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B. ORGANISATIONAL OVERVIEW AND PERFORMANCE

B.1 ORGANISATIONAL OVERVIEW AND PERFORMANCE  1

B.2 PERFORMANCE ANALYSIS  7

B.3 SCRUTINY  21

B.4 RISK MANAGEMENT  21

B.5 INTERNAL AUDIT  21

B.6 FRAUD PREVENTION   21

B.7 WORK HEALTH AND SAFETY  22

B.8 HUMAN RESOURCES MANAGEMENT  22

B.9 ECOLOGICALLY SUSTAINABLE DEVELOPMENT  24

 

 

B.1 ORGANISATIONAL OVERVIEW

B.1.1 Vision, mission and values 

The CFC’s 2011-16 Strategic Plan provides the overarching framework for the organisation’s planning activities, including for the development of its annual corporate plans. 

 

The Strategic Plan identifies mission or purpose statements for the organisation as a whole, as well as for its two program delivery divisions : the Canberra Theatre Centre and ACT Museums and Galleries (which in turn comprises two sections : CMAG and the Historic Places).   

 

The mission or purpose statements identified in the Strategic Plan are supported by statements as to what the CFC is seeking to achieve in a number of “areas of focus”, as set out below.

 

Mission/Purpose for the CFC

To enable our distinctive institutions to provide enriching cultural experiences that contribute to Canberra’s identity

                       

Area of focus

What we want to achieve

Strategy and planning

A clear direction for our future

Governance

 

An accountable, resilient and dynamic organisation

Human resources 

An employer of choice for staff and volunteers

Financial management  

 

An organisation with long-term financial sustainability

Infrastructure and systems

Support for the delivery of high quality cultural experiences

Communication 

Engagement with our stakeholders

Growing and leveraging off our assets 

Growth in targeted areas where we can add value

 

Mission/Purpose for the Canberra Theatre Centre

To be Canberra’s leading performing arts centre

 

Area of focus

What we want to achieve

Programming

A diverse program that creates a leadership position for the Centre and an identity for Canberra

Marketing and audience development

A loyal and growing audience

Community initiatives

A connection between the whole community and the performing arts

Growing and leveraging off our assets

A performing arts centre for the future

 

Mission/Purpose for ACT Museums and Galleries

To engage our community by presenting Canberra’s stories, diverse visual culture and heritage

 

Area of focus

What we want to achieve

Programming, story-telling and interpretation  

Programming that reflects Canberra’s unique identity

Marketing and audience development

A loyal and growing audience

Stewardship of assets

Places and collections that allow us to tell the many stories of Canberra

Growing and leveraging off our assets         

Growth in targeted areas where we can add value

 

Values

 

The CFC has identified a set of values to support its mission and underpin its activities.  These values are as follows.

 

·         We regard cultural activity as essential for a vibrant, diverse and healthy community, and vital for social and economic development.

·         We recognise that cultural activity makes a valuable contribution to the promotion of the ACT as an attractive destination for business investment and tourism.

·         We seek to engage the community in a greater understanding of the value of the arts and our cultural heritage.

·         We are committed to ensuring that the cultural and heritage places and collections, which we hold in trust for the broader community, are researched and interpreted, and that they are both made accessible now and are conserved for future generations.

·         We acknowledge and respect the cultural diversity of the region and the richness this brings to the ACT’s arts and heritage.

·         We acknowledge that our staff and volunteers are highly valued assets of the CFC and continue to recognise their contribution and further develop their skills.

·         We place major importance on maintaining professional standards in the management of our facilities and on delivering excellent programs.

·         We are committed to providing a full and balanced program of visual arts, performing arts, and social history that is diverse, accessible, and of a high standard.

·         We value cooperative and strategic partnerships across all areas of the CFC’s activities.

·         We are committed to developing and supporting local arts and heritage practitioners and initiatives, recognising this important source of expertise and creativity.

·         We actively seek to engage our communities in our programs and activities.

·         We recognise the financial support of the ACT community, through ACT Government funding, and the need to maximise the cultural return on this important investment.

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B.1.2    Role, functions and services

The CFC was established under the Cultural Facilities Corporation Act 1997 (the CFC Act), which came into operation as from 1 November 1997.

 

The functions of the CFC, as set out in the CFC Act (Section 6) are :

 

·         to manage, develop, present, coordinate and promote cultural activities at designated locations and other places in the ACT;

·         to establish and research collections;

·         to conserve and exhibit collections in the possession or under the control of the CFC;

·         to undertake activities, in cooperation with other people if appropriate, to exercise its other functions; and

·         to exercise other functions given to the CFC under this Act or another Territory Law.

 

The CFC Act (Section 7) requires that the CFC, in exercising its functions, must consider :

 

·         any cultural policies or priorities of the Executive known to the CFC; and

·         other cultural activities in the ACT.

 

The CFC is responsible for :

 

·         the Canberra Theatre Centre;

·         CMAG;

·         the Nolan Collection Gallery @ CMAG; and

·         three Historic Places : Lanyon, Calthorpes’ House and Mugga-Mugga.

 

The CFC’s functions therefore include the performing arts, the visual arts, social history and cultural heritage management.  The organisation delivers a range of cultural services to the community by providing activities such as theatre presentations, exhibitions, and education and community programs, and through conserving and presenting significant aspects of the ACT’s cultural heritage.

 

Additional information about the CFC can be found at the following websites :

 

·         www.culturalfacilities.act.gov.au covering whole of CFC matters;

·         www.canberratheatrecentre.com.au covering the Canberra Theatre Centre;

·         www.cmag.com.au covering CMAG and the Nolan Collection Gallery @ CMAG; and

·         www.historicplaces.com.au covering the Historic Places.

 

Clients and stakeholders

 

The CFC reports to the Minister for Small Business and the Arts.  The Chief Minister, Treasury and Economic Development Directorate (CMTEDD) is the “parent” directorate for the CFC.  The CFC’s other clients and stakeholders include :

 

·         the community of the ACT and region;

·         visitors to the ACT;

·         the arts, cultural, heritage, education, business and tourism sectors, including other cultural organisations;

·         national producers of performing arts, including commercial and funded companies;

·         the diplomatic community; and

·         the media, especially the Canberra media.

B.1.3    Organisational structure, environment and planning framework

Organisational structure

 

The CFC is organised into two program delivery divisions: the Canberra Theatre Centre and ACT Museums and Galleries, together with a central finance/corporate section.  The CFC’s top level organisational chart as of 30 June 2016 is provided below.

Figure B.1.3a CFC Organisational Chart

CFC Organisational Chart

 


Organisational environment

 

During 2015-16, the CFC had close working relationships with a number of ACT Government agencies including artsACT, ACT Heritage Council, Libraries ACT, Office of the Coordinator-General, the Environment and Planning Directorate and the Education and Training Directorate.

 

Planning Framework

 

As noted in Section B.1.1, the CFC has adopted a five-year Strategic Plan that provides the overarching framework for the organisation’s planning activities, including for the development of its annual corporate plans. 

 

The Strategic Plan includes statements as to what the CFC is seeking to achieve in a number of “areas of focus”.  It also identifies strategies to guide the organisation in working towards each “area of focus”.

 

The CFC’s 2015-16 Corporate Plan, based on its 2011-16 Strategic Plan, identified the actions the CFC intended to take during the year to implement these strategies.  Results relating to these actions are reported in summary in this section and in detail in Section B.2.

 

The CFC’s accountability indicators and targets for 2015-16 were identified in the CFC’s 2015-16 Statement of Intent, which was tabled as one of the 2015-16 ACT Budget papers.  The Statement of Intent also identified the CFC’s strategic objectives and indicators.  Results relating to the CFC’s accountability and strategic indicators are reported in summary in this section and in detail in the 2015-16 Statement of Performance.

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B.1.4    Summary of performance in achieving objectives and targets

B.1.4.1 Performance outcomes – Accountability Indicators

2015-16 was an active and successful year for the CFC, in which the organisation achieved good results against the majority of its accountability indicators.  For example, during the year the CFC :

 

·         achieved 373,518 estimated visitors and patrons to its facilities and programs, a figure 5% above target and mainly relating to higher than expected visitors to the Canberra Theatre Centre and the Historic Places; 

·         provided 676 education and community programs, a figure 14% above target and relating especially to the provision of programs at Historic Places; and

·         recorded customer satisfaction levels of 96.3%, a figure 20% above target and reflecting attempts at all venues to achieve as high a standard as possible.

 

The CFC did not achieve its 2015-16 target for numbers of days of venue usage at the Canberra Theatre Centre, with a result slightly below target (a result of 549 or 5% below the target of 576).  This outcome reflected changing patterns of usage of the venue; for example, the programming of more children’s shows, which usually have several performances a day, contributing to the higher theatre patron numbers than expected but resulting in fewer actual days of usage.

 

Detailed performance results and variance explanations are included in the 2015-16 Statement of Performance.  

 

B.1.4.2 Performance outcomes – Financial Management

 

The CFC achieved good business outcomes in 2015-16, as is reflected in its trading results for the year and its performance against its financial accountability indicators. 

 

The CFC’s overall financial result for 2015-16 was an operating deficit of $2.193m, which was 12% better than the budgeted deficit of $2.495m.  This result was mainly due to higher than budgeted theatre trading results.  It should be noted that, due to its large asset holdings and consequent significant depreciation expenses, the CFC always expects to have an operating deficit, since it is not funded for depreciation but receives capital injections through the capital works program.  The operating deficit for 2015-16 was lower than depreciation expenses for the year, meaning that the CFC achieved a cash surplus.

 

The better than budget trading result for the year allowed the CFC to make an addition of a further $300,000 to the Theatre Reserve at year end.  This reserve was established by the CFC at the end of the 2011-12 financial year, to assist it in managing fluctuations in the performing arts industry.  In particular, it helps offset the financial risk associated with major theatre programming ventures for the Canberra Theatre Centre, allowing the Centre to be more ambitious in bringing large-scale shows to Canberra.

 

The CFC achieved an own-sourced revenue figure of 50.7% as a proportion of total revenue for 2015-16, against a target of 43.4%.  The better than target result relates mainly to larger volumes of activity at the Canberra Theatre Centre than anticipated.  The CFC achieved a Cost to Government per estimated visitor/patron of $22.43 against a target of $23.60, the better than target result reflecting the above-target number of estimated visitors and patrons.

 

The CFC also completed all its 2015-16 capital works and capital upgrade projects by year-end, and acquitted 100% of its capital works funding for the year. 

 

A full analysis of the CFC’s financial results and financial position is set out in the Management Discussion and Analysis.

 

Text Box: YAO Jui-chung, Yao's Journey to Australia, 2015, biro, oil pen with gold leaf on Indian handmade paper
CMAG exhibition INK REMIX: Contemporary art from mainland China, Taiwan and Hong Kong


YAO Jui-chung, Yao's Journey to Australia, 2015, biro, oil pen with gold leaf on Indian handmade paper

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B.1.4.3 Performance outcomes – Strategic Objectives/Indicators

 

Strategic Objective 1 – The Canberra Theatre Centre is Canberra’s leading performing arts centre

 

Strategic Indicator 1 : Quality and extent of the Canberra Theatre Centre’s programs, activities and facilities

 

During 2015-16, major outcomes in relation to this Strategic Objective and Strategic Indicator were as follows.

 

·         The Canberra Theatre Centre (the Centre) provided high quality programming through its 2015 and 2016 Subscription Seasons, in order to bring leading performing arts companies to Canberra and develop a strong artistic footprint for the Centre.  Productions at the Centre in 2015-16 included those by : Queensland Theatre Company; Sydney Theatre Company; Sydney Dance Company;  Bangarra Dance Theatre; CIRCA; Opera Australia and Bell Shakespeare. The Centre also nurtured local artists such as Free Rain Theatre Company, Canberra Comedy Festival and the Short + Sweet Festival.

·         During 2015-16, the Centre sought to develop a loyal and growing audience by using all forms of e-marketing, including social media, together with print and television marketing, to promote its programs, activities and facilities.  State of the art ticketing software was used in the Box Office, enabling online ticket sales, increased security and the ability to undertake research into data.  During the year, the Centre engaged a new ticketing service provider to allow it to improve its customer interface.  The Centre also presented many value-adding activities through the year to enhance the overall patron experience.  These included pre-show forums, post-show question and answer sessions, “meet the artist” opportunities, pre-performance arts and craft activities for children, and panel discussions at Parliament House for various productions. 

·         The Centre sought to extend its reach to the community including those with special needs in 2015-16 though its award-winning access initiatives, such as captioning services, audio loops, audio description, tactile tours, Companion Cards, and designated spaces for wheelchair access.  The Centre maintained strong connections with the education sector by providing a number of education opportunities for local students, including its Vocational Education and Training program, which leads to formal qualifications at the Certificate III level to graduating students.  In addition, the Centre arranged for 19 schools to participate in the Acting Up! 10-minute play festival, offering students the opportunity to access dramaturgy workshops and stage management workshops.

·         Throughout the year, the CFC continued its program of upgrading the Centre to ensure it is fit for purpose both now and in the future.  2015-16 saw the final year of a two year Stage 2 upgrade program and the first year of a three-year Stage 3 program.  Major items funded through these programs included an extensive lighting upgrade, and improvements to patron and performance amenities. 

Further details regarding outcomes against Strategic Objective 1 and Strategic Indicator 1 are provided under Section B.2.

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Strategic Objective 2 – ACT Museums and Galleries engage our community by presenting Canberra’s stories, diverse visual culture and heritage

 

Strategic Indicator 2 : Quality and extent of ACT Museums and Galleries programs and activities

 

During 2015-16, major outcomes in relation to this Strategic Objective and Strategic Indicator were as follows.

 

·         ACT Museums and Galleries provided a wide range of :

-        exhibitions, including : INK REMIX : Contemporary art from mainland China, Taiwan and Hong Kong; Punuku Tjukurpa, toured by Artback NT in partnership with Maruku Arts; Capital and Country : The Federation Years 1900-1914; and Bush Capital : the natural history of the ACT;

-        education and community programs, such as the popular CMAG on Sunday family program; education and school holiday programs at the three Historic Places; and workshops focusing on the Nolan Collection; and

-        special events and activities, including The Lanyon Christmas Carols and Picnic; The Lanyon Plant Fair; and The 2016 Sylvia Curley Oration.

 

PENG Wei, Night, 2010, bust with ink on rice paper, 53x30x22cm

 

PENG Wei, Night, 2010,
bust with ink on rice paper

 

·         During 2015-16, ACT Museums and Galleries sought to develop a loyal and growing audience through : gaining extensive media coverage, with features appearing on TV and radio and in the print media; implementation of two high quality websites and using digital media for promotion and publicity; and through programs targeting specific audience sectors, including cultural heritage management programs at the Historic Places for the tertiary education sector.  CMAG undertook a range of exhibitions and events in partnership with the ACT community including hosting the annual Capital Arts Patrons Organisation exhibition and auction; the Canberra Critic Circle Awards; and celebrations for Reconciliation Week.

·         ACT Museums and Galleries continued to care for and develop the places and collections under its stewardship during the year, through activities such as : a program of acquisitions to the Collection of CMAG, including a number of major donations; and the continuation of a digital guide project to enhance visitor experience, improve security and increase the capacity to manage larger groups at the three Historic Places sites. The ACT Museums and Galleries Digital Strategy and the CMAG Collections Development Strategy were implemented in 2015-16 to assist in managing and interpreting ACT Museums and Galleries collections and sites.

·         Asset management and enhancement were a focus for ACT Museums and Galleries during 2015-16.  A capital upgrade program was implemented at all sites to introduce a range of improvements and refurbishments, in order to ensure the upkeep of ACT Museums and Galleries assets.  Major items completed in 2015-16 included the upgrading of the storm water system at the Lanyon Heritage Centre.

Further details regarding outcomes against Strategic Objective 2 and Strategic Indicator 2 are provided under Section B.2.

 

B.1.4.4 Performance outcomes – other key results

 

In addition to performance outcomes under the Strategic Objective and Indicators identified above, other major performance outcomes for the CFC in 2015-16 included the following.

 

City planning

 

Throughout the year, the CFC was closely involved in work on City planning and the planning of future cultural facilities in Civic.  This role included working with other ACT Government agencies on the next stage of studies into a major new theatre for Canberra, including work on design, siting and traffic management for the new facility; a project delivery workshop; a series of Investment Logic Mapping workshops; a financial analysis/demand study; and an economic analysis study.  Upon completion of these studies and project business analysis, a business case will be put to Government for consideration in 2016-17.

 

The CFC also participated in consultations on the City and Northbourne Avenue Urban Design Framework and on the Transport Canberra Light Rail project, including by submitting comments on the proposed location of the Civic works depot for this project.

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Arts leadership 

 

In keeping with its commitment to providing cultural leadership in the ACT and region, in 2015-16 the CFC again worked with independent arts advocacy body The Childers Group in implementing initiatives to support the ACT arts community, including by jointly presenting two forums for the sector. 

 

The first of these, We need to talk, held at CMAG in September 2015, provided a networking and discussion event for emerging leaders in the arts.  One of the key areas of need identified in this event was for mentoring in the arts.  As a result, the second joint forum, Aspects on Mentoring, which was also held at CMAG, combined presentations on the concept and practicalities of mentoring with a “speed dating” opportunity for prospective mentors and mentorees to connect with each other.

 

A further aspect of the CFC’s broader role in the arts community was its participation in consultations on the implementation of the 2015 ACT Arts Policy.

 

Fundraising

 

In 2015-16, the CFC again placed an emphasis on fundraising and philanthropy.  Under the leadership of the Board, the CFC identified and implemented a range of fundraising projects for the year, using the services of a consultant with expertise in fundraising to assist in implementing these projects.  During the year, activities were held to raise awareness about, and encourage donations to, the Canberra Region Treasures Fund, an initiative focused on supporting major acquisitions by CMAG.

 

Text Box: John Olsen, Brindabellas, 2015, oil on canvasJohn Olsen, Brindabellas, 2015, oil on canvasThese activities included the formal handover by John Olsen of his donated work Brindabellas, 2015 to CMAG, and the launch of an honours board for inaugural Treasures donors, in the CMAG foyer.

 

Other fundraising projects focused on support for the CMAG exhibition INK REMIX : Contemporary art from mainland China, Taiwan and Hong Kong, and support for Big hART’s production Ghosts in the Scheme at the Canberra Theatre Centre.  

 

A full list of major funding, sponsorship and support is at Appendix 7.

 

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B.1.5 Outlook

B.1.5.1 Current and future priorities

 

Priorities for the CFC in 2016-17 and into the forward years include the following.

 

·         Provide a wide range of high quality programs and activities across all CFC venues.

·         Work with other agencies on initiatives to plan future directions of the city centre and the future provision of cultural facilities in Civic, including new theatre facilities, within the framework of the City Plan and in the context of the Transport Canberra Light Rail project.

·         Work with the developers of the Government Office Building Project, in order to minimise impacts on the CFC’s city-based facilities during the construction phase, and maximise benefits from the final development, especially with regard to car parking availability for theatre patrons.

·         Build on the opportunities provided by new international flight connections to Canberra, including through participation in activities such as Canberra Week in Wellington.

·         Work with Civic Square neighbours, including Craft ACT, the ACT Legislative Assembly, the Theo Notaras Multicultural Centre, Elections ACT and the Civic Library, on cooperative activities for the Civic Square precinct and on issues of mutual interest, such as activation of Civic Square.

·         Undertake further collaborative projects between the CFC and The Childers Group, including a potential further arts leadership forum in 2017.

·         Participate in the continued implementation of the 2015 ACT Arts Policy, including through incorporating the themes and principles of the Policy into the CFC’s new five-year Strategic Plan.

·         Present an exhibition focusing on Lord and Lady Denman at CMAG, and explore the scope to tour this exhibition to the UK in 2017.

·         Tour CMAG’s exhibition of Chinese contemporary art, INK REMIX : contemporary art from mainland China, Taiwan and Hong Kong, to the Museum of Brisbane from September 2016 to February 2017.

·         Bring major theatre shows, such as Circus 1903, to Canberra on a regular basis, prepare for the national premiere of MAMMA MIA! in Canberra in November 2017, and further build the Theatre Reserve, to provide financial support for theatre programming.

·         Launch new digital guides across each of the Historic Places.

·         Develop Lanyon as a heritage tourism hub and launch the new Lanyon Heritage Centre.

·         Explore the scope for an additional house museum that reflects the more recent history of Canberra, including by working with other agencies to assess the opportunity for managing one or more of the Sydney Ancher buildings on Northbourne Avenue for this purpose.

·         Celebrate significant anniversaries such as the 90th birthday of Calthorpes' House in 2017; the CFC’s own 20th anniversary in 2017; and the 20th birthday of CMAG in 2018.

·         Undertake an extensive program of capital works across the organisation, including : the second year of the Stage 3 upgrade program for the Canberra Theatre Centre; a further upgrade program at the Centre focusing on safety and security; and priority capital upgrades at all CFC sites.

·         Undertake further studies into a redesign of the CMAG foyer, in order to increase its functionality and attractiveness, and to improve its address to Civic Square.

·         Finalise and launch a new five-year Strategic Plan and develop a new Communications Strategy reflecting the directions of the Strategic Plan.

·         Ensure a continued focus on fundraising, including by implementing priority fundraising projects and further promoting the Canberra Region Treasures Fund.

·         Implement changes to the top level structure for the CFC, with separate Directors for Historic Places and for CMAG, and an enhanced corporate strategy capability.

 

Apart from the areas identified above, the main ongoing priority of the CFC is to achieve its vision and mission, by providing cultural leadership through a high standard of service to the community.  In keeping with this priority, the CFC will continue to promote the value of a vibrant cultural life, not only in terms of serving the existing community of the ACT, but also as a contribution to Canberra’s economic development and its attractiveness as both a business and tourist destination into the future. 

 

B.1.5.2 Current and future challenges

 

2015-16 was a busy and successful year for the organisation, with no major problems experienced in either operational or financial terms.  Perhaps the greatest challenge during the year related to the resourcing pressures, for a small organisation, involved in : supporting a higher level of theatre activity; servicing the CFC’s contribution to Civic planning initiatives; touring CMAG’s INK REMIX exhibition; and supporting new programs, such as joint initiatives with The Childers Group.

 

A further challenge related to the impact on the CFC’s operations of Federal funding cuts to national cultural institutions, since this has directly affected the ability of these institutions to provide loans and other forms of assistance to regional entities such as CMAG.

 

During the year, the introduction of evening pay car parking in the Civic Square precinct created some challenges for the Canberra Theatre Centre.  “Curtain up” for a number of shows was delayed to accommodate theatre patrons arriving late due to queues of people trying to use parking ticket machines at the same time.  While this situation should improve as patrons become more familiar with the new parking charges, ticket machines, and payment options, car parking availability will remain a priority issue for the CFC in the years ahead, especially during the construction phase of the Government Office Building.  Studies undertaken by the CFC indicate that having sufficient, convenient car parking for theatre patrons is critical for the financial viability of the Canberra Theatre Centre and therefore of the whole CFC.

 

As in previous years, major capital works projects presented some challenges in terms of the need to ensure operational continuity during the works programs; for example, the major upgrades at the Canberra Theatre Centre needed to be scheduled to avoid impacts on theatre performances.  By year end, however, all capital works projects had been successfully implemented and the CFC had fully expended all its 2015-16 capital works funding.

 

The key challenge facing the CFC in the future, as in previous years, is the ongoing variability and unpredictability of the performing arts business, which impacts directly on the CFC's main non-government income source: its theatre-related revenues.  

 

The variability of this revenue source arises from such factors as : the unpredictability of performing arts product becoming available to tour, which is tied in with the national economic forecast; changing patterns in the confidence felt in the Canberra market by presenters of commercial theatre productions; and variability in the willingness of patrons to expend discretionary income on theatre tickets - for example, Federal Budget cuts and their impact on the ACT economy may result in a downturn in ticket sales. 

 

The CFC seeks to manage the variability in its main non-government income source by seeking new revenue opportunities, such as entering into shared risk partnerships to bring productions to Canberra.  Programming choices also provide a means of addressing the risk of reduced ticket sales in an uncertain economic climate; for example, by including a greater focus on more “family friendly” and commercial product in the programming mix. 

 

At a broader level, the creation of a Theatre Reserve at the end of 2011-12 is a further means by which the CFC is seeking to manage the unpredictability of its income levels.  As noted under Section B.1.4.2, the CFC was able to make an addition of $300,000 to the Theatre Reserve as a result of good trading results in 2015-16.  The increased Reserve will assist the CFC in managing the risks inherent in theatre programming, as well as supporting efforts to bring a wider range of shows into the Canberra market.

B.1.6 Internal Accountability

B.1.6.1 Senior Management of the CFC

The senior management team of the CFC comprises the following positions :

 

·         the Chief Executive Officer;

·         the Chief Finance Officer;

·         the Director, ACT Museums and Galleries; and

·         the Director, Canberra Theatre Centre.

 

The names and information about the occupants of these positions are provided at

Appendix 1 (for the Chief Executive Officer, as a CFC Board member) and

Appendix 2 (for the other three senior management positions).  Information about remuneration for the Chief Executive Officer, as the only senior executive position in the CFC, is provided at Appendix 1.

 

The responsibilities of each senior management position are reflected in the organisational chart.  Further information relating to the structure of the organisation is provided at Section B.1.3.

 

The senior managers meet as a Senior Management committee every fortnight to discuss matters of CFC-wide interest.  Other significant committees of the CFC include the Work Health and Safety Committee (refer to Section B.7) and the Agency Consultative Committee.

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B.1.6.2 Board of the CFC

Composition

 

Section 10 of the CFC Act provides for the CFC Board to have seven members.

 

The Chair, Deputy Chair, and four Members of the CFC Board are appointed by the Minister in accordance with the provisions of the Financial Management Act 1996 (the FM Act), Sections 78-79.  The CFC’s Chief Executive Officer is also a Member of the CFC Board in accordance with Section 80 of the FM Act.

 

The functions of the Chair, Deputy Chair, Chief Executive Officer, and associated provisions relating to Board Members, are set out in the FM Act (Division 9.3).

Details of the CFC’s membership and remuneration during 2015-16 are provided at Appendix 1.  The CFC’s Governance Charter is available at http://www.culturalfacilities.act.gov.au.


Meetings

 

The CFC’s Board meetings are convened and conducted in accordance with the provisions of the FM Act (Division 9.4).

 

A schedule of the CFC’s Board meetings held during 2015-16, and attendances at those meetings, is at Appendix 1.

 

Governance Charter

 

The Board has adopted the following to guide its operations and performance :

 

·         Governance Framework;

·         Board Charter; and

·         Board Code of Conduct

 

These documents were reviewed and updated during 2015-16 and are included in the CFC’s Governance Charter, which is available at http://www.culturalfacilities.act.gov.au.

 

Audit Committee of the Board

 

The CFC has established this as a sub-committee of the Board, with a formal charter setting out its role and functions in relation to oversight of financial, audit, and compliance matters, including risk management and internal controls.

 

A copy of the Audit Committee Charter is provided as part of the Governance Charter available at http://www.culturalfacilities.act.gov.au.  Membership details and a schedule of meetings held during 2015-16 are provided at Section B.5.

B.1.6.3 Advisory Committees

The CFC has established three Advisory Committees, in accordance with Section 8 (i)(a) of the CFC Act, to provide expert strategic advice in relation to their respective specialist areas.

 

The committees include :

 

Name of Committees

Role of Committees

CMAG Advisory Committee

 

To provide the CFC Board with expert strategic advice, within the context of the CFC’s Strategic Plan for 2011-16 and its annual Corporate Plans.

 

The committees provide expert advice and assistance on a voluntary basis.  This support is valuable in contributing to the CFC’s policy development, business planning and community participation activities. 

Historic Places Advisory Committee

 

Canberra Theatre Centre Advisory Committee

 

The committees were appointed for a three year term from 1 July 2013 to 30 June 2016.  A call for expressions of interest for 2016-19 membership of the advisory committees was advertised and membership appointments are expected to be finalised early in 2016-17.

 

During 2015-16, the advisory committees’ first meeting of the year was held as a plenary strategic workshop, which included a presentation by the CFC’s CEO, together with breakout sessions to allow the committees to meet individually.  Individual advisory committee meetings were held throughout the year and the final meeting of the 2015-16 year for the committees comprised a further plenary session, which marked the final session for the committees under their current membership.

 

During 2015-16, members of the three advisory committees donated approximately 88 hours of time in total.

 

The Charter for the advisory committees is provided as part of the Governance Charter available at http://www.culturalfacilities.act.gov.au.

 

Advisory Committee Memberships, together with a schedule of advisory committee meetings held during 2015-16, are provided at Appendix 3.

 

Further information about the operation of the advisory committees, including their interaction with the CFC Board, is provided under Section B.2.

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B.2 PERFORMANCE ANALYSIS

 

The CFC’s 2015-16 Statement of Intent was prepared in accordance with Section 61 of the FM Act.  The Statement of Intent provides the CFC’s strategic objectives and indicators. The Statement of Performance provides details of how these strategic objectives and indicators were achieved in 2015-16.  These are summarised under Section B.1.4.

 

Below are the performance measures, targets and results for the CFC’s key performance indicators from 2012-2016.

 

Figure B.2a : Estimated number of visitors/patrons to CFC facilities/programs

Figure B.2a : Estimated number of visitors/patrons to CFC facilities/programs


The estimated number of visitors/patrons to the CFC has increased steadily over the past four years.  In 2015-16 there were 373,518 visitors/patrons to CFC facilities and programs, a figure 5% above the target of 355,000.  The variance is due to a higher than expected number of visitors to the Canberra Theatre Centre and Historic Places.

 

Figure B.2b : Number of exhibitions at facilities managed by the CFC

Figure B.2b : Number of exhibitions at facilities managed by the CFC


The number of exhibitions at facilities managed by the CFC has reduced from a peak in 2012-13, which was influenced by the number of additional Centenary-related exhibitions.    The result for 2015-16 met the target of 23 exhibitions.

 

Figure B.2c : Numbers of education and community programs provided by the CFC

Figure B.2c : Numbers of education and community programs provided by the CFC


ACT Museums and Galleries presented a higher than target number of education and public programs over the past four years, in response to the high demand for these programs.  In 2015–16, ACT Museum and Galleries reached a total of 676 programs overall.

 

 

Figure B.2d : Number of days venue usage at the Canberra Theatre Centre’s venues

 

Figure B.2d : Number of days venue usage at the Canberra Theatre Centre’s venues

Theatre venue usage rates have reduced over the past three years, despite increasing numbers of theatre patrons.  This is due to changing patterns of venue usage, with more usage that anticipated of larger venues, less usage than anticipated of smaller venues.  There were 549 days of venue usage in 2015-16, slightly below the target of 576.

 

Figure B.2e : Customer satisfaction with quality of services provided by the CFC, as measured by annual survey

Figure B.2e : Customer satisfaction with quality of services provided by the CFC, as measured by annual survey

 

Customer satisfaction levels over the past four years have consistently been above target, reflecting the attempts by facilities to achieve as high a standard as possible.  The level for 2015-16 was 96.3%, above the target of 80%.  Consideration will be given in future years to revising the target upwards.

Figure B.2f : Cost to Government per estimated visitor/patron to CFC facilities/programs

Figure B.2f : Cost to Government per estimated visitor/patron to CFC facilities/programs


The Cost to Government per estimated visitor/patron has reduced over the past four years, reflecting increased visitation trends.  In 2015-16, the figure was $22.43 against a target of $23.60, reflecting a higher estimated number of visitor/patrons to CFC facilities/programs than expected.

 

Figure B.2g : Own Sourced Revenue as a Proportion of Total Revenue for the Corporation

Figure B.2g : Own Sourced Revenue as a Proportion of Total Revenue for the Corporation


The CFC’s owned sourced revenue has increased over the past four years, primarily as a result of higher theatre income.   In 2015-16, the figure was 50.7% against a target of 43.4%, due to above-target theatre revenues.

 

The following section analyses in detail the CFC’s performance against the strategies and actions set out in the CFC’s 2015-16 Corporate Plan, which in turn is based on the CFC’s 2011-16 Strategic Plan.

 

Under its 2011-16 Strategic Plan and 2015-16 Corporate Plan, the CFC has adopted the following purpose statements –

 

·         Cultural Facilities Corporation
Purpose : To enable our distinctive institutions to provide enriching cultural experiences that contribute to Canberra’s identity

·         Canberra Theatre Centre
Purpose : To be Canberra’s leading performing arts centre

·         ACT Museums and Galleries
Purpose : To engage our community by presenting Canberra’s stories, diverse visual culture and heritage

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Performance against each of these purpose statements is discussed in the next three sections.


In each case, the shaded area at the start of the section (What we want to achieve and Strategies to achieve this) sets out the long-term strategies identified in the 2011-16 Strategic Plan.  The next area (Actions for 2015-16) contains the specific actions identified in the 2015-16 Corporate Plan to work towards the long-term strategies during the course of 2015-16.  The final area (Results during the year) reports on the results achieved against the specific actions for 2015-16.

B.2.1  Cultural Facilities Corporation

Purpose : To enable our distinctive institutions to provide enriching cultural experiences that contribute to Canberra’s identity

 

STRATEGY AND PLANNING

What we want to achieve :

A clear direction for our future

Strategies to achieve this :

 

·         Engagement of key stakeholders in developing a strategic plan

·         Linkage of strategic plan to annual corporate plans and performance management throughout the organisation

·         Regular reporting on progress against the strategic plan

Actions for 2015-16

Results during the year

·         Report on progress in achieving the CFC’s 2015-16 Corporate Plan in the CFC’s 2015-16 Annual Report. 

·         Information captured during the year has been used as the basis for the 2015-16 Annual Report.

·         Implement the ACT Government Service’s performance management system throughout the organisation, ensuring that all performance agreements link back to the CFC’s
2015-16 Corporate Plan.

·         Implementation of the performance management system linked to the Corporate Plan continued throughout the year, to ensure all staff understand how their role relates to the organisation’s corporate goals.

·         The CEO’s “start the year” email for 2016 reminded all staff of the importance of performance management and the need for every member of staff to have a completed Performance Management Plan.

·         Develop a new 5-year Strategic Plan to replace the CFC’s current (2011-16) Strategic Plan.

·         At its meeting on 20 August 2015, the Board approved the format and structure of the Strategic Plan and an initial list of priorities, themes, values and principles for inclusion in it.

·         Strategic planning workshops for staff and advisory committees were held during the year, to gather their input into the development of the new Strategic Plan.

·         The draft Strategic Plan for 2016-21 was presented to the CFC Board at its June 2016 meeting and is expected be finalised early in 2016-17.

·         Develop the CFC’s Corporate Plan for
2016-17, linked to the new Strategic Plan.

·         The 2016-17 Corporate Plan, linked to the 2016-21 Strategic Plan, will be presented to the CFC Board at its August 2016 meeting.

 

GOVERNANCE

What we want to achieve :

An accountable, resilient and dynamic organisation

Strategies to achieve this :

 

·         Governance systems that provide a high standard of accountability

·         A Board that is skilled, diverse, well-informed and committed to continuous improvement

·         A focus at Board level on performance as well as conformance

·         A Board that is at full strength

Actions for 2015-16

Results during the year

·         Review and if necessary update the CFC’s Governance Charter.

 

·         The Board adopted changes to the CFC’s Governance Charter at its June 2016 Board Meeting.

·         The updated Governance Charter is available at http://www.culturalfacilities.act.gov.au.

·         Seek filling of the Board’s current and forthcoming vacancies in a timely manner.

·         The terms of two Members (Ms Louise Douglas and Ms Robyn Hendry) concluded on 6 September 2015, while that of Justice Richard Refshauge concluded on 13 October 2015.

·         Ms Hendry was reappointed for a further term of one year (25 September 2015 to 24 September 2016).

·         Ms Douglas was reappointed for a further term from 25 September 2015, and was then appointed as Deputy Chair for two years (18 December 2015 to 17 December 2017).

·         Mr Raoul Craemer was appointed as a new Member for a three-year term (18 December 2015 to 17 December 2018). 

·         Ensure Board meeting agendas are arranged to focus on performance as well as conformance, and seek continual improvement in the presentation of Board agenda papers, to ensure efficient use of resources.

·         Board meeting agendas are now arranged to focus on performance as well as conformance.

·         For example, during 2015-16, strategic topics discussed by the Board included : City planning and new theatre studies; cultural policy and planning; theatre programming; upgrade of the CMAG foyer and improved address to Civic Square; and fundraising.

·         Further improvements were made to the presentation of the Board agenda papers during the year, in order to simplify these and reduce the volume of information provided.

·         Arrange for the CFC's external auditors to meet with the Board at the conclusion of the audit of the 2014-15 Financial Statements and the 2014-15 Statement of Performance.

·         Invite the CFC’s external auditors to each Audit Committee meeting.

·         A representative of the ACT Audit Office briefed the Audit Committee of the Board on the audit of the CFC’s 2014-15 Financial Statements and 2014-15 Statement of Performance.

·         As there was only one new finding and that was of a procedural nature, the ACT Audit Office did not feel it was necessary to attend a Board meeting to brief the full Board about the audit.

·         A representative of the ACT Audit Office was invited to attend each Audit Committee meeting throughout the year.

·         Assess possible projects for the 2015-16 internal audit/quality assurance program, focusing on key areas of risk, as identified from : the Strategic Risk Management Plan; the Fraud Control Plan; the work of the Audit Committee; and external audits.  Include the following areas of focus for 2015-16 internal audits : supplier arrangements; and payroll.

·         The Audit Committee discussed and identified topics for internal audit/quality assurance at during the year.

·         An internal audit into CFC’s supplier arrangements took place during 2015-16.  The existing procurement processes were assessed as providing an adequate system of internal control.  The report identified a number of ways in which supplier arrangements could be improved and streamlined.  The CFC will implement actions in 2016-17 to implement these improvements.

·         During the year, an internal quality assurance program was also developed and implemented, focusing on areas of key risk as identified from items identified in the Strategic Risk Management Plan, Fraud Control Plan, external audits and the work of the Audit Committee.

·         Prepare for the CFC’s participation in an Auditor-General performance audit of arts, cultural and heritage facilities scheduled for 2015-16.

·         The Audit Committee identified a range of strategies for the CFC to undertake in preparation for the performance audit, including commissioning a further updating of the CFC’s Strategic Asset Management Plan.

·         The CFC Senior Managers undertook a number of preparations for the performance audit during the course of 2015-16, including reviewing and updating a number of policy documents.

·         The CEO and CFO met with representatives of the ACT Audit Office in May 2016 to discuss possible areas of focus for the performance audit.

·         The audit has now been rescheduled to the 2016-17 performance audit program.

·         Review and update the CFC’s Strategic Risk Management Plan and Fraud Control Plan. 

·         Remind staff of their responsibilities with regard to fraud control including through fraud awareness training and emails from the CEO and CFO.

·         The Strategic Risk Management Plan and Fraud Control Plan were reviewed by the Audit Committee at its March 2016 meeting.

·         The revised and updated Plans were then approved by the Board at April 2016 meeting.

·         New Chief Executive Financial Instructions (CEFI’s) have been issued for the Strategic Risk Management Plan and Fraud Control Plan.

·         The CEO’s “start the year” email for 2016 reminded staff of their responsibilities with regard to appropriate use of CFC resources.

·         Complete and implement a new Records Management Plan and provide staff with updated training in records management.

·         The CFC Records Management Program has been approved and provided to the Director, Territory Records.

·         All staff have been advised of the Records Management Program and their responsibilities to keep accurate records.

·         CFC officers have been designated as the CFC’s records managers, to assist staff and ensure compliance with records management procedures.

·         A staff representative from the CFC attended various Records and Information Management Community of Practice sessions throughout the year.

·         The CFC implemented an electronic document records management system (EDRMS) in conjunction with ACT Records Services to assist in the creation and management of records. In developing the EDRMS, a CFC EDRMS project team was nominated to attend various analysis workshops held by ACT Record Services. Through this, ACT Records Services gained an understanding of CFC business and record keeping needs and developed an appropriate system design.  ACT Records Services also provided staff with EDRMS training throughout the year.

·         The EDRMS achieves legislative compliance and will benefit the CFC by reducing the duplication of records, having greater accessibility to records and decreased physical storage.

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HUMAN RESOURCES

What we want to achieve :

An employer of choice for staff and volunteers

Strategies to achieve this :

 

·         Leadership and motivation from the Board, CEO and senior management team

·         Human resources systems, processes, procedures and policies that focus on continuous improvement

·         Human resource planning that identifies, seeks and develops the skills we need

·         A workplace that is safe and rewarding for staff and volunteers

Actions for 2015-16

Results during the year

·         Ensure Board Members, the CEO and senior managers attend a range of activities across the CFC’s different venues.

·         Board Members, the CEO and/or senior managers attended a range of CFC activities throughout the year, including: theatre opening nights; CMAG exhibition openings; floor talks; special programs at the Historic Places; and a range of other events and activities.

·         Ensure a supportive working environment, including by :

-        continuing to implement the Respect, Equity and Diversity Framework;

-        continuing to implement the ACT Government Service’s performance management system; and

-        reviewing and, if necessary, adjusting staffing to address a higher volume and diversity of activity and new priorities, including through a review of the top structure of ACT Museums and Galleries.

·         The CEO’s “start the year” email for 2016 emphasised the need to adhere to the Code of Conduct, to display appropriate behaviour in dealing with members of the public and colleagues, and to have performance plans in place for all staff.

·         A review of the senior management structure in ACT Museums and Galleries recommended that a separate Director be appointed for CMAG and for Historic Places.  Following a national recruitment process, a new Director, Historic Places was appointed and will commence duties in August 2016.

·         The Director, CMAG will then take on the additional role of Director, Corporate Strategy, working with the CEO on strategic projects.

·         Staffing levels were carefully managed and temporary staff members were employed where it was deemed essential to increase staffing levels to bring significant projects to completion within a required time frame.

·         Ensure sound human resource management, including by :

-        finalising and implementing the CFC’s updated Human Resource Management Plan;

-        continuing a rolling review and updating of human resource policies on the CFC's shared drive;

-        providing staff with a range of training, professional development and networking opportunities; and

-        recognising staff contributions and achievements, including through award schemes such as the Don Aitkin Award.

·         A review of the CFC Human Resource Management Plan commenced in 2015 and is expected to be finalised in 2016-17.

·         CFC staff participated in a range of training/staff development/networking programs in 2015-16.  CFC staff members are regularly invited to sit on judging panels, open exhibitions and deliver lectures at other institutions.

·         For example, in 2015-16 the following activities were undertaken by CFC senior staff.
Th
e CEO :

-        was a speaker at an award ceremony for recent Graduates from the Australian Institute of Company Directors;

-        was a speaker at the launch of the book Canberra Women in World War 1 – Community at Home, Nurses Abroad;

-        provided the main presentation for Aspects on Mentoring, a forum presented by the CFC and The Childers Group; and

-        hosted a Chinese-themed event at CMAG for the Cambridge and Oxford Societies of the ACT, to coincide with the INK REMIX : Contemporary Art from mainland China, Taiwan  and Hong Kong exhibition.

The Director, Canberra Theatre Centre participated as an Executive Council member for:

-        Live Performance Australia; and

-        the Association of Asia Pacific Performing Arts Centres.

The Director, ACT Museums and Galleries :

-        participated as a member of the Peer Assessment Panel for the Australia Council for the Arts regarding Multiarts Multiyear Funding;

-        opened the Collecting Nostalgia exhibition at Canberra Glassworks;

-        opened the Emerging Artists Support Scheme exhibition at Alliance Française de Canberra; and

-        opened The Secret of Ourselves exhibition at the Tuggeranong Arts Centre Shopfront.

·         The presentation of the 2015 Don Aitkin Awards took place on 8 December 2015 in the presence of Emeritus Professor Don Aitkin AO, former Chairman of the CFC.  There were a total of 13 nominations for 9 nominees. The award winners were Dorothy and Ben Bairstow (National Trust Volunteers), Wendy Batchelor (Canberra Theatre Centre), Jody Turner (CFC Finance) and Danyka Van Buuren (CMAG Front of House Manager).

·         Continue to implement workplace health and safety and injury management improvement strategies, with support from Shared Services and with regular reports to the CFC Board, including on key workplace safety risks and controls.

·         Implement the CFC’s new Total Workplace Health and Safety Management System.

·         Hold quarterly meetings of the CFC’s Workplace Health and Safety Committee.

·         A report on workplace safety is provided at all Board meetings.  In addition to these regular reports, a further report is provided to the Board each six months on key safety risks identified for CFC workplaces, and how these risks are being managed.

·         The CFC Work Health and Safety (WHS) Committee met in August and November 2015 and in February and May 2016 to discuss WHS issues across the organisation.  Representatives from the CPSU and MEAA (unions with coverage in the CFC) are invited to these meetings.  Meetings of WHS Representatives were also held in each area of the CFC throughout the year.

·         The Shared Services Injury Management and Safety Team commenced work with the CFC during 2014-15 on developing a total CFC Safety Management System.  The CFC Safety Management System was close to being finalised as at June 2016, and is expected to be completed in 2016-17.

·         Wellbeing in the Workplace initiatives continued to be implemented including :

-        a morning tea promoting the services of Healthier Work for staff in October 2015;

-        flu vaccinations in May 2016;

-        promotion of the Employee Assistance Provider service for employees;

-        an alcohol-free Melbourne Cup event in November 2015;

-        promotion of the Healthier Me Program;

-        10,000 Steps Workplace Challenge; and

-        installation of a number of sit/stand desks.

·         Hold regular meetings of the Agency Consultative Committee, to ensure effective management/staff/union consultation and well-informed decision-making, and to encourage sharing of information.

·         Consultations took place with unions on a range of workplace matters during the year, including reviews of the ACT Museums and Galleries senior management structure and of Canberra Theatre Centre marketing and Box Office structures.

·         The CFC facilitated workplace visits by union representatives to enable them to meet with members and prospective members.

·         The CFC convenes meetings of the Agency Consultative Committee when needed and has called for new nominations for this committee.

·         Provide volunteers with training, support and recognition, including through award schemes such as the Don Aitkin Award.

·         During 2015-16, Volunteers provided a total of 1,494 hours service at Lanyon, Calthorpes’ House and Mugga-Mugga.

·         During the year, the CFC provided its volunteers with a range of training and support opportunities, together with events to recognise their contribution.  This included an annual volunteers’ day of updates and training; two morning tea events; and a lunch with a guest speaker who spoke on the topic of Indigenous cultural awareness.  Historic Places volunteers are also invited to key front-of-house team meetings and were involved in emergency training during 2015-16.

·         Information regarding the Don Aitkin Award.

·         Information regarding the CFC’s advisory committees, the members of which are all volunteers.

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FINANCIAL MANAGEMENT

What we want to achieve :

An organisation with long-term financial sustainability

Strategies to achieve this :

 

·         High standards of financial management and reporting

·         Maximisation of government income

·         Maximisation of own-sourced income

·         Analysis of own-sourced income and margins from operational activities to identify ways to grow revenues

·         A fundraising strategy that guides how we will develop new income sources through fundraising

·         Long-term positive cash flow

·         Adoption of reserves policies

·         Efficient work practices

Actions for 2015-16

Results during the year

·         Achieve financial outcomes that :

-        minimise the cost to Government per visitor/patron;

-        maximise own-sourced revenue;

-        maintain appropriate working capital; and

-        allow, where possible, business upgrades funded from internal resources.

·         For 2015-16, the CFC achieved a cost to government per estimated visitor/patron of $22.43 compared with a target of $23.60, and 50.7 % own sourced revenue, compared with a target of 43.4%.

·         Further details and variance explanations are provided in the Statement of Performance.

·         Reports on cash flow analysis are discussed at each meeting of the Audit Committee of the CFC Board.

·         Increase the Theatre Reserve at the end of 2015-16, if good theatre trading results and the overall health of the CFC budget allow this.

·         Due to good theatre trading results in 2015-16, including from major shows such as The Illusionists 1903, an addition of $300,000 was made to the Theatre Reserve at the end of 2015-16.

·         Implement and monitor a 2015-16 internal budget based on agreed budget principles and incorporating strategies to address the long-term financial sustainability of the CFC.

·         The 2015-16 internal budget included strategies to address salary and CPI increases.

·         The internal budget was monitored by the Audit Committee throughout the year, with progress reported to each Board meeting during 2015-16.

·         Mid-year reviews of the internal budget took place in November 2015 (ACT Museums and Galleries budget) and February 2016 (Canberra Theatre Centre and Corporate budgets).

·         Develop well-researched and argued bids for the 2016-17 ACT Budget process, for strategic initiatives that support the CFC’s operations or improve/extend CFC programs, and which lead to better cultural outcomes for the community.

·         Concept briefs were developed for Ministerial consideration, and CFC bids for the 2016-17 ACT Budget process were finalised and submitted in February 2016.

·         The following CFC initiatives were funded in the 2016-17 ACT Budget :

-        $50,000 Bigger and Better Events for Canberra – Canberra Theatre Centre – Major show support fund; and

-        $410,000 Improved Arts Facilities for Canberra – Canberra Theatre Centre.

·         Progress the CFC’s fundraising efforts under the Board’s leadership, through implementation of priority fundraising projects for 2015-16.

·         The CFC’s 2015-16 Fundraising Strategy provided the framework for discussions about fundraising at each Board meeting during the year, and the basis for fundraising efforts.

·         Fundraising projects for the year included : formal handover of the John Olsen donated work Brindabellas, 2015 to CMAG; support for the Canberra Region Treasures Fund, including a honours board for inaugural Treasures donors in the CMAG foyer;  support for the CMAG exhibition INK REMIX : Contemporary Art from mainland China, Taiwan and Hong Kong; and support for the production Ghosts in the Scheme at the Canberra Theatre Centre.

·         Explore the feasibility of a new timesheet module on the payroll system to allow more efficient processing of pays.

·         The CFC’s Finance team is reviewing its payroll processing needs before committing to a payroll upgrade.

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INFRASTRUCTURE AND SYSTEMS

What we want to achieve :

Support for the delivery of high quality cultural experiences

Strategies to achieve this :

 

·         High standards of asset management

·         IT systems that deliver business outcomes

·         Periodic reviews of administrative, financial and customer service systems

Actions for 2015-16

Results during the year

·           Monitor IT assets across the CFC to ensure effective use of IT assets and to explore opportunities for cost reductions in IT expenditure.

·         During the year, IT assets continued to be monitored for best cost effectiveness use.  Any equipment or programs surplus to requirements were removed to control costs.

·         The CFC’s IT Strategic Plan was reviewed in May 2016.

·           Continue to implement, and further review, Business Continuity Plans and Disaster Recovery Plans covering each area of the CFC.

·         The CFC’s Business Continuity Plan and Disaster Recovery Plan were reviewed by the Audit Committee at its May 2016 meeting and provided to the Board meeting of June 2016 for noting by the Board.  Testing took place of the CFC’s disaster preparedness through a mock disaster scenario workshop held in June 2016.

·           Implement cyclical maintenance programs at each site, to ensure the upkeep of assets across the CFC.

·         Cyclical maintenance needs were taken into account in assessing priorities for the 2015-16 capital upgrade program.

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COMMUNICATION

What we want to achieve :

Engagement with our stakeholders

Strategies to achieve this :

 

·         A communication strategy that delivers our business objectives by providing timely, accurate and relevant information that influences the attitudes and behaviour of our stakeholders

·         Regular engagement with our stakeholders

·         Periodic consultation with our stakeholders

Actions for 2015-16

Results during the year

·         Use the CFC’s current (2011-16) Communication Strategy to identify key messages and target audiences.

·         The CFC’s Communication Strategy continued to be used in 2015-16, as a basis for identifying key messages in speeches, reports etc.

 

·         Develop a new 5-year Communications Strategy to replace the CFC’s current Communications Strategy, incorporating key messages for branding of the CFC’s venues.

·         A review of the current Communications Strategy, which will reflect the new Strategic Plan, has been commenced, and will be finalised during 2016-17.

·         Ensure regular contact between the CFC’s CEO and :

-        the Minister’s office; and

-        the Chief Minister, Treasury and Economic Development Directorate, as the CFC’s parent Directorate.

·         The CFC’s CEO held regular meetings with the Minister’s Arts Adviser throughout 2015-16, and also held a number of meetings during the year with the Director, Cultural Canberra.

·         The CFC Chairman and the CEO held strategic meetings with the Director General, Economic Development and Deputy Director General, Enterprise Canberra in July 2015 and January 2016 in order to discuss a range of priority matters.

·         The Minister attended the April 2016 meeting of the CFC Board for a discussion about the CFC’s strategic priorities.

·         The Chairman and CEO met with the Minister in May 2016 to discuss the progress of new theatre studies.

·         Continue to implement revised operating arrangements for the advisory committees, recognising that the committees represent an important source of expert advice to the CFC and also involve the wider community in the work of the organisation. 

·         Provide support for these committees, including through provision of secretariat services.

·         Review the operation of the committees under the revised arrangements, to allow any further changes in operating arrangements to be finalised prior to the expiry of the current terms of the committees on 30 June 2016.

·         The first advisory committee meeting of 2015-16 was held as a plenary strategic planning workshop for all three committees on 30 November 2015.  The workshop included a presentation by the CEO, together with breakout sessions to allow the committees to meet individually.

·         Individual advisory committee meetings were then held as follows :

-        Canberra Theatre Centre Advisory Committee, 11 April 2016;

-        Historic Places Advisory Committee, 23 September 2015 and 9 June 2016; and

-        Canberra Museum and Gallery Advisory Committee, 31 May 2016.

·         A final, plenary session was held on the 14 June 2016, where the three committees discussed input into the CFC’s 2016-17 Corporate Plan. This marked the final session for the committees under their current membership.  The session concluded with farewell drinks.

·         A review of the committees’ operation was undertaken, prior to the completion of the committees’ terms on 30 June 2016.  The review included consultation with each committee, and resulted in certain changes to the operation of the committees to take effect from 1 July 2016.  These changes were approved by the Board at its April 2016 meeting and have been incorporated into a revised Charter for the committees.

·         A call for expressions of interest for membership of the advisory committees was advertised in May 2016. Membership appointments are expected to be finalised early in 2016-17.

·         Further develop collaborations with relevant cultural and tourist bodies including : peak national bodies dealing with cultural matters; the national cultural institutions; other cultural organisations; tourism organisations; and diplomatic missions, in order to extend the CFC’s profile and involvement in cultural and tourism sector initiatives.

·         During the year, the CEO was a member of the :

-        Australiana Fund Canberra Committee;

-        Tourism Industry Advisory Council of the Canberra Business Chamber;

-        Regional Advisory Council of the Australian Institute of Management; and

-        Cambridge Society of the ACT (Chair).

·         The Canberra Theatre Centre Director was a member of the :

-        Live Performance Australia Executive Council; and

-        Executive Council of the Association of Asia Pacific Performing Arts Centres.

·         The Director, ACT Museums and Galleries was a member of the :

-        ACT Arts in Health Committee; and

-        Australia Council for the Arts Pool of Peers.

·         CMAG’s Assistant Director, Exhibitions and Collections was a member of the :

-        ACT Arts in Health Committee;

-        ACT Legislative Assembly Art Advisory Committee; and

-        DISACT (Disaster ACT) Disaster Recovery Committee.

·         The Canberra Theatre Centre’s Education Officer was a member of the ACT Drama Teachers Association Board.

·         Explore the scope for further collaborative projects between the CFC and The Childers Group during 2015-16.

·         The CFC collaborated with The Childers Group in presenting the following two events during 2015-16 :

-        We need to talk : a networking and discussion event for emerging leaders in the arts, held at CMAG on 30 September 2015; and

-        Aspects on Mentoring : a forum on mentoring in the arts, held at CMAG on
28 January 2016.  The CEO provided the main presentation for this event, which was delivered by the CFC’s Deputy Chair due to the CEO’s absence overseas.

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GROWING AND LEVERAGING OFF OUR ASSETS

What we want to achieve :

Growth in targeted areas where we can add value

Strategies to achieve this :

 

·         Reinvestment of trading surpluses into asset development or building up reserves

·         Additional responsibilities in key areas such as historic places – with sufficient resources to carry these out

·         Involvement as a key player in Canberra’s development as a city and in Civic’s development as the city’s heart

Actions for 2015-16

Results during the year

·         Work with other agencies on initiatives to plan future directions of the city centre and the future provision of cultural facilities in Civic, including new theatre facilities, within the framework of the City Plan and City to Lake project.

·         During the year, the CFC continued to play an active role in these initiatives, including through the CEO’s involvement in the City and Northbourne Avenue Urban Design initiative.

·         The next stage of studies into a major new theatre was progressed during the year, through work on the following studies :

-        further work on design, siting and traffic management for the new facility;

-        a project delivery workshop;

-        a series of Investment Logic Mapping workshops;

-        a financial analysis/demand study; and

-        a economic analysis study.

·         Discussions were held during the year with the National Capital Authority to clarify National Capital planning requirements applying to the site of the new theatre.

·         The CFC Board discussed Civic planning matters at each of its meetings during 2015-16.

·         Participate in the implementation of the 2015 ACT Arts Policy and studies into the economic, social and community impact of the arts in the ACT.

·         The CEO and Director, ACT Museums and Galleries both participated in a workshop convened by artsACT on 10 December 2015 at which the ACT arts sector contributed input into the implementation of the 2015 Arts Policy.

·         The CFC’s draft new Strategic Plan reflects the priorities identified in the 2015 ACT Arts Policy and makes specific reference to it.

·         Continue to ensure that the CFC’s needs are addressed in development of the Civic Square precinct, including through :

-        pursuing the outcomes of CFC-commissioned studies into car parking needs of theatre patrons;

-        liaising with parking operations regarding the introduction of pay parking in the evenings in the Civic Square precinct; and

-        seeking to ensure that any redevelopment of the car park site adjacent to CMAG addresses the needs of the cultural precinct, including the enhancement of CMAG’s visibility, and delivering a suitable experience for theatre patrons.

·         During the year, the CFC continued to play an active role in Civic parking and transportation initiatives to emphasise the importance of sufficient car parking provision for patrons of the Canberra Theatre Centre.

·         Discussions were held with parking operations staff prior to the introduction of pay parking in the evenings in the Civic Square precinct, in order to facilitate the move to the new arrangements for theatre patrons.  Measures taken included the installation of additional signage, and the provision of information and website links to theatre patrons.

·         The CFC made a submission to the consultation process conducted by the National Capital Authority into car parking impacts of the site for the Civic depot for Transport Canberra Light Rail.

·         Work with Civic Square neighbours, including Craft ACT, the ACT Legislative Assembly, the Theo Notaras Multicultural Centre and Civic Library, on accommodation strategies and cooperative activities for the precinct, including as a result of the relocation of certain Assembly functions into the North Building prior to the 2016 ACT Election.

·         The CFC continued to explore options to enlarge CMAG’s foyer, and to improve CMAG’s address to Civic Square. The CFC also participated in detailed discussions with ACT Property Group regarding the minimisation of impacts resulting from replacement of HVAC equipment planned for North Building in 2016-17.

·         The CFC worked closely with the ACT Legislative Assembly to facilitate the relocation of Assembly support functions into North Building, prior to the 2016 ACT Election.

·         During the year, the Building Services Manager, Canberra Theatre Centre :

-        liaised with the ACT Legislative Assembly Director of Business Support and his staff; and

-        provided “landlord” type building services to the Civic Library.

·         Work with other agencies in exploring the opportunity for managing one of the Sydney Ancher buildings on Northbourne Avenue as a house museum, together with complementary usages. 

·         During the year, the CFC continued to explore this opportunity, including with the Office of the Coordinator-General and with the ACT Heritage Council.

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B.2.2  Canberra Theatre Centre

Purpose : To be Canberra’s leading performing arts centre

 

PROGRAMMING

What we want to achieve :

A diverse program that creates a leadership position for the Canberra Theatre Centre and an identity for Canberra

Strategies to achieve this :

 

·         Regular visits from leading performing arts companies including high profile “star vehicles”

·         Nurturing local performing arts companies including national advocacy

·         Active participation in local and national creative development, including links with partner venue and companies

·         Support for those who take the financial risk in presenting at the Centre, both financial and marketing

·         A calendar of events that delivers a diversity of genres and appeals to a diverse audience

Actions for 2015-16

Results during the year

·         Provide high quality programming through the Centre’s 2015 and 2016 Subscription Seasons, in order to bring leading performing arts companies to Canberra and develop a strong “artistic footprint” for the Centre.

Canberra Theatre  - performance of Little Shop of Horrors

Canberra Theatre  - performance of Little Shop of Horrors

 

The Playhouse – performance of The Glass Menagerie

The Playhouse - performance of The Glass Menagerie

 

 

 

·         During 2015-16 the following productions from the 2015 Subscription Season, Collected Works 2015, were presented :

-        Lore

-        Betrayal

-        Ghosts in the Scheme

-        The Wharf Revue 2015

-        But Wait… There’s More

-        Hamlet

·         The Centre launched its 2016 Subscription Season, Collected Works 2016, on
19 October 2015, comprising 18
core shows with 2 additional shows for family audiences. The 2016 Season Shows feature productions from :

-        Bangarra Dance Theatre

-        Queensland Theatre Company

-        Bell Shakespeare

-        Sydney Dance Company

-        shake & stir

-        Belvoir

-        Geelong Performing Arts Centre & Red Stitch

-        Sydney Theatre Company

-        State Theatre Company of South Australia

-        Opera Australia

-        Queensland Ballet

-        Merrigong Theatre Company

-        CIRCA

·         The following productions from the 2016 Subscription Season, Collected Works 2016, were presented during 2015-16 :

-        La Clique

-        Wuthering Heights

-        Romeo & Juliet

-        Blood Links

-        The Glass Menagerie

-        CounterMove

-        Little Shop of Horrors

-        Things I Know To Be True

-        Disgraced

-        Additional show  - The Peasant Prince


As of 30 June 2016, the Centre had 2,472 subscribers for its 2016 season, and had sold
17,997 tickets to subscribers to Collected Works 2016 productions.

·         Host a company in residence at the Centre, through the partnership with Big hART, to deliver a project in 2015-16.

·         The Centre continued to work with Big hART as a company in residence, and in collaboration with the Cooma community, resulting in the presentation of Ghosts in the Scheme in September 2015.

·         Research for a community engagement program was undertaken by Big hART in Canberra in June 2016.

·         Program productions outside the Subscription Seasons and through shared risk ventures with commercial presenters, including through using the Theatre Reserve as a “guarantee against loss”, in order to keep the venue active and increase the range of performing arts available to the Canberra community.

·         The Centre delivered the following programs outside the 2016 Subscription Season :

-        The Illusionists 1903

-        At Last

-        A State of Grace

-        Mario

-        Molly Ringwald

-        Tim Rogers

-        Starman – David Bowie

-        The Proclaimers

-        Stripey the Emu Chick

-        HIPPO! HIPPO!

-        Bianca del Rio

-        But Wait… There’s More

-        Sugarland

 

·         Support existing and develop new relationships with presenters, to expand their use of the Centre’s venues and services, and to increase the range of performing arts available to the Canberra community. 

·         The Centre’s marketing team provided a range of value-added kits, guidance and actions in order to support venue hirers, build stronger relationships, and enhance the hirers’ experience.

·         Successful venue hires in 2015-16 included :

-        The Little Mermaid

-        APIA Good Times Tour

-        Sufjan Stevens

-        Tedeschi Trucks Band

-        The Canberra Comedy Festival

-        Danny Bhoy

-        Diana Krall

-        Ice House

-        Dave Rawlings Machine

-        Wil Anderson

-        Jimmy Carr

-        The Sleeping Beauty

 

·         Support local creative development, including through :

-        supporting events that showcase local talent and local companies;

-        supporting emerging/early career artists in the performing arts; and

-        holding master classes, workshops and forums for local practitioners to engage with visiting companies.

·         The Centre provided support to local creative development, including through the following activities.

-        Free Rain Theatre’s The Little Mermaid was given marketing and technical support to ensure its season was a success.

-        Canberra Comedy Festival was again supported by the Centre through marketing assistance and sponsorship.

-        The Centre supported the Short + Sweet Festival through venue and marketing assistance.

-        The Centre sponsored the production of Faces, including through venue and marketing support.

·         Participate in industry organisations e.g. Live Performance Australia, OZPAC, the Australian Performing Arts Centres Association, and the Association of Asia Pacific Performing Arts Centres.

·         The Director of the Centre participated as an Executive Council member for Live Performance Australia and the Association of Asia Pacific Performing Arts Centres.

·         The Program Manager and Commercial Program Manager attended the Australia Performing Arts Market in Brisbane.

·         The Centre hosted two staff members from Singapore’s Esplanade on the Bay in April 2016 as part of an internship visit that allowed the staff members to observe a number of aspects of the Centre’s operations, including programming approaches and venue management.

 

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Figure B.2.2a : Graphs indicating venue and night usage by genre and locality in 2015-16

Graphs indicating venue and night usage by genre and locality in 2015-16

Graphs indicating venue and night usage by genre and locality in 2015-16

Graphs indicating venue and night usage by genre and locality in 2015-16

Graphs indicating venue and night usage by genre and locality in 2015-16

 

 

MARKETING AND AUDIENCE DEVELOPMENT

What we want to achieve :

A loyal and growing audience

Strategies to achieve this :

 

·         Loyalty, engagement and repeat attendance are promoted by : all areas of the business working together to create a high quality experience for patrons; increased sophistication of patron knowledge to drive repeat attendance; use of social media and other means to engage audiences; value-adding through meet-the-artist, director forums etc.

·         Market data is used to target audiences and influence programming

·         Research is commissioned to better understand our existing audiences and target others

Action for 2015-16

Results during the year

·         Provide value-adding opportunities that enhance the overall patron experience, including :

-        pre-show forums, post-show question and answer sessions; and

-        “meet the artist” opportunities, including on opening nights.

·         In 2015-16, the following value-adding opportunities were presented :

-        pre-show forums for lore, Ghosts in the Scheme, CounterMove, and Things I Know To Be True;

-        a post show Q&A for Betrayal, Ghosts in the Scheme, The Wharf Revue, Wuthering Heights, the Glass Menagerie, Things I Know To Be True, Disgraced;

-        panel discussions at Parliament House took place for the following productions: lore, Ghosts in the Scheme, The Wharf Revue, CounterMove and Faces; and

-        Meet and Greet events were held for The Wharf Revue at ABC 666, and at the Centre for The Illusionists 1903.

·         Ensure customer/patron satisfaction with their visit to, and experiences of, the Centre’s venues and presentations, including by surveying audiences.  Proactively use information gained from surveys to improve facilities and services.

·         The Centre achieved a 92% approval rate with patrons, based on post-performance surveys for a range of productions during 2015-16.

·         Post-performance surveys were conducted with 10 school groups attending four primary and secondary school matinee performances. The results indicated that all respondents agreed or strongly agreed that the performances they saw were of a high standard and that they would bring students back to the theatre in the future.

·         Ensure Front of House business operations and customer services are kept at a high standard, including through use of new Point of Sale technology and an upgrade of the foyer bar area. 

·         Analyse Front of House data and act on this, both to increase commercial returns and to improve the patron experience.

·         Front of house data was analysed during the year to improve stock offerings and facilitate operational efficiencies.

·         A major upgrade of the bar area and facilities was undertaken in the 2015-16 year to improve operational efficiencies, the WHS environment and the patron experience.

·         Maintain and develop Box Office services by ensuring that ticketing system capabilities are fully utilised to meet business and customer needs, and by undertaking procurement for a new ticketing system. 

·         Ticketing services were provided to the following external venues :

-        Parliament House;

-        Belconnen Theatre;

-        Government House Gardens (for the Canberra Symphony Orchestra Proms concert);

-        National Arboretum Canberra (for Voices in the Forest);

-        Civic Square (for Spiegeltent); and

-        ANU Arts Theatre (for the Canberra Comedy Festival).

·         Use the Centre’s venue branding to promote the productions presented at the venue as being of a consistently high and reliable quality, and to support venue hirers in marketing their product.  Ensure all connections with the Centre’s brand are authentic, including use of external signage and the new LED screen.  Maintain brand presence including through social media and digital marketing.

·         The Centre maintained brand consistency and credibility in the promotion of its 2015 and 2016 Subscription Seasons.

·         The Centre provided marketing support to assist third party presenters of contemporary music to achieve higher patron attendance and sold-out shows.  This is expected to lead to the potential to attract larger name acts in future.

·         The marketing team provided significant support to various artists and organisations that hired the Courtyard Studio, including Mario, Sugarland and William Yang.

·         The Centre’s social media was bolstered by interacting with bloggers with large followers, and with online social groups.

·         Targeted Google Ads campaigns were implemented as an integral element of overall marketing campaigns.

·         Develop e-business through web-based marketing and undertake research to assess audience attendance patterns. 

·         The Centre’s database was updated and used in targeted e-business activity. 

·         The Centre’s website was updated to allow the Centre to market shows more effectively, including by linking the patron database with the website and with emails, to allow for a tailored patron experience.

·         Research questions used by the Centre were re-evaluated and refined, and research was undertaken across all performances to assess attendance patterns and satisfaction levels.

·         Post-show survey responses were evaluated, to assess patrons’ preferences and media habits, and therefore to provide greater insight into audience characteristics.

·         Continue to implement a groups booking initiative to enhance income and support venue hirers.

·         Group bookings were promoted through internal marketing and sales staff, as well as external group sales specialists, on selected broad appeal shows such as The Illusionists 1903, Le Noir, Little Shop of Horrors, La Clique, Gazillion Bubbles and Rolling Thunder Vietnam.

·         Regular group bookings were made through organisations such as Rixons and Snowliner Coaches.

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COMMUNITY INITIATIVES

What we want to achieve :

A connection between the whole community and the performing arts

Strategies to achieve this :

 

·         Initiatives that address special needs in the community

·         Programs that reach out to those who might not otherwise have the opportunity to experience live theatre

·         Connections with the education system and schools

·         Workshop facilitation

Actions for 2015-16

Results during the year

·         Implement access initiatives including through facilities and services such as:

-        captioning services and audio loops for patrons with hearing impairments;

-        audio description and tactile tours for patrons with vision impairments;

-        the Companion Card scheme, whereby a carer attending theatre with a patron can access a complimentary ticket; and

-        designated spaces in the auditoriums for wheelchair access.

·         Encourage venue hirers to provide targeted access for patrons with special needs.

·         Complete a new Disability Discrimination Act Action Plan as a basis for future upgrades to the Centre, in order to enhance its accessibility for people with disabilities.  

·         The following access initiatives were facilitated during 2015-16.

Tactile tour, audio description and captioned performances

-        A tactile tour, audio description and captioning were provided for a performance in each season of Betrayal, Ghosts in the Scheme, The Wharf Revue, Hamlet, Wuthering Heights, The Glass Menagerie ,Things I Know To Be True and Disgraced.

Audio loops and Companion Cards

-        Audio loops (FM Radio Assisted Hearing System), and Companion Cards (National Companion Card Program for people who require their carers to be present when visiting the theatre) are available for all productions presented at the Centre.

·         New FM hearing assist units were purchased in the 2015-16 year to replace older sets.  The new “Listen” brand units come complete with new head sets, neck loops, transmitters and charging stations. There are 16 units for the Canberra Theatre and 16 for The Playhouse.

·         The Centre also provides designated spaces in the auditorium for wheelchair access.

·         During the year, the Centre’s marketing team continued to promote access facilities through all marketing channels including a large print brochure and a specific access flier.

·         The Centre was awarded a plaque by Better Hearing Australia Canberra Group for its contribution over the past 10 years to services for people who are deaf or hearing impaired.

·         A new Access Action Plan was prepared during the year and is expected to be finalised in the first half of 2016-17.

·         Implement the Social Capital Program whereby tickets purchased by the Centre are distributed to special interest organisations, providing scope for people who would not normally attend live theatre the opportunity to do so.

·         During the year, the Centre’s Social Capital program distributed 380 tickets to the value of $ 27,291.70 to the following charities and organisations :

-        Ginar Maliyan - Wiradjuri Echoes   

-        Richmond Fellowship

-        Smith Family

-        YWCA

-        Menslink

-        Barnardos - Local

-        Belconnen Arts Centre – Parkinsons Dance Group

-        The Child Youth & Family Gateway 

-        ACT Eden Monaro Cancer Support Group         

-        Lifeline