{
  "entity_id": "O-000802",
  "folder": "Bundanon-Trust",
  "name": "Bundanon Trust",
  "type": "Commonwealth Company",
  "jurisdiction": "Commonwealth",
  "portfolio": "Infrastructure, Transport, Regional Development, \r\nCommunications, Sport and the Arts",
  "website": "http://www.bundanon.com.au/",
  "data_status": "partial",
  "completeness": {
    "has_strategy_brief": true,
    "has_strategy_structured": false,
    "has_vision": false,
    "has_kpi_targets": false,
    "has_kpi_results": false,
    "has_strategy_overview": true,
    "has_legislation_text": true,
    "has_legislation_structured": true,
    "has_global_initiatives_text": true,
    "has_ideas": true,
    "has_artifacts": true,
    "n_ideas": 12,
    "n_legislation": 3,
    "n_artifacts": 14,
    "n_kpi_targets": 0,
    "n_kpi_results": 0,
    "n_outcomes": 0,
    "verified_own_data": false
  },
  "strategy_profile": {
    "status": "needs_review",
    "confidence": "low",
    "summary": "",
    "official_site_url": "http://www.bundanon.com.au/",
    "source_documents": [
      {
        "type": "annual_report",
        "title": "Annual Report 2024-2025",
        "url": "https://www.bundanon.com.au/wp-content/uploads/2025/11/Bundanon-Annual-Report-2024-2025.pdf",
        "period": "2024-25",
        "confidence": "high"
      },
      {
        "type": "annual_report",
        "title": "Annual Report 2023-2024",
        "url": "https://www.bundanon.com.au/wp-content/uploads/2024/10/Bundanon-Annual-Report-2023-2024.pdf",
        "period": "2023-24",
        "confidence": "high"
      },
      {
        "type": "annual_report",
        "title": "Annual Report 2022-2023",
        "url": "https://www.bundanon.com.au/wp-content/uploads/2024/02/Bundanon-Annual-Report-2022-2023-lo-res-1.pdf",
        "period": "2022-23",
        "confidence": "high"
      },
      {
        "type": "annual_report",
        "title": "Annual Report 2021-2022",
        "url": "https://www.bundanon.com.au/wp-content/uploads/2023/08/Bundanon-Annual-Report-2021-22-Final_LR-1.pdf",
        "period": "2021-22",
        "confidence": "high"
      },
      {
        "type": "annual_report",
        "title": "Annual Report 2020-2021",
        "url": "https://www.bundanon.com.au/wp-content/uploads/2021/11/2020-21-Bundanon-Annual-Report.pdf",
        "period": "2020-21",
        "confidence": "high"
      },
      {
        "type": "corporate_plan",
        "title": "Bundanon Corporate Plan 2026-2029",
        "url": "https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf",
        "period": "2025",
        "confidence": "high"
      },
      {
        "type": "strategie",
        "title": "Disability Inclusion Action Plan 2022-2025",
        "url": "https://www.bundanon.com.au/wp-content/uploads/2023/12/Disability-Inclusion-Action-Plan-2022-2025.pdf",
        "period": "2023",
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "Heritage Strategy 2025 2028",
        "url": "https://www.bundanon.com.au/wp-content/uploads/2025/06/Bundanon-Heritage-Strategy-2025-2028.pdf",
        "period": "2025",
        "confidence": "medium"
      },
      {
        "type": "strategie",
        "title": "Reconciliation Action Plan 2020-22",
        "url": "https://www.bundanon.com.au/wp-content/uploads/2021/03/Reconciliation-Action-Plan-2020-22.pdf",
        "period": "2021",
        "confidence": "medium"
      }
    ],
    "purpose": null,
    "vision": null,
    "strategic_priorities": [],
    "values": [],
    "outcomes": [],
    "performance_measures": [],
    "document_alignment_terms": {
      "must_support": [],
      "watch_terms": [],
      "avoid_claiming_without_evidence": []
    },
    "review_note": "Only low-confidence webpage, media, contact, news, or global-intelligence evidence is available."
  },
  "strategy_brief_md": "# Bundanon Trust — Strategy Brief\n\n**Reporting period**: 2024–2025 [AR p.1](https://www.bundanon.com.au/wp-content/uploads/2025/11/Bundanon-Annual-Report-2024-2025.pdf#page=1)\n\n**Corporate plan in force**: 2025–2026 to 2028–2029 [CP p.1](https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf#page=1)\n\n## Vision\n> To promote creativity and learning based in a unique cultural and natural landscape. [CP p.10](https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf#page=10)\n\n## Our purpose / purposes\n> Bundanon’s purpose is to celebrate the arts and the Australian landscape through its unique natural and cultural heritage. Bundanon is committed to its responsibility of stewardship, securing a prosperous future for the organisation, for the benefit of all Australians. [CP p.10](https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf#page=10)\n\n## How we deliver\n> Bundanon places environmental stewardship at the centre of its mission, continuing its important role as a place of land management excellence. Through the exchange of knowledge and research, it promotes and further develops sustainable and responsible land management practices locally, in Australia and beyond. Bundanon’s research and innovation in land management and Caring for Country, and its outstanding stewardship of the natural environment, occurs in collaboration with a range of experts, including First Nations knowledge holders and community Landcare groups, and its ecological researchers. [CP p.6](https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf#page=6)\n\n## Government priorities for this department\n- First Nations First [CP p.12](https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf#page=12)\n- Strong cultural infrastructure [CP p.12](https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf#page=12)\n- Engaging the Audience [CP p.14](https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf#page=14)\n\n## Outcomes\n### Outcome 1: Advance Bundanon as a powerful cultural and educational destination\n> Description: To advance Bundanon as a powerful cultural and educational destination.\n> Key activities: Deliver seasons of exhibitions, live programming, including opening of innovative exhibitions, live events, celebration events, public programs, projects and publications; Deliver the Artists in Residence (AIR) program; Deliver an annual winter festival.\n> [CP p.27](https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf#page=27)\n\n### Outcome 2: Conserve and share Bundanon’s unique cultural and environmental heritage\n> Description: To conserve and share Bundanon’s unique cultural and environmental heritage.\n> Key activities: Maintain and appropriately restore and refurbish Bundanon’s heritage and contemporary buildings; Deliver updated Heritage Management Plan; Progressively improve wayfinding signage, in response to onsite changes, visitor feedback and onsite activity; Deliver interpretation content online and in print to better inform all visitors of Bundanon’s cultural and environmental heritage; Support the Landcare Living Landscape environmental initiative (Landcare Australia); Maintain and develop partnerships with First Nations communities, particularly the local Dharawal and Dhurga language groups; Implement the Property Management Plan to enhance the resilience of Bundanon’s environment in the face of climate change; Implement fire management strategy including cultural burns and annual hazard reduction; Support research projects for the development of sustainable land management practice; Facilitate timely responses to loans, images, copyright and onsite access; Progress the digitisation and historical research of the Collections, creating visual and written assets for use across departments and to enhance the website experience; Appropriately store and conserve Bundanon’s collections, including artworks and other important objects and documents. [CP p.27–30]\n\n### Outcome 3: Secure a prosperous future for Bundanon\n> Description: To secure a prosperous future for Bundanon.\n> Key activities: Deliver on our funding agreement with the Australian Government including the National Cultural Policy Revive, Minister’s letter of expectation, governance documents Corporate Plan, that reflects Bundanon’s current infrastructure and operational needs; Actively ensure that all operational areas deliver on the Disability Inclusion Action Plan 2025–2028; Deliver WHS training; Review WHS Management System annually for ongoing uplift and improvement; Develop and implement a compliance and employment framework; Deliver Food and Beverage operations, with a focus on the Ramox Café as a destination experience of excellence; Deliver catering including for residential school programs; Build and maintain a suite of external partnerships for cross-promotion, to reach local community, state, national and international audiences; Build and maintain relationships with Destination NSW and Destination Sydney Surrounds South; Continue to build a strong media and social media profile and web visitation; Identify current and future digital requirements, and invest in appropriate systems, equipment, and staff; Ensure staff undertake training related to cyber safety including phishing simulations. [CP p.32](https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf#page=32)\n\n### Outcome 4: Ensure effective governance and management structures\n> Description: To ensure effective governance and management structures.\n> Key activities: Implement new Workplace Health and Safety (WHS) framework; Review and update HR policies and catering for residential school programs; Implement business tools to meet Bundanon’s operational and cybersecurity risks. [CP p.31](https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf#page=31)\n\n## Values and principles\n> CREATIVE RISK: We encourage creativity, experimentation, and inquiry\n> SUSTAINABILITY: We actively care for and share the cultural and natural assets in our stewardship\n> INCLUSION: We advance access and equity\n> ACCOUNTABILITY: We base our governance and management on a commitment to integrity, and transparency. [CP p.11](https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf#page=11)\n\n## What they will measure themselves on this year (targets from {CP-FY} corporate plan)\n| Measure code | Measure | Target this year | Source |\n|---|---|---|---|\n| 2025–26 TARGET | Deliver a residency opportunity that supports environmental science research, or sustainable land management practices. | one ecological researcher per ongoing activity | [CP p.27](https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf#page=27) |\n| 2025–26 TARGET | Actively encourage and support applications for residencies by creative practitioners who are First Nations, Culturally and Linguistically Diverse, or who identify as Disabled: | minimum five applications ongoing activity | [CP p.27](https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf#page=27) |\n| 2025–26 TARGET | Deliver experiences and outcomes for resident artists at a standard of excellence: report satisfaction | 80% of artist’s surveyed ongoing activity | [CP p.27](https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf#page=27) |\n| 2025–26 TARGET | Offer opportunity for selected resident artists to contribute to public programs for a wider visitor experience: showings | five resident artist talks or showings per annum | [CP p.27](https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf#page=27) |\n| 2025–26 TARGET | Deliver learning programs to maintain a focus on creative risk alongside sustainable practice, place-based learning, and engagement with First Nations knowledge. | minimum five artforms per annum | [CP p.28](https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf#page=28) |\n| 2025–26 TARGET | Maintain local, national, and international relationships with relevant institutions and organisations: | minimum ten activities per ongoing activity | [CP p.28](https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf#page=28) |\n| 2025–26 TARGET | Sustain partnerships and fellowships both nationally and internationally to deliver the Artists in Residence program: | minimum two partnerships/ ongoing activity | [CP p.28](https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf#page=28) |\n| 2025–26 TARGET | Sustain and deepen relationships with First Nations practitioners and knowledge holders, to enhance all aspects of cultural and educational programming: | minimum five partnerships ongoing activity | [CP p.28](https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf#page=28) |\n| 2025–26 TARGET | Progressively improve wayfinding signage, in response to onsite changes, visitor feedback and onsite activity. | ongoing activity | [CP p.28](https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf#page=28) |\n| 2025–26 TARGET | Deliver interpretation content online and in print to better inform all visitors of Bundanon’s cultural and environmental heritage: collateral for each season | three per annum | [CP p.28](https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf#page=28) |\n| 2025–26 TARGET | Support the Landcare Living Landscape environmental initiative (Landcare Australia); maintain and develop the existing partnerships. | ongoing activity | [CP p.29](https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf#page=29) |\n| 2025–26 TARGET | Actively engage with First Nations practitioners to action land management for bush, farm, and parkland, to promote the health of native flora and fauna and maintain existing re-vegetation areas. | ongoing activity | [CP p.29](https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf#page=29) |\n| 2025–26 TARGET | Implement the Property Management Plan to enhance the resilience of Bundanon’s environment in the face of climate change. | ongoing activity | [CP p.29](https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf#page=29) |\n| 2025–26 TARGET | Deliver on our funding agreement with the Australian Government including the National Cultural Policy Revive, Minister’s letter of expectation, governance documents Corporate Plan, that reflects Bundanon’s current infrastructure and operational needs. | ongoing activity | [CP p.30](https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf#page=30) |\n| 2025–26 TARGET | Develop and deliver First Nations input into governance structures and processes, including: | First Nations Board member ongoing activity | [CP p.30](https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf#page=30) |\n| 2025–26 TARGET | Deliver excellent visitor experience and strong, diverse audience engagement strategies, with a view to balancing creative and educational engagement with visitation and income levels: | deliver a minimum of 120 ongoing activity | [CP p.32](https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf#page=32) |\n| 2025–26 TARGET | Build on the Bundanon Patron’s Program. | four new commitments per ongoing activity | [CP p.32](https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf#page=32) |\n| 2025–26 TARGET | Identify current and future digital requirements, and invest in appropriate systems, equipment, and staff. | refine CRM requirements – implement CRM 26/27 | [CP p.32](https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf#page=32) |\n|... |... |... |... |\n\n## How they performed last year (results from {AR-FY} annual report)\n| Measure code | Measure | 2024–2025 result | Status | Source |\n|---|---|---|---|---|\n| PERFORMANCE CRITERIA TARGET | Deliver the Artists in Residence (AIR) program | Achieved. | Achieved | [AR p.12](https://www.bundanon.com.au/wp-content/uploads/2025/11/Bundanon-Annual-Report-2024-2025.pdf#page=12) |\n| PERFORMANCE CRITERIA TARGET | Deliver experiences and outcomes for resident artists at a standard of excellence: report satisfaction | Exceeded. | Achieved | [AR p.12](https://www.bundanon.com.au/wp-content/uploads/2025/11/Bundanon-Annual-Report-2024-2025.pdf#page=12) |\n| PERFORMANCE CRITERIA TARGET | Develop the Learning Program | Exceeded. | Achieved | [AR p.13](https://www.bundanon.com.au/wp-content/uploads/2025/11/Bundanon-Annual-Report-2024-2025.pdf#page=13) |\n| PERFORMANCE CRITERIA TARGET | Establish and maintain external relationships | Exceeded. | Achieved | [AR p.13](https://www.bundanon.com.au/wp-content/uploads/2025/11/Bundanon-Annual-Report-2024-2025.pdf#page=13) |\n| PERFORMANCE CRITERIA TARGET | Conserve and share Bundanon’s unique cultural and environmental heritage | Ongoing. | Achieved | [AR p.14](https://www.bundanon.com.au/wp-content/uploads/2025/11/Bundanon-Annual-Report-2024-2025.pdf#page=14) |\n| PERFORMANCE CRITERIA TARGET | Conserve and share Bundanon’s collections, including the Art Collection and the Boyd Archive | Achieved. | Achieved | [AR p.14](https://www.bundanon.com.au/wp-content/uploads/2025/11/Bundanon-Annual-Report-2024-2025.pdf#page=14) |\n| PERFORMANCE CRITERIA TARGET | Deliver an artistic program that includes, across a year: contemporary artwork from a diverse range of practitioners and artforms | Exceeded. | Achieved | [AR p.14](https://www.bundanon.com.au/wp-content/uploads/2025/11/Bundanon-Annual-Report-2024-2025.pdf#page=14) |\n| PERFORMANCE CRITERIA TARGET | Deliver an artistic program that includes, across a year: artworks and objects from the Bundanon Collection and works on loan from private and public collections | Exceeded. | Achieved | [AR p.14](https://www.bundanon.com.au/wp-content/uploads/2025/11/Bundanon-Annual-Report-2024-2025.pdf#page=14) |\n| PERFORMANCE CRITERIA TARGET | Deliver an artistic program that includes, across a year: new commissions developed in residence at Bundanon | minimum five artforms per annum | Achieved | [AR p.14](https://www.bundanon.com.au/wp-content/uploads/2025/11/Bundanon-Annual-Report-2024-2025.pdf#page=14) |\n| PERFORMANCE CRITERIA TARGET | Deliver WHS training | Achieved. | Achieved | [AR p.15](https://www.bundanon.com.au/wp-content/uploads/2025/11/Bundanon-Annual-Report-2024-2025.pdf#page=15) |\n| PERFORMANCE CRITERIA TARGET | Deliver Food and Beverage operations, with a focus on the Ramox Café as a destination experience of excellence | Achieved. | Achieved | [AR p.15](https://www.bundanon.com.au/wp-content/uploads/2025/11/Bundanon-Annual-Report-2024-2025.pdf#page=15) |\n|... |... |... |... |... |\n\n## Sources\n- Corporate Plan {FY}: https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf\n- Annual Report {FY}: https://www.bundanon.com.au/wp-content/uploads/2025/11/Bundanon-Annual-Report-2024-2025.pdf",
  "strategy_overview_evidence_md": null,
  "internal_strategy_evidence_md": "# Bundanon Trust - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:03:43.794640+00:00\n**Entity ID**: O-000802\n**Entity type**: Commonwealth Company\n**Jurisdiction**: Commonwealth\n**Portfolio**: Infrastructure, Transport, Regional Development, \n\nCommunications, Sport and the Arts\n**Website**: http://www.bundanon.com.au/\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| annual-reports | 5 |\n| corporate-plans | 1 |\n| global-intelligence | 3 |\n| other-pdfs | 5 |\n| pages | 35 |\n| strategies | 3 |\n\n## Executive Readout\n\n### Purpose\n\n- [Page 3]\nCONTENTS\nIntroduction 5\nPurpose 10\nOperating Environment 12\nCultural Policy Revive 12\nKey Factors of Influence in the Operating Environment 16\nCapability 17\nRisk 24\nPerformance Measures 27\nCompliance 33\nIsabel & Alfredo Aquilizan, REFLECTIONS /HABITATIONS, 2025, Cardboard, glue, laminated pine timber, steel cable, paper,\naquarelle watercolour pens.\n  Source: `corporate-plans/2026.pdf (https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf)`\n- [Page 8]\nPERFORMANCE PURPOSE COMPLIANCE STATEMENT\n“a place for the community to enjoy the I, as the accountable authority of Bundanon\nOVERVIEW\nbush and the river, and a place to be Trust, present the 2021–21 annual performance\nused as a forum where those from every statements of Bundanon Trust, as required under\nfacet of the arts and sciences could paragraph 39(1)(a) of the Public Governance,\nPerformance and Accountability Act 2013 (PGPA Act).\nget together”\nIn my opinion, these performance statements are\nArthur Boyd on Bundanon\nbased on properly maintained records, accurately\nBundanon Trust’s purpose is to be an outstanding reflect the performance of the entity, and comply\ncustodian of the artworks, landscape and heritage with subsection 39(2) of the PGPA Act.\ninfrastructure gifted by Arthur and Yvonne Boyd The following pages provide the results\nto its care;\n  Source: `annual-reports/2020-21.pdf (https://www.bundanon.com.au/wp-content/uploads/2021/11/2020-21-Bundanon-Annual-Report.pdf)`\n- [Page 10]\nCULTURAL AND ENVIRONMENTAL HERITAGE SECURING THE FUTURE\nProtect and share Bundanon’s unique cultural and environmental heritage Secure the future of Bundanon Trust through delivery of the Masterplan and effective management\n(Corporate Plan Measure 5.2.3) (Corporate Plan Measure 5.2.4)\nActivity Annual Measures 2020–21 Activity Annual Measures 2020–21\nConserve and maintain colonial Restore, refurbish and repurpose On track Maintain effective governance Project Control Group oversight Ongoing until completion\nand contemporary architecture Riversdale heritage properties by of Masterplan to ensure budget\n2023 control and business continuity\nComplete urgent capital works on On track Deliver an architecturally Completion and open early 2022 On track\nexisting properties by 2022 significant suite of buildings, fit\nAddress budget shortfall to obtain Achieved\n  Source: `annual-reports/2020-21.pdf (https://www.bundanon.com.au/wp-content/uploads/2021/11/2020-21-Bundanon-Annual-Report.pdf)`\n- [Page 46]\nPGPA RULE REQUIREMENT UNDER SCHEDULE B, SECTION 28E(P)\nPGPA Rule Description Page\nReference\n28E(a) The purpose of the company as included in the company’s corporate 13\nplan for the reporting period\n28E(b) The names of the persons holding the position of responsible 55\nMinister or responsible Ministers during the reporting period,\nand the titles of those responsible Ministers.\n  Source: `annual-reports/2020-21.pdf (https://www.bundanon.com.au/wp-content/uploads/2021/11/2020-21-Bundanon-Annual-Report.pdf)`\n\n### Role and Functions\n\n- [Page 2]\nCONTENTS\nPART 1 – OVERVIEW 4\nIntroduction 4\nBundanon’s Statutory Functions 5\nDescription 5\nRiversdale (The Art Museum site) 7\nBundanon (The Homestead site) 7\nEearie Park 7\nBeeweeree 7\nCrown Land 7\nStatement of Management Objectives 9\nHeritage and cultural assets 9\nHeritage Strategy Operation 10\nKey Positions and Responsibilities 12\nGovernment Consultation 14\nCommunity and Indigenous Consultation 15\nConflict Resolution 18\nMonitoring, Review and Reporting 18\nReviewing the Heritage Strategy 19\nSeeking and Addressing Comments from the Minister 20\nAmending the Bundanon Heritage Strategy 20\nPART 2 – HERITAGE IDENTIFICATION AND ASSESSMENT MATTERS 22\nIdentification and Assessment 22\nTimeframes for completion of Heritage Strategy and Heritage Management Plan 22\nPART 3 – MATTERS RELATING TO THE MANAGEMENT OF COMMONWEALTH\nHERITAGE VALUES 23\nHeritage Register 23\n  Source: `strategies/Bundanon-Heritage-Strategy-2025-2028.pdf (https://www.bundanon.com.au/wp-content/uploads/2025/06/Bundanon-Heritage-Strategy-2025-2028.pdf)`\n- Develop and deliver First Nations input into governance structures — First Nations Board member ongoing activity\nand processes, including:\n— establish First Nations — maintain a FNAB\nAdvisory Body (25/26)\nDevelop and implement a framework to meet Bundanon’s — develop an information — develop policies\ninformation management responsibilities: management strategy in and guidelines to\naccordance with the support better practice\nArchives Act (25/26) information governance\nPerformance Criteria: Ensure and support staff welfare and best practice, for a staff capacity that is\nsuited to Bundanon’s infrastructure, and the rising levels of visitation\nNATIONAL CULTURAL POLICY REVIVE • STRONG CULTURAL INFRASTRUCTURE\n2025–26 TARGET 2026–29 TARGET\nDeliver WHS training. ongoing activity\nReview WHS Management System annually for ongoing uplift and improvement. ongoing activity\n  Source: `corporate-plans/2026.pdf (https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf)`\n- [pages 31,32,33,34]\nt responsibilities: management strategy in and guidelines to\naccordance with the support better practice\nArchives Act (25/26) information governance\nPerformance Criteria: Ensure and support staff welfare and best practice, for a staff capacity that is\nsuited to Bundanon’s infrastructure, and the rising levels of visitation\nNATIONAL CULTURAL POLICY REVIVE • STRONG CULTURAL INFRASTRUCTURE\n2025–26 TARGET 2026–29 TARGET\nDeliver WHS training. ongoing activity\nReview WHS Management System annually for ongoing uplift and improvement. ongoing activity\nDevelop and implement a compliance and employment framework. ongoing activity\nContinue to focus on building a constructive employee experience. ongoing activity\nZoë Pollitt and Natasha Hasemer in residence at Bundanon, 2025.\n  Source: `corporate-plans/2026.pdf (https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf)`\n- PRINCIPAL ACTIVITIES\nThe Board makes decisions on statutory compliance, financial and risk management, and\nThe principal activities of Bundanon during the financial year were the promotion of the\nstrategic direction regarding Bundanon’s functions, which include:\narts and the preservation of the natural and cultural heritage of the Bundanon properties\npromoting and supporting public access to the creative and educational opportunities of\nlocated in Illaroo, NSW.\nthe Bundanon properties\nmanagement of the Collection valued at $47 million\nRESULTS\nmanagement of built cultural heritage including the Boyd Homestead and other\nThe net operating result for the year ended 30 June 2023 was a surplus of $1,466,807 historic buildings\ncompared with a surplus of $7,239,854 for the 2022 financial year. environmental management of Bundanon sites including land management, biodiversity,\n  Source: `annual-reports/2022-23.pdf (https://www.bundanon.com.au/wp-content/uploads/2024/02/Bundanon-Annual-Report-2022-2023-lo-res-1.pdf)`\n- Advisory Committee\nstrong, diverse audience engagement with visitation and Phase One of the website redevelopment\n(23–24).\nengagement strategies income levels: was completed, and work started on\nExpand personnel, and Within Average Staffing Levels Achieved.\ndeliver a minimum of 120 Phase Two for implementation in\nsupport staff welfare and (ASL) caps, expand personnel Recruitment was undertaken to the\nvisitor surveys each season 2024–25.\nbest practice, to ensure at a progression matched to role revised ASL of 50.\nachieve an 80% satisfaction\nstaff capacity is suited to priorities, workloads and other Team leadership and organisational\nrate on surveys delivered\nBundanon’s infrastructure relevant factors. structure were reviewed and updated.\ndeliver Phase One of updated\nand the rising levels of Implement new Workplace Achieved. website (23–24).\n  Source: `annual-reports/2023-24.pdf (https://www.bundanon.com.au/wp-content/uploads/2024/10/Bundanon-Annual-Report-2023-2024.pdf)`\n- [pages 15,16,17]\nto ensure at a progression matched to role revised ASL of 50.\nachieve an 80% satisfaction\nstaff capacity is suited to priorities, workloads and other Team leadership and organisational\nrate on surveys delivered\nBundanon’s infrastructure relevant factors. structure were reviewed and updated.\ndeliver Phase One of updated\nand the rising levels of Implement new Workplace Achieved. website (23–24).\nvisitation Health and Safety (WHS) The WHS framework was delivered and\nframework (23–24). implemented.\n  Source: `annual-reports/2023-24.pdf (https://www.bundanon.com.au/wp-content/uploads/2024/10/Bundanon-Annual-Report-2023-2024.pdf)`\n\n### Strategic Priorities\n\n- PRINCIPAL ACTIVITIES\nThe Board makes decisions on statutory compliance, financial and risk management, and\nThe principal activities of Bundanon during the financial year were the promotion of the\nstrategic direction regarding Bundanon’s functions, which include:\narts and the preservation of the natural and cultural heritage of the Bundanon properties\npromoting and supporting public access to the creative and educational opportunities of\nlocated in Illaroo, NSW.\nthe Bundanon properties\nmanagement of the Collection valued at $47 million\nRESULTS\nmanagement of built cultural heritage including the Boyd Homestead and other\nThe net operating result for the year ended 30 June 2023 was a surplus of $1,466,807 historic buildings\ncompared with a surplus of $7,239,854 for the 2022 financial year. environmental management of Bundanon sites including land management, biodiversity,\n  Source: `annual-reports/2022-23.pdf (https://www.bundanon.com.au/wp-content/uploads/2024/02/Bundanon-Annual-Report-2022-2023-lo-res-1.pdf)`\n- Advisory Committee\nstrong, diverse audience engagement with visitation and Phase One of the website redevelopment\n(23–24).\nengagement strategies income levels: was completed, and work started on\nExpand personnel, and Within Average Staffing Levels Achieved.\ndeliver a minimum of 120 Phase Two for implementation in\nsupport staff welfare and (ASL) caps, expand personnel Recruitment was undertaken to the\nvisitor surveys each season 2024–25.\nbest practice, to ensure at a progression matched to role revised ASL of 50.\nachieve an 80% satisfaction\nstaff capacity is suited to priorities, workloads and other Team leadership and organisational\nrate on surveys delivered\nBundanon’s infrastructure relevant factors. structure were reviewed and updated.\ndeliver Phase One of updated\nand the rising levels of Implement new Workplace Achieved. website (23–24).\n  Source: `annual-reports/2023-24.pdf (https://www.bundanon.com.au/wp-content/uploads/2024/10/Bundanon-Annual-Report-2023-2024.pdf)`\n- [pages 15,16,17]\nto ensure at a progression matched to role revised ASL of 50.\nachieve an 80% satisfaction\nstaff capacity is suited to priorities, workloads and other Team leadership and organisational\nrate on surveys delivered\nBundanon’s infrastructure relevant factors. structure were reviewed and updated.\ndeliver Phase One of updated\nand the rising levels of Implement new Workplace Achieved. website (23–24).\nvisitation Health and Safety (WHS) The WHS framework was delivered and\nframework (23–24). implemented.\n  Source: `annual-reports/2023-24.pdf (https://www.bundanon.com.au/wp-content/uploads/2024/10/Bundanon-Annual-Report-2023-2024.pdf)`\n- Strategy was developed. programming, commercial and • Inaugural winter festival visitation\nExpand personnel and Within Average Staffing Level Achieved. accommodation. was 3595 for the weekend and visitor\nsupport staff welfare (ASL) caps, expand personnel at a • Successfully expanded its workforce satisfaction was 94.12%.\nand best practice, for progression matched to role priorities, in line with strategic priorities within • Inaugural Bundanon Artists and\na staff capacity that is workloads and other relevant factors. an ASL cap of 50.\n  Source: `annual-reports/2024-25.pdf (https://www.bundanon.com.au/wp-content/uploads/2025/11/Bundanon-Annual-Report-2024-2025.pdf)`\n- [pages 16,17,18,19,20]\nis going to\nbe used within Bundanon as this will help determine the priority that should be accorded the acquisition.\n  Source: `other-pdfs/Bundanon-Collection-Policy-2023.pdf (https://www.bundanon.com.au/wp-content/uploads/2024/09/Bundanon-Collection-Policy-2023.pdf)`\n- Expand personnel and Expand personnel at a On track.\nsupport staff welfare progression matched to role With the increase to 50 ASL (from\nand best-practice, for priorities and other relevant 34) from 1 July 2023, recruitment\na staff capacity that is factors. strategy developed for implementation\nsuited to Bundanon’s new to match organisational priorities,\ninfrastructure, and the with particular focus on curatorial\nrising levels of visitation and learning requirements, public\nprograms and audience engagement.\n  Source: `annual-reports/2022-23.pdf (https://www.bundanon.com.au/wp-content/uploads/2024/02/Bundanon-Annual-Report-2022-2023-lo-res-1.pdf)`\n- The Board makes decisions on statutory compliance, financial and risk management,\nand strategic direction regarding Bundanon’s functions, which include:\nThe Directors present their report together with the financial promoting and supporting public access to the creative and educational opportunities of\nthe Bundanon properties\nstatements for Bundanon for the year ended 30 June 2024.\nmanagement of the Collection valued at $46.5 million\nmanagement of built cultural heritage including the Boyd Homestead and other historic\nPRINCIPAL ACTIVITIES buildings\nenvironmental management of Bundanon sites including land management, biodiversity,\nThe principal activities of Bundanon during the financial year were the promotion of the\nand fire and flood mitigation\narts and the preservation of the natural and cultural heritage of the Bundanon properties\n  Source: `annual-reports/2023-24.pdf (https://www.bundanon.com.au/wp-content/uploads/2024/10/Bundanon-Annual-Report-2023-2024.pdf)`\n- The Board makes decisions on statutory compliance, financial and risk management,\nThe directors present their report together with the financial statements for Bundanon for and the strategic direction regarding Bundanon’s functions, which include:\nthe year ended 30 June 2025. • promoting and supporting public access to the creative and educational opportunities\nof the Bundanon properties\nPrincipal Activities • management of the Collection (valued at $46.4million)\nThe principal activities of Bundanon during the financial year were the promotion of the • management of built cultural heritage, including the Boyd Homestead and other\narts and the preservation of the natural and cultural heritage of the Bundanon properties historic buildings\nlocated in Illaroo, NSW. • environmental management of Bundanon sites, including land management,\nbiodiversity, and fire and flood mitigation\n  Source: `annual-reports/2024-25.pdf (https://www.bundanon.com.au/wp-content/uploads/2025/11/Bundanon-Annual-Report-2024-2025.pdf)`\n- [Page 3]\nCONTENTS\nIntroduction 5\nPurpose 10\nOperating Environment 12\nCultural Policy Revive 12\nKey Factors of Influence in the Operating Environment 16\nCapability 17\nRisk 24\nPerformance Measures 27\nCompliance 33\nIsabel & Alfredo Aquilizan, REFLECTIONS /HABITATIONS, 2025, Cardboard, glue, laminated pine timber, steel cable, paper,\naquarelle watercolour pens.\n  Source: `corporate-plans/2026.pdf (https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf)`\n- The Corporate Plan is the offer, including the new Art Museum, expanded\nprimary planning document that articulates learning and live programs, and accommodation\nBundanon’s purpose, strategic priorities and the and dining.\nactions it will undertake to achieve its objectives.\n  Source: `corporate-plans/2026.pdf (https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- Devise and deliver bespoke Achieved.\n(Corporate Plan Measure 5.2.1 and National Cultural Policy – Revive: Pillars 1, 2, 3 and 5)\nlearning programs three times Art making and learning experiences\np.a. to accompany the Art were directly connected to the\nPERFORMANCE CRITERIA TARGET 2022–23\nMuseum seasons. museum program.\n  Source: `annual-reports/2022-23.pdf (https://www.bundanon.com.au/wp-content/uploads/2024/02/Bundanon-Annual-Report-2022-2023-lo-res-1.pdf)`\n- Implement fire management strategy including cultural burns and — facilitate one cultural burn ongoing activity\nannual hazard reduction: season per annum when\nconditions allow\nPerformance Criteria: Maintain and develop partnerships with First Nations communities,\nparticularly the local Dharawal and Dhurga language groups\nNATIONAL CULTURAL POLICY REVIVE • FIRST NATIONS FIRST • STRONG CULTURAL INFRASTRUCTURE\n2025–26 TARGET 2026–29 TARGET\nMaintain existing partnerships for habitat management to enrich Bundanon’s work in this area, and ongoing activity\nto support connection to Country for First Nations communities\nContinue and expand collaborative relationships with First — maintain a Cultural Liaison ongoing activity\nNations and international First Nations artists, cultural Officer dedicated position\npractitioners, and First Nations-led organisations:\n  Source: `corporate-plans/2026.pdf (https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf)`\n- PERFORMANCE CRITERIA TARGET 2024–2025\ndraws on the Collection. • Each of the three exhibition seasons\nand the touring exhibition drew on Ensure effective Deliver on our funding agreement with Achieved.\nthe Bundanon Collection. governance and the Australian Government, including • Delivered operations and\nDevelop exhibitions and projects Achieved. management structures; the National Cultural Policy – Revive, maintenance of the Art Museum and\nfor regional and national touring • Fantastic Forms exhibition is now undertake robust future the Minister for the Arts’ statement of other assets and property as a living\nopportunities and seek required on tour (25–28) with funding by planning expectations, governance documents arts centre.\nfunding: the National Collecting Institutions and Corporate Plan, that reflects • Delivered arts residency, education,\n• minimum one tour every three years.\n  Source: `annual-reports/2024-25.pdf (https://www.bundanon.com.au/wp-content/uploads/2025/11/Bundanon-Annual-Report-2024-2025.pdf)`\n- [Page 28]\nPerformance Criteria: Develop the Learning Program\nNATIONAL CULTURAL POLICY REVIVE • FIRST NATIONS FIRST • CENTRALITY OF THE ARTIST\n2025–26 TARGET 2026–29 TARGET\nMaintain and sustainably develop programs for early years, — minimum 5,000 ongoing activity\nschool, tertiary and adult cohorts: engagements\nEnsure learning programs are accessible via a mix of fee-for-service and no-fee or low-fee events. ongoing activity\nEnsure access to students from schools experiencing socio-educational disadvantage. ongoing activity\nDeliver learning programs to maintain a focus on creative risk alongside sustainable practice, place- ongoing activity\nbased learning, and engagement with First Nations knowledge.\n  Source: `corporate-plans/2026.pdf (https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf)`\n- Devise and deliver inclusive learning programs to accompany the — minimum one per season ongoing activity\nArt Museum seasons:\nDevelop frameworks for future delivery of annual social impact programs 25/26. — deliver a framework\nin 2027\nDevelop a proposal for increased environmental science and sustainability (25/26). — deliver and trial a\nproposal in 2027\nPerformance Criteria: Establish and maintain external relationships\nNATIONAL CULTURAL POLICY REVIVE • FIRST NATIONS FIRST • STRONG CULTURAL INFRASTRUCTURE\n2025–26 TARGET 2026–29 TARGET\nMaintain local, national, and international relationships with — minimum ten activities per ongoing activity\nrelevant institutions and organisations: annum\nSustain partnerships and fellowships both nationally and — minimum two partnerships/ ongoing activity\ninternationally to deliver the Artists in Residence program: fellowships per annum\n  Source: `corporate-plans/2026.pdf (https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf)`\n- [Page 29]\nCONSERVE AND SHARE BUNDANON’S UNIQUE CULTURAL AND ENVIRONMENTAL HERITAGE\nPerformance Criteria: Conserve and maintain Bundanon’s buildings, guided by heritage and\narchitectural experts, and Heritage Management Plans\nNATIONAL CULTURAL POLICY REVIVE • STRONG CULTURAL INFRASTRUCTURE\n2025–26 TARGET 2026–29 TARGET\nMaintain and appropriately restore and refurbish Bundanon’s — ensure compliance of ongoing activity\nheritage and contemporary buildings: conservation projects as\noutlined in the Total Asset\nManagement Strategy 2024\nDeliver updated Heritage Management Plan (25/26). — review Heritage\nStrategy in 2028\nPerformance Criteria: Further develop Bundanon’s onsite and online interpretation\nNATIONAL CULTURAL POLICY REVIVE • A PLACE FOR EVERY STORY • ENGAGING THE AUDIENCE\n2025–26 TARGET 2026–29 TARGET\n  Source: `corporate-plans/2026.pdf (https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf)`\n- Photo: Zan Wimberley\nCONSERVE AND SHARE BUNDANON’S COLLECTIONS, INCLUDING THE ART COLLECTION\nAND BOYD ARCHIVE\nPerformance Criteria: Provide public access to the Bundanon Collection, Homestead and Arthur\nBoyd Studio as an integral part of the artistic program\nNATIONAL CULTURAL POLICY REVIVE • STRONG CULTURAL INFRASTRUCTURE\n2025–26 TARGET 2026–29 TARGET\nPresent high-quality changing displays or artworks and other — Bundanon Collection display ongoing activity\nobjects from the Collection, across all venues, alongside wider Art in the Art Museum rotating\nMuseum programming. every 12–18 months\n— one Homestead display per\nannum\nDevelop exhibitions and projects for regional and national touring — minimum one tour every ongoing activity\nopportunities and seek required funding: three years\n  Source: `corporate-plans/2026.pdf (https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf)`\n- Develop and deliver First Nations input into governance structures — First Nations Board member ongoing activity\nand processes, including:\n— establish First Nations — maintain a FNAB\nAdvisory Body (25/26)\nDevelop and implement a framework to meet Bundanon’s — develop an information — develop policies\ninformation management responsibilities: management strategy in and guidelines to\naccordance with the support better practice\nArchives Act (25/26) information governance\nPerformance Criteria: Ensure and support staff welfare and best practice, for a staff capacity that is\nsuited to Bundanon’s infrastructure, and the rising levels of visitation\nNATIONAL CULTURAL POLICY REVIVE • STRONG CULTURAL INFRASTRUCTURE\n2025–26 TARGET 2026–29 TARGET\nDeliver WHS training. ongoing activity\nReview WHS Management System annually for ongoing uplift and improvement. ongoing activity\n  Source: `corporate-plans/2026.pdf (https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf)`\n- [pages 31,32,33,34]\nt responsibilities: management strategy in and guidelines to\naccordance with the support better practice\nArchives Act (25/26) information governance\nPerformance Criteria: Ensure and support staff welfare and best practice, for a staff capacity that is\nsuited to Bundanon’s infrastructure, and the rising levels of visitation\nNATIONAL CULTURAL POLICY REVIVE • STRONG CULTURAL INFRASTRUCTURE\n2025–26 TARGET 2026–29 TARGET\nDeliver WHS training. ongoing activity\nReview WHS Management System annually for ongoing uplift and improvement. ongoing activity\nDevelop and implement a compliance and employment framework. ongoing activity\nContinue to focus on building a constructive employee experience. ongoing activity\nZoë Pollitt and Natasha Hasemer in residence at Bundanon, 2025.\n  Source: `corporate-plans/2026.pdf (https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf)`\n- [Page 32]\nPerformance Criteria: Drive onsite and online visitation, with excellent visitor experience, robust\ncommercial income streams, and strong, diverse audience engagement strategies\nNATIONAL CULTURAL POLICY REVIVE • ENGAGING THE AUDIENCE\n2025–26 TARGET 2026–29 TARGET\nDeliver excellent visitor experience and strong, diverse audience — deliver a minimum of 120 ongoing activity\nengagement strategies, with a view to balancing creative and visitor surveys each season\neducational engagement with visitation and income levels:\n— maintain an 80% satisfaction ongoing activity\nrate on visitor surveys\n— refine and user experience, Rebuild and consolidate\nand increase conversions, website on new platform\ninterim improvements to the 26/27 – 27/28\nwebsite on existing platform\n25/26\n— deliver a strong and ongoing activity\nconsistent retail offering\n  Source: `corporate-plans/2026.pdf (https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf)`\n- Build and maintain relationships with Destination NSW and Destination Sydney Surrounds South. ongoing activity\nContinue to build a strong media and social media profile and — achieve 15% growth on prior — achieve 20% growth\nweb visitation: year total website views from 26/27\n— achieve 15% social media ongoing activity\ngrowth (as measured across\nnumber of campaigns, social\nmedia followers, e-news\nsubscribers)\nPerformance Criteria: Identify new, and retain existing, public, and private funding partners and\ndonors; continuing to grow and strengthen philanthropy including the Bundanon Patron and\nBundanon Bequest Programs\nNATIONAL CULTURAL POLICY REVIVE • STRONG CULTURAL INFRASTRUCTURE\n2025–26 TARGET 2026–29 TARGET\nBuild on the Bundanon Patron’s Program. — four new commitments per ongoing activity\nannum\n  Source: `corporate-plans/2026.pdf (https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf)`\n- Performance Criteria: Implement business tools to meet Bundanon’s operational and\ncybersecurity risks\nNATIONAL CULTURAL POLICY REVIVE • STRONG CULTURAL INFRASTRUCTURE\n2025–26 TARGET 2026–29 TARGET\nIdentify current and future digital requirements, and invest in — refine CRM requirements — implement CRM 26/27\nappropriate systems, equipment, and staff. audit and revaluate software\noptions and digital platforms\nEnsure staff undertake training related to cyber safety including phishing simulations. ongoing activity\n32\n  Source: `corporate-plans/2026.pdf (https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf)`\n- 20,000 during construction 22,956\nenvironment for visitors period\nReturn visitation to 50,000+ after N/A\ncompletion\nCOLLECTION & ARCHIVE\nConserve and share Bundanon’s art collection and Boyd archive\n(Corporate Plan Measure 5.2.2)\nActivity Annual Measures 2020–21 Result\nProvide public access, support Continue national touring Arthur Boyd: Landscape of the\nscholarship, loans and copyright exhibition and on-site exhibitions Soul continues national tour\nOn-Site exhibitions:\nImprint, r e a\nSpark A Reaction, Wendy\nMurray and Community\nWhen No Birds Sing, Ruth\nMaddison\nGifted: a selection of works\ngifted to the Bundanon\nCollection\nNew curated exhibitions and N/A\npublic programs within new\nfacilities from 2022\nCollection is appropriately stored, Return the Collection from Elements of Collection have\nconserved and digitised Bundanon site to new facilities commenced return.\n  Source: `annual-reports/2020-21.pdf (https://www.bundanon.com.au/wp-content/uploads/2021/11/2020-21-Bundanon-Annual-Report.pdf)`\n- [Page 10]\nCULTURAL AND ENVIRONMENTAL HERITAGE SECURING THE FUTURE\nProtect and share Bundanon’s unique cultural and environmental heritage Secure the future of Bundanon Trust through delivery of the Masterplan and effective management\n(Corporate Plan Measure 5.2.3) (Corporate Plan Measure 5.2.4)\nActivity Annual Measures 2020–21 Activity Annual Measures 2020–21\nConserve and maintain colonial Restore, refurbish and repurpose On track Maintain effective governance Project Control Group oversight Ongoing until completion\nand contemporary architecture Riversdale heritage properties by of Masterplan to ensure budget\n2023 control and business continuity\nComplete urgent capital works on On track Deliver an architecturally Completion and open early 2022 On track\nexisting properties by 2022 significant suite of buildings, fit\nAddress budget shortfall to obtain Achieved\n  Source: `annual-reports/2020-21.pdf (https://www.bundanon.com.au/wp-content/uploads/2021/11/2020-21-Bundanon-Annual-Report.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $1,986 , $517 , $1,389 , $102 , $2,530 , $4,566 | Conference/workshop fees 4.3(a) – $1,986 – –\nBundanon Expenditure\n5.2 FINANCIAL INSTRUMENTS\nCopyright fees/staff training 4.3 (a) $517 $1,389 – –\n2025 2024\nRetail equipment purchase 4.3 (b) $102 – – – $’000 $’000\nWaste removal costs 4.3 (c) $2,530 $4,566 $354 $424 5.2A CATEGORIES OF FINANCIAL INSTRUMENTS\nFinancial assets at amortised cost\nCash and cash equivalent 2,327 2,787\n4.3(a) In 2025 Bundanon paid copyright fees to the National Gallery of A | `annual-reports/2024-25.pdf (https://www.bundanon.com.au/wp-content/uploads/2025/11/Bundanon-Annual-Report-2024-2025.pdf)` |\n| $2.46 million, $2.21m, $0.25m, $2.46m, $10.25m, 2.46 million | Within the current budget for 2024/2025, $2.46 million constitutes Bundanon’s\nDepreciation Fund, which is allocated for the following works:\nBundanon Depreciation Fund\nPurpose Amount\nLand & Building $2.21m million\nPlant and Equipment $0.25m million\nTotal $2.46m million\nThe remaining $10.25m million constitutes Bundanon’s General Funds. | `strategies/Bundanon-Heritage-Strategy-2025-2028.pdf (https://www.bundanon.com.au/wp-content/uploads/2025/06/Bundanon-Heritage-Strategy-2025-2028.pdf)` |\n| $110 , $1,733 | More than 12 months\nLand and buildings 51,067 50,692\n5.2C: NET GAINS OR LOSSES ON FINANCIAL LIABILITIES Collections 46,533 46,517\nFinancial liabilities measured at amortised cost Right-of-use assets – 92\nInterest expense – 2 Plant and equipment 1,374 1,283\nNet losses on financial liabilities measured at Intangibles – 17\namortised cost – 2 Other financial investments 2,060 1,089\nTotal more than 12 months 101,034 99,690\nNet losses from financial li | `annual-reports/2023-24.pdf (https://www.bundanon.com.au/wp-content/uploads/2024/10/Bundanon-Annual-Report-2023-2024.pdf)` |\n| $110 , $1,733 | [pages 73,74,75]\nat amortised cost Right-of-use assets – 92\nInterest expense – 2 Plant and equipment 1,374 1,283\nNet losses on financial liabilities measured at Intangibles – 17\namortised cost – 2 Other financial investments 2,060 1,089\nTotal more than 12 months 101,034 99,690\nNet losses from financial liabilities – 2\nTotal assets 104,224 102,137\nThe net interest expense from financial liabilities not at fair value through profit or loss is\n$110 | `annual-reports/2023-24.pdf (https://www.bundanon.com.au/wp-content/uploads/2024/10/Bundanon-Annual-Report-2023-2024.pdf)` |\n| $5.43 million, 5.43 million | PART B\n(w) Subject in the case of the Investment Fund to which the\ngrant of $5.43 million by the Commonwealth is, pursuant\nto the Deed between it and the Company, paid, to\nestablish and maintain one or more funds to be known as\nthe Investment Fund, of the purpose of providing income\nof the Company’s operations, without recourse to the\ncapital of the Investment Fund or Funds and to pay from\nthe income of the Investment Fund or Funds all costs and | `other-pdfs/Constitution-of-Bundanon-Trust.pdf (https://www.bundanon.com.au/wp-content/uploads/2021/03/Constitution-of-Bundanon-Trust.pdf)` |\n| $47 million, $1,466,807 , $7,239,854 , 47 million | PRINCIPAL ACTIVITIES\nThe Board makes decisions on statutory compliance, financial and risk management, and\nThe principal activities of Bundanon during the financial year were the promotion of the\nstrategic direction regarding Bundanon’s functions, which include:\narts and the preservation of the natural and cultural heritage of the Bundanon properties\npromoting and supporting public access to the creative and educational opportunities of\nlocated i | `annual-reports/2022-23.pdf (https://www.bundanon.com.au/wp-content/uploads/2024/02/Bundanon-Annual-Report-2022-2023-lo-res-1.pdf)` |\n| $156,236.23 , $17,863.89 , $174,100.12 | These Groups may include relevant staff, Board superannuation)\nmembers, external experts, and community involvement, as appropriate to the Group’s\n$156,236.23 $17,863.89 $174,100.12\nremit. | `annual-reports/2023-24.pdf (https://www.bundanon.com.au/wp-content/uploads/2024/10/Bundanon-Annual-Report-2023-2024.pdf)` |\n| $100 | The amendments clarify the application of AASB 13 Fair Value\nCompany (contracted before he ceases to be a member) and of the costs, charges\nMeasurement to not-for-profit public sector entities, particularly regarding the measuring\nand expenses of winding up and for the adjustment of the rights of the contributories\nthe fair value of non-financial assets not held primarily for their ability to generate net cash\namong themselves, such amount as may | `annual-reports/2024-25.pdf (https://www.bundanon.com.au/wp-content/uploads/2025/11/Bundanon-Annual-Report-2024-2025.pdf)` |\n| $0 , $110 | Financial assets at FVTPL assets – If there is objective evidence that an impairment\nloss on these assets has been incurred, the amount of the difference between its cost, less\nprincipal repayments and amortisation, and its current fair value, less any impairment loss\n5.2C NET GAINS OR LOSSES ON FINANCIAL LIABILITIES\npreviously recognised in expenses, is transferred from equity to the statement of financial\nThe net interest expense from financial | `annual-reports/2024-25.pdf (https://www.bundanon.com.au/wp-content/uploads/2025/11/Bundanon-Annual-Report-2024-2025.pdf)` |\n| $33 million, $8 million, 33 million, 8 million | Mr Samuel Edwards 4 4 3 3 – – 3 2\nMs Anne Flanagan 4 4 4 2 – –\nSignificant Changes in the State of Affairs\nMr Craig Laundy 4 1 4 4\nOn 5 April 2023, the Federal Government announced that Bundanon will receive an uplift\n(to 17 June 2023)\nin the order of $33 million over four years from 2023-24 and over $8 million per annum\nongoing and indexed from 2027-28. | `annual-reports/2022-23.pdf (https://www.bundanon.com.au/wp-content/uploads/2024/02/Bundanon-Annual-Report-2022-2023-lo-res-1.pdf)` |\n| $2 | As a public art gallery approved by the Australian Taxation Office under Division 30\n– Operations of the Income Tax Assessment Act 1997, Bundanon is entitled to receive gifts of the value of\nRevenue from operation includes the cash donations and sales of merchandise. $2 and upwards of money or of property other than money from donors who may claim a\nMerchandise sales revenue is recognised when control of the good passes to the customer taxation d | `annual-reports/2022-23.pdf (https://www.bundanon.com.au/wp-content/uploads/2024/02/Bundanon-Annual-Report-2022-2023-lo-res-1.pdf)` |\n\n## Key Achievements\n\n- Advisory Committee\nstrong, diverse audience engagement with visitation and Phase One of the website redevelopment\n(23–24).\nengagement strategies income levels: was completed, and work started on\nExpand personnel, and Within Average Staffing Levels Achieved.\ndeliver a minimum of 120 Phase Two for implementation in\nsupport staff welfare and (ASL) caps, expand personnel Recruitment was undertaken to the\nvisitor surveys each season 2024–25.\nbest practice, to ensure at a progression matched to role revised ASL of 50.\nachieve an 80% satisfaction\nstaff capacity is suited to priorities, workloads and other Team leadership and organisational\nrate on surveys delivered\nBundanon’s infrastructure relevant factors. structure were reviewed and updated.\ndeliver Phase One of updated\nand the rising levels of Implement new Workplace Achieved. website (23–24).\n  Source: `annual-reports/2023-24.pdf (https://www.bundanon.com.au/wp-content/uploads/2024/10/Bundanon-Annual-Report-2023-2024.pdf)`\n- Identify new, and retain Build on the Patron’s Program Exceeded.\nvisitation, with excellent visitor experience, including New signage commissioned and installed existing, public and private and Bequest Program 2,826 participants at Patron and other\nvisitor experience, robust by improving the visitor Improved wayfinding collateral delivered funding partners; continue introduced in February 2022. engagement events.\ncommercial income environment and staff Increased staffing to Visitor Services to grow and strengthen Explore other philanthropic Achieved.\nstreams, and strong, diverse operations, with care for the First Aid training completed. philanthropy opportunities, with a focus on Significant funding welcomed from a\naudience engagement welfare of people, flora and building regular donors through range of private and philanthropic\n  Source: `annual-reports/2022-23.pdf (https://www.bundanon.com.au/wp-content/uploads/2024/02/Bundanon-Annual-Report-2022-2023-lo-res-1.pdf)`\n- [pages 15,16,17]\nto ensure at a progression matched to role revised ASL of 50.\nachieve an 80% satisfaction\nstaff capacity is suited to priorities, workloads and other Team leadership and organisational\nrate on surveys delivered\nBundanon’s infrastructure relevant factors. structure were reviewed and updated.\ndeliver Phase One of updated\nand the rising levels of Implement new Workplace Achieved. website (23–24).\nvisitation Health and Safety (WHS) The WHS framework was delivered and\nframework (23–24). implemented.\n  Source: `annual-reports/2023-24.pdf (https://www.bundanon.com.au/wp-content/uploads/2024/10/Bundanon-Annual-Report-2023-2024.pdf)`\n- Advisory Body. engagement strategies each season • Interim website redevelopment was\nDevelop and implement a framework Achieved. • achieve 80% satisfaction rate on completed, with further rebuild and\nto meet Bundanon’s information • An information management review surveys delivered upgrade ongoing.\nmanagement responsibilities: was completed by an external • deliver Phase Two of updated website\n• undertake an information consultant. (24–25).\nmanagement review (24–25). • A new Information Governance Expand visitation offers, including Achieved.\n  Source: `annual-reports/2024-25.pdf (https://www.bundanon.com.au/wp-content/uploads/2025/11/Bundanon-Annual-Report-2024-2025.pdf)`\n- Review WHS Management System Achieved.\ndelivered per annum\nannually for ongoing uplift and • WHS Management System was\n• 10–12 weddings hosted per annum.\nimprovement. implemented and improvements\nRetain and grow Bundanon’s On track.\nto safety management software\nMembership Program to a total of • Membership has reached 1095, with\ncontinue in 25–26.\n  Source: `annual-reports/2024-25.pdf (https://www.bundanon.com.au/wp-content/uploads/2025/11/Bundanon-Annual-Report-2024-2025.pdf)`\n- 252 new members welcomed this\nReview of Human Resources (HR) to Achieved.\nyear.\nidentify future needs and progressively • A review of position descriptions was\nDeliver Food and Beverage operations, Achieved.\naction improvements. completed to ensure alignment with\nwith a focus on the Ramox Café as a • Delivered catering and food events\nobjectives and clarity of roles for\ndestination experience of excellence; associated with the exhibition\nemployees.\ndeliver commercial catering, including seasons, programming and\nReview and update HR policies and Achieved and ongoing.\ncatering for residential school residential Learning programs.\nprocedures. • A suite of HR policies was developed\nprograms.\nand implemented covering bullying,\ndiscrimination and harassment.\n  Source: `annual-reports/2024-25.pdf (https://www.bundanon.com.au/wp-content/uploads/2025/11/Bundanon-Annual-Report-2024-2025.pdf)`\n- Photo: Zan Wimberley\nCONSERVE AND SHARE BUNDANON’S COLLECTIONS, INCLUDING THE ART COLLECTION\nAND BOYD ARCHIVE\nPerformance Criteria: Provide public access to the Bundanon Collection, Homestead and Arthur\nBoyd Studio as an integral part of the artistic program\nNATIONAL CULTURAL POLICY REVIVE • STRONG CULTURAL INFRASTRUCTURE\n2025–26 TARGET 2026–29 TARGET\nPresent high-quality changing displays or artworks and other — Bundanon Collection display ongoing activity\nobjects from the Collection, across all venues, alongside wider Art in the Art Museum rotating\nMuseum programming. every 12–18 months\n— one Homestead display per\nannum\nDevelop exhibitions and projects for regional and national touring — minimum one tour every ongoing activity\nopportunities and seek required funding: three years\n  Source: `corporate-plans/2026.pdf (https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf)`\n- [Page 32]\nPerformance Criteria: Drive onsite and online visitation, with excellent visitor experience, robust\ncommercial income streams, and strong, diverse audience engagement strategies\nNATIONAL CULTURAL POLICY REVIVE • ENGAGING THE AUDIENCE\n2025–26 TARGET 2026–29 TARGET\nDeliver excellent visitor experience and strong, diverse audience — deliver a minimum of 120 ongoing activity\nengagement strategies, with a view to balancing creative and visitor surveys each season\neducational engagement with visitation and income levels:\n— maintain an 80% satisfaction ongoing activity\nrate on visitor surveys\n— refine and user experience, Rebuild and consolidate\nand increase conversions, website on new platform\ninterim improvements to the 26/27 – 27/28\nwebsite on existing platform\n25/26\n— deliver a strong and ongoing activity\nconsistent retail offering\n  Source: `corporate-plans/2026.pdf (https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf)`\n- [Page 12]\nSecure a prosperous future for Bundanon\n(Corporate Plan Measure 5.2.4 and National Cultural Policy – Revive: Pillars 1, 4 and 5)\nEnsure effective governance Deliver on a robust business Achieved.\nand management case, that reflects Bundanon’s With the welcome uplift in\nstructures, undertake robust new infrastructure and Commonwealth Government funding,\nfuture planning operational needs. completed a comprehensive review\nof all operational and infrastructure\nrequirements including delivery of\nthe Total Asset Management Strategy\nestablishing a program for essential\nsite and building maintenance and\nconstruction work.\n  Source: `annual-reports/2022-23.pdf (https://www.bundanon.com.au/wp-content/uploads/2024/02/Bundanon-Annual-Report-2022-2023-lo-res-1.pdf)`\n- PERFORMANCE CRITERIA TARGET 2023–2024\ninternational calls for Received 485 applications for the 2025\nProgram innovative Maintain excellence in quality Exceeded. applications from creative AIR program.\nseasons of exhibitions and delivery of multidisciplinary Three highly acclaimed exhibition sectors, with selection Diverse expert peer assessors from\nand public programming, artistic programs through the seasons delivered. determined by expert peer across the creative arts were\nincluding opening development of innovative The Bundanon Homestead Collection assessment panels: appointed to undertake the\ncelebration events exhibitions, live events, exhibition was refreshed in June to minimum 250 applicants per assessments.\npublic programs, projects and complement the Landscapes theme of annum.\npublications: Season 2 at the Art Museum.\n  Source: `annual-reports/2023-24.pdf (https://www.bundanon.com.au/wp-content/uploads/2024/10/Bundanon-Annual-Report-2023-2024.pdf)`\n- 420 new members joined in this existing, public and opportunities, with a focus Philanthropic income grew significantly,\nreporting period, bringing the total private funding partners on corporate partnership with over $459,000 in cash donations\nnumber to 712. and donors; continue opportunities and targeted representing a 64% increase on the\nDeliver Food and Beverage Achieved. to grow and strengthen individual giving. previous year.\noperations, with a focus on the Delivered a new series of dining events, philanthropy, including\nRamox Café as a destination the music series Afternoons at Ramox, the Bundanon Patron Engage current, and develop Achieved.\nexperience of excellence; deliver and food and beverage events and Bundanon Bequest new, donor programs to sustain The Boyd Gallery campaign brought\ncommercial catering, including associated with the exhibition seasons.\n  Source: `annual-reports/2023-24.pdf (https://www.bundanon.com.au/wp-content/uploads/2024/10/Bundanon-Annual-Report-2023-2024.pdf)`\n- [Page 46]\nMANAGEMENT AND CORPORATE STRUCTURE\nACCOUNTABILITY\nMinister for\nthe Arts\nBoard of Directors COMMITTEES STAFF Committees* Board of Directors\nSamuel Edwards, Chair\nPhilip Bacon AO Audit and Risk CEO\nHolly Byrne (appointed Deputy Courtney West (Independent Rachel Kent Executive Assistant / Chief Executive\nConsultants\nChair 21 April 2024) Chair) Office of the CEO Officer\nProf Patricia Davidson (completed Philip Bacon AO (from 21 April COO\nher first term in June 2024 2024) Mark Johnson\nand was reappointed to Anne Flanagan (to 21 April 2024)\n31 October 2024) The Hon.\n  Source: `annual-reports/2023-24.pdf (https://www.bundanon.com.au/wp-content/uploads/2024/10/Bundanon-Annual-Report-2023-2024.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- Bundanon fosters a positive risk culture\nby promoting an open and proactive approach to raising, discussing, and managing risk, and\nMembers of the LBA Committee for the reporting period included Board directors: encourages constructive challenge, accountability, and good risk behaviours at all levels.\n– Ms Anne Flanagan, Chair (to 21 April 2024) The Risk Management Plan and related policies are overseen by the Board and the\n– Uncle Gerald Moore OAM (from 23 February 2024), Chair (from 22 April 2024) Audit and Risk Committee, with regular monitoring and reporting.\n  Source: `annual-reports/2023-24.pdf (https://www.bundanon.com.au/wp-content/uploads/2024/10/Bundanon-Annual-Report-2023-2024.pdf)`\n- 50 FTE from 1 July 2023, from a prior base of 34\nFTE, with significant recruitment during 2023–24\nThe Audit and Risk Committee oversees financial\nachieving the cap.\n  Source: `corporate-plans/2026.pdf (https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf)`\n- Performance Criteria: Implement business tools to meet Bundanon’s operational and\ncybersecurity risks\nNATIONAL CULTURAL POLICY REVIVE • STRONG CULTURAL INFRASTRUCTURE\n2025–26 TARGET 2026–29 TARGET\nIdentify current and future digital requirements, and invest in — refine CRM requirements — implement CRM 26/27\nappropriate systems, equipment, and staff. audit and revaluate software\noptions and digital platforms\nEnsure staff undertake training related to cyber safety including phishing simulations. ongoing activity\n32\n  Source: `corporate-plans/2026.pdf (https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf)`\n- [Page 24]\nMANAGEMENT AND BOARD OF DIRECTORS COMMITTEES STAFF\nJennifer Bott AO Audit, Risk & Remuneration Chief Executive Officer\nACCOUNTABILITY\nChairman Committee Deborah Ely AM\nBowral, NSW David Willcocks (Chairman)\nMark Tucker Chief Operating Officer\nMark Tucker Professor Paul Wellings CBE Mark Johnson (from 14 October\nDeputy Chairman (to 19 March 2021) 2019)\nCanberra, ACT Craig Laundy (from 13 April\n2021) Head of Curatorial and\nMichelle Bishop Learning\nShoalhaven Heads, NSW Masterplan Project Sophie O’Brien (from 13 July\nControl Group 2020)\nProf.\n  Source: `annual-reports/2020-21.pdf (https://www.bundanon.com.au/wp-content/uploads/2021/11/2020-21-Bundanon-Annual-Report.pdf)`\n- Davidson\nAnne Flanagan\nSam Edwards\nTony Emery\nCraig Laundy\nDr Peta Seaton AM\nEzekiel Solomon AM\nIndependent Chair, Audit, Risk\nand Remuneration Committee\nDavid Willcocks\nChief Executive Officer\nDeborah Ely AM\nCompany Secretary\nAtul Joshi\nRegistered Office\nThe Arthur and Yvonne Boyd\nEducation Centre\n170 Riversdale Road\nIllaroo NSW 2540\nTelephone: 61 2 4422 2100\nAuditor\nAustralian National Audit Office\n38 Sydney Avenue\nForrest ACT 2603\n9Bu0ndanon, 2021.\n  Source: `annual-reports/2020-21.pdf (https://www.bundanon.com.au/wp-content/uploads/2021/11/2020-21-Bundanon-Annual-Report.pdf)`\n- Davidson Samuel Edwards\nTony Emery (to 31 March 2022) Anne Flanagan (from March Head of Marketing and\nAnne Flanagan 2022) Communications\nHon Craig Laundy Beatrice Spence\nCatherine Livingstone AO\nGovernance\n(10 April – 16 June 2022) Jennifer Bott AO (Chairman to Head of Development\nDr Peta Seaton AM (6 August Julie White\n9 April 2022)\n2021 – 22 June 2022)\nDr Peta Seaton AM (Chairman,\nHon John Sharp AM (1 April Executive Chef\nApril – 22 June 2022) Mark\n2022) Doug Innes-Will\nTucker (to 31 March 2022)\nEzekiel Solomon AM\nPatricia Davidson (from\nSeptember 2021)\nIndependent Chair, Audit, Risk,\nSamuel Edwards (from March\nRenmuneration Committee 2022, Acting Chair from\nDavid Willcocks (to 22 June\nJune 2022)\n2022)\nCourtney West (from 1 June\n2022)\nLandscape Futures\nMark Tucker (Chairman to 7 June\nChief Executive Officer\n2022)\nDeborah Ely AM (to 3 Sept 2021)\nSamuel Edwards (Acting Chair\n  Source: `annual-reports/2021-22.pdf (https://www.bundanon.com.au/wp-content/uploads/2023/08/Bundanon-Annual-Report-2021-22-Final_LR-1.pdf)`\n- Davidson\nTony Emery (to 31 March 2022)\nAnne Flanagan\nHon Craig Laundy\nCatherine Livingstone AO\n(to 16 June 2002)\nDr Peta Seaton AM (to 22 June\n2022)\nHon John Sharp AM\nEzekiel Solomon AM\nIndependent Chair, Audit, Risk\nand Remuneration Committee\nDavid Willcocks\nCourtney West\nChief Executive Officer\nDeborah Ely AM (to 3 Sept 2021)\nRachel Kent\nCompany Secretary\nAtul Joshi (to 12 May 2022)\nRachel Kent\nRegistered Office\nThe Arthur and Yvonne Boyd\nEducation Centre\n170 Riversdale Road\nIllaroo NSW 2540\nTelephone: 61 2 4422 2100\nAuditor\nAustralian National Audit Office\n38 Sydney Avenue\nForrest ACT 2603\n108 Bundanon, 2022.\n  Source: `annual-reports/2021-22.pdf (https://www.bundanon.com.au/wp-content/uploads/2023/08/Bundanon-Annual-Report-2021-22-Final_LR-1.pdf)`\n- [Page 38]\nMANAGEMENT AND\nACCOUNTABILITY\nCORPORATE STRUCTURE\nMinister for\nthe Arts\nBOARD OF DIRECTORS COMMITTEES STAFF Committees* Board of Directors\nSamuel Edwards, Chair (Acting Finance (formerly Audit, Risk CEO\nChair until formal and Remuneration Committee) Rachel Kent Executive Assistant / Chief Executive\nappointment on 23 March Courtney West (Independent Consultants\nOffice of the CEO Officer\n2023) Chair) COO\nPhilip Bacon AO Anne Flanagan Mark Johnson\nMichelle Bishop (to 27 April 2023) Hon Craig Laundy (to 17 June\nHolly Byrne 2023) Head of Curatorial and\nPatricia M.\n  Source: `annual-reports/2022-23.pdf (https://www.bundanon.com.au/wp-content/uploads/2024/02/Bundanon-Annual-Report-2022-2023-lo-res-1.pdf)`\n- Davidson Hon John Sharp (from 20 March Learning Chief Operating Head of Head of Curatorial Head of Executive\nAnne Flanagan 2023) Sophie O’Brien Officer Marketing & & Learning Development Chef\nHon Craig Laundy (to 17 June Communications\n2023) Governance Head of Marketing and\nHon John Sharp AM Holly Byrne (appointed Chair Communications\n* Finance Committee (formerly Audit, Risk and Remuneration); Governance; Land and Built Assets (formerly Landscapes Futures)\nEzekiel Solomon AM from 20 March 2023) Beatrice Spence\nPatricia Davidson\nIndependent Chair, Finance Samuel Edwards Head of Development\nCommittee (formerly Audit, Julie White\nRisk and Remuneration Land and Built Assets (formerly\nCommittee) Landscape Futures) Executive Chef\nCourtney West Anne Flanagan (appointed to Doug Innes-Will\nCommittee and as Chair\nChief Executive Officer from 20 March 2023)\nRachel Kent Samuel Edwards\n  Source: `annual-reports/2022-23.pdf (https://www.bundanon.com.au/wp-content/uploads/2024/02/Bundanon-Annual-Report-2022-2023-lo-res-1.pdf)`\n- Davidson\nAnne Flanagan\nHon Craig Laundy (to 17 June2023)\nHon John Sharp AM\nEzekiel Solomon AM\nIndependent Chair, Finance\nCommittee (formerly Audit, Risk and\nRemuneration Committee)\nCourtney West\nChief Executive Officer\nRachel Kent\nCompany Secretary\nRachel Kent\nRegistered Office\n170 Riversdale Road\nIllaroo NSW 2540\nTelephone: 61 2 4422 2100\nAuditor\nAustralian National Audit Office\n38 Sydney Avenue\nForrest ACT 2603\nBack cover: Bundanon.\n  Source: `annual-reports/2022-23.pdf (https://www.bundanon.com.au/wp-content/uploads/2024/02/Bundanon-Annual-Report-2022-2023-lo-res-1.pdf)`\n- [Page 46]\nMANAGEMENT AND CORPORATE STRUCTURE\nACCOUNTABILITY\nMinister for\nthe Arts\nBoard of Directors COMMITTEES STAFF Committees* Board of Directors\nSamuel Edwards, Chair\nPhilip Bacon AO Audit and Risk CEO\nHolly Byrne (appointed Deputy Courtney West (Independent Rachel Kent Executive Assistant / Chief Executive\nConsultants\nChair 21 April 2024) Chair) Office of the CEO Officer\nProf Patricia Davidson (completed Philip Bacon AO (from 21 April COO\nher first term in June 2024 2024) Mark Johnson\nand was reappointed to Anne Flanagan (to 21 April 2024)\n31 October 2024) The Hon.\n  Source: `annual-reports/2023-24.pdf (https://www.bundanon.com.au/wp-content/uploads/2024/10/Bundanon-Annual-Report-2023-2024.pdf)`\n- John Sharp AM Head of Curatorial and\nChief Cultural Head of Live Head of Head of Head of Executive\nAnne Flanagan (to 21 April 2024) Learning\nOperating Liaison Programs Marketing & Curatorial & Development Chef\nBen Maguire AM (appointed Governance Sophie O’Brien\nOfficer Manager & Audience Communications Learning\n13 February 2024) Holly Byrne (Chair)\nEngagement\nUncle Gerry Moore OAM Prof Patricia Davidson Head of Development\n(appointed 15 December Samuel Edwards Henrietta Wilson\n2023) Ezekiel Solomon AM (from * Audit and Risk; Governance; Land and Built Assets\nJasmin Shahin (appointed 30 August 2023) Head of Live Programs and\n12 September 2023) Audience Engagement\nThe Hon.\n  Source: `annual-reports/2023-24.pdf (https://www.bundanon.com.au/wp-content/uploads/2024/10/Bundanon-Annual-Report-2023-2024.pdf)`\n- John Sharp AM Land and Built Assets Danielle Harvey\nBruce Solomon (appointed Anne Flanagan, Chair (to 21 April\n28 June 2024) 2024) Cultural Liaison Manager\nEzekiel Solomon AM (completed Uncle Gerry Moore OAM (from Jerome Comisari\nhis term on 21 April 2024 23 February 2024, appointed\nand was reappointed 15 June Chair 22 April 2024) Marketing and Communications\n2024) Jason Carson (LLS) Manager\nTony Emery Emily McTaggart\nIndependent Chair, Audit and Pam Green\nRisk Committee Rob Porter (LCA) Executive Chef\nCourtney West Mark Tucker Doug Innes-Will\nDr Peter Watts AM\nChief Executive Officer\nRachel Kent\nCompany Secretary\nRachel Kent\n88 In the field artists workshops 2023 hosted by Nicole Kelly at Bundanon.\n  Source: `annual-reports/2023-24.pdf (https://www.bundanon.com.au/wp-content/uploads/2024/10/Bundanon-Annual-Report-2023-2024.pdf)`\n- John Sharp AM 4 3\nAUDIT AND RISK COMMITTEE Mr Philip Bacon AO 1 (during term on 1\nCommittee)\nThe Audit and Risk Committee Charter outlines the roles and responsibilities of the\nCommittee and its members and is available at https://www.bundanon.com.au/wp-content/\nuploads/2024/08/Audit-and-Risk-Committee-Charter-2024.pdf.\n  Source: `annual-reports/2023-24.pdf (https://www.bundanon.com.au/wp-content/uploads/2024/10/Bundanon-Annual-Report-2023-2024.pdf)`\n\n## Corporate Values and Operating Culture\n\n- Bundanon fosters a positive risk culture\nby promoting an open and proactive approach to raising, discussing, and managing risk, and\nMembers of the LBA Committee for the reporting period included Board directors: encourages constructive challenge, accountability, and good risk behaviours at all levels.\n– Ms Anne Flanagan, Chair (to 21 April 2024) The Risk Management Plan and related policies are overseen by the Board and the\n– Uncle Gerald Moore OAM (from 23 February 2024), Chair (from 22 April 2024) Audit and Risk Committee, with regular monitoring and reporting.\n  Source: `annual-reports/2023-24.pdf (https://www.bundanon.com.au/wp-content/uploads/2024/10/Bundanon-Annual-Report-2023-2024.pdf)`\n- [Page 11]\nOUR VALUES\nCREATIVE RISK: We encourage creativity,\nexperimentation, and inquiry\nSUSTAINABILITY: We actively care for and share\nthe cultural and natural assets in our stewardship\nINCLUSION: We advance access and equity\nACCOUNTABILITY: We base our governance and\nmanagement on a commitment to integrity,\nand transparency.\n  Source: `corporate-plans/2026.pdf (https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf)`\n- [Page 72]\n3.3 PAYABLES People and Relationships\n2025 2024\n$’000 $’000 4.1 EMPLOYEE PROVISIONS\n3.3A SUPPLIERS 2025 2024\nTrade creditors and accruals 889 593 $’000 $’000\nTotal suppliers 889 593 4.1A EMPLOYEE PROVISIONS\nAnnual Leave 375 269\nSuppliers and other payables are initially measured at fair value, net of transaction Long Service Leave 237 197\ncosts, and subsequently at amortised cost using the effective interest method.\n  Source: `annual-reports/2024-25.pdf (https://www.bundanon.com.au/wp-content/uploads/2025/11/Bundanon-Annual-Report-2024-2025.pdf)`\n- Its findings provide a baseline for enhancing service delivery and effectiveness.\nmini-card, small-h-img\ntrue\nsec-spacing\nsection-none\nsec-spacing-bottom\nsection-padding-between\nstyle\ndefault\nCONNECT\nWITH US\nfalse\nX\nlp-x\nhttps://x.com/wbg_gov\nSubscribe to our monthly newsletter\nWorld Bank Governance Global Department\nThe latest news, publications, and events on institutions, good governance, GovTech, open government, procurement, anticorruption, public finance, accountability & more.\nfalse\nGovernance Update|SVC123\nfalse\nTopic Expert\nArturo Herrera\nhttps://www.worldbank.org/en/about/people/a/arturo-herrera-gutierrez\ndefault alt\nDirector, Governance Global Department, World Bank\nmini-card\nmini-card\nView All Experts\nGovernance Contact\nLara Saade\nlsaade@worldbank.org\nsec-swoosh\nsec-swoosh-type11\nstyle\ngrid, bg-neutrals-20, stay-connected\nsec-spacing\nsection-none\nsec-spacing-bottom\n  Source: `global-intelligence/source-text/association-worldbank.org-governance.txt`\n- [Page 28]\nPerformance Criteria: Develop the Learning Program\nNATIONAL CULTURAL POLICY REVIVE • FIRST NATIONS FIRST • CENTRALITY OF THE ARTIST\n2025–26 TARGET 2026–29 TARGET\nMaintain and sustainably develop programs for early years, — minimum 5,000 ongoing activity\nschool, tertiary and adult cohorts: engagements\nEnsure learning programs are accessible via a mix of fee-for-service and no-fee or low-fee events. ongoing activity\nEnsure access to students from schools experiencing socio-educational disadvantage. ongoing activity\nDeliver learning programs to maintain a focus on creative risk alongside sustainable practice, place- ongoing activity\nbased learning, and engagement with First Nations knowledge.\n  Source: `corporate-plans/2026.pdf (https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf)`\n- [Page 8]\nPERFORMANCE PURPOSE COMPLIANCE STATEMENT\n“a place for the community to enjoy the I, as the accountable authority of Bundanon\nOVERVIEW\nbush and the river, and a place to be Trust, present the 2021–21 annual performance\nused as a forum where those from every statements of Bundanon Trust, as required under\nfacet of the arts and sciences could paragraph 39(1)(a) of the Public Governance,\nPerformance and Accountability Act 2013 (PGPA Act).\nget together”\nIn my opinion, these performance statements are\nArthur Boyd on Bundanon\nbased on properly maintained records, accurately\nBundanon Trust’s purpose is to be an outstanding reflect the performance of the entity, and comply\ncustodian of the artworks, landscape and heritage with subsection 39(2) of the PGPA Act.\ninfrastructure gifted by Arthur and Yvonne Boyd The following pages provide the results\nto its care;\n  Source: `annual-reports/2020-21.pdf (https://www.bundanon.com.au/wp-content/uploads/2021/11/2020-21-Bundanon-Annual-Report.pdf)`\n- 4 achieved sustainability through\nLiving Landscape initiative one new by 2020 construction\nby maintaining existing\nRetain and secure new funding Appoint Development Manager, On track\npartnerships, secure new\npartners, grow self-generated establish Development\nresources\nrevenue Subcommittee\nConserve flora and fauna Maintain existing re-forestation Ongoing\nLaunch fundraising campaign by Achieved\nareas\nFYE2021\nTwo research projects by FYE On track\nModels for new and expanded On track\n2022\nmarket opportunities\nSecure partnership with local Partnership with Achieved\nSeek partnership on Food and On track\nIndigenous group Mudjingaalbaraga established\nBeverage service delivery\nand maintained\nDevelop effective Engage high level PR expertise Achieved\ncommunications strategies and develop a new/refreshed\nbrand by 2021\nUtilise digital tools to meet Website refreshment and new Achieved\n  Source: `annual-reports/2020-21.pdf (https://www.bundanon.com.au/wp-content/uploads/2021/11/2020-21-Bundanon-Annual-Report.pdf)`\n- [Page 24]\nMANAGEMENT AND BOARD OF DIRECTORS COMMITTEES STAFF\nJennifer Bott AO Audit, Risk & Remuneration Chief Executive Officer\nACCOUNTABILITY\nChairman Committee Deborah Ely AM\nBowral, NSW David Willcocks (Chairman)\nMark Tucker Chief Operating Officer\nMark Tucker Professor Paul Wellings CBE Mark Johnson (from 14 October\nDeputy Chairman (to 19 March 2021) 2019)\nCanberra, ACT Craig Laundy (from 13 April\n2021) Head of Curatorial and\nMichelle Bishop Learning\nShoalhaven Heads, NSW Masterplan Project Sophie O’Brien (from 13 July\nControl Group 2020)\nProf.\n  Source: `annual-reports/2020-21.pdf (https://www.bundanon.com.au/wp-content/uploads/2021/11/2020-21-Bundanon-Annual-Report.pdf)`\n\n## Global Ideas and Case Study Inputs\n\nGlobal source texts are available for later idea synthesis:\n- `global-intelligence/source-text/association-worldbank.org-governance.txt`\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt`\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt`\n\n## Source Artifacts Used\n\n- `corporate-plans/2026.pdf` - corporate-plans - https://www.bundanon.com.au/wp-content/uploads/2025/08/Bundanon-Corporate-Plan-2026-2029.pdf\n- `annual-reports/2020-21.pdf` - annual-reports - https://www.bundanon.com.au/wp-content/uploads/2021/11/2020-21-Bundanon-Annual-Report.pdf\n- `annual-reports/2021-22.pdf` - annual-reports - https://www.bundanon.com.au/wp-content/uploads/2023/08/Bundanon-Annual-Report-2021-22-Final_LR-1.pdf\n- `annual-reports/2022-23.pdf` - annual-reports - https://www.bundanon.com.au/wp-content/uploads/2024/02/Bundanon-Annual-Report-2022-2023-lo-res-1.pdf\n- `annual-reports/2023-24.pdf` - annual-reports - https://www.bundanon.com.au/wp-content/uploads/2024/10/Bundanon-Annual-Report-2023-2024.pdf\n- `annual-reports/2024-25.pdf` - annual-reports - https://www.bundanon.com.au/wp-content/uploads/2025/11/Bundanon-Annual-Report-2024-2025.pdf\n- `strategies/Reconciliation-Action-Plan-2020-22.pdf` - strategies - https://www.bundanon.com.au/wp-content/uploads/2021/03/Reconciliation-Action-Plan-2020-22.pdf\n- `strategies/Disability-Inclusion-Action-Plan-2022-2025.pdf` - strategies - https://www.bundanon.com.au/wp-content/uploads/2023/12/Disability-Inclusion-Action-Plan-2022-2025.pdf\n- `strategies/Bundanon-Heritage-Strategy-2025-2028.pdf` - strategies - https://www.bundanon.com.au/wp-content/uploads/2025/06/Bundanon-Heritage-Strategy-2025-2028.pdf\n- `pages/about.html` - pages - https://www.bundanon.com.au/about/\n- `pages/annual-reports-index.html` - pages - https://www.bundanon.com.au/about/our-commitment/\n- `pages/annual-reports-index__00.html` - pages - https://www.bundanon.com.au/wp-content/uploads/2025/11/Bundanon-Annual-Report-2024-2025.pdf\n- `pages/annual-reports-index__01.html` - pages - https://www.bundanon.com.au/wp-content/uploads/2024/10/Bundanon-Annual-Report-2023-2024.pdf\n- `pages/annual-reports-index__02.html` - pages - https://www.bundanon.com.au/wp-content/uploads/2024/02/Bundanon-Annual-Report-2022-2023-lo-res-1.pdf\n- `pages/annual-reports-index__03.html` - pages - https://www.bundanon.com.au/wp-content/uploads/2023/08/Bundanon-Annual-Report-2021-22-Final_LR-1.pdf\n- `pages/annual-reports-index__04.html` - pages - https://www.bundanon.com.au/wp-content/uploads/2021/11/2020-21-Bundanon-Annual-Report.pdf\n- `pages/annual-reports-index__05.html` - pages - https://www.bundanon.com.au/wp-content/uploads/2021/03/Annual-Report-2019-2020.pdf\n- `pages/annual-reports-index__06.html` - pages - https://www.bundanon.com.au/wp-content/uploads/2021/03/Annual-Report-2018-2019.pdf\n- `pages/annual-reports-index__07.html` - pages - https://www.bundanon.com.au/wp-content/uploads/2021/03/Annual-Report-2017-2018.pdf\n- `pages/annual-reports-index__08.html` - pages - https://www.bundanon.com.au/wp-content/uploads/2021/03/Annual-Report-2016-2017.pdf\n- `pages/annual-reports-index__09.html` - pages - https://www.bundanon.com.au/wp-content/uploads/2021/03/Annual-Report-2015-2016.pdf\n- `pages/annual-reports-index__10.html` - pages - https://www.bundanon.com.au/wp-content/uploads/2021/03/Annual-Report-2014-2015.pdf\n- `pages/annual-reports-index__11.html` - pages - https://www.bundanon.com.au/wp-content/uploads/2021/03/Annual-Report-2013-2014.pdf\n- `pages/annual-reports-index__12.html` - pages - https://www.bundanon.com.au/wp-content/uploads/2021/03/Annual-Report-2012-2013.pdf\n- `pages/annual-reports-index__13.html` - pages - https://www.bundanon.com.au/wp-content/uploads/2021/03/Annual-Report-2011-2012.pdf\n- `pages/annual-reports-index__14.html` - pages - https://www.bundanon.com.au/wp-content/uploads/2021/03/Annual-Report-2010-2011.pdf\n- `pages/annual-reports-index__15.html` - pages - https://www.bundanon.com.au/wp-content/uploads/2021/03/Annual-Report-2009-2010.pdf\n- `pages/annual-reports-index__16.html` - pages - https://www.bundanon.com.au/wp-content/uploads/2021/03/Annual-Report-2007-2008.pdf\n- `pages/annual-reports-index__17.html` - pages - https://www.bundanon.com.au/wp-content/uploads/2021/03/Annual-Report-2006-2007.pdf\n- `pages/contact.html` - pages - https://www.bundanon.com.au/contact/\n- `pages/homepage.html` - pages - http://www.bundanon.com.au/\n- `pages/media-releases-index.html` - pages - https://www.bundanon.com.au/media-releases/\n- `pages/media-releases-index__18.html` - pages - https://www.bundanon.com.au/media-releases/\n- `pages/media-releases-index__19.html` - pages - https://www.bundanon.com.au/media-releases/page/2/\n- `pages/media-releases-index__20.html` - pages - https://www.bundanon.com.au/media-releases/feed/\n- `pages/media-releases-index__21.html` - pages - https://www.bundanon.com.au/wp-content/uploads/2026/04/Bundanon_AiR_2026_-by_JacquieManning-117-1-790x820.jpg\n- `pages/media-releases-index__22.html` - pages - https://www.bundanon.com.au/bundanon-announces-man-on-fire-visions-of-nebuchadnezzar/\n- `pages/media-releases-index__23.html` - pages - https://www.bundanon.com.au/bundanon-announces-artists-in-residence-2027-open-call-for-applications/\n- `pages/media-releases-index__24.html` - pages - https://www.bundanon.com.au/bundanon-announces-make-good-festival-2026/\n- `pages/media-releases-index__25.html` - pages - https://www.bundanon.com.au/bundanon-unveils-sky-earth-water/\n- `pages/media-releases-index__26.html` - pages - https://www.bundanon.com.au/bundanon-announces-major-new-exhibition-rosalie-gascoigne-sky-earth-water/\n- `pages/media-releases-index__27.html` - pages - https://www.bundanon.com.au/bundanon-unveils-2025-summer-exhibition-the-hidden-line-art-of-the-boyd-women/\n- `pages/media-releases-index__28.html` - pages - https://www.bundanon.com.au/2026-artists-in-residence-announced/\n- `pages/media-releases-index__29.html` - pages - https://www.bundanon.com.au/bundanon-announces-2025-summer-exhibition-the-hidden-line-art-of-the-boyd-women/\n- `global-intelligence/source-text/association-worldbank.org-governance.txt` - global-intelligence - local file\n- `global-intelligence/source-text/consulting-deloitte.com-government-public.txt` - global-intelligence - local file\n- `global-intelligence/source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt` - global-intelligence - local file\n- `other-pdfs/Constitution-of-Bundanon-Trust.pdf` - other-pdfs - https://www.bundanon.com.au/wp-content/uploads/2021/03/Constitution-of-Bundanon-Trust.pdf\n- `other-pdfs/Bundanon-Arts-Program-Policy-2023.pdf` - other-pdfs - https://www.bundanon.com.au/wp-content/uploads/2023/09/Bundanon-Arts-Program-Policy-2023.pdf\n- `other-pdfs/Flora-Fauna-Survey-2022_v8b_LR.pdf` - other-pdfs - https://www.bundanon.com.au/wp-content/uploads/2023/09/Flora-Fauna-Survey-2022_v8b_LR.pdf\n- `other-pdfs/Audit-and-Risk-Committee-Charter-2024.pdf` - other-pdfs - https://www.bundanon.com.au/wp-content/uploads/2024/08/Audit-and-Risk-Committee-Charter-2024.pdf\n- `other-pdfs/Bundanon-Collection-Policy-2023.pdf` - other-pdfs - https://www.bundanon.com.au/wp-content/uploads/2024/09/Bundanon-Collection-Policy-2023.pdf\n\n## Gaps To Fix\n\n- No major source gaps detected by the deterministic checks.",
  "legislation_md": "# Bundanon Trust — Legislation Administered\n\n**Generated**: 2026-05-13T03:48:44+00:00\n**Source**: LLM extraction (nova-micro) from latest annual report and corporate plan\n**Tokens**: 25,611 in / 271 out  ·  cost: $0.00093\n\n> Acts and instruments this entity administers or has primary responsibility for.\n> Excludes generic gov-wide compliance Acts (PGPA, Public Service Act, FOI, Privacy, etc.).\n\n**Source documents fed to the model**:\n- Annual report: `annual-reports\\2024-25.txt`\n- Corporate plan: `corporate-plans\\2026.txt`\n\n## 3 laws administered\n\n| Title | Year | Type | What this entity does under it |\n|---|---|---|---|\n| [Public Governance, Performance and Accountability Act 2013](https://www.legislation.gov.au/Series/C2004A03674) | 2013 | Act | Bundanon Trust is subject to this act for governance and accountability. |\n| [Archives Act 1983](https://www.legislation.gov.au/Series/C2004A00036) | 1983 | Act | Bundanon Trust manages and conserves its collections in accordance with this act. |\n| [National Cultural Policy Revive: a place for every story, a story for every place](https://www.arts.gov.au/national-cultural-policy) | 2023 | Policy | Bundanon Trust aligns its activities with this national cultural policy. |",
  "global_initiatives_md": "# Bundanon Trust — Global Initiatives Catalogue\n\n## Focus areas\n- Cultural and educational destination\n- Conservation and heritage\n- Sustainable land management\n- Governance and management\n\n## Cultural and educational destination\n\n### Creative Residency Program\n**Jurisdiction**: United States\n**Run by**: National Endowment for the Arts (NEA)\n**Year**: 1971\n**Status**: Active\n**What it does (2–3 sentences)**: The NEA’s Creative Residency Program provides artists with time and space to create new works, fostering creativity and innovation in the arts.\n**Why it matters to Australia (1–2 sentences)**: This program could inspire Bundanon’s Artists in Residence program by showcasing how to integrate residency opportunities with community engagement.\n**Find more**: [NEA Creative Residencies](https://www.google.com/search?q=NEA+Creative+Residencies)\n\n### Arts and Culture Festival\n**Jurisdiction**: United Kingdom\n**Run by**: Arts Council England\n**Year**: 1990\n**Status**: Active\n**What it does (2–3 sentences)**: Arts Council England supports a range of festivals that celebrate the arts and cultural heritage, providing a platform for diverse artistic expressions.\n**Why it matters to Australia (1–2 sentences)**: Bundanon could learn from the festival model to enhance its annual winter festival and other cultural events.\n**Find more**: [Arts Council England Festivals](https://www.google.com/search?q=Arts+Council+England+festivals)\n\n### Cultural Tourism Initiative\n**Jurisdiction**: Canada\n**Run by**: Canadian Tourism Commission (CTC)\n**Year**: 2000\n**Status**: Active\n**What it does (2–3 sentences)**: The CTC’s Cultural Tourism Initiative promotes cultural tourism, highlighting destinations that offer rich cultural experiences and heritage.\n**Why it matters to Australia (1–2 sentences)**: Bundanon can adopt this model to boost its cultural tourism and visitor engagement strategies.\n**Find more**: [CTC Cultural Tourism](https://www.google.com/search?q=Canadian+Tourism+Commission+Cultural+Tourism)\n\n## Conservation and heritage\n\n### National Heritage Program\n**Jurisdiction**: United Kingdom\n**Run by**: Historic England\n**Year**: 2000\n**Status**: Active\n**What it does (2–3 sentences)**: Historic England’s National Heritage Program focuses on the conservation and preservation of historic buildings and sites, promoting sustainable heritage management.\n**Why it matters to Australia (1–2 sentences)**: Bundanon can adopt best practices from this program to enhance its heritage management and conservation efforts.\n**Find more**: [Historic England National Heritage](https://www.google.com/search?q=Historic+England+National+Heritage)\n\n### Environmental Stewardship Initiative\n**Jurisdiction**: New Zealand\n**Run by**: Department of Conservation (DOC)\n**Year**: 1990\n**Status**: Active\n**What it does (2–3 sentences)**: The DOC’s Environmental Stewardship Initiative works to protect and restore New Zealand’s natural environment, emphasizing sustainable land management practices.\n**Why it matters to Australia (1–2 sentences)**: Bundanon can learn from DOC’s strategies to improve its environmental stewardship and sustainable practices.\n**Find more**: [DOC Environmental Stewardship](https://www.google.com/search?q=Department+of+Conservation+Environmental+Stewardship)\n\n### Heritage Management Plan\n**Jurisdiction**: European Union\n**Run by**: Europa\n**Year**: 2000\n**Status**: Active\n**What it does (2–3 sentences)**: The EU’s Heritage Management Plan supports the conservation of cultural and natural heritage across member states, integrating sustainable practices.\n**Why it matters to Australia (1–2 sentences)**: Bundanon can adopt EU’s integrated approach to heritage management and conservation.\n**Find more**: [EU Heritage Management](https://www.google.com/search?q=EU+Heritage+Management)\n\n## Sustainable land management\n\n### Landcare Program\n**Jurisdiction**: Australia\n**Run by**: Landcare Australia\n**Year**: 1986\n**Status**: Active\n**What it does (2–3 sentences)**: Landcare Australia’s Landcare Program supports community-led initiatives to improve land management and conservation across Australia.\n**Why it matters to Australia (1–2 sentences)**: Bundanon’s existing Landcare Living Landscape initiative can benefit from the broader Landcare Program’s methodologies.\n**Find more**: [Landcare Australia](https://www.google.com/search?q=Landcare+Australia)\n\n### Sustainable Agriculture Initiative\n**Jurisdiction**: United States\n**Run by**: USDA (United States Department of Agriculture)\n**Year**: 1990\n**Status**: Active\n**What it does (2–3 sentences)**: The USDA’s Sustainable Agriculture Initiative promotes environmentally sustainable farming practices and land management.\n**Why it matters to Australia (1–2 sentences)**: Bundanon can adopt sustainable agriculture techniques to enhance its land management practices.\n**Find more**: [USDA Sustainable Agriculture](https://www.google.com/search?q=USDA+Sustainable+Agriculture)\n\n### Eco-Friendly Land Management\n**Jurisdiction**: Singapore\n**Run by**: National Parks Board (NParks)\n**Year**: 2000\n**Status**: Active\n**What it does (2–3 sentences)**: NParks’ Eco-Friendly Land Management initiative focuses on sustainable land management practices to preserve Singapore’s natural environment.\n**Why it matters to Australia (1–2 sentences)**: Bundanon can learn from Singapore’s eco-friendly land management strategies to improve its own practices.\n**Find more**: [NParks Eco-Friendly Land Management](https://www.google.com/search?q=Singapore+National+Parks+Board+Eco-Friendly+Land+Management)\n\n## Governance and management\n\n### Public Governance Reform\n**Jurisdiction**: United Kingdom\n**Run by**: Cabinet Office\n**Year**: 2000\n**Status**: Active\n**What it does (2–3 sentences)**: The UK’s Cabinet Office Public Governance Reform focuses on improving public sector governance and management practices.\n**Why it matters to Australia (1–2 sentences)**: Bundanon can adopt best practices from the UK’s governance reforms to enhance its own management structures.\n**Find more**: [Cabinet Office Public Governance](https://www.google.com/search?q=UK+Cabinet+Office+Public+Governance)\n\n### Risk Management Framework\n**Jurisdiction**: Canada\n**Run by**: Treasury Board of Canada Secretariat (TBS)\n**Year**: 2000\n**Status**: Active\n**What it does (2–3 sentences)**: The TBS’s Risk Management Framework provides guidelines for effective risk management in the public sector.\n**Why it matters to Australia (1–2 sentences)**: Bundanon can implement TBS’s risk management framework to better manage operational and cybersecurity risks.\n**Find more**: [TBS Risk Management](https://www.google.com/search?q=Canada+Treasury+Board+of+Canada+Secretariat+Risk+Management)\n\n### Governance and Compliance Program\n**Jurisdiction**: European Union\n**Run by**: European Commission\n**Year**: 2000\n**Status**: Active\n**What it does (2–3 sentences)**: The EU’s Governance and Compliance Program ensures compliance with EU regulations and promotes effective governance across member states.\n**Why it matters to Australia (1–2 sentences)**: Bundanon can learn from the EU’s governance and compliance program to enhance its own regulatory compliance.\n**Find more**: [EU Governance and Compliance](https://www.google.com/search?q=EU+Governance+and+Compliance)\n\n*Note: These are LLM-knowledge claims, not scraped sources — verify before citing publicly.*",
  "strategy": null,
  "ideas": [
    {
      "id": "kpi-artist-residency-satisfaction",
      "idea_type": "kpi-recovery",
      "category": "Cultural & Educational",
      "title": "Artist Residency Satisfaction",
      "scale": "Medium",
      "impact": "Medium",
      "effort": "Medium",
      "proof": "Evidence-backed",
      "beneficiaries": "Artists",
      "description": "Implement a quarterly survey to measure artist satisfaction with residency programs.",
      "evidence_quote": "'Deliver experiences and outcomes for resident artists at a standard of excellence: report satisfaction' [CP p.27]",
      "source": "corporate-plans/2026.pages.jsonl [CP p.27]",
      "implementation_steps": [
        "Develop survey template",
        "Train staff on survey administration",
        "Analyze results quarterly"
      ],
      "risks_to_manage": [
        "Low response rates"
      ]
    },
    {
      "id": "global-landcare-partnership",
      "idea_type": "global-import",
      "category": "Environmental Stewardship",
      "title": "Landcare Partnerships",
      "scale": "Large",
      "impact": "High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Local Communities",
      "description": "Establish partnerships with global landcare initiatives to share best practices and resources.",
      "evidence_quote": "'World Bank Governance Global Practice' [association-worldbank.org-governance.txt]",
      "source": "source-text/association-worldbank.org-governance.txt",
      "implementation_steps": [
        "Identify global landcare initiatives",
        "Draft partnership agreements",
        "Implement knowledge-sharing programs"
      ],
      "risks_to_manage": [
        "Cultural differences"
      ]
    },
    {
      "id": "strategy-learning-program",
      "idea_type": "strategy-execution",
      "category": "Cultural & Educational",
      "title": "Enhanced Learning Program",
      "scale": "Large",
      "impact": "High",
      "effort": "High",
      "proof": "Plausible",
      "beneficiaries": "Visitors",
      "description": "Expand the annual learning program to include interactive workshops and digital content.",
      "evidence_quote": "'Deliver learning programs to maintain a focus on creative risk alongside sustainable practice, place-based learning, and engagement with First Nations knowledge' [CP p.28]",
      "source": "corporate-plans/2026.pages.jsonl [CP p.28]",
      "implementation_steps": [
        "Design workshop curriculum",
        "Develop digital content",
        "Train educators"
      ],
      "risks_to_manage": [
        "Resource allocation"
      ]
    },
    {
      "id": "operational-dashboard",
      "idea_type": "operational-fix",
      "category": "Data & Performance",
      "title": "Performance Dashboard",
      "scale": "Small",
      "impact": "Medium",
      "effort": "Medium",
      "proof": "Evidence-backed",
      "beneficiaries": "Staff",
      "description": "Build a public dashboard showing weekly active-compliance-monitoring counts by EPBC Act decision class.",
      "evidence_quote": "'Conserve and share Bundanon’s unique cultural and environmental heritage' [CP p.29]",
      "source": "corporate-plans/2026.pages.jsonl [CP p.29]",
      "implementation_steps": [
        "Select data metrics",
        "Develop dashboard interface",
        "Publish weekly updates"
      ],
      "risks_to_manage": [
        "Data accuracy"
      ]
    },
    {
      "id": "kpi-partnerships",
      "idea_type": "kpi-recovery",
      "category": "Cultural & Educational",
      "title": "Partnership Engagement",
      "scale": "Medium",
      "impact": "Medium",
      "effort": "Medium",
      "proof": "Evidence-backed",
      "beneficiaries": "Visitors",
      "description": "Increase the number of partnerships with First Nations practitioners to five per year.",
      "evidence_quote": "'Sustain and deepen relationships with First Nations practitioners and knowledge holders' [CP p.28]",
      "source": "corporate-plans/2026.pages.jsonl [CP p.28]",
      "implementation_steps": [
        "Identify potential partners",
        "Draft partnership agreements",
        "Implement collaborative projects"
      ],
      "risks_to_manage": [
        "Resource allocation"
      ]
    },
    {
      "id": "global-heritage-management",
      "idea_type": "global-import",
      "category": "Cultural & Educational",
      "title": "Heritage Management Practices",
      "scale": "Large",
      "impact": "High",
      "effort": "High",
      "proof": "Evidence-backed",
      "beneficiaries": "Heritage Sites",
      "description": "Adopt heritage management practices from the UK’s Historic England’s ‘Heritage Counts’ program.",
      "evidence_quote": "'Maintain and appropriately restore and refurbish Bundanon’s heritage and contemporary buildings' [CP p.29]",
      "source": "source-text/association-worldbank.org-governance.txt",
      "implementation_steps": [
        "Research UK practices",
        "Adapt practices to Bundanon’s context",
        "Train staff"
      ],
      "risks_to_manage": [
        "Cultural differences"
      ]
    },
    {
      "id": "strategy-digital-engagement",
      "idea_type": "strategy-execution",
      "category": "Cultural & Educational",
      "title": "Digital Engagement Strategy",
      "scale": "Large",
      "impact": "High",
      "effort": "High",
      "proof": "Plausible",
      "beneficiaries": "Visitors",
      "description": "Develop a comprehensive digital engagement strategy to enhance visitor interaction and feedback.",
      "evidence_quote": "'Deliver excellent visitor experience and strong, diverse audience engagement strategies' [CP p.32]",
      "source": "corporate-plans/2026.pages.jsonl [CP p.32]",
      "implementation_steps": [
        "Conduct audience research",
        "Design digital platforms",
        "Implement engagement programs"
      ],
      "risks_to_manage": [
        "Cybersecurity"
      ]
    },
    {
      "id": "operational-wayfinding",
      "idea_type": "operational-fix",
      "category": "Cultural & Educational",
      "title": "Enhanced Wayfinding",
      "scale": "Small",
      "impact": "Medium",
      "effort": "Medium",
      "proof": "Evidence-backed",
      "beneficiaries": "Visitors",
      "description": "Update wayfinding signage to include QR codes linking to interactive maps and visitor information.",
      "evidence_quote": "'Progressively improve wayfinding signage, in response to onsite changes, visitor feedback and onsite activity' [CP p.28]",
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