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.