Jenolan Caves Strategic Plan 2019–2022

www.jenolancaves.org.au ii Strategic Plan Contents

Introduction – purpose of the plan iv Who we are 1 The Trust 1 Significance 4 Challenges and opportunities 6 Challenges 6 Opportunities 7 Mission 8 Our Values 9 Goals 10 Connection 10 Conservation 12 Community 14 Sustainability and performance 16 Enablers 18 Employer of choice 18 Continuous Improvement and Innovation 19 Partnerships 19

iii Introduction – purpose of the plan

This plan sets out the strategic direction for the management of Jenolan Caves. It links the commitments of the Environment Energy and Science group of the Department of Planning, Industry and Environment (DPIE) with business planning for Jenolan Caves. It ensures our efforts are focussed and aligned, so as to maximise our success. This strategic plan aligns with the Jenolan Karst Conservation Reserve (JKCR) Plan of Management (PoM), and it is recommended that this plan is read in conjunction with the JKCR PoM, in particular Table 9 – List of Management Responses.

iv Who we are

The Jenolan Caves Reserve Trust is part of the Environment Energy and Science group of the Department of Planning, Industry and Environment. We are the custodians of the natural and cultural heritage of Jenolan Caves, enabling our community to care for it, and our visitors to experience and enjoy it. Jenolan Caves are in the lands of the Burra Burra people, a clan group of the Gundungurra Aboriginal Nation. These lands also hold significance for Aboriginal people of the Wiradjuri Nation. The land, water, plants and animals of the Reserve are integral to Gundungurra spirituality and contribute to Aboriginal identity. Aboriginal communities associate natural resources with the use and enjoyment of foods and medicines, caring for the land, passing on cultural knowledge, kinship systems and strengthening social bonds. Aboriginal heritage and connection to nature are inseparable and need to be managed in an integrated manner across the landscape. The Trust is party to the Gundungurra Indigenous Land Use Agreement (ILUA). The Gundungurra ILUA is a 10-year, legally binding contractual Aboriginal heritage agreement under the Native Title Act 1993 between the Gundungurra and connection Traditional Owners and the land and water managers, within the Gundungurra Native Title Agreement Area. Through the Gundungurra to nature are ILUA relationships are strengthened and shared obligations are agreed inseparable and to with land and water managers, supported by a principle of assisting Gundungurra people to continue their cultural, social, economic, physical need to be managed and spiritual relationship with their Ngurra. in an integrated manner across the The Trust landscape. The Jenolan Caves Reserve Trust is a body corporate established under the provisions of Schedule 3 of the National Parks and Wildlife Act 1974 (NPW Act). Administrative Arrangements Orders published in April 2014 transferred the Trust to the Office of Environment and Heritage (OEH), now within the Environment Energy and Science group of the Department of Planning, Industry and Environment (DPIE). The Trust is responsible to the Minister for the Environment. The Minister has appointed an Administrator to care for, control and manage the visitor use and services zone of the Reserve. The Director of the Trust reports to the Administrator and directs cave and tour operations, hotel management and the provision of technical and specialist services within the visitor use and services zone. There are around 100 staff members employed and/or contracted by the Trust. The Trust is aligned with NPWS and receives corporate support from NPWS and DPIE. The Trust works collaboratively with the NPWS – Blue Mountains Branch in the care, control and management of the Reserve as a whole and has a service level agreement in place with NPWS landforms and Rehabilitation unit to undertake environmental monitoring of the VUSZ. A Jenolan Management Advisory Group (JMAG) meets monthly to oversight the financial and general administration of Trust. JMAG comprises the Administrator, senior representation from National Parks and Wildlife Service, the Trust Director and senior management team.

Jenolan Caves Strategic Plan 1 An Audit and Risk Sub-Committee of the JMAG has also been established for several years. This committee is currently independently chaired. The chair routinely liaises with the Audit Office on behalf of the Trust to provide assurance of the Trust’s overall performance and compliance. The Trust also receives support from the DPIE finance team. Whilst the Trust is aligned with NPWS, it differs in that it is financially independent and relies on self-generated revenue ($10–$11 million derived from around 220,000–240,000 visits per year) to cover its operational expenses. Major maintenance and capital works programs receive direct funding from the NSW Government. The Trust also differs from NPWS in that it is required to submit its own Annual Report and is audit as a separate entity.

The Jenolan Karst Conservation Reserve The Jenolan Karst Conservation Reserve, spread over 3,085 hectares, is a protected area established under the NPW Act. The Reserve is one of eight properties in the Greater Blue Mountains World Heritage Area and its world heritage values are protected under the Environment Protection and Biodiversity Conservation Act 1999 (EPBC Act). The Reserve is listed on both the national and state heritage lists under the EPBC Act and the Heritage Act 1977 respectively, and is within the outer catchment of the Warragamba Special Area (Water NSW Act 2014). The Reserve is divided into two management zones: the conservation management zone, managed by the National Parks and Wildlife Service (NPWS), and the visitor use and services zone, an area of around 50 hectares managed by the Jenolan Caves Reserve Trust in accordance with the NPW Act. The visitor use and services zone covers the primary karst area of the Reserve and includes 12 show caves, six semi-developed caves and six adventure caves. There are four accommodation options providing a total of 90 rooms, including the Jenolan Cabins, the Gatehouse, Mountain Lodge and the historic Caves House with Chisolms Restaurant, the Caves Cafe, Jeremiah’s Bar and Gift Shop. The zone also includes associated services and utilities such as a sewage treatment plant, workshops, hydro-electric power system, car park for 400 vehicles, historic gardens, weirs and water reticulation systems, much of which dates back to the early and mid-20th century. The Reserve is zoned SP3 Tourist within the Oberon Local Environment Plan 2014. The objectives of the zone are: • to provide for a variety of tourist-oriented development and related uses • to ensure that development occurs in a manner that maintains and enhances the scenic quality, the ecological and geological systems and the heritage significance of the Jenolan Caves Reserve.

2 Jenolan Caves Strategic Plan Primary Legislative and Policy Framework • National Parks and Wildlife Act 1974 • Biodiversity Conservation Act 2016 • Heritage Act 1977 • Environment Protection and Biodiversity Conservation Act 1999 (Cmth) • Environmental Planning and Assessment Act 1979 • Protection of the Environment Operations (POEO) Act 1997 • Public Health Act 2010 • Water Industry Competition Act 2006 • Water Management Act 2000 • Water NSW Act 2014 • Liquor Act 2007 • Government Sector Employment Act 2013 • Work Health and Safety Act 2011 • State Environmental Planning Policy (Sydney Drinking Water Catchment) 2011 • Burra Charter 2013 • IUCN Guidelines for Cave and Karst Conservation 1997 • Natural Heritage Charter 2002

Licences • Liquor licence • Water licences Binda Cabins and Jenolan Caves • Environment Protection Licence (Sewerage Treatment Plant)

Jenolan Caves Strategic Plan 3 Significance Throughout this document you will see reference to the Natural and Cultural Heritage* of Jenolan Caves. To assist the reader in interpreting the deeper meaning implied by these terms the follow explanations are offered:

Natural Heritage Caves and Karst Jenolan Caves are highly regarded for the aesthetic qualities of the caves and cave formations, reflected in cave names such as Aladdin and Diamond Cave. The range and diversity of the karst and decoration, including a remarkable diversity of mineral species, is varied, profuse and equal to the finest in the world. Along with its natural beauty, the Reserve has the ability to yield information on the geological history of NSW and of the Australian continent, and for the archaeological and paleontological potential. A large number of invertebrate fossils have been discovered in the limestone of the Jenolan Caves. The geomorphic history of the Jenolan Caves system is extremely complex. The cave system contains an exceptionally diverse variety of karst and cave types, illustrating the full range of processes and products from incipient, scarcely perceptible depressions, through to multistage cave developments and decayed remnant features. Jenolan is one of the largest and most beautiful interconnected cave systems in and is an outstanding site of geological and speleological interest. Biodiversity The Jenolan Caves are located within the Greater Blue Mountains World Heritage Area (GBMWHA) within the Jenolan Karst Conservation Reserve, which is known for being a biodiversity hotspot. The GBMWHA was inscribed on the World Heritage List due to its: • outstanding examples of ongoing ecological and biological processes significant in the evolution of Australia’s highly diverse ecosystems and communities of plants and animals, particularly eucalypt- dominated ecosystems; • significant natural habitats for the in situ conservation of biological diversity, including the eucalypts and eucalypt-dominated communities, taxa with Gondwanan affinities, and taxa of conservation significance. Jenolan Caves is home to a number of rare and uncommon flora and fauna species, especially within the caves. The caves provide shelter and habitat for a number of threatened species including the sooty owl (Tyto tenebricosa) a vulnerable species which roosts in the cave known as the Devil’s Coach House. The Jenolan Caves Reserve also supports

* For a more detailed overview of the Jenolan Karst Conservation Reserve values refer to section 1.2 Statement of Significance, p. 3, JKCR PoM

4 Jenolan Caves Strategic Plan a population of endangered brush-tailed rock-wallabies (Petrogale penicillata). These species are listed as threatened species on Schedule 1 of the Biodiversity Conservation Act 2016. Also found in the caves is the opilionid arachnid (Holonuncia cavernicola) which is known only from the Jenolan Caves system. The Reserve also contains four threatened plant species being Black gum Eucalyptus aggregate, Rough eyebright (Euphrasia scabra), Needle geebung (Persoonia acerosa), Austral cornflower (Stemmacantha australis) and Mountain trachymene (Trachymene scapigera) and small areas of the White Box Yellow Box Blakely’s Red Gum Endangered Ecological Community.

Jenolan Caves is Cultural Heritage home to a number Aboriginal People have always known how special the Jenolan Caves are both in terms of the number and diversity of Aboriginal sites known in of rare and the Reserve but also because of the link with the Gundungurra creation uncommon flora story known as ‘The Journey of Gurangatch and Mirrigan’. Jenolan Caves is arguably Australia’s oldest continually running tourism and fauna species, destination. It is an internationally renowned and iconic destination especially within that holds a place in the heart of many Australians and international the caves. tourists alike. The Reserve is also highly regarded for the ability of the caves to demonstrate technological developments such as the first use of electric cave lighting in the 1880s, and the first development of hydro-electric power in Australia. The setting of the caves in the Jenolan Valley, with the tiny hamlet and picturesque Caves House almost dwarfed by steeply rising cliffs on all sides, the entrance into the hamlet through the fortress-like Grand Arch, and the distinctive Blue Lake formed by the weir for the hydro-electric scheme, all combine to form a landscape of great beauty and distinctiveness. The site’s ability to demonstrate the development of tourism, especially mountain and caving tourism in NSW, add to the significance of the Jenolan Caves Reserve. Jenolan is one of the most important areas of natural and cultural history in Australia.

Jenolan Caves Strategic Plan 5 Challenges and opportunities

Challenges Static to declining visitation and occupancy levels Visitation and occupancy levels over the past five years have been static to declining. This decline in occupancy and visitation largely sits outside the regional tourism trends, which have typically seen growth.

Ageing visitor infrastructure An extensive range of reports relating to the asset condition, together with visitor feedback, illustrate the critical and urgent need to revitalize the Jenolan Caves infrastructure.

Expectation vs reality and changing visitor expectations Since Jenolan was original designed to be a retreat for wealthy travelers, many visitors expect the infrastructure to be presented to a luxury standard. This, coupled with changing visitor needs, has created a gap between our visitor’s expectation and the reality of their experience. For example, guest amenities such as in-room Wi-Fi, ensuites and air- conditioning are now essential for the contemporary visitor, where once they were luxuries.

Climate change “Climate change will affect the natural, social and economic welfare of NSW. By better understanding the impacts of climate change on our environment, communities and lifestyles, we can prepare and adapt for the future. Changes in some types of natural hazards have already been observed. For example, there have been increases in the frequency and intensity of heat waves and in heavy precipitation.” (Department of Environment, Climate Change & Water, 2010)

Maintaining staff and visitor safety The unique environment, topography and geology of the Jenolan Valley present a number of complex risks that need to be carefully monitored and managed, to ensure the safety of staff and visitors. These challenges include underground radiation exposure, rockfalls, bushfires, land slips and tree hazards.

6 Jenolan Caves Strategic Plan Opportunities Re-investment and funding In 2018 the Trust secured funding of $8.48 million to upgrade visitor services. The following key projects will be delivered between 2019– 2022: Blue Lake upgrade, Jenolan Gateway Centre and development of a new walking track and lookout. Following completion of these projects, it is estimated that visitation will increase by 160,000 day visitors and 14,000 visitor nights. In 2019 the Trust also secured $10.4 million towards the Revitalisation of Caves House. This keystone project will be delivered through 2019- 2021. This project will see the romantic designs of government Architect, , come to life in today’s era, paying homage to the history and heritage of the site and providing visitors with a 5-star immersive heritage experience. On completion, the Jenolan Caves House Revitalisation Project will revitalise and reposition this iconic tourism accommodation to capture international and interstate visitation from emerging high yield markets and will increase length of stay. Years of planning and review have now put the Trust in a strong position to secure more funding. Key documents such as the Jenolan Karst Conservation Reserve (JKCR) Plan of Management, JKCR Master Plan (Draft), Product Improvement Plan Caves House, JKCR Conservation Management Plan (Draft), Jenolan Caves House Conservation Management Plan (Draft), along with numerous reports on fire safety, BCA, DDA, hazardous material, have been completed or are in draft form awaiting approval. Due to the strong financial position of the Trust, the Trust is now in a position to implement a strategic capital works and projects program. This will see the re-investment of profits into conserving and protecting the natural, cultural and Aboriginal heritage of the site as well as enhancing the visitor experience.

Supported growth for regional tourism The NSW Government has set an ambitious regional tourism target of $20 billion in visitor expenditure in rural and regional NSW by 2025, rising to $25 billion by 2030. Contributing to this target is a focus on nature-based tourism, as an incentive to draw visitors into regional areas to enjoy our vast and diverse landscapes. Key documents such as the NSW Visitor Economy Industry Action Plan 2030 (VEIAP 2030) demonstrate that the NSW Government has renewed its commitment to keeping the state number one in the country for overnight visitors and accelerating growth to deliver maximum economic benefits through our visitor economy. This, coupled with current and forecasted growth in regional tourism, provides a strong growth environment for Jenolan to take advantage of.

Potential With a combination of outstanding natural beauty, biodiversity and significant Aboriginal and Cultural heritage, Jenolan Caves has huge potential to draw upon. Jenolan Caves Strategic Plan 7 Mission

Our mission is to connect our visitors with the unique natural and cultural heritage of Jenolan Caves, and through that connection, stimulate the urge to care for and protect all such special places.

Put simply: Our mission is to protect and connect

8 Jenolan Caves Strategic Plan Our values

Whilst working towards delivering our mission we uphold the NSW public sector core values of service, integrity, trust and accountability.

Service Integrity

• Provide services fairly, with a • Consider people equally focus on customer needs. without prejudice or favour. • Be flexible, innovative and • Act professionally with reliable in service delivery. honesty, consistency and impartiality. • Engage with the not-for- profit and business sectors • Take responsibility for to develop and implement situations, showing leadership service solutions. and courage. • Focus on quality while • Place the public interest over maximising service delivery. personal interest.

Trust Accountability

• Appreciate difference and • Recruit and promote staff welcome learning from others. on merit. • Build relationships based on • Take responsibility for mutual respect. decisions and actions. • Uphold the law, institutions of • Provide transparency to Government, and democratic enable public scrutiny. principles. • Observe standards for safety. • Communicate intentions • Be fiscally responsible and clearly and invite teamwork focus on efficient, effective and collaboration. and prudent use of resources. • Provide apolitical and non- partisan advice.

In addition to the NSW public sector core values at Jenolan Caves, we have a specific focus on: Working safely and sustainably as one team with a strong customer focus. We understand that our visitors experience all aspects of Jenolan as one experience. From the marketing, website, booking, hospitality, accommodation, cave tours, walking tracks, infrastructure and even toilets. Everything we do and the way we do it is the Jenolan Experience. To ensure we deliver a holistic, seamless and quality experience, we work together as one team.

One team One Jenolan experience

9 Goals

We will deliver on our mission, by working towards achieving the following goals:

Connection Success looks like: We deliver life changing visitor experiences that leave our visitors with an increased appreciation and understanding of the rich natural and cultural heritage of Jenolan Caves.

Our priority focus: We connect our visitors to the natural and cultural heritage of Jenolan Caves by delivering immersive, inspiring and innovative Visitor Experiences that: • create connections – Our visitors connect with each other, with the environment and with the natural and cultural heritage of Jenolan Caves • exceed expectations – Our experiences exceed visitor expectations, every time; cementing our position as one of Australia’s most iconic and best tourism attractions • create memories and evoke nostalgia – Our visitors leave with life long memories that inspire them to share stories of their experience and to return with their children, grandchildren, friends and family to “I’ve learned that share the magic of Jenolan people will forget • inspire action – Our experiences will increase knowledge and inspire positive action for the conservation of natural and cultural heritage what you said, values and the protection of the environment people will forget • provide educational opportunities – Students, teachers and the what you did, but community learn through participating in our immersive and tailored education experiences and programs people will never • awaken a sense of awe, wonder and curiosity – Our visitors leave forget how you having felt the magic of Jenolan Caves. made them feel.” And by ensuring that we: Maya Angelou • develop and maintain ecologically sustainable, culturally appropriate, safe and enjoyable visitor facilities, services and experiences • continue to work with the Gundungurra people and other relevant Aboriginal community organisations and custodial families, in the development and delivery of material and programs for interpretation of Aboriginal cultural heritage • continue to work with Jenolan Caves Historical and Preservation Society (JCHAPS) in the development and delivery of material and programs for interpretation of cultural heritage.

10 Jenolan Caves Strategic Plan “Through interpretation understanding, through understanding appreciation, through appreciation protection.” Freeman Tilden

Connection – key performance indicators

Indicator KPI Year 1 KPI Year 3

3% increase in the 15% increase by end of Overall visitation first year year 3

3% increase in the Increase occupancy to Occupancy first year 75% over 3 years

Percentage of guests that would refer a Jenolan Caves Undertake review of 90% by end of year 3 experience to family and friends current levels & set KPI

Visitors agree that experiences at Jenolan Caves Undertake review of 90% visitor agreeance increase knowledge and transform behaviours to current levels & set KPI by year 3 achieve positive outcomes for the environment

KPI to be establish Quantity and quality of interpretation of Aboriginal Review interpretation of once baseline is culture Aboriginal culture ascertained

3% increase in the 10% increase by the School group visitation first year end of year 3

Percentage of visiting schools that stay overnight 5% in the first year 20% over 3 years

Jenolan Caves Strategic Plan 11 Conservation Success looks like: The natural and cultural heritage values of Jenolan Caves are conserved for present and future generations.

Our priority focus: We will ensure that the natural and cultural heritage values of the Jenolan caves are conserved by: • minimising impacts on the Reserve – Our visitors are managed in a way that not only minimises their impact but also educates them about how they can minimise their broader impact on the environment • strategically managing our assets – Our assets are managed in a way that conserves, and protects the values of the site, whilst enhancing the visitor experience • promoting research – scientific, speleological and historical research is utilised and highlighted in the guest experience and interpretation • prioritising – activities that recognise the karst conservation Reserve status of the area, its World Heritage, state and national heritage values as well as its significant catchment values.

12 Jenolan Caves Strategic Plan And by ensuring that we: • embrace Aboriginal culture, from ancient to modern, and strengthen the role of Aboriginal communities in the management of country, including the management of Aboriginal sites, places, and cultural and natural values • implement sound environmental research and support programs across the Reserve that assist in the protection, conservation and presentation of Reserve values.

Conservation – key performance indicators

Indicator KPI Year 1 KPI Year 3

By the end of year three 95% of By year one a minimal impact code Visitor impact visitors following the minimal is in place and regulated. impact code.

100% of identified items from NPWS environmental audit are actioned Environmental assessment each year.

Effective monitoring in place and 100% of remedial actions implemented. Air and water quality No adverse changes in air and water quality.

Consultation and involvement of the Pejar Local Aboriginal Land Council, the Gundungurra Aboriginal people, the ILUA consultative committee, other Engagement with the relevant Aboriginal community organisations and custodial families in the Aboriginal Community management of their Country. 100% attendance to the ILUA.

In-kind support towards science Review and measure current KPI to be established once review of and research contribution to science and research current investment is complete

Species record contribution 3% increase by end of year 1 10% increase by the end of year 3 to bio-net

Weed and Garden Management KPI to be established in the Weed Weed numbers and distribution Strategy in place and Garden Management Strategy

Jenolan Caves Strategic Plan 13 Community Success looks like: Jenolan caves is highly valued by the community and makes a significant contribution to regional prosperity.

Our priority focus: We will contribute to regional prosperity and ensure Jenolan caves is valued by: • being actively involved – Jenolan caves staff are actively involved with community groups, committees and organisations • instilling community pride and connection – Our community has a strong connection to the natural, cultural and Aboriginal heritage of Jenolan Caves • supporting local suppliers – We prioritise procurement of goods and services from local suppliers who meet the standards we require, and support others to reach those standards • supporting local jobs – Actively promoting opportunities for employment and training for local people at Jenolan Caves. And by ensuring that we: • acknowledge the role we play for the community and the important role community plays for Jenolan Caves. In particular, the Oberon LGA and those areas in the Bathurst and Blue Mountains electorates • acknowledge that the Jenolan community extends further than the local area and includes people from a variety of backgrounds and interest areas, including but not limited to: speleological clubs, scientists, historians, and visitors with deep connections to Jenolan Caves.

14 Jenolan Caves Strategic Plan Community – key performance indicators

Indicator KPI Year 1 KPI Year 3

Percentage of local* employees 65% local* employees 80% local* employees

Undertake review of Percentage of local* produce % local* produce current levels & set KPI

Undertake review of Percentage of local* suppliers % local* suppliers current levels & set KPI

2% increase in local Number local* visitors 5% increase in local visitors * visitors*

Jenolan Caves staff attendance and participation in community groups, including but not limited to 80-100% attendance at 80-100% attendance at business chambers, tourism and accommodation identified meetings identified meetings groups, Aboriginal community groups and conservation groups

* Local refers to any resident living in the Bathurst and Blue Mountains Electorate

Jenolan Caves Strategic Plan 15 Sustainability and performance Success looks like: Jenolan Caves operates in an environmentally, socially and financially responsible and sustainable manner.

Our priority focus: We will ensure all activities at Jenolan Caves operate in a sustainable and responsible manner by: • thinking sustainably – We analyse and monitor the sustainability of all our activities from a commercial, environmental and social perspective • being self-funded – We generate maximum financial returns so that we have the ability to reinvest in enhancing the visitor experience and ensuring the protection and conservation of Reserve values • adapting to climate change – We aim to future proof our operations by considering the impacts of climate change, and responding accordingly • work Health and Safety – We get everyone home, without harm, every time • strategically managing our assets – Our assets are managed in a way that ensures assets perform at optimal levels, life cycle costs are budgeted for and risks associated with assets are reduced.

“The environment and the economy are really two sides of the same coin. If we cannot sustain the environment we cannot sustain ourselves.” Wangari Maathai

16 Jenolan Caves Strategic Plan And by ensuring that we: • develop and maintain ecologically sustainable, culturally appropriate, safe and enjoyable visitor facilities, services and experiences; • become a more effective, innovative, sustainable and customer- focused organisation and provide a safe and rewarding work environment for our employees; • demonstrate how conservation and business work together.

Sustainability and performance – key performance indicators

Indicator KPI Year 1 KPI Year 3

Minimum 10% of the Trust’s annual Investment in capital Review allocation at the end of year asset depreciation value is invested improvements 1 annually in capital improvements

Maintain annual operating profit Increase annual operating profit by Operating profit during renovations 5% by the end of year 3

Investigate eco-tourism certification Become eco-tourism certified by the Eco-tourism certification and create an action plan end of year 3

Applications and business cases are developed and submitted for relevant Grant and funding applications funding opportunities. With a minimum of 3 grant submissions submitted submitted annually

Completion of capital works Annual capital works programs completed on time and within budget program

WHS Committee meets quarterly with an annual report completed by the Effective WHS committee end of June

Completion of WHS Action plan Corporate risk register and audits are completed according to the schedule and WHS audits in the WHS Action Plan

Timeliness of critical asset All critical asset maintenance tasks completed within 2 weeks of due date maintenance task completion

Timeliness of maintenance task All maintenance jobs logged are completed within 4 weeks of due date completion

Jenolan Caves Strategic Plan 17 Enablers

Employer of choice We aim to become an employer of choice, known for its outstanding people. Our people are the most critical part of our product, a critical part of people’s lasting impression, and a critical part of word of mouth recommendations. We will help every staff member to achieve by: • providing a positive and supportive workplace • providing them with all the tools they need to excel at their job “Train people well • stimulating them to strive for more knowledge and more training enough so they can • providing them with opportunities to grow their knowledge develop their skills and be higher achievers leave, treat them • ignite and continually fuel their passion for the environment, cultural well enough so they heritage and their job don’t want to.” • instilling pride in themselves and the work they do at Jenolan Caves Richard Branson • embracing diversity and leverage individual perspectives, experiences and skillsets in all our teams • making communication a conversation – providing a system of communication that increases our ability to, work collaboratively, share ideas, exchange information, and connect with each other and with our mission. This will show through in the personality and professionalism of our staff, the way they treat each other, the site and its visitors.

Key performance indicators

Indicator KPI Year 1 KPI Year 3

Decrease staff turnover by 10% in Decrease staff turnover by 25% in Staff retention first year 3 years

Performance Development and PD&F plans in place for 100% of staff Feedback (PD&F) process

Number of response to the People Increase employee response rate Increase employee response rate Matters Employment Survey to 35% of employees by year 1 to 65% of Employees by year 3. (PMES)

PMES results Increase results by: Increase results by: Engagement with Work +5% +4% (90%) Senior Managers +10% +25% (84%) Communication +10% +20% (87%) High Performance +5% +15% (76%) Public Sector Values +10% +20% (89%) Diversity and Inclusions +5% +15% (85%) Flexible Workplace Satisfaction +5% +10% (83%) Action on Results +10% +25% (71%) (%) indicates result at the end of year 3.

18 Jenolan Caves Strategic Plan “The greatest gift you can give your team: clarity, communication and pulling people together around a shared mission” Anne Sweeney

Continuous Improvement and Innovation We will operate in a cycle of continuous improvement, consistently striving to improve our products, service and delivery. We will create a culture based on continuous improvement and innovation by: • empowering staff to innovate and take personal responsibility; • acknowledging that taking calculated risks is an inherent requirement of innovation; • practicing the courage to be continually optimistic and innovative; • honouring and respecting our history, whilst looking towards the future.

Partnerships We will develop operational and conservation based partnerships to enhance the Trust’s commercial viability and implement sound environmental research and support programs across the Reserve that assists in the protection, conservation and presentation of Reserve values.

Jenolan Caves Strategic Plan 19 Photos: © 2019 State of NSW and Office of Environment and Heritage Front cover: Timeless Creations With the exception of photographs, the State of NSW and Office of Environment and Page ii: Timeless Creations Heritage are pleased to allow this material to be reproduced in whole or in part for educational and non-commercial use, provided the meaning is unchanged and its Page iv: De Burgh’s Bridge Under source, publisher and authorship are acknowledged. Specific permission is required for Construction. JC Wiburd Collection the reproduction of photographs. Page 1: Tim Brown The Office of Environment and Heritage (OEH) has compiled this report in good faith, Page 2: Anne Musser exercising all due care and attention. No representation is made about the accuracy, Page 3: Caves House. Mark James completeness or suitability of the information in this publication for any particular Photography purpose. OEH shall not be liable for any damage which may occur to any person or Page 4: Timeless Creations organisation taking action or not on the basis of this publication. Readers should seek Page 5: Brush-tailed Rock Wallaby. appropriate advice when applying the information to their specific needs. Anne Musser All content in this publication is owned by OEH and is protected by Crown Copyright, Page 6: 1919 Flood. JC Wiburd unless credited otherwise. It is licensed under the Creative Commons Attribution 4.0 Collection International (CC BY 4.0), subject to the exemptions contained in the licence. The legal code for the licence is available at Creative Commons. Page 7: Plan of extension 1920 Page 8: Devil’s Coach House OEH asserts the right to be attributed as author of the original material in the following manner: © State of and Office of Environment and Heritage 2018. Page 11: Timeless Creations

Page 12: Platypus. Anne Musser Published by: Page 15: Timeless Creations Office of Environment and Heritage Page 16: Cynthia Sciberras 59 Goulburn Street, Sydney NSW 2000 Page 19: JC Wiburd Collection PO Box A290, Sydney South NSW 1232 Phone: +61 2 9995 5000 (switchboard) Back cover: Timeless Creations Phone: 1300 361 967 (OEH and national parks enquiries) TTY users: phone 133 677, then ask for 1300 361 967 Speak and listen users: phone 1300 555 727, then ask for 1300 361 967 Email: [email protected] Website: www.environment.nsw.gov.au Report pollution and environmental incidents Environment Line: 131 555 (NSW only) or [email protected] See also www.environment.nsw.gov.au ISBN xxxx OEH 2019/0xxx August 2019 20 Jenolan Caves Strategic Plan