 10

 

Objective 5A

Continue to develop a workforce that is efficient, agile and resilient and a workplace that supports innovation and excellence

5A.1 Delivery of targeted staff training, including leadership development, across the organisation

Target Result
Leadership programs delivered Achieved

 

 

 

Criterion source: Corporate Plan 2016–17 to 2019–20 page 10

 

What we achieved

As a continuation of the leadership program run for Executive Level 2s in 2015–16, our cohort of
Executive Level 1s and APS 6 managers undertook a leadership training program in early 2017. This achieved a twofold purpose focusing on the development of NFSA values while developing leadership skills.

The leadership program enabled Executive Level 1 and APS 6 managers to:

  • lead the introduction and embedding of these new values across the organisation
  • be values champions and lead an agency-wide transformation towards a culture that accepts change
  • assist in the development of an engaged, committed, accountable and high-performing workforce.

To embed the values, Executive Level 1 and APS 6 managers, in consultation with their teams, developed a suite of supporting and non-supporting behaviours, reward and recognition programs, and practical tools which included integrating the values into corporate documents such as meeting agendas and minutes. This is valuable ongoing work that will continue in 2017–18 and beyond.

5A.2 Development and implementation of a talent management strategy to ensure effective succession planning and the upskilling of specialised knowledge

Target Result
Talent management planning and consultation has commenced Achieved

 

 

 

 

 

Criterion source: Corporate Plan 2016–17 to 2019–20 page 10

 

What we achieved

Initial planning and consultation has begun, with the General Managers and Senior Managers to identify the positions and specialised skills for which a talent management strategy is required. They will also identify what our business needs may be in the future.

We have divided our talent management strategy into two parts:

  1. Talent management plans which identify employee potential/performance and actions to retain and develop this talent.
  2. Workforce plans that identify present and future critical roles/skills and actions to retain/attract this capability.

One of our challenges is succession planning for staff with specialist technical skills and knowledge in the preservation of obsolete formats and technology, specifically in relation to film and video.

We will continue to progress the development and implementation of this strategy in 2017–18.

5A.3 Partnering with tertiary institution(s) to identify and promote career pathways in audiovisual archiving

Target Result
Two partnerships Acheived

 

 

 

Criterion source: Corporate Plan 2016–17 to 2019–20 page 10

 

What we achieved

We maintained strong links with the tertiary sector in 2016–17, providing formal support through relationships with Charles Sturt University, the University of Melbourne and the Australian National University.

We continued our partnership with Charles Sturt University in presenting the jointly owned Graduate Certificate in Audiovisual Archiving. We developed and own the content intellectual property, and we tutor three of the four modules.

We supported the University of Melbourne’s Grimwade Centre for Cultural Materials Conservation by providing lecturing and tutoring in addition to practical guidance and support for the Centre’s Masters program.

We collaborated with the Australian National University’s School of Art & Design on their Time and Motion course, providing mentoring for first-year students developing video and digital animation projects. A selection of the films was acquired for the collection and screened in Arc cinema in October 2016. We will continue our support for this course in 2017–18.

Objective 5B

Improve integrated business systems and ICT capability across the organisation

5B.1 Implementation of the April/May 2016 recommendations from the NFSA’s 2015–16 Information Technology Review

Target Result
Recommendations from the Information Technology Review implemented Achieived

 

 

 

 

 

Criterion source: Corporate Plan 2016–17 to 2019–20 page 10

 

What we achieved

In 2016–17 we continued to implement recommendations from the 2015–16 Information Technology Review, which included:

  • the appointment of a Chief Information Officer
  • improved governance arrangements
  • a new business engagement function focused on increasing an integrated Information and Communications Technology (ICT) capability for the NFSA.

The delivery of an ICT Technical Roadmap and Digital Strategy in 2016–17 provided a clear forward workplan focused on modernisation and digital transformation. These strategies will allow us to leverage technology and best practice capability across our organisation. From meeting the needs of born-digital collection material and supporting our own digitisation program, through to working with new digital technology to improve access to the collection, we will deliver across all five of our strategic priorities. A focus on storage, digital preservation, tape migration and disaster recovery are integral to these essential ICT capabilities.

Our ICT achievements for 2016–17 included:

  • the launch of the NFSA Online shop
  • implementation of an electronic documents and records management system
  • a network security upgrade
  • a disk storage capacity upgrade
  • a wifi upgrade
  • a Google search appliance upgrade. 

Objective 5C

Maximise self-generated income

5C.1 Maximising re-use of the collection by the screen, cultural and education sectors through commercial activities

Target Result
Activity undertaken to maximise re-use of the collection Achieved

 

 

 

 

 

Criterion source: Corporate Plan 2016–17 to 2019–20 page 10

 

What we achieved

In 2016–17 we provided collection access services for various screen, cultural and educational sector productions and activities. Here are some highlights:

  • We supplied footage from a range of feature films held in the national collection for Stranger Than Fiction Film’s documentary production, David Stratton’s Stories of Australian Cinema, which aired on ABC in June 2017. Filming for this documentary took place at our Headquarters and Mitchell vaults
  • In collaboration with the City of Sydney and Carriageworks, we supplied the reconstructed film, The Great Strike 1917, for the exhibition commemorating the centenary of the 1917 industrial strike
  • We supplied footage to the Powerhouse Museum’s exhibitions, Million Dollar Mermaid: Annette Kellerman (August 2016 – October 2017) and Love Is – Australian Wedding Fashion documentaries (May 2017 – April 2018)
  • We supplied footage from The Queen in Australia (Film Australia Collection, 1954) for Netflix’s drama series, The Crown, released worldwide in November 2016
  • We provided 4K footage from Frank Hurley’s Home of the Blizzard (1911) to AEG LIVE Events and the Artiste Touring Co for use in Bear Grylls: Endeavour, a live show touring the United Kingdom in October 2016
  • We supplied footage from the national collection to the Victoria and Albert Museum in London for their exhibitions, You Say You Want a Revolution? Records and Rebels 1966–70 (September 2016 – February 2017) and Plywood: Material of the Modern World (which opens 15 July 2017)
  • We contributed to the exhibition, Memory of the World in Canberra (November 2016 – March 2017), which celebrated the rich documentary heritage held in Canberra’s premier cultural institutions and the contribution made to the UNESCO Australian Memory of the World Register by Canberra’s librarians, archivists, curators and conservators.

In 2016–17 we also launched the new e-commerce system covering DVD sales for home viewing and the education market. We continue to license NFSA-owned content to service providers offering home viewer access and educational subscription streaming.

5C.2 Implementation of the NFSA’s 2016 Fundraising Strategy

Target Result
Fundraising Strategy implemented Achieved

 

 

 

 

Criterion source: Corporate Plan 2016–17 to 2019–20 page 10

 

What we achieved

The NFSA Strategic Fundraising Plan 2016–19 was approved by our Board in April 2016. This three-year Strategic Plan prioritises key development areas and how best to implement our fundraising activities.

The foundation phase of this plan was completed in early 2016–17 and involved developing key fundraising infrastructure. This included implementing and integrating a client relationship management database and online fundraising capability into the website.

The next phase undertaken in 2016–17 was focused on major donors and funding development, testing and measuring digital fundraising strategies (in particular, crowdfunding) as well as integrating fundraising into key outreach and communication activities.

Fundraising results for 2016–17 included:

  • two major individual donations to the NFSA Restores campaign of $50,000 and $12,000
  • crowdfunding for the NFSA Restores version of Proof which raised $26,000 in less than 45 days. Fundraising was completed on 1 July 2016 and there was an estimated audience reach online and through the associated media campaign of almost 4 million people
  • over $100,000 of in-kind sponsorship negotiated through partnership agreements with various film festivals.

Case Study:

Proof Positive

We launched our first crowdfunding campaign on 17 May 2016 with the aim of raising $25,000 within 45 days to help digitally restore the much-loved 1991 Australian film, Proof. The film launched the careers of Hugo Weaving, Russell Crowe and director Jocelyn Moorhouse.

NFSA Ambassador, Margaret Pomeranz, launched the campaign and it generated significant media coverage, reaching an estimated audience of over 1.5 million. But it was our online audience of over 2.5 million that helped us reach the target two days early – thanks to tweets from Russell Crowe asking his followers to support the campaign.

Margaret thanked the 266 supporters who donated to the crowdfunding effort. ‘We’re incredibly thankful for your support,’ she said, ‘not only for this digital restoration, but because you’ve proved that there are many like-minded people willing to help us preserve our film heritage.’

The digitally restored film premiered to a sold-out audience on 29 July at the 2016 Melbourne International Film Festival, where Hugo Weaving, Jocelyn Moorhouse and producer Lynda House joined Margaret for a Q&A. As Hugo Weaving said, ‘It’s beautiful to watch a film after so many years because it allows you to see things in a fresh way’.

Proof screened at The Ritz Cinema in Sydney on 9 November, with all ticket proceeds generously donated by Ritz Cinema Director, Antoinette Katehos, to NFSA Restores.

The final 2016 screening of Proof was at our own Arc cinema in Canberra on 2 December. Jocelyn commented before the screening, ‘I can’t wait for people to see Proof back on the screen, and experience this beautiful, pristine restoration. I love the film; it is one of my own kids in a way. My feelings have only grown fonder.’

Actor Hugo Weaving and Director Jocelyn Moorhouse

Actor Hugo Weaving and Director Jocelyn Moorhouse at the premiere NFSA Restores screening of Proof at the Melbourne International Film Festival

5C.3 Implementation of the NFSA’s 2016 Sales and Distribution Review recommendations

Target Result
Recommendations from the Sales and Distribution Review implemented Achieved

 

 

 

 

 

Criterion source: Corporate Plan 2016–17 to 2019–20 page 10

 

What we achieved

Our 2016 Sales and Distribution Review recommendations included short-term and strategic actions. 

The short-term actions have been successfully implemented. These included the consolidation of the legacy Film Australia Collection Program Sales website and the NFSA’s online shop into a single online shop which provides our customers with automated search, ordering and payment processing. The recommendation to outsource the duplication of DVD products was investigated but due to the limited number of products it was decided to continue with in-house duplication as it is a more efficient and cost-effective process.

The review’s recommended strategic actions focus on developing an Education Strategy (which is currently in development and due for delivery in September 2017) that supports the NFSA’s collection digitisation priorities and also increases the multiplatform distribution of NFSA-owned content. We have secured licence agreements with service providers responsible for delivering video-on-demand content to the education sector and home viewing market, and we continue to investigate other sales and distribution opportunities.

5C.4 Reviewing community engagement activities and costings to maximise self-generated revenue

Target Result
$210,000 in self-generated revenue Achieved

 

 

 

 

Criterion source: Corporate Plan 2016–17 to 2019–20 page 10

 

What we achieved

In 2016–17 we reviewed our community engagement activities and costings to ensure we were maximising our revenue opportunities. This review resulted in us increasing our venue hire prices to better reflect the market. Our venue hire bookings saw a significant increase this year. We also ceased our regular Sunday screenings (as staff costs were prohibitive) and successfully transitioned these screenings to Wednesday evenings. We also offered a period of discounted school programs to increase forward bookings. These have all contributed to us meeting our community engagement revenue target for 2016–17.

Objective 5D

Continue to review supplier and property expenditure to ensure that resources are spent to achieve the most effective and efficient value for the organisation

5D.1 Development and implementation of a comprehensive NFSA property strategy

Target Result
Property Strategy developed and recommendations progressed Achieved

 

 

 

 

 

Criterion source: Corporate Plan 2016–17 to 2019–20 page 10

 

What we achieved

Our purpose is to collect, preserve and share Australia’s national audiovisual collection and make it available to audiences. In order to achieve this, it is essential that we make the best use of our resources and have the most effective, efficient and appropriate facilities and property footprint. Our current arrangements do not meet all of our requirements. In particular, current facilities do not optimise the ability to share the collection and make it available to audiences. The heritage restrictions and maintenance demands of the current Acton Headquarters building are a drain on resources. With this in mind, our Board sought a review of our current property and the development of a property strategy.

During 2016–17 we engaged consultants to prepare a property framework. Using this framework our Senior Executive then undertook a review of the location requirements of our various business activities and functions and developed initial options and recommendations for the future physical profile of the organisation. These recommendations will be progressed further into 2017–18 and beyond.

5D.2 Continually reviewing and negotiating of supplier arrangements

Target Result
Ongoing review and negotiation of supplier arrangements Achieved

 

 

 

 

Criterion source: Corporate Plan 2016–17 to 2019–20 page 10

 

What we achieved

In 2016–17 we continued to review and negotiate supplier arrangements and property expenditure with a focus on improved contract management. Our aim is always to ensure that any resources we spend achieve the most effective and efficient value for our organisation.