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Sydney Opera Hou S E 2010/11 IMAGINATION LIVES INSIDE

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SYDNEY OPERA HOU S E 2010/11 E 2010/11 ANNUAL REPORT IMAGINATION LIVES INSIDE IMAGINATION LIVES INSIDE IMAGINATION SYDNEY OPERA HOUSE 2010/11 VIVID LIVE 2011 WAS A TRUE SPECTACLE OF CREATIVE GENIUS WITHIN SYDNEY OPERA HOUSE AND BEYOND. COURAGEOUS THOUGHTS, IDEAS AND EXPERIENCES CAME TOGETHER TO INSPIRE IMAGINATION AND CREATE A RELEVANT AND VITAL PART OF THE AUSTRALIAN CULTURAL LANDSCAPE. 'IMAGINATION LIVES INSIDE' PROMOTES INNOVATION THROUGH VIVID COLOUR THEORY AND A UNIQUE HIDE AND REVEAL EXPLORATION, WHICH EXPRESSES NOT ONLY THE SYDNEY OPERA HOUSE BRAND, BUT ALSO THE STRENGTH OF AN IDEA. Sydney Opera House Presents Martha Wainwright 3 ANNUAL REPORT 2010/11 IMAGINATION LIVES INSIDE IMAGINATION TABLE OF CONTENTS The Hon. George Souris MP MiniSTer for THe ArTS We have the pleasure of presenting the Annual Report of the Sydney Opera House for the year ended 30 June 2011, for presentation to Parliament. This report has been prepared in accordance with the provisions of the Annual Reports (Statutory Bodies) Act 1984 and the Public Audit and Finance Act 1983. KiM WilliAMS AM CHAirMAn riCHArd evAnS CHief exeCuTive 3 Letter to Minister 54 Earning Our Way 4 Highlights 58 Governance 6 Chairman’s Message 64 People and Culture 8 CEO’s Message 66 Financial Overview 10 Vision and Goals 70 Financial Statements 12 Outcomes and Objectives 96 Government Reporting 16 Artistic Excellence 116 Performance List 20 Sydney Opera House Presents 120 Donors Acknowledgement 26 Resident and Supported Companies 122 Contact Information 32 Community Engagement and Access 123 Site Map 36 Community Outreach and Participation 124 Index 38 Beyond Bennelong 125 Sponsors 40 Customer Service and Access 42 A Vibrant and Sustainable Site 46 Our Precinct 48 Building and Maintenance 50 Environmental Sustainability 52 Safety and Security 4 SYDNEY OPERA HOUSE IMAGINATION LIVES INSIDE IMAGINATION HIGHLIGHTS 2010/11 A TTENDANCE AT PERFORMANCES HAS INCREASED BY 20% OVER THE LAST 10 YEARS. GOAL 1 GOAL 2 GOAL 3 ARTISTIC EXCELLENCE COMMUNITY ENGAGEMENT AND AccESS A VIBRANT AND SUSTAINABLE SITE + 1,318,525 people attended 1,795 + The 10,000th child attended a + Opera Kitchen opened on the Lower performances, an increase of 3.6% in performance through the Arts Assist Concourse, hosting some of Australia’s attendance (p.19). subsidy program (p.36). most celebrated food producers and chefs (p.46). + 10 productions presented at Sydney Opera + Our first Reconciliation Action Plan was House won Helpmann Awards (p.20). developed creating education, employment + Two new tourism package experiences and artist opportunities (p.36). were launched at the Australian Tourism + The most successful Vivid LIVE to date Exchange (p.46). was held with 33 performances and 59% + A world-wide animation competition of the 40,258 attendees being first-time was launched as part of the GRAPHIC + Vehicle Access and Pedestrian Safety patrons to Sydney Opera House (p.20). festival (p.38). project commenced, with first stage works nearing completion (p.48) + Berlin Philharmonic Orchestra + Kids at the House production Saltbush – presented in sold-out concerts with Children’s Cheering Carpet toured three + Bronze partner status achieved in master classes for students in Gosford venues in Western Sydney (p.38). the NSW Government Sustainability and Sydney (p.20). + A range of new access experiences Advantage program (p.50). + Young Audiences program attendances commenced for students with grew by 46% to 88,173 people (p.23). disabilities (p.40). 5 Images top to bottom > Sydney Opera House Presents Berlin Philharmonic Orchestra; Oprah’s Ultimate Australian Adventure; Architecture in Helsinki - Vivid LIVE GOAL 4 EARNING OUR WAY + During 2010/11 the general operations '59% of Vivid LIVE profit was $3.2m. Operational revenues audiences in 2011 were increased by 16% ($13.1m) due to first time patrons to increased activity levels, patronage, funding and interest (p.66). Sydney Opera House'. + New three-year Enterprise Agreement agreed and commenced delivering reforms to improve business efficiency and customer service (p.64). + 11 staff awarded qualifications from the Sydney Opera House Registered Training Organisation (p.64). + A range of safety programs and resources were provided and safety training was delivered to 116 staff (p.64). 6 ANNUAL REPORT 2010/11 IMAGINATION LIVES INSIDE IMAGINATION FROM THE CHAIRMAN WITH 1,795 PERFORMANCES STAGED DURING 2010/11 SYDNEY OPERA HOUSE CONTINUES TO BE ONE OF THE World’s BUSIEST PERFORMING ARTS CENTRES. OVER 1.3 MILLION PEOPLE ATTENDED A PERFORMANCE DURING THE YEAR, A 3.6% INCREASE IN PERFORMANCE ATTENDANCE OVER THE PRIOR YEAR. project, which commenced this year and to ensuring the longevity of Sydney Opera FINANCIAL AND OPERATING PERfoRMANCE will be complete in mid 2013 (p.48). This House and a 10-year building plan to Resident companies continued to deliver has long been advocated and represented resolve these issues is in readiness for strong audience outcomes with the Sydney the start of an important aspect of site detailed consideration in a carefully phased Symphony, Opera Australia, The Australian and building renewal so central to effective approach on which there will be continuing Ballet and Sydney Theatre Company, delivery of the whole enterprise long into dialogue with the Government. presenting 571 performances to audiences the 21st and even 22nd centuries. of 653,743 (p.26). Sydney Opera House is an aging Sydney Opera House Presents staged asset built adjacent to the sea which FUTURE OUTLOOK The outlook for Sydney 849 performances to audiences of 384,815, unsurprisingly provides a continuing Opera House programming and activities an increase of 17% on the prior year. challenge that the Trust must resolve. is positive. The Trust has committed to As history attests, the construction began Expenditure on Sydney Opera House ensuring that the Sydney Opera House in 1959 and the building has been in programs was $25.9m with a net cost is a strong and well-managed enterprise constant use since its memorable opening of $3.3m – a remarkable piece of value which reflects leading financial and in 1973. Applying 21st century standards delivery representing a subsidy ratio operational practise and standards. Progress to a building designed in the middle of of just 12.9% (p.20). to improve efficiency and sustainability of the last century reveals that there is operations was made during the year and During 2010/11 the general operating limited access for people with disabilities much work went into ensuring a refreshed cash flow was $2.8m with the general to the main halls; restricted sightlines alignment to drive better results under the operations profit of $3.2m offset by in the Opera Theatre and other severe four strategic key goal areas (p.4). investment in capital assets of $0.4m. shortcomings with acoustic and other The solid general operating profit was physical operational challenges including: Further work will be undertaken in the achieved through improved cost controls, obsolete stage machinery; outdated next year and into the future to improve increased activity levels, the delivery building services; and the continuing commercial returns so as to enable the of productivity improvements and the serious issues with the orchestra pit. delivery of more community, education, deferral of $1.5m of project expenditure Without significant remedial intervention, digital extension and free public events. into future years (p.66). Sydney Opera House will have serious On 16 October 2011 we will open our difficulty in continuing to operate as a doors again for Open Day so that members fully functional performing arts centre. in the community can see what happens behind the scenes and have a sense BUILDING RENEWAL On behalf of the Trust, I The Trust has been working to secure of wonder and engagement with this would like to acknowledge the New South a commitment to renewal of one of remarkable place. Wales Government for supporting critical NSW’s and Australia’s most significant building projects, including the funding of and well-loved cultural and tourism assets. Our new Reconciliation Action Plan the Vehicle Access and Pedestrian Safety The Trust and management are committed sets targets in creating education and 7 employment pathways for Indigenous Morning Herald. Their generosity allows ‘THE TRUST AND Australians with a stronger presence in us to continually invest in our performing our future programming content also (p.36). arts program and reach the widest MANAGEMENT ARE audiences, also ensuring a greater number of Relevant strategies to reduce Sydney COMMITTED TO ENSURING Opera House’s environmental impact will community, education and free public events. continue to be implemented, reflecting the I applaud our resident, other supported THE LONGEVITY OF SYDNEY broad priorities from Government and the companies and a wide variety of OPERA HOUSE AND community (p.50). entrepreneurs for another successful year of inspiring events. On behalf of my A 10-YEAR BUILDING PLAN fellow Trustees I commend CEO Richard IS IN READINESS FOR GOVERNANCE AND BOARD Sydney Opera Evans and the management and staff House is a performing arts, tourism and for their commitment, talent, energy DETAILED CONSIDERATION.’ heritage enterprise that is accountable and integrity that delivered such strong to the NSW Government and Parliament results for Sydney Opera House over the for the delivery of objectives as set out in last financial year. the Sydney Opera House Trust Act 1961 (p.58). On 1 April 2011 Sydney Opera House was transferred administratively to the newly created Ministry for Tourism, Major Events, Hospitality and the Arts. The Trust benefits from a balanced representation of viewpoints and a wealth of business and artistic experience. Ms Renata Kaldor AO, Mr Robert Leece AM and Mr Leo Schofield AM were reappointed for a further three year term from 1 January 2011 until 31 December 2013 (p.58). I also was reappointed as Chairman for the same period.
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