When I'm Planning a Season I Have All the Pieces

A N NU A L REPORT A MESSAGE FROM THE ARTISTIC DIRECTOR hen I’m planning a season I have all the pieces launch new initiatives to record and share more of Warrayed in front of me; various spreadsheets, our work with new audiences beyond our community. project lists, budget models and artist availabilities. Ins Choi’s Kim’s Convenience finished off a triumphant It becomes an intricate puzzle to ensure each piece national tour by returning home to enthusiastic carefully fits and supports those next to it. It becomes audiences, and opened the doors for other works to more richly complex by Soulpepper’s commitment follow in its footsteps. Soulpepper reinforced its to our artists, and our unique role in the theatrical commitment to training the next generation of artists landscape. I am guided by the final picture I am trying with our acclaimed Academy, and with a new City to create – nothing short of a season of experiences Youth Academy program for teenagers. The inaugural that encapsulates the breadth and diversity and Soulpepper Family Festival was a resounding success universality of the human experience. Pieces continue and proved there is a need for programming that to move as I lay them down and step back. There are audiences, young and old, can experience together still gaps in the mosaic that will be filled when the throughout the holiday season. And clearly all of audience walks through our front door. When it works, this activity registered with our audiences, resulting when all the pieces work together, the picture becomes in a record-breaking year at the box office and in greater than the sum of its parts. fundraising. 2014 was perhaps our busiest year of activity in our This report aims to highlight each of these important history, with 800 public events across theatre, dance, pieces and the role they played in the success of 2014. music, and festivals. Where most companies would And when you step back and look at the picture that be fortunate to have one production on a top-ten each of these pieces create, it is a compelling vision of list, Soulpepper had five that garnered prominence what we have built together and the future direction on 2014 year-end highlight lists: Tartuffe, Twelve Angry of the company. The picture is that of a National Men, Glenn, Spoon River, and Of Human Bondage. Civic Theatre, and I look forward to sharing what that These last two, world premieres developed by the means for Soulpepper and for each of us that have company, reinforced Soulpepper’s vital voice in the a piece to contribute. creation of new work. Equally important to the picture were the performances delivered by one of Canada’s finest year round acting ensemble across all our stages. ALBERT SCHULTZ, C.M. Thanks to support from the Slaight Family, music Artistic Director took on a greater role in our programming with new concert and cabaret series. The Wernham/West Director of Audio Programming, Gregory J. Sinclair, helped Albert Schultz. Photo: sian richards. cover Photo: of human bondage in rehearsal (2014). Photo: nathan Kelly. [ 2 ] MISSION & VISION: BUILDING A NATIONAL CIVIC THEATRE Soulpepper is building a National Civic Theatre Soulpepper has six interconnected platforms through which we realize our mission: We believe such an institution must meet the following criteria: IN THE AiR: The dissemination of Soulpepper’s artistry through digital and broadcast platforms, connecting • Be a place of belonging for artists, audiences, our artists with new public audiences. aspirants, delivering cultural enrichment, organizational innovation and civic engagement. ON THE ROAD: Soulpepper is committed to sharing our work and our stories with new audiences • Train theatre artists of all disciplines through local, national, and international touring. from the ground up. ON THE STAGE: How Soulpepper expresses our artistic • Present an eclectic repertoire that: activity through public presentations of major classics, signature productions, salons, cabarets, festivals, and – Looks to our collective cultural inheritance the presentation of important work from companies while focusing on the creation of original work. from our community that we admire. – Listens to the world while focusing on national voices. IN THE PiPELINE: How Soulpepper advances the development of new work through play development, • Commit to taking its work to national communities commissions of original adaptations and translations, large and small, and represents its nation on the devised creation, and other artistic incubation. world stage. IN THE FUTURE: How Soulpepper fosters the development • Make a serious commitment to sharing the work of artists of all disciplines, including the Soulpepper with the nation and the world through broadcast Academy, Canada’s only multi-year paid professional and digital platforms. training program for Canada’s brightest talent. IN THE COmmUNITY: How Soulpepper fosters a sense of belonging through artistic residencies, youth mentorship and outreach, and active audience engagement. [ 3 ] A MESSAGE FROM THE CHAIR OF FINANCE he summarized financial statements in this a continuing challenge for planning. Endowment operating surplus, was not easy. Congratulations to TAnnual Report present Soulpepper’s financial income was also received from the private giving the extraordinary efforts of the whole Soulpepper position as at December 31, 2014, and the results of foundation that controls and manages our third team to effect a year where revenues increased, costs its operations for the year then ended. The statements external endowment fund, the Baillie Artistic were held in check and a surplus was achieved. are derived from the audited financial statements Fellowship Fund. At year end, the combined market of Soulpepper, prepared in accordance with Canadian value of Soulpepper’s externally held endowments Our goals for 2015 and beyond are ambitious. accounting standards for not-for-profit organizations, totaled $7.8 million, reflecting an increase of 5%. These initiatives will require continued growth in and approved by the Board of Directors. funding in order to accomplish. We could not have Expenses, including artistic and production, grew by achieved such a successful year or have developed our Results for 2014 reflect increases in performance, 11%. The continued generosity of our individual, plans to build on this platform in 2015 without the fundraising and other revenues and expenses netting corporate and foundation donors gave us the means to consistent dedication of our artists, staff, sponsors, to an operating surplus of $85,000, and increasing the expand our programming, investing more in artistic donors, funders and patrons, and the considerable accumulated surplus to $782,000. A number of factors and production costs and in delivering the expanded management and Board commitment during the year. contributed to these increases. teaching disciplines of the Soulpepper Academy. Almost Our deepest thanks to our many supporters. $6.1 million of our 2014 operating budget provided Performance revenues grew by 11%, achieving the employment to 230 artists and 73 full-time and part- highest home box office in Soulpepper’s history time staff. DEBORAH BARRETT, CPA, CA of $3.6 million, with expanded programming of the Chair, Finance & inaugural Family Holiday Festival driving increased Soulpepper, together with George Brown College, Audit Committee ticket sales. Additionally, the successful national its 50% joint venture partner in the Young Centre for tour of Kim’s Convenience continued to delight new the Performing Arts, is obligated to fund annual audiences in four cities, delivering the highest level of operating shortfalls. As at December 31, 2014, Soulpepper touring revenues of $596,000. We have gained has contributed over $11.1 million to develop, start extensive knowledge of what it takes to tour successfully, up and operate this unique facility. Soulpepper and we look forward to leveraging and extending accounts for its 50% investment in the Young Centre that experience with further Soulpepper touring using the equity method, which results in a nil opportunities. investment account. Distributions from a Soulpepper endowment managed With increased programming, the second year of the by the Ontario Arts Foundation resulted in a $55,000 expanded Soulpepper Academy, new work development increase in endowment revenues and represented a and major touring commitments, 2014 was a year of 4.75% distribution; however these annual distributions significant positive change for Soulpepper. Achieving are tied to financial market performance presenting all these mission goals, as well as delivering an [ 4 ] SUMMARIZED FINANCIAL STATEMENTS SUmmARizED BALANCE SHEET SUmmARizED STATEMENT OF OPERATIONS SUmmARizED STATEMENT OF CAsh FLOWS as at december 31 for the year ended december 31 for the year ended december 31 2014 2013 2014 2013 2014 2013 assets revenues oPerating activities current assets Performance 4,281 3,840 Excess of revenues over expenses 85 289 Cash and cash equivalents 2,056 1,961 Fundraising 3,822 3,630 Add (deduct) items not involving cash (2) (1) Accounts receivable 253 220 Grants 1,066 1,077 Increase (decrease) in cash resulting Prepaid expenses and other assets 125 208 Endowment income 328 273 from changes in non-cash working capital items relating to operations (127) 35 2,434 2,389 Amortization of deferred Cash and cash equivalents - 135 capital contributions 71 69 Net cash used in Capital assets, net 655 716 Education, interest

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