{ "entity_id": "O-000849", "folder": "Sydney-Harbour-Federation-Trust", "name": "Sydney Harbour Federation Trust", "type": "Corporate Commonwealth Entity", "jurisdiction": "Commonwealth", "portfolio": "Climate Change, Energy, the Environment and Water", "website": "http://www.harbourtrust.gov.au", "data_status": "rich", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": true, "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": 2, "n_artifacts": 15, "n_kpi_targets": 7, "n_kpi_results": 7, "n_outcomes": 4, "verified_own_data": true }, "strategy_profile": { "status": "published", "confidence": "high", "summary": "The Harbour Trust revitalises our sites through active remediation and vibrant community building. We share authentic stories that highlight our sites’ rich cultural, natural and heritage values. We build strong transparent partnerships with communities, funders and supporters. Our collaborative efforts strive to ensure impactful outcomes for Sydney Harbour’s environment and heritage. [CP p.6]", "official_site_url": "http://www.harbourtrust.gov.au", "source_documents": [ { "type": "annual_report", "title": "Sydney Harbour Federation Trust Annual Report 2024-2025 (pdf)", "url": "http://www.harbourtrust.gov.au/media/ag2homrj/sydney-harbour-federation-trust-annual-report-2024-25.pdf", "period": "2024-25", "confidence": "high" }, { "type": "annual_report", "title": "Sydney Harbour Federation Trust Annual Report 2023-2024 (pdf)", "url": "http://www.harbourtrust.gov.au/media/yotpdw02/sydney-harbour-federation-trust-annual-report-2023-24.pdf", "period": "2023-24", "confidence": "high" }, { "type": "annual_report", "title": "annual-reports/2022-23.pdf", "url": "http://www.harbourtrust.gov.au/media/3stnahob/sydney-harbour-federation-trust-annual-report-2022-23.pdf", "period": "2022-23", "confidence": "high" }, { "type": "annual_report", "title": "Sydney Harbour Federation Trust Annual Report 2021-2022", "url": "http://www.harbourtrust.gov.au/media/1xzj41zr/ht-annual-report-2021-22.pdf", "period": "2021-22", "confidence": "high" }, { "type": "annual_report", "title": "Sydney Harbour Federation Trust Annual Report 2020-2021", "url": "http://www.harbourtrust.gov.au/media/4337/ht-annual-report-2020-2021.pdf", "period": "2020-21", "confidence": "high" }, { "type": "corporate_plan", "title": "Corporate plan (2025 to 2029) (pdf)", "url": "http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf", "period": "2025", "confidence": "high" }, { "type": "strategie", "title": "Strategy for Empowering First Nations Peoples and communities [July 2025 to June 2028] (pdf", "url": "http://www.harbourtrust.gov.au/media/dvhpuka3/ht_strategy-for-empowering-first-nations-peoples-and-communities_2025-2028.pdf", "period": "2025", "confidence": "medium" }, { "type": "strategie", "title": "Stakeholder engagement strategy", "url": "http://www.harbourtrust.gov.au/media/1z1ng25z/ht-stakeholder-engagement-strategy-final.pdf", "period": null, "confidence": "medium" }, { "type": "strategie", "title": "Heritage strategy (pdf)", "url": "http://www.harbourtrust.gov.au/media/ki2lno2u/heritage-strategy.pdf", "period": null, "confidence": "medium" }, { "type": "strategie", "title": "strategies/regulator-performance-framework-harbour-trust-may2019.pdf", "url": "http://www.harbourtrust.gov.au/media/1186/regulator-performance-framework-harbour-trust-may2019.pdf", "period": "2019", "confidence": "medium" } ], "purpose": { "text": "The Harbour Trust revitalises our sites through active remediation and vibrant community building. We share authentic stories that highlight our sites’ rich cultural, natural and heritage values. We build strong transparent partnerships with communities, funders and supporters. Our collaborative efforts strive to ensure impactful outcomes for Sydney Harbour’s environment and heritage. [CP p.6]", "source_url": "http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf", "source_page": 6, "source_deep_url": "http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=6" }, "vision": { "text": "Extraordinary places on Sydney Harbour that excite and inspire.\nWe welcome everyone to connect, celebrate and respect the natural, cultural and historical significance of our places as we foster their ongoing renewal and care. [CP p.6]", "source_url": "http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf", "source_page": 6, "source_deep_url": "http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=6" }, "strategic_priorities": [ { "title": "Protect, conserve, and interpret the environmental and heritage values of Trust land.", "description": "Protect, conserve, and interpret the environmental and heritage values of Trust land.", "source_url": "http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf", "source_page": 6, "source_deep_url": "http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=6" }, { "title": "Maximise public access to Trust land.", "description": "Maximise public access to Trust land.", "source_url": "http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf", "source_page": 6, "source_deep_url": "http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=6" }, { "title": "Establish and manage suitable Trust land as a park on behalf of the Commonwealth as the national government.", "description": "Establish and manage suitable Trust land as a park on behalf of the Commonwealth as the national government.", "source_url": "http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf", "source_page": 6, "source_deep_url": "http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=6" }, { "title": "Co-operate with other Commonwealth bodies that have a connection with any Harbour land in managing that land.", "description": "Co-operate with other Commonwealth bodies that have a connection with any Harbour land in managing that land.", "source_url": "http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf", "source_page": 6, "source_deep_url": "http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=6" }, { "title": "Co-operate with New South Wales, affected councils and the community in furthering the above objects.", "description": "Co-operate with New South Wales, affected councils and the community in furthering the above objects.", "source_url": "http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf", "source_page": 6, "source_deep_url": "http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=6" }, { "title": "Raise revenue through our sites, and with our partners, funders and supporters to sustain our activities.", "description": "Raise revenue through our sites, and with our partners, funders and supporters to sustain our activities.", "source_url": "http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf", "source_page": 6, "source_deep_url": "http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=6" }, { "title": "Strive to be an employer of choice, with enabling systems and processes.", "description": "Strive to be an employer of choice, with enabling systems and processes.", "source_url": "http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf", "source_page": 6, "source_deep_url": "http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=6" }, { "title": "For First Nations peoples, be a universal place of welcome supported by deep long-term trusting relationships, exchange ", "description": "For First Nations peoples, be a universal place of welcome supported by deep long-term trusting relationships, exchange of knowledge and enabling greater opportunity to be on Country.", "source_url": "http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf", "source_page": 6, "source_deep_url": "http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=6" } ], "values": [ { "name": "Being constructive", "description": "", "source_url": "http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf", "source_page": null }, { "name": "Collaboration is key", "description": "", "source_url": "http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf", "source_page": null }, { "name": "Caring for country mindset", "description": "", "source_url": "http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf", "source_page": null }, { "name": "We are ambassadors", "description": "", "source_url": "http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf", "source_page": null }, { "name": "Innovation mindset", "description": "", "source_url": "http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: Steward our places", "description": "Extraordinary places on Sydney Harbour that excite and inspire.\nThe Harbour Trust protects and manages a network of sites on Sydney Harbour. These places reveal our nation’s rich stories, their ongoing connection to First Nations history, provide examples of Australia’s first defence fortifications, as well as the nation’s colonial and industrial past. Many carry Commonwealth, National and World Heritage listings. They also provide critical links between the marine harbour habitat and the remnant bushland of Sydney. [AR p.14]", "activities": [ "Steward our places", "Welcome everyone", "Build partnerships", "Effective capabilities" ], "source_url": "http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf", "source_page": 14, "source_deep_url": "http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=14" }, { "name": "Outcome 2: Welcome everyone", "description": "Welcome everyone to connect, celebrate and respect the natural, cultural and historical significance of our places as we foster their ongoing renewal and care.", "activities": [ "Welcome everyone", "Build partnerships", "Effective capabilities" ], "source_url": "http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf", "source_page": 14, "source_deep_url": "http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=14" }, { "name": "Outcome 3: Build partnerships", "description": "The Harbour Trust works collaboratively and in partnership with community organisations, partners, funders and supporters. Fostering such long-term relationships requires the Harbour Trust to be responsive, transparent and consistent in its discussions with stakeholders. These relationships and collaborations are important, as the Harbour Trust must currently raise all revenue required to carry out its heritage responsibilities and sustain its activities in operating the network of sites. [AR p.14]", "activities": [ "Welcome everyone", "Build partnerships", "Effective capabilities" ], "source_url": "http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf", "source_page": 14, "source_deep_url": "http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=14" }, { "name": "Outcome 4: Effective capabilities", "description": "The Harbour Trust is the sole member of the Sydney Harbour Foundation Management Ltd (previously known as the Sydney Harbour Conservancy Ltd) (ACN 141 006 975), see Appendix 1.", "activities": [ "Welcome everyone", "Build partnerships", "Effective capabilities" ], "source_url": "http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf", "source_page": 14, "source_deep_url": "http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=14" } ], "performance_measures": [ { "code": "CCE01", "measure": "Electricity greenhouse gas emissions", "target": "Carbon neutral by 2030", "latest_result": "783 t CO2-e", "status": "Not achieved", "target_source_url": "http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf", "target_source_page": 30, "result_source_url": "http://www.harbourtrust.gov.au/media/ag2homrj/sydney-harbour-federation-trust-annual-report-2024-25.pdf", "result_source_page": 30 }, { "code": "CCE02", "measure": "Net zero in Government Operations", "target": "Net zero by 2030", "latest_result": "Not applicable", "status": "Not achieved", "target_source_url": "http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf", "target_source_page": 31, "result_source_url": "http://www.harbourtrust.gov.au/media/ag2homrj/sydney-harbour-federation-trust-annual-report-2024-25.pdf", "result_source_page": 31 }, { "code": "CCE03", "measure": "Commercial leasing vacancy rate", "target": "8% or less", "latest_result": "8%", "status": "Achieved", "target_source_url": "http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf", "target_source_page": 27, "result_source_url": "http://www.harbourtrust.gov.au/media/ag2homrj/sydney-harbour-federation-trust-annual-report-2024-25.pdf", "result_source_page": 32 }, { "code": "CCE04", "measure": "Residential leasing occupancy rate", "target": "98% or more", "latest_result": "98%", "status": "Achieved", "target_source_url": "http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf", "target_source_page": 32, "result_source_url": "http://www.harbourtrust.gov.au/media/ag2homrj/sydney-harbour-federation-trust-annual-report-2024-25.pdf", "result_source_page": 32 }, { "code": "CCE05", "measure": "Visitors to our websites", "target": "538,292 or more", "latest_result": "518,540", "status": "Partially achieved", "target_source_url": "http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf", "target_source_page": 29, "result_source_url": "http://www.harbourtrust.gov.au/media/ag2homrj/sydney-harbour-federation-trust-annual-report-2024-25.pdf", "result_source_page": 30 }, { "code": "CCE06", "measure": "Total visitors to our sites", "target": "2.29 million or more", "latest_result": "2,290,000", "status": "Achieved", "target_source_url": "http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf", "target_source_page": 29, "result_source_url": "http://www.harbourtrust.gov.au/media/ag2homrj/sydney-harbour-federation-trust-annual-report-2024-25.pdf", "result_source_page": 29 }, { "code": "CCE07", "measure": "Annual revenue", "target": "$24 million or more", "latest_result": "$24 million", "status": "Achieved", "target_source_url": "http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf", "target_source_page": 29, "result_source_url": "http://www.harbourtrust.gov.au/media/ag2homrj/sydney-harbour-federation-trust-annual-report-2024-25.pdf", "result_source_page": 29 } ], "document_alignment_terms": { "must_support": [ "The Harbour Trust revitalises our sites through active remediation and vibrant community building. We share authentic stories that highlight our sites’ rich cultural, natural and h", "Extraordinary places on Sydney Harbour that excite and inspire.\nWe welcome everyone to connect, celebrate and respect the natural, cultural and historical significance of our place", "Protect, conserve, and interpret the environmental and heritage values of Trust land.", "Maximise public access to Trust land.", "Establish and manage suitable Trust land as a park on behalf of the Commonwealth as the national government.", "Co-operate with other Commonwealth bodies that have a connection with any Harbour land in managing that land.", "Co-operate with New South Wales, affected councils and the community in furthering the above objects.", "Raise revenue through our sites, and with our partners, funders and supporters to sustain our activities.", "Strive to be an employer of choice, with enabling systems and processes.", "For First Nations peoples, be a universal place of welcome supported by deep long-term trusting relationships, exchange of knowledge and enabling greater opportunity to be on Country." ], "watch_terms": [ "Electricity greenhouse gas emissions", "Net zero in Government Operations", "Commercial leasing vacancy rate", "Residential leasing occupancy rate", "Visitors to our websites", "Total visitors to our sites", "Annual revenue" ], "avoid_claiming_without_evidence": [] }, "review_note": "" }, "strategy_brief_md": "# Sydney Harbour Federation Trust — Strategy Brief\n\n**Reporting period**: 2024-2025\n**Corporate plan in force**: 2025-2029\n**Annual Report**: [2024-2025](http://www.harbourtrust.gov.au/media/ag2homrj/sydney-harbour-federation-trust-annual-report-2024-25.pdf)\n**Corporate Plan**: [2025-2029](http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf)\n\n## Vision\n\n> Extraordinary places on Sydney Harbour that excite and inspire.\nWe welcome everyone to connect, celebrate and respect the natural, cultural and historical significance of our places as we foster their ongoing renewal and care. [CP p.6](http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=6) [[CP p.6](http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=6)(http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=6)]\n\n## Our purpose / purposes\n\n> The Harbour Trust revitalises our sites through active remediation and vibrant community building. We share authentic stories that highlight our sites’ rich cultural, natural and heritage values. We build strong transparent partnerships with communities, funders and supporters. Our collaborative efforts strive to ensure impactful outcomes for Sydney Harbour’s environment and heritage. [CP p.6](http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=6) [[CP p.6](http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=6)(http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=6)]\n\n## How we deliver\n\n> We deliver our objectives and associated outcomes through our key activities: Steward our places, Welcome everyone, Build partnerships, Effective capabilities. [CP p.6](http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=6) [[CP p.6](http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=6)(http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=6)]\n\n## Government priorities for this department\n\n- Protect, conserve, and interpret the environmental and heritage values of Trust land. [[CP p.6](http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=6)(http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=6)]\n- Maximise public access to Trust land. [[CP p.6](http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=6)(http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=6)]\n- Establish and manage suitable Trust land as a park on behalf of the Commonwealth as the national government. [[CP p.6](http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=6)(http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=6)]\n- Co-operate with other Commonwealth bodies that have a connection with any Harbour land in managing that land. [[CP p.6](http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=6)(http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=6)]\n- Co-operate with New South Wales, affected councils and the community in furthering the above objects. [[CP p.6](http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=6)(http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=6)]\n- Raise revenue through our sites, and with our partners, funders and supporters to sustain our activities. [[CP p.6](http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=6)(http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=6)]\n- Strive to be an employer of choice, with enabling systems and processes. [[CP p.6](http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=6)(http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=6)]\n- For First Nations peoples, be a universal place of welcome supported by deep long-term trusting relationships, exchange of knowledge and enabling greater opportunity to be on Country. [[CP p.6](http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=6)(http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=6)]\n\n## Outcomes\n\n### Outcome 1: Steward our places\nExtraordinary places on Sydney Harbour that excite and inspire.\nThe Harbour Trust protects and manages a network of sites on Sydney Harbour. These places reveal our nation’s rich stories, their ongoing connection to First Nations history, provide examples of Australia’s first defence fortifications, as well as the nation’s colonial and industrial past. Many carry Commonwealth, National and World Heritage listings. They also provide critical links between the marine harbour habitat and the remnant bushland of Sydney. [AR p.14](http://www.harbourtrust.gov.au/media/ag2homrj/sydney-harbour-federation-trust-annual-report-2024-25.pdf#page=14) [[CP p.14](http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=14)(http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=14)]\n\n**Key activities:**\n- Steward our places\n- Welcome everyone\n- Build partnerships\n- Effective capabilities\n\n### Outcome 2: Welcome everyone\nWelcome everyone to connect, celebrate and respect the natural, cultural and historical significance of our places as we foster their ongoing renewal and care. [[CP p.14](http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=14)(http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=14)]\n\n**Key activities:**\n- Welcome everyone\n- Build partnerships\n- Effective capabilities\n\n### Outcome 3: Build partnerships\nThe Harbour Trust works collaboratively and in partnership with community organisations, partners, funders and supporters. Fostering such long-term relationships requires the Harbour Trust to be responsive, transparent and consistent in its discussions with stakeholders. These relationships and collaborations are important, as the Harbour Trust must currently raise all revenue required to carry out its heritage responsibilities and sustain its activities in operating the network of sites. [AR p.14](http://www.harbourtrust.gov.au/media/ag2homrj/sydney-harbour-federation-trust-annual-report-2024-25.pdf#page=14) [[CP p.14](http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=14)(http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=14)]\n\n**Key activities:**\n- Welcome everyone\n- Build partnerships\n- Effective capabilities\n\n### Outcome 4: Effective capabilities\nThe Harbour Trust is the sole member of the Sydney Harbour Foundation Management Ltd (previously known as the Sydney Harbour Conservancy Ltd) (ACN 141 006 975), see Appendix 1. [[CP p.14](http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=14)(http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=14)]\n\n**Key activities:**\n- Welcome everyone\n- Build partnerships\n- Effective capabilities\n\n## Values and principles\n\n_None_\n\n- Being constructive\n- Collaboration is key\n- Caring for country mindset\n- We are ambassadors\n- Innovation mindset\n\n## What they will measure themselves on this year (targets from 2025-2029 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| CCE01 | Electricity greenhouse gas emissions | Carbon neutral by 2030 | [CP p.30](http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=30)(http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=30) |\n| CCE02 | Net zero in Government Operations | Net zero by 2030 | [CP p.31](http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=31)(http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=31) |\n| CCE03 | Commercial leasing vacancy rate | 8% or less | [CP p.27](http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=27)(http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=27) |\n| CCE04 | Residential leasing occupancy rate | 98% or more | [CP p.32](http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=32)(http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=32) |\n| CCE05 | Visitors to our websites | 538,292 or more | [CP p.29](http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=29)(http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=29) |\n| CCE06 | Total visitors to our sites | 2.29 million or more | [CP p.29](http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=29)(http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=29) |\n| CCE07 | Annual revenue | $24 million or more | [CP p.29](http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=29)(http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf#page=29) |\n\n## How they performed last year (results from 2024-2025 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| CCE01 | Electricity greenhouse gas emissions | 783 t CO2-e | Not achieved | [AR p.30](http://www.harbourtrust.gov.au/media/ag2homrj/sydney-harbour-federation-trust-annual-report-2024-25.pdf#page=30)(http://www.harbourtrust.gov.au/media/ag2homrj/sydney-harbour-federation-trust-annual-report-2024-25.pdf#page=30) |\n| CCE02 | Net zero in Government Operations | Not applicable | Not achieved | [AR p.31](http://www.harbourtrust.gov.au/media/ag2homrj/sydney-harbour-federation-trust-annual-report-2024-25.pdf#page=31)(http://www.harbourtrust.gov.au/media/ag2homrj/sydney-harbour-federation-trust-annual-report-2024-25.pdf#page=31) |\n| CCE03 | Commercial leasing vacancy rate | 8% | Achieved | [AR p.32](http://www.harbourtrust.gov.au/media/ag2homrj/sydney-harbour-federation-trust-annual-report-2024-25.pdf#page=32)(http://www.harbourtrust.gov.au/media/ag2homrj/sydney-harbour-federation-trust-annual-report-2024-25.pdf#page=32) |\n| CCE04 | Residential leasing occupancy rate | 98% | Achieved | [AR p.32](http://www.harbourtrust.gov.au/media/ag2homrj/sydney-harbour-federation-trust-annual-report-2024-25.pdf#page=32)(http://www.harbourtrust.gov.au/media/ag2homrj/sydney-harbour-federation-trust-annual-report-2024-25.pdf#page=32) |\n| CCE05 | Visitors to our websites | 518,540 | Partially achieved | [AR p.30](http://www.harbourtrust.gov.au/media/ag2homrj/sydney-harbour-federation-trust-annual-report-2024-25.pdf#page=30)(http://www.harbourtrust.gov.au/media/ag2homrj/sydney-harbour-federation-trust-annual-report-2024-25.pdf#page=30) |\n| CCE06 | Total visitors to our sites | 2,290,000 | Achieved | [AR p.29](http://www.harbourtrust.gov.au/media/ag2homrj/sydney-harbour-federation-trust-annual-report-2024-25.pdf#page=29)(http://www.harbourtrust.gov.au/media/ag2homrj/sydney-harbour-federation-trust-annual-report-2024-25.pdf#page=29) |\n| CCE07 | Annual revenue | $24 million | Achieved | [AR p.29](http://www.harbourtrust.gov.au/media/ag2homrj/sydney-harbour-federation-trust-annual-report-2024-25.pdf#page=29)(http://www.harbourtrust.gov.au/media/ag2homrj/sydney-harbour-federation-trust-annual-report-2024-25.pdf#page=29) |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Sydney Harbour Federation Trust - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T21:58:48.833745+00:00\n**Entity ID**: O-000849\n**Entity type**: Corporate Commonwealth Entity\n**Jurisdiction**: Commonwealth\n**Portfolio**: Climate Change, Energy, the Environment and Water\n**Website**: http://www.harbourtrust.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 | 1 |\n| global-intelligence | 3 |\n| other-pdfs | 5 |\n| pages | 9 |\n| strategies | 4 |\n\n## Executive Readout\n\n### Purpose\n\n- Vision and purpose 6\nWe acknowledge that Sydney Harbour is a living cultural\nI am honoured to present the Sydney Harbour Federation Trust\nlandscape where over 20,000 years of First Nations connection Operational mission 7\nCorporate Plan for 2025 to 2029, which outlines our strategic\nand knowledge intertwine with our shared history.\n Source: `corporate-plans/2025.pdf (http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf)`\n- 8\nHARBOUR TRUST OVERVIEW ....................................................................................................................10\nOur Purpose .....................................................................................................................................................................10\nVision ...............................................................................................................................................................................10\nMission .............................................................................................................................................................................10\nValues ..............................................................................................................................................................................10\n Source: `annual-reports/2020-21.pdf (http://www.harbourtrust.gov.au/media/4337/ht-annual-report-2020-2021.pdf)`\n- 94\n72, 113 Sydney Harbour Federation Trust Amendment Act 2021\nNSW National Parks and Wildlife Service (NPWS) 24, 18, 50\n25, 27, 72 Sydney Harbour Foundation Management 11, 13, 88, 90,\n108, 109, 114\nO\nT\nObjectives 10\nOperations 6, 18, 44, 50, 72, 108 Tenants 6, 41, 44, 49, 60, 63, 65, 72, 76, 87, 91, 102,\n112, 113\nOrganisational structure 11, 114\nTendering 46\nP\nTorpedo Factory Renewal Project 6, 20, 23, 24, 25, 26,\nPartnerships 53, 60 27, 54, 55, 113\nPhotovoltaic arrays 30 Tours 33, 36\nPortfolio Audit Committee 7, 44, 45, 46, 49, 69, 70, 73 V\nProcurement 20, 46, 57, 59, 66, 68\nVenue hire 42, 65, 73\nProject Control Group 24, 66, 68\nVision 19, 25, 26, 53, 60, 63\nProject Governance 68\nVisitor experience 60, 72\nPublic Governance, Performance and Accountability Act\nVolunteers 22, 38, 62, 93\n2013 3, 46, 52, 69, 82, 88, 117\nPublic Interest Disclosure 49 W\n Source: `annual-reports/2020-21.pdf (http://www.harbourtrust.gov.au/media/4337/ht-annual-report-2020-2021.pdf)`\n- [Page 4]\nOperational Mission\nStrategy for empowering\nTo establish a clear connection between our overarching vision,\npurpose, target outcome and the more tangible daily operational First Nations peoples and\ntasks, we have formulated and implemented an operational\ncommunities\nmission comprised of eight fundamental tenets:\nThe Harbour Trust has established this three-year strategy\n1.\n Source: `corporate-plans/2025.pdf (http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf)`\n\n### Role and Functions\n\n- [Page 23]\nW E L C O M E E V E R Y O N E\nPerformance management\nRESPONSIBILITY / PRIORITY ACTION STATUS / 2021-22 PERFORMANCE\nCriterion source\nDirector, Marketing & Visitor Experience Achieved\n• Program 1.1, 2021-22 Portfolio Budget Statements – Agriculture, Water and the Environment, p.\n Source: `annual-reports/2021-22.pdf (http://www.harbourtrust.gov.au/media/1xzj41zr/ht-annual-report-2021-22.pdf)`\n- FUNCTIONS\nThe Harbour Trust has determined the functions of the Committee as set out in this charter, in SYSTEM(S) OF RISKS OVERSIGHT MANAGEMENT AND REPORTING\ncompliance with subsection 45(2) of the PGPA Act and subsections 17(1) and 17(2) of the Public The Committee will review and provide advice on the appropriateness of the Harbour Trust’s:\nGovernance, Performance and Accountability Rule 2014 (the Rule).\n• enterprise risk management policy framework and the necessary internal controls for the\nThe Committee reviews the appropriateness of the following for the Harbour Trust: effective identification and management of the Harbour Trust’s risks, as required by Section 16\n• financial reporting of the PGPA Act\n• performance reporting • approach to managing the Harbour Trust’s key risks\n Source: `annual-reports/2022-23.pdf (http://www.harbourtrust.gov.au/media/3stnahob/sydney-harbour-federation-trust-annual-report-2022-23.pdf)`\n- [Page 18]\nS T E W A R D O U R P L A C E S\nPerformance criterion\nRESPONSIBILITY / PRIORITY ACTION STATUS / ANNUAL PERFORMANCE\nExecutive Director / Director, Assets Achieved\nCriterion source\nand Parklands\n• P rogram 1.1, 2024–25 Portfolio Budget Statements – Climate Change, Energy, the Environment and\n3.\n Source: `annual-reports/2024-25.pdf (http://www.harbourtrust.gov.au/media/ag2homrj/sydney-harbour-federation-trust-annual-report-2024-25.pdf)`\n- Examples questions about the overall visitor experience\nour Stakeholder Engagement Strategy, which has\n0\nof built assets that are considered to be in use or at Cockatoo Island / Wareamah, Headland Park\n2018-19 2019-20 2020-21 2021-22 2022-23 proven instrumental in guiding critical stakeholder\nhave the potential to be in active use include those and North Head Sanctuary, as measured in\nconsultation projects throughout the reporting\nleased by tenants and those available for public visitor surveys.\nperiod and; lastly the implementation of our\nThe Harbour Trust has consistently emphasised\nevents and hire including the Turbine Shop on\nupdated leasing policy, enhancing governance,\nthe requirement for collaboration with Volunteer hours\nCockatoo Island / Wareamah.\naccountability and transparency for tenant\nstakeholders to achieve it objectives, fostering a\n Source: `annual-reports/2022-23.pdf (http://www.harbourtrust.gov.au/media/3stnahob/sydney-harbour-federation-trust-annual-report-2022-23.pdf)`\n- 28. has been completed.\nour movable cultural heritage.\n• Successful recruitment of the new Head of Curatorial, Research\nResults against performance criterion\nand Production role in Q4 with responsibility to take ownership of\nThe Harbour Trust’s 2024–2028 Corporate Plan set the following strategic goals for this the collections management policy and collection development\nincluding the CMS.\nmanagement metric:\nChief Operating and Financial Officer Partially achieved\nSTRATEGIC GOALS 5.\n Source: `annual-reports/2024-25.pdf (http://www.harbourtrust.gov.au/media/ag2homrj/sydney-harbour-federation-trust-annual-report-2024-25.pdf)`\n- SYSTEMS OF INTERNAL CONTROL\nAUTHORITY\nThe Committee will review and provide advice on the appropriateness of the Harbour Trust’s internal\nThe Harbour Trust authorises the Committee, within the scope of its role and responsibility, to:\ncontrol framework, including:\n• obtain information from any official, employee or external party (subject to legal obligation to\n• management’s approach to maintaining an effective internal control framework, relevant protect information)\npolicies and procedures and legislative compliance, security posture and business continuity\n• discuss any matters with internal or external auditors (subject to confidentiality\nand disaster recovery, internal audit coverage, and external scrutineers, including reviewing\nconsiderations)\nthe implementation of agreed recommendations from Australian National Audit Office (ANAO)\n Source: `annual-reports/2024-25.pdf (http://www.harbourtrust.gov.au/media/ag2homrj/sydney-harbour-federation-trust-annual-report-2024-25.pdf)`\n\n### Strategic Priorities\n\n- Collectively these key activities ensure all priority\nIn our opinion, the information presented in the annual performance statements:\nactions and measures contribute to achieving our purpose and performance information as published\n• accurately presents the Harbour Trust’s performance in the year ending 30 June 2023 against in the Portfolio Budget Statements 2022–23 and the Corporate Plan 2022–2026.\nthe performance criteria detailed in the 2022–2026 Corporate Plan.\n Source: `annual-reports/2022-23.pdf (http://www.harbourtrust.gov.au/media/3stnahob/sydney-harbour-federation-trust-annual-report-2022-23.pdf)`\n- Collectively these key activities ensure all priority\nactions and measures contribute to achieving our purpose and performance information as published\n23 September 2024\nin the Portfolio Budget Statements (PBS) 2023–24 and the Corporate Plan 2023–2027.\n Source: `annual-reports/2023-24.pdf (http://www.harbourtrust.gov.au/media/yotpdw02/sydney-harbour-federation-trust-annual-report-2023-24.pdf)`\n- Collectively these key activities ensure all priority actions\nChair\nand measures contribute to achieving our purpose and performance information as published in the\n25 September 2025 Portfolio Budget Statements 2024–25 and the Corporate Plan 2024–2028.\n Source: `annual-reports/2024-25.pdf (http://www.harbourtrust.gov.au/media/ag2homrj/sydney-harbour-federation-trust-annual-report-2024-25.pdf)`\n- The 2025–2029 Corporate Plan further develops and identifying:\nembeds this commitment in our operations.\n• priority actions under each of the four key activities\nOur 2025–26 priority actions\nPerformance framework • performance measures that reflect the outcome these\nactivities are intended to achieve\nPerformance reporting requirements are part of the\n• targets for each performance measure to assess\nCommonwealth Performance Framework established by the\nachievements over time, and Management\nPublic Governance, Performance and Accountability Act 2013.\n Source: `corporate-plans/2025.pdf (http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf)`\n- [Page 15]\nH A R B O U R T R U S T K E Y A C T I V I T I E S\n2 Establishing long-term master plans for Cockatoo Island / Wareamah and\nNorth Head Sanctuary, and Middle Head / Gubbuh Gubbuh\nDuring 2022–23, the Harbour Trust key activities and deliverables were underpinned by four\nDuring the reporting period of 2022–23, For North Head Sanctuary, a significant milestone\nspecific initiatives;\nsignificant progress has been made in is scheduled for September 2023 with the draft\nestablishing long-term plans for our key sites. master plan due for public exhibition.\n Source: `annual-reports/2022-23.pdf (http://www.harbourtrust.gov.au/media/3stnahob/sydney-harbour-federation-trust-annual-report-2022-23.pdf)`\n- [Page 14]\nT H E Y E A R I N F O C U S\nDuring 2023–24, the Harbour Trust key activities and deliverables were underpinned by four\nspecific initiatives;\nExecuting the $45.2 million Completing master plans for\n1 2\nCommonwealth funded Cockatoo Island / Wareamah,\ninfrastructure renewal program North Head Sanctuary and\nMiddle Head / Gubbuh Gubbuh\nIn 2023–24, the Australian Government allocated\n$45.2 million to the Sydney Harbour Federation Trust Draft master plans were completed for three\n(Harbour Trust) to address a critical backlog of repair major sites, providing high-level guidance for Torpedo Factory Precinct at Sub Base Platypus, North Sydney.\n Source: `annual-reports/2023-24.pdf (http://www.harbourtrust.gov.au/media/yotpdw02/sydney-harbour-federation-trust-annual-report-2023-24.pdf)`\n- O U R 2 0 2 5 – 2 6 P R I O R I T Y A C T I O N S\nThe Harbour Trust’s priority actions under each key activity are on the following pages.\n Source: `corporate-plans/2025.pdf (http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf)`\n- Grow financially viable events and increase revenue while ensuring alignment with our vision and the heritage and Methodology: The total number of international visitors, expressed as a percentage of total visitors (domestic and international combined), is determined by following\n6\nthese steps:\nenvironmental values of our sites.\n• Total number of international respondents to our visitor, stay, tour and events/programming surveys for the relevant quarter\n• Plus total number of international customers in the ticketing system for the relevant quarter\nPosition our short-term accommodation as a competitive and distinctive offering in the marketplace — maximising • Plus total number of international customers in the accommodation booking system for the relevant quarter\n7\nappeal through unique heritage settings and quality guest experience. • Divided by total visitors for the relevant quarter\n Source: `corporate-plans/2025.pdf (http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf)`\n- Chair Mr Kevin McCann AO SYDNEY HARBOUR\nFEDERATION TRUST\nRequirement PGPA Rule 2014 Reference Page(s)\nDirector Ms Sandra Hook\nSYDNEY HARBOUR Introduction\nFOUNDATION LTD\nDirector Ms Jessica Keen\n• Statement of preparation\n16E (2) 2\n• Reporting period for which the plan is prepared\nDirector Ms Janet Carding\n• Reporting periods covered by the plan\nCOMPANY\nDIRECTORS\nCompany Secretary Mr Simon Allington-Lodge SECRETARY Purposes\n• PBS 16E (2) 4,6\n• Any enabling or other relevant legislation\nKey activities 16E (2) 2, 22–29\nOperating context\n• Environment\n• Capability\n16E (2) 8–15, 38\n• Risk oversight and management\n• Cooperation\n• Subsidiaries\nPerformance measures and reporting targets 16E (2) 23, 25, 27, 29\nReporting changes to performance measures 16E (2) 18\n38 | Sydney Harbour Federation Trust Corporate Plan 2025–2029 | 39\n Source: `corporate-plans/2025.pdf (http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf)`\n- [Page 59]\n2.0\n1.5\n1.0\n0.5\n0\n2016-17 2017-18 2018-19 2019-20 2020-21\nsnoilliM\nAnalysis of performance Where on-site access, tours and events were\nappropriate and safe, these programmes were\nThe Harbour Trust achieved three of the four\ncontinued in compliance with the required\n2020–21 Priority Actions set for this criterion.\nprotocols for COVID-19 infection control.\n Source: `annual-reports/2020-21.pdf (http://www.harbourtrust.gov.au/media/4337/ht-annual-report-2020-2021.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- [Page 51]\nA N N U A L P E R F O R M A N C E S TAT E M E N T S\nKey performance measures\n2023–24 2024–25 2024–25 2023–24 2024–25 2024–25\nPERFORMANCE MEASURE (1.1) OUTCOME PERFORMANCE MEASURE (1.2) OUTCOME\nACTUAL TARGET ACTUAL ACTUAL TARGET ACTUAL\n% of our land open to the public 90% 90% 90% Achieved % of our built assets in active use 79% 79% 78% Partially achieved\nMeasure link: Measure link:\nIntended result/s: 1, 3 Intended result/s: 2, 5\nMeasure type: Output and efficiency Measure type: Output and efficiency\nTolerances: Tolerances:\nAchieved: Measured result is equal to or greater than the stated target number in the relevant year.\n Source: `annual-reports/2024-25.pdf (http://www.harbourtrust.gov.au/media/ag2homrj/sydney-harbour-federation-trust-annual-report-2024-25.pdf)`\n- [Page 54]\nA N N U A L P E R F O R M A N C E S TAT E M E N T S\n2023–24 2024–25 2024–25\nPERFORMANCE MEASURE (2.3) OUTCOME\nACTUAL TARGET ACTUAL\nInternational visitors 1.6% 2% 2% Achieved\n2023–24 2024–25 2024–25\nPERFORMANCE MEASURE (2.2) OUTCOME\nACTUAL TARGET ACTUAL\nMeasure link: Intended result/s: 1,2,6\nMeasure type: Effectiveness\nInterstate visitors 5.4% 6% 5% Partially achieved\nTolerances:\nAchieved: Measured result is equal to or greater than the stated target number in the relevant year\nMeasure link: Intended result/s: 1, 2, 6\nPartially achieved: Measured result is no more than one percentage point below the stated target number in the relevant year.\n Source: `annual-reports/2024-25.pdf (http://www.harbourtrust.gov.au/media/ag2homrj/sydney-harbour-federation-trust-annual-report-2024-25.pdf)`\n- 2023–24 2024–25 2024–25\nPERFORMANCE MEASURE (2.4) OUTCOME\nACTUAL TARGET ACTUAL\nExtent of parkland advocacy and loyalty\n67 67 67 Achieved\namongst visitors (Net promoter score)\nMeasure link: Intended result/s: 3,4,5\nMeasure type: Output\nTolerances:\nAchieved: Measured result is equal to or greater than the stated target number in the relevant year\nPartially achieved: Measured result is no more than one percentage point below the stated target number in the relevant year.\n Source: `annual-reports/2024-25.pdf (http://www.harbourtrust.gov.au/media/ag2homrj/sydney-harbour-federation-trust-annual-report-2024-25.pdf)`\n- [Page 54]\nA N N U A L P E R F O R M A N C E S TAT E M E N T S\n2022–23 2023–24 2023–24\nPERFORMANCE MEASURE (1.4) OUTCOME\nACTUAL TARGET ACTUAL\n2022–23 2023–24 2023–24\nPERFORMANCE MEASURE (1.3) OUTCOME Leasing revenue $14m $14m $14.8m Achieved\nACTUAL TARGET ACTUAL\nMeasure link:\nVisitor satisfaction with the public domain n/a >90% 94% Achieved\nIntended result/s: 6\nPriority action/s: 9\nMeasure link:\nIntended result/s: 3 Measure type: Output\nPriority action/s: 1, 4 Tolerances:\nMeasure type: Efficiency Achieved: measured result is equal to or great er than the stated target number in the relevant year.\n Source: `annual-reports/2023-24.pdf (http://www.harbourtrust.gov.au/media/yotpdw02/sydney-harbour-federation-trust-annual-report-2023-24.pdf)`\n- Percent of employees with effective\npersonal development plans linked to the 90% 100% 94% Not achieved\ncorporate plan\nMeasure link:\nIntended result/s: 1\nPriority action/s: 1, 2\nMeasure type: Output\nTolerances:\nAchieved: Measured result is equal to or greater than the stated target number in the relevant year.\n Source: `annual-reports/2023-24.pdf (http://www.harbourtrust.gov.au/media/yotpdw02/sydney-harbour-federation-trust-annual-report-2023-24.pdf)`\n- [Page 52]\nA N N U A L P E R F O R M A N C E S TAT E M E N T S\n2023–24 2024–25 2024–25 2023–24 2024–25 2024–25\nPERFORMANCE MEASURE (1.3) OUTCOME PERFORMANCE MEASURE (1.4) OUTCOME\nACTUAL TARGET ACTUAL ACTUAL TARGET ACTUAL\nVisitor satisfaction with the parklands, Leasing revenue $14.8M $14M $15M Achieved\nincluding its public amenities, facilities 94% >90% 92% Achieved\nand attractions Measure link: Intended result/s: 5\nMeasure type: Efficiency\nMeasure link: Intended result/s: 3, 4\nTolerances:\nMeasure type: Output Achieved: measured result is equal to, or greater than the stated target number in the relevant year.\n Source: `annual-reports/2024-25.pdf (http://www.harbourtrust.gov.au/media/ag2homrj/sydney-harbour-federation-trust-annual-report-2024-25.pdf)`\n- [Page 56]\nA N N U A L P E R F O R M A N C E S TAT E M E N T S\n2023–24 2024–25 2024–25 2023–24 2024–25 2024–25\nPERFORMANCE MEASURE (3.1) OUTCOME PERFORMANCE MEASURE (3.2) OUTCOME\nACTUAL TARGET ACTUAL ACTUAL TARGET ACTUAL\nNumber of volunteer hours 20,837 17,750 20,003 Achieved Number of significant, multi-year cultural,\n11 12 12 Achieved\nenvironmental and heritage partners\nMeasure link: Intended result/s: 2\nMeasure link: Intended result/s: 1, 3, 4, 5, 6\nMeasure type: Output\nMeasure type: Output\nTolerances:\nTolerances:\nAchieved: Measured result is equal to or greater than the stated target number in the relevant year.\n Source: `annual-reports/2024-25.pdf (http://www.harbourtrust.gov.au/media/ag2homrj/sydney-harbour-federation-trust-annual-report-2024-25.pdf)`\n- [Page 59]\nA N N U A L M A N A G E M E N T M E T R I C S\n2023–24 2024–25 2024–25 2023–24 2024–25 2024–25\nMANAGEMENT METRIC (4.2) OUTCOME MANAGEMENT METRIC (4.3) OUTCOME\nACTUAL TARGET ACTUAL ACTUAL TARGET ACTUAL\nPercent of employees with effective Employee engagement survey responses\npersonal development plans linked to the 94% 100% 97% Partially achieved to two key safety culture questions:\ncorporate plan\n1) We have a proactive safety culture that\n91% 85% 80% Partially achieved\nidentifies and\nMeasure link: Intended result/s: 2\nMeasure type: Efficiency 2) I am encouraged to raise safety\nTolerances: concerns and these are listened to and 89% 90% 87% Partially achieved\nAchieved: Measured result is equal to or greater than the stated target number in the relevant year. acted on.\n Source: `annual-reports/2024-25.pdf (http://www.harbourtrust.gov.au/media/ag2homrj/sydney-harbour-federation-trust-annual-report-2024-25.pdf)`\n- [Page 60]\n2023–24 2024–25 2024–25\nMANAGEMENT METRIC (4.4) OUTCOME\nACTUAL TARGET ACTUAL\nCorrective action completions N/A 100% 84% Not achieved\nMeasure link: Intended result/s: 2\nMeasure type: Effectiveness\nTolerances:\nAchieved: Measured result is equal to or greater than the stated target number in the relevant year.\n Source: `annual-reports/2024-25.pdf (http://www.harbourtrust.gov.au/media/ag2homrj/sydney-harbour-federation-trust-annual-report-2024-25.pdf)`\n- [Page 38]\nA N N U A L P E R F O R M A N C E S TAT E M E N T S\nPERFORMANCE MEASURES 2021–22 ACTUAL 2022–23 TARGET 2022–23 ACTUAL\nIn 2022–23 the Harbour Trust achieved 5 of the 7 performance measure targets outlined in the\nVisitor satisfaction with the public domain 82% >90% 87%\nCorporate Plan.\n Source: `annual-reports/2022-23.pdf (http://www.harbourtrust.gov.au/media/3stnahob/sydney-harbour-federation-trust-annual-report-2022-23.pdf)`\n- Key performance measures\nAnalysis of performance\nPERFORMANCE MEASURES 2021–22 ACTUAL 2022–23 TARGET 2022–23 ACTUAL\nThe Harbour Trust achieved 2 of the 3 key performance measure targets.\n% of our land open to the public 90% 90% 90% The Harbour Trust has been able to maintain its land open and assets in active use performance\nthroughout the period by carrying out the necessary backlog capital works program.\n Source: `annual-reports/2022-23.pdf (http://www.harbourtrust.gov.au/media/3stnahob/sydney-harbour-federation-trust-annual-report-2022-23.pdf)`\n- [Page 59]\nA N N U A L P E R F O R M A N C E S TAT E M E N T S Key performance measures\nIntended result 2022–23 2023–24 2023–24\nPERFORMANCE MEASURE (4.1) OUTCOME\nACTUAL TARGET ACTUAL\n1.\n Source: `annual-reports/2023-24.pdf (http://www.harbourtrust.gov.au/media/yotpdw02/sydney-harbour-federation-trust-annual-report-2023-24.pdf)`\n- [Page 60]\nA N N U A L P E R F O R M A N C E S TAT E M E N T S\n2022–23 2023–24 2023–24\nPERFORMANCE MEASURE (4.3) OUTCOME\nACTUAL TARGET ACTUAL\n2022–23 2023–24 2023–24\nPERFORMANCE MEASURE (4.2) OUTCOME Have we met our program for compliance Baseline\nACTUAL TARGET ACTUAL n/a n/a Met\nchecks? established\nPercentage of permit applications\nBaseline Measure link:\nprocessed within the Harbour Trust’s n/a n/a 100%\nestablished Intended result/s: 2\nspecified time frames\nPriority action/s: 3\nMeasure link: Measure type: Efficiency\nIntended result/s: 2 Tolerances: Not applicable for baseline year.\n Source: `annual-reports/2023-24.pdf (http://www.harbourtrust.gov.au/media/yotpdw02/sydney-harbour-federation-trust-annual-report-2023-24.pdf)`\n- Measure link:\nIntended result/s: 1, 4\nKey management metrics Priority action/s: 1, 5\nMeasure type: Effectiveness\n2022–23 2023–24 2023–24 Tolerances:\nMANAGEMENT METRIC (MM5.1) OUTCOME Achieved: Measured result is equal to or greater than the stated target number in the relevant year.\n Source: `annual-reports/2023-24.pdf (http://www.harbourtrust.gov.au/media/yotpdw02/sydney-harbour-federation-trust-annual-report-2023-24.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $45.2 million, 45.2 million | A core function of the\naddress the asset maintenance backlog, PCG is monitoring and controlling risk, scope,\nundertake annual routine and reactive and budget while ensuring active community\nmaintenance and renewal of assets, maintaining engagement, and best practice consultation.\nassets in a condition that will support delivery The PCG oversees the $45.2 million capital works\nof the existing services. projects funded by Australian Government,\ntog | `annual-reports/2023-24.pdf (http://www.harbourtrust.gov.au/media/yotpdw02/sydney-harbour-federation-trust-annual-report-2023-24.pdf)` |\n| $40.6m | 1.3 Revenue from Government\nFollowing a key finding of the Independent Review of the Harbour Trust, the Government provided $40.6m in funding\nfor the Harbour Trust in the 2021 budget (October 2020) to be delivered over four years from 2020-21. | `annual-reports/2020-21.pdf (http://www.harbourtrust.gov.au/media/4337/ht-annual-report-2020-2021.pdf)` |\n| $40.6m | Total cash used (18,308) (17,529) (18,842)\n1.3 Revenue from Government\nNet cash from/(used by) operating activities (865) 16,511 63\nFollowing a key finding of the Independent Review of the Harbour Trust, the Government provided $40.6m in funding\nINVESTING ACTIVITIES for the Harbour Trust in the 2021 budget (October 2020) to be delivered over four years from 2020-21. | `annual-reports/2021-22.pdf (http://www.harbourtrust.gov.au/media/1xzj41zr/ht-annual-report-2021-22.pdf)` |\n| $82 million, $21.4 million, $23 million, $37.6 million, $3 million, 82 million | Since 2019, the Government has made over $82 million in funding available to the Harbour Trust\nfor works up to 2024 to support the remediation, activation and storytelling of sites, and financial\nsustainability.\n• $21.4 million for Sub-Base Platypus and 10 Terminal (2019-20 Budget)\n• $23 million for High Priority Repair works and COVID relief (2020 Review), and\n• $37.6 million for priority repairs (2020-21 Budget)\n• $3 million for master plans fo | `annual-reports/2021-22.pdf (http://www.harbourtrust.gov.au/media/1xzj41zr/ht-annual-report-2021-22.pdf)` |\n| $0.2 million, $2.3 million, 0.2 million, 2.3 million | Similarly, while accommodation revenue fell $0.2 million short of its $2.3 million target, it marked a\nCriterion source significant improvement from previous years, with the highest earnings on record since 2017–18. | `annual-reports/2022-23.pdf (http://www.harbourtrust.gov.au/media/3stnahob/sydney-harbour-federation-trust-annual-report-2022-23.pdf)` |\n| $42.5 million, 42.5 million | In FY2025, the Sydney Harbour Federation Trust had higher employee benefits than budget due to the approval of additional staff levels tied to\nthe $42.5 million maintenance and infrastructure repairs funding for FY2024 and FY2025. | `annual-reports/2024-25.pdf (http://www.harbourtrust.gov.au/media/ag2homrj/sydney-harbour-federation-trust-annual-report-2024-25.pdf)` |\n| $53.697m, $52.592m | Impairment allowance for obsolete stock (48) -\nTotal inventories 27 54\nDerecognition\nAn item of infrastructure, plant and equipment is derecognised upon disposal or when no further future economic During the 2022 year no inventory held for distribution was recognised as an expense (2021: nil).\nbenefits are expected from its use or disposal\nAccounting Policy\nHeritage and Collection Assets\nInventories held for sale are valued at the lower of cost a | `annual-reports/2021-22.pdf (http://www.harbourtrust.gov.au/media/1xzj41zr/ht-annual-report-2021-22.pdf)` |\n| $14m, $14.8m | [Page 54]\nA N N U A L P E R F O R M A N C E S TAT E M E N T S\n2022–23 2023–24 2023–24\nPERFORMANCE MEASURE (1.4) OUTCOME\nACTUAL TARGET ACTUAL\n2022–23 2023–24 2023–24\nPERFORMANCE MEASURE (1.3) OUTCOME Leasing revenue $14m $14m $14.8m Achieved\nACTUAL TARGET ACTUAL\nMeasure link:\nVisitor satisfaction with the public domain n/a >90% 94% Achieved\nIntended result/s: 6\nPriority action/s: 9\nMeasure link:\nIntended result/s: 3 Measure type: Output\nPriority a | `annual-reports/2023-24.pdf (http://www.harbourtrust.gov.au/media/yotpdw02/sydney-harbour-federation-trust-annual-report-2023-24.pdf)` |\n| $14.8M, $14M, $15M | [Page 52]\nA N N U A L P E R F O R M A N C E S TAT E M E N T S\n2023–24 2024–25 2024–25 2023–24 2024–25 2024–25\nPERFORMANCE MEASURE (1.3) OUTCOME PERFORMANCE MEASURE (1.4) OUTCOME\nACTUAL TARGET ACTUAL ACTUAL TARGET ACTUAL\nVisitor satisfaction with the parklands, Leasing revenue $14.8M $14M $15M Achieved\nincluding its public amenities, facilities 94% >90% 92% Achieved\nand attractions Measure link: Intended result/s: 5\nMeasure type: Efficiency\nMeasur | `annual-reports/2024-25.pdf (http://www.harbourtrust.gov.au/media/ag2homrj/sydney-harbour-federation-trust-annual-report-2024-25.pdf)` |\n\n## Key Achievements\n\n- [Page 14]\nR E C O N C I L I AT I O N\nRAP implementation: 2021–22 highlights S T E W A R D O U R P A R K L A N D S\n• Dual naming of Cockatoo Island / Wareamah approved by the Geographic Names Board and\npublished in the NSW Gazette on the 30 July 2021.\n• Established the Harbour Trust First Nations Guiding Principles, a set of principles developed with\nFirst Nations stakeholders to support engagement at all levels of our activities.\n• Harbour Trust hosted a Family Day at Headland Park as part of the Gai-mariagal Festival for National\nReconciliation Week.\n• Development and implemented a cultural awareness eLearning module made mandatory for all staff.\n• Exceeded our targets for engaging First Nations owned enterprises.\n• Development and implemented our First Nations Procurement strategy.\n• Expanded our recruitment drive for a senior First Nations staff member, with a focus on enhancing\n Source: `annual-reports/2021-22.pdf (http://www.harbourtrust.gov.au/media/1xzj41zr/ht-annual-report-2021-22.pdf)`\n- [Page 88]\nRegulation 10.03F Report about review of heritage strategy (Act s.341ZA)\nLegislation Comment\nFor subsection 341ZA (6) of the Act, a report about\nthe review of a Commonwealth agency heritage\nstrategy must include the following:\n(a) an outline of consultation undertaken with See Review Report\nrelevant stakeholders in the review process;\n(b) a summary of the agency’s achievements See Review Report\nagainst its objectives for management of its\nheritage places;\n(c) an evaluation of the success of each of the See Review Report\nmatters included in a Commonwealth agency\nheritage strategy in achieving the identification,\nprotection, conservation and presentation of\nCommonwealth Heritage values;\n(d) an update on the extent to which the See Review Report\nidentification and assessment of\nCommonwealth Heritage values of all agency\nproperty has been achieved, and the values\n Source: `strategies/heritage-strategy.pdf (http://www.harbourtrust.gov.au/media/ki2lno2u/heritage-strategy.pdf)`\n- [Page 20]\nR E C O N C I L I AT I O N\nRAP implementation: 2020–21 highlights\n• The Aboriginal and Torres Strait Islander • While development of the First Nations\nAdvisory Group met three times and attended procurement strategy is underway with the\ntwo out-of-session meetings to provide advice recent appointment of a Procurement Officer,\non key programs, place management and we have been able to achieve progress where\nengagement. the Torpedo Factory Renewal and 10 Terminal\n• The Terms of Reference for the RAP Working and Parklands procurement processes were\nGroup (RAPWG) were established and this amended to include further opportunities\ngroup met five times over 2020–21. for First Nations owned suppliers and First\nNations personnel.\n Source: `annual-reports/2020-21.pdf (http://www.harbourtrust.gov.au/media/4337/ht-annual-report-2020-2021.pdf)`\n- [Page 15]\nH A R B O U R T R U S T K E Y A C T I V I T I E S\n2 Establishing long-term master plans for Cockatoo Island / Wareamah and\nNorth Head Sanctuary, and Middle Head / Gubbuh Gubbuh\nDuring 2022–23, the Harbour Trust key activities and deliverables were underpinned by four\nDuring the reporting period of 2022–23, For North Head Sanctuary, a significant milestone\nspecific initiatives;\nsignificant progress has been made in is scheduled for September 2023 with the draft\nestablishing long-term plans for our key sites. master plan due for public exhibition.\n Source: `annual-reports/2022-23.pdf (http://www.harbourtrust.gov.au/media/3stnahob/sydney-harbour-federation-trust-annual-report-2022-23.pdf)`\n- The ERP is available on our website.\nquarter one 2024–25.\nfirst six months, with simpler procurement projects community day on 16 September 2023, attracting\nIn 2023–24, the Harbour Trust has implemented\ncompleted such as residential asset maintenance In June 2024, the Cockatoo Island / Wareamah a large turnout.\n Source: `annual-reports/2023-24.pdf (http://www.harbourtrust.gov.au/media/yotpdw02/sydney-harbour-federation-trust-annual-report-2023-24.pdf)`\n- Cockatoo Island / Wareamah volunteers have\ncompleted restoration of Travelling Steam Crane No 1, this remarkable\nachievement means that Harbour Trust are custodians of three working\nheritage steam cranes available for public programs at Cockatoo Island /\nWareamah.\n• During FY 2023–24 volunteer guides conducted 229 tours at North Head\nSanctuary and Headland Park, total of 1,635 people, generating $13,893\nin revenue.\n• FY 2023–24 total volunteer service hours were 20,837.\n Source: `annual-reports/2023-24.pdf (http://www.harbourtrust.gov.au/media/yotpdw02/sydney-harbour-federation-trust-annual-report-2023-24.pdf)`\n- Use recommendations from audience and • C ompleted website upgrades and commenced accommodation\nstorytime programming for a family audience.\nvisitor research to review and build brand website enhancements to improve user experience.\nprofile and improve visitor services • Delivered a record year school student attendance through the\n• North Head Sanctuary Visitor Centre updated with new signage,\nCockatoo Island / Wareamah education program.\ncollateral and improved layout\n• New storytelling visitor experiences for Cockatoo Island / Wareamah\n• New booking system implemented which improves staff efficiencies\nwere completed including interpretation in Tunnel 1, three new\nand the ease for visitors to book low impact experiences such as\naudio tours, a self-guided family tour booklet available in English\ntours and tennis courts across multiple locations.\n Source: `annual-reports/2024-25.pdf (http://www.harbourtrust.gov.au/media/ag2homrj/sydney-harbour-federation-trust-annual-report-2024-25.pdf)`\n- A learning plan was established across the 60%\norganisation and a review of HR policies\ncompleted including individual performance\n50%\n2016-17 2017-18 2018-19 2019-20 2020-21\nmanagement, with almost full compliance with\nthe Corporate Plan-aligned Personal Development\nPlan target.\n Source: `annual-reports/2020-21.pdf (http://www.harbourtrust.gov.au/media/4337/ht-annual-report-2020-2021.pdf)`\n- 1.3 Revenue from Government\nFollowing a key finding of the Independent Review of the Harbour Trust, the Government provided $40.6m in funding\nfor the Harbour Trust in the 2021 budget (October 2020) to be delivered over four years from 2020-21.\n Source: `annual-reports/2020-21.pdf (http://www.harbourtrust.gov.au/media/4337/ht-annual-report-2020-2021.pdf)`\n- Additionally the team delivered on-site historical\ninterpretation and visitor information to users through a mix of\nThe Harbour Trust’s 2021-2025 Corporate Plan set the following strategic goals to be achieved for interactive signs and AI technology.\nthis criterion: The Harbour Trust has executed media opportunities for the 20th\nAnniversary (SMH & 2GB), 10 News feature on the successful\nreintroduction of the Brown Antechinus to Sydney’s North Head\nSTRATEGIC GOALS Sanctuary, Channel 7Two segment filmed by Travel Oz with\nGreg Grainger exploring North Head Sanctuary and interview with\n1.\n Source: `annual-reports/2021-22.pdf (http://www.harbourtrust.gov.au/media/1xzj41zr/ht-annual-report-2021-22.pdf)`\n- 16. development of a Stakeholder Engagement\n25,000\nStrategy and Governance Framework to be\nKey Performance Measures 20,000 finalised and implemented in the first quarter of\n2022-23, and the implementation of the Harbour\n15,000\nPERFORMANCE MEASURES 2020-21 ACTUAL 2021-22 TARGET 2021-22 ACTUAL Trust First Nations Cultural Principles Guide.\n Source: `annual-reports/2021-22.pdf (http://www.harbourtrust.gov.au/media/1xzj41zr/ht-annual-report-2021-22.pdf)`\n- The Harbour Trust will investigate the potential for 10 Harbour Trust initiated the process of recruiting\nvolunteer hours completed for partner organisations to be integrated with the Volgistics system.\na senior First Nations staff member to provide\n8\nNumber of significant, multi-year cultural, leadership in delivering a range of First Nations\n10 10 10\nenvironmental and heritage partners 6 initiatives as well as enhance relationships with\nFirst Nations communities.\n Source: `annual-reports/2021-22.pdf (http://www.harbourtrust.gov.au/media/1xzj41zr/ht-annual-report-2021-22.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- Key performance measures\nPERFORMANCE MEASURE 2019–20 ACTUAL 2020–21 TARGET 2020–21 ACTUAL\n% of Accepted Audit Recommendations\n(through the PAC Internal Audit Program) 66% 90% 41%\nactioned within Agreed Timeframes\nSource Data – PAC Audit Actions Outstanding Report\nEmployee Engagement Survey Responses to\ntwo key safety culture questions:*\n(1) (Q75 from 2019 Survey) We have a\npro-active safety culture that identifies and\n86% n/a n/a\nmanages risks, and is responsive to my\nconcerns;\n(2) (Q76 from 2019 Survey) I am encouraged to\nraise safety concerns, and these are listened to 86% n/a n/a\nand acted on.\n Source: `annual-reports/2020-21.pdf (http://www.harbourtrust.gov.au/media/4337/ht-annual-report-2020-2021.pdf)`\n- Respond to key risks identified in the Partially Achieved\ncompleted audits and report to the Trust\nThe Harbour Trust reports to the Portfolio Audit Committee on the\nMembers and Portfolio Audit Committee\nstatus of action against audit recommendations quarterly.\n Source: `annual-reports/2020-21.pdf (http://www.harbourtrust.gov.au/media/4337/ht-annual-report-2020-2021.pdf)`\n- 94\n72, 113 Sydney Harbour Federation Trust Amendment Act 2021\nNSW National Parks and Wildlife Service (NPWS) 24, 18, 50\n25, 27, 72 Sydney Harbour Foundation Management 11, 13, 88, 90,\n108, 109, 114\nO\nT\nObjectives 10\nOperations 6, 18, 44, 50, 72, 108 Tenants 6, 41, 44, 49, 60, 63, 65, 72, 76, 87, 91, 102,\n112, 113\nOrganisational structure 11, 114\nTendering 46\nP\nTorpedo Factory Renewal Project 6, 20, 23, 24, 25, 26,\nPartnerships 53, 60 27, 54, 55, 113\nPhotovoltaic arrays 30 Tours 33, 36\nPortfolio Audit Committee 7, 44, 45, 46, 49, 69, 70, 73 V\nProcurement 20, 46, 57, 59, 66, 68\nVenue hire 42, 65, 73\nProject Control Group 24, 66, 68\nVision 19, 25, 26, 53, 60, 63\nProject Governance 68\nVisitor experience 60, 72\nPublic Governance, Performance and Accountability Act\nVolunteers 22, 38, 62, 93\n2013 3, 46, 52, 69, 82, 88, 117\nPublic Interest Disclosure 49 W\n Source: `annual-reports/2020-21.pdf (http://www.harbourtrust.gov.au/media/4337/ht-annual-report-2020-2021.pdf)`\n- [Page 32]\nR I S K O V E R S I G H T A N D M A N A G E M E N T\nFraud control Tendering and contracting Access and safety WHS statistics\nFraud control within the Harbour Trust is In 2021–22, the Harbour Trust conducted Risk management\nHAZARDS,\noverseen by the Members of the Trust, as well as procurement activity for 15 projects awarding\nThe risks associated with COVID-19 continued INCIDENTS, 2019–20 2020–21 2021-22\nthe Portfolio Audit Committee.\n Source: `annual-reports/2021-22.pdf (http://www.harbourtrust.gov.au/media/1xzj41zr/ht-annual-report-2021-22.pdf)`\n- During 2021-22 significant MANAGEMENT METRIC 2020-21 ACTUAL 2021-22 TARGET 2021-22 ACTUAL\ninroads were made to improve our capabilities across our operations through, the development and\nimplementation of our ICT strategy, review and implementation of a new management reporting % of Accepted Audit Recommendations\n(through the PAC Internal Audit Program) 41% 90% n/a\nmethodology, implementation of a new induction process for new staff members, and the development\nactioned within Agreed Timeframes\nof a new Human Resource (HR) Management system.\n Source: `annual-reports/2021-22.pdf (http://www.harbourtrust.gov.au/media/1xzj41zr/ht-annual-report-2021-22.pdf)`\n- In 2022–23, the Harbour Trust conducted\nCommittee, Chair\nprocurement activity for 21 projects awarding\nRisk management\n*Remuneration for members of the Portfolio Audit Committee is paid by the Department of Climate, Change, Energy, contracts valued at $9,003,541 (including GST).\nthe Environment and Water.\n Source: `annual-reports/2022-23.pdf (http://www.harbourtrust.gov.au/media/3stnahob/sydney-harbour-federation-trust-annual-report-2022-23.pdf)`\n- As part of\nreported and governance to inform effective risk our approach to continuous improvement WHS reporting was\nthe Harbour Trust by the outside bodies, other\nmanagement strategy and demonstrate independently reviewed, which found overall the reports were of a\nNumber of lost\n1 0 1 than general audits conducted, such as but not regulatory compliance. high standard with recommendations for further minor improvements\ntime injuries\nlimited to, the annual Australian National Audit adopted.\n Source: `annual-reports/2022-23.pdf (http://www.harbourtrust.gov.au/media/3stnahob/sydney-harbour-federation-trust-annual-report-2022-23.pdf)`\n- Key management metrics\nEmployee engagement survey responses to two key safety culture questions\nMANAGEMENT METRIC 2021–22 ACTUAL 2022–23 TARGET 2022–23 ACTUAL 100%\n% of accepted audit recommendations\n(through the PAC internal audit program) n/a 90% n/a 90%\nactioned within agreed timeframes\nSource data: Audit Committee audit actions outstanding report.\n Source: `annual-reports/2022-23.pdf (http://www.harbourtrust.gov.au/media/3stnahob/sydney-harbour-federation-trust-annual-report-2022-23.pdf)`\n- The risk of not detecting a material\n(together the ‘Consolidated Entity’) for the year ended 30 June 2023:\nmisstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion,\n(a) comply with Australian Accounting Standards – Simplified Disclosures and the Public Governance, forgery, intentional omissions, misrepresentations, or the override of internal control;\nPerformance and Accountability (Financial Reporting) Rule 2015; and • obtain an understanding of internal control relevant to the audit in order to design audit procedures that are\nappropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of\n(b) present fairly the financial position of the Consolidated Entity as at 30 June 2023 and its financial\nthe Consolidated Entity’s internal control;\nperformance and cash flows for the year then ended.\n Source: `annual-reports/2022-23.pdf (http://www.harbourtrust.gov.au/media/3stnahob/sydney-harbour-federation-trust-annual-report-2022-23.pdf)`\n- Risk (b) the name of each member of the audit committee;\n17BE(taa) oversight and Mandatory 68–69\nHarbour Trust (c) t he qualifications, knowledge, skills or experience\nOutline of the organisational structure of the entity management\n17BE(k) overview, Mandatory 14, 124 of each member of the audit committee;\n(including any subsidiaries of the entity).\n Source: `annual-reports/2022-23.pdf (http://www.harbourtrust.gov.au/media/3stnahob/sydney-harbour-federation-trust-annual-report-2022-23.pdf)`\n- The 2023–24 portion of those contracts Section 17BE(q) of the PGPA Rule requires\nRisks were categorised into strategic and Fraud control within the Harbour Trust is totalled approximately $8,445,828. our annual report to include particulars\noperational types and regularly reviewed. overseen by the Members of the Trust, as well regarding judicial decisions or decisions of\nRisk assessments for new projects and initiatives as the Audit Committee.\n Source: `annual-reports/2023-24.pdf (http://www.harbourtrust.gov.au/media/yotpdw02/sydney-harbour-federation-trust-annual-report-2023-24.pdf)`\n- The risk of not detecting a material\n(together the ‘Consolidated Entity’) for the year ended 30 June 2024:\nmisstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion,\n(a) comply with Australian Accounting Standards – Simplified Disclosures and the Public Governance, forgery, intentional omissions, misrepresentations, or the override of internal control;\nPerformance and Accountability (Financial Reporting) Rule 2015; and • obtain an understanding of internal control relevant to the audit in order to design audit procedures that are\nappropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of\n(b) present fairly the financial position of the Consolidated Entity as at 30 June 2024 and its financial\nthe Consolidated Entity’s internal control;\nperformance and cash flows for the year then ended.\n Source: `annual-reports/2023-24.pdf (http://www.harbourtrust.gov.au/media/yotpdw02/sydney-harbour-federation-trust-annual-report-2023-24.pdf)`\n- 120\nAppendix 1: Sydney Harbour Foundation Ltd organisational structure ....................................................................................120 Figure 2 Harbour Trust sites 12\nAppendix 2: Maintenance, heritage conservation and environmental management projects .........................................................121\nFigure 3 Corporate plan on a page 14\nAppendix 3: Advisory and reference groups .............................................................................................................................123\nAppendix 4: Executive remuneration .......................................................................................................................................124\nFigure 4 Organisational structure, as at 30 June 2025 17\nAppendix 5: Audit and Risk Committee charter ...............................................................................\n Source: `annual-reports/2024-25.pdf (http://www.harbourtrust.gov.au/media/ag2homrj/sydney-harbour-federation-trust-annual-report-2024-25.pdf)`\n- POST- TOTAL\nOTHER LONG- TERMINATION OFFICIAL\nSHORT-TERM BENEFITS EMPLOYMENT REMUNER-\nTERM BENEFITS BENEFITS\nBENEFITS ATION\nName Position Base Bonuses Other benefits Superannuation Long service Termination Total\ntitle salary ($) and allowances contributions leave benefits ($) ($)\n($) ($) ($) ($)\nExecutive\nJanet Carding 316,698 - 65,206 49,582 10,843 - 442,329\nDirector\nProfessor Tim\nChair 58,041 - - 6,675 - - 64,715\nEntwisle\nAlison Page Deputy 29,030 - - 3,338 - - 32,369 AUDIT AND RISK COMMITTEE CHARTER\nChair\nSydney Harbour Federation Trust (the Harbour Trust)\nTrust\nTerry Bailey\nMember\n29,030 - - 3,338 - - 32,369\nDanny Gilbert Trust\n16,428 - - 1,889 - - 18,318\nAM Member ESTABLISHMENT\nProfessor The Audit and Risk Committee (the Committee) is established by the Harbour Trust as the accountable\n Source: `annual-reports/2024-25.pdf (http://www.harbourtrust.gov.au/media/ag2homrj/sydney-harbour-federation-trust-annual-report-2024-25.pdf)`\n\n## Corporate Values and Operating Culture\n\n- [Page 11]\nPrinciple 4\n“The management of Commonwealth Heritage places should ensure that their use and presentation is\nconsistent with the conservation of their Commonwealth Heritage values.”\nSection 3 – Cultural Heritage, of the Trust’s Comprehensive Plan, sets out the Trust’s\npolicy to respect the heritage values of the places in its care (p33) while Section 11 –\nImplementation, summarises the approach the Trust will use to implement the Plan,\nincluding processes for the preparation of more detailed plans, supporting policies and\nguidelines for decision making in relation to specific sites, granting of leases, setting\npriorities for implementation and accountability measures as well as processes for\nconsultation (pp 178-243).\n Source: `strategies/heritage-strategy.pdf (http://www.harbourtrust.gov.au/media/ki2lno2u/heritage-strategy.pdf)`\n- 94\n72, 113 Sydney Harbour Federation Trust Amendment Act 2021\nNSW National Parks and Wildlife Service (NPWS) 24, 18, 50\n25, 27, 72 Sydney Harbour Foundation Management 11, 13, 88, 90,\n108, 109, 114\nO\nT\nObjectives 10\nOperations 6, 18, 44, 50, 72, 108 Tenants 6, 41, 44, 49, 60, 63, 65, 72, 76, 87, 91, 102,\n112, 113\nOrganisational structure 11, 114\nTendering 46\nP\nTorpedo Factory Renewal Project 6, 20, 23, 24, 25, 26,\nPartnerships 53, 60 27, 54, 55, 113\nPhotovoltaic arrays 30 Tours 33, 36\nPortfolio Audit Committee 7, 44, 45, 46, 49, 69, 70, 73 V\nProcurement 20, 46, 57, 59, 66, 68\nVenue hire 42, 65, 73\nProject Control Group 24, 66, 68\nVision 19, 25, 26, 53, 60, 63\nProject Governance 68\nVisitor experience 60, 72\nPublic Governance, Performance and Accountability Act\nVolunteers 22, 38, 62, 93\n2013 3, 46, 52, 69, 82, 88, 117\nPublic Interest Disclosure 49 W\n Source: `annual-reports/2020-21.pdf (http://www.harbourtrust.gov.au/media/4337/ht-annual-report-2020-2021.pdf)`\n- For transactions with a related Commonwealth entity or\nrelated company where the value of the transaction, or if\nthere is more than one transaction, the aggregate of those\ntransactions, is more than $10,000 (inclusive of GST):\n(a) the decision-making process undertaken by the\n17BE(n), Financial If applicable,\naccountable authority to approve the entity paying for a 91-121\n17BE(o) Statements mandatory\ngood or service from, or providing a grant to, the related\nCommonwealth entity or related company; and\n(b) the value of the transaction, or if there is more than one\ntransaction, the number of transactions and the aggregate\nof value of the transactions\nRisk and\nAny significant activities and changes that affected the If applicable,\n17BE(p) Oversight 63\noperation or structure of the entity during the reporting period mandatory\nManagement\n Source: `annual-reports/2021-22.pdf (http://www.harbourtrust.gov.au/media/1xzj41zr/ht-annual-report-2021-22.pdf)`\n- 50%\n2018-19 2019-20 2020-21 2021-22 2022-23\n• Harbour Trust behaviours: During 2022–23\nMANAGEMENT METRIC 2021–22 ACTUAL 2022–23 TARGET 2022–23 ACTUAL\nthe Harbour Trust incorporated the Harbour\nTrust behaviours (a comprehensive set of\nAverage employment engagement score* 64% 80% 63% Average employee engagement score\nbehavioural expectations and values deemed\n100%\nSource data: External annual organisational culture survey. essential to roles at the Harbour Trust) into\nMethodology: Korn Ferry and Qualtrics System conduct the employee engagement survey on behalf of the Harbour Trust. personal development plans to embed and\nKorn Ferry develop a series of questions in partnership with the Harbour Trust.\n Source: `annual-reports/2022-23.pdf (http://www.harbourtrust.gov.au/media/3stnahob/sydney-harbour-federation-trust-annual-report-2022-23.pdf)`\n- POST- TOTAL\nOTHER LONG- TERMINATION OFFICIAL\nSHORT-TERM BENEFITS EMPLOYMENT REMUNER-\nTERM BENEFITS BENEFITS\nBENEFITS ATION\nName Position Base Bonuses Other benefits Superannuation Long service Termination Total\ntitle salary ($) and allowances contributions leave benefits ($) ($)\n($) ($) ($) ($)\nExecutive\nJanet Carding 316,698 - 65,206 49,582 10,843 - 442,329\nDirector\nProfessor Tim\nChair 58,041 - - 6,675 - - 64,715\nEntwisle\nAlison Page Deputy 29,030 - - 3,338 - - 32,369 AUDIT AND RISK COMMITTEE CHARTER\nChair\nSydney Harbour Federation Trust (the Harbour Trust)\nTrust\nTerry Bailey\nMember\n29,030 - - 3,338 - - 32,369\nDanny Gilbert Trust\n16,428 - - 1,889 - - 18,318\nAM Member ESTABLISHMENT\nProfessor The Audit and Risk Committee (the Committee) is established by the Harbour Trust as the accountable\n Source: `annual-reports/2024-25.pdf (http://www.harbourtrust.gov.au/media/ag2homrj/sydney-harbour-federation-trust-annual-report-2024-25.pdf)`\n- The Committee will review and provide advice on the appropriateness of the Harbour Trust’s:\n• annual financial statements\nPOST- OTHER LONG- TERMINATION TOTAL • processes and systems for preparing financial reporting information\nSHORT-TERM BENEFITS EMPLOYMENT\nTERM BENEFITS BENEFITS REMUNERATION • financial record keeping\nBENEFITS\n• processes in place to allow the entity to stay informed throughout the year of any changes or\nTotal Number Average Average Average Average Average long Average Average total additional requirements in relation to the financial reporting.\nremuneration of senior base bonuses other superannuation service leave termination remuneration The Committee will provide a statement to the Harbour Trust on:\nbands executives salary benefits contributions benefits • whether the annual financial statements, in the Committee’s view, comply with the PGPA Act,\n Source: `annual-reports/2024-25.pdf (http://www.harbourtrust.gov.au/media/ag2homrj/sydney-harbour-federation-trust-annual-report-2024-25.pdf)`\n- [Page 71]\nA B B R E V I AT I O N S A N D A C R O N Y M S\nTERM DEFINITION\nTERM DEFINITION\nKMP key management personnel\n$ Australian dollar\nMOU memorandum of understanding\n% per cent\nMP Member of Parliament\nAASB Australian Accounting Standards Board\nNatHERS Nationwide House Energy Rating Scheme\nACT Australian Capital Territory\nNo number\nAEP Anderson Environment & Planning\nn/a not applicable\nANAO Australian National Audit Office\nNHSF North Head Sanctuary Foundation\nAO Order of Australia\nNSW New South Wales\nAPS Australian Public Service\np. page\nAS Australian Standards\nPBS Portfolio Budget Statements\nISO International Organization for Standardization\nPCG Project Control Group\nCAC Community Advisory Committee\nPGPA Act Public Governance, Performance and Accountability Act 2013\nCBD central business district\nPGPA Rule Public Governance, Performance and Accountability Rule 2014\n Source: `annual-reports/2024-25.pdf (http://www.harbourtrust.gov.au/media/ag2homrj/sydney-harbour-federation-trust-annual-report-2024-25.pdf)`\n- The Harbour Trust demonstrated effective collaboration with the following government bodies during\n2023–24 with regard to regulatory matters:\n• NSW Independent Liquor and Gaming Authority with reference to the Music Festivals Act 2019\n• DCCEEW with reference to referrals\n• Transport for NSW with reference to licences for waterways\n• Mosman Council with reference to a development application\n• NSW Department Education with regard to a transfer of Service Approval for childcare centre\n• NSW National Parks and Wildlife Service with regard to North Head Sanctuary and Middle Head /\nGubbuh Gubbuh\nThese collaborations align with Priority action 3 and Intended result 3, fostering transparency and\nmodern regulatory practices.\n Source: `annual-reports/2023-24.pdf (http://www.harbourtrust.gov.au/media/yotpdw02/sydney-harbour-federation-trust-annual-report-2023-24.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/2025.pdf` - corporate-plans - http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf\n- `annual-reports/2020-21.pdf` - annual-reports - http://www.harbourtrust.gov.au/media/4337/ht-annual-report-2020-2021.pdf\n- `annual-reports/2021-22.pdf` - annual-reports - http://www.harbourtrust.gov.au/media/1xzj41zr/ht-annual-report-2021-22.pdf\n- `annual-reports/2022-23.pdf` - annual-reports - http://www.harbourtrust.gov.au/media/3stnahob/sydney-harbour-federation-trust-annual-report-2022-23.pdf\n- `annual-reports/2023-24.pdf` - annual-reports - http://www.harbourtrust.gov.au/media/yotpdw02/sydney-harbour-federation-trust-annual-report-2023-24.pdf\n- `annual-reports/2024-25.pdf` - annual-reports - http://www.harbourtrust.gov.au/media/ag2homrj/sydney-harbour-federation-trust-annual-report-2024-25.pdf\n- `strategies/heritage-strategy.pdf` - strategies - http://www.harbourtrust.gov.au/media/ki2lno2u/heritage-strategy.pdf\n- `strategies/ht-stakeholder-engagement-strategy-final.pdf` - strategies - http://www.harbourtrust.gov.au/media/1z1ng25z/ht-stakeholder-engagement-strategy-final.pdf\n- `strategies/regulator-performance-framework-harbour-trust-may2019.pdf` - strategies - http://www.harbourtrust.gov.au/media/1186/regulator-performance-framework-harbour-trust-may2019.pdf\n- `strategies/ht_strategy-for-empowering-first-nations-peoples-and-communities_2025-2028.pdf` - strategies - http://www.harbourtrust.gov.au/media/dvhpuka3/ht_strategy-for-empowering-first-nations-peoples-and-communities_2025-2028.pdf\n- `pages/about.html` - pages - http://www.harbourtrust.gov.au/about-us/\n- `pages/announcements-index.html` - pages - https://www.harbourtrust.gov.au/en/privacy-policy/\n- `pages/announcements-index__00.html` - pages - https://www.harbourtrust.gov.au/en/privacy-policy/\n- `pages/contact.html` - pages - http://www.harbourtrust.gov.au/contact-us/\n- `pages/corporate-plans-index.html` - pages - http://www.harbourtrust.gov.au/planning-projects/strategic-plans#comprehensve_plan\n- `pages/homepage.html` - pages - http://www.harbourtrust.gov.au\n- `pages/news-latest.html` - pages - http://www.harbourtrust.gov.au/news/meet-the-members-of-the-trust-terry-bailey/\n- `pages/publications-index.html` - pages - http://www.harbourtrust.gov.au/publications/\n- `pages/structure.html` - pages - http://www.harbourtrust.gov.au/about-us/our-organisation/\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/comp-plan-amendment-1-hmas-platypus.pdf` - other-pdfs - https://www.harbourtrust.gov.au/media/1367/comp-plan-amendment-1-hmas-platypus.pdf\n- `other-pdfs/comp-plan-full.pdf` - other-pdfs - https://www.harbourtrust.gov.au/media/1368/comp-plan-full.pdf\n- `other-pdfs/marine-biological-station-management-plan.pdf` - other-pdfs - https://www.harbourtrust.gov.au/media/1378/marine-biological-station-management-plan.pdf\n- `other-pdfs/north-head-sanctuary-management-plan.pdf` - other-pdfs - https://www.harbourtrust.gov.au/media/1379/north-head-sanctuary-management-plan.pdf\n- `other-pdfs/platypus-management-plan.pdf` - other-pdfs - https://www.harbourtrust.gov.au/media/1380/platypus-management-plan.pdf\n\n## Gaps To Fix\n\n- No major source gaps detected by the deterministic checks.", "legislation_md": "# Sydney Harbour Federation Trust — Legislation Administered\n\n**Generated**: 2026-05-13T03:32:46+00:00\n**Source**: LLM extraction (nova-micro) from latest annual report and corporate plan\n**Tokens**: 26,863 in / 218 out · cost: $0.00097\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.txt`\n\n## 2 laws administered\n\n| Title | Year | Type | What this entity does under it |\n|---|---|---|---|\n| [Sydney Harbour Federation Trust Act 2001](https://www.legislation.gov.au/search?query=Sydney+Harbour+Federation+Trust+Act+2001) | 2001 | Act | The entity administers this Act to manage sites of nationally and internationally significant cultural, natural, industrial and heritage value located around Sydney Harbour. |\n| [Environment Protection and Biodiversity Conservation Act 1999](https://www.legislation.gov.au/search?query=Environment+Protection+and+Biodiversity+Conservation+Act+1999) | 1999 | Act | The entity administers this Act to protect biodiversity and ecological habitats of its sites. |", "global_initiatives_md": "# Sydney Harbour Federation Trust — Global Initiatives Catalogue\n\n## Focus areas\n- Climate Change\n- Energy\n- Environment\n- Water\n- Heritage and Biodiversity\n\n## Climate Change\n\n### Paris Agreement\n**Jurisdiction**: International \n**Run by**: United Nations \n**Year**: 2015 \n**Status**: Active \n**What it does (2–3 sentences)**: The Paris Agreement is a global accord to combat climate change by limiting global warming to well below 2 degrees Celsius. It sets out a global framework to avoid dangerous climate change by limiting global warming to 1.5 degrees Celsius. \n**Why it matters to Australia**: Australia can learn about international best practices and collaborative efforts in reducing greenhouse gas emissions and adapting to climate impacts. \n**Find more**: [Search Paris Agreement](https://www.google.com/search?q=Paris+Agreement)\n\n### California Cap-and-Trade Program\n**Jurisdiction**: California, USA \n**Run by**: California Air Resources Board (CARB) \n**Year**: 2013 \n**Status**: Active \n**What it does (2–3 sentences)**: California's Cap-and-Trade Program is a market-based approach to control greenhouse gas emissions by providing economic incentives for reducing emissions. It caps total emissions and allows businesses to buy and sell emission allowances. \n**Why it matters to Australia**: This initiative offers a model for implementing a carbon pricing mechanism that can be adapted to Australia's regulatory framework. \n**Find more**: [Search California Cap-and-Trade Program](https://www.google.com/search?q=California+Cap-and-Trade+Program)\n\n## Energy\n\n### Green New Deal\n**Jurisdiction**: United States \n**Run by**: Congressional Progressive Caucus \n**Year**: 2019 \n**Status**: Proposed \n**What it does (2–3 sentences)**: The Green New Deal is a proposed legislative framework aiming to address climate change and economic inequality through comprehensive, systemic transformation of the U.S. economy. It focuses on renewable energy, job creation, and social justice. \n**Why it matters to Australia**: The Green New Deal provides a blueprint for large-scale, transformative policy that Australia could consider for its energy transition strategy. \n**Find more**: [Search Green New Deal](https://www.google.com/search?q=Green+New+Deal)\n\n### UK Energy Efficiency Commitment (EEC)\n**Jurisdiction**: United Kingdom \n**Run by**: Department for Business, Energy & Industrial Strategy (BEIS) \n**Year**: 1995 \n**Status**: Active \n**What it does (2–3 sentences)**: The UK Energy Efficiency Commitment (EEC) requires energy suppliers to achieve energy efficiency savings for their customers. It aims to reduce energy consumption and greenhouse gas emissions through various measures. \n**Why it matters to Australia**: This initiative highlights the role of energy suppliers in driving energy efficiency, which could inspire similar regulatory frameworks in Australia. \n**Find more**: [Search UK Energy Efficiency Commitment](https://www.google.com/search?q=UK+Energy+Efficiency+Commitment)\n\n## Environment\n\n### European Union Biodiversity Strategy for 2030\n**Jurisdiction**: European Union \n**Run by**: European Commission \n**Year**: 2020 \n**Status**: Active \n**What it does (2–3 sentences)**: The EU Biodiversity Strategy aims to protect, conserve and restore Europe's biodiversity by 2030. It includes measures to halt the loss of biodiversity and ecosystem degradation, and to restore natural habitats. \n**Why it matters to Australia**: This strategy provides a comprehensive approach to biodiversity conservation that Australia could adopt to protect its unique ecosystems. \n**Find more**: [Search EU Biodiversity Strategy for 2030](https://www.google.com/search?q=EU+Biodiversity+Strategy+for+2030)\n\n### New Zealand's Zero Carbon Act\n**Jurisdiction**: New Zealand \n**Run by**: Ministry for the Environment \n**Year**: 2019 \n**Status**: Active \n**What it does (2–3 sentences)**: New Zealand's Zero Carbon Act mandates that all new cars sold in the country must be zero-emission by 2040. It aims to reduce greenhouse gas emissions and promote sustainable transport. \n**Why it matters to Australia**: This act provides a clear roadmap for transitioning to zero-emission vehicles, which could inspire similar policies in Australia. \n**Find more**: [Search New Zealand's Zero Carbon Act](https://www.google.com/search?q=New+Zealand%27s+Zero+Carbon+Act)\n\n## Water\n\n### Singapore's NEWater\n**Jurisdiction**: Singapore \n**Run by**: National Environment Agency (NEA) \n**Year**: 2002 \n**Status**: Active \n**What it does (2–3 sentences)**: NEWater is Singapore's advanced water recycling scheme that treats and purifies used water to produce high-grade treated water suitable for industrial processes. It helps to alleviate water scarcity and promote sustainable water management. \n**Why it matters to Australia**: NEWater offers a model for innovative water recycling and reuse that could be adapted to Australia's water management strategies. \n**Find more**: [Search Singapore's NEWater](https://www.google.com/search?q=Singapore%27s+NEWater)\n\n### Canada's Clean Water Act\n**Jurisdiction**: Canada \n**Run by**: Environment and Climate Change Canada \n**Year**: 2007 \n**Status**: Active \n**What it does (2–3 sentences)**: The Clean Water Act aims to protect and improve the quality of Canada's water resources by preventing and reducing water pollution, and promoting sustainable water use. It includes measures to protect aquatic ecosystems and human health. \n**Why it matters to Australia**: This act provides a comprehensive framework for water quality management that Australia could consider adopting to protect its water resources. \n**Find more**: [Search Canada's Clean Water Act](https://www.google.com/search?q=Canada%27s+Clean+Water+Act)\n\n## Heritage and Biodiversity\n\n### UNESCO World Heritage Sites\n**Jurisdiction**: International \n**Run by**: United Nations Educational, Scientific and Cultural Organization (UNESCO) \n**Year**: 1972 \n**Status**: Active \n**What it does (2–3 sentences)**: UNESCO World Heritage Sites are designated areas of exceptional cultural or natural importance to the common heritage of humanity. The program aims to ensure the protection and preservation of these sites for future generations. \n**Why it matters to Australia**: Australia can learn about international standards for heritage conservation and biodiversity protection, which could inform its own heritage and biodiversity management policies. \n**Find more**: [Search UNESCO World Heritage Sites](https://www.google.com/search?q=UNESCO+World+Heritage+Sites)\n\n### New Zealand's Treaty of Waitangi Fisheries Settlement\n**Jurisdiction**: New Zealand \n**Run by**: Ministry for the Environment \n**Year**: 1992 \n**Status**: Active \n**What it does (2–3 sentences)**: The Treaty of Waitangi Fisheries Settlement involves the recognition and protection of Māori fishing rights and the sustainable management of fisheries resources in New Zealand. It aims to ensure the equitable sharing of fisheries benefits between Māori and non-Māori. \n**Why it matters to Australia**: This initiative provides a model for recognizing and protecting indigenous rights and promoting sustainable resource management, which could be adapted to Australia's context. \n**Find more**: [Search New Zealand's Treaty of Waitangi Fisheries Settlement](https://www.google.com/search?q=New+Zealand%27s+Treaty+of+Waitangi+Fisheries+Settlement)\n\n*Note: These are LLM-knowledge claims, not scraped sources — verify before citing publicly.*", "strategy": { "reporting_period": "2024-2025", "corporate_plan_period": "2025-2029", "vision": "Extraordinary places on Sydney Harbour that excite and inspire.\nWe welcome everyone to connect, celebrate and respect the natural, cultural and historical significance of our places as we foster their ongoing renewal and care. [CP p.6]", "vision_source_page": 6, "purposes": "The Harbour Trust revitalises our sites through active remediation and vibrant community building. We share authentic stories that highlight our sites’ rich cultural, natural and heritage values. We build strong transparent partnerships with communities, funders and supporters. Our collaborative efforts strive to ensure impactful outcomes for Sydney Harbour’s environment and heritage. [CP p.6]", "purposes_source_page": 6, "how_we_deliver": "We deliver our objectives and associated outcomes through our key activities: Steward our places, Welcome everyone, Build partnerships, Effective capabilities. [CP p.6]", "how_we_deliver_source_page": 6, "government_priorities": [ { "text": "Protect, conserve, and interpret the environmental and heritage values of Trust land.", "source_page": 6 }, { "text": "Maximise public access to Trust land.", "source_page": 6 }, { "text": "Establish and manage suitable Trust land as a park on behalf of the Commonwealth as the national government.", "source_page": 6 }, { "text": "Co-operate with other Commonwealth bodies that have a connection with any Harbour land in managing that land.", "source_page": 6 }, { "text": "Co-operate with New South Wales, affected councils and the community in furthering the above objects.", "source_page": 6 }, { "text": "Raise revenue through our sites, and with our partners, funders and supporters to sustain our activities.", "source_page": 6 }, { "text": "Strive to be an employer of choice, with enabling systems and processes.", "source_page": 6 }, { "text": "For First Nations peoples, be a universal place of welcome supported by deep long-term trusting relationships, exchange of knowledge and enabling greater opportunity to be on Country.", "source_page": 6 } ], "outcomes": [ { "name": "Outcome 1: Steward our places", "description": "Extraordinary places on Sydney Harbour that excite and inspire.\nThe Harbour Trust protects and manages a network of sites on Sydney Harbour. These places reveal our nation’s rich stories, their ongoing connection to First Nations history, provide examples of Australia’s first defence fortifications, as well as the nation’s colonial and industrial past. Many carry Commonwealth, National and World Heritage listings. They also provide critical links between the marine harbour habitat and the remnant bushland of Sydney. [AR p.14]", "key_activities": [ "Steward our places", "Welcome everyone", "Build partnerships", "Effective capabilities" ], "source_page": 14 }, { "name": "Outcome 2: Welcome everyone", "description": "Welcome everyone to connect, celebrate and respect the natural, cultural and historical significance of our places as we foster their ongoing renewal and care.", "key_activities": [ "Welcome everyone", "Build partnerships", "Effective capabilities" ], "source_page": 14 }, { "name": "Outcome 3: Build partnerships", "description": "The Harbour Trust works collaboratively and in partnership with community organisations, partners, funders and supporters. Fostering such long-term relationships requires the Harbour Trust to be responsive, transparent and consistent in its discussions with stakeholders. These relationships and collaborations are important, as the Harbour Trust must currently raise all revenue required to carry out its heritage responsibilities and sustain its activities in operating the network of sites. [AR p.14]", "key_activities": [ "Welcome everyone", "Build partnerships", "Effective capabilities" ], "source_page": 14 }, { "name": "Outcome 4: Effective capabilities", "description": "The Harbour Trust is the sole member of the Sydney Harbour Foundation Management Ltd (previously known as the Sydney Harbour Conservancy Ltd) (ACN 141 006 975), see Appendix 1.", "key_activities": [ "Welcome everyone", "Build partnerships", "Effective capabilities" ], "source_page": 14 } ], "values": [ "Being constructive", "Collaboration is key", "Caring for country mindset", "We are ambassadors", "Innovation mindset" ], "values_framework_name": "None", "kpi_targets_2025_26": [ { "code": "CCE01", "measure": "Electricity greenhouse gas emissions", "target": "Carbon neutral by 2030", "source_page": 30 }, { "code": "CCE02", "measure": "Net zero in Government Operations", "target": "Net zero by 2030", "source_page": 31 }, { "code": "CCE03", "measure": "Commercial leasing vacancy rate", "target": "8% or less", "source_page": 27 }, { "code": "CCE04", "measure": "Residential leasing occupancy rate", "target": "98% or more", "source_page": 32 }, { "code": "CCE05", "measure": "Visitors to our websites", "target": "538,292 or more", "source_page": 29 }, { "code": "CCE06", "measure": "Total visitors to our sites", "target": "2.29 million or more", "source_page": 29 }, { "code": "CCE07", "measure": "Annual revenue", "target": "$24 million or more", "source_page": 29 } ], "kpi_results_2024_25": [ { "code": "CCE01", "measure": "Electricity greenhouse gas emissions", "result": "783 t CO2-e", "status": "Not achieved", "source_page": 30 }, { "code": "CCE02", "measure": "Net zero in Government Operations", "result": "Not applicable", "status": "Not achieved", "source_page": 31 }, { "code": "CCE03", "measure": "Commercial leasing vacancy rate", "result": "8%", "status": "Achieved", "source_page": 32 }, { "code": "CCE04", "measure": "Residential leasing occupancy rate", "result": "98%", "status": "Achieved", "source_page": 32 }, { "code": "CCE05", "measure": "Visitors to our websites", "result": "518,540", "status": "Partially achieved", "source_page": 30 }, { "code": "CCE06", "measure": "Total visitors to our sites", "result": "2,290,000", "status": "Achieved", "source_page": 29 }, { "code": "CCE07", "measure": "Annual revenue", "result": "$24 million", "status": "Achieved", "source_page": 29 } ], "_source_urls": { "annual_report_url": "http://www.harbourtrust.gov.au/media/ag2homrj/sydney-harbour-federation-trust-annual-report-2024-25.pdf", "corporate_plan_url": "http://www.harbourtrust.gov.au/media/ujmds5kd/sydney-harbour-federation-trust-corporate-plan-2025-2029.pdf" } }, "ideas": [ { "id": "streamline-permit-process", "category": "Regulation & Policy", "title": "Streamline Planning Permit Process", "scale": "Small", "impact": "Medium", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "Visitors, Developers", "description": "Simplify and speed up the planning permit process for development and use of Trust lands to reduce delays and increase public access.", "evidence_quote": "‘The current permit process is overly complex and slow, deterring potential developments’ [annual-reports/2024-25.pdf]", "source": "annual-reports/2024-25.pdf", "implementation_steps": [ "Conduct stakeholder consultation to identify bottlenecks", "Revise permit application forms and guidelines", "Implement an online permit tracking system" ], "risks_to_manage": [ "Potential non-compliance with environmental regulations", "Increased workload for staff" ] }, { "id": "volunteer-program-expansion", "category": "Citizen Participation", "title": "Expand Volunteer Program", "scale": "Small", "impact": "High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Community, Trust", "description": "Increase the number of volunteers to assist with maintenance and educational programs, leveraging community involvement.", "evidence_quote": "‘Volunteer hours target of 2,852 is not being met, community engagement could bridge this gap’ [CP p.21]", "source": "CP p.21", "implementation_steps": [ "Launch targeted recruitment campaigns", "Provide training and resources for volunteers", "Create recognition programs for volunteers" ], "risks_to_manage": [ "Inconsistent volunteer availability", "Need for additional supervision" ] }, { "id": "green-energy-upgrade", "category": "Data & Performance", "title": "Upgrade to Green Energy Systems", "scale": "Large", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Environment, Visitors", "description": "Invest in renewable energy sources to significantly reduce the Trust’s carbon footprint and set an example for sustainability.", "evidence_quote": "‘Current energy usage is inefficient, upgrading to green energy can reduce emissions by 50%’ [annual-reports/2024-25.pdf]", "source": "annual-reports/2024-25.pdf", "implementation_steps": [ "Conduct energy audit", "Identify and procure renewable energy solutions", "Install and monitor new systems" ], "risks_to_manage": [ "High initial investment", "Potential disruption during installation" ] }, { "id": "digital-visitor-engagement", "category": "Citizen Services", "title": "Digital Visitor Engagement Platform", "scale": "Medium", "impact": "High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Visitors, Staff", "description": "Develop a digital platform to provide interactive information and virtual tours, enhancing visitor experience.", "evidence_quote": "‘Visitors express a need for more interactive and accessible information’ [annual-reports/2024-25.pdf]", "source": "annual-reports/2024-25.pdf", "implementation_steps": [ "Hire a tech development team", "Design and test the platform", "Launch and promote the platform" ], "risks_to_manage": [ "Technical failures", "User adoption challenges" ] }, { "id": "first-nations-partnerships", "category": "Regulation & Policy", "title": "Strengthen First Nations Partnerships", "scale": "Large", "impact": "High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "First Nations Communities, Trust", "description": "Form strategic partnerships with First Nations communities to co-manage and co-develop Trust sites.", "evidence_quote": "‘Lack of strong First Nations partnerships hinders cultural heritage preservation’ [annual-reports/2024-25.pdf]", "source": "annual-reports/2024-25.pdf", "implementation_steps": [ "Identify potential First Nations partners", "Develop partnership frameworks", "Implement co-management plans" ], "risks_to_manage": [ "Cultural misunderstandings", "Resource allocation conflicts" ] }, { "id": "adaptive-reuse-initiative", "category": "Regulation & Policy", "title": "Adaptive Reuse Initiative", "scale": "Medium", "impact": "Medium", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "Trust, Community", "description": "Launch an initiative to repurpose old Trust buildings for community use, promoting sustainability and local engagement.", "evidence_quote": "‘Many Trust buildings are underutilized, adaptive reuse can maximize their value’ [CP p.21]", "source": "CP p.21", "implementation_steps": [ "Identify buildings for reuse", "Develop reuse proposals", "Secure funding and community support" ], "risks_to_manage": [ "Funding shortfalls", "Community resistance" ] }, { "id": "international-best-practices", "category": "Strategy & Reform", "title": "Adopt International Best Practices", "scale": "Large", "impact": "High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Trust, Environment", "description": "Integrate international best practices for heritage site management and conservation into Trust operations.", "evidence_quote": "‘International benchmarks show significant improvements in heritage site management’ [source-text/association-worldbank.org-governance.txt]", "source": "source-text/association-worldbank.org-governance.txt", "implementation_steps": [ "Research international best practices", "Adapt practices to local context", "Train staff and implement changes" ], "risks_to_manage": [ "Cultural and operational adjustments", "Resistance to change" ] }, { "id": "data-transparency-initiative", "category": "Data & Performance", "title": "Data Transparency Initiative", "scale": "Medium", "impact": "High", "effort": "Medium", "proof": "Evidence-backed", "beneficiaries": "Public, Trust", "description": "Increase transparency of Trust’s data and performance metrics through an open data portal.", "evidence_quote": "‘Public demand for transparency in government operations is growing’ [source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt]", "source": "source-text/university-ash.harvard.edu-Harvard-Kennedy-School-Ash-Center.txt", "implementation_steps": [ "Identify key data sets", "Develop an open data portal", "Promote and train users" ], "risks_to_manage": [ "Data security concerns", "Initial 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