{ "entity_id": "O-000804", "folder": "National-Film-and-Sound-Archive-of-Australia", "name": "National Film and Sound Archive of Australia", "type": "Corporate Commonwealth Entity", "jurisdiction": "Commonwealth", "portfolio": "Infrastructure, Transport, Regional Development, \r\nCommunications, Sport and the Arts", "website": "http://www.nfsa.gov.au", "data_status": "rich", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": false, "has_kpi_targets": true, "has_kpi_results": true, "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": 8, "n_legislation": 3, "n_artifacts": 11, "n_kpi_targets": 4, "n_kpi_results": 3, "n_outcomes": 4, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "The National Film and Sound Archive of Australia tells the national story by 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"https://cdn.sanity.io/files/dhoneoxg/production/8876c07d1994dd01c89fc5a24f49086bc2dca367.pdf", "period": "2015-16", "confidence": "high" }, { "type": "annual_report", "title": "Download Annual Report 2014–15 (PDF, 2.88 MB)", "url": "https://cdn.sanity.io/files/dhoneoxg/production/90f385a66b8839575f1f5d53615e69f54aa7144e.pdf", "period": "2014-15", "confidence": "high" }, { "type": "corporate_plan", "title": "NFSA Corporate Plan 2025–26 to 2028–29 (PDF, 674 KB)", "url": "https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf", "period": "2025-26", "confidence": "high" }, { "type": "corporate_plan", "title": "NFSA Corporate Plan 2024–25 to 2027–28 (PDF, 1.7 MB)", "url": "https://cdn.sanity.io/files/dhoneoxg/production/ee9a40b6ced873b0c1e1f54ff59f114f66703e3d.pdf", "period": "2024-25", "confidence": "high" }, { "type": "corporate_plan", "title": "NFSA Corporate Plan 2023–24 to 2026–27 (PDF, 1.7 MB)", "url": 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"https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf#page=4" }, "vision": null, "strategic_priorities": [ { "title": "Protecting the collection is an overarching risk management priority.", "description": "Protecting the collection is an overarching risk management priority.", "source_url": "https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf", "source_page": 14, "source_deep_url": "https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf#page=14" }, { "title": "Failure to deliver lasting value to the public from National Collecting Institution.", "description": "Failure to deliver lasting value to the public from National Collecting Institution.", "source_url": "https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf", "source_page": 14, "source_deep_url": "https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf#page=14" }, { "title": "Failure to attract and retain the right talent.", "description": "Failure to attract and retain the right talent.", "source_url": "https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf", "source_page": 15, "source_deep_url": "https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf#page=15" }, { "title": "Cyber security threat", "description": "Cyber security threat", "source_url": "https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf", "source_page": 15, "source_deep_url": "https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf#page=15" } ], "values": [ { "name": "Relevance", "description": "", "source_url": "https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf", "source_page": null }, { "name": "Reach", "description": "", "source_url": "https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf", "source_page": null }, { "name": "Revenue", "description": "", "source_url": "https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf", "source_page": null }, { "name": "Rights and intellectual property", "description": "", "source_url": "https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf", "source_page": null }, { "name": "Our people", "description": "", "source_url": "https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: Celebrate and promote First Nations viewpoints through the national audiovisual collection", "description": "This activity recognises and respects the crucial place of First Nations stories at the centre of Australia’s arts and culture.", "activities": [ "Develop relationships with First Nations communities to return collection material to communities of origin.", "Share First Nations stories from the collection." ], "source_url": "https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf", "source_page": 32, "source_deep_url": "https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf#page=32" }, { "name": "Outcome 2: Increase discoverability of, and access to, the national audiovisual collection for all Australians", "description": "This activity describes our performance against our core mandate of collecting, preserving and sharing audiovisual material.", "activities": [ "Build the national audiovisual collection in all its diversity.", "Accession 24,000 items into the national audiovisual collection." ], "source_url": "https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf", "source_page": 33, "source_deep_url": "https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf#page=33" }, { "name": "Outcome 3: Enhance services for makers and industry to support the creation of new artworks", "description": "This activity provides support across the spectrum of institutions which sustain our arts culture and heritage.", "activities": [ "Increase earned and contributed revenue.", "Fit-for-purpose infrastructure." ], "source_url": "https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf", "source_page": 33, "source_deep_url": "https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf#page=33" }, { "name": "Outcome 4: Be a responsible and innovative cultural business that generates sufficient resources to deliver our purpose", "description": "This activity ensures our stories connect with people at home and abroad.", "activities": [ "Increase access to and total engagement with the national audiovisual collection.", "Deliver media literacy programs and tools for Australians." ], "source_url": "https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf", "source_page": 37, "source_deep_url": "https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf#page=37" } ], "performance_measures": [ { "code": "AVA01", "measure": "Target increase of 10% earned and contributed revenue.", "target": "Target increase of 10% earned and contributed revenue.", "latest_result": "Achieved", "status": "Achieved", "target_source_url": "https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf", "target_source_page": 33, "result_source_url": "https://cdn.sanity.io/files/dhoneoxg/production/5f5f81048f261942102b2ca70ce3d84fa2219ed6.pdf", "result_source_page": 42 }, { "code": "AVA02", "measure": "Deliver design and construction documentation for a new nitrate facility.", "target": "Deliver design and construction documentation for a new nitrate facility and approved, with the built facility.", "latest_result": "Statistics for online and in-person engagement with the collection are an increase on the previous year.", "status": "Achieved", "target_source_url": "https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf", "target_source_page": 34, "result_source_url": "https://cdn.sanity.io/files/dhoneoxg/production/5f5f81048f261942102b2ca70ce3d84fa2219ed6.pdf", "result_source_page": 43 }, { "code": "AVA03", "measure": "Develop a Storage Plan to map collection storage requirements.", "target": "Develop a Storage Plan to map collection storage requirements.", "latest_result": "Increase engagement with Media & Me by 15%.", "status": "Achieved", "target_source_url": "https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf", "target_source_page": 35, "result_source_url": "https://cdn.sanity.io/files/dhoneoxg/production/5f5f81048f261942102b2ca70ce3d84fa2219ed6.pdf", "result_source_page": 44 }, { "code": "AVA04", "measure": "Increase engagement with Media & Me by 15%.", "target": "Increase engagement with Media & Me by 15%.", "latest_result": "", "status": "", "target_source_url": "https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf", "target_source_page": 38, "result_source_url": "https://cdn.sanity.io/files/dhoneoxg/production/5f5f81048f261942102b2ca70ce3d84fa2219ed6.pdf", "result_source_page": null } ], "document_alignment_terms": { "must_support": [ "The National Film and Sound Archive of Australia tells the national story by collecting, preserving and sharing audiovisual media, the cultural experience platforms of our time.", "Protecting the collection is an overarching risk management priority.", "Failure to deliver lasting value to the public from National Collecting Institution.", "Failure to attract and retain the right talent.", "Cyber security threat" ], "watch_terms": [ "Target increase of 10% earned and contributed revenue.", "Deliver design and construction documentation for a new nitrate facility.", "Develop a Storage Plan to map collection storage requirements.", "Increase engagement with Media & Me by 15%." ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "strategy_brief_md": "# National Film and Sound Archive of Australia — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Annual Report**: [2024-25](https://cdn.sanity.io/files/dhoneoxg/production/5f5f81048f261942102b2ca70ce3d84fa2219ed6.pdf)\n**Corporate Plan**: [2025-26](https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf)\n\n## Our purpose / purposes\n\n> The National Film and Sound Archive of Australia tells the national story by collecting, preserving and sharing audiovisual media, the cultural experience platforms of our time. [[CP p.4](https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf#page=4)(https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf#page=4)]\n\n## How we deliver\n\n> To deliver our purpose, we have set key activities as outlined below. Each year, we publicly report performance against the Corporate Plan through the Annual Performance Statements, which form part of our Annual Report. The Corporate Plan is a living document that we will update annually to reflect changes in our operating environment and to meet the requirements of the PGPA Act. [[CP p.3](https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf#page=3)(https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf#page=3)]\n\n## Government priorities for this department\n\n- Protecting the collection is an overarching risk management priority. [[CP p.14](https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf#page=14)(https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf#page=14)]\n- Failure to deliver lasting value to the public from National Collecting Institution. [[CP p.14](https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf#page=14)(https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf#page=14)]\n- Failure to attract and retain the right talent. [[CP p.15](https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf#page=15)(https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf#page=15)]\n- Cyber security threat [[CP p.15](https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf#page=15)(https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf#page=15)]\n\n## Outcomes\n\n### Outcome 1: Celebrate and promote First Nations viewpoints through the national audiovisual collection\nThis activity recognises and respects the crucial place of First Nations stories at the centre of Australia’s arts and culture. [[CP p.32](https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf#page=32)(https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf#page=32)]\n\n**Key activities:**\n- Develop relationships with First Nations communities to return collection material to communities of origin.\n- Share First Nations stories from the collection.\n\n### Outcome 2: Increase discoverability of, and access to, the national audiovisual collection for all Australians\nThis activity describes our performance against our core mandate of collecting, preserving and sharing audiovisual material. [[CP p.33](https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf#page=33)(https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf#page=33)]\n\n**Key activities:**\n- Build the national audiovisual collection in all its diversity.\n- Accession 24,000 items into the national audiovisual collection.\n\n### Outcome 3: Enhance services for makers and industry to support the creation of new artworks\nThis activity provides support across the spectrum of institutions which sustain our arts culture and heritage. [[CP p.33](https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf#page=33)(https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf#page=33)]\n\n**Key activities:**\n- Increase earned and contributed revenue.\n- Fit-for-purpose infrastructure.\n\n### Outcome 4: Be a responsible and innovative cultural business that generates sufficient resources to deliver our purpose\nThis activity ensures our stories connect with people at home and abroad. [[CP p.37](https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf#page=37)(https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf#page=37)]\n\n**Key activities:**\n- Increase access to and total engagement with the national audiovisual collection.\n- Deliver media literacy programs and tools for Australians.\n\n## Values and principles\n\n_NFSA’s Strategic Direction 2022–25_\n\n- Relevance\n- Reach\n- Revenue\n- Rights and intellectual property\n- Our people\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| AVA01 | Target increase of 10% earned and contributed revenue. | Target increase of 10% earned and contributed revenue. | [CP p.33](https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf#page=33)(https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf#page=33) |\n| AVA02 | Deliver design and construction documentation for a new nitrate facility. | Deliver design and construction documentation for a new nitrate facility and approved, with the built facility. | [CP p.34](https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf#page=34)(https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf#page=34) |\n| AVA03 | Develop a Storage Plan to map collection storage requirements. | Develop a Storage Plan to map collection storage requirements. | [CP p.35](https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf#page=35)(https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf#page=35) |\n| AVA04 | Increase engagement with Media & Me by 15%. | Increase engagement with Media & Me by 15%. | [CP p.38](https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf#page=38)(https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf#page=38) |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| AVA01 | Target increase of 10% earned and contributed revenue. | Achieved | Achieved | [AR p.42](https://cdn.sanity.io/files/dhoneoxg/production/5f5f81048f261942102b2ca70ce3d84fa2219ed6.pdf#page=42)(https://cdn.sanity.io/files/dhoneoxg/production/5f5f81048f261942102b2ca70ce3d84fa2219ed6.pdf#page=42) |\n| AVA02 | Statistics for online and in-person engagement with the collection. | Statistics for online and in-person engagement with the collection are an increase on the previous year. | Achieved | [AR p.43](https://cdn.sanity.io/files/dhoneoxg/production/5f5f81048f261942102b2ca70ce3d84fa2219ed6.pdf#page=43)(https://cdn.sanity.io/files/dhoneoxg/production/5f5f81048f261942102b2ca70ce3d84fa2219ed6.pdf#page=43) |\n| AVA03 | Increase engagement with Media & Me by 15%. | Increase engagement with Media & Me by 15%. | Achieved | [AR p.44](https://cdn.sanity.io/files/dhoneoxg/production/5f5f81048f261942102b2ca70ce3d84fa2219ed6.pdf#page=44)(https://cdn.sanity.io/files/dhoneoxg/production/5f5f81048f261942102b2ca70ce3d84fa2219ed6.pdf#page=44) |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# National Film and Sound Archive of Australia - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:03:28.137277+00:00\n**Entity ID**: O-000804\n**Entity type**: Corporate Commonwealth Entity\n**Jurisdiction**: Commonwealth\n**Portfolio**: Infrastructure, Transport, Regional Development, \n\nCommunications, Sport and the Arts\n**Website**: http://www.nfsa.gov.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 | 5 |\n| global-intelligence | 3 |\n| other-pdfs | 1 |\n| pages | 38 |\n\n## Executive Readout\n\n### Purpose\n\n- [Page 3]\nCONTENTS\nINTRODUCTION 2\nABOUT US 3\nOUR VISION 3\nOUR MISSION 3\nOUR PURPOSE 3\nOUR COLLECTION 3\nCOOPERATION AND COLLABORATION 4\nOUR ENVIRONMENT 5\nOUR PERFORMANCE 7\nCOLLECT and CONNECT 8\nENGAGE and CELEBRATE 9\nEDUCATE and EMPOWER 11\nINNOVATE and COLLABORATE 11\nFOSTER and LEAD 12\nOUR CAPABILITY 13\nRISK OVERSIGHT AND MANAGEMENT 14\nFIGURE 1: NFSA STRATEGIC RISK PROFILE 2021–22 TO 2024-25 14\nNFSA Corporate Plan 2022–23 to 2025–26 1\n Source: `corporate-plans/2022-23.pdf (https://cdn.sanity.io/files/dhoneoxg/production/b707b5f822463952aa9207f6e3456ee3033e13d6.pdf)`\n- Figure 1 provides an overview of our performance framework.\nfigure1: nfsa reporting framework 2015–16\noutcome 1\nIncreased engagement with Australia’s audiovisual culture past and present through developing, preserving,\nmaintaining and promoting the national audiovisual collection of historic and cultural significance\nprogram 1.1\nDevelop, preserve and share Australia’s national audiovisual collection and make it available to all Australians\nnfsa corporate plan 2015–16 to 2018–19\npurpose 1: purpose 2: purpose 3: purpose 4:\ndevelop the collection preserve the collection share the collection maximise and increase our\nresources\nNFSA / Annual Report 2015–16 Section Two: Our Performance 9\n Source: `annual-reports/2015-16.pdf (https://cdn.sanity.io/files/dhoneoxg/production/8876c07d1994dd01c89fc5a24f49086bc2dca367.pdf)`\n- Table 1: Strategic priority 1: A ‘living’ archive – for everyone\nInitiatives/strategies to achieve\nagainst outcome and objectives, Result\nObjective 2016–17 to 2019–20 Target 2016–17 2016–17\nObjective 1A 1A.1 Deliver public programs, 75,000 visits to the organisation* 121,006\nscreenings and education activities\nIncrease people’s both nationally and internationally 90% of visitors who were satisfied 81%\nengagement with the as part of our community or very satisfied with their visit**\ncollection through public engagement strategy and 13,500 people participating in 36,194\nprograms, education three-year plan public programs**\nactivities, and national\nand international 12% of the total collection available 16%\npartnerships to the public**\n33,500 students participating in 13,056\nschool programs**\n400 educational institutions 347\nparticipating in organised school\nlearning programs**\n Source: `annual-reports/2016-17.pdf (https://cdn.sanity.io/files/dhoneoxg/production/2823269a12d548484aec9036fbd07ef93cdb7ceb.pdf)`\n- Table 2: Strategic priority 2: Collecting and preserving\nInitiatives/strategies to achieve against\noutcome and objectives, Result\nObjective 2016–17 to 2019–20 Target 2016–17 2016–17\nObjective 2A 2A.1 Revise and release the NFSA Collection Policy approved and Achieved\nCollection Policy 2016–20 released\nContinue to develop a rich\ncollection that represents 2A.2 Continue targeted collection 60,000 acquisitions (made in 46,723\nthe diversity of Australian development including analysis and the reporting period)**\nculture deselection\n2A.3 Continue high-level advocacy for Continued advocacy for Achieved\nmandatory legal deposit for audiovisual mandatory legal deposit\nmaterial\nObjective 2B 2B.1 Preserve the national audiovisual 230 years average collection 262 years\ncollection content through best practice lifespan* average\nManage the collection storage and environmental conditions\n Source: `annual-reports/2016-17.pdf (https://cdn.sanity.io/files/dhoneoxg/production/2823269a12d548484aec9036fbd07ef93cdb7ceb.pdf)`\n\n### Role and Functions\n\n- [Page 3]\nCONTENTS\nLETTER OF TRANSMITTAL iii 03 SECTION THREE\nManagement and accountability\n01 SECTION ONE Governance and legislation 52\nExecutive summary\nOur Board 52\nChair’s report 2\nBoard committees 54\nChief Executive Officer’s report 4\nOur management structure 55\nAbout us 6\nCorporate governance 57\nSnapshot – the year at a glance 11\nManagement of our human resources 58\nLegislative compliance reports 59\n02 SECTION TWO\nOur performance\n04 SECTION FOUR\nAn integrated approach 14\nFinancial statements 61\nAnnual performance statements 15\nResults against our Corporate Plan and 05 SECTION FIVE\nPortfolio Budget Statements 16\nAppendices\nStrategic priority 1: 16\nA ‘living’ archive – for everyone Appendix 1: Our contact details 90\nand locations\nStrategic priority 2: 25\nCollecting and preserving Appendix 2: Our functions and powers 92\n Source: `annual-reports/2016-17.pdf (https://cdn.sanity.io/files/dhoneoxg/production/2823269a12d548484aec9036fbd07ef93cdb7ceb.pdf)`\n- Requirements Reference Page\nletter of transmittal 8(3) & A.4 7\ntable of contents A.5 5\nIndex A.5 125\nGlossary A.5 81\nContact officer(s) A.5 71\nInternet home page address and internet address for report A.5 4\nReview by Ceo 9(1) 12\nReview by Chair 10\noverview of department’s performance and financial results 9(2) 83\nRole and functions 10(1) 73\norganisational structure 10(1) 54\n Source: `annual-reports/2014-15.pdf (https://cdn.sanity.io/files/dhoneoxg/production/90f385a66b8839575f1f5d53615e69f54aa7144e.pdf)`\n- [Page 17]\nnational film and annual report section one\n16 sound archive of 2014–15\naustralia\nPerformance summary\nTable 1: Performance summary\nl Met deliverable/key performance indicator (KpI)\n¡ Did not meet deliverable/KpI\nPortfolio Budget Statements Target Result Deliverable/KPI\nmet/not met\n2014–15 2014–15 2014–15\ndeveloping the collection\nnumber of acquisitions (made in the reporting period) 50 000 48 182 ¡\ntotal number of objects accessioned (in the reporting period) 50 000 108 490 l\nPreserving the collection\nnumber of titles preserved and made accessible 8 000 10 300 l\npercentage of total collection digitised 10% 12% l\nAverage collection lifespan in years 275 236 ¡\nSharing the collection\npercentage of the total collection available to the public 20% 22% l\nnumber of people participating in public programs 10 000 48 155 l\n Source: `annual-reports/2014-15.pdf (https://cdn.sanity.io/files/dhoneoxg/production/90f385a66b8839575f1f5d53615e69f54aa7144e.pdf)`\n- [pages 18,19,20]\nI\nPortfolio Budget Statements Target Result Deliverable/KPI\nmet/not met\n2014–15 2014–15 2014–15\ndeveloping the collection\nnumber of acquisitions (made in the reporting period) 50 000 48 182 ¡\ntotal number of objects accessioned (in the reporting period) 50 000 108 490 l\nPreserving the collection\nnumber of titles preserved and made accessible 8 000 10 300 l\npercentage of total collection digitised 10% 12% l\nAverage collection lifespan in years 275 236 ¡\nSharing the collection\npercentage of the total collection available to the public 20% 22% l\nnumber of people participating in public programs 10 000 48 155 l\nnumber of students participating in school programs 33 500 28 431 ¡\nnumber of visits to the organisation’s website 1 300 000 1 334 113 l\n Source: `annual-reports/2014-15.pdf (https://cdn.sanity.io/files/dhoneoxg/production/90f385a66b8839575f1f5d53615e69f54aa7144e.pdf)`\n- [Page 19]\nnational film and annual report section two\n18 sound archive of 2014–15\naustralia\nMe asuring our\nperformance\nthe reports in this chapter provide quantitative During the 2014–15 year we almost reached our\nmeasurement of our performance against targets and acquisition target, collecting 48 182 works.\ndeliverables which are specified in our portfolio Budget\nStatements (pBS) and national collecting institutions Table 2: Acquisitions\ncross-cultural key performance indicators.\n Source: `annual-reports/2014-15.pdf (https://cdn.sanity.io/files/dhoneoxg/production/90f385a66b8839575f1f5d53615e69f54aa7144e.pdf)`\n- During 2014–15 the Audit Committee:\nFRAMeWoRK\n• reviewed the annual financial statements and\nthe nFSA is accountable to the Australian parliament\ncompliance reporting process (required by the\nthrough the Minister for the Arts, Senator the Hon\nDepartment of Finance)\nGeorge Brandis QC.\n• endorsed and reviewed the annual internal audit\nWe are governed by three pieces of legislation: program conducted by Synergy (our appointed\n• the National Film and Sound Archive of Australia internal audit service provider)\nAct 2008 (the nFSA Act), which sets out our broad • reviewed the practices and procedures for effective\nfunctions and activities (see appendix 3 for our fraud control to ensure continued alignment and\nfunctions and powers) compliance with the Commonwealth Fraud Control\n• the Public Governance, Performance and Accountability Guidelines. this also included review and endorsement\n Source: `annual-reports/2014-15.pdf (https://cdn.sanity.io/files/dhoneoxg/production/90f385a66b8839575f1f5d53615e69f54aa7144e.pdf)`\n\n### Strategic Priorities\n\n- [Page 14]\nOPerAtinG CO ntext\nKeY riSK HOW tHe ri SK iS BeinG MAnAGeD\nPhysical infrastructure is y Implement the NFSA’s Sustainability and Climate Action\nnot fit for purpose (across all Strategy 2024–2026\nNFSA sites)\ny Implement the NFSA’s Disability Inclusion Action Plan 2024–2027\nThis risk arises from insufficient y Implement the Strategic Asset Management Plan 2025\nfunding in the past to manage in conjunction with the revised Asset Management Plan\ninfrastructure and a Strategic Asset\ny Undertake key infrastructure enhancements that will enable the\nManagement Plan (SAMP) that is\nNFSA to deliver the priorities set out in the current strategic direction\nnot aligned with the NFSA current\nstrategic direction, sustainability y Delivery of the NFSA Property Strategy\nambition and collection y Implement the first stage of an extension and refit program\nmanagement priorities.\n Source: `corporate-plans/2025-26.pdf (https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf)`\n- [Page 19]\nFIGURE 1: NFSA STRATEGIC RISK PROFILE 2021–22 TO 2024-25\nStrategic Priorities Identified Risks Key Mitigation Strategies\nCollect and connect Failure to fund our legislated Practice financial discipline and explore options to\nmandate as the NFSA diversify our revenue streams.\n Source: `corporate-plans/2021-22.pdf (https://cdn.sanity.io/files/dhoneoxg/production/a69822f9313b0c9a678a906f3dd2689f50eb2e67.pdf)`\n- [Page 14]\noPeRAtinG Context\nKEY RISK HOW THE RISK IS BEING MANAGED\nPHYsiCAL inFRAstRUCtURe is not F it • Implement NFSA’s Sustainability and\nFoR PURPose (ACRoss ALL nFsA sites) Climate Action Strategy 2024-2026\nThis risk arises from insufficient funding in the • Implement NFSA’s Disability Inclusion\npast to manage infrastructure and a Strategic Action Plan 2024–2027\nAsset Management Plan (SAMP) that is not aligned\n• Undertake a review and refresh of the\nwith the NFSA current Strategic Direction and\nStrategic Asset Management Plan\nsustainability ambition.\n• Undertake key infrastructure enhancements\nthat will enable the NFSA to deliver the priorities\nset out in the current Strategic Direction, and\nplace-based public and learning programs\n• Engage the NFSA Property, Presence and\nPlace Committee and the Board on this issue\nto assist in guiding the delivery of the NFSA\nProperty Strategy\n Source: `corporate-plans/2024-25.pdf (https://cdn.sanity.io/files/dhoneoxg/production/ee9a40b6ced873b0c1e1f54ff59f114f66703e3d.pdf)`\n- Table 22: Finance Subcommittee attendance\nMember 19 February 2015 30 June 2015\nPeter Rose (Chair) ü ü\nMichael Lee ü ü\nCarol Lilley ü û\nJeff Lamond ü ü\nPaul Neville ü\nnfSa funding and StaKeholder develoPMent SubcoMMittee\nthe Funding and Stakeholder Development Subcommittee was established in January 2015 as an advisory subcommittee to\nthe nFSA Board. the Subcommittee provides advice, direction and support to address a key strategic priority for the nFSA’s\nlong-term sustainability: increasing self-generated income.\nthe subcommittee met three times in 2014–15.\n Source: `annual-reports/2014-15.pdf (https://cdn.sanity.io/files/dhoneoxg/production/90f385a66b8839575f1f5d53615e69f54aa7144e.pdf)`\n- [Page 3]\nContents\nchair’s report and letter of iii Our committees 56\ntransmittal\nOur management structure 58\naBout us v\nCorporate governance 60\nOur Strategic Priorities\nManagement of human resources 61\nLegislative compliance reports 63\n01 section one\nexecutive summary\n04 section four\nChief Executive Officer’s report 2\nappendices\nSnapshot – the year at a glance 5\nAppendix 1: Our contact details and 68\nlocations\n02 section tWo\nAppendix 2: Our functions and powers 70\nour performance\nAppendix 3: Acquisition highlights for 72\n2015–16\nannual performance statements 8\nAppendix 4: Papers accepted to 74\nReporting approach 9\nnational and international forums\nour purpose 10\nAppendix 5: Access to information 75\nPurpose 1: Developing the collection 11\nPurpose 2: Preserving the collection 20\nPurpose 3: Sharing the collection 30 list of requirements 76\n Source: `annual-reports/2015-16.pdf (https://cdn.sanity.io/files/dhoneoxg/production/8876c07d1994dd01c89fc5a24f49086bc2dca367.pdf)`\n- Criterion source: Program 1.1, 2015–16 Portfolio Budget Statements page 376, 2015–16 Corporate Plan page 4,\ncross-agency performance indicator\nStrategic Priority 1: A ‘living’ archive – for everyone\npathway 1.1.2 aCCessioning\nperformance criterion target 2015–16 result 2015–16\ncontinue to develop a rich collection that represents the 50,000 items 124,351 items accessioned\ndiversity of australian culture. accessioned\ntotal number of objects accessioned (in the reporting period).\n Source: `annual-reports/2015-16.pdf (https://cdn.sanity.io/files/dhoneoxg/production/8876c07d1994dd01c89fc5a24f49086bc2dca367.pdf)`\n- Criterion source: Program 1.1, 2015–16 Portfolio Budget Statements page 377, cross-agency performance indicator\nStrategic Priority 1: A ‘living’ archive – for everyone\n1122\n Source: `annual-reports/2015-16.pdf (https://cdn.sanity.io/files/dhoneoxg/production/8876c07d1994dd01c89fc5a24f49086bc2dca367.pdf)`\n- Criterion source: 2015–16 Corporate Plan page 4\nStrategic Priority 1: A ‘living’ archive – for everyone\nNFSA / Annual Report 2015–16 Section Two: Our Performance 13\n Source: `annual-reports/2015-16.pdf (https://cdn.sanity.io/files/dhoneoxg/production/8876c07d1994dd01c89fc5a24f49086bc2dca367.pdf)`\n- Criterion source: 2015–16 Corporate Plan page 5\nStrategic Priority 2: Developing leadership in the digital environment\npathway 1.2.2 legal Deposit\nperformance criterion target 2015–16 result 2015–16\ndevelop and implement systems for regulating mandatory Policy approval Did not meet target\nlegal deposit of audiovisual material to the nfsa (subject to\nthe passage of legislation).\n Source: `annual-reports/2015-16.pdf (https://cdn.sanity.io/files/dhoneoxg/production/8876c07d1994dd01c89fc5a24f49086bc2dca367.pdf)`\n- Criterion source: 2015–16 Corporate Plan page 5\nStrategic Priority 2: Developing leadership in the digital environment\nperformance criterion target 2015–16 result 2015–16\ndevelop the commercial elements of the national Commercial stock for Achieved\naudiovisual collection. licensing and sales\nincreased by 10%\nFilm Australia Collection and NFSA Online Shop DVD/CD sales inventory was steady, with new stock being added on\na regular basis to service customer orders.\n Source: `annual-reports/2015-16.pdf (https://cdn.sanity.io/files/dhoneoxg/production/8876c07d1994dd01c89fc5a24f49086bc2dca367.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- [Page 25]\nInitiatives/strategies to achieve\nagainst outcome and objectives, Result\nObjective 2017–18 to 2020–21 Target 2017–18 2017–18\nObjective 1C 1C.1 Work with partner Collaboration is initiated to develop Achieved\norganisations to develop and project plan for a mobile access hub\nMaintain a deliver a mobile access hub\nphysical presence engaging the public with \nin all states collection material and NFSA\nand territories, programs in a range of venues\nenabling access to across Australia\nthe collection and\nour programs 1C.2 Maintain a physical presence Physical presence maintained Achieved\nvia office spaces and access centres in Sydney, Melbourne, Brisbane,\n\nin each state and territory Darwin, Hobart, Perth, Adelaide\nand Canberra\nObjective 1D 1D.1 Address risk appetite Increase risk appetite of rights Achieved\nregarding creative use and re-use management practices by\n Source: `annual-reports/2017-18.pdf (https://cdn.sanity.io/files/dhoneoxg/production/b9d8af859f8e97a158b103ddebab5a9682cd39f3.pdf)`\n- [Page 59]\nsECTION TWO: OUR PERFORMANCE\nPERFORMANCE MEAsURE 2024–25 TARGET REsULT\n2.3 Increase our digitisation We will digitise 31,850 at-risk Achieved\ncapacity to ensure the audiovisual collection items from\npreservation of ‘at-risk’ the NFSA’s collection and from other\naudiovisual material collecting institutions\nKey Activity 3: Enhance services for makers and industry\nto support the creation of new artworks\n3.1 I nvesting in the making 28 creators supported through the Substantially\nof new factual works by Zero Licence Fee (ZLF) program achieved\nindependent creators\nand producers using\ncollection material\n3.2 Provide services that Procurement of the institution’s first Achieved\nease and encourage Digital Asset Management System\nengagement with and (DAMS)\nuse of collection material\nKey Activity 4: Be a responsible and innovative cultural business\n Source: `annual-reports/2024-25.pdf (https://cdn.sanity.io/files/dhoneoxg/production/5f5f81048f261942102b2ca70ce3d84fa2219ed6.pdf)`\n- [Page 60]\nPERFORMANCE MEAsURE 2024–25 TARGET REsULT\nKey Activity 5: Be responsive to the needs of the community as a corporate\nentity and deliver value to Australians through and beyond the collection\n5.1 I ncrease access to, and Statistics for online and in-person Partially achieved\ntotal engagement with, engagement with the collection\nthe national audiovisual increase on the previous year\ncollection.\n Source: `annual-reports/2024-25.pdf (https://cdn.sanity.io/files/dhoneoxg/production/5f5f81048f261942102b2ca70ce3d84fa2219ed6.pdf)`\n- [pages 25,26]\nC.2 Maintain a physical presence Physical presence maintained Achieved\nvia office spaces and access centres in Sydney, Melbourne, Brisbane,\n\nin each state and territory Darwin, Hobart, Perth, Adelaide\nand Canberra\nObjective 1D 1D.1 Address risk appetite Increase risk appetite of rights Achieved\nregarding creative use and re-use management practices by\nPromote creative of the collection reviewing current copyright status\n\nuse and re-use of collection items and identifying\nof the national them for re-use by our stakeholders\ncollection\nCriterion source: Corporate Plan 2017–18 to 2020–21 page 5 and PBS page 161\n*PBS 2017–18 target\n** PBS 2017–18 target and DoCA KPI\n target achieved ● target partially achieved û target not achieved\nNFSA / Annual Report 2017–18 Section Two: Our performance 17\n Source: `annual-reports/2017-18.pdf (https://cdn.sanity.io/files/dhoneoxg/production/b9d8af859f8e97a158b103ddebab5a9682cd39f3.pdf)`\n- Table 2: Strategic priority 2: Developing leadership in the digital environment\nInitiatives/strategies to achieve\nagainst outcome and objectives, Result\nObjective 2017–18 to 2020–21 Target 2017–18 2017–18\nObjective 2A 2A.1 Enhance the NFSA’s digital Implementation of a Not\ncollection content and data federated search for achieved\nIncrease the discoverability NFSA websites û\ndiscoverability of\nNFSA’s digital collection\nObjective 2B 2B.1 Provide targeted training and There is an increasing Achieved\ndevelopment opportunities for number of targeted\nIncrease our capacity\nstaff in the management of digital training and development\nand capability to manage \naudiovisual assets, for example in opportunities for staff\ndigital preservation of\nfilm digitisation and digital film\nall collection formats\nworkflows\nin accordance with\nbest practice models 2B.\n Source: `annual-reports/2017-18.pdf (https://cdn.sanity.io/files/dhoneoxg/production/b9d8af859f8e97a158b103ddebab5a9682cd39f3.pdf)`\n- [Page 45]\nInitiatives/strategies to achieve\nagainst outcome and objectives, Result\nObjective 2017–18 to 2020–21 Target 2017–18 2017–18\nObjective 4C 4C.1 Develop and implement a RAP developed and Partially\nReconciliation Action Plan (RAP) for implemented achieved ●\nDevelop plans and the NFSA\nguidelines to implement\nconcrete actions 4C.2 Continue to increase Ongoing support for staff across Achieved\nthat build respectful awareness of, and confidence in the NFSA in understanding and\nrelationships and applying, Indigenous Cultural and applying ICIP Protocols\n\ncreate opportunities Intellectual Property (ICIP) rights\nfor Indigenous across the NFSA workforce\nAustralians\nCriterion source: Corporate Plan 2017–18 to 2020–21 page 11 and PBS page 161\n* Portfolio Budget Statements 2017–18 target\n target achieved ● target partially achieved û target not achieved\n Source: `annual-reports/2017-18.pdf (https://cdn.sanity.io/files/dhoneoxg/production/b9d8af859f8e97a158b103ddebab5a9682cd39f3.pdf)`\n- [Page 50]\nInitiatives/strategies to achieve against\noutcome and objectives, 2017–18 to Result\nObjective 2020–21 Target 2017–18 2017–18\nObjective 5C 5C.1 Continued implementation of the NFSA’s Fundraising Achieved\nNFSA’s Fundraising Strategy 2016–19 Strategy 2016–19 \nMaximise self- (strategy due to be reviewed in 2018–19) successfully implemented\ngenerated income\n5C.2 Continued review of revenue Collection Reference and Achieved\ngeneration for Collection Reference and Sales and Distribution\n\nSales and Distribution activities revenue generation\nefficient and appropriate\nObjective 5D 5D.1 Further development and NFSA Property Achieved\nimplementation of the NFSA Property Strategy developed and \nContinue to review Strategy successfully implemented\nsupplier and property\nexpenditure to ensure 5D.2 Continual review and negotiation Ongoing review, Achieved\n Source: `annual-reports/2017-18.pdf (https://cdn.sanity.io/files/dhoneoxg/production/b9d8af859f8e97a158b103ddebab5a9682cd39f3.pdf)`\n- PERFORMANCE MEAsURE TARGET 2024–25 REsULT\n2.2 Work with and for people with disability Delivery of all 32 Priority 1 Partially\nto ensure that everyone can engage with actions in the DIAP achieved\nthe national audiovisual collection\nWHAT WE ACHIEVED\nThe NFSA Disability Inclusion Action Plan 2024–2027 (DIAP), launched in April 2024, commits us\nto improving inclusiveness across all NFSA activities and to addressing barriers to accessibility\nagainst 4 outcome areas:\n1.\n Source: `annual-reports/2024-25.pdf (https://cdn.sanity.io/files/dhoneoxg/production/5f5f81048f261942102b2ca70ce3d84fa2219ed6.pdf)`\n- [Page 49]\nsECTION TWO: OUR PERFORMANCE\nPERFORMANCE MEAsURE TARGET 2024–25 REsULT\n2.3 I ncrease our digitisation We will digitise 31,850 at-risk audiovisual Achieved\ncapacity to ensure the collection items from the NFSA’s collection and\npreservation of ‘at-risk’ from other collecting institutions\naudiovisual material\nWHAT WE ACHIEVED\nIn 2024–25 the NFSA’s Video, Audio, Film and Digital Imaging teams digitised 30,949 collection\nitems, representing 97% of our target.\n Source: `annual-reports/2024-25.pdf (https://cdn.sanity.io/files/dhoneoxg/production/5f5f81048f261942102b2ca70ce3d84fa2219ed6.pdf)`\n- PERFORMANCE MEAsURE TARGET 2024–25 REsULT\n4.1 Increase earned and contributed Target increase of 10% earned and Partially\nrevenue contributed revenue achieved\nWHAT WE ACHIEVED\nIn 2024–25, earned and contributed revenue increased by 6% combined across venue hire,\nphilanthropy, licensing programs (including royalties), public program and event revenue,\nand access revenue.\n Source: `annual-reports/2024-25.pdf (https://cdn.sanity.io/files/dhoneoxg/production/5f5f81048f261942102b2ca70ce3d84fa2219ed6.pdf)`\n- [Page 57]\nsECTION TWO: OUR PERFORMANCE\nPERFORMANCE MEAsURE TARGET 2024–25 REsULT\n5.2 D eliver media literacy programs Maintain 2023–24 rate of Achieved\nand tools for Australians engagement with Media and Me\nDevelop and deliver Media and\nMe online\nWHAT WE ACHIEVED\nThe NFSA has exceeded anticipated growth and engagement targets for the Media and Me program\nin 2024–25 with an 11.5% increase in attendance at Acton across all age groups.\n Source: `annual-reports/2024-25.pdf (https://cdn.sanity.io/files/dhoneoxg/production/5f5f81048f261942102b2ca70ce3d84fa2219ed6.pdf)`\n- [Page 58]\nResults against our Corporate Plan\nTable 1: Summary of results against our Corporate Plan\nPERFORMANCE MEAsURE 2024–25 TARGET REsULT\nKey Activity 1: Celebrate and promote First Nations viewpoints\nthrough the national audiovisual collection\n1.1 W e will develop NO TARGET: Success will be measured Achieved\nrelationships with First against the NFSA’s ability to develop\nNations communities relationships with First Nations\nto return First Nations communities that lead to the return\ncontent in the national of collection material to communities\naudiovisual collection to of origin.\n Source: `annual-reports/2024-25.pdf (https://cdn.sanity.io/files/dhoneoxg/production/5f5f81048f261942102b2ca70ce3d84fa2219ed6.pdf)`\n- PERFORMANCE MEAsURE TARGET 2024–25 REsULT\n1.2 We will share First NO TARGET: Success will be measured through Achieved\nNations stories from reflection on the projects delivered across the\nthe collection financial year that feature First Nations voices\nor are led by First Nations practitioners\nWHAT WE ACHIEVED\nIn 2024–25, the NFSA celebrated First Nations stories, voices and perspectives from the collection\nthrough activities across its digital platforms, communications, onsite programs and editorial\ncontent, spanning major cultural events such as NAIDOC Week and National Reconciliation Week,\nalongside ongoing projects and collection development initiatives.\n Source: `annual-reports/2024-25.pdf (https://cdn.sanity.io/files/dhoneoxg/production/5f5f81048f261942102b2ca70ce3d84fa2219ed6.pdf)`\n- PERFORMANCE MEAsURE TARGET 2024–25 REsULT\n2.1 Build the national audiovisual collection Accession 24,000 items into Achieved\nin all its diversity the national audiovisual\ncollection\nWHAT WE ACHIEVED\nThe process of accessioning material selected for the collection is a core part of our work to develop\na national audiovisual collection that is representative of Australia’s diversity.\n Source: `annual-reports/2024-25.pdf (https://cdn.sanity.io/files/dhoneoxg/production/5f5f81048f261942102b2ca70ce3d84fa2219ed6.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $17,814,532 | [pages 138,139,140]\nrease in the\nHeritage and cultural asset reserve of $17,814,532.\nother investments Other investments (Statement of\nFinancial Position)\nOther investments were above budget as funds remained in short term\ndeposits as they were not required for payment of suppliers costs.\nheritaGe and cultural assets Heritage and cultural assets\n(Statement of Financial Position)\nThe increase in Heritage and cultural assets occurred as a result of | `annual-reports/2015-16.pdf (https://cdn.sanity.io/files/dhoneoxg/production/8876c07d1994dd01c89fc5a24f49086bc2dca367.pdf)` |\n| $10.9 million, $15.3 million, $8.1 million, 10.9 million, 15.3 million, 8.1 million | This variance is primarily due to:\n- $10.9 million in donated items, exceeding budget expectations.\n- An unanticipated $15.3 million upward revaluation of audio-visual items at the end of the previous financial year, post-publication\nof budget figures.A106\n- This increase was partially offset by a $8.1 million downward revaluation of the collection in 2024–25.\n- The balance is in relation to internally generated items (capitalisation of expenses) | `annual-reports/2024-25.pdf (https://cdn.sanity.io/files/dhoneoxg/production/5f5f81048f261942102b2ca70ce3d84fa2219ed6.pdf)` |\n| $17,814,532 | There was a significant increase in the\nHeritage and cultural asset reserve of $17,814,532.\nother investments Other investments (Statement of\nFinancial Position)\nOther investments were above budget as funds remained in short term\ndeposits as they were not required for payment of suppliers costs.\nheritaGe and cultural assets Heritage and cultural assets\n(Statement of Financial Position)\nThe increase in Heritage and cultural assets occurred as a re | `annual-reports/2015-16.pdf (https://cdn.sanity.io/files/dhoneoxg/production/8876c07d1994dd01c89fc5a24f49086bc2dca367.pdf)` |\n| $1.8 million, 1.8 million | Depreciation expense is $1.8 million higher than the original budget, due to the increasing asset base, with the investment in\nsignificant data storage and digitisation equipment to support the preservation program in the prior financial year. | `annual-reports/2024-25.pdf (https://cdn.sanity.io/files/dhoneoxg/production/5f5f81048f261942102b2ca70ce3d84fa2219ed6.pdf)` |\n| $18 million, 18 million | [Page 75]\nStatement of FINANCIAL POSITION (Continued)\nas at 30 June 2017\nBUDGET VARIANCES COMMENTARY\nTotal assets is higher than budget by $18 million. | `annual-reports/2016-17.pdf (https://cdn.sanity.io/files/dhoneoxg/production/2823269a12d548484aec9036fbd07ef93cdb7ceb.pdf)` |\n| $6.3m, $2.2m, $0.5m, $0.8m | [pages 68,69,70]\nitage buildings and staff Accounting Standards and other requirements prescribed\naccommodation. the value also includes leasehold by the Public Governance, Performance and Accountability\nimprovements made to lease properties, particularly (Financial Reporting) Rule 2015.\nthe Melbourne and Sydney offices.\n• $6.3m of property, plant and equipment. no indications\nof impairment were identified for these assets.\n• $2.2m of intangibles | `annual-reports/2014-15.pdf (https://cdn.sanity.io/files/dhoneoxg/production/90f385a66b8839575f1f5d53615e69f54aa7144e.pdf)` |\n| $41,332 , $130,212 | [Page 118]\n111177\nNote 16: Financial Instruments (continued)\n2015 2014\n$’000 $’000\nnote 16B: net Income or losses from Financial Assets\nHeld‑to‑maturity investments\nInterest revenue 157 466\nnet gains on held‑to‑maturity investments 157 466\nnet gains from financial assets 157 466\nthere was no interest income from financial assets not at fair value through profit or loss in the year ending 2015 (2014 nil).\nnote 16C: Credit Risk\nthe nFSA is exposed | `annual-reports/2014-15.pdf (https://cdn.sanity.io/files/dhoneoxg/production/90f385a66b8839575f1f5d53615e69f54aa7144e.pdf)` |\n\n## Key Achievements\n\n- [Page 30]\n29\nHighlights from our television preservation program include ReCoRDeD SounD pReSeRVAtIon\nepisodes from popular Australian tV series, such as:\nour audio preservation program prioritises the\n• Ask The Leyland Brothers (nine network Australia,\npreservation of recordings on high-risk formats, including:\n1976–1980)\n• wax cylinder records and lacquer instantaneous\n• Cop Shop (Crawford productions, 1977–1984)\ndisc recordings\n• Class of ’74 (Reg Grundy productions, 1974–1975)\n• obsolete digital formats, such as R-DAt tapes\n• Sons and Daughters (Seven network/Grundy\n• fragile items, such as recordable compact discs\norganisation, 1982–1987)\n• materials subject to chemical deterioration, such\n• The Comedy Company (Media Arts, 1988–1990)\nas open-reel and cassette magnetic tape recordings.\n• The Mike Walsh Show (Haydn enterprises, 1973–1984)\n Source: `annual-reports/2014-15.pdf (https://cdn.sanity.io/files/dhoneoxg/production/90f385a66b8839575f1f5d53615e69f54aa7144e.pdf)`\n- [Page 43]\npathway 3.1.6 online exhiBitions\nperformance criterion target 2015–16 result 2015–16\nonline exhibitions developed which highlight the nfsa’s Two online exhibitions Achieved\nholdings. developed and delivered\nWe developed and delivered two online exhibitions in 2015–16.\n Source: `annual-reports/2015-16.pdf (https://cdn.sanity.io/files/dhoneoxg/production/8876c07d1994dd01c89fc5a24f49086bc2dca367.pdf)`\n- Identified digital preservation Achieved\nIn March 2017 we completed a major new release\ninfrastructure procured and implemented\nof our collection management system, Mediaflex,\nwhich included a new system protocol to support the Criterion source: Corporate Plan 2016–17 to 2019–20\nimplementation of federated search for our website in page 8\n2017–18.\n Source: `annual-reports/2016-17.pdf (https://cdn.sanity.io/files/dhoneoxg/production/2823269a12d548484aec9036fbd07ef93cdb7ceb.pdf)`\n- Table 6: Strategic priority 5: Maximising our resources\nInitiatives/strategies to achieve\nagainst outcome and objectives, Result\nObjective 2016–17 to 2019–20 Target 2016–17 2016–17\nObjective 5A 5A.1 Delivery of targeted staff Leadership programs delivered Achieved\ntraining, including leadership\nContinue to develop development, across the\na workforce that is organisation\nefficient, agile and\nresilient and a workplace 5A.2 Development and Talent management planning and Achieved\nthat supports innovation implementation of a talent consultation has commenced\nand excellence management strategy to ensure\neffective succession planning\nand the upskilling of specialised\nknowledge\n5A.3 Partnering with tertiary Two partnerships Achieved\ninstitution(s) to identify and\npromote career pathways in\naudiovisual archiving\nObjective 5B 5B.1 Implementation of the April/ Recommendations from the Achieved\n Source: `annual-reports/2016-17.pdf (https://cdn.sanity.io/files/dhoneoxg/production/2823269a12d548484aec9036fbd07ef93cdb7ceb.pdf)`\n- Table 6: Strategic priority 5: Capability and maximising our resources\nInitiatives/strategies to achieve against\noutcome and objectives, 2017–18 to Result\nObjective 2020–21 Target 2017–18 2017–18\nObjective 5A 5A.1 Delivery of targeted staff training, Leadership programs Achieved\nincluding leadership development, delivered\nContinue to develop across the organisation and ensuring the \na workforce that maintenance of specialist staff knowledge\nis efficient, agile\nand resilient, and 5A.2 Partnering with tertiary Two partnerships Achieved\na workplace that institution(s) to identify and promote developed \nsupports innovation career pathways in audiovisual archiving\nand excellence 5A.3 Embedding newly articulated NFSA Values embedded Achieved\n\nNFSA Values\nObjective 5B 5B.1 Implementation of ICT Strategy ICT Strategy and Achieved\nand Digital Strategy to leverage NFSA Digital Strategy\n Source: `annual-reports/2017-18.pdf (https://cdn.sanity.io/files/dhoneoxg/production/b9d8af859f8e97a158b103ddebab5a9682cd39f3.pdf)`\n- The highlight has been the awakening we’ve been\n4B.2 Work with partners to redevelop Black Screen to\nexperiencing about the approaches we can take towards\ncommunicate Indigenous screen culture to audiences\narchiving what we’ve got and what we’re making.\nnationally and internationally\nWe’ve realised we’ve got to archive our future too.’\nThomas Holder, PY Media Manager\nTarget Result\nThe Indigenous Remote Archival Fellowship is delivered\nBlack Screen screenings delivered to 4066\nin partnership with the Australian Institute of Aboriginal\n4000 participants\nand Torres Strait Islander Studies (AIATSIS) and the\nIndigenous Remote Communications Association (IRCA).\n Source: `annual-reports/2017-18.pdf (https://cdn.sanity.io/files/dhoneoxg/production/b9d8af859f8e97a158b103ddebab5a9682cd39f3.pdf)`\n- [Page 51]\nsECTION TWO: OUR PERFORMANCE\nPERFORMANCE MEAsURE TARGET 2024–25 REsULT\n3.2 Provide services that ease and Procurement of the institution’s Achieved\nencourage engagement with and first Digital Asset Management\nuse of collection material System (DAMS)\nWHAT WE ACHIEVED\nWe successfully completed procurement for the NFSA’s first DAMS, marking a significant milestone\nin improving access to and engagement with digital collection and non-collection (corporate)\nmaterial.\n Source: `annual-reports/2024-25.pdf (https://cdn.sanity.io/files/dhoneoxg/production/5f5f81048f261942102b2ca70ce3d84fa2219ed6.pdf)`\n- Performance 2021–22 Data source and\nActivity 22-23 target 23-24 target 24-25 target\nmeasure target methodology\nWe will use 3.1 We will use Targeted Pilot Successful Partnerships Analysis of formal\nthe collection the collection programming initiatives initiatives secured to and informal\nto generate to provide a and sharing delivered. scaled up further scale feedback received\npositive social positive impact initiatives are to benefit up initiatives. in relation to\nimpact. for Australians, developed in Feedback additional NFSA initiatives\nstarting with collaboration indicates audiences.\n Source: `corporate-plans/2021-22.pdf (https://cdn.sanity.io/files/dhoneoxg/production/a69822f9313b0c9a678a906f3dd2689f50eb2e67.pdf)`\n- [Page 13]\nPerformance 2021–22 Data source and\nActivity 22-23 target 23-24 target 24-25 target\nmeasure target methodology\nWe will partner 3.4 We will deliver 1 major thought 1 major 1 major 1 major Publicly available\nwith the programs and leadership or thought thought thought information\ntertiary sector activities with the innovation- leadership or leadership or leadership or and internal\nto deliver tertiary sector. focused innovation- innovation- innovation- documentation.\nmutually program focused focused focused\nbeneficial delivered. program program program\nresearch, delivered. delivered. delivered.\ntraining, and 2 ongoing\nopportunities training 2 ongoing 2 ongoing 2 ongoing\nfor practical programs training training training\nlearning, delivered. programs programs programs\ninnovation and delivered. delivered. delivered.\n Source: `corporate-plans/2021-22.pdf (https://cdn.sanity.io/files/dhoneoxg/production/a69822f9313b0c9a678a906f3dd2689f50eb2e67.pdf)`\n- [pages 15,16,17,18]\neporting RAP Reporting New Stretch Publicly available\nempower on Reconciliation RAP 2022-2024 submitted to submitted to RAP 2024-2026 information\nstaff to Action Plan endorsed by Reconciliation Reconciliation endorsed by and internal\ncontribute to progress and Reconciliation Australia.\n Source: `corporate-plans/2021-22.pdf (https://cdn.sanity.io/files/dhoneoxg/production/a69822f9313b0c9a678a906f3dd2689f50eb2e67.pdf)`\n- Performance Data source and\nActivity 2022-23 target 23-24 target 24-25 target 25-26 target\nmeasure methodology\nWe will 3.1 We will Use the NFSA Media literacy Media literacy Media literacy Publicly available\ncontribute partner with collection and education education and education and information\nto the relevant expertise to and teacher teacher training teacher training and internal\ndevelopment organisations further media training plan plan ongoing. plan ongoing. documentation\nof media to develop literacy in implemented. – building on the\nDigital delivery Digital delivery\nliteracy media literacy Australia.\n Source: `corporate-plans/2022-23.pdf (https://cdn.sanity.io/files/dhoneoxg/production/b707b5f822463952aa9207f6e3456ee3033e13d6.pdf)`\n- TARGET 2023-24 TARGET 2024-25 TARGET 2025-26 TARGET 2026-27\nMain NFSA website New and consolidated Website analytics 10% increase in usage\ninterim design institutional website demonstrate increased and engagement\nrefresh delivered. delivered. usage and engagement with the collection on\nwith the collection, the previous year, as\nincluding a 25% measured by pages\ngrowth in pages per per visit and repeated\nsession for collection visitation growth.\nand content pages.\n Source: `corporate-plans/2023-24.pdf (https://cdn.sanity.io/files/dhoneoxg/production/1b08d0b7f1e299e5289268f59e4dbe3726a3bc78.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- During 2014–15 the Audit Committee:\nFRAMeWoRK\n• reviewed the annual financial statements and\nthe nFSA is accountable to the Australian parliament\ncompliance reporting process (required by the\nthrough the Minister for the Arts, Senator the Hon\nDepartment of Finance)\nGeorge Brandis QC.\n• endorsed and reviewed the annual internal audit\nWe are governed by three pieces of legislation: program conducted by Synergy (our appointed\n• the National Film and Sound Archive of Australia internal audit service provider)\nAct 2008 (the nFSA Act), which sets out our broad • reviewed the practices and procedures for effective\nfunctions and activities (see appendix 3 for our fraud control to ensure continued alignment and\nfunctions and powers) compliance with the Commonwealth Fraud Control\n• the Public Governance, Performance and Accountability Guidelines. this also included review and endorsement\n Source: `annual-reports/2014-15.pdf (https://cdn.sanity.io/files/dhoneoxg/production/90f385a66b8839575f1f5d53615e69f54aa7144e.pdf)`\n- [Page 25]\nInitiatives/strategies to achieve\nagainst outcome and objectives, Result\nObjective 2017–18 to 2020–21 Target 2017–18 2017–18\nObjective 1C 1C.1 Work with partner Collaboration is initiated to develop Achieved\norganisations to develop and project plan for a mobile access hub\nMaintain a deliver a mobile access hub\nphysical presence engaging the public with \nin all states collection material and NFSA\nand territories, programs in a range of venues\nenabling access to across Australia\nthe collection and\nour programs 1C.2 Maintain a physical presence Physical presence maintained Achieved\nvia office spaces and access centres in Sydney, Melbourne, Brisbane,\n\nin each state and territory Darwin, Hobart, Perth, Adelaide\nand Canberra\nObjective 1D 1D.1 Address risk appetite Increase risk appetite of rights Achieved\nregarding creative use and re-use management practices by\n Source: `annual-reports/2017-18.pdf (https://cdn.sanity.io/files/dhoneoxg/production/b9d8af859f8e97a158b103ddebab5a9682cd39f3.pdf)`\n- [pages 25,26]\nC.2 Maintain a physical presence Physical presence maintained Achieved\nvia office spaces and access centres in Sydney, Melbourne, Brisbane,\n\nin each state and territory Darwin, Hobart, Perth, Adelaide\nand Canberra\nObjective 1D 1D.1 Address risk appetite Increase risk appetite of rights Achieved\nregarding creative use and re-use management practices by\nPromote creative of the collection reviewing current copyright status\n\nuse and re-use of collection items and identifying\nof the national them for re-use by our stakeholders\ncollection\nCriterion source: Corporate Plan 2017–18 to 2020–21 page 5 and PBS page 161\n*PBS 2017–18 target\n** PBS 2017–18 target and DoCA KPI\n target achieved ● target partially achieved û target not achieved\nNFSA / Annual Report 2017–18 Section Two: Our performance 17\n Source: `annual-reports/2017-18.pdf (https://cdn.sanity.io/files/dhoneoxg/production/b9d8af859f8e97a158b103ddebab5a9682cd39f3.pdf)`\n- [Page 14]\noPeRAtinG Context\nKEY RISK HOW THE RISK IS BEING MANAGED\nPHYsiCAL inFRAstRUCtURe is not F it • Implement NFSA’s Sustainability and\nFoR PURPose (ACRoss ALL nFsA sites) Climate Action Strategy 2024-2026\nThis risk arises from insufficient funding in the • Implement NFSA’s Disability Inclusion\npast to manage infrastructure and a Strategic Action Plan 2024–2027\nAsset Management Plan (SAMP) that is not aligned\n• Undertake a review and refresh of the\nwith the NFSA current Strategic Direction and\nStrategic Asset Management Plan\nsustainability ambition.\n• Undertake key infrastructure enhancements\nthat will enable the NFSA to deliver the priorities\nset out in the current Strategic Direction, and\nplace-based public and learning programs\n• Engage the NFSA Property, Presence and\nPlace Committee and the Board on this issue\nto assist in guiding the delivery of the NFSA\nProperty Strategy\n Source: `corporate-plans/2024-25.pdf (https://cdn.sanity.io/files/dhoneoxg/production/ee9a40b6ced873b0c1e1f54ff59f114f66703e3d.pdf)`\n- [Page 53]\nnational film and annual report section three\n52 sound archive of 2014–15\naustralia\nTable 21: Audit Committee attendance\nMember 8 Sept 2014 23 Sept 2014 27 Nov 2014 29 April 2015\nJenny Morison ü ü\nCarol Lilley ü ü\nJeff Lamond ü ü ü ü\nWayne Denning ü ü\nMichael Lee ü ü ü ü\nfinance SubcoMMittee\nthe Finance Subcommittee was established in September 2014 as an advisory committee to provide independent assurance\nand make recommendations to the Board on the preparation and adoption of the annual internal budget.\nthe Subcommittee met twice in 2014–15 to review the internal budget.\n Source: `annual-reports/2014-15.pdf (https://cdn.sanity.io/files/dhoneoxg/production/90f385a66b8839575f1f5d53615e69f54aa7144e.pdf)`\n- [Page 4]\nCASE STUDIES FIGURES\nReturn of the kookaburra 22 Figure 1: Facebook interaction 21\nBringing 1901 cricketers back to life 29 Figure 2: Collection growth, 2012–13 27\nto 2016–17\nProof positive 47\nFigure 3: Percentage breakdown 27\nof the collection 2016–17\nSNAPSHOTS Figure 4: Preservation of audiovisual 31\ntitles, 2012–13 to 2016–17\nA priceless private collection 15\nFigure 5: NFSA Leadership Team 56\nDigital challenges in the cultural world 37\nEnriching the memory of the world 40\nTABLES\nTable 1: Strategic priority 1: 16\nA ‘living’ archive – for everyone\nTable 2: Strategic priority 2: 25\nCollecting and preserving\nTable 3: Number of acquisitions by type 30\nTable 4: Strategic priority 3: Developing 34\nleadership in the digital environment\nTable 5: Strategic priority 4: 38\nIndigenous connections\nTable 6: Strategic priority 5: 43\nMaximising our resources\n Source: `annual-reports/2016-17.pdf (https://cdn.sanity.io/files/dhoneoxg/production/2823269a12d548484aec9036fbd07ef93cdb7ceb.pdf)`\n- [Page 61]\nTable 8: Audit Committee composition 2016–17\nTitle Member Membership period\nChair Carol Lilley Independent Chair from 1 October 2014\nMembers Wayne Denning Board member\nAudit Committee member from 22 September 2015\nLennard Marsden Independent member from 1 December 2015\nLee Walton Independent member from 1 December 2015\nAudit Committee Our management structure\nThe Audit Committee provides independent advice Our management structure comprises a Senior Executive\nand assurance to the Board on the appropriateness of Team and a Leadership Team.\nthe NFSA’s financial reporting, performance reporting,\nsystem of risk oversight and management, and system of\nOur Senior Executive\ninternal control.\n Source: `annual-reports/2016-17.pdf (https://cdn.sanity.io/files/dhoneoxg/production/2823269a12d548484aec9036fbd07ef93cdb7ceb.pdf)`\n- Table 2: Strategic priority 2: Developing leadership in the digital environment\nInitiatives/strategies to achieve\nagainst outcome and objectives, Result\nObjective 2017–18 to 2020–21 Target 2017–18 2017–18\nObjective 2A 2A.1 Enhance the NFSA’s digital Implementation of a Not\ncollection content and data federated search for achieved\nIncrease the discoverability NFSA websites û\ndiscoverability of\nNFSA’s digital collection\nObjective 2B 2B.1 Provide targeted training and There is an increasing Achieved\ndevelopment opportunities for number of targeted\nIncrease our capacity\nstaff in the management of digital training and development\nand capability to manage \naudiovisual assets, for example in opportunities for staff\ndigital preservation of\nfilm digitisation and digital film\nall collection formats\nworkflows\nin accordance with\nbest practice models 2B.\n Source: `annual-reports/2017-18.pdf (https://cdn.sanity.io/files/dhoneoxg/production/b9d8af859f8e97a158b103ddebab5a9682cd39f3.pdf)`\n- [Page 36]\nObjective 2D\nWork with others to champion the development of\na national framework to enable increased access to\nAustralia’s cultural collections\n2D.1 Continue work on a collaborative business plan\nto address the large-scale digitisation of audio and\nvideo tape collections across the national collecting\ninstitutions by 2025\nTarget Result\nBusiness plan developed outlining long- Not achieved\nterm plan for large-scale digitisation\nCriterion source: Corporate Plan 2017–18 to 2020–21\npage 7\nWhat we achieved\nIn 2017–18 we continued our work building a collaborative\napproach to addressing the increased challenge of\ndigitising our audio and video magnetic tape collections\nby 2025.\n Source: `annual-reports/2017-18.pdf (https://cdn.sanity.io/files/dhoneoxg/production/b9d8af859f8e97a158b103ddebab5a9682cd39f3.pdf)`\n- 3 Expand current oral history 60 oral histories 66\nand career interviews program with collected\n\ncontemporary and influential film,\nbroadcast and recorded sound identities\nCriterion source: Corporate Plan 2017–18 to 2020–21 page 9 and PBS page 161\n*PBS 2017–18 target\n target achieved ● target partially achieved û target not achieved\nNFSA / Annual Report 2017–18 Section Two: Our performance 29\n Source: `annual-reports/2017-18.pdf (https://cdn.sanity.io/files/dhoneoxg/production/b9d8af859f8e97a158b103ddebab5a9682cd39f3.pdf)`\n- [Page 45]\nInitiatives/strategies to achieve\nagainst outcome and objectives, Result\nObjective 2017–18 to 2020–21 Target 2017–18 2017–18\nObjective 4C 4C.1 Develop and implement a RAP developed and Partially\nReconciliation Action Plan (RAP) for implemented achieved ●\nDevelop plans and the NFSA\nguidelines to implement\nconcrete actions 4C.2 Continue to increase Ongoing support for staff across Achieved\nthat build respectful awareness of, and confidence in the NFSA in understanding and\nrelationships and applying, Indigenous Cultural and applying ICIP Protocols\n\ncreate opportunities Intellectual Property (ICIP) rights\nfor Indigenous across the NFSA workforce\nAustralians\nCriterion source: Corporate Plan 2017–18 to 2020–21 page 11 and PBS page 161\n* Portfolio Budget Statements 2017–18 target\n target achieved ● target partially achieved û target not achieved\n Source: `annual-reports/2017-18.pdf (https://cdn.sanity.io/files/dhoneoxg/production/b9d8af859f8e97a158b103ddebab5a9682cd39f3.pdf)`\n- [Page 50]\nInitiatives/strategies to achieve against\noutcome and objectives, 2017–18 to Result\nObjective 2020–21 Target 2017–18 2017–18\nObjective 5C 5C.1 Continued implementation of the NFSA’s Fundraising Achieved\nNFSA’s Fundraising Strategy 2016–19 Strategy 2016–19 \nMaximise self- (strategy due to be reviewed in 2018–19) successfully implemented\ngenerated income\n5C.2 Continued review of revenue Collection Reference and Achieved\ngeneration for Collection Reference and Sales and Distribution\n\nSales and Distribution activities revenue generation\nefficient and appropriate\nObjective 5D 5D.1 Further development and NFSA Property Achieved\nimplementation of the NFSA Property Strategy developed and \nContinue to review Strategy successfully implemented\nsupplier and property\nexpenditure to ensure 5D.2 Continual review and negotiation Ongoing review, Achieved\n Source: `annual-reports/2017-18.pdf (https://cdn.sanity.io/files/dhoneoxg/production/b9d8af859f8e97a158b103ddebab5a9682cd39f3.pdf)`\n- [Page 59]\nTable 7: Board meeting attendance 2017–18\n14 AUGUST 20 NOVEMBER 20 FEBRUARY 18 APRIL\nMember 2017 2017 2018 2018\nGabrielle Trainor (Chair)    \nWayne Denning (Deputy Chair)    û\nToni Cody    \nPeter Rose    \nPaul Neville   û (leave)\nFiona Scott    \nKim Ledger    \nCaroline Elliot    \nJudith Donnelly  \nKey:  Attended meeting û Did not attend meeting Was not a board member at this time\nOur committees Audit Committee\nOur committee structure accommodates changes to our The Audit Committee provides independent advice to\noperating environment, and committees are formed the Board on the appropriateness of the NFSA’s financial\nwhere necessary or ceased when no longer required, with reporting, performance reporting, system of risk oversight\nthe exception of the Audit Committee, which is required and management and system of internal control.\nby the PGPA Act.\n Source: `annual-reports/2017-18.pdf (https://cdn.sanity.io/files/dhoneoxg/production/b9d8af859f8e97a158b103ddebab5a9682cd39f3.pdf)`\n- [Page 7]\nCONTENTs\nTABLEs\n48 Table 1: Summary of results against our\nCorporate Plan\n61 Table 2: Board meeting attendance 2024–25\n63 Table 3: Audit and Risk Committee\ncomposition and remuneration 2024–25\n65 T able 4: Audit and Risk Committee\nmeeting attendance 2024–25\n70 T able 5: Information about remuneration\nfor key management personnel 2024–25\n72 T able 6: Information about remuneration\nfor SES staff 2024–25\n77 T able 7: Advertising and marketing\nresearch services over $10,000\n80 Table 8: Greenhouse Gas Emissions\nInventory – location-based method\n81 Table 9: Electricity Greenhouse Gas\nEmissions 2024–25\n101 T able 10: All ongoing employees in the\ncurrent reporting period (2024–25)\n102 T able 11: All non-ongoing employees\nin the current reporting period (2024–25)\n103 T able 12: All ongoing employees in the\nprevious reporting period (2023–24)\n Source: `annual-reports/2024-25.pdf (https://cdn.sanity.io/files/dhoneoxg/production/5f5f81048f261942102b2ca70ce3d84fa2219ed6.pdf)`\n\n## Corporate Values and Operating Culture\n\n- [Page 71]\nnational film and annual report section four\n70 sound archive of 2014–15\naustralia\nAppendix 2\nour service charter\nand contact de tails\nWHo We ARe • We creatively engage – We actively create\npathways to the national audiovisual collection for\nthe national Film and Sound Archive of Australia (nFSA)\ncommunities and individuals across Australia and\nis a statutory authority, established by the National Film\noverseas.\nand Sound Archive of Australia Act 2008, operating to\n• We value diversity – We embrace diversity in all\nensure the availability and preservation of Australian\nits forms, especially our Indigenous cultures.\naudiovisual content.\n• We embrace innovation – We seek to constantly\nthe nFSA aims to enrich Australia’s cultural identity improve our service delivery and encourage creative\n Source: `annual-reports/2014-15.pdf (https://cdn.sanity.io/files/dhoneoxg/production/90f385a66b8839575f1f5d53615e69f54aa7144e.pdf)`\n- I present the report in accordance with sections 7AB and 7AC of the Public\nGovernance, Performance and Accountability (Consequential and Transitional\nProvisions) Rule 2014, which requires compliance with the Commonwealth\nAuthorities (Annual Reporting) Orders 2011 for the 2014–15 reporting period,\nand section 41 of the National Film and Sound Archive of Australia Act 2008.\nthe report has also been prepared in accordance with the Requirements for\nAnnual Reports, as approved by the Joint Committee of public Accounts and\nAudit under subsections 63(2) and 70(2) of the Public Service Act 1999, made\navailable by the Department of the prime Minister and Cabinet on 25 June 2015.\nthe nFSA’s reputation as one of Australia’s principal national cultural institutions\nand as an international leader in audiovisual archive practice and programming\ncontinues to grow.\n Source: `annual-reports/2014-15.pdf (https://cdn.sanity.io/files/dhoneoxg/production/90f385a66b8839575f1f5d53615e69f54aa7144e.pdf)`\n- During 2014–15 the Audit Committee:\nFRAMeWoRK\n• reviewed the annual financial statements and\nthe nFSA is accountable to the Australian parliament\ncompliance reporting process (required by the\nthrough the Minister for the Arts, Senator the Hon\nDepartment of Finance)\nGeorge Brandis QC.\n• endorsed and reviewed the annual internal audit\nWe are governed by three pieces of legislation: program conducted by Synergy (our appointed\n• the National Film and Sound Archive of Australia internal audit service provider)\nAct 2008 (the nFSA Act), which sets out our broad • reviewed the practices and procedures for effective\nfunctions and activities (see appendix 3 for our fraud control to ensure continued alignment and\nfunctions and powers) compliance with the Commonwealth Fraud Control\n• the Public Governance, Performance and Accountability Guidelines. this also included review and endorsement\n Source: `annual-reports/2014-15.pdf (https://cdn.sanity.io/files/dhoneoxg/production/90f385a66b8839575f1f5d53615e69f54aa7144e.pdf)`\n- We plan to expand\nthe skills and capability to foster a culture of genuine\nthe leadership development program to our el1 managers\ncollaboration, innovation and excellence will continue\nlater in 2015–16.\nto be a key focus.\nour people have a deep understanding of the collection InDIGenouS CADetSHIp\nand a range of skills and knowledge that they share SuppoRt pRoGRAM\nwith other staff members and the public, nationally\nAn Australian Government initiative, the Indigenous\nand internationally. to further develop our staff, we have\nCadetship Support program (ICS) improves the professional\nadopted the 70:20:10 model of learning, recognising\nemployment prospects of Aboriginal and torres Strait\nthat most learning (around 70%) is through on-the-job\nIslander peoples.\n Source: `annual-reports/2014-15.pdf (https://cdn.sanity.io/files/dhoneoxg/production/90f385a66b8839575f1f5d53615e69f54aa7144e.pdf)`\n- [pages 68,69,70]\nitage buildings and staff Accounting Standards and other requirements prescribed\naccommodation. the value also includes leasehold by the Public Governance, Performance and Accountability\nimprovements made to lease properties, particularly (Financial Reporting) Rule 2015.\nthe Melbourne and Sydney offices.\n• $6.3m of property, plant and equipment. no indications\nof impairment were identified for these assets.\n• $2.2m of intangibles. these include both internally\ndeveloped and purchased software and non-theatrical\nscreening licences.\n• $0.5m of inventories. these include finished goods\nheld by the on-line shop for resale and packaging\nand distribution materials held for consumption.\n• $0.8m of other non-financial assets, representing\npre-payments made.\n Source: `annual-reports/2014-15.pdf (https://cdn.sanity.io/files/dhoneoxg/production/90f385a66b8839575f1f5d53615e69f54aa7144e.pdf)`\n- [Page 78]\n77\nPBS deliverable/KPI Target Result Target met/\n2014–15 2014–15 not met\npercentage of the total collection available to the public online <1% <1% l\npercentage of the total collection available to the public on <1% <1% l\ndisplay\npercentage of the total collection available to the public on tour <1% <1% l\npercentage of visitors who were satisfied or very satisfied with 90% 91.6% l\ntheir visit\npercentage of feedback that records a high level of satisfaction 95% 93% ¡\nregarding the quality of service delivery to researchers, donors\nand clients\nNumber of initiatives that strengthen ties with other countries\nnumber of formal initiatives 12 14 l\nnumber of other initiatives 10 26 l\nProfessional development\nnumber of participant hours of professional development 1 000 50 ¡\ndelivered to external stakeholders\nFunding provided for professional development to external 25 000 24 000 ¡\n Source: `annual-reports/2014-15.pdf (https://cdn.sanity.io/files/dhoneoxg/production/90f385a66b8839575f1f5d53615e69f54aa7144e.pdf)`\n- [pages 130,131,132,133]\ne professor anne, 39 provisions, 65 st leon, mark, 19\nperformance indicators and deliverables, Public Governance, Performance and sales, 64\n75–7 Accountability Act 2013 (pGpa act), 50, film australia collection titles, 42\ndeveloping the collection, 18–23, 25 51, 55, 65 online shop, 43\nfinance, 64 public policy engagement, 61 The Sapphires, 39\npreserving the collection, 26 public programs, 10, 14–15, 37–40 satisfaction, see feedback\nsharing the collection, 31, 37, 41, 43 Public Service Act 1999, 55 sBs distribution, 42\nsBs television, 39\nperformance management framework,\nQ scholars and artists in residence program,\n55–6\n39\nperformance report, 18–46 Q&a forums, 15, 28\nschool holiday programs, 40\nPersistent Memories discussions, 39 Queensland, 37\nschool programs, 37, 38–9\npersonnel, see staff\n Source: `annual-reports/2014-15.pdf (https://cdn.sanity.io/files/dhoneoxg/production/90f385a66b8839575f1f5d53615e69f54aa7144e.pdf)`\n- [Page 89]\nABBReviATiONS\naBBreviations aBBreviations\naBc Australian Broadcasting Corporation nt Northern Territory\nacmi Australian Centre for the Moving oam Medal of the Order of Australia\nImage\npBs Portfolio Budget Statements\nact Australian Capital Territory\npGpa act Public Governance, Performance and\naiatsis Australian Institute of Aboriginal and Accountability Act 2013\nTorres Strait Islander Studies\npnG Papua New Guinea\naps Australian Public Service\nq&a Question-and-answer forum/session\nBa Bachelor of Arts\nqld Queensland\nBBc British Broadcasting Corporation\nsa South Australia\nBec Bachelor of Economics\nsBs Special Broadcasting Service\ncd compact disc\nses Senior Executive Service\nceo Chief Executive Officer\nsts Sydney Transfer Suite\ndvd digital versatile disc\ntas Tasmania\nel1, el2 Executive level 1, Executive level 2\ntv Television\nfac Film Australia Collection\nuK United Kingdom\n Source: `annual-reports/2015-16.pdf (https://cdn.sanity.io/files/dhoneoxg/production/8876c07d1994dd01c89fc5a24f49086bc2dca367.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/2021-22.pdf` - corporate-plans - https://cdn.sanity.io/files/dhoneoxg/production/a69822f9313b0c9a678a906f3dd2689f50eb2e67.pdf\n- `corporate-plans/2022-23.pdf` - corporate-plans - https://cdn.sanity.io/files/dhoneoxg/production/b707b5f822463952aa9207f6e3456ee3033e13d6.pdf\n- `corporate-plans/2023-24.pdf` - corporate-plans - https://cdn.sanity.io/files/dhoneoxg/production/1b08d0b7f1e299e5289268f59e4dbe3726a3bc78.pdf\n- `corporate-plans/2024-25.pdf` - corporate-plans - https://cdn.sanity.io/files/dhoneoxg/production/ee9a40b6ced873b0c1e1f54ff59f114f66703e3d.pdf\n- `corporate-plans/2025-26.pdf` - corporate-plans - https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf\n- `annual-reports/2014-15.pdf` - annual-reports - https://cdn.sanity.io/files/dhoneoxg/production/90f385a66b8839575f1f5d53615e69f54aa7144e.pdf\n- `annual-reports/2015-16.pdf` - annual-reports - https://cdn.sanity.io/files/dhoneoxg/production/8876c07d1994dd01c89fc5a24f49086bc2dca367.pdf\n- `annual-reports/2016-17.pdf` - annual-reports - https://cdn.sanity.io/files/dhoneoxg/production/2823269a12d548484aec9036fbd07ef93cdb7ceb.pdf\n- `annual-reports/2017-18.pdf` - annual-reports - https://cdn.sanity.io/files/dhoneoxg/production/b9d8af859f8e97a158b103ddebab5a9682cd39f3.pdf\n- `annual-reports/2024-25.pdf` - annual-reports - https://cdn.sanity.io/files/dhoneoxg/production/5f5f81048f261942102b2ca70ce3d84fa2219ed6.pdf\n- `pages/about.html` - pages - http://www.nfsa.gov.au/about\n- `pages/announcements-index.html` - pages - http://www.nfsa.gov.au/sounds-of-australia\n- `pages/announcements-index__06.html` - pages - http://www.nfsa.gov.au/collection/item/scar-music-video-missy-higgins\n- `pages/announcements-index__07.html` - pages - http://www.nfsa.gov.au/collection/item/pb-5-pedestrian-crossing-button\n- `pages/announcements-index__08.html` - pages - http://www.nfsa.gov.au/collection/item/the-reading-writing-hotline\n- `pages/announcements-index__09.html` - pages - http://www.nfsa.gov.au/collection/item/misogyny-speech-julia-gillard\n- `pages/announcements-index__10.html` - pages - http://www.nfsa.gov.au/collection/curated/sounds-australia-2024\n- `pages/announcements-index__11.html` - pages - http://www.nfsa.gov.au/collection/curated/sounds-australia-2023\n- `pages/announcements-index__12.html` - pages - http://www.nfsa.gov.au/collection/curated/sounds-australia-2022\n- `pages/announcements-index__13.html` - pages - http://www.nfsa.gov.au/collection/curated/sounds-australia-2021\n- `pages/announcements-index__14.html` - pages - http://www.nfsa.gov.au/collection/curated/sounds-australia-2020\n- `pages/announcements-index__15.html` - pages - http://www.nfsa.gov.au/collection/curated/sounds-australia-2019\n- `pages/announcements-index__16.html` - pages - http://www.nfsa.gov.au/collection/curated/sounds-australia-2018\n- `pages/announcements-index__17.html` - pages - http://www.nfsa.gov.au/collection/curated/sounds-australia-2017\n- `pages/announcements-index__18.html` - pages - http://www.nfsa.gov.au/collection/curated/sounds-australia-2016\n- `pages/announcements-index__19.html` - pages - http://www.nfsa.gov.au/collection/curated/sounds-australia-2015\n- `pages/announcements-index__20.html` - pages - http://www.nfsa.gov.au/collection/curated/sounds-australia-2014\n- `pages/announcements-index__21.html` - pages - http://www.nfsa.gov.au/collection/curated/sounds-australia-2013\n- `pages/announcements-index__22.html` - pages - http://www.nfsa.gov.au/collection/curated/sounds-australia-2012\n- `pages/announcements-index__23.html` - pages - http://www.nfsa.gov.au/collection/curated/sounds-australia-2011\n- `pages/announcements-index__24.html` - pages - http://www.nfsa.gov.au/collection/curated/sounds-australia-2010\n- `pages/announcements-index__25.html` - pages - http://www.nfsa.gov.au/collection/curated/sounds-australia-2009\n- `pages/announcements-index__26.html` - pages - http://www.nfsa.gov.au/collection/curated/sounds-australia-2008\n- `pages/announcements-index__27.html` - pages - http://www.nfsa.gov.au/collection/curated/sounds-australia-2007\n- `pages/announcements-index__28.html` - pages - http://www.nfsa.gov.au/collection/item/menzies-speech-declaration-war\n- `pages/announcements-index__29.html` - pages - http://www.nfsa.gov.au/collection/item/nova-peris-inaugural-speech-australian-parliament\n- `pages/annual-reports-index.html` - pages - https://www.nfsa.gov.au/about/corporate-information/publications/annual-reports\n- `pages/corporate-plans-index.html` - pages - https://www.nfsa.gov.au/about/corporate-information/publications/corporate-plan\n- `pages/homepage.html` - pages - http://www.nfsa.gov.au\n- `pages/media-releases-index.html` - pages - http://www.nfsa.gov.au/about/media-releases\n- `pages/media-releases-index__01.html` - pages - http://www.nfsa.gov.au/about/corporate/strategies-plans/statement-reflection\n- `pages/media-releases-index__02.html` - pages - http://www.nfsa.gov.au/about/media-releases\n- `pages/media-releases-index__03.html` - pages - http://www.nfsa.gov.au/about/media-releases/national\n- `pages/media-releases-index__04.html` - pages - http://www.nfsa.gov.au/about/media-releases/canberra\n- `pages/media-releases-index__05.html` - pages - https://www.nfsa.gov.au/about/media-releases\n- `pages/priorities-index.html` - pages - http://www.nfsa.gov.au/our-work\n- `pages/priorities-index__00.html` - pages - http://www.nfsa.gov.au/plan-your-visit\n- `pages/strategies-index.html` - pages - http://www.nfsa.gov.au/about/corporate/strategies-plans/statement-reflection\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/d1823603966302dec5f48341f570179935164799.pdf` - other-pdfs - https://cdn.sanity.io/files/dhoneoxg/production/d1823603966302dec5f48341f570179935164799.pdf\n\n## Gaps To Fix\n\n- No major source gaps detected by the deterministic checks.", "legislation_md": "# National Film and Sound Archive of Australia — Legislation Administered\n\n**Generated**: 2026-05-13T03:47:51+00:00\n**Source**: LLM extraction (nova-micro) from latest annual report and corporate plan\n**Tokens**: 25,643 in / 283 out · cost: $0.00094\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\\2025-26.txt`\n\n## 3 laws administered\n\n| Title | Year | Type | What this entity does under it |\n|---|---|---|---|\n| [National Film and Sound Archive of Australia Act 2008](https://www.legislation.gov.au/series/C2004A03666) | 2008 | Act | The entity administers this Act which outlines its purpose, functions, and governance. |\n| [Public Governance, Performance and Accountability Act 2013](https://www.legislation.gov.au/series/C2015A00010) | 2013 | Act | The entity operates under this Act which sets out the framework for public governance and accountability. |\n| [AudioVisual Australia Program Rules](https://www.legislation.gov.au/Details/F2021L00687) | 2021 | Program Rules | The entity implements the AudioVisual Australia program under these rules which support the digitization and preservation of audiovisual collections. |", "global_initiatives_md": "# National Film and Sound Archive of Australia — Global Initiatives Catalogue\n\n## Focus areas\n- Increase discoverability and access to national audiovisual collection\n- Generate sufficient resources to deliver purpose\n- Respond to community needs and deliver value\n- Fit-for-purpose infrastructure\n\n## Increase discoverability and access to national audiovisual collection\n\n### Global Audiovisual Preservation Network\n**Jurisdiction**: International (UNESCO)\n**Run by**: UNESCO\n**Year**: 1945\n**Status**: Active\n**What it does (2–3 sentences)**: This global network facilitates international cooperation in audiovisual preservation, sharing best practices, and providing technical support to member states.\n**Why it matters to Australia (1–2 sentences)**: Australia could adopt best practices in digital preservation and access from this global network.\n**Find more**: [Global Audiovisual Preservation Network](https://www.google.com/search?q=Global+Audiovisual+Preservation+Network)\n\n### National Archives of Canada — Audiovisual Preservation\n**Jurisdiction**: Canada\n**Run by**: National Archives of Canada\n**Year**: 1979\n**Status**: Active\n**What it does (2–3 sentences)**: The National Archives of Canada manages a comprehensive audiovisual collection, providing access and preservation services for Canadian audiovisual heritage.\n**Why it matters to Australia (1–2 sentences)**: The Canadian model offers insights into managing large audiovisual collections and ensuring accessibility.\n**Find more**: [National Archives of Canada](https://www.google.com/search?q=National+Archives+of+Canada+audiovisual+preservation)\n\n### British Film Institute (BFI) Screen Heritage\n**Jurisdiction**: UK\n**Run by**: BFI\n**Year**: 1933\n**Status**: Active\n**What it does (2–3 sentences)**: BFI Screen Heritage preserves the UK’s film and television heritage, providing access to a vast collection of audiovisual materials.\n**Why it matters to Australia (1–2 sentences)**: The BFI’s preservation and access strategies could inform Australia’s approach to audiovisual collection management.\n**Find more**: [BFI Screen Heritage](https://www.google.com/search?q=BFI+Screen+Heritage)\n\n### National Archives and Records Administration (NARA) — Moving Image and Sound Archives\n**Jurisdiction**: USA\n**Run by**: NARA\n**Year**: 1934\n**Status**: Active\n**What it does (2–3 sentences)**: NARA’s Moving Image and Sound Archives preserve and provide access to a vast collection of American audiovisual materials, including films, videos, and sound recordings.\n**Why it matters to Australia (1–2 sentences)**: The NARA model offers a comprehensive approach to audiovisual preservation and public access.\n**Find more**: [NARA Moving Image and Sound Archives](https://www.google.com/search?q=NARA+Moving+Image+and+Sound+Archives)\n\n### European Film Gateway\n**Jurisdiction**: EU\n**Run by**: European Film Gateway\n**Year**: 2019\n**Status**: Active\n**What it does (2–3 sentences)**: This EU initiative provides a comprehensive online platform for accessing European film and audiovisual heritage, promoting cross-border collaboration.\n**Why it matters to Australia (1–2 sentences)**: The European Film Gateway’s model of cross-border collaboration and digital access could be adopted for Australian audiovisual collections.\n**Find more**: [European Film Gateway](https://www.google.com/search?q=European+Film+Gateway)\n\n***\n\n## Generate sufficient resources to deliver purpose\n\n### Creative Australia Fund\n**Jurisdiction**: Australia\n**Run by**: Department of Communications and the Arts\n**Year**: 2015\n**Status**: Active\n**What it does (2–3 sentences)**: This fund supports the development and distribution of Australian creative content, including film and sound, to increase revenue and generate resources.\n**Why it matters to Australia (1–2 sentences)**: The fund’s model of supporting creative industries could be applied to generate resources for the NFSA.\n**Find more**: [Creative Australia Fund](https://www.google.com/search?q=Creative+Australia+Fund)\n\n### Canada Council for the Arts — Funding Programs\n**Jurisdiction**: Canada\n**Run by**: Canada Council for the Arts\n**Year**: 1957\n**Status**: Active\n**What it does (2–3 sentences)**: The Canada Council for the Arts provides funding and resources to Canadian artists and cultural organizations, helping them generate revenue and achieve their missions.\n**Why it matters to Australia (1–2 sentences)**: The funding model could inspire similar initiatives to support Australian audiovisual preservation and access.\n**Find more**: [Canada Council for the Arts](https://www.google.com/search?q=Canada+Council+for+the+Arts+funding+programs)\n\n### New Zealand Film Commission — Funding and Support\n**Jurisdiction**: New Zealand\n**Run by**: New Zealand Film Commission\n**Year**: 1978\n**Status**: Active\n**What it does (2–3 sentences)**: The New Zealand Film Commission provides funding and support for New Zealand filmmakers, helping to generate resources for the film industry.\n**Why it matters to Australia (1–2 sentences)**: The New Zealand model of supporting filmmakers could be adapted to generate resources for Australian audiovisual projects.\n**Find more**: [New Zealand Film Commission](https://www.google.com/search?q=New+Zealand+Film+Commission+funding)\n\n***\n\n## Respond to community needs and deliver value\n\n### Media & Me Program\n**Jurisdiction**: Australia\n**Run by**: National Film and Sound Archive of Australia\n**Year**: 2010\n**Status**: Active\n**What it does (2–3 sentences)**: This program provides media literacy resources and tools for Australians, helping them engage with and understand media content.\n**Why it matters to Australia (1–2 sentences)**: The program’s success in media literacy could be expanded to better serve the community.\n**Find more**: [Media & Me Program](https://www.google.com/search?q=Media+%26+Me+Program)\n\n### Media Education Authority (MEA) — Media Literacy Programs\n**Jurisdiction**: UK\n**Run by**: Media Education Authority\n**Year**: 1990\n**Status**: Active\n**What it does (2–3 sentences)**: The MEA offers comprehensive media literacy programs to educate the public about media content and its impact.\n**Why it matters to Australia (1–2 sentences)**: The UK’s media literacy programs provide a model for enhancing public understanding of media.\n**Find more**: [Media Education Authority](https://www.google.com/search?q=Media+Education+Authority+media+literacy+programs)\n\n### MediaSmarts — Canada’s Digital Learning and Literacy Hub\n**Jurisdiction**: Canada\n**Run by**: MediaSmarts\n**Year**: 2000\n**Status**: Active\n**What it does (2–3 sentences)**: MediaSmarts offers digital literacy and media education programs to help Canadians navigate and understand digital media.\n**Why it matters to Australia (1–2 sentences)**: The Canadian model of digital literacy education could enhance Australian media literacy programs.\n**Find more**: [MediaSmarts](https://www.google.com/search?q=MediaSmarts+digital+learning+and+literacy)\n\n***\n\n## Fit-for-purpose infrastructure\n\n### National Archives of the United Kingdom (The National Archives)\n**Jurisdiction**: UK\n**Run by**: The National Archives\n**Year**: 1983\n**Status**: Active\n**What it does (2–3 sentences)**: The National Archives manage a comprehensive infrastructure for preserving and providing access to UK government records, including audiovisual materials.\n**Why it matters to Australia (1–2 sentences)**: The UK’s infrastructure could provide a model for Australia’s audiovisual collection storage and access.\n**Find more**: [National Archives of the United Kingdom](https://www.google.com/search?q=National+Archives+of+the+United+Kingdom)\n\n### Library of Congress — Thomas — Digital Collections\n**Jurisdiction**: USA\n**Run by**: Library of Congress\n**Year**: 1800\n**Status**: Active\n**What it does (2–3 sentences)**: The Library of Congress’s digital collections include extensive audiovisual archives, providing advanced infrastructure for preservation and access.\n**Why it matters to Australia (1–2 sentences)**: The Library of Congress’s digital infrastructure could inform Australia’s efforts to modernize audiovisual collection management.\n**Find more**: [Library of Congress Digital Collections](https://www.google.com/search?q=Library+of+Congress+digital+collections)\n\n***\n\n*Note: These are LLM-knowledge claims, not scraped sources — verify before citing publicly.*", "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": null, "vision_source_page": null, "purposes": "The National Film and Sound Archive of Australia tells the national story by collecting, preserving and sharing audiovisual media, the cultural experience platforms of our time.", "purposes_source_page": 4, "how_we_deliver": "To deliver our purpose, we have set key activities as outlined below. Each year, we publicly report performance against the Corporate Plan through the Annual Performance Statements, which form part of our Annual Report. The Corporate Plan is a living document that we will update annually to reflect changes in our operating environment and to meet the requirements of the PGPA Act.", "how_we_deliver_source_page": 3, "government_priorities": [ { "text": "Protecting the collection is an overarching risk management priority.", "source_page": 14 }, { "text": "Failure to deliver lasting value to the public from National Collecting Institution.", "source_page": 14 }, { "text": "Failure to attract and retain the right talent.", "source_page": 15 }, { "text": "Cyber security threat", "source_page": 15 } ], "outcomes": [ { "name": "Outcome 1: Celebrate and promote First Nations viewpoints through the national audiovisual collection", "description": "This activity recognises and respects the crucial place of First Nations stories at the centre of Australia’s arts and culture.", "key_activities": [ "Develop relationships with First Nations communities to return collection material to communities of origin.", "Share First Nations stories from the collection." ], "source_page": 32 }, { "name": "Outcome 2: Increase discoverability of, and access to, the national audiovisual collection for all Australians", "description": "This activity describes our performance against our core mandate of collecting, preserving and sharing audiovisual material.", "key_activities": [ "Build the national audiovisual collection in all its diversity.", "Accession 24,000 items into the national audiovisual collection." ], "source_page": 33 }, { "name": "Outcome 3: Enhance services for makers and industry to support the creation of new artworks", "description": "This activity provides support across the spectrum of institutions which sustain our arts culture and heritage.", "key_activities": [ "Increase earned and contributed revenue.", "Fit-for-purpose infrastructure." ], "source_page": 33 }, { "name": "Outcome 4: Be a responsible and innovative cultural business that generates sufficient resources to deliver our purpose", "description": "This activity ensures our stories connect with people at home and abroad.", "key_activities": [ "Increase access to and total engagement with the national audiovisual collection.", "Deliver media literacy programs and tools for Australians." ], "source_page": 37 } ], "values": [ "Relevance", "Reach", "Revenue", "Rights and intellectual property", "Our people" ], "values_framework_name": "NFSA’s Strategic Direction 2022–25", "kpi_targets_2025_26": [ { "code": "AVA01", "measure": "Target increase of 10% earned and contributed revenue.", "target": "Target increase of 10% earned and contributed revenue.", "source_page": 33 }, { "code": "AVA02", "measure": "Deliver design and construction documentation for a new nitrate facility.", "target": "Deliver design and construction documentation for a new nitrate facility and approved, with the built facility.", "source_page": 34 }, { "code": "AVA03", "measure": "Develop a Storage Plan to map collection storage requirements.", "target": "Develop a Storage Plan to map collection storage requirements.", "source_page": 35 }, { "code": "AVA04", "measure": "Increase engagement with Media & Me by 15%.", "target": "Increase engagement with Media & Me by 15%.", "source_page": 38 } ], "kpi_results_2024_25": [ { "code": "AVA01", "measure": "Target increase of 10% earned and contributed revenue.", "result": "Achieved", "status": "Achieved", "source_page": 42 }, { "code": "AVA02", "measure": "Statistics for online and in-person engagement with the collection.", "result": "Statistics for online and in-person engagement with the collection are an increase on the previous year.", "status": "Achieved", "source_page": 43 }, { "code": "AVA03", "measure": "Increase engagement with Media & Me by 15%.", "result": "Increase engagement with Media & Me by 15%.", "status": "Achieved", "source_page": 44 } ], "_source_urls": { "annual_report_url": "https://cdn.sanity.io/files/dhoneoxg/production/5f5f81048f261942102b2ca70ce3d84fa2219ed6.pdf", "corporate_plan_url": "https://cdn.sanity.io/files/dhoneoxg/production/78c601b219160ad97ef95a79a47fa6fae3b3d1ba.pdf" } }, "ideas": [ { "id": "increase-online-engagement", "idea_type": "kpi-recovery", "category": "Citizen Participation", "title": "Increase online engagement with the collection", "scale": "Large", "impact": "High", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "Australians", "description": "Launch an interactive online platform to boost engagement with the audiovisual collection.", "evidence_quote": "'Statistics for online and in-person engagement with the collection are an increase on the previous year.' 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[global-intel/UK-DPC.txt]", "source": "global-intel/UK-DPC.txt", "implementation_steps": [ "Conduct a needs assessment", "Develop a preservation strategy", "Train staff on new framework" ], "risks_to_manage": [ "Cost of implementation", "Resistance to change" ] }, { "id": "media-literacy-program-expansion", "idea_type": "strategy-execution", "category": "Capability Building", "title": "Expand Media & Me media literacy programs", "scale": "Large", "impact": "High", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "Australian youth", "description": "Expand the Media & Me program to include more schools and offer online modules.", "evidence_quote": "'Increase engagement with Media & Me by 15%.' [CP p.38]", "source": "corporate-plans/2024-25.pdf [CP p.38]", "implementation_steps": [ "Partner with more schools", "Develop online modules", "Evaluate program effectiveness" ], "risks_to_manage": [ "Funding shortfalls", "Technology adoption issues" ] }, { "id": "collection-access-dashboard", "idea_type": "operational-fix", "category": "Data & Performance", "title": "Build a public dashboard showing weekly active-compliance-monitoring counts by NFSA Act decision class", "scale": "Small", "impact": "Medium", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "NFSA staff and citizens", "description": "Create a public dashboard to display real-time data on compliance monitoring for NFSA Act decision classes.", "evidence_quote": "'NFSA should be Australia’s most dynamic and valued cultural organisation.' [CP p.4]", "source": "corporate-plans/2024-25.pdf [CP p.4]", "implementation_steps": [ "Develop data collection system", "Design dashboard interface", "Publish dashboard online" ], "risks_to_manage": [ "Data accuracy", "User access issues" ] }, { "id": "nitrate-facility-design", "idea_type": "strategy-execution", "category": "Infrastructure", "title": "Finalize design and documentation for new nitrate facility", "scale": "Large", "impact": "High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "NFSA collection", "description": "Complete the design and documentation for the new nitrate facility to ensure safe storage of archival materials.", "evidence_quote": "'Deliver design and documentation for a new nitrate facility.' 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[CP p.30]", "source": "corporate-plans/2024-25.pdf [CP p.30]", "implementation_steps": [ "Conduct system analysis", "Develop integration plan", "Implement and test integration" ], "risks_to_manage": [ "System downtime", "Data migration issues" ] }, { "id": "revenue-growth-strategy", "idea_type": "strategy-execution", "category": "Procurement & Delivery", "title": "Develop a targeted revenue growth strategy", "scale": "Large", "impact": "High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "NFSA", "description": "Create a detailed revenue growth strategy to achieve a 10% increase in earned and contributed revenue.", "evidence_quote": "'Target increase of 10% earned and contributed revenue.' 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