2001 - 2002 Annual · PDF fileIn 2001 - 2002, the Trust maintained ... providing theatre experience and training. ... • Performance highlights at the Playhouse Theatre included One

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2001 - 2002 Annual Report

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C O N T E N T S 2001 - 2002

Letter of Transmission 1 Executive Summary 2 Mission Statement 2 Objectives 2 2001 - 2002 Major Achievements and Highlights including Major Events

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Role of the Trust 5 Enabling Legislation 5 Chairman’s Report 7 Acting Chief Executive’s Foreword 9 Venue Management

Overview Ogden IFC (Perth) Pty Ltd 10 Perth Concert Hall 12 His Majesty’s Theatre including Museum of Performing Arts

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Combined Venues Management: - Playhouse Theatre 20 - Subiaco Theatre Centre 23 Food and Beverage Operations 26 His Majesty’s Theatre Foundation 28 Costume Hire Shop 30 Rechabites Hall 30 Swan Bells 32 Marketing and Programming

Marketing 33 State Government’s Plan for Young People 2000-2003

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Events with Perth Theatre Trust Involvement 2001 - 2002

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Business Development

BOCS Ticketing and Marketing Services 36 Information Services 39 The Organisation Internal Structure 39 Occupational Health and Safety (OHS) 39 Human Resources 40 Employee Relations 40 Workers’ Compensation 41 Equal Employment Opportunity (EEO) 42 Disability Services Plan 43 Freedom of Information (FOI) Applications 43 Waste Paper Recycling 43

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Our People

Board of Trustees 44 Trustee Meetings 46 Consultants 47 Publications 47 Compliance Report 48 Public Sector Standards 48 Treasurer’s Instruction 903 49 Perth Theatre Trust Locations

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Performance Indicators

Auditor General’s Opinion 52 Certificate of Performance Indicators 53 Department of Culture and the Arts: Outcome Statement for 2001 - 2002

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Measure of Performance Diversity 57 Financial Statements

Auditor General’s Opinion 58 Certificate of Financial Statements 59 Statements for 2001 - 2002 60 Statement of Financial Performance Position

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Statement of Financial Performance Position

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Statement of Cash Flows 62

Abbreviations The following abbreviations appear throughout this report: GST Goods and Services Tax HMT His Majesty's Theatre DOCA Department of Culture and the Arts OIFC (Perth) Ogden International Facilities Corporation (Perth)

Pty Ltd MOPA Museum of Performing Arts PCH Perth Concert Hall QA Quality Assurance PLY Playhouse Theatre STC Subiaco Theatre Centre Trust or the Trust Perth Theatre Trust The/this year refers to the reporting period 2001 - 2002

financial year the government or government Western Australian Government the Minister or Minister Minister for Culture and the Arts WA Western Australia WAMA West Australian Municipal Association WASO West Australian Symphony Orchestra

Perth Theatre Trust Annual Report 2001 - 2002 1

PERTH THEATRE TRUST ANNUAL REPORT 2001 - 2002 This report is submitted to the Honourable Sheila McHale MLA: Minister for Culture and the Arts, in accordance with section 66 of the Financial Administration and Audit Act 1985. Harry Morgan AM Chairman 30 August 2002


EXECUTIVE SUMMARY In 2001 - 2002, the Trust maintained a focus and commitment on the business activities associated with the role in the delivery of venue and ticketing services in the performing arts. A key initiative for the Perth Theatre Trust in 2001–2002 was the improvement to BOCS Ticketing and Marketing Services as a result of the Government’s Arts Policy Statement in 2001 – Rebuilding the Arts. In addition to the focus on BOCS Ticketing and Marketing Services, the venue management activities and the transition of the management of the Swan Bells Belltower to the Swan Bells Foundation were the key activities of the Trust. In 2000 – 2001, the Office of the Auditor General issued the Perth Theatre Trust with an audit opinion on asset control and lack of stock takes. In 2001 - 2002, considerable work was undertaken to update the asset register and stock takes were completed. Ogden International Facilities Corporation (Perth) Pty Ltd [Ogden IFC (Perth)] were responsible for the management of the Trust venues under the terms of a management agreement implemented in March 1999, with operational requirements and specified service levels achieved, while functioning in an increasingly competitive and uncertain operating environment. As the environment will continue to be competitive for performing arts product, the challenge of market share retention while aiming to progressively improve this market share will continue for the Trust. The aim of the Trust continues to be the provision of high quality venues and services for the presentation and enhancement of cultural life in Western Australia. The redefinition and future role of the Trust within the operational and strategic framework of the Department of Culture and the Arts continued to be examined in the Culture and the Arts Portfolio Organisational Development Project Report: incorporating recommendations and directions set by the Machinery of Government Taskforce with the long-term role of the Perth Theatre Trust yet to be resolved. The organisational structure of the Trust, which was restructured in 1999 - 2000, was maintained with an executive team managing strategic issues, planning, operations and contracts. MISSION STATEMENT The Perth Theatre Trust’s mission is to maximise the effectiveness of the performing arts resources under its control to enhance the cultural and economic life of Western Australia.


OBJECTIVES The objectives of the Perth Theatre Trust are: • To provide high quality venues and services to maximise the cultural and

public use of the venues managed by the Trust. • To provide an efficient ticketing and information service to facilitate

access to the Trust’s performing arts venues and targeted marketing information to performing arts companies.

• To ensure efficiency and effectiveness of its management practices. MAJOR ACHIEVEMENTS FOR 2001 - 2002 • BOCS Ticketing and Marketing Services underwent a hardware and

software upgrade to provide enhanced efficiencies. • BOCS Ticketing and Marketing Services achieved a high level of

business activity, including group bookings and marketing activities. • The installation of an access lift from ground level to the redeveloped

basement of His Majesty’s Theatre provided important access for the multi-function venue known as ‘Downstairs at the Maj’.

• Successful transition of the operational management of the Swan Bells

which was under the Trust’s portfolio of venues, with Ogden IFC (Perth) Pty Ltd providing day-to-day operational management to the Swan Bells Foundation.

• The food and beverage operations at the Trust’s venues received a

Catering Award for Best Venue Caterer 2001. HIGHLIGHTS FOR 2001 - 2002 • Minister for Culture and the Arts launched the Community Services

Programmes at His Majesty’s Theatre in January 2001 • The Majkidz 2002 Programme continued following the successful launch

of the programme in 2001, providing theatre experience and training. • MajFest 2001 - an all-day celebration for the anniversary of His

Majesty’s Theatre including performances, venue tours and activities on 29 September 2001.

• Museum of Performing Arts continued improvement of displays and

interpretations and access by local, interstate and international visitors. • Rechabites Hall continued to be actively utilised as a performance and

rehearsal venue for emerging and alternative art forms for the majority of the year.


MAJOR EVENTS FOR 2001 - 2002 • Perth International Arts Festival performance at the Trust venues

including Carmen and Yimimangaliso, The Mysteries by the Broomhill Opera Company, Edda Tales by the Ensemble Sequentia and An Alphabet by the John Cage Trust.

• Performance highlights at the Perth Concert Hall included the King’s

College Choir Cambridge, Ladysmith Black Mambaso, Hi-5 Live, Bananas In Pyjamas, Bob the Builder, Jacques Loussier Trio, the Royal Shakespeare Company’s The Hollow Crown and the West Australian Symphony Concert series, Musica Viva Concert series and the Australian Chamber Orchestra Concert series.

• Performance highlights at His Majesty’s Theatre included Masterclass,

the Melbourne Comedy Festival Roadshow, Jamie Oliver Live, Morning Melodies, Cabaret Soiree, the West Australian Ballet’s - Obsession, Don Quixote, Latin Romance and the West Australian Opera productions of The Marriage of Figaro and IL Trovatore.

• Performance highlights at the Playhouse Theatre included One Destiny

and The Bread Trap by Black Swan Theatre Company, The Carer with Bud Tingwell, Banjo with Barry Crocker, Daylight Saving, comedians Carl Barron and Bill Bailey, the Umbilical Brothers’ production Speedmouse, Perth Theatre Company’s Quartet and Stories from Suburban Road and Utopia Unlimited - Gilbert and Sullivan Society.

• Performance highlights at the Subiaco Theatre Centre included, Fiddler

on the Roof, Hansel and Gretel, Jesus Christ Superstar, Barking Gecko’s Own Worst Enemy, 1001 Nights and Sarena’s Song, the Perth Theatre Company’s The Vagina Monologues and One day in ’67 - Yirra Yaakin Noongar Theatre.

• A Viennese Ball was held by His Majesty’s Theatre Foundation at His

Majesty’s Theatre in August 2001. • The Lunchtime Concerts at His Majesty’s Theatre increased in popularity

with city employees and local and international visitors enjoying the ambience of the venue and performances.


ROLE OF THE TRUST The Perth Theatre Trust is responsible for the operation of a number of performing arts venues in Perth in conjunction with the managing of BOCS Ticketing and Marketing Services. The Trust also actively participates in presenting or co-production of events in its theatres and provides a range of theatre-related services to customers and hirers. The Trust operates as a Service Agency of the Department of Culture and the Arts with the majority of the corporate service requirements of the Trust being provided through the Department and formalised by way of Service Level Agreements. The four major performing arts venues - His Majesty’s Theatre, Perth Concert Hall, Playhouse Theatre and Subiaco Theatre Centre - are managed by the external service provider, Ogden IFC (Perth) Pty Ltd operating as the agent of the Trust. The Trust’s role is one of managing the contract and monitoring performance in accordance with contract requirements, including the agreed service levels. This arrangement is consistent with the legislation governing the Trust’s operations. Throughout 2001 - 2002, the Trust co-presented a number of performing arts productions in its theatres. This role has continued under the contractual arrangement with Ogden IFC (Perth) Pty Ltd. The Trust’s management of BOCS Ticketing and Marketing Services continued, with major improvements being made in hardware and software upgrades. The Performing Arts Centre Society provides day-to-day management and operational requirements for Rechabites Hall under a separate agreement, pending decisions on the future upgrade and development of Rechabites Hall as performing arts venue. The Trust directly manages the Costume Hire Shop located at Belmont, with major hiring being to schools and performing arts productions. ENABLING LEGISLATION The Perth Theatre Trust was established and constituted under the Perth Theatre Trust Act 1979 to manage and operate theatres vested in or leased to or under its control. The Minister responsible is the Hon. Sheila McHale MLA Minister for Community Development, Women's Interests, Seniors and Youth; Disability Services; Culture and the Arts. Services; Culture and the Section 16 of the Act describes the functions of the Act as follows: (a) encouraging, fostering and promoting the use of all theatres vested in, or

leased to, the Trust or over which it has control (in the sub-section called “Trust theatres”);


(b) without limiting the generality of paragraph (a), the care, control, management, maintenance, operation and improvement of Trust theatres and the doing of all things necessary for, and incidental and ancillary to, that care, control, management, maintenance, operation and improvement;

(c) advising the Minister on the making of contracts for the management of

Trust theatres; (d) recommending to the Minister policies for the letting of Trust theatres and

the facilities and space related thereto; (e) advising the Minister on the terms and conditions under which the

theatres, facilities and spaces referred to in paragraph (d) are to be let to users thereof;

(f) holding all real and personal property vested in it; and (g) coordinating all activities taking place in each of the Trust theatres. The Perth Theatre Trust is located at the Law Chambers Building, Level 7, 573 Hay Street, Perth, Western Australia. Telephone: (08) 9224 7374 Facsimile: (08) 9224 7361 Email: [email protected].


CHAIRMAN’S REPORT This year’s activities at the Trust venues have included performances, events and achievements that celebrated the involvement and an array of the performing arts in Western Australia. Throughout the year I have taken pleasure in meeting many of the participants and contributors in the performing arts industry, and benefited from attending performances at the Perth Theatre Trust venues. Furthermore, there have been a number of whole-of-government initiatives and proposals that were integrated into the Department of Culture and the Arts, in which the Perth Theatre Trust is active, including further requirements of the Culture and the Arts Portfolio Organisational Development Project Report. This included the call for submissions from performing arts industry stakeholders on the rationale for retention or amalgamation of the Perth Theatre Trust into the Culture and the Arts Portfolio. A decision on the future role of the Perth Theatre Trust and the possible repeal of the Perth Theatre Trust Act 1979 was deferred pending the recommendations of the Culture and the Arts Portfolio Organisational Development Project Report: incorporating recommendations and directions set by the Machinery of Government Taskforce. During this period of review of the legislative requirements and examination of a future organisational structure for the Department of Culture and the Arts, the Perth Theatre Trust continued with its statutory function of the provision of venues and venue management services, including ticketing. I am once again thankful to the Perth Theatre Trustees during this review period. As Chairman, I welcomed Ms Jenny McNae as a new board member in September 2001 and was pleased that the terms of all board members - Mr Henry Boston, Dr Toby Manford, Cr Judith McEvoy, Cr Jennifer MacGill and Cr Tess Stroud and Ms Jenny McNae were renewed in December 2001 and June 2002. A key initiative in 2001 – 2002 were the improvements to BOCS Ticketing and Marketing Services as a result of the Government’s Arts Policy Statement in 2001 – Rebuilding the Arts. BOCS Ticketing has continued to develop and respond to ever increasing requirements of the performing arts industry, with the year a satisfying one due to both the actual and planned enhancements. The ongoing development of BOCS, including online purchasing and credit card authorisation, will continue into the first half of 2002 - 2003. The Swan Bells Belltower, which was provisionally gazetted under the Perth Theatre Trust Act 1979 in late 2000, reverted to management by the Swan Bells Foundation in August 2001. The venue operations performed favourably exceeding estimates in an operating environment with uncertainties resulting from events of 11

September 2001, which reduced the number of overseas attractions touring to Australia.


The commitment and effort of the Board of Trustees, management and staff were instrumental in maintaining and improving service levels and realising initiatives in 2001 - 2002. The excellent financial result of BOCS Ticketing and Marketing Services reflects the efficiency attained by this unit of the Trust and dedication of the staff. Harry Morgan AM Chairman 30 August 2002


CHIEF EXECUTIVE’S FOREWORD In addition to my responsibilities as the Director General of the Department of Culture and the Arts, I also occupy the position of Acting Chief Executive of the Perth Theatre Trust, under a direction from the Minister for Public Sector Management. As you would expect under such an arrangement, I am highly dependent upon a relatively small complement of staff in the Trust, and I thank Ross Palmer, Director, Operations and Contracts and the rest of the staff, for their dedication and commitment to the delivery of services undertaken by the Trust. During the year we have seen the retention of the BOCS Ticketing and Marketing Services system, including the initiation of a significant upgrade to improve its efficiency and effectiveness such that it competes with world best-practice in ticketing. Until August 2001, the Trust undertook the operational management of the Swan Bells, after which it reverted to the Swan Bells Foundation. The smoothness of the adoption of the management responsibility for the Belltower and the subsequent transition to the Foundation was a tribute to the professionalism of the Trust officers and the venue managers, Ogden IFC (Perth) Pty Ltd. The Trust is an agency of the Department of Culture and the Arts and I should make special mention of the corporate services provided by the Department and the positive relationship between the staff of both organisations. Of course, the major role of the Trust is to manage the four venues for which it is responsible, namely; His Majesty’s Theatre, Perth Concert Hall, the Playhouse, and the Subiaco Theatre Centre. You will see from the performance indicators within this report that considerable improvements have been made to the performance of the venues during the year. However, considerable challenges remain to ensure that the standard of these venues in enhanced for the patrons and that we maximise the return from them for the people of Western Australia. This performance reflects creditably upon the Trust officers and Ogden IFC (Perth) Pty Ltd who manage the venues under contract for the Trust. Finally, I wish to thank the Chairman of Trustees, Mr Harry Morgan and other Trustees for their sound judgement, energy and expertise in guiding the Trust in the past year. Alastair Bryant Acting Chief Executive 30 August 2002


Venue Management

Ogden IFC (Perth) Pty Ltd – Overview 2001–2002 In 2001 – 2002, OIFC (Perth) completed the third year of its management agreement for the Perth Theatre Trust venues. Fortnightly Contract Management meetings have been maintained and the OIFC (Perth) General Manager and Business Manager have been present at relevant times during Perth Theatre Trust meetings. All reports due under the Management Agreement were provided including audited financial statements, business plan and budgets and evidence of Quality Assurance certification compliance. The reporting year also marked the first full year of Food and Beverage operations as an in-house business unit and the report below indicates its significant contribution to the venues operating revenues. Whilst Output-based Measurements were exceeded in all the venues there were several hiring cancellations attributed to the events of 11 September 2001, which impacted upon venue revenue outcomes. The non-scheduling of the Perth Concert Hall by the Perth International Arts Festival (PIAF), as a result of PIAF’s strategic direction to focus events and performances outside the city parameters, meant that 2002 was the first time that PIAF had not used the principal concert venue in the State. The Trust looks forward to the PIAF season in 2003 when the Perth Concert Hall will feature as the venue in the festival programme. Other factors influencing the full year outcomes included the implementation of strategic maintenance and capital works priorities which enabled much needed essential lift equipment renovation to commence, the installation of an access lift to Downstairs at the Maj and the Museum of Performing Arts at His Majesty’s Theatre and the inclusion of the venues staff to the federal award structure. Ongoing contact was maintained with the major event promoters and seasons such as Jamie Oliver Live and The Hollow Crown have proved the worth of continuing dialogue with all hirers about the potential of the venues. The success again of The Melbourne Festival Comedy Roadshow at His Majesty’s Theatre and the associated success of a number of comedy events at the


Playhouse Theatre indicates the suitability of these two venues for stand-up comedy, which is becoming increasingly popular with younger audiences. There were a total of 893 events presented on the various stages of the venues against an estimated target of 721. Total usage of the venues was extensive, with occupancy including set-ups and rehearsals, and downtime used for strategic maintenance and equipment repairs. Subiaco Theatre Centre and the surrounding gardens were actively utilised for both performance and community-based events. The smaller performance spaces at His Majesty’s Theatre had successful seasons with Downstairs at the Maj having 84 performances and the Dress Circle Bar boasting 45 Lunchtime Concerts. The Food and Beverage section held 264 functions (event and non-event related) organised through the four venues. Restaurant and café operations were reviewed and enhanced with lunchtime trade at Perth Concert Hall Café increasing substantially in the 12 months following the completion of the improvements. Statistics are listed in the relevant business unit reports. The Quality Assurance management system to the Australian standard AS/NZSISO9002: 1994, was maintained and two internal and external compliance audits were successfully completed. Risk management practices have been implemented as part of the management agreement, with all areas of the operation in the process of a complete risk management review. This includes external examination of the venues risk exposure with the ongoing aim of minimising any occurrence of incidents and liability claims. The interim management by OIFC (Perth) of the Swan Bells was concluded in August 2001, when the operations and management were fully transitioned to the Swan Bells Foundation. The Swan Bells Belltower has rapidly become a feature of the Perth Foreshore and OIFC (Perth) was pleased to have been involved in the initial management of this cultural tourism icon.


Perth Concert Hall General In what has been a momentous year of international challenge, it has been pleasing to note that the activity at the Perth Concert Hall has increased in terms of events for the past year. There were four fewer days hire in the main auditorium, however while rehearsals, ‘bump-in and bump-out’ days were significantly reduced, there was a corresponding growth in the number of events and performances on the main stage. The primary reason for the drop in rehearsal days is due to the West Australian Symphony Orchestra (WASO) reducing the number of rehearsals at the venue due to budgetary limitations. Negotiations continue regarding this matter and it is hoped that WASO may once again be in a position to hold all its concert rehearsals on the main stage. The Perth Concert Hall management remain actively committed to assisting WASO in this undertaking to the extent that it is economically viable. It is also pleasing to note the increase in the number of bookings by commercial promoters and their presentation of performances in the Rock and Pop genre. The 17 performances represent the highest number of bookings of this type in the past four years, and 10 more than the previous year. Bookings of this type are a clear indicator of the state of the industry, as they are highly susceptible to even small fluctuations in international confidence, and the state of the Australian currency. Given the combined effects the events of 11 September, the travel barriers associated with the distance to Australia and the weakening of the Australian currency, there appears to have been an encouraging return of confidence in the industry, particularly in the Rock and Pop business. The trend towards a strengthening diversity of events at the venue has continued throughout the year. It is interesting to note the growth in the number of performances specifically targeted toward the children’s market. These events are predominantly highly developed and polished performances. Children are becoming increasingly more discerning of the quality of production standards. They are progressively expecting to see on stage what they see on screen. The venue management have continued placing emphasis upon the utilisation of the facility for concert-based activities, and in particular those of the ‘fine art’ genre. To this end, organisations such as WASO, Musica Viva and the Australian Chamber Orchestra have featured strongly throughout the concert season. While the Perth International Arts Festival did not schedule any


performances in the venue for the year, the Perth Concert Hall management and patrons look forward to the inclusion of the venue in the 2003 Festival. Highlights The Perth Concert Hall is performance home for WASO. Other prestigious fine arts companies who use the venue include Musica Viva, the Australian Chamber Orchestra and it was exciting to have the Australian Brandenburg Orchestra return to Perth. The latter Orchestra is having significant success both nationally and overseas, and it is important that Perth has the opportunity to hear this wonderful ensemble. The Perth Concert Hall was pleased to take an active role in encouraging this company to appear in Perth. The Perth Concert Hall takes its place in Australia as one of the finest venues of its type, with arguably the most beautiful of acoustics. Audiences in Perth are privileged to hear the repertoire from the great masters performed by the leading artists in the world in an acoustic environment of the highest standard. While audiences have enjoyed fine arts performances of the highest calibre, it is encouraging that the audiences of tomorrow are actively being developed. The number of schools’ performances this year is the greatest it has been for some years, with nine more than last year. Arts companies have long realised the essential value of audience development, and that the process begins at an early age. The growth in performances by schools has been a highlight of the year. Notable also is the degree to which schools are turning their attention toward concert performance as a central aspect of their graduation and presentation events. The Perth Concert Hall is becoming an important feature in developing the art of performing in the young. Schools are increasingly recognising that providing children with the opportunity to perform on the main stage produces a defining memory and spark in the minds of budding artists. The venue once again provided support and performance opportunities for the Australian Piano Quartet. Notable also in the concert schedule were performances by the hit retro group Bjorn Again who played to a packed house of Abba fans. Ladysmith Black Mambazo performed in Perth in what was a highly successful return visit. Leo Sayer, Hale and Pace, and Australian artist Paul Kelly were all popular features of the venue diary. Of particular note were the performances by the Jacques Loussier Trio, and the celebrated Royal Shakespeare production of The Hollow Crown with Diana Rigg, Derek Jacobi, Ian Richardson and Donald Sinden.


Building The upgrading of the audio system was completed in 2002. In particular the callback and paging systems were replaced, and the main auditorium was rewired for greater flexibility and quality. The rewiring involved replacing and extending multi-core wiring to the various mixing locations including the Australian Broadcasting Corporation recording room.

This work completes the first stage of the audio upgrade, which like the work done on the lighting system during the previous year, is being upgraded in a phased manner. It will be important to move to the next phase of upgrades for both lighting and audio systems once capital funds become available. To remain competitive in the market, the venue will need to continue the refurbishment of its production equipment. Of particular concern throughout this year has been the deterioration of the forecourts. The brick paving is degenerating at an increasing rate, and presents serious issues related to safety. While repairs have been ongoing, there is now an urgent need to replace all of the paving. The condition of the paving is linked to the deterioration of the waterproofing of the forecourts in general. The problem has been under repair and this matter will be the focus of greater activity over the coming year. Discussions have taken place with the building owner - City of Perth on this significant maintenance issue. The deterioration of the fabric of the building is not uncommon for buildings of this age (almost 30 years), however it will be important to address the issues as a matter of urgency with early identification of future maintenance requirements in order to plan and schedule the works to avoid prolonged interruptions to the daily operations, minimise disruption to the public, and prevent occupational health and safety matters arising. Perth Concert Hall Precinct This year has been significant in that the State Government along with the City of Perth have pledged to provide funding to house the WASO on or about the Perth Concert Hall precinct. While it is unknown when and exactly how this project will affect the Perth Concert Hall, it is likely that the venue will undergo some form of physical adjustment in order to accommodate the new home for the WASO. This year will be marked as an important moment in the venue’s history. The move to associate the WASO permanently with its primary performance venue will set the Orchestra apart in the nation, in that it will be the only Orchestra at residence in close proximity to its concert hall. Events with Perth Theatre Trust Involvement Once again the Perth Concert Hall provided rental assistance to the Australian Piano Quartet, Australian Brandenburg Orchestra and local artist Cathie Travers. As an aside, the Australian Broadcasting Corporation also recorded


one of Cathie’s performances for national broadcast. The venue was pleased to be a part of this important event. The concert presentation of Tapestry drawn from the album of the same name by Carol King was the primary performance co-presented by the Perth Concert Hall through the Perth Theatre Trust. The compact disc recorded in early 2001 by Anna Sleptsova in conjunction with the Perth Concert Hall, was released in February 2002.

Note: The percentage of capacity is based on the number of seats available for each performance and this may vary from the total number of seats at the venue.

Perth Concert Hall2001-2002 PERFORMANCE STATISTICS

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Classical Music 65 86,017 78% 68 84,363 74%Rock, Pop, Jazz, Folk 17 18,940 70% 7 10,045 83%Speech/Graduation Nights 37 64,339 99% 41 72,093 99%Schools' Performances 16 24,428 94% 7 11,256 95%Dance Schools 1 1,377 100% 0 0 0%Conferences/Meetings 8 6,283 62% 3 3,879 85%Religious Meetings 1 1,729 100% 2 3,329 96%Comedy/Musical Comedy 2 2,883 83% 0 0 0%Other 9 11,150 84% 0 0 0%Childrens Performances 25 32,986 82% 14 21,597 85%Variety 10 7,291 79% 2 3,940 127%PERFORMANCE TOTALS 191 257,423 84% 144 210,502 85%


His Majesty’s Theatre Administration The effects of the international political and financial environment in 2001 - 2002 had its influence on the performing arts in Perth. Despite this, the activity level and patronage at His Majesty’s Theatre only declined slightly for 2001 - 2002, as productions, promoters and audiences reacted apprehensively to events of 11 September 2001. While the most devastating effect was experienced on Broadway in the United States and the West End in the United Kingdom, repercussions were also experienced in Australia including Perth. International events, combined with the failure of Australian companies - Ansett and the HIH Insurance - also affected travel, sponsorship and insurance in the performing arts. This resulted in a tentative market, with the public’s enthusiasm for cultural and social events more difficult to forecast. Subsequently, producers were pessimistic about mounting tours in this unpredictable period. The Theatre’s long-serving Deputy Manager Richard Mackay-Scollay, left during the year to take up the position of Theatre Manager at the refurbished and re-opened Her Majesty’s Theatre in Melbourne. He is replaced by Belinda Dunbar as Assistant Manager of the Theatre. Capital Funds Allocation, enabled the completion of the DownStairs at the Maj venue with the installation of an access lift, making it possible for mobility - impaired patrons to travel to DownStairs at the Maj and to the Museum of Performing Arts (MOPA). Another major refurbishment has included the commencement of a contract for the upgrade of the two public lifts in the building. Due to the age of the lifts and the building, these lifts were identified for refurbishment to improve operational reliability and safety. Improvements in the quality of the food and beverage operation at His Majesty’s Theatre during the period has seen increased patronage of Barre Restaurant for both show-related dining and notably, in lunchtime dining. A total of 1,889 visitors took official guided tours of His Majesty’s Theatre during the year consisting mostly of school children and senior citizen groups.


Artistic Programme During the year 160 Main Stage performances were presented, attended by 105,359 patrons including the Morning Melodies performances in the main auditorium. In addition, 9,453 patrons attended 129 performances in the two non–Main-Stage Community Service Programmes, weekly Lunchtime Concerts and Cabaret Soiree performances DownStairs at the Maj. The fourth Community Service Programme, the MajKidz Club for young children continued a second successful year in association with the Barking Gecko Theatre Company. Feedback on all the Community Service Programmes has been outstanding and has allowed continual presence for His Majesty’s Theatre in the Perth community. An additional 4,900 people attended non-theatrical events at the Maj including functions, seminars, photo shoots, etc., most paying hiring costs and/or catering charges. The two resident flagship companies, the West Australian Ballet and West Australian Opera presented four major productions (each or combined) during the year, accompanied by the West Australian Symphony Orchestra, all of a very high and critically acclaimed standard. Other highlights of the year included developing relationships with international producers IMG Productions and International Concert Attractions in two outstanding seasons of Jamie Oliver Live and Masterclass starring Amanda Muggleton, one of Perth’s favourite actors. Both were great successes for all concerned. The Perth International Arts Festival presented two popular and exciting productions by the Broomhill Opera Company, namely Carmen and Yimimangaliso-The Mysteries and the hit Irish play Stones in His Pockets starring Louis Dempsey and Sean Sloan kept audiences amused and laughing. These production highlights showcase the Maj as the finest proscenium arch theatre in Perth. The His Majesty’s Theatre Foundation organised a sumptuous and successful Gala Viennese Ball in August to raise funds for the work of the Foundation. The event was a social highlight of the year and the Maj proved to be the perfect location for such a prestigious event. In September, MajFest 2001, the first Open Day at the Theatre was a great success, celebrating the 21st birthday of the re-opening of the refurbished Maj in 1980. Approximately 4,000 people crammed the building and surrounds during the day, attending a wide range of enjoyable free entertainment, which showcased the live performing arts in its many manifestations, including back of stage to the public of Perth.


Finally, His Majesty’s Theatre is happy to report on the fostering of a new relationship with the Effie Crump Theatre. The first ever association between the two venues was a season DownStairs at the Maj of the company’s very successful and popular Noel and Gertie, which was ideal for the intimate supper venue. Jazz seasons in collaboration with JazzWA Down Stairs also were the result of a new association between the Maj and Western Australia’s leading independent jazz-promoting body. Effie Crump Theatre, JazzWA and Barking Gecko Theatre Company have embraced the Maj management philosophy of looking for local partnerships to enhance the presentation of local performing arts activities. Each year, the Theatre hopes to be able to build on these and similar associations. Thanks are due to the Maj staff, hirers, media, Trustees, publicists, City of Perth, His Majesty’s Theatre Foundation, Rydges Hotel and the Friends of His Majesty’s Theatre for their support throughout the year. His M ajesty's Theatre 2001-2002 PERFORMANCE STATISTICS

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Opera 16 16615 100 10 8388 70Ballet/Dance 29 17739 55 40 34569 75Dram a 62 38423 83 67 39773 58Musical 6 4239 61Children's Perform ances 16 6999 68 28 16486 76School Perform ances 3 2501 83 20 9384 57Dance Schools 7 4015 60 6 5584 85Variety 15 8323 76 5 2412 65Graduations 0 0 n/a 3 2600 84Com edy 6 6505 94 12 13115 95Concerts 45 3367 62Rock/Pop/Folk 31 2232 52Music Theatre 53 3854 53

PERFORMANCE TOTALS 289 114812 71 191 132311



Museum of Performing Arts (MOPA) Following the Museum of Performing Arts (MOPA) first three exhibitions, the year featured a broad variety of displays emphasising the cultural history of Western Australia. Exhibition Four…With the coming of Woolworth’s to Murray Street in the City, MOPA gave a photographic salute to the building which previously occupied the site, Perth’s first purpose-built cinema, the Grand. Also on show was Sixties memorabilia from Harry M. Miller’s rock and roll concerts at the Capitol Theatre. Additional features were three original designs by Phil Goatcher, the scenic artist who created the painted curtain in the Boulder Town Hall. Costumes included those worn by variety artist Winifred Atwell and screen star, Cyd Charisse. Exhibition Five… Centred around four costumes from Diaghilev’s Ballet Russe, one of which came from the 1910 Paris premiere of Stravinsky’s Firebird and another from its 1925 Covent Garden revival. Two more were from the first London season of Swan Lake in 1911. These costumes plus photographs, posters, programmes and ephemera traced the forces, which led to the establishment of the West Australian Ballet 50 years ago. These items were accompanied by material from Anna Pavlova’s 1929 season at His Majesty’s Theatre. Exhibition Six……….. The theme catered for children during the winter school holidays with puppets and marionettes made in Kalgoorlie 50 years ago. Also on show were vintage ventriloquist dolls and a set of Commedia Del’ Arte soft sculptures called Strings Attached. This exhibition was voted the most popular attraction in a first-term school holiday programme arranged by the City of Perth. Also on show were kimonos designed by Kenneth Rowell from West Australian Opera’s Madame Butterfly. Exhibition Seven………Called Fabulous Fonteyn, celebrated the careers of Dame Margot Fonteyn and her dance partners Rudolf Nureyev and Sir Robert Helpmann. Special emphasis was placed on their performances in Perth with the exhibition boasting three costumes worn by Fonteyn. An additional feature was a series of photographs recording the early years of the art deco Piccadilly Theatre. With the exception of two Fonteyn costumes, all material in these exhibitions came from MOPA’s performing arts collection resources. Each exhibition has resulted in colourful publicity, both locally and nationally for MOPA and for His Majesty’s Theatre generally, and has created an historical perspective for performing art. Approximately 4,000 people have visited the Museum of Performing Arts during 2001 - 2002.


Playhouse Theatre Programme The highlight of the programme this year was the runaway success of comedian Carl Barron’s season in May and The Umbilical Brothers season of Speedmouse also in May 2002. Both productions played to capacity houses for 16 performances and helped to greatly expand the theatre’s potential audience base for future productions. The renewed interest in the venue for hosting comedy was sparked by the success of English comedian Bill Bailey who appeared in February for five performances, as part of the WA Fringe Festival presented by A-List Entertainment of Sydney. At the other end of the theatrical spectrum, drama dominated the programme in 2001 - 2002. Black Swan Theatre in association with Big Bell Theatre and the Playhouse Theatre presented the premiere of Bread Trap by local playwright Vasso Kalamaras in July. Black Swan returned to the Playhouse Theatre in September with the premiere of One Destiny by Phil Thomson, based on the life of former state premier Sir John Forrest. In October, the Playhouse Theatre presented, with the assistance of the Perth Theatre Trust, one of the legends of Australian Film and Stage, Charles ‘Bud’ Tingwell in his one-man show The Carer by Alan Hopgood. Barry Crocker brought the character of Banjo Patterson to life on stage in his one-man show - Banjo. Australian Talent Associates of Sydney and the Playhouse presented the season in February. Another well-known Australian actor, Frankie J. Holden appeared on the stage in Nick Enright’s Daylight Saving. Part of a national tour, the Perth season in April was presented by the Playhouse Theatre and Perth Theatre Trust. The Perth International Festival of the Arts presented Edda Tales and An Alphabet as part of 2002 Festival. Both productions sold well. Dance continued to be an important part of the theatre’s programme in 2001 -2002. Perth-based choreographers Sue Peacock and Paul O’Sullivan presented their short season of Survival of the Species in November and Buzz Dance Theatre presented Who Killed Montgomery? in March. A number of Perth Secondary Schools with specialist dance programmes also used the theatre throughout the year to showcase their work. The Theatre continued its long relationship with the Gilbert and Sullivan Society of WA during 2001 - 2002. I’ve Got a Little List was presented in November and Utopia Limited directed by John Milson in May. As in past years, both productions sold extremely well.


The Playhouse was delighted to assist Awesome International Children’s Festival with the hosting in November of Little Mysteries and Dibouji’s Treasures for the 2001 Festival. Both productions were presented on the theatre stage with their audiences also seated on the stage. The theatre continued to be extremely well supported by the local community. The St Hilda’s Anglican School for Girls opened the year with their production of No No Nanette in July 2001 and closed the financial year with another musical, Sweet Charity in June 2002. Both productions were of an extremely high standard and attracted capacity houses. 2001 - 2002 would have to be acknowledged as one of the theatre’s most successful years in recent times. The number of main house performances rose by 66 percent from 118 in 2000 - 2001 to 217 in 2001 - 2002, including the Awesome Festivals 20 children’s performances, and total attendances from 32,426 in 2000 - 2001 to 48,666 in 2001 - 2002, an increase of 47 percent in attendance figures for the year. The auditorium and stage were also used for corporate hiring and other events such as the Australian Irish Dance Championships, which were presented in August 2001. In total there were six other events with a combined audience of 825. Building Following upgrades to the theatre’s stage lighting, air-conditioning and electrical systems in the previous year, work commenced in 2001 - 2002 on painting the interior and exterior of the theatre. The scope of the interior work undertaken included repair of the plaster ceiling in the main auditorium, which had sustained water damage over a number of years and painting of both the auditorium and foyers. The exterior work included the replacement of glass and asbestos ventilation louvres in the sidewalls of the stage tower, repairs to brickwork and painting. Peter Kernot of Donaldson and Warn Architects prepared the colour scheme for the interior and exterior painting and A.J. Cochrane and Sons undertook the painting work. Staff Services With the substantial increase in the number of performances presented during the year, the Theatre’s head technician, Ian Boase and casual technical staff were kept extremely busy. In addition to their normal technical duties, staff were called upon to provide advice and assist a large number of pro-amateur and school groups who used the venue. The theatre’s technical staff were supported by the theatre’s pool of casual front of house staff who were also responsible for providing Food and Beverage Services. The front of house staff and technical staff were also rostered to work at the Subiaco Theatre Centre throughout the year.


The substantial increase in activity at the Playhouse Theatre when combined with the Subiaco Theatre Centre’s diverse programme was demanding on staff resources during the year. With all positions except that of Head Technician at the Playhouse being casual, the backstage and front of house employees had a challenging year with the venue experiencing its most successful years in recent times. The theatre’s management staff comprising the General Manager, Office Manager/Receptionist and part-time Accounts Assistant were also responsible for the management of the Subiaco Theatre Centre. The theatre’s staff and clients were saddened to hear in June of the decision of the Theatre’s Office Manager, Dorne McCormack to retire after working for the theatre for 19 years. Playhouse Theatre 2001-2002 PERFORMANCE STATISTICS

2001

-200

2 N

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rfor

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ces

2001

-200

2 A

ttend

ance

2001

-200

2 %

Cap

acity

(ave

rage

)

2000

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ance

s

2000

-200

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ance

2000

-200

1 %

Cap

acity

(ave

rage

)

Ballet/Dance 25 5585 52% 13 2901 56%Drama 127 26745 49% 64 18460 68%Concerts 2 727 85% 7 1623 54%Music Theatre 22 6750 72% 23 6823 69%Comedy 21 8030 90% 4 300 18%Children's Performances 20 829 85% 0 0 0Schools' Performances 0 0 0% 3 1000 78%Dance Schools 0 0 0% 2 702 82%Private Hire 0 0 0% 2 617 72%Other (a) 0 0 0% 0 0 0PERFORMANCE TOTALS 217 48666 57% 118 32426 64%

Other (a) 6 825 na 7 436 n/a(a) % attendance not applicable 427 32862 Note: The percentage of capacity is based on the number of seats available for each performance and this may vary from total the number of seats at the venue. Disability Access The Playhouse Theatre has ready access for wheelchairs and infra-red hearing system for patrons with impaired hearing. Acknowledgements The Playhouse Theatre acknowledges the support provided by: The Sebel of Perth Hotel, engineers Wood and Grieve and service providers; electricians, Kitec Electrical Services; painters, A.J. Cochrane and Sons; and cleaners, CNL Cleaning Services.


Subiaco Theatre Centre Programme Main Auditorium Resident company, Barking Gecko opened the year with Own Worst Enemy, which they presented in July, in association with West Coast Eagles Football Club. In addition to Barking Gecko, Prompt Corner, a Perth-based amateur company presented Hansel and Gretel for the school holidays. The Centre’s focus on youth was maintained with Grayland Primary School’s In Search of the Lost Chord in October, Newman College’s Return to the Forbidden Planet in May and John Curtin College of the Arts’ production of the musical How to Succeed in Business Without Really Trying in June 2002. Play Lovers used the venue to present an amateur production of the musical Jesus Christ Superstar in April. The production played to very good houses. Yirra Yaakin Noongar Theatre returned to the Centre in February for the Perth International Arts Festival with their production of One Day in ’67 starring Ningali Lawford. The runaway success of the year was Perth Theatre Company’s production of The Vagina Monologues. Featuring local celebrities, the production was originally scheduled with the association of the Centre to run over four Sundays in October 2001, but the season was extended to 14 performances due to public demand. The total number of performances rose from 87 in 2000-2001 to 108 in 2001 - 2002. There was a corresponding increase in total attendance from 16,274 in the previous year to 19,910 in 2001 - 2002. The Main Auditorium was also used extensively throughout the year for corporate functions and events. Ranging from the 6PR Drug Summit Community Forum and Broadcast, to the Road Safety Council’s launch in August of their Fatigue (advertising) Campaign 2002 in March. In total there were 23 events with a combined audience of 2,855 people that used the Main Auditorium and ancillary areas. The Studio As in previous years, there continued to be a strong emphasis on youth activities in The Studio Theatre.


Discordia, a group devised production presented by Western Australian Academy of Performing Arts (WAAPA) and High Impact Actor Training (HIAT) in association with Black Swan’s BSX Theatre and the Centre opened the year in July. Platform Productions and Actors’ Workshop, two groups offering acting workshops for young people used the Studio on a number of occasions to showcase work by their students. Resident company Barking Gecko catered for younger people with their production of 1001 Nights which drew near-capacity houses for 25 performances in September. The year ended with a highly successful short season of five performances, by Margaret River-based writer and performer Carmel Zar in her one-woman production of Getting There. In total there were 67 performances in the Studio, an increase of 31 on the previous year. Total attendance rose from 2,378 in 2000 - 2001 to 4,578 in 2001 - 2002. Community Arts Programme A diverse range of activities continued to be offered to the community throughout the year. Classes in drama and yoga catered for all age groups. Other classes ranged from music for toddlers to keeping fit for seniors. Over 9,535 people attended 640 classes during the year. The City of Subiaco continued to financially support the extremely popular free community concerts. The twelve Sunday@Subi concerts held in the Main Auditorium from July to September attracted 3,021 people. The nine Sunset@Subi concerts held in the Subiaco Theatre Gardens from December to March attracted over 5,425 people. Craft Fair The Matilda Bay Rotary Club again co-ordinated the Annual Subiaco Craft Fair held in the Subiaco Theatre Gardens on Sunday 4th November 2001. Over 12,000 people browsed through various stalls and displays. Building A number of projects which commenced in the previous financial year were completed in 2001 - 2002. This work included the completion of a Venue Management Office and a meeting room for use by the Centre’s staff and resident companies. Design work was undertaken by Graham Taylor of Taylor and Robinson Architects, and the construction and fit-out work by Network Interiors. Resident company, Black Swan Theatre are utilising a section of the new office for their Development Manager until additional office space can be provided in the Centre for their staff. Planning for the conversion of storage on the ground floor into production offices for Black Swan commenced in May. New curtains and track were installed in the Studio Theatre in September. These were supplied and installed by Stagecraft and enable hirers to completely black out the space for daytime performances. The Centre took


delivery of a new Genie Personnel Lift, which will be used by staff to rig lighting and audio equipment in the Main Auditorium and Studio Theatre. Staff Services The Centre’s technical staff were employed on a casual basis throughout the year to support the diverse range of activities held in and outside the Centre. The Front of House staff were also employed on a casual basis, and as with the technical staff were also rostered to work at the Playhouse Theatre. Disability Services Wheelchair access is available to both theatres and the gardens. It is planned to install an infra-red hearing system for patrons with impaired hearing within the next 12 months. Subiaco Theatre Centre 2001-2002 PERFORMANCE STATISTICS

2001

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2001

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2001

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2000

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2000

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Main AuditoriumDrama 37 4998 45% 19 3962 69%Music 2 420 70% 8 1334 55%Theatre 41 10,045 81% 31 4822 52%Comedy 4 1058 88% 1 301 100%Schools' Performances 2 461 76% 1 302 100%Children's Performances 22 2928 44% 25 5111 68%Dance 0 0 0% 2 442 73%

Sub Total 108 19910 61% 87 16274 62%The StudioTheatre 42 1977 45% 26 1228 52%Children's performances 25 2601 99% 10 1150 96%Music 0 0 0% 0 0 0

Sub Total 67 4578 65% 36 2378 67%Community ProgramsSunday at Subi - Main Auditorium (a) 12 3021 83% 11 2322Sunday at Subi - Amphitheatre (a) 9 5425 n.a 9 5800

Sub Total 21 8446 n.a 20 8122Total 196 32934 143 26774

Other Subiaco Gardens - (a) 17 1395 n.a 0 0Craft Fair (b) 1 12,000 n.a 1 10,000Undercroft/Rehearsal room (c) 640 9535 n.a 638 9554Sorry Day (a) 0 0 0 1 400



FOOD AND BEVERAGE OPERATIONS Introduction Food and beverage services are provided to patrons at each of the Perth Theatre Trust’s venues. Full event catering is provided through cafés, restaurants, bars, function rooms and lounges. Since 1 March 2001, Ogden IFC (Perth) Pty Ltd, has operated the Food and Beverage operations, which had previously been sub-contracted to an external organisation. Since this time, many improvements have been made to the Food and Beverage operations of the venues, with a marked improvement in both the services provided to customers, and also to the profitability of the venues. Venue Improvements The Café at the Concert Hall has been partially refurbished giving a completely different look and feel. Full table service for both lunch and pre-show dining has seen an increase in patronage for both times. Following its refurbishment, the Café has been supported by new signage, discount voucher distribution and promotion through radio advertising. Barre Cafe Restaurant at His Majesty’s Theatre implemented a new menu format with full table service for both lunch and pre-performance dining. A major highlight for the 2001 - 2002 financial year was the Restaurant and Catering Industry Association Awards for Excellence 2001. Ogden IFC (Perth) Pty Ltd was announced winner in the category of Venue Catering for His Majesty’s Theatre and the Perth Concert Hall. The operations also achieved finalist status in the categories of Function Convention Centre Catering and Catering Consultant of the Year. This is an outstanding achievement considering the unit had only been operating for a period of eight months at the time of the awards. Staff Improvements Training has now become re-established as an integral part of the Food and Beverage operations. Regular training sessions were held for all staff covering all service types to multi-skill staff for all venues and function types. A new initiative has been to place all staff on an initial probationary period, with the provision for staff to be assessed and performance managed. During the 2001 - 2002 financial period, new appointments were made in the positions of Executive Chef, Barre Restaurant Head Chef and Barre Restaurant Manager. Looking Better and Serving Better New uniforms have been purchased for all food and beverage staff. The uniforms are more modern, stylish, easily washed, dried and ironed, and are more closely aligned with the front-of-house personnel.


New menus, wine lists and function compendiums have been developed for Perth Concert Hall and His Majesty’s Theatre in order to improve the image and sales of the venues. The number of food and beverage counters have been increased within the venues in order to provide more efficient, customer-focused service. In addition, new confectionery lines have been introduced in order to provide more variety and better quality goods. Working Together In bringing the Food and Beverage Operations in-house, the venues have been improved immeasurably with venue management and Food and Beverage Operations having aligned objectives for service improvement and product quality. The inclusion of food and beverage in regular management meetings has enabled Ogden IFC (Perth) Pty Ltd to accurately measure the unit’s performance and strategically plan for the future. In addition, there has been an improvement in client satisfaction including relationships with resident companies such as West Australian Ballet, West Australian Opera and Western Australian Symphony Orchestra. Business Growth The Food and Beverage Operations joined associations to assist with networking and generating leads for new business. Examples include:

• Meetings Industry Association: • Perth Convention Bureau and • Restaurant and Catering Industry Association.

In October 2001, the position of Sales Executive was created in order to generate functions in the venues on both show nights and for dates when no shows were scheduled in the performance diaries. Function business developed to date has been promising with large conferences secured. During the year, a number of food and beverage promotions were run in all venues. These included special prices for dinner and show packages, seniors groups, theatre groups, and passing trade offers to business people. The sales achievement by the Food and Beverage Operations and the potential for future growth of revenue from sales is only limited by a ‘lack of floor space’. Ingenious use of the auditoriums for functions throughout the year has enabled this challenge to be overcome on the majority of occasions. Large functions have successfully been held in His Majesty’s Theatre such as a 700-person cocktail party using all levels and areas of the venue; a 650 person function in a marquee on the Perth Concert Hall forecourt, and a 350-person sit down dinner in the Perth Concert Hall auditorium – on staging erected over the existing seats.


A Future Focus The results to date indicate that show-related business can provide very profitable outcomes and that stand-alone functions, while more profitable, are not easy to schedule into venue availability amid concert and theatre seasons. The Food and Beverage Operation is confident that the business will continue to provide an increasing benefit to the venues' operating revenues. Over the next 12 months, it is anticipated that the Food and Beverage operations will continue to deliver improved products and services to both new and existing patrons, while also improving upon the profitability of the operations. The Food and Beverage Operation is also seeking to build upon the relationships, which have been formed with resident companies and frequent-user groups. HIS MAJESTY’S THEATRE FOUNDATION The Foundation was formed in November 1993 in order to raise support for the enhancement of His Majesty's Theatre (Australia’s only remaining Edwardian theatre), to promote the Theatre as a place of excellence for the performing arts and for the funding of special projects associated with the Theatre. DownStairs at the Maj and the Museum of Performing Arts. Last year was highlighted by the funding by the Foundation of the refurbishment of the basement area at the Theatre to create a cabaret and conference venue, “DownStairs at the Maj” and the prestigious Museum of Performing Arts. This investment bore dividends this year in the form of over 6,000 patrons attending cabaret performances and more than 4,000 visitors viewing the Theatre’s impressive collection of Performing Arts memorabilia in the Museum. Community Service Projects. After applying funds raised mainly to capital works in the past, the Foundation continued its support and subsidy (which commenced in 2000-2001) of worthy Community Service Programmes at His Majesty’s Theatre. These programmes are largely aimed at audience development and access, endeavouring to encourage people into the Theatre who may not otherwise have come, either because of financial constraints or because they do not see themselves as traditional theatre-goers. These include the popular Thursday lunchtime concerts, Morning Melodies and MajKidz. This subsidy would not have been possible without the generous support of donors, Sponsor a Seat membership and Corporate Sponsorships and Partnerships. Particular mention should also be made of the Foundation’s major sponsors, Optus and Lexus Australia, who continued their invaluable support. In addition, the Foundation formed a partnership with Silver Chain. This organisation’s purpose is to enable people in need, to remain living at home, independently, for longer. In January, this partnership was promoted to enhance the sponsorship potential of Morning Melodies, for and over the 55 age-group market. The Foundation is pleased to confirm that the next series


of Morning Melodies (commencing 7 August 2002) will be sponsored by the Australian Pensioners’ Insurance Agency. In line with the partnership fostered between the Foundation and Silver Chain, any surplus funds after costs from both ticket sales and sponsorship from the Morning Melodies programme will go to Silver Chain. Events Following the success of the inaugural Grand Viennese Ball in 2000-2001, the eagerness of one of the major sponsors OMV Australia for a “repeat performance” and Channel 7’s willingness to once again sponsor the event by means of the production and airing of a commercial, His Majesty's Theatre Foundation Events Council is again planning and coordinating a Grand Viennese Ball scheduled to take place on Saturday 17 August 2002. In addition to raising funds for His Majesty’s Theatre, the Grand Viennese Ball considerably raises the profile of the Theatre and hence the work of the Foundation especially through the frequent airing of the event on Channel 7. Wine and Beer Sponsorship Carlton and United Breweries continued to provide premium beers and Southcorp Wines continued as the Foundation wine sponsor with a premium range of Seppelt wines and Salinger Sparkling wine. Tours The Foundation offered a range of tours including historical, technical and behind the scenes tours catering for diverse groups such as schools, social clubs, community groups and the corporate sector. In the last financial year, 1,889 booked tours His Majesty’s Theatre, with the Friends of His Majesty’s Theatre also providing informal and impromptu visits. The Foundation once again thanks the Friends of His Majesty’s Theatre for their assistance with many activities which contribute to the Foundation’s efforts and objectives. His Majesty’s Theatre Foundation Board

Mr Maurice Rousset Chairman Ms Julie Bishop Federal Member for Curtin Ms Billy Dixon Ernst and Young Professor Ian Eggleton The University of Western Australia Mr Michael Lurie Blake Dawson Waldron Ms Jenny McNae Trustee, Perth Theatre Trust Mr Mike Ryan former Optus Executive Mr Peter Dent Chief Executive, Ogden (Perth) Pty Ltd Mr Rodney Phillips General Manager, His Majesty’s Theatre Mr Ross Palmer Acting Director, Contract and Operations

Perth Theatre Trust Staff Ms Astrid Jackson is the Foundation Manager, supported by Administrative Assistant Ms Sandra Martin.


COSTUME HIRE SHOP The Costume Hire Shop continued its operations at Hehir Street Belmont, presenting a large and diverse range of theatrical costumes. The collection is utilised by professional companies, schools, amateur organisations and the general public. Costumes are available for both short-term and long-term hire. The Costume Hire Shop is accessible on Monday, Friday and Saturday of each week. The manager for the Costume Hire Shop for the operational year was Joanne Cullen.

RECHABITES HALL Programming Objectives Close to the Perth Cultural Centre precinct, Rechabites Hall is owned by the Department of Land Administration (DOLA), and leased to the Perth Theatre Trust. The Trust has sub-leased this historical building to the Performing Arts Centre Society (PACS) and it has been identified that this building should be restored and refurbished as a (two-hundred seat) contemporary performance space. In the interim, PACS continues to manage the venue, with support from the Perth Theatre Trust and ArtsWA, as part of PACS’ commitment to providing affordable performing arts resources and spaces to independent professional theatre practitioners. PACS’ Primary programming objectives for the venue are:

• To support the production and development of new works and radical re-interpretations of existing works.

• To provide opportunities for professional performing arts practitioners to extend their skills.

• To support work that encourages the attendance of younger and / or more adventurous audiences to live performance.

Artistic Highlights In 2001 - 2002 PACS supported the presentation of seventeen productions. Highlights included Shakespearience’s energetic and accessible circus production of Taming of the Shrew and Broken Limb’s Romeo and Juliet relocated to the streets of Northbridge and played out against Australian-Asian gang warfare; Perth Theatre Company’s sell-out season of The Return by Reg Cribb; Splif a season of local independent films that once again saw capacity attendance at Rechabites; After the Fair by Mel Cantwell, winner of Best Local Production and Best Design for WA Fringe 2002 and Rendez-Vous by Lindsay Vickery, an opera noir. It was produced by Tura Event Management in association with Magnetic Pig and Black Swan Theatre and was subsequently transferred to New York.


National and international productions were also supported including the slightly bent and very funny Theatre Simple from Seattle, with their )multi award-winning) production 52 Pick Up. All producers promoting work in Rechabites Hall supported an affordable ticket pricing policy encouraging new audiences into the theatre and ensuring that tickets were made available at an affordable cost to those on low incomes. Strategies included offering free performance nights to first-time theatre-goers and student rush tickets at affordable prices. In 2001 - 02 The Rechabites Hall also provided office and workshop space to the pvi collective, a multi-media performance art company; Australia Dreaming, a youth arts provider; Lesbian and Gay Pride WA Inc; and Phenomena Production Company. Rechabites Hall Performance Statistics 2001 - 2002 2001 - 2001 1999 - 2000 Number of Performances: 136 146 128 Total Attendance 9016 9876 5929 Capacity (average) % 51% 53% 42%

Attendance numbers for Rechabites Hall were slightly down from the previous year (-2%). This was due in part to Artrage Festival scaling down the size of their activities for 2001. In the previous year, the combined Club Venue between Artrage and PACS La Grande Verte, had attracted more that three thousand people to the Hall. A second factor was the worldwide decline in audience attendance following events of 11 September 2001. In 2001 - 2002, Rechabites Hall achieved the following programming objectives and results: Venue Maintenance In 2001 - 2002, PACS undertook the following venue and technical equipment upgrades with support from the Perth Theatre Trust. • Purchase of five profile lamps and increased rigging points added to the

lighting grid to increase safety and usage of venue. • Painting of first floor foyer. • Re-keying of internal lock system to increase venue security. • Implementation of pest control program. • Quotations and approvals for upgrade of toilets to improve amenities

overall and comply with public health requirements for licensed venue. • Additional masking flats in auditorium to increase usage and appearance

of venue.


SWAN BELLS The Swan Bells Belltower, which was provisionally gazetted under the Perth Theatre Trust Act 1979 late in 2000, reverted to management by the Swan Bells Foundation in August 2001. Since opening, the Swan Bells Belltower has become a feature and icon of Barrack Square and the Perth Foreshore. The transition of the management to the Swan Bells Foundation concluded the interim management under the provision of the Perth Theatre Trust Act and the day-to-day administration by OIFC (Perth). With the management of the Swan Bells fully transitioned, an Annual Report for the operating year 2001 - 2002 has been prepared by the Swan Bells Foundation.


MARKETING AND PROGRAMMING Marketing General The key responsibilities of Ogden IFC (Perth) Pty Ltd marketing are to: • Plan, develop and implement the marketing of the managed venues; • Ensure that all aspects of media relations are maintained; • Coordinate marketing research and audience development activities

through internal assessments and external contracts; • Maintain complementary marketing activities with the Department of

Culture and the Arts marketing unit; • Promote of the venues to potential corporate users including business and

tourism; • Provide clear branding of the venues to achieve a positive public

perception of events and facilities; and • Maintain synergetic employee relations through access to procedural and

general business information. Activities The major marketing projects undertaken in 2001 - 2002 were: Venues Website Full revision of the portal page and individual venue sites was undertaken. This included staff training in the website content management system to ensure accuracy of the frequent updates that are required as events change. Food and Beverage Promotion Established promotion for Barre Restaurant and Perth Concert Hall Café, which included coffee promotions with the City of Perth parking stations and lunchtime specials. Assistance was provided to the marketing section for a stand at the Bridal Fair. Developed a CD for presentation about the venues’ food and beverage opportunities to corporate clients. The results of these have justified all promotional activities in these areas. Venue Presence The maintenance and enhancement of all possible promotional outlets providing information about the venues for local and visiting patrons. Community Projects Provided promotion and publicity support for MajKidz, Morning Melodies, Cabaret Soiree, Museum of Performing Arts, Lunchtime Concerts, Sunset at Subi concerts and Seniors Week.


Hirer Surveys The coordination of surveying all users of the venues which includes the follow-up of queries and implementation of relevant improvements suggested on feedback forms. In line with Government policies, advertising and promotional expenditures were decreased with priorities given to activities that were necessary to ensure that the Perth Theatre Trust venues maintained their position in the Perth and Western Australian marketplace. These activities included directories White Pages ™, Yellow Pages ®, tourist handbooks, and media relations. Marketing activities also included staff communications and related quality assurance initiatives. STATE GOVERNMENT’S PLAN FOR YOUNG PEOPLE 2000 – 2003 The State Government’s Plan For Young People 2000 – 2003 specifically targets young people between the ages of 12 and 25 years. Ogden IFC (Perth) Pty Ltd developed this Community Service Programme in 2001, with the presentation of MajKidz by His Majesty’s Theatre in association with Barking Gecko Theatre Company. The programme targets youth with a keen interest in the performing arts with a desire to learn about the many disciplines of theatre in exciting interactive workshops. The workshops were held at His Majesty’s Theatre one Saturday mornings once a month from March to December 2001. MajKidz aimed to develop theatre skills, creativity, synergy and self-esteem, while enhancing understanding and appreciation of theatre to take with them through their adult lives. The MajKidz Club continued a second successful year once again in association with the Barking Gecko Theatre Company. Other events that were performed at the venues that specifically targeted young people between the ages of 12 and 25 years, included school productions particular those at the Playhouse Theatre and the Perth Concert Hall. The presentation of comedy at all the Trust venues was highly successful with a markedly youth audience attending these performances. The Perth Theatre Trust strategies that support the State Government’s Plan For Young People 2000 – 2003 are: • Student education programmes that provide site tours, venue information

kits, historical exhibitions and theatre programmes, with three student-related projects conducted annually.

• Continuation of the development of the Subiaco Theatre Centre in

conjunction with the Barking Gecko Theatre Company as a premium venue for youth and the performing arts.


• Development of student education by providing site tours of the Performing

Art Museum at His Majesty’s Theatre. • Third year Arts Management students from the Western Australian

Academy of Performing Arts were seconded to His Majesty’s Theatre. The Perth Theatre Trust also continues to support the work experience programme of the Department of Culture and the Arts by providing relevant work placements for secondary school and tertiary students spanning several areas of venue operations and management. This includes the secondment of third year Arts management students, Western Australian Academy of Performing Arts (WAAPA) to the venues. In 2001–2002, His Majesty’s Theatre supported the ten-week student placement. EVENTS WITH PERTH THEATRE TRUST INVOLVEMENT 2001 - 2002 DATE EVENT/SHOW PRODUCER PERFORMANCES ATTENDANCE

His Majesty's Theatre July–June Morning Melodies His Majesty’s Theatre 10 *2,993 July–June Lunchtime Concerts His Majesty’s Theatre 43 *3,310 16–24 July Noel and Gertie Effie Crump 8 1,020 Aug–Dec Cabaret Soirée His Majesty’s Theatre 30 *2,335 Aug–Nov JazzWA JazzWA 26 688

29 Sept 21st Celebration MajFest His Majesty’s Theatre 1

*4,000 Non-ticketed event

attendance estimate only

1–25 Nov Masterclass ICA 25 14,796 April–May Cabaret Soirée His Majesty’s Theatre 16 1,518

14–19 May Melbourne International Comedy Road Show

Melbourne Comedy Festival

6

6,505

10–29 June It Runs In The Family Oz People 22 8,168 17–21 June Mem Fox Oz People 12 4,794 24–25 June The Banjo Oz People 4 2,202 Perth Concert Hall

8 Sept Tapestry PTT with Gerrand Productions Cygnet 1 950

Playhouse Theatre 20 Sept– 6 Oct

Quartet

Agelink Reminiscence Theatre Inc 20 4,312

16–27 Oct The Carer Bay St Productions Pty Ltd 13 2,441

17–27 April Daylight Saving HIT Productions 11 2,924 * Denotes that these events or shows were assisted by His Majesty’s Theatre Foundation.


BOCS TICKETING AND MARKETING SERVICES BOCS provides ticketing services for events encompassing all aspects of live entertainment, from theatre, opera, music concerts and dance through to highly successful musicals and sporting events. It has a wide client base with the largest being the Perth Theatre Trust (for its own venues), Burswood International Resort Casino, Perth International Arts Festival, Regal Theatre and The University of Western Australia. It has also provided ticketing services to such events as the Hopman Cup, Heineken Classic and the Davis Cup. The BOCS Ticketing Head Office and Call Centre is at the Perth Concert Hall and it has ticketing outlets at the Perth Concert Hall, His Majesty’s Theatre, the Subiaco Theatre Centre, the Playhouse Theatre, the Octagon Theatre and the Regal Theatre. BOCS also has formal agreements with agents who service patrons across the metropolitan area. The 2001 - 2002 financials proved profitable year BOCS Ticketing largely due to an increase in contracting commercial business. With the future of BOCS Ticketing secure, many new initiatives have also been undertaken including the Call Centre expansion and an upgrade of the ticketing system. Ticketing Some of the many events successfully ticketed by BOCS in 2001 - 2002 have included:

• The Hollow Crown at the Perth Concert Hall • AC/DC at the Burswood Dome • Shout at the Burswood Theatre • Jamie Olivier at His Majesty’s Theatre • Carl Barron at the Playhouse Theatre • Pizza at the Regal Theatre • Alegria by Cirque du Soleil • Twilight Concerts at the Perth Zoo

Call Centre Expansion and Office Renovation An expansion of the Call Centre was undertaken in August 2001 owing to the high levels of business being handled in this area. The expansion involved structural changes to the BOCS Ticketing administration offices to allow for facilities for fifteen additional ticket sellers. During this process the telephones were upgraded to include an additional line for high-volume events. The


additional telephone line has enabled BOCS to channel some larger events to an alternative telephone queue and assisted with management of the incoming telephone calls. During these renovations, the group booking office was relocated to allow for extra Call Centre space and a number of improvements and refurbishments were made to the administration premises including new carpets, blinds and repainting. During the second and third quarters of the 2001 - 2002 financial year, an extensive review of BOCS information technology systems was undertaken. Three key projects were identified:

• BOCS Version 4 upgrade (BOCS V4) • Web ticketing; and • Online credit card authorisation.

Ticketing Software - Version 4 Upgrade The BOCS Ticketing system was upgraded in June 2002. A prerequisite of the upgrade to version 4 of the bocs ticketing software was the purchase and installation of new hardware prior to the upgrade implementation. Owing to the scale of the upgrade, staff training and updating of procedures will continue into the latter half of 2002. BOCS Ticketing hardware upgrades has provided additional capacity for working with larger stadium style events and to manage the anticipated high volume web ticketing traffic. Hardware to support an Oracle server, core to BOCS V4, was introduced. The Oracle server will deliver improved functionality, and sales, marketing and management reporting capabilities for BOCS V4. Since the upgrade, there has been a marked improvement in the speed with which the ticketing system responds to commands. The enhanced reporting function will also allow for greater flexibility in the provision of sales reports. Web Ticketing While web ticketing is one function of the current BOCS website, major improvements were identified in the functions and design of the website. The Perth Theatre Trust issued a tender which called for responses from the marketplace to include the identified functionality and design requirements into a redeveloped website. The tender closed on 16 May 2002. It is envisaged the majority of redevelopment work will occur in the first and second quarter of 2002 - 2003. An improvement will mean customers will interact directly with the BOCS database to purchase their tickets. Consumers who are comfortable with using the internet and ecommerce payment systems will be inclined to purchase tickets online rather than use other forms of purchasing such as queuing at the counter or purchasing tickets over the phone.


With the opening of popular shows, the BOCS Call Centre is generally inundated with an influx of calls. It is anticipated that during periods of such intense purchasing activity, some of the activity on the Call Centre will move to the online ticketing site. Delivery of the interactive web-ticketing site is scheduled for the second quarter of the 2002 - 2003 financial year. The current domain name for BOCS Ticketing will be retained for the redeveloped website, this being www.bocsticketing.com.au. BOCS Entertainment Guide The BOCS Entertainment Guide was given a new look in December 2001. The updated guide included a synopsis of each event and offers promoters the opportunity to purchase advertising space on the front and back covers and internally. The Entertainment Guide’s circulation has increased from 3,000 per month to 4,500 since the changes were made. The increased circulation is largely due to the more eye-catching design and increased information included. Staffing A number of new staff were employed in this operating year to meet the increased business needs, with the majority on a casual basis which provides the operations with flexibility for variable levels of sales activity through the Call Centre. The employee-training programs have been reviewed and new initiatives added to the training such as improved assessments for new employees and more extensive venue familiarisation tours for employees who have recently joined the BOCS unit. Other Achievements: Other Achievements for BOCS were as follows:

• Metro City became operational as a BOCS Ticketing Agency; • BOCS was successful in securing the contract to manage ticket sales

for the Perth Glory Soccer Season 2002-2003; • An agreement was secured for exclusive ticket sales for Effie Crump

Theatre productions; • Redevelopment of the BOCS website inclusive of online ticketing

commenced; • Call Centre key performance indicators consistently reached the target

for the year; and • Equipment purchases including computers, facsimile machines,

envelope printer and laser printer.


INFORMATION SERVICES Venue and BOCS Network Separation With the Trust’s venues and the BOCS Ticketing and Marketing Services operating from a shared platform, the separation of these two functional areas was identified in the previous financial year. Separation occurred during the first quarter of the 2001 - 2002 financial year. With the separation complete, Ogden IFC (Perth) Pty Ltd could progress, including full access for venue management network, including full access for venue management staff to group management systems such as accounts and asset management could progress. Improvements to information technology systems were delivered during the year. THE ORGANISATION Internal Structure The Perth Theatre Trust management team for this operational year: Director, Operations and Contract Management (Acting) Ross Palmer Director, Finance and Administration Lionel Henry Contract Manager Deborah Mickle Administrative Assistant (from October 2001) Jan Sullivan Information Technology, Special Projects Basil Hendroff BOCS Ticketing and Marketing Services team for the operational year is: Manager (Acting) Kathy White Group Bookings Pam Barnett Information Systems Manager Vacant BOCS System Management Coordinator Annette Cameron Event Coordinator Jo McVee Administrative Assistant Kristy Stanton The manager for the Costume Hire Shop for this operational year was Joanne Cullen. OCCUPATIONAL HEALTH AND SAFETY (OHS) In March 1999, the Trust’s Occupational Health and Safety (OHS) Committee merged with the OHS Committee of the Department for Culture and the Arts. Managers and supervisors within the Trust’s operational structure are accountable for the health, safety and welfare of employees within their area of responsibility. The outsourcing of venue management has not diminished the responsibility of managers and supervisors, with the Ogden IFC (Perth) Pty Ltd management team monitoring and reviewing OHS performance in addition to initiating continuous improvement in this area.


Internal Structure

Human Resources Section 17(1) of the Perth Theatre Trust Act 1979 empowers the Trust to engage employees for the performance of the functions of the Trust. However, when the Department of Culture and the Arts was created in July 1997, the Trust relinquished its status as an employing authority. Since that time, the Director General of the Department of Culture and the Arts has been the designated employer of all staff engaged in Trust business. The Department’s Human Resources Division is responsible for providing the range of employee and organisational services to the Trust. Employee Relations The year saw some major changes in the administration of employee relations functions by the Department on behalf of the Perth Theatre Trust as the implementation of the Government’s industrial reform agenda continued. The Government’s Parity and Wages Policy 2001 - 2003 saw strategies implemented firstly to address the disparity in wage rates (which had previously arisen through the proliferation of Workplace Agreements) and secondly to standardise other terms and conditions of employment across Awards and occupational groups. These strategies reinstated the primacy of industrial Awards and Agreements under the Industrial Relations Act 1979 and were negotiated at government-level with the relevant unions. The Department was responsible for implementing the agreements, which resulted from these negotiations. This required keeping affected staff informed of background and progress as well as providing advice to those employees covered by Workplace Agreements to

Board of Trustees of the

Perth Theatre Trust Director General

Ministry for Culture and the Arts

PERTH THEATRE TRUST OPERATIONAL STRUCTURE As at 30 June 2002

• Contract and Operations Management • Finance and Administration Management • BOCS • Costume Hire Shop

• Venue Management (including programming and Food and Beverage Services Ogden IFC (Perth)

• Rechabites Hall Venue Management by PACS

Minister for the Arts

HMT Foundation Board

PTT Management Team

Services provided by external providers Services provided

Internally


ensure they could make informed decisions about the options available to them. By March 2002, virtually all employees whose terms and conditions of employment were previously provided through Workplace Agreements had opted to convert to the governing Industrial Award. EMPLOYEE RELATIONS OGDEN IFC (PERTH) PTY LTD Employees of all venues continued to be regularly updated with changes in company procedures, practices and policies via an internal newsletter. The second issue of the Employee Handbook was completed at the conclusion of the reporting year. This booklet refers to all Ogden IFC (Perth) Pty Ltd policies, procedures and general information of interest to employees. Workers’ Compensation The Human Resources Division of the Department of Culture and the Arts and relevant line management staff (or line managers) are responsible for the management of workers compensation claims. The Trust’s figures for workers’ compensation in the reporting year were as follows: 2001 - 2002 2000 - 2001 1 Frequency rate 0 0 2 Average lost-time rate 0 0 3 Cost of claims/$100 wage-roll 0 0.0469 4 Contribution rate 0.50 1.28 5 Rehabilitation success No claims -Not applicable No claims -Not applicable Definitions of Workers’ Compensation tables. 1. Frequency rate =

No. of Loss Time Injury/diseases x 1,000,000 Total hours worked Number of Loss Time Injury /diseases is the number of lost-time injuries where one day or more was lost. Totals hours worked is the total number of hours worked in the renewal period.

2. Estimated cost of claims incurred/$100 wage-roll =

Estimated cost of claims incurred x 100 Total wages 3. Contribution (Premium) rate = The workers’ compensation contribution for the year defined as: Total contribution paid x 100

Total wages declared 4. Rehabilitation success rate = No. of rehabilitated employees x 100

No. eligible employees


Equal Employment Opportunity (EEO) The Department of Culture and the Arts has an EEO policy, which has been adopted by all Service Agencies. During 2001 – 2002 the Department continued to progress the initiatives in the EEO Plan. This policy includes grievance procedures related to the elimination of harassment in the workplace. Achievements include:

• A significant increase in the collection of EEO-related employee data • All departmental EEO related policies including harassment, sexual

harassment and management of grievances were updated; and • Development of a comprehensive Equity and Diversity Plan for 2002 –

2005. There were no EEO complaints during the period 2001 - 2002. Workforce Demographics Details of the representation of employee groupings are as follows: Perth Theatre Trust as at 30 June 2002. Employment Type Total Women Men Permanent full-time 14 9 5 Permanent part-time 0 0 0 Fixed Term full-time 5 4 1 Fixed Term part-time 0 0 0 Casual paid on 30 June 54 43 11 Other 0 0 0 Trainee 0 0 0 Total 73 56 17 Management Profile Total Women Men Tier - 1 Management 1 0 1 Tier - 2 Management 1 0 1 Tier - 3 Management 2 0 2 Age Total Women Men Below 25 years (Youth) 11 7 4 Above 45 years (Mature workers) 30 21 9 Women 76.7% People from Culturally Diverse Backgrounds 3.3% Indigenous Australians 0.0% People with Disabilities 6.7%


Disability Services Plan The Trust implemented a Disability Services Plan in 1996, with this being updated at regular intervals. The plan aims to ensure that people with disabilities, their families and carers are able to fully access the range of facilities and services offered by the Trust. The Trust was also represented on the Department of Culture and the Arts committee, which developed and reviewed a Disability Services Plan for adoption for all service agencies. Freedom of Information (FOI) Applications The Trust remains committed to providing information about its policies, activities and funding decisions. In accordance with the requirements of the Freedom of Information Act 1992, the Trust has prepared an information statement with information on its structure and functions, decision-making processes, types of documents it holds, and procedures for handling FOI requests. These procedures are coordinated through the Department of Culture and the Arts. There were no FOI requests for the reporting year and none in 2000 – 2001. Waste Paper Recycling The Department continues to recycle waste paper used in its activities. All staff are encouraged to recycle paper.


BOARD OF TRUSTEES The Board of Trustees consists of eight members appointed by the Governor under Section 5 of the Perth Theatre Trust Act 1979. The Minister nominates four Trustees for Culture and the Arts and three by the Perth City Council. The Director General of the Ministry for Culture and the Arts holds an ex-officio position on the Trust. Harry Morgan AM, Chair 16 August 1999 – current (Chair) 1 August 1995 – 16 August 1999 (Trustee) Mr Morgan is a company director and has extensive community involvement. Apart from his term as a Perth City Councillor, he has held positions including President of the Royal Flying Doctor Service (WA) Section and President of the Rotary Club of Perth. He is a life member of the WA Football League, a dual Paul Harris Fellow in the Rotary Foundation, and a Commander of the Royal Order of the Polar Star (a Swedish knighthood) for his long service as Honorary Consul of Sweden. Mr Morgan held the position of Trustee of the Perth Theatre Trust representing the Perth City Council from 1 August 1995. His services were retained by the Board of Trustees after his resignation from Council on 11 November 1998 to become Commissioner and Deputy Chairman of the City of Wanneroo. Dr Toby Manford 2 May 1994 – current Dr Manford holds a Doctor of Philosophy in History from The University of Western Australia. She is an active supporter of the arts industry in Australia and has held a number of positions including Governor, and then Director, of the Australian Elizabethan Theatre Trust between 1972 and 1991; member of the Australian Broadcasting Commission Advisory Board; Western Australian representative of the Australiana Fund; Chairman of Theatre Arts WA since its inception in 1991; and Chairman of His Majesty’s Theatre Foundation. Maureen McDaniell August 1999 – July 2001 Ms McDaniell has more than 20 years’ experience in national and international public relations. Her early teaching qualifications in media and communications led to experience in radio and educational television with the ABC in Sydney. Six years with the United Nations office in Sydney gave Maureen a global perspective on the complexity of communicating and social change programmes. Maureen is a former director of public relations consultancy Quin Spencer Argo. In 1991, Maureen founded Oak Ridge Communication Group. She is a member of the Public Relations Institute of Australia, the


Healthway Racing Advisory Committee, a Board member of the Rotary Club of Perth and immediate past president of the club. Henry Boston August 2000 - current Henry Boston has devoted his working life to the presentation and championing of cultural activity. He passionately believes that this activity is essential to the well being of any society. He derives great enjoyment from stimulating people with cultural experiences that have the potential to entertain and move people profoundly. He is currently Director, Cultural Pursuits Australia. He studied at Bristol University (UK) graduating with a BA Hons. in Drama. Professional membership includes Associateship Fellow, Australian Institute. Jenny McNae August 2001 - current Jenny McNae is recognised as one of Western Australia’s leading theatre practitioners. She is a director, actor and tutor of theatre arts, was artistic director of the Hole in the Wall Theatre for two years and has worked with all of Western Australia’s major theatre companies. Her 40-year professional career also includes acting for film, TV and radio, choreography, writing and script development. As 1990 President of the Women’s Advisory Committee to the Premier, she hosted the international conference, Women in Sport and the Arts. She was awarded a creative development fellowship from ArtsWA in 1999. Recent credits include Quartet at the Playhouse Theatre, Choreography for Noel and Gertie at Effie Crump Theatre and Downstairs at the Maj and ABC Radio National book-reading Boule de Suif. Representatives from the City of Perth Cr Tess Stroud 11 August 1998 – current Elected to the City of Perth on 6 May 1995 An ex-pastoralist and author, Councillor Stroud is the National Director of the Stockmen’s Hall of Fame and Outback Heritage Centre and was a Founding Councillor (in 1972) of the West Pilbara Shire Council. Cr Stroud is also a Board member of the National Parks and Nature Conservation Association and City of Perth Art Foundation. Cr Stroud was elected Deputy Lord Mayor of the City of Perth in 1997. Cr Judy McEvoy August 1999 – current Elected to the City of Perth on 6 May 1997 Councillor Judy McEvoy is by profession a Perth hotelier, having been first elected to the City of Perth on 6 May 1997. Cr McEvoy, is a past member of the State Council of WA Hotels Association, City of Perth representative on the Board of the Perth Convention Bureau, member of the City of Perth Art


Foundation Committee and sat on the City of Perth Advisory Council for the upgrading of King Street. Cr Jennifer MacGill June 2001 – current Elected to the City of Perth in 1999 Councillor Jennifer MacGill was born in South Wales and migrated to Australia in 1968. Ms MacGill has a background of teaching and was elected to the City of Perth in 1999. Currently Ms MacGill is a retailer operating in the Perth central business district and her interest includes the performing and visual arts. Department of Culture and the Arts Alastair Bryant Acting Director General January 2000 – 27 November 2000 then Director General 28 November 2000 to current. Mr Byrant was appointed as Acting Director General of the Department of Culture and the Arts in February 2000. In addition to being a Trustee of the Perth Theatre Trust, he serves on the Boards of the Art Gallery, the Library and the Museum. He was previously the Commissioner for State Revenue in Western Australia, a position he held for six years. He is a fellow of the Australian Society of Certified Practising Accountants, a fellow of the Australian Institute of Management, and a fellow of the Taxation Institute of Australia. His current interests include Rotary, in which he was a foundation member of the Heirisson Club and is a past president of that club. He was awarded a Paul Harris Fellowship in recognition of his service to the Heirisson Club. TRUSTEE MEETINGS Meetings of the Board of Trustees Four Trust meetings were held in the reporting period: 2 November 2001 Full meeting of the Board 13 December 2001 Full meeting of the Board 7 March 2002 Full meeting of the Board 30 May 2002 Full meeting of the Board Trustee Attendance Mr Harry Morgan AM, Chairman 4 meetings Dr Toby Manford 3 meetings Cr Tess Stroud 3 meetings Cr Judy McEvoy 3 meetings Ms Jenny McNae 3 meetings Mr Henry Boston 3 meetings Ms Jennifer MacGill 2 meetings Mr Alastair Bryant (for DoCA) 2 meetings


Sub Committees of the Board Programming Committee (8 meetings) Board members Mr Harry Morgan AM

Mr Henry Boston Dr Toby Manford

Other members Nominated management staff Finance Committee (5 meetings) Board member Mr Harry Morgan AM Other members Nominated management staff CONSULTANTS ENGAGED IN 2001 - 2002 AOT Consulting Development of tender specifications for the BOCS Ticketing Website. PUBLICATIONS What’s on BOCS Monthly publication providing information on

all shows on sale through BOCS Ticketing.


COMPLIANCE REPORT The Perth Theatre Trust operates under the provisions of the Public Sector Management Act 1994. In the performance of its functions, the Trust and Department of Culture and the Arts complies with the following relevant written laws: State Acts • Equal Opportunity Act 1984 • Equal Opportunity Amendment Acts 1988 and 1992 • Financial Administration and Audit Act 1985 • Industrial Relations Act 1979 • Lotteries Commission Act 1990 • Minimum Conditions of Employment Act 1993 • Occupational Health, Safety and Welfare Act 1984 • State Supply Commission Act 1991 • Workers’ Compensation and Rehabilitation Amendment Act (No. 2) 1992 • Workplace Agreements Act 1993 • Freedom of Information Act 1992 The Perth Theatre Trust has, to the best of my knowledge, complied with the requirement of the law, including the Financial Administration and Audit Act 1985, and exercised controls to provide reasonable assurance that the receipt and expenditure of moneys, the acquisition and disposal of public property, and incurring of liabilities have been in accordance with legislative provisions. I am not aware of any circumstances which render the particulars included in this statement misleading or inaccurate. PUBLIC SECTOR STANDARDS Under Section 31(1) of the Public Sector Management Act 1994, the Ministry for Culture and the Arts is required to report on the extent to which it has complied with public sector standards, codes of ethics and any relevant code of conduct as the employer of all Perth Theatre Trust staff. In the administration of the Perth Theatre Trust, I have complied with the Public Sector Standards in Human Resource Management, the Western Australian Public Sector Code of Ethics and the Trust’s own Code of Conduct. The Chief Executive and Divisional Directors of the Trust, together with the Directors of Human Resources, Policy and Planning and the Chief Finance Officer within the Ministry for Culture and the Arts, are responsible for compliance with public sector standards and ethical codes and this is reflected in both role statements and performance agreements.

To assist in the monitoring and assessment of compliance, a programme has been developed and implemented across the Ministry for Culture and the Arts (of which the Perth Theatre Trust is a Service Agency) which is inclusive of those


requirements relevant to the Trust. The programme provides for the assessment of transactions and the audit of human resource systems and processes; and incorporates periodic external validation and audit of compliance. Procedures have been implemented which ensure that actions taken to fill vacant positions are consistent and that merit-based selections occur. Breach of Standard Applications 2001 - 2002 Number lodged Nil Number of breaches found Nil Multiple breaches Nil Number still under review Nil Material breaches Nil Non-material breaches Nil Treasurer’s Instruction 903 In reference to the Electoral Act S175ZE, the Trust’s expenditure on advertising and related costs are as listed below: (a) Advertising agencies $ 842 Marketforce (b) Market research Nil (c) Polling organisations Nil (d) Direct mail Nil (e) Media advertising (Events/Shows) $15,316 Media Decisions

(Positions vacant) $ 4,812 Media Decisions $21,030 In accordance with amended Treasurer’s Instruction 903, I declare no officer of the Perth Theatre Trust has an interest in or enjoyed a benefit from, any contract entered into by the Trust. Alastair Bryant Acting Chief Executive 30 August 2002


PERTH THEATRE TRUST LOCATIONS Head Office Level 7 Law Chambers Building 573 Hay Street Perth, Western Australia 6000 Postal address: PO Box 8349, Perth Business Centre Perth, Western Australia 6849 Tel: (08) 9224 7360 Fax: (08) 9224 7361 Email: [email protected] Website: www.perththeatretrust.com.au BOCS Ticketing and Marketing Services Head Office: 5 St George’s Terrace Perth, Western Australia 6000 Postal address: PO Box Y3015, East St George’s Terrace Perth, Western Australia 6832 Tel: (08) 9231 2341 Fax: (08) 9221 2241 Bookings Tel: (08) 9484 1133 Freecall: 1800 193 300 Website: www.bocsticketing.com.au Perth Concert Hall 5 St George’s Terrace Perth, Western Australia 6000 Postal address: PO Box Y3056, East St Georges Terrace Perth, Western Australia 6832 Tel: (08) 9231 9900 Fax: (08) 9325 1283 Email: [email protected] Website: www.perthconcerthall.com.au His Majesty's Theatre 825 Hay Street Perth, Western Australia 6000 Tel: (08) 9265 0900 Fax: (08) 9321 5142 Email: [email protected] Website: www.hismajestystheatre.com.au Playhouse Theatre 3 Pier Street Perth, Western Australia 6000 Tel: (08) 9325 3344 Fax: (08) 9325 3004 Email: [email protected] Website: www.playhousetheatre.com.au


Subiaco Theatre Centre 180 Hamersley Road Subiaco, Western Australia 6008 Tel: (08) 9325 3344 Fax: (08) 9325 3004 Email: [email protected] Website: www.subiacotheatrecentre.com.au Ogden IFC (Perth) Pty Ltd Level 6, 218 St George’s Terrace Perth, Western Australia 6000 Postal address: PO Box 7118, Cloisters Square Western Australia 6850 Tel: (08) 9226 1000 Fax: (08) 9226 1200 Email: [email protected] Website: www.ogdenifcperth.com.au Rechabites Hall 224 William Street Northbridge, Western Australia 6003 Postal address: PO Box 8369, Perth Business Centre Perth, Western Australia 6849 Booking enquiries Tel: (08) 9227 7005 Fax: (08) 9227 1835 Email: [email protected] Website: www.blueroom.net.au Belmont Costume Hire Shop 6 Hehir Street Belmont, Western Australia 6104 Telephone and Fax: (08) 9478 3731

To the Parliament of Western Australia PERTH THEATRE TRUST PERFORMANCE INDICATORS FOR THE YEAR ENDED JUNE 30, 2002 Matters Relating to the Electronic Presentation of the Audited Performance Indicators This audit opinion relates to the performance indicators of the Perth Theatre Trust for the year ended June 30, 2002 included on the Trust’s web site. The Trust is responsible for the integrity of the web site. I have not been engaged to report on the integrity of the web site. The audit opinion refers only to the performance indicators named below. It does not provide an opinion on any other information which may have been hyperlinked to or from these performance indicators. If users of this opinion are concerned with the inherent risks arising from electronic data communications, they are advised to refer to the hard copy of the audited performance indicators to confirm the information included in the audited performance indicators presented on this web site.

Scope I have audited the key effectiveness and efficiency performance indicators of the Perth Theatre Trust for the year ended June 30, 2002 under the provisions of the Financial Administration and Audit Act 1985.

The Trust is responsible for developing and maintaining proper records and systems for preparing and presenting performance indicators. I have conducted an audit of the key performance indicators in order to express an opinion on them to the Parliament as required by the Act. No opinion is expressed on the output measures of quantity, quality, timeliness and cost.

My audit was performed in accordance with section 79 of the Act to form an opinion based on a reasonable level of assurance. The audit procedures included examining, on a test basis, evidence supporting the amounts and other disclosures in the performance indicators, and assessing the relevance and appropriateness of the performance indicators in assisting users to assess the Trust’s performance. These procedures have been undertaken to form an opinion as to whether, in all material respects, the performance indicators are relevant and appropriate having regard to their purpose and fairly represent the indicated performance.

The audit opinion expressed below has been formed on the above basis.

Audit Opinion In my opinion, the key effectiveness and efficiency performance indicators of the Perth Theatre Trust are relevant and appropriate for assisting users to assess the Trust’s performance and fairly represent the indicated performance for the year ended June 30, 2002.

K O O’NEIL ACTING AUDITOR GENERAL November 25, 2002


CERTIFICATE TO PERFORMANCE INDICATORS

We hereby certify that the Performance Indicators are based on proper records are relevant and appropriate for assisting users to assess the Perth Theatre Trust performance, and fairly represent the performance of the Perth Theatre Trust for the financial year ended 30 June 2002. Mr H Morgan AM Chairman 30 August 2002 Councillor Judy McEvoy Trustee 30 August 2002 Mr L Henry CA Principal Accounting Officer 30 August 2002


PERFORMANCE INDICATORS DEPARTMENT OF CULTURE AND THE ARTS: OUTCOME STATEMENT 2001 - 2002 Outcome A community that is informed of and has access to, a diverse range of innovative ideas, knowledge and cultural experiences. This outcome preserves and provides access to Western Australia’s natural and social heritage, supports artistic development and provides a link to information and culture nationally and internationally. The Perth Theatre Trust’s mission, as stated at the beginning of this report, is to maximise the effectiveness of the performing arts resources under its control to enhance the cultural and economic life of Western Australia. As a service agency of the Department of Culture and the Arts, the Trust is committed to the pursuit of this mission within the outcome framework specified for the Department, specifically Output 6 which is to provide Venue Management Services through the management and promotion of performing arts venues. The Perth Theatre Trust, the Art Gallery of Western Australia, ScreenWest, the Library and Information Service of Western Australia and the Western Australian Museum produce their own annual reports and key performance indicators. The current statutory requirements for these agencies to provide separate reports reflects the current legislative reporting requirements. This section of the Trust’s Annual Report and following performance indicators relate only to the Perth Theatre Trust division of the Department of Culture and the Arts under Output 6. Measures of Access to the Arts Rationale This graph provides access indicators for attendances at performances in Perth Theatre Trust venues. While the Trust has only limited influence on either the number of productions and performances presented at its venues or the number of patrons who choose to attend those performances, its aim is to assist presenters to maximise attendances.


��

Public Use of Major Venues

0

100,000

200,000

300,000

95/96 96/97 97/98 98/99 99/00 00/01 01/02Financial Year

Atte

ndan

ce

His Majesty's Theatre(HMT)Perth Concert Hall(PCH)��

�� Playhouse Theatre(PLY)HMT Benchmark

PCH Benchmark

PLY Benchmark

Note 1 Public use of Major Venues - Venue Usage Trend Whilst budgeted targets were exceeded in all the venues, there were several hiring cancellations attributed to the events of 11 September 2001, which impacted upon venue revenue outcomes. The non-scheduling of the Perth Concert Hall by the Perth International Arts Festival (PIAF) as a result of PIAF’s strategic direction to focus events and performances outside the city parameters, there was a down-turn in the first half of the operating year. Efforts by the venue successfully obtained additional commercial hiring to compensate and achieve an upward trend. Following the introduction of the Goods and Services Tax (GST) in July 2000, several promoters in the market opted to scrutinise the impact of GST on the performing arts industry before proceeding to commit to venue hire. While GST has had an impact on venue usage with GST increasing ticket costs, patrons have accustomed themselves to this increase over the two periods with usage indicators showing this is not a barrier. In the operating year 2001 – 2002, the low exchange rate for the Australian dollar continued for the second year. This increased the costs for promoters of touring international attractions and influenced economic viability for the Perth performance market. While Perth was omitted from a number of national

Participation Rates at Perth Theatre Trust Venues

0100,000200,000300,000400,000500,000

94/95 95/96 96/97 97/98 98/99 99/00 00/01 01/02Financial Year

Atte

ndan

ce


tours, the venues’ occupancy rate was sustained despite this market force in the operating environment. The upward trend of 893 performances for this year is an improvement on 587 for 2000 - 2001 and 758 1999 - 200. The improvement represents a 52 percent increase. While the improvements is significant, the lack of shows owing to the Olympic Games in Sydney is not a regular occurrence in the market place with a comparative analysis between 1999 - 2000 and 2001 - 2002 more practical as an indicator of trends. 1999 - 2000 2000 - 2001 2001 - 2002 758 587 893 23% reduction in performances from

1999-2000. 52% increase on 2000-2001 and 18% increase on1999-2000.

Note 2 Participation Rates at Perth Theatre Trust Venues. With the upturn in the venue usage rate, the participation rate also increased from 396,213 persons to 453,835 representing an increase of 15 percent. In the context of the upturn in venue usage at 52 percent, the participation increase of 15 percent reflects a trend for gradual improvement in the participation rates. Output 6. Venue Management Services Number of performances at venues managed by the Perth Theatre Trust. Efficiency Indicators (2001 - 2002) These performance measures address the efficiency with which the Perth Theatre Trust undertakes work associated in achieving this output.

Measure 1999 - 00 Actual

2000 - 01 Actual

2001 - 02 Actual

Number of performances at Trust venues 758 587 893 Cost per performance (all performances) $11,103 $15,571 $13,026

Note 3 The increase to the cost per performance for 2000 - 2001 relates to the reduced number of performances at the venues, and the introduction of the Capital user charge to Statutory Authorities and Government Departments, with this increasing operational costs.


Measure of Performance Diversity

Rationale This table represents the diversity of performances presented in Trust venues as a percentage of total performances. The Trust’s aim is promote a diverse and varied program of events to Western Australian audiences. Even in years of lower overall activity, the Trust aims to preserve this diversity by co-presenting selected productions to augment the event program. Some co-presentations are not budgeted on a total cost-recovery basis. Comparisons over time indicate that a diverse range of events has been presented with only small year-by-year variations.

2001

-200

2 N

o. o

f Per

form

ance

s

2001

-200

2 %

of T

otal

Per

form

ance

s

2000

-200

1 N

o. o

f Per

form

ance

s

2000

-200

1 %

of T

otal

Per

form

ance

s

1999

-200

0 N

o. o

f Per

form

ance

s

1999

-200

0 %

of T

otal

Per

form

ance

s

1998

-199

9 N

o. o

f Per

form

ance

s

1998

-199

9 %

of T

otal

Per

form

ance

s

1997

-199

8 N

o. o

f Per

form

ance

s

1997

-199

8 %

of T

otal

Per

form

ance

s

Ballet/Dance 54 6% 53 9% 25 3% 72 12% 43 6%Children's Performances 108 12% 77 13% 79 10% 67 11% 52 7%Classical Music 65 7% 68 12% 76 10% 68 12% 78 11%Comedy/Music Comedy 33 4% 17 3% 37 5% 13 2% 1 0%Concerts 47 5% 7 1% 0 0% 6 1% 13 2%Conferences/Meetings 8 1% 3 0.50% 11 1% 11 2% 7 1%Dance 0 0% 2 0.50% 38 5% 0 0% 0 0%Dance Schools 8 1% 8 1% 7 1% 10 2% 5 1%Drama 226 25% 150 25% 193 25% 102 17% 109 15%Music/Music Theatre 77 9% 31 5% 24 3% 48 8% 39 6%Musical 6 1% 0 0% 19 3% 22 4% 77 11%Opera 16 2% 10 2% 13 2% 14 2% 34 5%Other 9 1% 2 0.50% 54 7% 6 1% 24 3%Private Hirers 0 0% 0 0% 2 0% 0 0% 0 0%Religious Meetings 1 0.50% 2 0.50% 1 0% 2 0% 4 1%Rock, Pop, Jazz, Folk 48 5% 7 1% 12 2% 24 4% 8 1%Performances by Schools 21 2% 31 5% 18 2% 10 2% 22 3%Speech/Graduation Nights 37 4% 44 8% 38 5% 36 6% 34 5%Sunday at Subi 21 2% 11 2% 19 3% 17 3% 21 3%Theatre 83 9% 57 10% 82 11% 50 9% 112 16%Variety 25 3% 7 1% 10 1% 9 2% 22 3%

893 100% 587 100% 758 100% 587 100% 705 100%

AUDITOR GENERAL

4th Floor Dumas House 2 Havelock Street West Perth 6005 Western Australia Tel: 08 9222 7500 Fax: 08 9322 5664

To the Parliament of Western Australia PERTH THEATRE TRUST FINANCIAL STATEMENTS FOR THE YEAR ENDED JUNE 30, 2002 Matters Relating to the Electronic Presentation of the Audited Financial Statements This audit opinion relates to the financial statements of the Perth Theatre Trust for the year ended June 30, 2002 included on the Trust’s web site. The Trust is responsible for the integrity of the web site. I have not been engaged to report on the integrity of the web site. The audit opinion refers only to the statements named below. It does not provide an opinion on any other information which may have been hyperlinked to or from these statements. If users of this opinion are concerned with the inherent risks arising from electronic data communications, they are advised to refer to the hard copy of the audited financial statements to confirm the information included in the audited financial statements presented on this web site. Scope I have audited the accounts and financial statements of the Perth Theatre Trust for the year ended June 30, 2002 under the provisions of the Financial Administration and Audit Act 1985. The Trust is responsible for keeping proper accounts and maintaining adequate systems of internal control, preparing and presenting the financial statements, and complying with the Act and other relevant written law. The primary responsibility for the detection, investigation and prevention of irregularities rests with the Trust. My audit was performed in accordance with section 79 of the Act to form an opinion based on a reasonable level of assurance. The audit procedures included examining, on a test basis, the controls exercised by the Trust to ensure financial regularity in accordance with legislative provisions, evidence to provide reasonable assurance that the amounts and other disclosures in the financial statements are free of material misstatement and the evaluation of accounting policies and significant accounting estimates. These procedures have been undertaken to form an opinion as to whether, in all material respects, the financial statements are presented fairly in accordance with Accounting Standards and other mandatory professional reporting requirements in Australia and the Treasurer’s Instructions so as to present a view which is consistent with my understanding of the Trust’s financial position, its financial performance and its cash flows. The audit opinion expressed below has been formed on the above basis.

Perth Theatre Trust Financial statements for the year ended June 30, 2002 Audit Opinion In my opinion,

(i) the controls exercised by the Perth Theatre Trust provide reasonable assurance that the receipt, expenditure and investment of moneys and the acquisition and disposal of property and the incurring of liabilities have been in accordance with legislative provisions; and

(ii) the Statement of Financial Performance, Statement of Financial Position and Statement of Cash Flows and the Notes to and forming part of the financial statements are based on proper accounts and present fairly in accordance with applicable Accounting Standards and other mandatory professional reporting requirements in Australia and the Treasurer’s Instructions, the financial position of the Trust at June 30, 2002 and its financial performance and its cash flows for the year then ended.

K O O’NEIL ACTING AUDITOR GENERAL November 25, 2002

4th Floor Dumas House 2 Havelock Street West Perth 6005 Western Australia Tel: 08 9222 7500 Fax: 08 9322 5664


CERTIFICATE OF FINANCIAL STATEMENTS The accompanying financial statements of the Perth Theatre Trust have been prepared in compliance with the provisions of the Financial Administration and Audit Act 1985, from proper accounts and records to present fairly the financial transactions for the financial year ended 30 June 2002 and the financial position as at 30 June 2002. At the date of signing, we are not aware of any circumstances, which would render the particulars included in the financial statements misleading or inaccurate. H Morgan AM Chairman 30 August 2002 Councillor J McEvoy Trustee 30 August 2002 L Henry CA Principal Accounting Officer 30 August 2002

PERTH THEATRE TRUSTStatement of Financial Positionas at 30 June 2002

Note 2002 2001$000 $000

Current Assets Cash assets 21 1,142 923

Restricted cash assets 13, 21 3,399 2,259

Receivables 14 209 262

Inventories 15 53 41

Accrued income 163 149

Prepayments 545 215

Total Current Assets 5,511 3,849

Non-Current Assets Amounts receivable for outputs 16 410 0

Property, plant and equipment 17 26,172 26,509

Total Non-Current Assets 26,582 26,509

Total Assets 32,093 30,358

Current Liabilities Payables 18 680 489

Funds held in trust 13 3,399 2,259

Other liabilities 19 182 287

Total Current Liabilities 4,261 3,035

Total Liabilities 4,261 3,035

NET ASSETS 27,832 27,323

Equity Contributed equity 500 0

Asset revaluation reserve 1,005 1,337

Accumulated surplus / (deficiency) 26,327 25,986

TOTAL EQUITY 20 27,832 27,323

The Statement of Financial Position should be read in conjunction with the accompanying notes

Perth Theatre Trust Annual Report 2001-2002 61

PERTH THEATRE TRUSTStatement of Cashflows for the year ended 30 June 2002

Note 2002 2001$000 $000

CASH FLOWS FROM GOVERNMENT Output appropriations 3,384 2,480

Capital contributions (2001 appropriation) 500 1,250

Net Cash provided by Government 3,884 3,730

Utilised as follows:CASH FLOWS FROM OPERATING ACTIVITIESPayments Payments from trust fund (53,820) (51,907)

Employee costs (2,904) (2,897)

Supplies and services (1,826) (2,118)

Recoup to Department of Culture and the Arts - (1,016)

Administration (882) (846)

Accommodation (964) (1,146)

Capital user charge (2,224) -

Other payments (46) (4)

GST payments on purchases (146) (534)

GST payments to taxation authority (52) (188)

Receipts Receipts into trust fund 54,832 50,595

User charges and fees 5,751 4,878

Grants and subsidies 101 -

Interest received 106 202

GST receipts on sales 182 585

GST receipts from taxation authority 40 171

Other receipts 48 109

Net cash provided by / (used in) operating activities 21 (c) (1,804) (4,116)

CASH FLOWS FROM INVESTING ACTIVITIES Purchase of non-current physical assets (721) (1,262)

Net cash provided by / (used in) investing activities (721) (1,262)

Net increase / (decrease) in cash held 1,359 (1,648)

Cash assets at the beginning of the financial year 3,182 4,830

CASH ASSETS AT THE END OF THE FINANCIAL YEAR 21 (a) 4,541 3,182

The Statement of Cash Flows should be read in conjunction with the accompanying notes

Perth Theatre Trust Annual Report 2001-2002 62

PERTH THEATRE TRUST NOTES TO THE FINANCIAL STATEMENTS

FOR THE YEAR ENDED 30 JUNE 2002 _____________________________________________________________________


1. Significant accounting policies

The following accounting policies have been adopted in the preparation of the financial statements. Unless otherwise stated these policies are consistent with those adopted in the previous year.

General Statement

The financial statements constitute a general purpose financial report which has been prepared in accordance with Australian Accounting Standards, Statement of Accounting Concepts and other authoritative pronouncements of the Australian Accounting Standards Board, and Urgent Issues Group (UIG) Consensus Views as applied by the Treasurer's Instructions. Several of these are modified by the Treasurer's Instructions to vary application, disclosure, format and wording. The Financial Administration and Audit Act and the Treasurer's Instructions are legislative provisions governing the preparation of financial statements and take precedence over Australian Accounting Standards, Statements of Accounting Concepts and other authoritative pronouncements of the Australian Accounting Standards Board, and UIG Consensus Views. The modifications are intended to fulfil the requirements of general application to the public sector together with the need for greater disclosure and also to satisfy accountability requirements. If any such modification has a material or significant financial effect upon the reported results, details of that modification and where practicable, the resulting financial effect, are disclosed in individual notes to these financial statements. The statements have been prepared on the accrual basis of accounting using the historical cost convention, except for certain assets and liabilities, which as noted, are measured at valuation. (a) Output Appropriations

Output Appropriations are recognised as revenues in the period in which the Trust gains control of the appropriated funds. The Trust gains control at the time those funds are deposited into the Trust’s operating account or credited to the holding account held at the Department of Treasury and finance.

(b) Contributed Equity

Under UIG 38 “Contributions by Owners Made to Wholly- Owned Public Sector Entities “transfers in the nature of equity contributions must be designated by the Government (owners) as contributions by owners (at the time of, or prior to transfer) before such transfers can be recognised as equity contributions in the financial statements. Capital contributions (appropriations) have been designated as contributions by owners and have been credited directly to Contributed Equity in the Statement of Financial Position. All other transfers have been recognised in the Statement of Financial Performance. Prior to the current reporting period, capital appropriations were recognised as revenue in the Statement of Financial Performance. Capital appropriation, which are repayable to the Treasurer, are recognised as liabilities.

(c) Grants and Other Contributions Revenue

Grants, donations, gifts and other non-reciprocal contributions are recognised as revenue when the Trust obtains control over the assets comprising the contributions. Control is normally obtained upon their receipt.

Contributions are recognised at their fair value. Contributions of services are only recognised when a fair value can be reliably determined and the services would be purchased if not donated.




(d) Revenue Recognition

Revenue from the sale of goods and disposal of other assets and the rendering of services, is recognised when the Trust has passed control of the goods or other assets or delivery of the service to the customer.

(e) Acquisition of assets

The cost method of accounting is used for all acquisitions of assets. Cost is measured as the fair value of the assets given up or liabilities undertaken at the date of acquisition plus incidental costs directly attributable to the acquisition.

(f) Depreciation of non-current assets

Property, plant and equipment, computer equipment and software, furniture and fittings, have been included as non-current assets if the purchase cost is $1000 or more and the useful economic life is expected to be two years or more. All non-current assets having a limited useful life are systematically depreciated over their useful lives in a manner, which reflects the consumption of their future economic benefits.

Depreciation is provided for on a straight-line basis, using rates, which are reviewed annually. Useful lives for each class of depreciable asset are: Buildings 66 years Plant and equipment 10 to 15 years Office equipment 10 years Furniture and Fittings 5 to 15 years Computers 5 years Air Conditioning Upgrades 25 years Motor vehicles 4 ½ years (g) Revaluation of Land, Buildings and Infrastructure

The Trust has a policy of valuing land, buildings and infrastructure at fair value. The annual revaluations of the Trust’s land and buildings undertaken by the Valuer General’s Office are recognised in the financial statements. His Majesty’s Theatre, the only building owned by the Trust, is valued at “depreciated replacement cost”. (h) Leases

The Trust has operating lease arrangements for motor vehicles and buildings (Playhouse Theatre). The motor vehicles are leased through the department of Contract and Management Services, with LeasePlan. The Playhouse is leased through Perth Diocesan Trustees. The lease for the Playhouse expires in 2003. Under the arrangements for these leases, the lessor effectively retains all of the risks and benefits incident to ownership of the items held under the ownership leases. In both cases, equal instalments of the lease payments are charged to the Statement of Financial Performance over the lease term. This is representative of the pattern of benefits to be derived from the leased property. (i) Cash

For the purpose of the Statement of Cash Flows, cash includes cash assets and restricted cash assets. These include short-term deposits that are readily convertible to cash on hand and are subject to insignificant risk of changes in value. (j) Inventories

Inventories of liquor and consumable catering supplies are valued at cost. Costs are assigned by the method most appropriate to each particular class of inventory on the first in first out basis.




(k) Receivables

Receivables are recognised at the amounts receivable as they are due for settlement no more than 30 days from the date of recognition. Collectability of receivables is reviewed on an ongoing basis. Debts, which are known to be uncollectable, are written off. A provision for doubtful debts is raised where some doubts as to collection exists. (l) Payables

Payables, including accruals not yet billed, are recognised when the Trust becomes obliged to make future payments as a result of a purchase of assets or services. Payables are generally settled within 30 days. (m) Superannuation

Staff may contribute to the Pension Scheme; a defined benefits pension scheme now closed to new members or to the Gold State Superannuation Scheme, a defined lump scheme now also closed to new members. All staff who do not contribute to either of these schemes become non-contributory members of the West State Superannuation Scheme, an accumulation fund complying with the Commonwealth Government’s Superannuation Guarantee (Administration) Act 1992. All of these schemes are administered by the Government Employees Superannuation Board (GESB). The Pension Scheme and the pre-transfer benefits for employees who transferred to the Gold State Superannuation Scheme are unfunded and the liabilities for future payments are provided for at reporting date. As all the staff of the Culture and Arts portfolio agencies, including the Perth Theatre Trust, are staff of the Department for Culture and the Arts, the Perth Theatre Trust has no liabilities in relation to their superannuation, other than for superannuation payments incurred under the Superannuation and Family Benefits Act pension scheme. Superannuation costs incurred under the venue management contract have been included in the Statement of Financial Performance. (n) Accrued Salaries

Accrued salaries represent the amount due to staff but unpaid at the end of the financial year, as the end of the last pay period for that financial year does not coincide with the end of the financial year. The Trust considers the carrying amount approximates net fair value.

(o) Resources Received Free of Charge or For Nominal Value

Resources received free of charge or for nominal value, which can be reliably measured, are recognised as revenues and as assets or expenses as appropriate at fair value. (p) Comparative Figures

Comparative figures are, where appropriate, reclassified so as to be comparable with the figures presented in the current financial year. 2. Venue Management Contract The 2001/2002 financial year represents the third full year of operation of the venue management contract with Ogden IFC (Perth) Pty Ltd. In February 1999, the Trust entered into a five year contract with Ogden IFC (Perth) Pty Ltd for the provision of venue management services for His Majesty’s Theatre, Perth Concert Hall, The Playhouse and Subiaco Theatre Centre. The contract became operational in March 1999.




2002 2001 $000 $000 3. Employee expenses Salary and wages 4,393 4,236 Superannuation 332 162 Workers Compensation premium 77 81 Other related expenses 30 21 4,832 4,500 4. Supplies and Services Consultants and contractors 69 153 Electricity and gas 376 480 Management Fees 328 354 Programming 270 159 Insurance 97 130 Printing 73 84 Water 99 101 Advertising & Promotion 62 165 Legal Fees 46 38 Catering 24 1 Other 422 197 1,866 1,862 5. Depreciation expense Buildings 224 265 Leasehold improvements 136 128 Computer, plant and equipment 230 182 Furniture and fittings 70 131 Motor vehicles 7 4 667 710 6. Administration expenses Communication 279 272 Consumables 204 215 Maintenance 259 153 Lease / hire 156 204 898 844 7. Accommodation expenses Rent 221 245 Repairs & maintenance 480 561 Cleaning 194 192 Security 64 145 Other 1 - 960 1,143 8. Capital User Charge 2,339 - A capital user charge rate has been set at 8% by the government for 2001-02 and

represents the opportunity cost of capital invested in the net assets of the Trust used in the provision of outputs. The charge is calculated on the net assets adjusted to take account of exempt assets. Payments are made to the Department of Treasury and Finance on a quarterly basis.




2002 2001 $000 $000 9. Net profit / (losses) on disposal of non-

current assets.

Profit on Sale of Non-Current Assets Computer, plant and equipment 3 - Gross proceeds on disposal of computer, plant

and equipment 3 - Loss on Sale of Non-Current Assets Computer, plant and equipment (28) - Gross proceeds on disposal of computer, plant

and equipment - - Furniture and fittings (5) - Gross proceeds on disposal of computer, plant

and equipment - - Net profit / (loss) (30) -

10. Other Expenses from ordinary Activities

Bad Debts 21 20 Interest 9 - Other 32 61 62 81 11. User charges and fees User charges (Venue hire and related charges) 4,313 3,629 Fees (BOCS ticketing) 1,357 896 Other 91 94 5,761 4,619 12. Revenue from Government Appropriation revenue received during the year: Output appropriations (I) 3,794 2,480 Capital appropriation (II) - 1,250 3,794 3,730 The following assets have been transferred to

other government agencies during the financial year:

- Computer equipment (6) - (6) - Resources received free of charge (III) Determined on the basis of the following

estimates provided by agencies:

Department of Culture & the Arts 2,040 621 Office of the Auditor General 16 11 2,056 632 5,844 4,362 (I) Output appropriations are accrual amounts as from 1 July 2001, reflecting the

full price paid for outputs purchased by the government. The appropriation revenue comprises a cash component and a receivable (asset). The receivable (holding account) comprises the depreciation expense for the year and any agreed increase in leave liability during the year.

(II) Capital appropriations were revenue in 2001 (year ended 30 June 2001). From 1 July 2001, capital appropriations, termed Capital Contributions, have been designated as contributions by owners and are credited straight to equity in Statement of Financial Position.

(III) Where assets or services have been received free of charge or for nominal consideration, the Trust recognises revenues equivalent to the fair value of the assets and/or the fair value of those services that can be reliably determined and which would have been purchased if not donated, and those fair values shall be recognised as assets or expenses, as applicable.




2002 2001 $000 $000

13. Restricted cash / Funds held in trust

Perth Theatre Trust Bookings Account 1,906 1,135 Short term deposits 1,190 780 Other 303 344 3,399 2,259 This balance includes funds of $107,716 in respect of His Majesty’s Theatre

Foundation, and $15,145 in respect of the Robert Finley Perpetual Trust. The role of His Majesty’s Theatre Foundation is to preserve and enhance His Majesty’s Theatre and promote it as a place of excellence for the performing arts. The Robert Finley Award, which is made available by the Finley Trust Fund, is made annually to the best theatrical productions in that year, by an amateur group, in Western Australia.

14. Receivables Trade debtors 222 248 Provision for doubtful debts (13) (4) GST receivable - 18 209 262 15. Inventories Liquor and consumable catering supplies 53 41 53 41 16. Amounts receivable for outputs Non-current 410 - 410 - This asset represents the non-cash component of output appropriations. It is

restricted in that it can only be used for asset replacement or payment of leave liability.

17. Property, plant, equipment and vehicles Land At fair value 6,200 6,204 6,200 6,204 Buildings At fair value 14,348 14,900 14,348 14,900 Leasehold improvements At capitalised cost 2,892 3,615 Accumulated depreciation (420) (280) 2,472 3,335 Computer, plant and equipment At cost 5,091 1,837 Accumulated depreciation (2,506) (847) 2,585 990 Furniture and fittings At cost 1,527 3,713 Accumulated depreciation (969) (2,653) 558 1,060 Motor vehicles At cost 29 29 Accumulated depreciation (19) (9) 9 20




Total of property, plant equipment and vehicles 26,172 26,509 Land and Buildings

His Majesty’s Theatre, a heritage listed building, is the only property to which the Trust holds title. A caveat no. D267573 is also registered over the property. The valuation of land and buildings was performed in 2001/2002 in accordance with an independent valuation by the Valuer General's Office. Fair value has been determined on the basis of current use land value (land) and depreciated replacement cost (buildings). The valuation was made in accordance with a regular policy of annual revaluation

17. Property, plant, equipment and vehicles (con’t) Reconciliations

Land

Buildings

Leasehold Improvements

Computer, plant and

equipment

Furniture,

and fittings

Motor

vehicles

Total

$000 $000 $000 $000 $000 $000 $000 2002 Carrying amount at start of year

6,204 14,900 3,335 990 1,060 20 26,509

Additions 715 715 Disposals (28) (5) (33) Transfers (749) 1,155 (407) (4) (5) Revaluation increments/(decrement)

(4) (328) (332)

Depreciation (224) (114) (247) (90) (7) (682) Carrying amount at end of year

6,200 14,348 2,472 2,585 558 9 26,172

2002 2001 $000 $000 18. Payables Trade creditors 648 489 GST Payable 32 - 680 489

19. Other Liabilities Accrued expenses 114 189 Accrued annual leave (relating to employees of

Ogden IFC (Perth) Pty Ltd.) 68 98 182 287

20. Equity Contributed equity Opening balance - - Capital contributions (I) 500 - 500 - (I) From 1 July 2001, capital appropriations, termed Capital Contributions, have

been designated as contributions by owners, and are credited straight to equity in the Statement of Financial Position.

Reserves Asset revaluation reserve* : Opening balance 1,337 1,893 Net revaluation adjustments : Land (4) 1,834 Buildings (328) (2,390) Closing balance 1,005 1,337




2002 2001 $000 $000

(II) The asset revaluation reserve is used to record increments and decrements on

the revaluation of non-current assets, as described in accounting policy note 1(g). Accumulated surplus Opening balance 25,986 25,811 Change in net assets 356 175 Closing balance 26,342 25,986 27,847 27,323 21. Notes to the Statement of Cash Flows (a) Reconciliation of cash For the purpose of the Statement of Cash Flows, cash includes cash at bank,

amounts in suspense and restricted cash, net of outstanding bank overdrafts. Cash at the end of the financial year as shown in the Statement of Cash Flows is reconciled to the related items in the Statement of Financial Position as follows:

Cash assets 1,142 923 Restricted cash assets 3,399 2,259 4,541 3,182 (b) Non-cash financing and investing activities During the financial year, there were no assets/liabilities transferred/assumed from

other government agencies not reflected in the Statement of Cash Flows (c) Reconciliation of net cost of services to net

Cash flows provided by/(used in) operating activities 2002 2001 $000 $000 Net cost of services (5,503) (4,187) Non-cash items: Depreciation expense 682 710 Write offs - 20 (Profit)/Loss on sale of assets 30 - Resources received free of charge 2,056 632 Other expenses from ordinary activities - 61 Other revenue from ordinary activities - (25) (Increase) / decrease in assets: Inventories (12) (41) Receivables (II) 35 45 Accrued income (14) 9 Prepayments (330) (101) Increase / (decrease) in liabilities: Payables (II) 159 201 Capital amount included in payables 6 (6) Funds held in trust 1,142 (1,467) Other liabilites (105) 51 Changes in GST in receiveables / payables (II) 50 18 Net cash provided by/(used in) operating activities (1,804) (4,116) (II) This reverses out the GST in accounts receivable and payable.




2002 2001 $000 $000 22. Commitments for expenditure (a) Capital expenditure commitments Capital expenditure commitments, being contracted

capital expenditure additional to the amounts reported in the financial statements, are payable as follows:

Within 1 year 194 313 194 313 (b) Non-cancellable operating lease commitments Within 1 year 102 97 Later than 1 year and not later than 5 years 47 143 149 240 23. Events Occurring After Reporting Date

During the year, a review commenced on the functions of statutory authorities within the Culture and the Arts portfolio and of ScreenWest. The purpose of the review is to determine whether it could be appropriate for the functions of these agencies to be performed by the Department of Culture and the Arts, thus reducing the number of statutory authorities. A review consultant was engaged to analyse submissions received from key stakeholders and to make recommendations to the Minister. The Minister has sought feedback from the Department of the Premier and Cabinet and the Department of Treasury and Finance on the recommendations of the review consultant. Consultation is continuing in the development of a submission to cabinet for approval of review recommendations.

24. Explanatory Statement (i) Significant variations between actual revenues and expenditures for the financial year and revenues and

expenditures for the immediately preceding financial year Details and reasons for significant variations between actual results with the corresponding items of the preceding

year are detailed below. Significant variations are considered to be those greater than 10% or $ 50,000 2002 2001 Variance $000 $000 $000 Employee expenses 4,832 4,500 332 Accommodation expenses 960 1,143 (183) User charges and fees 5,761 4,619 1,142 Interest received 106 202 (96) Other revenue 198 25 173 Resources received free of charge 2,056 632 1,424 Employee expenses The variance is mainly due to salary increases associated with Government’s Framework Agreement. Accommodation expenses The reduction of $183,000 is mainly attributable to costs associated with the management of the Swan Bells

BellTower in 2001. User charges and fees The variance is mainly due to increases in venue hire and booking fees revenue. Interest received The variance is mainly due the reduction in interest rates combined with a transfer to HMT foundation of interest

received for the past three years on their funds. Other revenue The variance is mainly due a recoup of previous years expenditure in programming costs. Resources received free of charge The variance is mainly due to the payment of superannuation by the Department in 2002 and changes in the

salaries budget.




(ii) Significant variations between estimates and actual results for the financial year Details and reasons for significant variations between estimates and actual results are detailed below.

Significant variations are considered to be those greater than 10% or $ 50,000 2002 2002 Actual Estimate Variance $000 $000 $000 Employee expenses 4,832 4,383 449 Supplies and services 1,866 1,416 450 Depreciation expense 667 410 (257) Administration expenses 877 948 (71) User charges and fees 5,761 4,460 1,301 Output appropriations 3,794 3,703 81 Resources received free of charge 2,056 1,778 278 Employee expenses The variance is mainly due to an increased number of casuals related to booking shows. Supplies and services The variance is mainly a result of higher than expected programming and venue costs. Depreciation expense The variance is a result of depreciation on revaluation of His Majesty Theatre not being included in the budget. Administration expenses The variance is mainly due to higher than budgeted cleaning costs. User charges and fees The variance is mainly due to increases in venue hire and booking fees revenue. Output appropriations The variance is a result of supplementary funding received for Ogden payroll tax. Resources received free of charge The variance is mainly a result of increased salary costs on booking shows.

25. Financial Instruments (a) Interest Rate Risk Exposure The following table details the Trust's exposure to interest rate risk as at the reporting date:

Fixed Interest Rate Maturity

Weighted Average Effective

Interest Rate

Variable Interest

Rate

Less than 1 Year

1 to 5 Years

More than 5 Years

Non- Interest Bearing

Total

2002 % $000 $000 $000 $000 $000 $000 4.73 Financial Assets Cash assets 1,142 1,142 Restricted cash assets 3,399 3,399 Receivables 209 209 4,541 209 4,750 Financial Liabilities Restricted cash 3,399 3,399 Payables 680 680 Other liabilities 182 182 3,399 862 4,261 2001 5.93 Financial assets 3,182 262 3,444 Financial liabilities 2,259 587 2,846 (b) Credit Risk Exposure The carrying amount of financial assets recorded in the financial statements, net of any provisions for losses, represents the

Trust's maximum exposure to credit risk without taking account of the value of any collateral or other security obtained. Amounts




owing by other government agencies are guaranteed and therefore no credit risk exists in respect of those amounts. (c) Net Fair Values The carrying amount of financial assets and financial liabilities recorded in the financial statements are not materially different

from their net fair values, determined in accordance with the accounting policies disclosed in note 1 to the financial statements.

26. Remuneration and Retirement Benefits of Members of the Trust and Senior Officers

Remuneration of Trustees of the Perth Theatre Trust The number of members of the Trust, whose total of fees,

salaries, superannuation and other benefits received, or due and receivable, for the financial year, fall within the following bands are:

2002 2001 $ 0 – 1,000 6 3 1,001 – 2,000 1 3 3,001 – 4,000 1 1 The total remuneration paid to Trustees was: $8,082 $10,000 Remuneration of Senior Officers The number of senior officers, other than members of the

Trust, whose total of fees, salaries, superannuation and other benefits received, or due and receivable, for the financial year, fall within the following bands are:

$ 90,001 – 100,000 1 1 The total remuneration of senior officers was: $97,831 $96,392 The superannuation included here represents the

superannuation expense incurred by the Trust in respect of Senior Officers other than senior officers reported as members of the Trust.

No Senior Officers are members of the Pension Scheme. 27. Related Bodies At the reporting date, the Trust had no related bodies as defined by Treasurer’s

Instruction 951.

28. Affiliated Bodies At the reporting date, the Trust had no affiliated bodies as defined by Treasurer’s

Instruction 951. 29. Trust Accounts Perth Theatre Trust Bookings Account (Private Trust Account) The purpose of the trust account is to hold money on behalf of promoters and other

parties in relation to the staging of events and shows, pending due and proper performance of contractual obligations.




2002 2001 $000 $000 Opening balance 1,135 1,678 Receipts: 47,056 38,012 Payments: (46,285) (38,555) Closing balance 1,906 1,135 30. Supplementary Information Write-Offs Public property written off by the Minister during the

financial year 21

20 31. Output Information The Perth Theatre Trust operates under the one output called Venue Management

Services. The information shown in the Statement of Financial Performance represents the output information.

Documents

2001 - 2002 Annual · PDF fileIn 2001 - 2002, the Trust maintained ... providing theatre experience and training. ... • Performance highlights at the Playhouse Theatre included One