2000-2001 Annual Report C O N T E N T S 2000-2001
Letter of Transmission 1 Executive Summary 2 Mission Statement 2 Objectives 2 2000-2001 Highlights 3 Role of the Trust 4 Enabling Legislation 4 Chairman’s Report 6 Acting Chief Executive’s Report 8
Venue Management Overview Ogden IFC (Perth) Pty Ltd 10 Perth Concert Hall 12 His Majesty’s Theatre 16 Combined Venues Management: - Playhouse Theatre 19 - Subiaco Theatre Centre 22 Swan Bells 25 His Majesty’s Theatre Foundation 27 Museum of Performing Arts 28 Rechabites Hall 28 Performing Arts Workshop 30 Costume Hire Shop 30
Marketing and Programming Marketing 31 Audience Development 34 Youth Plan 38 Shows with Perth Theatre Trust Involvement 39 2000-2001
Business Development BOCS Ticketing and Marketing Services 40 Sale of BOCS Ticketing 41 Food and Beverage Services 41 Information Services 42
The Organisation Internal Structure 43 Human Resources 43 Enterprise Bargaining 44 Occupational Health and Safety (OHS) 44 Workers’ Compensation 44 Equal Employment Opportunity (EEO) 45 Women’s Plan 46 Disability Services Plan 46 Customer Service 46 Freedom of Information (FOI) Applications 46
Perth Theatre Trust Annual Report 2000-2001 I Trustee Meetings 47 Compliance Report 48 Public Sector Standards 49 Treasurer’s Instruction 903 50
Our People Board of Trustees 51 Consultants 53 Publications 53
Perth Theatre Trust Locations 54
Performance Indicators and Statistics Auditor General’s Opinion 56 Certificate of Performance Indicators 57 Ministry for Culture and the Arts Outcome 58 Statement for 2000-2001
Financial Statements Auditor General’s Opinion 63 Certificate of Financial Statements 64 Statements for 2000-2001 65
Abbreviations The following abbreviations appear throughout this report:
CTC Competitive Tendering and Contracting GST Goods and Services Tax HMT His Majesty's Theatre MCA Ministry for Culture and the Arts OIFC (Perth) Ogden International Facilities Corporation (Perth) Pty Ltd PCH Perth Concert Hall QA Quality Assurance PLY Playhouse Theatre STC Subiaco Theatre Centre Trust or the Trust Perth Theatre Trust The/this year refers to the reporting period 2000-2001 financial year the government or government Western Australian Government the Minister or Minister Minister for Culture and the Arts WA Western Australia WAMA West Australian Municipal Association WAS West Australian Symphony
Perth Theatre Trust Annual Report 2000-2001 II PERTH THEATRE TRUST ANNUAL REPORT 2000-2001
This report is submitted to the Honourable Sheila McHale MLA; Minister for Culture and the Arts, in accordance with Section 66 of the Financial Administration and Audit Act 1985.
Two month’s extension of time was requested and granted on the basis that the Perth Theatre Trustees terms had expired and the re-appointment of the Board was not finalised before mid September 2001.
Harry Morgan AM Chairman 24 October 2001
Perth Theatre Trust Annual Report 2000-2001 1 EXECUTIVE SUMMARY
In 2000-2001, the Trust maintained a focus and commitment on the business activities associated with the role of the delivery of venue services in the performing arts.
The primary undertaking for the Perth Theatre Trust in 2000 altered in the early part of 2001 with the government commitment to retain BOCS Ticketing and Marketing Services.
In addition to the focus on BOCS Ticketing and venue management activities, the interim management of the Swan Bells Belltower was a key activity of the Trust.
Ogden International Facilities Corporation (Perth) Pty Ltd were responsible for the management of the Trust venues under the terms of a management agreement implemented in March 1999, with operational requirements and specified service levels achieved, while operating in an increasingly competitive environment.
The Trust’s aim continues to be to provide high quality venues and services for the presentation and enhancement of cultural life in Western Australia.
The redefinition and future role of the Trust within the operational and strategic framework of the Ministry for Culture and the Arts was examined in the Culture and the Arts Portfolio Organisational Development Project Report: incorporating recommendations and directions set by the Machinery of Government Taskforce with the long-term role of the Perth Theatre Trust yet to be resolved.
The organisational structure of the Trust, which was re-designed in 1999-2000, was maintained with an executive team managing operations and contracts.
MISSION STATEMENT
The Perth Theatre Trust’s mission is to maximise the effectiveness of the performing arts resources under its control to enhance the cultural and economic life of Western Australia.
Objectives The objectives of the Perth Theatre Trust are:
• To provide high quality venues and services to maximise the cultural and public use of the venues managed by the Trust.
• To provide an efficient ticketing and information service to facilitate access to the Trust’s performing arts venues and targeted marketing information to performing arts companies.
• To ensure efficiency and effectiveness of its management practices.
Perth Theatre Trust Annual Report 2000-2001 2 2000 – 2001 HIGHLIGHTS Major Achievements For 2000-2001 • Redevelopment of His Majesty’s Theatre basement as ‘Downstairs at the Maj’ – a multi-function venue. • Museum of Performing Arts relocated to ‘Downstairs at the Maj’ with improved displays, interpretations and pubic access. • Lighting System upgrades at His Majesty’s Theatre, Perth Concert Hall, Playhouse Theatre and Subiaco Theatre Centre completed. • Majkidz program launched providing theatre experience and training for up to one hundred students per month. • Perth Concert Hall lift extended to basement car park improving access for people with disabilities. • Successful interim management of the Swan Bells Belltower.
Other Achievements For 2000-2001
• His Majesty’s Theatre air-conditioning renewal was completed enabling enhanced airflow to individual parts of the building.
• Playhouse Theatre air-conditioning renewal was completed enabling enhanced airflow to individual parts of the building.
• Quality assurance certification achieved for OIFC head office and the four venues.
• Website upgrading included Ipix tours (a 360 degree virtual tour of the venues).
• Perth Theatre Company office space refurbished at Playhouse Theatre.
• Food and beverage operations reverted into “in house” management.
• WA Ballet office air-conditioning improvements carried out at His Majesty’s Theatre.
• First stage of the audio upgrade commenced at Perth Concert Hall and His Majesty’s Theatre.
• Studio at Subiaco Theatre Centre now fully air-conditioned.
• Meeting room and office space constructed in the undercroft at Subiaco Theatre Centre.
Perth Theatre Trust Annual Report 2000-2001 3 ROLE OF THE TRUST
The Perth Theatre Trust is responsible for the operation of a number of performing arts venues in Perth in conjunction with the management of BOCS Ticketing and Marketing Services. The Trust also actively participates in presenting or co-production of events in its theatres and provides a range of theatre-related services to customers and hirers.
The Trust operates as a Service Agency of the Ministry for Culture and the Arts with the majority of the corporate service requirements of the Trust being provided through the Ministry and formalised by way of Service Level Agreements.
The four major performing arts venues - His Majesty’s Theatre, Perth Concert Hall, Playhouse Theatre and Subiaco Theatre Centre are managed by the external service provider, Ogden IFC (Perth) Pty Ltd operating as the agent of the Trust. The Trust’s role is one of managing the contract and monitoring performance in accordance with contract requirements, including the agreed service levels. This arrangement is consistent with the legislation governing the Trust’s operations.
Throughout 2000-2001, the Trust co-presented a number of performing arts productions in its theatres. This role has continued under the contractual arrangement with Ogden IFC (Perth) Pty Ltd.
The Trust’s management of BOCS Ticketing and Marketing Services continued. The commitment for the retention of BOCS resulted in the withdrawal of BOCS from sale by means of a public tender process.
The Performing Arts Centre Society provides Day to day management and operational requirements of Rechabites Hall under a separate agreement, pending decisions on the future upgrade and development of the building as performing arts venue.
The Trust directly manages the Costume Hire Shop located at Belmont, with major hires being to schools and performing arts productions.
ENABLING LEGISLATION
The Perth Theatre Trust was established and constituted under the Perth Theatre Trust Act 1979 to manage and operate theatres vested in or leased to or under its control. The Minister responsible is the Hon. Sheila McHale MLA Minister for Community Development, Women's Interests, Seniors and Youth; Disability Services; Culture and the Arts. Services; Culture and the Section 16 of the Act describes the functions of the Act as follows: a) encouraging, fostering and promoting the use of all theatres vested in or leased to the Trust or over which it has control (in this subsection called “Trust theatres”); b) without limiting the generality of paragraph (a), the care, control, management, maintenance, operation and improvement of Trust theatres and the doing of all
Perth Theatre Trust Annual Report 2000-2001 4 things necessary for and incidental and ancillary to that care, control, management, maintenance, operation and improvement; c) advising the Minister on the making of contracts for the management of Trust theatres; d) recommending to the Minister policies for the letting of Trust theatres and the facilities and space related thereto; e) advising the Minister on the terms and conditions under which the theatres, facilities and spaces referred to in paragraph (d) are to be let to users thereof; f) holding all real and personal property vested in it; and g) coordinating all activities taking place in each of the Trust theatres.
The Perth Theatre Trust is located at the Law Chambers Building, Level 7, 573 Hay Street, Perth, Western Australia.
Telephone: [08] 9224 7374 Fax: [08] 9224 7361 Email: [email protected] Website: www.perththeatretrust.com.au
Perth Theatre Trust Annual Report 2000-2001 5 CHAIRMAN’S REPORT
During 2000-2001 a number of significant outcomes and directions emerged for the Trust.
The Board of Trustees of the Perth Theatre Trust, following the commencement of the contract for the provision of venue management services for the Trust’s four major venues in March 1999, concentrated on the future of the Trust’s ticketing services.
The decision to sell BOCS Ticketing and Marketing Services and remove the Government from the ticketing marketplace had been previously identified and during 2000 was progressed to negotiations with the preferred proponent. The negotiation phase was complex, and the offer was declined effectively ending the tender process for the sale of BOCS Ticketing and Marketing. This action was in accordance with the provisions of the request for tender documentation.
With the change of Government in February 2001, strategies for the future operation and management of BOCS including the retention of BOCS within government commenced. Further industry consultation and consideration of options for the delivery of a ticketing system within government will be undertaken in the coming months.
While the time frame for the future route for BOCS Ticketing and Marketing Services was longer than envisaged, the dedication of the Trustees and the allegiance of BOCS staff has been significant to the ongoing success during this process. In particular the dedication of the BOCS staff and their ability to maintain a focus on clients, customers and service delivery has been outstanding.
In December 2000 the Trust’s expertise in venue management was extended to the operations of the Swan Bells, which opened to the public on 11 December 2000. The contractual model between the Trust and Ogden IFC (Perth) facilitated the implementation of operational requirements in a short time frame. The management by the Trust was an interim measure while the Swan Bells Foundation established itself legally and was able to contract in its own right. It was anticipated that this would occur in June 2001 and following discussions with the Ministry for Culture and the Arts and the Trust the interim management was extended to August 2001.
The Trust’s activities in venue management have shifted from operational, to that of contract and performance management, with the contractual model between the Trust and Ogden IFC (Perth) ensuring that:
• that the Trust remains responsible to the Minister for Culture and the Arts for pursuing the objectives of the Perth Theatre Trust Act 1979 - notwithstanding who is actually managing the buildings vested in, leased to, or are otherwise under its control;
• that the Trust cannot abrogate its responsibilities to owners and tenants of the venues through the execution of a contract for the provision of venue management services;
Perth Theatre Trust Annual Report 2000-2001 6 • that the activities of the venue operator must remain consistent with government policy on the delivery of public sector services, arts-related policy and the needs and requirements of subsidised arts companies; and
• that the aim of any outsourcing exercise is to provide for a more efficient delivery of public sector services.
I also acknowledge the support of the Minister for Culture and the Arts and in particular officiating at the opening of the Performing Arts Museum at His Majesty’s Theatre in February 2001. This was a very special occasion as the significant collection of performing arts memorabilia has not been accessible to the public. With the dedication of a space for the Performing Arts Museum, His Majesty’s Theatre provides greater accessibility to this wonderful resource.
There were a total of 587 events presented on the stages at the venues. While this is a drop from the previous year, the fall reflects the reduction in utilisation of the venues by some of the resident companies, the closure of the Perth Concert Hall for a number of weeks for lift access remodelling and the nationwide decline in theatrical activity during the Olympic Games and following the introduction of GST. In addition to main stage events, 50 performances were presented in the new venue DownStairs at the Maj. His Majesty’s Theatre Dress Circle Bar hosted 33 Lunchtime Concerts and over 80 students attended MajKidz workshops each month. 660 community activities occurred in the surrounding gardens of the Subiaco Theatre Centre and over 300 event related and non-event related functions occurred through the food and beverage operations of the four venues utilising all available areas.
Additionally, acknowledgment is extended to Director General Alastair Bryant who in addition to his primary role of Director General of the Ministry for Culture and the Arts has acted in the capacity of Acting Chief Executive Officer for the Perth Theatre Trust during 2000-2001.
As Chairman of the Perth Theatre Trust I express my gratitude to all the Trustees and staff of the Trust and the Ministry for Culture and the Arts for their support and contribution for 2000-2001.
Harry Morgan AM Chairman
Perth Theatre Trust Annual Report 2000-2001 7 ACTING CHIEF EXECUTIVE’S REPORT
As Director General of the Ministry for Culture & the Arts, I have been eager to contribute to the business of the Perth Theatre Trust. My position as Acting Chief Executive and member of the Board of Trustees, has enabled the forging of a strong agency and portfolio link to the Ministry for Culture & the Arts.
The Trust’s key business activity for 2000-2001 focussed on the sale of BOCS Ticketing and Marketing Services by public tender. The negotiation phase was complex and involved two separate tender processes. In both sale processes, the tenderers did not satisfactorily meet the tender specifications, and offers submitted were declined on this basis.
With the change of Government in February 2001, strategies for the future operation and management of BOCS are being reviewed. A strategic planning session was held in June 2001 involving key stakeholders. Further industry consultation and consideration of options for the delivery of a ticketing system within government will be undertaken in the coming months. A priority consideration will be the need to continue to provide a high service level to patrons and clients and to also ensure that the interests of staff are provided for.
During 2000-2001, Ogden IFC (Perth) continued to be contracted to provide venue management services to the Trust.
In December 2000, the Trust was invited to assist with the operational management of the Swan Bells as an interim measure while the Swan Bells Foundation established itself legally and was able to contract in its own right. More than 254,000 people visited the Swan Bells during the free entry period from its opening on 11 December 2000 until 10 April 2001, with the Trust and Ogden IFC (Perth) delivering exceptional management during this demanding phase. Interim management of the Swan Bells has been extended to August 2001, at which time it is anticipated that the Swan Bells Foundation will be in a position to manage and administer the Swan Bells.
As an agency within the Ministry, the Trust continued to adapt its business activities during 2000-2001 to reflect the Ministry’s direction. With the evolving role of the Ministry for Culture and the Arts across the arts portfolio, the Trust benefited from the strategic approach to initiatives that could be more effectively provided for by the Ministry. While the consolidation of functions such as corporate services, marketing and public affairs within the Ministry continued, there is still a necessity for particular reporting relationships and functions to remain as line functions of the Trust.
During 2000-2001, the Trust utilised the expertise of the Ministry for Culture and the Arts, and other government departments such as the Department of Contract and Management Services and the Department of Commerce and Trade, the State Supply Commission, Treasury and the Ministry for Premier and Cabinet for specific projects. I would like to acknowledge the valuable contribution of these departments.
Perth Theatre Trust Annual Report 2000-2001 8 I must also recognise the support of management and staff in providing the day-to-day operations of the Trust and for accomplishing such positive results. I sincerely thank all Trustees for their support and guidance and staff for their skill and energy in delivering services to our customers.
Alastair Bryant Acting Chief Executive
Perth Theatre Trust Annual Report 2000-2001 9 VENUE MANAGEMENT
OGDEN IFC [PERTH] PTY LTD - OVERVIEW
In 2000-2001 OIFC completed the second full year of the management of the Perth Theatre Trust venues. Contract management meetings were streamlined to fortnightly and the monthly written report to the Perth Theatre Trust was maintained. The 2000- 2001 business plan provided a context that noted the unknown effect upon business that would result from the introduction of the Goods and Services Tax [GST], the expected downturn in venue occupancy during the Olympic Games and an anticipated reduction in revenue from venue hires by the Perth International Arts Festival (PIAF) with the Festival adopting a focus on activities beyond the central business district of Perth.
Other influences upon 2000-2001 outcomes have included the closure of the Perth Concert Hall for eight weeks whilst the patron lift was extended to the basement car park and the resumption of food and beverage services to an in-house operation with additional information reported under food and beverage development. The decision by the West Australian Symphony to reduce its rehearsal days at Perth Concert Hall because of their financial situation had a major impact upon Perth Concert Hall revenues that negated successful efforts in gaining extra commercial hires.
Ongoing contact was maintained and further developed with interstate commercial promoters and national touring groups in order to pursue every hiring opportunity. However, the low exchange rate for the Australian dollar has impacted upon International attractions that have traditionally utilised Perth Concert Hall.
Several collaborative projects were organised with resident and local companies. Details of events are contained in the venue reports; of note however are the projects initiated at His Majesty’s Theatre using the new DownStairs at the Maj venue and other areas of the theatre involving age-specific groups.
There were a total of 587 events presented on the main stages of the venues. This is a marked drop from the previous year and reflects the reduction in utilisation of the venues by some of the resident companies. The closure of the Perth Concert Hall for a number of weeks for remodelling of the lift access also contributed to the lower occupancy as did the nationwide slow down in theatrical activity during the Olympic Games and following the introduction of GST.
A total of 660 community activities occurred in the Subiaco Theatre Centre and surrounding gardens and 50 performances were presented in the new venue DownStairs at the Maj. His Majesty’s Theatre Dress Circle Bar hosted 33 Lunchtime
Perth Theatre Trust Annual Report 2000-2001 10 Concerts and over 80 students attended MajKidz workshop each month. Over 300 event related and non-event related functions occurred through the food and beverage operations of the four venues utilising all available areas.
The development of a Quality Assured Management System to the international standard AS/NZS ISO 9002.1994 was completed in November 2000. An extensive quality audit was carried out by Quality Assurance Services (QAS) in each of the venues and Ogden IFC (Perth) head office. Full accreditation was awarded on 30th November 2000. This now sees the Perth Theatre Trust venues carrying the QAS ‘five ticks’ logo, which is a rare achievement in venue operations in Australia.
The QA certification provides for a total management system that documents procedures for all operations, tracks customer feedback and monitors improvement actions. It is subject to formal internal reviews at least quarterly, regular internal auditing and external auditing twice per year in order to maintain certification.
QA also covers all business operations including the maintenance of correct policies and procedures for risk management, emergency procedures, incident management, human resources skills management and workplace health and safety requirements.
Full access by venue staff to group management systems such as accounts and asset management has not yet been achieved, however such access is expected to be available in the first quarter of the 2001-2002 financial year.
Ogden IFC (Perth) assisted Perth Theatre Trust with the interim management of the Swan Bell Tower, providing staff and a management structure for the initial free opening period and establishing the operating procedures as a fee for entry venue pending a decision by government for the future of its operational status. Staffing and day to day management was provided through the Perth Concert Hall management and venue staff.
Perth Theatre Trust Annual Report 2000-2001 11 PERTH CONCERT HALL
General
Given the uncertainty of the Australian currency in the reporting year, activity for the Perth Concert Hall was more stable than perhaps would have otherwise been predicted for most Australian venues. The industry has undergone a downturn across the board, however the Perth Concert Hall, while feeling the effects of the results of the currency fluctuations, has come through the year strongly. It will be seen however that performances are down. There has been a reduction in the number of rehearsals held in the venue brought about mainly as a result of cancellations by the West Australian Symphony. The venue was also affected by the need to close aspects of the main foyer due the upgrade construction of the main lift.
While there has been a reduction in the number of commercial acts presented by promoters, the number of events at the venue, although less in number this year, has not been as significant as our predictions had indicated.
The better than expected performance was due primarily to the diversity of the events that occur on the main stage. This diversity is reflected in the accompanying figures.
It is gratifying that the long term strategy by the venue management of diversifying the client base in the market place has provided dividends in various ways, including opening the venue to a wider cross-section of the community and business which has in turn assisted in shielding the facility from the dramatic financial stresses felt elsewhere in the industry.
The venue management has maintained its goal of placing the greater emphasis on arts performance and in particular fine arts, nevertheless it has proven strategically prudent to seek other business in order to maintain and grow the utilisation of the venue. The effects of the economic down turn may have otherwise been even more dramatic.
Highlights
The Perth Concert Hall continues to be the primary performance home for the West Australian Symphony. In addition the venue is the auditorium of choice for the Musica Viva and Australian Chamber Orchestra organisations. These companies represent the highest standard of performance. The acoustics of the venue provide an international environment for their audiences.
Perth Theatre Trust Annual Report 2000-2001 12 The venue is proud to support these organisations with particular emphasis directed towards the West Australian Symphony. This year the Perth Concert Hall sponsored the West Australian Symphony Encounter Series, which is a concert series aimed specifically towards audience development.
Over the years the venue has taken an active role in supporting performance companies with a view to assist in establishing audiences and the long-term future of these organisations.
Once again the Venue offered support to the Australian String Quartet, which operates out of Perth. Audiences for the Quartet have been stable and the association with the Perth Concert Hall has played an important role in providing an element of artistic credibility, which is necessary in the life of professional performance ensembles that are developing both a national and international presence.
Other highlights for the year included the appearance of Australian performing icons Slim Dusty and Tommy Emmanuel. Both artists played to enthusiastic yet diverse audiences. Once again such events highlight how important the role of the venue is in providing a world-class facility to the larger community of Western Australia.
Building
Tenders were called and awarded for what is a two stage process in upgrading the lighting and audio systems within the venue. The completion work on the lighting upgrade was carried out during the year. The audio upgrade and installation began during the year and will progress into the current financial year.
Important in this lighting upgrade was the purchase of a state-of-the-art lighting control console and dimmers. The audio system will include a complete refurbishment of the public address system throughout the venue, including the installation of a complex network of multi-core wiring in the main auditorium.
The second stage of the upgrades will involve the purchase of lights and speakers. The upgrades will greatly assist in the marketability of the venue – particularly in attracting artists who might otherwise only visit the ‘East Coast’ due to the costs associated with travelling to Perth and the lack of facilities in the venue.
Of significance also was the refurbishment and modifications carried out to the foyer lift. Major reconstruction was undertaken to allow the lift to travel down to the car park situated below the main foyer. This project has been the goal of successive managements of the venue since the facility was opened. The upgrade will allow greater access to disabled patrons and the public in general.
As the owners, the City of Perth financed the upgrade under their commitment to the facility.
Perth Theatre Trust Annual Report 2000-2001 13 Master Plan
The Perth Concert Hall Master Plan has proved useful in that its recommendations and details have been included in debate regarding the relocation of the administrative and rehearsal facilities of the West Australian Symphony.
Regardless of the outcome of the deliberations over the final location of the West Australian Symphony’s administrative home, the Master Plan has proved to be an invaluable resource in the consideration of such matters. It is hoped that the document will continue to have a role in the development of future plans that involve planning associated with the upgrading and development of the Perth Concert Hall precinct.
Perth Concert Hall 2000-2001 PERFORMANCE STATISTICS 2000-2001 No.of Performances 2000-2001 Attendance 2000-2001 % Capacity (average) 1999 - 2000 Attendance 1999 - 2000 % Capacity (average) 1998 - 1999 No. of Performances
Classical Music 68 84,363 74% 97052 76% 69 Rock, Pop, Jazz, Folk 7 10,045 83% 11975 83% 16 Speech/Graduation Nights 41 72,093 99% 64368 99% 37 School's Performances 7 11,256 95% 22709 96% 5 Dance Schools 1377 80% 1 Conferences/Meetings 3 3,879 85% 6417 61% 14 Religious Meetings 2 3,329 96% 1600 93% 2 Comedy/Musical Comedy 9116 83% 5 Other 6612 50% 46 Childrens Performances 14 21,597 85% 14015 67% 4 Variety 2 3,940 127% 8729 81% 7 PERFORMANCE TOTALS 144 210,502 85% 243970 81% 206
Rehearsals 63 53 Total days used 207 259 Total days available 365 365 Percentage of use 56% 71%
Note: The percentage of capacity is based on the number seats available for each performance and this may vary from total number of seats at the venue.
Perth Theatre Trust Annual Report 2000-2001 14 Shows With Perth Theatre Trust Involvement
The Perth Concert Hall has also provided rental assistance for the Australian Piano Quartet through the year 2001. In addition to this, Perth Concert Hall supported the series of performances by local pianist Cathie Travers. Support was also given to pianist Anna Sleptsova for the recording of her Churchill Fellowship compact disc. In this manner the venue has assisted local professional performing groups and artists who are nationally focussed and who are developing audiences suited to the venue.
Perth Theatre Trust Annual Report 2000-2001 15 HIS MAJESTY’S THEATRE
Administration
Much progress was made in continuing to upgrade the plant and equipment at His Majesty’s Theatre during the reporting year.
In particular, the acknowledgement of the funding from the State Government which enabled the air-conditioning plant to be replaced, thereby rectifying the uneven temperatures in the venue during the summer months. The initial funding to commence the upgrading of the lighting and audio equipment was also welcomed, with the upgrade enabling the theatre to be in line with “best practise” and hosting the country’s finest quality productions on an on-going basis. The continuing upgrade of His Majesty’s Theatre has elicited much favourable comment from the general public, patrons and regular hirers.
The most exciting development of the period has been the complete renovation and refurbishment of the basement area of His Majesty’s Theatre into two new exciting venues – DownStairs at the Maj and the Museum of Performing Arts. These two major projects were chiefly funded by His Majesty’s Theatre Foundation, which provided far- sightedness and active support to make the vision become a reality. The Foundation is acknowledged and thanked most sincerely.
The total transformation of these under utilised areas into relevant and contemporary spaces, complimenting the rest of the magnificent building has been an unqualified triumph. The majority of the actual work was undertaken by in-house technical and maintenance staff that delivered excellent work on an exacting project.
His Majesty’s Theatre now has a permanent new exhibition area and new performance space. The Museum of Performing Arts finally has a boutique home where its massive collection will be displayed over time. Public and educational interest is very strong and over 500 people per month visit the museum.
Perth is now included on the national performing arts museum map, along with Melbourne and Brisbane. Particularly strong ties have already been established with the Victorian Arts Centre Museum with a view to future cooperation. Major tasks ahead for the Museum are an electronic database of the collection according to national and international standards, a Collection Policy for the future and the professional conservation of the collection.
Perth Theatre Trust Annual Report 2000-2001 16 DownStairs at the Maj was launched with a very successful start with utilisation by Perth International Arts Fringe Festival, followed by two very successful and popular seasons of Cabaret Soirée supper theatre and a wide variety of corporate and social events. This venue has quickly found a popular niche in Perth’s social life and there is much optimism about its future utilisation, enhanced by its own separate access and fully equipped kitchen.
Artistic Programme
During the year, 191 Main Stage performances were presented attended by 132 311 patrons, continuing the trend for improved attendance since the Ogden IFC (Perth) management contract commenced in 1999.
This represents an increase of 19.6 % over the previous year’s attendances. In addition, 9124 patrons attended 87 performances in our new Community Service Programmes, weekly Lunchtime Concerts and monthly Morning Melodies as well as Cabaret Soirée.
An additional Community Service Programme has been the creation this year of the MajKidz Club for young children interested in the workings of a professional theatre. This very successful programme is presented monthly in association with the Barking Gecko Theatre Company at His Majesty’s Theatre.
The two resident flagship companies, West Australian Ballet and West Australian Opera, presented five major productions during the year, accompanied by the West Australian Symphony. We are very proud of our association with these quality companies and of the complementary prestige that we each bring to each other’s activities.
Other highlights of the year included The Book Club, starring Amanda Muggleton and the popular and eagerly awaited visit of the prestigious Australian Ballet with The Merry Widow. Both seasons sold out completely.
We were very pleased to be involved with the 2000 Awesome Children’s Festival as a major venue for their imported production from Italy, The Magic Fruit.
His Majesty’s Theatre hosted the annual New Year’s Eve Perth Rotary Viennese Concert – an ideal setting for this enjoyable event. Other quality productions included the Royal Shakespeare Company/Young Vic production of Goldoni’s A Servant To Two Masters as part of the Perth International Arts Festival and the first Australian visit in 50 years of the Rambert Dance Company from the United Kingdom, which commenced their antipodean tour in Perth.
The partnership with an interstate producer brought inter alia a popular children’s production of The Magic of Mem. More than 10,000 primary school children and teachers descended on His Majesty’s Theatre for three weeks for daytime performances. For many, this was their first visit to His Majesty’s Theatre. Amongst the visitors was a group from a remote Northern Territory school who journeyed to Perth for a cultural visit. This production, although fraught with logistical challenges, was a major success for us in a new market niche and will hopefully be continued in the future.
Perth Theatre Trust Annual Report 2000-2001 17 We acknowledge with thanks the excellent relationships with Perth agencies and businesses including His Majesty’s Theatre Foundation, Perth Convention Bureau, City of Perth and Rydges Hotel Perth.
Thanks are also due to the staff, hirers, media, Perth Theatre Trust Trustees and staff, Ministry for Culture and the Arts, His Majesty’s Theatre Foundation and His Majesty’s Theatre Friends for their active support throughout this exciting year.
His Majesty's Theatre 2000-2001 PERFORMANCE STATISTICS 2000-2001 No. of Performances 2000-2001 Attendance % Capacity (average) 1999-2000 No. of Performances 1999-2000 Attendance % Capacity (average)
Opera 10 8388 70 13 10561 71 Ballet/Dance 40 34569 75 25 14114 49 Drama 67 39773 58 111 64014 50 Musical 0 0 0 19 7045 32 Rock, Pop, Jazz, Folk, Film00032701 78 Children's Performances 28 16486 76 16 3377 18 Schools' Performances 20 9384 57 4 2400 52 Dance Schools 6 5584 85 6 4800 70 Variety 5 2412 65 3 1600 46 Graduations 3 2600 84 Comedy 12 13115 95
PERFORMANCE TOTALS 191 132311 200 110612 52
Note: The percentage of capacity is based on the number seats available for each performance and this may vary from total number of seats at the venue.
Perth Theatre Trust Annual Report 2000-2001 18 COMBINED VENUES MANAGEMENT
PLAYHOUSE THEATRE
The past twelve months have been extremely challenging for Playhouse Theatre’s management and staff. In addition to the presentation of a diverse range of productions on the Playhouse stage, a number of major projects were undertaken ‘behind the scenes’ to improve the fabric of the building and level of comfort for patrons, hirers and staff utilising the theatre and its services. That the projects were carried out with minimal disruption to the theatre’s hirers and patrons, was a credit to the theatre’s staff, consultants and contractors who worked on the various projects.
Programme
The highlight of the year’s programme was the success of Girl Talk starring Jackie Weaver and Christen O’Leary, which played to capacity houses. Produced by HIT Productions in Melbourne, the Perth season in June was presented by the Perth Theatre Trust.
Other successful theatre productions included Ben Elton’s Gasping in August, David Williamson’s Face to Face for the Perth International Arts Festival in February. Both productions were produced by Perth Theatre Company, Playhouse Theatre’s resident company.
Black Swan Theatre Company also used the theatre in August to present Cosi starring Max Gillies, which attracted very good houses.
Playhouse Theatre continued to actively support the local dance community. Buzz Dance Theatre, with the assistance of the Playhouse presented Paper City in March. Steps Youth Dance Company returned to the Playhouse in May with Girls’ Gear Boys’ Breaks.
The theatre diversified its dance program in January by assisting Tango Argentino, a local pro-am company to mount Una Historia Del Tango, a history of Tango. The production was so successful that it was remounted later in the year for a country tour of Western Australia.
The Gilbert and Sullivan Society of WA presented in September Cox & Box and The Sorcerer. In August, the Society launched their 50th Anniversary celebrations with a season of Trial By Jury and H.M.S. Pinafore.
Other highlights included The Jive Junkys season in September presented by the Perth Theatre Trust and the return to Perth of WA Academy of Performing Arts graduate Chelsea Plumley for two concerts.
Perth Theatre Trust Annual Report 2000-2001 19 Compared with the previous year, there was a significant drop in the number of performances held, down from 163 in 1999-2000 to 118 in 2000-2001. The decision by Perth Theatre Company to cut back from four seasons in 1999-2000 to only two seasons during 2000-2001 resulted in 36 less performances being held.
The drop in the number of performances was offset by an equally significant increase in the average attendance for performances from 43% to 64% of available capacity.
The record-breaking season of Girl Talk in June resulted in total attendances for the year increasing from 29,915 in 1999-2000 to 32, 426 in 2000-2001.
Building
The upgrade of the Theatre’s stage lighting control system was completed in October 2000. A Compulite Ovation lighting control board and Bytecraft Dimmers were supplied by Bytecraft Pty Ltd. LSC lighting supplied the lighting control distribution system and KITEC Electrical Services undertook cabling and installation of equipment.
With the theatre dark while the upgrade of the stage lighting control system was being completed, the opportunity was taken to refurbish the Administration offices located at basement level. Used by the theatre’s staff and Perth Theatre Company, Peter Kernot of Donaldson & Warn Architects, was engaged to design the new layout and EP Building & Maintenance to carry out the work. Temporary offices were set up in the bar foyer for staff and the old offices completely removed and refitted over a three week period in October 2000.
Following the decision by the building’s owner, the Perth Diocesan Trustees, to allow the theatre’s lease to be extended for up to five years beyond 2003, the Perth Theatre Trust gave approval for tenders to be called in November by the Department of Contract and Management Services for the upgrade of the theatre’s air conditioning system. The contract was awarded to Airtech Pty Ltd. The scope of work included the replacement of the existing water-cooling tower with condenser fans and addition of a large air- handling unit to provide additional cooling capacity for the Main Auditorium. In addition smaller units were installed to provide air conditioning to foyers, offices and reception room on the top floor.
The installation of new air conditioning equipment also necessitated the replacement of the asbestos roof on the front section of the building and the installation of a platform to support the equipment. The contractor worked over the Christmas and New Year break to ensure that the system was operational by the third week of January, when the first production of the new year was due to open. The air conditioning and structural design work for the project was undertaken by engineers, Wood and Grieve.
As part of the upgrade of the theatre’s stage lighting control system and air conditioning plant, the main electrical switchboard originally installed in 1956 had to be replaced to accommodate an upgrade to the theatre’s power supply by Western Power from 300 Amps to 500 Amps to cope with the new load capacities. Co-ordination of the upgrade and installation of the new switchboard was undertaken by Kitech Electrical Services during March.
Perth Theatre Trust Annual Report 2000-2001 20 Staff Services
Playhouse Theatre’s head technician and casual technician were kept busy throughout the year assisting with performances, particularly those presented by local pro-am companies and schools. At the same time the technical staff had to accommodate the at times unavoidable disruptions caused by the upgrade to the building’s mechanical services.
The Front of House staff, as with the technical staff were rostered to also work at the Subiaco Theatre Centre and assist with the provision of food and beverage services.
Disability Access
The Theatre has ready access for wheelchairs and an infrared hearing system for patrons with impaired hearing.
Sponsors
The Playhouse Theatre acknowledges the support provided by Schweppes, Rosemount Wines, St James Apartments, The Sebel of Perth and engineers, Wood & Grieve Pty Ltd.
Playhouse Theatre 2000-2001 PERFORMANCE STATISTICS 2000-2001 No. of Performances 2000-2001 Attendance 2000-2001 % Capacity (average) 1999-2000 No. of Performances 1999-2000 Attendance 1999-2000 % Capacity (average)
Ballet/Dance 13 2901 56% 38 6963 43 Drama 64 18460 68% 82 12905 37 Concerts 7 1623 54% 000 Music Theatre 23 6823 69% 12 3730 73 Comedy 4 300 18% 29 5647 46 Children's Performances 000000 Schools' Performances 3 1000 78% 000 Dance Schools 2 702 82% 000 Private Hire 2 617 72% 2 670 78 Other (a) 00027 2771 n/a
PERFORMANCE TOTALS 118 32426 64% 190 32686 43%
Other (a) 7 436 n/a (a) % attendance not applicable as non-ticketed event 427 32862
Note: The percentage of capacity is based on the number seats available for each performance and this may vary from total number of seats at the venue.
Perth Theatre Trust Annual Report 2000-2001 21 SUBIACO THEATRE CENTRE
During 2000-2001 Subiaco Theatre Centre maintained its reputation as one of the State’s most successful community based Performing Arts Centres. In addition to the 18,652 people who attended 123 performances held in the Centre’s performance spaces, 20 concerts were held and 638 classes conducted that were attended by 17,672 people.
Programme
Yirra Yaakin Noongar Theatre returned to the Centre in August 2000 with Alice following the success of Solid for the Perth International Arts Festival in 2000. For the 2001 festival, the company also used the Centre to stage Alice starring Alice Haines.
Resident company, Barking Gecko presented two seasons of theatre for young people during the year, Dolphin Talk in July 2000 and Tiger Tango in October 2000. In addition to Barking Gecko, Prompt Corner, a Perth based amateur company presented Snugglepot & Cuddlepie during the April school holidays.
Opera in Company, another local pro-am company also returned to the Centre and presented Lovers & Legends in July 2000, Summer Eve Concert in December 2000 and Dido & Aeneas in June 2001.
Subiaco Theatre Centre in association with Belyssa Academy and Kulcha presented the Egyptian Dance Company Tannoura in August 2000. The company with their unique style of dance and colourful costumes were extremely well received.
The total number of performances presented for the year was down from 114 in 1999- 2000 to 87 in 2000-2001. This was in part due to resident company, Black Swan not using the Main Auditorium during the year. In the previous year Black Swan had presented two seasons totalling 47 performances.
The average attendance for performances rose from 55% in 1999-2000 to 62% of available capacity in 2000-2001.
There were 16 corporate and private functions held in the Main Auditorium during the year. The largest being the National Trust of Australia WA Branch’s National Conservation on Private Land Forum, which was held over 3 days during March 2001 and occupied every available space in the Centre.
Perth Theatre Trust Annual Report 2000-2001 22 Programme – The Studio
Productions in The Studio catered extensively to the 18-25 year age group with Vagabond Theatre presenting Dr Koppelus, Two Tonne Budgie Production’s Welcome to Paradise and WA Academy of Performing Arts /HIAT Collective’s Discordia, which was presented in association with Black Swan (BSX) and the Centre. In all there were 36 performances presented during the year that played to 2,378 people.
Use of The Studio for rehearsals was down on past years due to the reduction in the number of productions mounted by the resident companies.
Community Arts Programme
A diverse range of activities continued to be offered to the community throughout the year. Classes in drama and yoga catered for all age groups. Other classes ranged from music for toddlers to keeping fit for seniors. Over 9,550 people attended 638 classes during the year.
The City of Subiaco continued to financially support the extremely popular free community concerts. The nine Sunset @ Subi concerts held in the Subiaco Theatre Gardens from December to March attracted over 5,800 people. The 11 Sunday@Subi concerts held in the Main Auditorium from July to October attracted 2,322 people.
Craft Fair
The Matilda Bay Rotary Club again coordinated the Annual Subiaco Craft Fair held in the Subiaco Theatre Gardens on Sunday 5 November 2000. Over 10,000 people browsed through various stalls and displays.
Building
Upgrade of the stage lighting control system for the Main Auditorium was completed during October. Bytecraft Dimmers and a Compulite Micron lighting control board were supplied by Bytecraft. Kitec Electrical Services were responsible for the installation of equipment and the lighting control cable distribution system supplied by LSC.
In addition to the purchase of the lighting control equipment, an order was placed for the supply of a personnel lift for staff to use to rig and focus stage lights in the Main Auditorium and The Studio theatre. The Centre expects to take delivery of the GENIE Lift from All Purpose Access in August 2001.
During May, work commenced on the construction of a Venue Management Office and meeting room on the ground floor foyer of the Centre. The scope of work was subsequently expanded to include the provision of display cases and notice boards for the foyer and upgrade of the lighting in the area. Final fitout of the office is planned for completion in early July 2001. Construction and fitout of the offices was awarded to Network Interiors. Design work was undertaken by Graham Taylor of Taylor + Robinson, architects.
Perth Theatre Trust Annual Report 2000-2001 23 As part of the improvements planned for The Studio theatre, new curtains and track were ordered in June 2001. The new curtains should enable hirers of the space to obtain a complete blackout when performing during the daytime. The new curtain and track are to be supplied and installed by Stagecraft.
Staff Services
The Centre’s technical staff were employed on a casual basis throughout the year to support the diverse range of activities held in and outside the venue. The ability of the Front of House staff to undertake FOH and bar duties continued to enable the Centre to provide cost effective food and beverage services to hirers and patrons.
Disability Access
Wheelchair access is available to both theatres and the gardens. It is planned to install an infrared hearing system for patrons with impaired hearing within the next 12 months.
Subiaco Theatre Centre 2000-2001 PERFORMANCE STATISTICS 2000-2001 No. of Performances 2000-2001 Attendance 2000-2001 % Capacity (average) 1999-2000 No. of Performances 1999-2000 Attendance 1999-2000 % Capacity (average) Main Auditorium Drama 19 3962 69% 0 0 0 Music 8 1334 55% 8 802 33 Theatre 31 4822 52% 78 13581 58 Comedy 1 301 100% 1 302 100 Schools Performances 1 302 100% 0 0 0 Children's Performances 25 5111 68% 27 4172 51 Dance 2 442 73% 0 0 0
Total 87 16274 62% 129 20 864 55% The Studio Theatre 26 1228 52% 4 208 58 Children's performances 10 1150 96% 25 1633 73 Music 000415844 Total 36 2378 67% 33 1999 67% Community Programs Sunday at Subi - Main Auditorium (a) 11 2322 19 4635 n/a Subiaco Gardens - Barking Gecko (a) 0 0 16 3095 n/a Sunday at Subi - Amphitheatre (a) 9 5800 11 6080 n/a Craft Fair (b) 1 10,000 1 10000 n/a Undercroft/Rehearsal room (c) 638 9554 645 9657 n/a Sorry Day (a) 1 400 Total 660 28076 n/a 692 33467 n/a a) % attendance not applicable as non-ticketed event b) figure provided by City of Subiaco c) % attenandance not applicable as community classes
Note: The percentage of capacity is based on the number seats available for each performance and this may vary from total number of seats at the venue.
Perth Theatre Trust Annual Report 2000-2001 24 SWAN BELLS
In November 2000 the Ministry for Culture & the Arts was advised that the Swan Bells Foundation would report to the Minister for Culture and the Arts. The Ministry for Culture & the Arts investigated the short-term options for the interim management of the Swan Bells belltower. The need for an interim arrangement arose, as the Swan Bells Foundation was not formally constituted and the Foundation therefore was not in a position to commit to contracts or to enter into a lease.
A number of logical options were identified and explored for the interim management. The existing contract between the Perth Theatre Trust and Ogden IFC (Perth) Pty. Ltd. emerged as the preferred option by the Ministry, after consultation on all options occurring between the MCA, the West Australian Tourism Commission and the Department of Premier and Cabinet.
The Minister for the Arts and the Board of Trustees of the Perth Theatre Trust endorsed and approved the interim management by Ogden IFC (Perth).
Transition Committee
The Ministry for Culture and the Arts established a Transition Committee for the interim management period, which reported to the Swan Bells Foundation. The Transition Committee managed operational issues in the initial months of operations.
During the interim management of the Swan Bells, Ogden IFC (Perth) established the operating procedures for the belltower. Staffing and day-to-day management was provided through the Perth Concert Hall management, venue staff and casuals. Ogden IFC (Perth) established operational procedures for the belltower including the following:
• Development of a Building Evacuation Plan • Staff training in Fire and Evacuation Training • Consultation with coach tour operations in conjunction with WATC • Weekly visitor attendances reporting • Daily reporting inclusive of maintenance, building and site issues
In March 2001, the Trust liaised with the Transition Committee and Swan Bells Foundation to progress the future management of the Belltower.
Perth Theatre Trust Annual Report 2000-2001 25 Documentation commenced on a procurement plan and requirements for the tender for the management and operation of the Swan Bells Belltower. The Trust engaged the Department of Contract and Management Services to assist with the issue of a tender. The tender for Belltower Operator (RFP 21401) did not result in an operator being appointed with the Swan Bells Foundation examining the options for a future management model.
It was not possible to effect the transfer of the interim management of the Belltower from the Ministry for Culture and the Arts to the Swan Bells Foundation in April 2001 with the interim management by the Trust therefore extended.
The Perth Theatre Trust provided liaison staff that coordinated operational matters between Ogden IFC (Perth), the Ministry for Culture and the Arts and the Swan Bells Foundation.
Staff of the Marketing Division of the Ministry for Culture and the Arts provided the liaison for the media, marketing and promotion of the Swan Bells when the management of the Swan Bells transferred from the Western Australian Tourism Commission to the Minister for the Arts portfolio. The Ministry for Culture and the Arts also provided administrative support and coordination to the Swan Bells Foundation the provision of the services of an Executive Officer.
Attendance
The total number of visitors during the free entry period of 10 December 2000 to 10 April 2001 was 254,266 persons. Entry charges were introduced from 11 April 2001 with further 23,495 persons attending to 30 June 2001, bringing the total number of attendances for the reporting period to 277,761 persons.
Special Events
• Swan Bells used as icon within the Lotto Australia Day fireworks celebration in January 2001. • Commemoration for the 100,000th visitor to the Swan Bells on 18 January 2001. • International Bell ringers visited and rang the Swan Bells at a special Easter Festival. • Amnesty International celebrated its 40th Anniversary in May and included a special ring of the12 bells from St Martins-in-the-Fields Church. • Swan Bells venue hosted the launched the Heart Foundation’s “Climb to the Top” event in June.
Perth Theatre Trust Annual Report 2000-2001 26 HIS MAJESTY’S THEATRE FOUNDATION
The Foundation was formed in November 1993 in order to raise support for enhancement of His Majesty's Theatre (Australia’s only remaining Edwardian theatre), to promote the theatre as a place of excellence for the performing arts and for the funding of special projects associated with the Theatre.
• Basement Refurbishment: The year was highlighted by the funding by the Foundation of the refurbishment of the basement area at the Theatre to create a cabaret/conference venue, DownStairs at the Maj and the prestigious new Museum of Performing Arts. The latter houses the Theatre’s impressive collection of Performing Arts memorabilia, which was previously stored in the building and largely hidden from public view for decades. This investment would not have been possible without the generous support of donors, Sponsor a Seat membership and corporate sponsorship both past and present. In addition, Multiplex assisted greatly with sponsoring some of the demolition and redecoration. Particular mention should also be made of the Foundation’s major sponsors: Optus and Lexus Australia, who continued their invaluable support.
• Wine and Beer Sponsorship: Carlton and United Breweries continued to provide premium lagers and Southcorp Wines continued as our wine sponsor with a premium range of Seppelt wines and Salinger Sparkling wine.
• Community Service Projects: After applying funds raised mainly to capital works in the past the Foundation has this year commenced subsidising worthy Community Service Programmes at His Majesty’s Theatre. These programmes are largely aimed attracting people into the Theatre who may not otherwise have come, either because of financial constraints or because they do not see themselves as traditional theatregoers. These programmes include the popular Thursday lunchtime concerts, Morning Melodies and MajKidz.
• Events: His Majesty's Theatre Foundation Events Council spent most of the latter part of 2000 and the first six months of 2001 organizing the Grand Viennese Ball (for 18th August 2001) as part of the celebration of the 21st Anniversary of the refurbishment of His Majesty’s Theatre and as a fundraiser for the Theatre’s community service programmes. A Pre-show talk for A Midsummer Nights Dream was held in July and was conducted by Professor Chris Wortham who enlightened a new audience on the timelessness and fascination of William Shakespeare’s comedy in particular the Bell Shakespeare Company’s production of this play.
• Tours: The Foundation offers a range of tours including historical, technical and behind the scenes tours catering for diverse groups such as schools, social clubs, community groups and the corporate sector. 1440 people toured the His Majesty’s Theatre in the last financial year. Funds raised from tours assist the Foundation to support His Majesty’s Theatre Performing Arts Collection and related displays in the Theatre.
Perth Theatre Trust Annual Report 2000-2001 27 MUSEUM OF PERFORMING ARTS
With the opening of the Museum of Performing Arts in February 2001, there is a ‘dedicated space’ in which to display the ever-growing collection of memorabilia. The room has been skilfully redesigned and gives an extra element of theatrical glamour to the exhibitions. Situated near the historic precinct of King Street, it has the potential to be one of the City’s small cultural gems, and for that thanks are due to the Board of His Majesty’s Theatre Foundation, the Board of Trustees, OIFC General Manager - Mr Peter Dent, His Majesty’s Theatre Venue Manager - Mr Rodney Phillips and consultant Architect - Mr Maciek Miszewski.
As comments in the visitors’ book prove, the public deeply appreciates the idea of a theatre museum with repeat visits becoming customary. Of great benefit has been the flexibility to open the museum to coincide with a performance at DownStairs at the Maj, with the audience able to enjoy the exhibitions as a pre-show attraction, and an extension of a “night out at the Maj”, consequently furthering the public accessibility of this magnificent collection.
The Museum of Performing Arts opened with a tribute to Joan Sutherland, together with a commemoration of the old Theatre Royal. This was followed by a showcasing of our Phantom of the Opera costume in its La Belle Époque setting (loosely to coincide with the release of the film Moulin Rouge).
At the conclusion of the reporting year, the Museum of Performing Arts is already into its third exhibition, which is a display of photographs and programmes from the 1928 opening of The Ambassadors Theatre. This is providing an eye-opener for many, with visitors finding it hard to believe the theatre stood on the site of St. Martin’s Arcade in the central business district of Perth way back in 1928.
RECHABITES HALL
Rechabites Hall in William Street, Northbridge, is owned by the Department of Land Administration (DOLA). The Trust has held the lease on the upper level and foyer of the Hall since 1986. In July 1998, Rechabites Hall commenced operations as a performing arts venue after fire prevention and other works were completed.
In January 1999 the Performing Arts Centre Society commenced, on behalf of the Perth Theatre Trust, the management of Rechabites Hall. This arrangement was identified as an interim measure pending decisions on the redevelopment of the Perth Cultural Centre precinct.
While the venue is still insufficiently equipped and deficient in technical equipment both audiences and artists are attracted to the venue by its ambience, architecture and central location.
Developing New Audiences, New Artists and New Ideas
In 2000–2001 Rechabites Hall continued to support a diverse and stimulating program of new performance attracting younger and more adventurous audiences.
Perth Theatre Trust Annual Report 2000-2001 28 Under the management of the Performing Arts Centre Society Inc (PACS), tremendous growth was seen in all key reporting areas including increases in: number of performances (14%), number of productions (33%), number of producers using venue (33%) and audience percent of average capacity (11%).
This remarkable growth shows that the Hall is rapidly establishing a reputation both amongst independent producers and local audiences as a venue that is affordable, accessible and supports a program of risk taking, brave new works.
Companies and individuals hiring the Hall during 2000-2001 were generally young, independent producers creating new work on a shoe string and operating with limited marketing, management, production and technical resources. The work they produced at Rechabites Hall was generally passionate, vibrant and of relevance and interest to younger and more adventurous audiences.
All producers promoting work in Rechabites Hall supported an affordable ticket pricing policy encouraging new audiences into the theatre and ensuring that tickets were made available at an affordable cost to those on low incomes (in particular students and underemployed people).
These outcomes support The Performing Arts Centre Society core objective of developing new audiences, new artists and new ideas through the provision of affordable and accessible performing arts resources.
1n 2000-2001, Rechabites Hall provided venue support to 26 producer organizations and 146 individual events.
Venue Management
Throughout 2000 – 2001 PACS continued to work closely with the Perth Theatre Trust to ensure that the building operated within the City of Perth Health, Fire and Safety codes; that the building was maintained in a fair state of repair and that all maintenance and repair undertaken was sensitive to the heritage listing of the building.
In 2000-2001 the following basic venue and technical equipment upgrades were undertaken by PACS including:
• Minor upgrading of technical equipment including: purchasing of lamps, which had previously been hired through a long-term hire agreement, and purchasing of racks and dimmers previously on loan from the Artrage Festival. While this expenditure required an initial capital outlay to be made by PACS, this cost has quickly been recovered through savings made on expensive rental charges as well as increasing hirer satisfaction through the provision of more reliable equipment.
• Upgrading the bar area to meet Liquor Licensing conditions to obtain a Permanent Variation to the Blue Room license allowing PACS to operate a bar at Rechabites Hall. Variation has been granted on condition that the standard of the rest room facilities are reviewed in 12 months (March2002). The bar upgrade was made
Perth Theatre Trust Annual Report 2000-2001 29 possible through surplus income generated by PACS through Rechabites Hall bar sales.
• Basic audience comforts (including more comfortable seating and air conditioning) and a more realistic level of technical equipment and support available to producers hiring venue have been identified by PACS as priorities in developing the Rechabites Hall as a performing arts venue.
Rechabites Hall Performance Statistics
2000 - 2001 1999 – 2000 % Change Number of Performances: 146 128 14% Number of Producers 26 20 33% Total Attendance 9876 5929 67% Capacity (average) 53% 42% 11%
PERFORMING ARTS WORKSHOPS
The majority of sub tenants vacated the site of the workshops in December 1999, with the exception of the Performing Arts Workshop and Costume Hire Shop, which remained in operation at the Belmont location under a short-term arrangement. The Performing Arts Workshop accepted an option with the new owner Doric to sub lease premises on the site and the Costume Hire Shop operated by the Trust has also remained on the site.
COSTUME HIRE SHOP
With the changes to operations at the Performing Arts Workshops, the Costume Hire Shop has continued to operate under an interim arrangement at the site. The Costume Hire Shop contains the largest range of theatrical costumes in the State and its collection is utilised by professional companies, schools and amateur organisations. Some costumes are available for hire by the public.
During the year, the Trust commenced exploration of the options for the relocation of the Costume Hire Shop and alternative management arrangements that preserve its services to the performing arts and educational spheres.
Future developments are however subject to further options being explored, with the Trust keen to ensure that an alternative arrangement provides customers with access and service preservation.
Perth Theatre Trust Annual Report 2000-2001 30 MARKETING AND PROGRAMMING
MARKETING
As in the previous reporting year, the key responsibilities of Ogden IFC (Perth) marketing were to:
• Plan, develop and implement the marketing of the managed venues; • Ensure that all aspects of media relations were maintained; • Coordinate marketing research and audience development activities through internal assessments and external contracts; and • Maintain complementary marketing activities with the Ministry for Culture and the Arts marketing unit.
To further develop this marketing unit within the management of Ogden IFC (Perth), several strategic developmental areas were added to the marketing portfolio as follows:
Corporate Relations – to develop mutually beneficial relationships with key stake- holders, public decision makers, clients, potential clients, key business groups and tourism groups, for the purpose of strengthening the public and corporate image of all partners, while promoting the venues for traditional and non-traditional uses. Public Awareness and Branding – to identify areas of opportunity to develop public awareness and positive public perception of venue events and facilities, while establishing and maintaining a strong branding presence.
Audience Development – to identify and develop areas of opportunity to improve satisfaction levels amongst key venue user groups including patrons, resident companies, regular hirers and caterers. Employee Relations – to develop and maintain synergetic employee relations by offering assistance with, and access to, procedural and general business information.
Corporate Relations
Corporate Partners Relationships were established with key corporate groups including the Perth Convention Bureau and the Chamber of Commerce and Industry of Western Australia as well as arts and media groups.
These relationships were developed and maintained by Ogden IFC (Perth) personnel and venue management with several positive outcomes resulting in public awareness and branding opportunities.
Theatre Partners To acknowledge the ongoing support of the venues by BOCS Ticketing group bookers, an evening cocktail event was held on stage at His Majesty’s Theatre and attended by 150 invited guests.
Perth Theatre Trust Annual Report 2000-2001 31 This event gave venue management an opportunity to personally thank the group bookers for their contribution to our theatre business, and to promote coming performances and seasons with Perth Theatre Trust involvement.
Feedback from guests following the function was extremely positive, with several guests indicating the event was a ‘first’ and was greatly appreciated.
Public Awareness And Branding
One of the marketing objectives within the reporting year was to diversify target markets beyond existing patrons. These markets included:
• TOURISM GROUPS – including hirers from the Meetings Incentives Conventions and Events (MICE) market and potential audiences within MICE;
• CORPORATE GROUPS – potential hirers and potential audiences;
• EDUCATION GROUPS – potential audiences and visitors to the venues;
• NEW AUDIENCES – potential audiences for community programmes at His Majesty’s Theatre
In addition to this diversification, several core projects and business relationships established in the previous reporting year were further developed. These included:
• WEBSITE – phase two development
• MINISTRY FOR CULTURE AND THE ARTS – promotional opportunities
• COMMUNITY PROGRAMMES (HMT) – development from concept stage
• PROMOTIONAL OPPORTUNITIES – with media, resident companies and other
Tourism Groups Membership with the Perth Convention Bureau resulted in a total of 33 business referrals across all venues. Promotional activities with other groups included:
• Advertisements outlining conference facilities at all venues placed in Business News Conventions & Exhibitions liftout in August 2000 and April 2001;
• Advertisement featuring venue tourism attractions inserted in the Welcome Book – a publication distributed to 20,000 conventions and meeting delegates throughout 2000-2001;
• Launch of Corporate Cabaret and corporate facilities at His Majesty’s Theatre held DownStairs at the Maj exclusively for 110 members of the Meetings Industry Association of Australia (MIAA WA) in April 2001.
Perth Theatre Trust Annual Report 2000-2001 32 Corporate • Launched DownStairs at the Maj as a corporate use venue to strategically selected invited guests – February 2001; • Launched and promoted Thursday Lunchtime Concerts at His Majesty’s Theatre to CBD workers.
Education • Promoted MajKidz via mail out to 900 primary school teachers in Perth metro area and selected regional districts; • Established contact with the Education Department of Western Australia to discuss future opportunities with school students and the Museum of Performing Arts.
New Audiences Sought potential audience markets for new community programmes undertaken at His Majesty’s Theatre, including:
• Lunchtime Concerts • MajKidz • Morning Melodies • Cabaret Soirée • Museum of Performing Arts
Website - www.perththeatretrust.com.au
Phase two of the website development was implemented incorporating the Perth Theatre Trust portal and individual websites for His Majesty’s Theatre, Perth Concert Hall, Playhouse Theatre and Subiaco Theatre Centre.
Strong emphasis was placed on reflecting the unique nature of each venue, while creating a dynamic and interactive experience for visitors to the website of each venue.
New pages were added to the original menu for each venue to incorporate the niche interests of patrons, education groups, corporate hirers, performers and producers. These pages include:
• What’s On - new month-by-month calendar • Reviews - to upload critic quotes and reviews • Virtual Tours - 360º photographic images of venue space available for hire • Conferences & Meetings - relevant venue hire information skewed to corporate clients • Virtual Postcards - visitors can send electronic postcards • Seating Plans - added as a link to both the Venue Facilities page and Conferences & Meetings page
Ministry for Culture and the Arts • Participated in Arts branding advertising campaign coordinated by Ministry for Culture and the Arts marketing department;
Perth Theatre Trust Annual Report 2000-2001 33 • Participated in venue tours for visiting journalists from overseas as arranged by Ministry for Culture and the Arts marketing department.
Community Service Programmes – His Majesty’s Theatre • DownStairs at the Maj developed logo • MajKidz developed cartoon-style image for marketing and promotion purposes • Cabaret Soirée developed illustration for marketing and promotion purposes • Museum of Performing Arts developed brochure themed to DownStairs at the Maj venue and logo
Promotional Opportunities • City of Perth relaunch of His Majesty’s Carpark supported by His Majesty’s Theatre with signage opportunities and advertising, in return for provision of parking for guests at the launch of DownStairs at the Maj
• Online WA all venue websites linked to www.onlinewa.com.au
• ABC Radio 6WF participated in Best Seats in the House promotion – March 2001
• The West Australian participated in Save Me A Seat promotion – April 2001
• West Australian Ballet participated in cross-promotion with West Australian Ballet, Barre and radio station Mix 94.5 for ballet season – May 2001
• Barre coordinated Win a trip to Rotto for you and 7 Friends bar promotion during Melbourne International Comedy Road Show – May 2001
• Friends of the Theatre coordinated publicity in local community newspapers for Friends awarded the International Year of the Volunteer pin
• Shop-A-Docket participated in free website advertising promotion on till receipts in Coles supermarkets
AUDIENCE DEVELOPMENT
Market Research – Patrons
Perth Theatre Trust Annual Report 2000-2001 34 For the second consecutive year, patron research was conducted by AC Nielsen for the Perth Theatre Trust venues to measure audience satisfaction levels at each venue.
A total of 501 interviews were conducted in December 2000 with most questions based on those from the previous reporting year in order to draw accurate comparisons.
New questions were added to better measure ticket purchasing influences and habits, as well as questions to measure internet usage and interest.
Almost all patrons surveyed were satisfied with their venue experience and half gave a top rating of five-out-of-five, reflecting 1999 satisfaction levels.
The key strengths of the Perth Theatre Trust venues are seen to be the following: • Booking process • Internal signage • Staff • Other aspects including acoustics, atmosphere, view from seat, toilets, comfort of seating and ease of movement.
Few patrons were able to suggest improvements to their overall venue experience, however some broader areas showed lower satisfaction levels including: • Box office - booking hours • Food & Beverage - pricing seen as average • Comfort of Seating - at Playhouse Theatre
Internet access among venue patrons rated 71%, which is considerably higher than other survey figures current at the time of this patron survey. This presents strong opportunities for future communications with patrons via venue websites.
Market Research – Hirers
Hirer surveys continued in the same format as the previous reporting year.
Overall, hirers were satisfied with venue facilities, staff and ticketing. Opportunities for improvement in Food and Beverage were identified in the period of management by Encore Catering, however a positive shift in satisfaction levels was noted post this period.
Programming for Wider Audience Markets With the launch of the two additional spaces at His Majesty’s Theatre, being DownStairs at the Maj and the Museum of Performing Arts, opportunities were sought to offer new and existing theatre patrons intimate venue alternatives.
Community Service Programmes at His Majesty’s Theatre incorporated this new space and existing areas within the venue and strategies were executed to reach new and existing markets. Marketing for all community programmes was generated in-house from concept stage to completion.
Perth Theatre Trust Annual Report 2000-2001 35 As with the previous reporting year, Perth Concert Hall, Playhouse Theatre and Subiaco Theatre Centre welcomed opportunities to programme for younger audiences in the main auditoriums as part of the overall audience development strategy.
Audiences – under 8
His Majesty’s Theatre: • The Magic of Mem – HMT and Oz People Pty Ltd
Subiaco Theatre Centre: • Snugglepot & Cuddlepie – Prompt Corner
Perth Concert Hall: • Hi 5 – It’s A Party • Australian National Youth Performing Arts • Le Voce Unite
Audiences – 8 to 12
His Majesty’s Theatre: • MajKidz Club – HMT and Barking Gecko Theatre Company • The Magic Fruit – HMT and Awesome Children’s Festival • Wakakiri Primary School Eisteddfod
Subiaco Theatre Centre: • Tiger Tango – Barking Gecko Theatre Company
Perth Concert Hall: • International Song Festival for Youth • Australian National Youth Performing Arts
Audiences – 12 to 18
His Majesty’s Theatre: • Julius Caesar – HMT and Bell Shakespeare Company • Oh What a Lovely War – Midnight Youth Theatre Company • Rock Extravaganza – Newman College Perth • The Art of Food – HMT and Awesome Children’s Festival
Subiaco Theatre Centre : • Dolphin Talk – Barking Gecko Theatre Company • Tannoura – Belyssa Academy in association with Kulcha and STC • Actors Workshop Showcase – Shine Creative & Performing Arts • Arts Showcase 2000 – Ballajura Community College • Gecko Bytes Term 3 Review – Barking Gecko Theatre Company • Actors Workshop Showcase – Shine Creative & Performing Arts • Ballajura Community College Dance Night – Ballajura Community College • Summers Eve Concert – Opera in Company • Actors Workshop Showcase – Shine Creative & Performing Arts
Perth Theatre Trust Annual Report 2000-2001 36 Playhouse Theatre: • Gala Dance Festival – Australian Council Health, Physical Education & Recreation • Silver Jubilee Concert – Contemporary Dance Centre • Fluidity – Balcatta Senior High School • Enchainment – John Curtin College of the Arts • Graduate of the Year Concert 2000 – Young Set Model Academy • Girl’s Gear Boy’s Breaks – Steps Youth Dance Company • No No Nanette – St Hilda’s Anglican School for Girls
Perth Concert Hall: • Australian National Youth Performing Arts • Performing Arts Perspectives • Le Voce Unite
Audiences – 18 to 25
His Majesty’s Theatre: • Melbourne International Comedy Road Show • Perth International Arts Fringe Festival Subiaco Theatre Centre: • Peter Berner Live – Gung Ho Comedy Club • Alice – PIAF & Yirra Yaakin Noongar Theatre • Totally Huge New Music Festival 2001 – Tura Events Co. Ltd
Playhouse Theatre: • One Voice One Guitar – Paul Coleman Concert – Scope Music • Jive Junkys – Playhouse Theatre & Can Do That Pty Ltd • Una Historia Del Tango – Tango Argentino • Paper City – Buzz Dance Theatre
Perth Concert Hall: • International Song Festival for Youth • Performing Arts Perspectives
All Audiences - families
His Majesty’s Theatre: • FEAST Open Day – HMT and West Australian Ballet • The Nutcracker Ballet – Graduate College of Dance • Guided tours of His Majesty’s Theatre and Museum of Performing Arts
Perth Concert Hall: • School Concerts – total six • Speech Nights – total 27
Audiences – over 30 (new concept and product) • Cabaret Soirée – DownStairs at the Maj
Perth Theatre Trust Annual Report 2000-2001 37 CBD workers • Lunchtime Concerts at His Majesty’s Theatre Seniors • Morning Melodies at His Majesty’s Theatre
STATE GOVERNMENT’S PLAN FOR YOUNG PEOPLE 2000 – 2003
The State Government’s Plan For Young People 2000 – 2003 specifically targets young people between the ages of 12 to 25 years.
Ogden IFC (Perth) actively developed and promoted the presentation of MajKidz by His Majesty’s Theatre in association with Barking Gecko Theatre Company. Targeted at youth with a keen interest in the performing arts, young people were invited to learn about the many disciplines of theatre in exciting interactive workshops.
MajKidz workshops were held at His Majesty’s Theatre one Saturday morning each month from March 2001 to December 2001. MajKidz aimed to develop theatre skills, creativity, synergy and self-esteem of participants, while enhancing understanding and appreciation of theatre to take with them through their adult lives. Youth were encouraged to apply their ideas throughout the programme and, at the end of the year, invite teachers, family and friends to a presentation showcasing their new skills. Over 80 students attended the MajKidz workshops from March to June 2001.
Other events that were performed at the venues that specifically targeted young people between the ages of 12 to 25 years are listed under audience development.
Audience loyalty programs will be further developed including specific demographic targets including the youth theatre program. Under the Youth Plan the following initiatives have been identified:
• Student education programs will be developed providing site tours, venue information kits, historical exhibitions and theatre programs, with 3 student related projects to be conducted annually.
• Develop the Subiaco Theatre Centre in conjunction with the Barking Gecko Theatre Company as a premium venue for youth and the performing arts.
• Develop student education by providing site tours of the Performing Art Museum at His Majesty’s Theatre.
The Perth Theatre Trust also continues to support the work experience program of the Ministry for Culture and the Arts by providing relevant work placements for secondary school and tertiary students spanning several areas of venue operations and management. This includes the secondment of third year West Australian Academy of Performing Arts (WAAPA) Arts management students to the venues.
Perth Theatre Trust Annual Report 2000-2001 38 SHOWS WITH PERTH THEATRE TRUST INVOLVEMENT 2000-2001
DATE SHOW PRODUCER PERFORMANCES ATTENDANCE
His Majesty's Theatre A Midsummer Bell Shakespeare 27 July - 5 August Night's Dream Company 12 5628
Cultural Pursuits Rambert Dance Australia & Arts 7-10 March Company Projects Australia 4 2542
Are You Being 27 March - 14 April Served? Oz People Pty Ltd 20 14125
29 March - 12 April The Magic of Mem Oz People Pty Ltd 20 10210 Melbourne International Comedy Road Melbourne Comedy 15-20 May Show Festival 6 7031 Bell Shakespeare 14-23 June Julius Caesar Company 12 5521
Perth Concert Hall
17th June Cathie Travers Cygent Productions 1 60
Sydney International Piano Competition 19th July Winner 1 677
Australian Piano 23rd July Quartet 1 430
Australian Piano 15th October Quartet 1 460
Australian Piano 27th May Quartet 1 550
Anna Sleptsova 26 & 31 May recording 1
Playhouse Theatre
7-16 September Jive Junkys Can Do That Pty Ltd 10 2215
14-23 June Girl Talk HIT Productions 11 4629
Perth Theatre Trust Annual Report 2000-2001 39 BUSINESS DEVELOPMENT
BOCS TICKETING AND MARKETING SERVICES
BOCS provides ticketing services for events encompassing all aspects of live entertainment, from theatre, opera, music concerts and dance through to blockbuster musicals and sporting events.
It has a wide client base with the largest being the Perth Theatre Trust (for its own venues), Burswood International Resort Casino, Perth International Arts Festival, Regal Theatre and the University of WA. It has also provided ticketing services to such events as the Hopman Cup, Heineken Classic and the Davis Cup.
BOCS Head Office and call centre is at the Perth Concert Hall and it has ticketing outlets at the Perth Concert Hall, His Majesty’s Theatre, the Subiaco Theatre Centre, the Playhouse, Theatre, the Octagon Theatre and the Regal Theatre. BOCS also has formal agreements with agents that service patrons.
During the past financial year BOCS Ticketing and Marketing Services has continued to play a major role in performing arts and special event ticketing in the West Australian market. The commitment to the business shown by the staff has resulted in an increased market share and assisted in the further development of strong relationships with clients and the public.
Although the volume of ticket sales decreased from the previous year, as a result of a general downturn in the industry, BOCS Ticketing and Marketing Services continued to maintain its financial viability.
Ticketing
Among the many events successfully ticketed by BOCS Ticketing and Marketing were:
• Cats at the Esplanade • AC/DC at Burswood Dome • The Davis Cup at Kings Park • Russian Romance at His Majesty’s Theatre • The Mikado at the Regal Theatre
Perth Theatre Trust Annual Report 2000-2001 40 Service Upgrade
Stakeholders of BOCS Ticketing and Marketing Services had previously requested that a web site be developed.
The BOCS web site became operational during December 2000. This has enabled tickets to be purchased online at any time of the day or night and provided an additional information and marketing source for clients. The BOCS Website is accessed by visiting www.bocsticketing.com.au
Staffing
The staff have participated in a number of training programmes in the reporting year including Access, Frontpage, Excel and Train the Trainer. Further training will be ongoing during the coming year.
The web site development has led to a need to recruit staff to manage this facility and provide specialised skills in this area. The volume of business through the web site while initially slow, experienced a steady increase with the online business and this trend is expected to continue.
SALE OF BOCS TICKETING
The Trust’s key business activity for 2000-2001 focussed on the sale of BOCS Ticketing and Marketing Services by public tender. The negotiation phase was complex and involved two separate tender processes. In both sale processes, the tenderers did not satisfactorily meet the tender specifications, and offers submitted were declined on this basis.
With the change of Government in February 2001, strategies for the future operation and management of BOCS were reviewed. A strategic planning session was held in June 2001 involving key stakeholders. Further industry consultation and consideration of options for the delivery of a ticketing system within government will be undertaken in the coming months. A priority consideration will be the need to continue providing a high service level to patrons and clients and to also ensure that the interests of staff are provided for.
FOOD AND BEVERAGE SERVICES
Food and beverage services are provided to customers and patrons at each of the Perth Theatre Trust’s venues. These include bar services, functions, food services, café and restaurant services and sponsored beverage handling within approved guidelines of the Liquor Licensing Act 1998.
The provision of catering services by Encore Hospitality was reviewed during the post- Olympics period and a decision was taken by mutual agreement that all food and beverage services would revert to an ‘in house’ operation as part of the Ogden IFC Perth management agreement with the Perth Theatre Trust.
Perth Theatre Trust Annual Report 2000-2001 41 The changeover was completed successfully 1st March 2001 with transfers of liquor licenses and key personnel to Ogden IFC (Perth) being achieved without incident. An experienced and highly regarded manager for the food and beverage services was appointed in March and a full review of all services was implemented for inclusion in the 2001-2002 business plan.
Major changes made or in transition prior to 30 June 2001 included:
! A complete review of menus at Barre restaurant and Perth Concert Hall Café, with changes implemented and new displays installed;
! Perth Concert Hall carvery upgraded to a buffet including a new dessert bar and an improved hot selection. A pianist now performs pre-show in the Wardle Room;
! The successful integration of the Cabaret venue at His Majesty’s into the food and beverage operation;
! A full review of full time staff and casual staff completed;
! All food and beverage staff retrained with new induction requirements;
! Barre restaurant opening hours reviewed and extended;
! All food and beverage operating procedures fully reviewed and enhancements introduced.
INFORMATION SERVICES
The integration of the Trust’s administrative services network including information technology to the Ministry for Culture and the Arts occurred when the Perth Theatre Trust relocated. With the Trust’s venues and the BOCS Ticketing and Marketing Services operating from a shared platform, the separation of these two functional areas was identified with the time frame linked to the sale of BOCS by tender.
With the change of Government in February 2001, strategies for the future operation and management of BOCS were being reviewed, with the requirement for the separation of these two functional areas still required with the Ministry for Culture and the Arts and information technology consultants commencing on this project in May 2001.
The enhancements to the venue management network of Ogden IFC (Perth) Pty Ltd were not fully delivered due to the delays with this separation, with full access by venue staff to group management systems such as accounts and asset management not achieved. Improved information technology systems is expected to be available in the first quarter of the 2001-2002 financial year.
Information technology support was provided by the Trust in-house to BOCS Ticketing and Marketing Services.
Perth Theatre Trust Annual Report 2000-2001 42 THE ORGANISATION
INTERNAL STRUCTURE
The Perth Theatre Trust management team for the operational year is outlined below:
Director Operations and Contract Management Ross Palmer [David Hounsome to June 2001] Director Finance and Administration Lionel Henry Contract Manager Deborah Mickle Administrative Assistant Jan Sullivan to May 2001 Information Technology Basil Hendroff
BOCS Ticketing and Marketing Services team for the operational year is outlined below:
Manager current Acting Manager Kathy White, Group Bookings Chris Carey Information Systems Manager Vacant BOCS System Management Coordinator Annette Cameron Event Coordinator Jo McVee
The manager for the Costume Hire Shop for the operational year was Joanne Cullen.
PERTH THEATRE TRUST OPERATIONAL STRUCTURE Minister for Culture the As at 30 June 2001 Arts
HMT Foundation Board of Trustees Director General Board of the Ministry of Culture Perth Theatre Trust and the Arts
PTT Management Team
Services provided Services provided by internally external providers • Contract and Operations • Venue Management Management (including programming and presenting) by Ogden IFC (Perth) •Finance and Administration Pty Ltd Management • Food and Beverage Services • BOCS •Rechabites Hall Venue •Costume Hire Shop Management by PACS
HUMAN RESOURCES
Section 17(1) of the Perth Theatre Trust Act 1979 empowers the Trust to engage employees for the performance of the functions of the Trust. However, when the Ministry for Culture and the Arts was created in July 1997, the Trust relinquished its status as an employing authority. Since that time, the Director General of the Ministry for Culture and the Arts has been the designated employer of all staff engaged in Trust business.
The Ministry’s Human Resources Division is responsible for providing the range of employee and organisational services to the Trust.
Perth Theatre Trust Annual Report 2000-2001 43 ENTERPRISE BARGAINING
The Human Resources Division with the Ministry for Culture and the Arts developed a Workplace Bargaining Model, which provided the framework for workplace and enterprise negotiations whilst ensuring communication with staff and consultation between the Agencies comprising the Ministry, including the Perth Theatre Trust.
Enterprise bargaining negotiations resulted in the Ministry and respondent Unions reaching an “in principle” agreement on new terms and conditions for approximately 780 salaried and wages staff, including Perth Theatre Trust employees. A generic workplace agreement was also developed to replace a variety of individual agreements that existed within the Ministry.
A change to Government wages policy saw the introduction of the Wages and Parity Policy and as a result, the Ministry’s enterprise and workplace agreements did not proceed to registration.
EMPLOYEE RELATIONS OGDEN IFC (PERTH)
Employees of all venues continued to be regularly updated with changes in company procedures, practices and polices via the internal newsletter – Curtain Call.
The first issue of the Employee Handbook was completed at the conclusion of the reporting year. The booklet refers to all Ogden IFC (Perth) policies, procedures and general information of interest to employees.
OCCUPATIONAL HEALTH AND SAFETY (OHS)
In March 1999, the Trust’s Occupational Health and Safety (OHS) Committee merged with the OHS Committee of the Ministry for of Culture & the Arts.
Managers and supervisors within the Trust’s operational structure are accountable for the health, safety and welfare of employees within their area of responsibility. The outsourcing of venue management has not diminished the responsibility of managers and supervisors, with the Ogden IFC (Perth) Pty Ltd management team monitoring and reviewing OHS performance in addition to initiating continuous improvement in this area.
WORKERS’ COMPENSATION
The Human Resources Division of the Ministry for Culture & the Arts is responsible for claims management in conjunction with relevant line management staff for Workers’ Compensation.
Perth Theatre Trust Annual Report 2000-2001 44 The Trust’s figures for workers’ compensation in the reporting year were as follows:
2000-2001 1999-2000 1. Frequency rate = 0 = 11.92 2. Average lost-time rate = 0 = 10. 3. Cost of claims/$100 wage-roll = 0.0469 = 0.6131 4. Contribution rate = 1.28 = 1.37 5. Rehabilitation success = Not applicable = Not applicable
Definitions of Workers’ Compensation tables.
1. Frequency rate = No. of LTI/diseases x 1,000,000 Total hours worked
• Number of LTI/diseases is the number of lost-time injuries where one day or more was lost. • Totals Hours worked is the total number of hours worked in the renewal period.
2. Estimated cost of claims incurred/$100 wage-roll = Estimated cost of claims incurred x 100 Total wages
3. Contribution (Premium) Rate = The workers’ compensation contribution for the year as defined as: Total contribution paid x 100 Total wages declared
4. Rehabilitation Success rate = No. of rehabilitated employees x 100 No. eligible employees
EQUAL EMPLOYMENT OPPORTUNITY (EEO)
The Ministry for Culture and the Arts has an Equal Employment Opportunity policy, which has been adopted by all Service Agencies. This policy includes grievance procedures related to the elimination of harassment in the workplace.
Details of the representation of employee groupings are as follows:
Number of employees by gender
Women Men Total Permanent full-time 9514 Permanent part-time 000 Fixed term fulltime 516 Fixed term part-time 000 Casual 40 11 51 54 17 71
Perth Theatre Trust Annual Report 2000-2001 45 WOMEN’S PLAN
Under the Government’s Two-year Plan for Women 1999-2001, the Perth Theatre Trust has committed to:
• Evaluate and improve on existing services and facilities offered to women within Perth Theatre Trust venues. This will be done by consultation and obtaining advice from other performing arts venues throughout the State and nationally to identify how they determine and fulfil services and facilities for women.
• Analyse the number of women who have appeared or presented work at Perth Theatre Trust venues in the past three years.
With the contracting out of venue management, the evaluation and improvements will be implemented by Ogden IFC (Perth) Pty Ltd in accordance with employee relations planning.
DISABILITY SERVICES PLAN
The Trust implemented a Disability Services Plan in 1996. The plan aims to ensure that people with disabilities, their families and carers are able to fully access the range of facilities and services offered by the Trust.
The Trust was also represented on the Ministry for Culture and the Arts committee, which developed and reviewed a Disability Services Plan for adoption for all service agencies.
CUSTOMER SERVICE
The Customer Service Charter developed by the Trust, has been reviewed by Ogden IFC (Perth) Pty Ltd and integrated into the Quality Assurance procedures and the venue management performance indicators. BOCS Ticketing and Marketing Services has continued to develop, refine and improve the services and level of service that staff provide to customers.
FREEDOM OF INFORMATION (FOI) APPLICATIONS
The Trust remains committed to providing information about its policies, activities and funding decisions. In accordance with the requirements of the Freedom of Information Act 1992, the Trust has prepared an information statement with information on its structure and functions, decision-making processes, types of documents it holds, and procedures for handling FOI requests. These procedures are coordinated through the Ministry for Culture and the Arts.
Details of FOI requests for the reporting year comparative to 1999-2000 are provided in this table:
Perth Theatre Trust Annual Report 2000-2001 46 DETAILS OF FOI REQUESTS 1999/00 2000/01 No. of applications received 1 0 No. of applications withdrawn 0 0 Personal applications 0 0 Non-personal applications 2 0 Average days to process applications 10 0 Access granted in full 0 0 Edited access 1 0 Withdrawn by applicants 0 0 Applications outstanding 0 0 Applications transferred 0 0 Access refused 0 0 Exemptions cited 1 0
WASTE PAPER RECYCLING
The Trust continues to recycle waste paper used in its activities. All staff are encouraged to recycle paper.
TRUSTEE MEETINGS
Meetings of the Board of Trustees
Eight meetings were held in the reporting period:
22 August 2000 Full meeting of the Board 25 September 2000 Full meeting of the Board 9 November 2000 Full meeting of the Board 18 January 2001 Full meeting of the Board 1 February 2001 Extraordinary meeting of the Board 15 March 2001 Extraordinary meeting of the Board 17 May 2001 Full meeting of the Board 14 June 2001 Full meeting of the Board
Trustee Attendance Mr Harry Morgan AM, Chairman 8 meetings Dr Toby Manford 7 meetings Ms Maureen McDaniell 5 meetings Cr Tess Stroud 8 meetings Cr Judy McEvoy 5 meetings Cr Laurence Goodman 5 meetings Mr Henry Boston 6 meetings Mr Alastair Byrant (for MCA) 5 meetings
Perth Theatre Trust Annual Report 2000-2001 47 Sub Committees of the Board Programming Committee (3 meetings)
Board members Mr Harry Morgan AM Ms Maureen McDaniell Dr Toby Manford Other members Nominated management staff
Finance Committee (2 meetings)
Board members Mr Harry Morgan AM Other members Nominated management staff
Tender Evaluation Panel – BOCS Ticketing (1 meeting)
20 December 2000
Board members Mr Harry Morgan AM, Chairman Mr Alastair Bryant, Director General
Other members Mr Glen Colling Treasury Department Mr John Ryan CAMS Mr Reg Webb Consultant Ms Patricia Finn Probity Auditor Mr John LightowlersPremier & Cabinet Mr David Hounsome Perth Theatre Trust Mr Lionel Henry Perth Theatre Trust Ms Jan Sullivan Perth Theatre Trust (Minutes)
COMPLIANCE REPORT
The Perth Theatre Trust operates under the provisions of the Public Sector Management Act 1994. In the performance of its functions, the Trust and Ministry for Culture and the Arts complies with the following relevant written laws:
State Acts • Equal Opportunity Act 1984 • Equal Opportunity Amendment Acts 1988 and 1992 • Financial Administration and Audit Act 1985 • Industrial Relations Act 1979 • Lotteries Commission Act 1990 • Minimum Conditions of Employment Act 1993 • Occupational Health, Safety and Welfare Act 1984 • State Supply Commission Act 1991 • Workers Compensation and Rehabilitation Amendment Act (No. 2) 1992 • Workplace Agreements Act 1993 • Freedom of Information Act 1992
Perth Theatre Trust Annual Report 2000-2001 48 The Perth Theatre Trust has, to the best of my knowledge, complied with the requirement of the law, including the Financial Administration and Audit Act 1985, and exercised controls to provide reasonable assurance that the receipt and expenditure of moneys, the acquisition and disposal of public property, and incurring of liabilities have been in accordance with legislative provisions.
I am not aware of any circumstances which render the particulars included in this statement misleading or inaccurate.
PUBLIC SECTOR STANDARDS
Under Section 31(1) of the Public Sector Management Act 1994, the Ministry for Culture and the Arts is required to report on the extent to which it has complied with public sector standards, codes of ethics and any relevant code of conduct as the employer of all Perth Theatre Trust staff.
In the administration of the Perth Theatre Trust, I have complied with the Public Sector Standards in Human Resource Management, the Western Australian Public Sector Code of Ethics and the Trust’s own Code of Conduct.
The Chief Executive and Divisional Directors of the Trust, together with the Directors of Human Resources, Policy and Planning and the Chief Finance Officer within the Ministry for Culture and the Arts, are responsible for compliance with public sector standards and ethical codes and this is reflected in both role statements and performance agreements.
To assist in the monitoring and assessment of compliance, a program has been developed and implemented across the Ministry for Culture and the Arts (of which the Perth Theatre Trust is a Service Agency) which is inclusive of those requirements relevant to the Trust. The program provides for the assessment of transactions and the audit of human resource systems and processes; and incorporates periodic external validation and audit of compliance.
Procedures have been implemented which ensure that actions taken to fill vacant positions are consistent and that merit based selections occur.
Breach of Standard Applications 2000-2001
Number lodged Nil Number of breaches found Nil Multiple breaches Nil Number still under review Nil Material breaches Nil Non-material breaches Nil
Perth Theatre Trust Annual Report 2000-2001 49 Treasurer’s Instruction 903
In reference to the Electoral Act S175ZE, the Trust’s expenditure on advertising and related costs are as listed below:
Advertising Agencies $ 320 Ascot Sign Company $ 379 Pacific Access $ 430 Vertex $7,470 Perth Convention Bureau $6,800 Visitor Guide Australia $4,348 Dawsons Venue Directory $2,985 Castledine & Castledine $2,145 Hopscotch Publications P/L $1,350 Performance Media $5,020 Others/Miscellaneous $31,247 b) Market Research $ 2,895 Hides Consultancy Group P/L $15,500 AC Nielsen $18,395 c) Polling organisations Nil d) Direct mail $ 720 Perth Convention Bureau e) Media advertising $14,581 Media Decisions (Events/Shows) $ 1,925 Total Sign Company $ 1,125 Castledine & Castledine $ 900 BBC Entertainment $ 370 Binne Design $ 330 Q Multi Medium $ 225 Reprotype $ 1,600 Others/Miscellaneous $21,056
(Positions vacant) $ 432 Media Decisions $ 600 Others/Miscellaneous $ 1,032
In accordance with amended Treasurer’s Instruction 903, I declare no officer of the Perth Theatre Trust has an interest or enjoyed a benefit from any contract entered into by the Trust.
Alastair Bryant Acting Chief Executive
Perth Theatre Trust Annual Report 2000-2001 50 OUR PEOPLE
BOARD OF TRUSTEES
The Board of Trustees consists of eight members appointed by the Governor under Section 5 of the Perth Theatre Trust Act 1979. Four Trustees are nominated by the Minister for the Arts and three by the Perth City Council. The Director General of the Ministry for Culture and the Arts holds an ex-officio position on the Trust.
Harry Morgan AM, Chair 16 August 1999 – current (Chair) 1 August 1995 – 16 August 1999 (Trustee)
Mr Morgan is a company director and has extensive community involvement. Apart from his term as a Perth City Councillor, he has held positions including President of the Royal Flying Doctor Service (WA) Section and President of the Rotary Club of Perth. He is a life member of the WA Football League, a dual Paul Harris Fellow in the Rotary Foundation, and a Commander of the Royal Order of the Polar Star (a Swedish knighthood) for his long service as Honorary Consul of Sweden.
Mr Morgan held the position of Trustee of the Perth Theatre Trust representing the Perth City Council from 1 August 1995. His services were retained by the Board of Trustees after his resignation from Council on 11 November 1998 to become Commissioner and Deputy Chairman of the City of Wanneroo.
Dr Toby Manford 2 May 1994 – current
Dr Manford holds a Doctor of Philosophy in History from The University of Western Australia. She is an active supporter of the arts industry in Australia and has held a number of positions including Governor, and then Director, of the Australian Elizabethan Theatre Trust between 1972 and 1991; member of the Australian Broadcasting Commission Advisory Board; Western Australian representative of the Australiana Fund; Chairman of Theatre Arts WA since its inception in 1991; and Chairman of His Majesty’s Theatre Foundation.
Ms Maureen McDaniell August 1999 – current
Ms McDaniell has more than 20 years’ experience in national and international public relations. Her early teaching qualifications in media and communications led to experience in radio and educational television with the ABC in Sydney. Six years with the United Nations office in Sydney gave Maureen a global perspective on the complexity of communicating and social change programs. Maureen is a former Director of public relations consultancy Quin Spencer Argo. In 1991, Maureen founded Oak Ridge Communication Group in partnership. She is a member of the Public Relations Institute of Australia, the Healthway Racing Advisory Committee, a Board member of the Rotary Club of Perth and immediate past president of the club.
Perth Theatre Trust Annual Report 2000-2001 51 Henry Boston From August 2000 to current
Henry Boston has devoted his working life to the presentation and championing of cultural activity. He passionately believes that this activity is essential to the well-being of any society. He derives great enjoyment from stimulating people with cultural experiences that have the potential to entertain and move people profoundly. He is currently Director, Cultural Pursuits Australia. He studied at Bristol University (UK) graduating with a BA Hons. in Drama. Professional membership includes Associate Fellow, Australian Institute of Management.
Representatives from the City of Perth
Cr Laurence Goodman, JP 2 September 1997 – 5 May 2001 Elected to the City of Perth on 6 May 1995 until 5 May 2001.
Councillor Goodman is a Founding President and an Executive Committee member of the Inner City Housing Developers’ Association. He is also an arbitrator for the Real Estate Institute of Western Australia (REIWA). He is currently President of East Perth Rotary, a Board member of the Perth Inner City Housing Association, Local Government Association and West Australian Municipal Association and the City of Perth Superannuation Fund. Cr Goodman is also a member of the West Australian Museum Development Committee and the Perth Regional Planning Committee.
Cr Tess Stroud 11 August 1998 – current Elected to the City of Perth on 6 May 1995
An ex-pastoralist and author, Cr Stroud is the National Director of the Stockmen’s Hall of Fame and Outback Heritage Centre and was a Founding Councillor (in 1972) of the West Pilbara Shire Council. Cr Stroud is also a Board member of the National Parks and Nature Conservation Association and City of Perth Art Foundation. Cr Stroud is a Swan Bells Foundation member. Cr Stroud was elected Deputy Lord Mayor of the City of Perth in 1997.
Cr Judy McEvoy August 1999 – current Elected to the City of Perth on 6 May 1997
Councillor Judy McEvoy is by profession a Perth hotelier, having been first elected to the City of Perth on 6 May 1997. Cr McEvoy, is a past member of the State Council of WA Hotels’ Association, City of Perth representative on the Board of the Perth Convention Bureau, member of the City of Perth Art Foundation Committee and sat on the City of Perth Advisory Council for the upgrading of King Street.
Perth Theatre Trust Annual Report 2000-2001 52 Cr Jennifer MacGill June 2001 – current Elected to the City of Perth in 1999
Councillor Jennifer MacGill was born in South Wales and migrated to Australia in 1968. Ms MacGill has a background of teaching and was elected to the City of Perth in 1999. Currently Ms MacGill is a retailer operating in the Perth central business district and her interests include the performing and visual arts.
Ministry for Culture and the Arts Alastair Bryant Acting Director General January 2000 – 27 November 2000
Director General 28 November 2000 to current.
Mr Byrant was appointed as Acting Director General of the Ministry for Culture and the Arts in February 2000. In addition to being a Trustee of the Perth Theatre Trust, he serves on the Boards of the Art Gallery, the Library and the Museum. He was previously the Commissioner for State Revenue in Western Australia, a position he held for six years.
He is a fellow of the Australian Society of Certified Practising Accountants, a fellow of the Australian Institute of Management, and a fellow of the Taxation Institute of Australia. His current interests include Rotary, in which he was a foundation member of the Heirisson Club and is a past president of that club. He was awarded a Paul Harris Fellow in recognition of his service to the Heirisson Club.
CONSULTANTS ENGAGED IN 2000-2001
Hides Consultancy Group Pty Ltd Stakeholder Survey for 2000
PUBLICATIONS
Reports Annual Report 1999-2000
What’s on BOCS Monthly publication providing information on all shows on sale through BOCS Ticketing
Perth Theatre Trust Annual Report 2000-2001 53 PERTH THEATRE TRUST LOCATIONS
Head Office Level 7 Law Chambers Building 573 Hay Street Perth, Western Australia 6000 Postal address: PO Box 8349, Perth Business Centre Perth, Western Australia 6849 Tel: (08) 9224 7360 Fax: (08) 9224 7361 Email: [email protected] Website: www.perththeatretrust.com.au
BOCS Ticketing and Marketing Services Head Office: 5 St George’s Terrace Perth Western Australia 6000 Postal address: PO Box Y3015 East St Georges Terrace Perth, Western Australia 6832 Tel: (08) 9231 2341 Fax: (08) 9221 2241 Bookings Tel: (08) 9484 1133 Freecall: 1800 193 300 Website: www.bocsticketing.com.au
Perth Concert Hall 5 St George’s Terrace Perth, Western Australia 6000 Postal address: PO Box Y3056, East St Georges Terrace Perth, Western Australia 6832 Tel: (08) 9231 9900 Fax: (08) 9325 1283 Email: [email protected] Website: www.perthconcerthall.com.au
His Majesty's Theatre 825 Hay Street Perth, Western Australia 6000 Tel: (08) 9265 0900 Fax: (08) 9321 5142 Email: [email protected] Website: www.hismajestystheatre.com.au
Playhouse Theatre 3 Pier Street Perth, Western Australia 6000 Tel: (08) 9325 3344 Fax: (08) 9325 3004 Email: [email protected] Website: www.playhousetheatre.com.au
Perth Theatre Trust Annual Report 2000-2001 54 Subiaco Theatre Centre 180 Hamersley Road Subiaco, Western Australia 6008 Tel: (08) 9325 3344 Fax: (08) 9325 3004 Email: [email protected] Website: www.subiacotheatrecentre.com.au
Ogden IFC (Perth) Pty Ltd Level 6, 218 St George’s Terrace Perth, Western Australia 6000 Postal address: PO Box 7118, Cloisters Square Perth, Western Australia 6850 Tel: (08) 9226 1000 Fax: (08) 9226 1200 Email: [email protected] Website: www.ogdenifcperth.com.au
Rechabites Hall 224 William Street Northbridge, Western Australia 6003 Booking enquiries Tel: (08) 9227 7005 Fax: (08) 9227 1835 Email: [email protected] Website: http://blueroom.net.au
Belmont Costume Hire Shop 6 Hehir Street Belmont, Western Australia 6104 Tel/Fax: (08) 9478 3731
Perth Theatre Trust Annual Report 2000-2001 55 To the Parliament of Western Australia
PERTH THEATRE TRUST PERFORMANCE INDICATORS FOR THE YEAR ENDED JUNE 30, 2001
Scope I have audited the key effectiveness and efficiency performance indicators of the Perth Theatre Trust for the year ended June 30, 2001 under the provisions of the Financial Administration and Audit Act 1985.
The Trust is responsible for developing and maintaining proper records and systems for preparing and presenting performance indicators. I have conducted an audit of the key performance indicators in order to express an opinion on them to the Parliament as required by the Act. No opinion is expressed on the output measures of quantity, quality, timeliness and cost.
My audit was performed in accordance with section 79 of the Act to form an opinion based on a reasonable level of assurance. The audit procedures included examining, on a test basis, evidence supporting the amounts and other disclosures in the performance indicators, and assessing the relevance and appropriateness of the performance indicators in assisting users to assess the Trust’s performance. These procedures have been undertaken to form an opinion as to whether, in all material respects, the performance indicators are relevant and appropriate having regard to their purpose and fairly represent the indicated performance.
The audit opinion expressed below has been formed on the above basis.
AUDIT OPINION
In my opinion, the key effectiveness and efficiency performance indicators of the Perth Theatre Trust are relevant and appropriate for assisting users to assess the Trust’s performance and fairly represent the indicated performance for the year ended June 30, 2001.
D D R PEARSON AUDITOR GENERAL December 24, 2001
Perth Theatre Trust Annual Report 2000-2001 56 CERTIFICATE TO PERFORMANCE INDICATORS
We hereby certify that the Performance Indicators are based on proper records and fairly represent the performance of the Perth Theatre Trust for the financial year ended 30 June 2001.
H Morgan AM Chairman
H Boston Trustee
L Henry Principal Accounting Officer
Perth Theatre Trust Annual Report 2000-2001 57 PERFORMANCE INDICATORS MINISTRY FOR CULTURE AND THE ARTS OUTCOME STATEMENT – 2000-2001
Outcome 6
“A community that is informed of, and has access to, a diverse range of innovative ideas, knowledge and cultural experiences.”
This outcome preserves and provides access to Western Australia’s natural and social heritage, supports artistic development and provides a link to information and culture nationally and internationally.
The Perth Theatre Trust’s mission, as stated at the beginning of this report, is to maximise the effectiveness of the performing arts resources under its control to enhance the cultural and economic life of Western Australia. As a service agency of the Ministry for Culture and the Arts, the Trust is committed to the pursuit of this mission within the outcome framework specified for the Ministry, specifically Output 6 which is to provide support to Western Australia’s arts and cultural industries through the management and promotion of performing arts venues.
The Perth Theatre Trust, the Art Gallery of Western Australia, ScreenWest, the Library and Information Service of Western Australia and the Western Australian Museum produce their own annual reports and key performance indicators. The current statutory requirements for these agencies to provide separate reports reflects the current legislative reporting requirements.
This section of the Trust’s Annual Report and following performance indicators relate only to the Perth Theatre Trust division of the Ministry’s under Output 6.
Additional information on performance relating to Output 6 and Outcome-based Management Performance Measures is contained in the Annual Report of the Ministry for Culture and the Arts.
Effectiveness Indicators
The primary business of the Trust during the reporting year was the provision of venue management with associated infrastructure services and the development of promotional activities. As such, the Trust’s role in the context of the Ministry’s’ outcome requirements was to:
• provide support to Western Australia’s arts and cultural industries through the provision of venues, associated infrastructure and ticketing services;
• increase participation rates through audience development and marketing initiatives; and
• facilitate a diverse range of performances and other cultural experiences in Trust venues.
Perth Theatre Trust Annual Report 2000-2001 58 These activities are reflected in the following performance indicators, which address the effectiveness with which the Perth Theatre Trust undertakes work associated in achieving its outcome as approved by the government.
Measures of Access to the Arts Rationale
This table provides access indicators for attendances at performances in Perth Theatre Trust venues. While the Trust has only limited influence on either the number of productions and performances presented at its venues or the number of patrons who chose to attend those performances, its aim is to assist presenters to maximise attendances.
Public Use of Major Venues His Majesty's Theatre (HMT) Perth Concert Hall 300,000 (PCH) Playhouse Theatre (PLY) 250,000 HMT Benchmark
200,000 PCH Benchmark
150,000 PLY Benchmark
Attendance 100,000
50,000
0 94/95 95/96 96/97 97/98 98/99 99/00 00/01 Year
Participation Rates at Perth Theatre Trust Venues
500,000 400,000 300,000 200,000
Attendance 100,000 0 96/97 97/98 98/99 99/00 00/01 Year
Perth Theatre Trust Annual Report 2000-2001 59 Note 1 Public use of Major Venues - Venue Usage Trend
There was an anticipated downturn in venue occupancy in Perth during the Olympic Games (September 2000) with a nationwide slow down in theatrical activity experienced nationally. The introduction of the Goods and Services Tax (GST) in July 2000 had an impact on venue usage with GST increasing ticket costs. Several promoters in the market opted to scrutinize the impact of GST on the performing arts industry before proceeding to commit to venue hire. The low exchange rate for the Australian dollar, which increased the cost of purchasing international attractions available for the Perth performance market, also impacted upon venue occupancy.
Another influence upon the 2000-2001 Public Use figures include the closure of the Perth Concert Hall for eight weeks whilst the patron lift was extended to the basement car park.
The decision by the West Australian Symphony to constrain its expenditure led to a reduction in rehearsal days at Perth Concert Hall. This action resulted in an initial downturn, but the Perth Concert Hall successfully obtained additional commercial hires to compensate for the unexpected reduction by West Australian Symphony.
The downturn of 171 performances (587 versus 758) for the reporting year was a 23% reduction in performances from the previous year.
Note 2 Participation Rates at Perth Theatre Trust Venues.
While there was a downturn in venue usage in 2000–2001 as detailed in Note 1, the attendance numbers of 396,213 persons at the Perth Theatre Trust venues was a reduction of 18,553 persons, or a 4.5% reduction in participation numbers. This reflects a trend for participation rates to be sustained even with a reduction in the number performances at the venue.
Perth Theatre Trust Annual Report 2000-2001 60 2000-2001 No. of Performances 2000-2001 % of Total Performances 1999-2000 No. of Performances 1999-2000 % of Total Performances 1998-1999 No. of Performances 1998-1999 % of Total Performances 1997-1998 No. of Performances 1997-1998 % of Total Performances 1996-1997 No. of Performances 1996-1997 % of Total Performances
Ballet/Dance 53 9% 25 3% 72 12% 43 6% 37 4% Children's Performances 77 13% 79 10% 67 11% 52 7% 73 9% Classical Music 68 12% 76 10% 68 12% 78 11% 73 9% Comedy/Music Comedy 17 3% 37 5% 13 2% 1 0% 4 0% Concerts 7 1% 0 0% 6 1% 13 2% 21 2% Conferences/Meetings 3 0.50% 11 1% 11 2% 7 1% 11 1% Dance 2 0.50% 38 5% 0 0% 0 0% 23 3% Dance Schools 8 1% 7 1% 10 2% 5 1% 3 0% Drama 150 25% 193 25% 102 17% 109 15% 186 22% Music/Music Theatre 31 5% 24 3% 48 8% 39 6% 51 6% Musical 0 0% 19 3% 22 4% 77 11% 97 11% Opera 10 2% 13 2% 14 2% 34 5% 5 1% Other 2 0.50% 54 7% 6 1% 24 3% 2 0% Private Hirers 0 0% 2 0% 0 0% 0 0% 9 1% Religious Meetings 2 0.50% 1 0% 2 0% 4 1% 3 0% Rock, Pop, Jazz, Folk 7 1% 12 2% 24 4% 8 1% 16 2% Performances by Schools 31 5% 18 2% 10 2% 22 3% 53 6% Speech/Graduation Nights 44 8% 38 5% 36 6% 34 5% 42 5% Sunday at Subi 11 2% 19 3% 17 3% 21 3% 16 2% Theatre 57 10% 82 11% 50 9% 112 16% 118 14% Variety 7 1% 10 1% 9 2% 22 3% 4 0% 587 100% 758 100% 587 100% 705 100% 847 100%
Measure of Performance Diversity
Rationale
This table represents the diversity of performances presented in Trust venues as a percentage of total performances. The Trust’s aim is promote a diverse and varied program of events to Western Australian audiences. Even in years of lower overall activity, the Trust aims to preserve this diversity by co-presenting selected productions to augment the event program. Some co-presentations are not budgeted on a total cost-recovery basis. Comparisons over time indicate that a diverse range of events has been presented with only small year-by-year variations.
Perth Theatre Trust Annual Report 2000-2001 61 Output 6. Support for Western Australia’s arts and cultural industries
Number of performances at venues managed by the Perth Theatre Trust.
Efficiency Indicators (2000-2001)
These performance measures address the efficiency with which the Perth Theatre Trust undertakes work associated in achieving this output.
Measure 1999-00 2000-01 Actual Actual Number of performances at Trust venues 758 587 Cost per performance (all performances) $11,103 $15,571
Note 3
The increase to the cost per performance for 2000-2001 relates to the reduced number of performances at the venues.
The 1999-2000 cost per performance figure has been adjusted to reflect an additional cost not disclosed in the previous year’s figure.
Perth Theatre Trust Annual Report 2000-2001 62 To the Parliament of Western Australia
PERTH THEATRE TRUST FINANCIAL STATEMENTS FOR THE YEAR ENDED JUNE 30, 2001
Scope I have audited the accounts and financial statements of the Perth Theatre Trust for the year ended June 30, 2001 under the provisions of the Financial Administration and Audit Act 1985.
The Trust is responsible for keeping proper accounts and maintaining adequate systems of internal control, preparing and presenting the financial statements, and complying with the Act and other relevant written law. The primary responsibility for the detection, investigation and prevention of irregularities rests with the Trust.
My audit was performed in accordance with section 79 of the Act to form an opinion based on a reasonable level of assurance. The audit procedures included examining, on a test basis, the controls exercised by the Trust to ensure financial regularity in accordance with legislative provisions, evidence to provide reasonable assurance that the amounts and other disclosures in the financial statements are free of material misstatement and the evaluation of accounting policies and significant accounting estimates. These procedures have been undertaken to form an opinion as to whether, in all material respects, the financial statements are presented fairly in accordance with Accounting Standards, other mandatory professional reporting requirements and the Treasurer’s Instructions so as to present a view which is consistent with my understanding of the Trust’s financial position, the results of its operations and its cash flows.
The audit opinion expressed below has been formed on the above basis.
Qualification Plant and Equipment The controls exercised by the Trust over computer equipment, furniture, fittings and equipment were not adequate to ensure compliance with legislative provisions. The Trust had not reconciled the asset register to the general ledger and had not undertaken regular stocktakes.
Qualified Audit Opinion
In my opinion, (i) except for the effects of the matters referred to in the qualification , the controls exercised by the Perth Theatre Trust provide reasonable assurance that the receipt, expenditure and investment of moneys and the acquisition and disposal of property and the incurring of liabilities have been in accordance with legislative provisions; and (ii) the Statement of Financial Performance, Statement of Financial Position and Statement of Cash Flows and the Notes to and forming part of the financial statements are based on proper accounts and present fairly in accordance with applicable Accounting Standards, other mandatory professional reporting requirements and the Treasurer’s Instructions, the financial position of the Trust at June 30, 2001 and the results of its operations and its cash flows for the year then ended.
D D R PEARSON AUDITOR GENERAL December 24, 2001
Perth Theatre Trust Annual Report 2000-2001 63 CERTIFICATE OF FINANCIAL STATEMENTS FOR THE YEAR ENDED 30JUNE 2001
The accompanying financial statements of the Perth Theatre Trust have been prepared in compliance with the provisions of the Financial Administration and Audit Act 1985 from proper accounts and records to present fairly the financial transactions for the financial year ended 30 June 2001 and the financial position as at 30 June 2001.
At the date of signing, we are not aware of any circumstances which would render the particulars included in the financial statements misleading or inaccurate.
H Morgan AM Chairman
H Boston Trustee
L Henry CA Principal Accounting Officer
Perth Theatre Trust Annual Report 2000-2001 64 STATEMENT OF FINANCIAL PERFORMANCE FOR THE YEAR ENDED 30 JUNE 2001
Note 2001 2000 $000 $000 COST OF SERVICES Expenses from ordinary activities Employee expenses 3 4,500 4,243 Supplies and services 4 1,862 1,888 Depreciation expense 5 710 657 Administration expenses 6 844 661 Accommodation expenses 7 1,143 952 Other expenses from ordinary activities 8 81 15 Total cost of services 9,140 8,416
Revenues from ordinary activities User charges and fees 9 4,726 5,074 Other revenues from ordinary activities 10 227 200 Total revenues from ordinary activities 4,953 5,274
NET COST OF SERVICES 4,187 3,142
REVENUES FROM GOVERNMENT Appropriations 11 3,730 2,818 Resources received free of charge 11 632 1,193 Total revenues from Government 4,362 4,011
CHANGE IN NET ASSETS 175 869 Net increase/(decrease) in asset revaluation reserve (556) - Total revenues, expenses and valuation adjustments recognised directly in equity (556) - TOTAL CHANGES IN EQUITY OTHER THAN THOSE RESULTING FROM TRANSACTIONS WITH OWNERS AS OWNERS 381 869
The Statement of Financial Performance should be read in conjunction with the accompanying notes.
Perth Theatre Trust Annual Report 2000-2001 65 STATEMENT OF FINANCIAL POSITION AS AT 30 JUNE 2001
Note 2001 2000 $000 $000
Current Assets Cash assets 12 923 1,160 Restricted cash assets 13 2,259 3,670 Inventories 41 - Receivables 14 262 289 Accrued income 149 158 Prepayments 215 114 Total Current Assets 3,849 5,391
Non-Current Assets Property, plant, equipment and vehicles 15 26,509 26,507 Total Non-Current Assets 26,509 26,507
Total Assets 30,358 31,898
Current Liabilities Funds held in trust 13 2,259 3,670 Payables 16 489 288 Accrued salaries 0 27 Other liabilities 17 287 209 Total Current Liabilities 3,035 4,194
Total Liabilities 3,035 4,194
NET ASSETS 27,323 27,704
Equity Asset Revaluation Reserve 18 1,337 1,893 Accumulated surplus 18 25,986 25,811
TOTAL EQUITY 27,323 27,704
The Statement of Financial Position should be read in conjunction with the accompanying notes.
Perth Theatre Trust Annual Report 2000-2001 66 STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 30 JUNE 2001
Note 2001 2000 $000 $000 CASH FLOWS FROM GOVERNMENT Recurrent appropriations 2,480 1,263 Capital appropriations 1,250 1,555
Net cash provided by Government 3,730 2,818
Utilised as follows:
CASH FLOWS FROM OPERATING ACTIVITIES Payments Payments from Trust Fund (51,907) (44,502) Employee costs (2,897) (2,397) Supplies and services (4,110) (3,420) Recoup to Ministry for Culture & the Arts (1,016) (616) GST payments on purchases (534) - GST payments to taxation authority (188) - Other payments (4) -
Receipts Receipts into Trust Fund 50,595 44,693 User charges and fees 4,878 6,687 Interest received 202 192 Other receipts 109 - GST receipts on sales 585 - GST receipts from taxation authority 171 -
Net cash provided by/(used in) operating 19 (4,116) 637 activities
CASH FLOWS FROM INVESTING ACTIVITIES Proceeds from sale of non-current physical assets - 1 Purchase of non-current physical assets (1,262) (1,030)
Net cash provided by/(used in) investing (1,262) (1,029) activities
Net increase/(decrease) in cash held (1,648) 2,426 Cash assets at the beginning of the financial year 4,830 2,404
CASH ASSETS AT THE END OF THE FINANCIAL YEAR 19 3,182 4,830
The Statement of Cash Flows should be read in conjunction with the accompanying notes.
Perth Theatre Trust Annual Report 2000-2001 67 NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2001
1. Significant accounting policies
The following accounting policies have been adopted in the preparation of the financial statements. Unless otherwise stated these policies are consistent with those adopted in the previous year.
General Statement
The financial statements constitute a general purpose financial report which has been prepared in accordance with Australian Accounting Standards and Urgent Issues Group (UIG) Consensus Views as applied by the Treasurer's Instructions. Several of these are modified by the Treasurer's Instructions to vary application, disclosure, format and wording. The Financial Administration and Audit Act and the Treasurer's Instructions are legislative provisions governing the preparation of financial statements and take precedence over Australian Accounting Standards and UIG Consensus Views. The modifications are intended to fulfil the requirements of general application to the public sector together with the need for greater disclosure and also to satisfy accountability requirements.
If any such modification has a material or significant financial effect upon the reported results, details of that modification and where practicable, the resulting financial effect, are disclosed in individual notes to these financial statements.
The statements have been prepared on the accrual basis of accounting using the historical cost convention, with the exception of certain non-current assets which, subsequent to initial recognition, have been measured on either valuation or on the fair value basis.
(a) Appropriations
Appropriations from Government, whether recurrent or capital, are recognised as revenue in the period in which the Trust gains control of the appropriated funds. The Trust gains control at the time those funds are deposited into the Trust’s operating account.
(b) Grants and Other Contributions Revenue
Grants, donations, gifts and other non-reciprocal contributions are recognised as revenue when the Trust obtains control over the assets comprising the contributions. Control is normally obtained upon their receipt.
Contributions are recognised at their fair value. Contributions of services are only recognised when a fair value can be reliably determined and the services would be purchased if not donated.
(c) Non Current Assets and Depreciation
Property, plant and equipment, computer equipment and software, furniture and fittings, have been included as non-current assets if the purchase cost is $1000 or more and the useful economic life is expected to be two years or more.
The asset capitalisation policy includes furniture as a fixed asset if the purchase cost is $200 or more and the sum of the collective value of the class of assets is greater than $1000.
The Trust relies on the valuations provided by the Valuer General in relation to land and buildings. The figures included in these financial statements are supported by valuations supplied by the Valuer General in 2000/2001. His Majesty’s Theatre, the only building owned by the Trust, is valued at “depreciated replacement cost”.
All non-current assets having a limited useful life are systematically depreciated over their useful lives in a manner, which reflects the consumption of their future economic benefits.
Perth Theatre Trust Annual Report 2000-2001 68 NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2001
Depreciation is provided for on a straight line basis, using rates which are reviewed annually. Useful lives for each class of depreciable asset are:
Buildings 66 years Plant and equipment 10 to 15 years Office equipment 10 years Furniture and Fittings 5 to 15 years Computers 5 years Air Conditioning Upgrades 25 years Motor vehicles 2 years
(d) Superannuation
Staff may contribute to the Superannuation and Family Benefits Act Scheme, a defined benefits pension scheme now closed to new members, or to the Gold State Superannuation Scheme, a defined benefit lump sum scheme now also closed to new members. All staff who do not contribute to either of these schemes become non-contributory members of the West State Superannuation Scheme, an accumulation fund complying with the Commonwealth Government's Superannuation Guarantee (Administration) Act 1992.
As all the staff of the Culture and Arts portfolio agencies, including the Perth Theatre Trust, are staff of the Ministry for Culture and the Arts, the Perth Theatre Trust has no liabilities in relation to their superannuation
Superannuation costs incurred under the venue management contract have been included in the Statement of Financial Performance.
(e) Leases
The Trust has operating lease arrangements for motor vehicles and buildings (Playhouse Theatre). The motor vehicles are leased through the department of Contract and Management Services, with LeasePlan. The Playhouse is leased through Perth Diocesan Trustees. The lease for the Playhouse expires in 2003. Under the arrangements for these leases, the lessor effectively retains all of the risks and benefits incident to ownership of the items held under the ownership leases.
In both cases, equal instalments of the lease payments are charged to the operating statement over the lease term. This is representative of the pattern of benefits to be derived from the leased property.
(f) Receivables
Receivables are recognised at the amounts receivable, as they are due for settlement no more than 30 days from the date of recognition.
Collectability of receivables is reviewed on an ongoing basis. Debts that are known to be uncollectable are written off. A provision for doubtful debts is raised where some doubts as to collection exists and in any event where the debt is more than 60 days overdue.
(g) Payables
Payables, including accruals not yet billed, are recognised when the Trust becomes obliged to make future payments as a result of a purchase of assets or services. Payables are generally settled within 30 days.
(h) Inventories
Inventories of liquor and consumable catering supplies are no longer accounted for by the Trust. Under venue management contract arrangements, such inventories are the responsibility of the contractors (see Note 2 in relation to venue management contract).
Perth Theatre Trust Annual Report 2000-2001 69 NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2001
(i) Resources Received Free of Charge or For Nominal Value
Resources received free of charge or for nominal value which can be reliably measured are recognised as revenues and as assets or expenses as appropriate at fair value.
(j) Revenue Recognition
Revenue from the sale of goods and disposal of other assets and the rendering of services, is recognised when the Trust has passed control of the goods or other assets or delivery of the service to the customer.
(k) Comparative Figures
Comparative figures are, where appropriate, reclassified so as to be comparable with the figures presented in the current financial year.
2. Venue Management Contract
The 2000/2001 financial year represents the second full year of operation of the venue management contract with Ogden IFC. In February 1999, the Trust entered into a contract with Ogden IFC for the provision of venue management services for His Majesty’s Theatre, Perth Concert Hall, The Playhouse and Subiaco Theatre Centre. The contract became operational in March 1999.
Perth Theatre Trust Annual Report 2000-2001 70 NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2001
2001 2000 $000 $000 3. Employee expenses
Salary and wages 4,236 3,860 Superannuation 162 109 Workers Compensation premium 81 71 Other 21 203 4,500 4,243
4. Supplies and Services
Consultants and contractors 153 361 Electricity and gas 480 472 Management Fees 354 303 Programming 159 182 Insurance 130 19 Printing 84 95 Water 101 92 Advertising & Promotion 165 85 Travel 2 56 Legal Fees 38 55 Catering 1 47 Other 195 121 1,862 1,888
5. Depreciation expense
Buildings 265 265 Leasehold improvements 128 102 Computer equipment 72 81 Furniture, fittings and equipment 241 204 Motor vehicles 4 5 710 657
6. Administration expenses
Communication 272 258 Consumables 215 192 Maintenance 153 134 Lease / hire 204 77 844 661
7. Accommodation expenses
Rent 245 218 Repairs & maintenance 561 432 Cleaning 192 149 Security 145 71 Other - 82 1,143 952
8. Other Expenses from Ordinary Activities
Bad Debts 20 15 Other 61 - 81 15
Perth Theatre Trust Annual Report 2000-2001 71 NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2001
2001 2000 $000 $000
9. User charges and fees
User charges (Venue hire and related 3,629 3,634 charges) Fees (BOCS ticketing) 1,003 1,042 Other 94 398 4,726 5,074
10. Other revenues from ordinary activities
Interest revenue 202 192 Sale of furniture and equipment - 8 Other 25 - 227 200
11. Revenue from Government
Appropriation revenue received during the year: Recurrent 2,480 1,263 Capital 1,250 1,555 3,730 2,818
Resources received free of charge determined on the basis of the following estimates provided by agencies:
Ministry for Culture & the Arts 621 1,177 Office of the Auditor General 11 15 Crown Solicitor’s Office - 1 632 1,193
4,362 4,011
12. Reconciliation of cash
Restricted cash assets 2,259 3,670 Cash assets 923 1,160 3,182 4,830
13. Funds held in trust
Perth Theatre Trust Bookings Account 1,135 1,678 Short term deposits 780 1,800 Other 344 112 2,259 3,670
This balance includes funds of $184,882 in respect of His Majesty’s Theatre Foundation, and $14,532 in respect of the Robert Finley Perpetual Trust. The role of His Majesty’s Theatre Foundation is to preserve and enhance His Majesty’s Theatre and promote it as a place of excellence for the performing arts. The Robert Finley Award, which is made available by the Finley Trust Fund, is made annually to the best theatrical productions in that year, by an amateur group, in Western Australia.
Perth Theatre Trust Annual Report 2000-2001 72 NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2001
2001 2000 $000 $000 14. Receivables
Trade debtors 248 298 Provision for doubtful debts (4) (9) GST receivable 18 - 262 289
15. Property, plant, equipment and vehicles
Land At Valuer General’s valuation 6,204 4,370 6,204 4,370
Buildings At Valuer General’s valuation 2000 - 17,555 At Valuer General’s valuation 2001 14,900 - 14,900 17,555
Leasehold improvements At cost 3,615 2,881 Accumulated depreciation (280) (152) 3,335 2,729
Computer equipment At cost 1,445 1,341 Accumulated depreciation (737) (665) 708 676
Furniture, fittings and equipment At cost 4,105 3,675 Accumulated depreciation (2,763) (2,522) 1,342 1,153
Motor vehicles At cost 29 29 Accumulated depreciation (9) (5) 20 24
Total of property, plant equipment and 26,509 26,507 vehicles
Land and Buildings His Majesty’s Theatre, a heritage listed building, is the only property to which the Trust holds title. A caveat no. D267573 is also registered over the property.
The valuation of land and buildings was performed in 2000/2001 in accordance with an independent valuation by the Valuer General's Office. Fair value has been determined on the basis of current use land value (land) and depreciated replacement cost (buildings). The valuation was made in accordance with a regular policy of annual revaluation
Perth Theatre Trust Annual Report 2000-2001 73 NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2001
15. Property, plant, equipment and vehicles (con’t)
Reconciliations
Land Buildings Leasehold Computer Furniture, Motor Improvements equipment fittings vehicles Total and equipment $000 $000 $000 $000 $000 $000 $000 2001 Carrying amount at start 4,370 17,555 2,729 676 1,153 24 26,507 of year Additions 734 104 430 1,268 Disposals Revaluation 1,834 (2,655) (556) increments/(decrement) Depreciation (265) (128) (72) (241) (4) (710) Carrying amount at end 6,204 14,900 3,335 708 1,342 20 26,509 of year
2000 Carrying amount at start 4,370 16,765 2,444 205 1,294 0 25,078 of year Additions 387 552 63 29 1,031 Disposals Revaluation increments 1,055 1,055 Depreciation (265) (102) (81) (204) (5) (657) Carrying amount at end 4,370 17,555 2,729 676 1,153 24 26,507 of year
2001 2000 $000 $000 16. Payables Trade creditors 489 288 489 288
17. Other Liabilities Accrued expenses 189 151 Accrued annual leave 98 53 Other - 5 287 209
18. Equity Reserves Asset revaluation reserve* : Opening balance 1,893 838 Net revaluation adjustments : Land 1,834 - Buildings (2,390) 1,055 Closing balance 1,337 1,893
* The asset revaluation reserve is used to record increments and decrements on the revaluation of non-current assets, as described in accounting policy note 1(c).
Accumulated surplus Opening balance 25,811 24,942 Change in net assets 175 869 Net initial adjustments on adoption of a new accounting standard or UIG consensus view - - Closing balance 25,986 25,811
Perth Theatre Trust Annual Report 2000-2001 74 NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2001
2001 2000 $000 $000 19. Notes to the Statement of Cash Flows
(a) Reconciliation of cash
For the purpose of the Statement of Cash Flows, cash includes cash at bank, amounts in suspense and restricted cash, net of outstanding bank overdrafts. Cash at the end of the financial year as shown in the Statement of Cash Flows is reconciled to the related items in the Statement of Financial Position as follows:
Cash assets (refer to note 12) 923 1,160 Restricted cash assets (refer to note 13) 2,259 3,670
3,182 4,830
(b) Non-cash financing and investing activities
During the financial year, there were no assets/liabilities transferred/assumed from other government agencies not reflected in the Statement of Cash Flows
(c) Reconciliation of net cost of services to net Cash flows provided by/(used in) operating activities 2001 2000 $000 $000
Net cost of services (4,187) (2,087)
Non-cash items: Depreciation expense 710 392 Write offs 20 7 Abnormal item - (790) (Profit)/Loss on sale of assets - (7) Resources received free of charge 632 1,193 Other expenses from ordinary activities 61 - Other revenue from ordinary activities (25) -
(Increase)/decrease in assets: Inventories (41) 35 Current receivables 45 (116) GST receivable (18) Accrued income 9 (158) Prepayments (101) (18)
Increase/(decrease) in liabilities: Current payables 201 182 Capital amount included in payables (6) - Accrued salaries (27) 12 Other accruals 78 209
Movement in Restricted Cash items (1,467) 1,783 - Net cash provided by/(used in) operating (4,116) 637 activities
Perth Theatre Trust Annual Report 2000-2001 75 NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2001
2001 2000 $000 $000
20. Commitments for expenditure
(a) Capital expenditure commitments
Capital expenditure commitments, being contracted capital expenditure additional to the amounts reported in the financial statements, are payable as follows: Within 1 year 313 941
313 941
The capital commitments for the current year include amounts for audio upgrades at His Majesty’s Theatre and the Perth Concert Hall.
(b) Non-cancellable operating lease commitments
Within 1 year 97 97 Later than 1 year and not later than 5 years 143 231
240 328
21. Contingent Liabilities
The Trust had no contingent liabilities at the reporting date.
22. Events Occurring After Reporting Date
The Machinery of Government Taskforce was established in March 2001 to report to government on a program to enhance the service delivery of the public sector. The reorganisations of agencies as recommended by the taskforce, will result in the review of the relationship between the Ministry for Culture and the Arts and the statutory Boards within the arts and culture portfolio.
A portfolio management team will be established to discuss cross portfolio issues, approve and implement changes in the delivery of support services or any other processes in the portfolio where mutual benefits can be realised.
Perth Theatre Trust Annual Report 2000-2001 76 NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2001
23. Explanatory Statement
(i) Significant variations between actual revenues and expenditures for the financial year and revenues and expenditures for the immediately preceding financial year
Details and reasons for significant variations between actual results with the corresponding items of the preceding year are detailed below. Significant variations are considered to be those greater than 10% or $ 50,000
2001 2000 Variance $000 $000 $000 Employee expenses 4,500 4,243 257 Depreciation expenses 710 657 53 Administration expenses 844 661 183 Accommodation expenses 1,143 952 191 Appropriations 3,730 2,818 912 Resources received free of charge 587 1,193 (606)
Employee expenses The variance is due to additional costs associated with the management of the Swan Bells Belltower.
Depreciation expenses The variance is due to the additional assets purchased during 2001/02.
Administration expenses The variance is due to additional costs associated with the management of the Swan Bells Belltower.
Accommodation The variance is due to additional costs associated with the management of the Swan Bells Belltower.
Appropriations The variance is due to supplementary funding received in relation to the management of the Swan Bells Belltower
Resources received free of charge The variance is due to a change in the appropriation arrangements between the Ministry for Culture & the Arts and the Trust in relation to salary expenses.
(ii) Significant variations between estimates and actual results for the financial year
Details and reasons for significant variations between estimates and actual results are detailed below. Significant variations are considered to be those greater than 10% or $ 50,000
2001 2000 Actual Estimate Variance $000 $000 $000 Employee expenses 4,482 4,200 282 Supplies and services 1,862 1,000 862 User charges and fees 4,726 4,550 176 Appropriations 3,730 2,487 1,243 Resources received free of charge 587 1,200 (613)
Employee expenses The variance is due to additional costs associated with the management of the Swan Bells Belltower.
Perth Theatre Trust Annual Report 2000-2001 77 NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2001
Supplies and services The variance is due to additional costs associated with the management of the Swan Bells Belltower.
User charges and fees The variance is the result of income from activities at venues and BOCS ticketing being greater than expected.
Appropriations The variance is due to supplementary funding received in relation to the management of the Swan Bells Belltower
Resources received free of charge The variance is due to a change in the appropriation arrangements between the Ministry for Culture & the Arts and the Trust in relation to salary expenses.
Perth Theatre Trust Annual Report 2000-2001 78 NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2001
24. Financial Instruments
(a) Interest Rate Risk Exposure
The following table details the Trust's exposure to interest rate risk as at the reporting date:
Fixed Interest Rate Maturity Weighted Variable Less 1 to 5 More Non- Total Average Interest than 1 Years than 5 Interest Effective Rate Year Years Bearing Interest Rate 2001 % $000 $000 $000 $000 $000 $000 5.93 Financial Assets Cash assets 923 923 Restricted cash assets 2,259 2,259 Receivables 262 262
3,182 262 3,444
Financial Liabilities Restricted cash 2,259 2,259 Payables 489 489 Other liabilities 98 98
2,259 587 2,846 2000 5.27 Financial assets 4,830 289 5,119 Financial liabilities 1,528 368 1,896 3,302 (79) 3,223 (b) Credit Risk Exposure
The carrying amount of financial assets recorded in the financial statements, net of any provisions for losses, represents the Trust's maximum exposure to credit risk without taking account of the value of any collateral or other security obtained. Amounts owing by other government agencies are guaranteed and therefore no credit risk exists in respect of those amounts.
(c) Net Fair Values
The carrying amount of financial assets and financial liabilities recorded in the financial statements are not materially different from their net fair values, determined in accordance with the accounting policies disclosed in note 1 to the financial statements.
Perth Theatre Trust Annual Report 2000-2001 79 NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2001
25. Remuneration and Retirement Benefits of Members of the Trust and Senior Officers
Remuneration of Trustees of the Perth Theatre Trust The number of members of the Trust, whose total of fees, salaries and other benefits received, or due and receivable, for the financial year, fall within the following bands are: 2001 2000 $ 0 – 1,000 3 4 1,001 – 2,000 3 4 3,001 – 4,000 1 - 6,001 – 7,000 - 1
The total remuneration paid to Trustees was: $10,000 $13,000
Remuneration of Senior Officers
The number of senior officers, other than members of the Trust, whose total of fees, salaries and other benefits received, or due and receivable, for the financial year, fall within the following bands are: $ 60,001 – 70,000 1 1 90,001 – 100,000 1 - 110,001 – 120,000 - 1
The total remuneration of senior officers was: $156,893 $187,771
Retirement Benefits of Trustees of the Perth Theatre Trust The following amounts were paid or became payable for the financial year.
Total notional contributions to Gold State Superannuation Scheme and West State $1,383 $1,741 Superannuation Scheme
Retirement Benefits of Senior Officers The following amounts were paid or became payable for the financial year.
Total notional contributions to Gold State Superannuation Scheme and West State $12,506 $11,249 Superannuation Scheme
26. Related Bodies
At the reporting date, the Trust had no related bodies as defined by Treasurer’s Instruction 951.
27. Affiliated Bodies
At the reporting date, the Trust had no affiliated bodies as defined by Treasurer’s Instruction 951.
Perth Theatre Trust Annual Report 2000-2001 80 NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 30 JUNE 2001
28. Trust Accounts
Perth Theatre Trust Bookings Account (Private Trust Account)
The purpose of the trust account is to hold money on behalf of promoters and other parties in relation to the staging of events and shows, pending due and proper performance of contractual obligations. 2001 2000 $000 $000
Opening balance 1,678 1,453 Receipts: 38,012 41,131 Payments: (38,555) (40,906) Closing balance 1,135 1,678
2001 2000 $000 $000 29. Supplementary Information
Write-Offs
Public property written off by the Minister during the financial year 20 7
30. Output Information
The Perth Theatre Trust operates under the one output called Venue Management Services. The information shown in the Statement of Financial Performance represents the output information.
Perth Theatre Trust Annual Report 2000-2001 81