Mtc Annual Report 2016 Mtc Annual Report 2016 -3
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ANNUAL REPORT 2016 -2- MTC ANNUAL REPORT 2016 MTC ANNUAL REPORT 2016 -3- CONTENTS 4 The year in numbers MTC on Tour 6 Chair’s report 56 Peddling 8 Foundation Chair’s report 57 Egg 10 Artistic Director’s report 58 Disgraced 12 Executive Director’s report Readings and MTC in Conversation MTC Headquarters 2016 Mainstage 62 Cybec Electric 252 Sturt St 16 Ladies in Black 65 MTC in Conversation: Southbank VIC 3006 18 Lungs David Hare and Jamie Lloyd 03 8688 0900 20 The Distance Southbank Theatre 22 Miss Julie MTC Initiatives and Artist Development 140 Southbank Blvd 24 Straight White Men 67 Women in Theatre Program Southbank VIC 3006 26 Double Indemnity 67 Assistant Directors 03 8688 0800 28 Skylight 68 MTC Connect mtc.com.au 30 Jasper Jones 68 Commissions 32 Disgraced Venues 69 Secondments and attachments 34 Switzerland 70 Awards and Nominations Throughout 2016 MTC performed its Melbourne season of plays at 36 The Odd Couple 72 MTC Board Southbank Theatre, The Sumner and The Lawler, 74 MTC Foundation Board and the Fairfax Studio and Playhouse at Arts Centre Melbourne. NEON NEXT 76 MTC Staff Managing Editor Virginia Lovett 40 Lilith: The Jungle Girl Editor Rosie Shepherdson-Cullen 42 NEON Extra Support for MTC Graphic Designer Helena Turinski 78 Corporate Partners Education and Families Cover Image Jeff Busby 80 Donors Cover Jasper Jones: Nicholas Denton, Rachel Taylor, Ian Bliss and Harry Tseng 46 Peddling 48 Egg 82 Financials Production photography by Jeff Busby, Brett Broadman (Switzerland) and Rob Maccoll (Ladies in 50 Sharing the Light Black). Other photography by Tim Grey, Gina Milicia, Tomas O’Brien, Sarah Walker and Heath Warwick. 52 Education Activities Melbourne Theatre Company acknowledges the Yalukit Willam Peoples of the Boon Wurrung, the Traditional Owners of the land on which Southbank Theatre and MTC HQ stand, and we pay our respects to Melbourne’s First Peoples, to their ancestors past and present, and to our shared future. MTC is a department MTC is assisted by the Commonwealth Government through the Australia Council, MTC is a member of Live of the University its arts funding and advisory body, and by the State Government of Victoria through Performance Australia and the of Melbourne. Creative Victoria. Australian Major Performing Arts Group. -4- MTC ANNUAL REPORT 2016 MTC ANNUAL REPORT 2016 -5- THE YEAR IN NUMBERS 639 220,359 56% 5 total performances total paid attendance of total revenue new Australian plays came from Box Office on MTC stages 501 $28.3 million actors, creatives and total revenue 15% 5 industry professionals from other income new Australian plays developed employed through Cybec Electric and $14.5 million workshops total box office income 10% 116% from corporate partnerships of core government funding 3 spent directly on cast 9% productions on tour increase in mainstage and creative wages 9% paid attendance from private donations 10 venues visited 10,838 8% on regional and school tickets to from government funding interstate tours MTC productions (net of payroll tax) -6- MTC ANNUAL REPORT 2016 MTC ANNUAL REPORT 2016 -7- In the arts, we are not marginalised and we are It is our firm belief that the community should CHAIRMAN’S REPORT not elitist. We are part of the foundation of not be disadvantaged from participating in Australian civic life. This is a fantastic the arts by virtue of mobility limitations or responsibility, and MTC embraces it whole- distance. Our strategic plan will see MTC be heartedly – in the plays we stage, to the classic more inclusive and our efforts increasingly or more commercial works we produce, to the concerted in ensuring more equitable access artist development opportunities and to our performances. educational programs we offer. In 2016, we strengthened our relationships with As Australia’s longest MTC’s total revenue compared to our With this in mind, the Board of Management, the University of Melbourne and the Victorian running State theatre government subsidy of 8 per cent net of Foundation Board and MTC Management College of the Arts. But we need to look at company, Melbourne payroll tax. undertook the first priority of the strategic plan more partnerships across government and Theatre Company is still raising money for the playwright development major corporations to continue to make MTC If we were to rely on government support alone – perhaps more than scheme. This five-year program will be the leading contemporary voice in the to supplement the box office, we would open ever – truly vital to launched and fully implemented in 2017. It will Australian arts landscape. ourselves up to commercial factors that would, Victoria’s creative life. be a ground-breaking initiative for the national ultimately, mean less wiggle room to take theatre landscape. MTC is fortunate to have a stable and MTC has a history artistic risks, allow flexible ticketing prices for supportive board that has enabled the of bringing new the disadvantaged or youth and stymie our If you consider the great cultural cities of the Company to realise some of the key initiatives Australian works and celebrated international ability to try new innovative practices. world – London, New York, Paris, Berlin, Beijing outlined in the strategic plan. I would like to works to the stage. This has, at times, proven – they all present a distinctive mix of current extend my sincere thanks to my fellow Board The MTC Foundation is spearheading our to be a risky venture, but more than 60 years visual and performing arts. All find a way to Members for their passionate commitment to since MTC’s inception we have no intention of efforts in this area and under the stewardship embrace new work. This work, in turn, MTC and the arts in general. veering from this path. of Chair Jane Hansen is growing from strength provides an opportunity, from their particular to strength. I commend Jane and her team on I must also acknowledge Artist Director Brett 2016 was a strong, consolidating year for the perspective, to address the contemporary their remarkable first year and their continuing world as it is. Sheehy and MTC Executive Director Virginia Company. Subscriber numbers and paid efforts to redefine our giving program. In Lovett, under whose leadership the Company attendance bounced back from 2015, confident February, MTC’s first ever General Endowment Melbourne is on the verge of becoming another continues to respond to the needs of not only in the artistic program; a program balanced Fund was created and launched with a of these great cultural cities. MTC’s strategic our audiences but the city’s cultural appetite with Australian premieres, international new visionary gift from The Little Foundation of vision will provide a road map to steer the more broadly. works, classics and independent work. $1 million. This fund will grow to ensure the Company through the reimagining of the new future sustainability of the company for Southbank area into the Melbourne Arts In an environment where many of our arts MTC’s mainstage attendances increased by 9 organisation are struggling to keep their heads per cent compared to 2015 and the company generations to come. Precinct – one of the world’s leading arts and cultural districts. above water, there are exciting times ahead for delivered 639 performances and employed 501 In 2016, the Board and Management adopted a Victoria’s flagship theatre company – times of actors, creatives and industry professionals. new strategic plan for 2017–2021. The strategic plan also sets us on a path to great will and sound purpose – as we MTC simply could not continue to contribute to building audiences and income through MTC’s reposition MTC to be a contemporary voice of This strategic plan sets a bold task to develop building Melbourne’s cultural capital without digital strategy. Using digital platforms, we will the Australian arts scene in the 21st century. new Australian works truly reflecting our private investment and the ongoing support grow our digital content to extend our reach diverse society, increase audience capacity and Terry Moran ac of our loyal – and growing – donor base. beyond the physical walls of a theatre, bringing to reach out across the State through touring our work to new audiences around Australia Private giving in 2016 grew to 9 per cent of and digital access. and beyond. -8- MTC ANNUAL REPORT 2016 MTC ANNUAL REPORT 2016 -9- The Little Foundation, of which I am also as a great cultural beacon to this State and FOUNDATION CHAIR Chair, was proud to support the to this nation. establishment of MTC’s General Endowment REPORT Fund with a donation of $1 million in 2016. A I would like to thank both the MTC Board general endowment fund is designed to and Foundation Board for all their efforts in provide the Company with a strong, helping us to gain significant momentum in sustainable and artistically vibrant future, a very short time. And I must particularly and will be a lasting source of income for congratulate the MTC management and philanthropy team, who have been As Chair of the MTC our revenue streams, and ensure the the Company for years to come. outstanding in supporting the growth of the Foundation I Company is stable enough to continue to If the year had not been busy enough, in Foundation in 2016. experience firsthand take artistic risks and provide the array of November we launched the MTC Legacy the passion and love programs and events so cherished by Circle to honour the generosity of those We are a small team but we have managed that Victorians have for artists and the community. This is why the who include a gift to MTC in their Will.