Q U E E N S L A N D P E R F O R M I N G A R T S C E N T R E
Queensland Performing Arts CentreCorner Grey and Melbourne StreetsSouth BankQueensland 4101Australia
PO Box 3567South BankQueensland 4101Australia
Telephone: +61 (7) 3840 7444
Facsimile: +61 (7) 3844 1839
www.qpac.com.au
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This report can be accessed online at www.qpac.com.au
Enquiries about this report can be addressed to:
Executive Offi cerQPACPO Box 3567South BankQueensland 4101 Australia
Email: [email protected]
© Queensland Performing Arts Trust 2012
ISSN: 0156-9147
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Contents
About the Queensland Performing Arts Centre .................................................................................................. 3
Our Purpose ...................................................................................................................................................... 3
Our Vision .......................................................................................................................................................... 5
Our Strategic Focus ........................................................................................................................................... 5
Our Values ......................................................................................................................................................... 5
Chair’s overview ................................................................................................................................................ 6
Chief Executive’s overview ................................................................................................................................ 7
2011-12 Highlights and Achievements .........................................................................................................8
Live Performance ...............................................................................................................................................8
QPAC Museum ...................................................................................................................................................8
Public Participation ...........................................................................................................................................8
Commercial Investments ................................................................................................................................... 9
Festivals ............................................................................................................................................................ 9
Home Companies .............................................................................................................................................. 9
Entertainment .................................................................................................................................................. 10
Public Participation ......................................................................................................................................... 13
Strategic Relationships ................................................................................................................................... 16
Commercial Opportunities ............................................................................................................................... 18
Corporate Governance ..................................................................................................................................... 20
Financial Statements ...................................................................................................................................... 23
Income Statement ........................................................................................................................................... 24
Balance Sheet ................................................................................................................................................. 25
Statement of Changes in Equity ......................................................................................................................26
Cash Flow Statement ....................................................................................................................................... 27
Notes ...............................................................................................................................................................28
Certifi cate of the Queensland Performing Arts Trust ....................................................................................... 54
Future Direction and Challenges ................................................................................................................. 57
Appendices
Appendix One – Year in review performance listing......................................................................................... 58
Appendix Two – QPAC Contribution to Government objectives .......................................................................64
Appendix Three – Organisational Structure ..................................................................................................... 65
Appendix Four – Queensland Performing Arts Trust Board of Trustees ........................................................... 67
Appendix Five – Queensland Performing Arts Trust sub-committees ...............................................................71
Glossary .......................................................................................................................................................... 72
The Queensland Government is committed to providing accessible services to Queenslanders from all culturally and linguistically diverse backgrounds. If you have diffi culty in understanding the annual report, you can contact us on (07) 3840 7444 and we will arrange an interpreter to effectively communicate the report to you.
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QUEENSLAND PERFORMING ARTS CENTRE
16 October 2012
The Honourable Ros Bates MPMinister for Science, Information Technology, Innovation and The ArtsGPO Box 611BRISBANE QLD 4001
Dear Minister
I am pleased to present the Annual Report for the Queensland Performing Arts Trust for the year ended 30 June 2012.
I certify that this Annual Report complies with the prescribed requirements of the Financial Accountability Act 2009 and the Financial and Performance and Management Standard 2009 and the detailed requirements set out in Annual Report Requirements for Queensland Government Agencies.
A checklist outlining the annual reporting requirements can be accessed at www.qpac.com.au
Yours sincerely
HENRY SMERDONChair
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About the Queensland Performing Arts Centre
The Queensland Performing Arts Centre (QPAC) is the State’s leading home of live performance. Located on the banks of the Brisbane River, QPAC is one of four organisations that make up the state’s Cultural Centre.
QPAC fosters an environment of innovation, creativity, entrepreneurship and learning. QPAC is driven by a desire to entertain, a capacity to create and the genuine wish to support moving and memorable experiences.
QPAC’s operations are underpinned by a belief in the essential value of performing arts as well as the broader contribution art can make to cities and societies. QPAC encourages participation in the arts and engagement in creative process as a means of promoting learning, wellbeing, civic participation and social inclusion. QPAC takes a leading role in the advancement of research and debate that articulates the value of creative industries as fundamental drivers of economic growth.
Each year QPAC showcases the best in performance from Australia and around the world. Our venues host leading international and Australian actors, dancers, musicians, artists and companies. In addition, QPAC produces or co-produces some of Australia’s most innovative and successful shows.
QPAC is also a performance home to some of the State’s leading performing arts companies including Queensland Theatre Company, Company, Company Queensland Ballet, Queensland Symphony Orchestra and Opera Queensland.
Host to over a million people in 2011-12, QPAC delivers integrated services designed to offer audiences an experience that extends beyond the walls of the theatre, providing information and exchange before they arrive and inviting dialogue after they have gone.
Our Purpose
QPAC is operated by the Queensland Performing Arts Trust (the Trust). The Trust is a Queensland Government statutory body, created and with responsibilities outlined in the Queensland Performing Arts Trust Act 1977.
The Trust’s purpose, as set out in the Act, is to contribute to the cultural, social and intellectual development of all Queenslanders. In achieving this purpose, the Trust functions:
a. to produce, present and manage the performing arts in the building occupied by the Trust at the Queensland Cultural Centre or any other building;
b. to establish and conduct schools, lectures, courses, seminars and other forms of education in the performing arts;
c. to teach, train and instruct persons and promote education and research in the performing arts;
d. to provide or assist in providing premises and equipment for the purpose of the presentation of the performing arts;
e. to promote and encourage the development and presentation of the performing arts;
f. to promote and encourage public interest and participation in the performing arts;
g. to promote and encourage either directly or indirectly the knowledge, understanding, appreciation and enjoyment of the performing arts;
h. to encourage, for persons resident in Queensland
i. participation as performers for the performing arts; and
ii. involvement in other aspects of the performing arts
i. to perform the functions given to the trust under another Act;
j. to perform functions that are incidental, complementary or helpful to, or likely to enhance the effective and effi cient performance of, the functions mentioned in paragraphs (a) to (i);
k. to perform functions of the type to which paragraph (j) applies and which are given to the trust in writing by the Minister.
For performing its functions, the Trust has all the powers of an individual and may, for example, enter into arrangements, agreements, contracts and deeds; acquire, hold, deal with and dispose of property; engage consultants; appoint agents and attorneys; charge, and fi x terms, for goods, services, facilities and information supplied by it; and do anything else necessary or desirable to be done in performing its functions.
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QUEENSLAND PERFORMING ARTS CENTRE
The principles intended to guide the achievement of the object of the Act are the following –
a. leadership and excellence should be provided in the performing arts;
b. leadership and excellence should be demonstrated in the management, on a commercial basis, of venues used for the performing arts, for the benefi t of performing artists;
c. there should be responsiveness to the needs of communities in regional and outer metropolitan areas;
d. respect for Aboriginal and Torres Strait Islander cultures should be affi rmed;
e. children and young people should be supported in their appreciation of, and involvement in, the performing arts;
f. diverse audiences should be developed;
g. capabilities for life-long learning about the performing arts should be developed;
h. opportunities should be developed for international collaboration and for cultural exports, especially to the Asia-Pacifi c region; and
i. content relevant to Queensland should be promoted and presented.
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Our Vision
Queensland’s entertainment destination and the leading presenter of performing arts in the Asia Pacifi c.
Our Strategic Focus
In order to support the achievement of the vision, QPAC’s Strategic Plan 2010–2014 outlines multiple priorities across four key focus areas:
EntertainmentObjective: To program, produce and co-produce high quality innovative performing arts.
Public ParticipationObjective: To deliver arts, entertainment and enrichment for every person of every age, every day.
Strategic RelationshipsObjective: To build and strengthen relationships that adds value and brings mutual benefi t.
Commercial OpportunitiesObjective: To deliver integrated commercial services that meet the highest industry standards.
Our Values
PassionWe are curious, relentless and committed.
LeadershipWe are responsible for creating a respectful environment where our teams work positively, creatively and inclusively.
Creativity and InnovationDare to seek new ways to grow, express and challenge ourselves without fear of failure.
CollaborationProactively work together to seek mutually benefi cial solutions that embrace and strengthen our core.
Engagement We stimulate connection through understanding and active participation.
IntegrityA commitment to ensure a group consciousness of respect, questioning and open communication in a supportive and non-judgemental environment.
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QUEENSLAND PERFORMING ARTS CENTRE
Chair’s overviewThe 2011-12 year for QPAC was both extremely challenging and extremely rewarding. It tested the resilience of our staff to put aside the adversity and impacts of the January 2011 fl oods on our business and strive even harder to meet the aspirations and expectations of our patrons and other stakeholders.
It is testament to what a fabulous team we have at QPAC - my fellow board members, the CEO and his executive team and staff generally – and it is with great pride that I can say QPAC has had one of its best years ever. Financially, artistically, technically and in the important servicing of our many patrons and users of our facilities, we have excelled.
It has been a huge challenge to have four major musicals in the Lyric Theatre – Dr Zhivago, Rock of Ages, Mary Poppins and Annie. The Disney Production of Mary Poppins was a huge success for QPAC and was our highest selling musical in over a decade.
Overall we had in excess of one million patrons visit with us across 1 427 performances in the four theatres and ancillary spaces.
Financially, our operating surplus for the 2011-12 year was $114 000 as against an operating surplus of $882 000 in the previous year. The surplus recorded in 2011-12 is after providing for two extraordinary items, namely approximately $446 000 one-off payment for six staff who took advantage of a Voluntary Separation Scheme available to Government employees and a one off write down of investments of around $385 000. Adjusting for these two extraordinary items shows that the underlying surplus is approaching $1.1 million.
As a Government statutory body, we believe we have a responsibility to maximise the public value of all that we do by delivering great outcomes for all our stakeholders. We have identifi ed and grown income sources that underpin a diverse range of product to support our legislative mandate to contribute to the social, intellectual and cultural development of all Queenslanders. We can do this because we successfully balance the public good with the required commercial imperatives.
We are particularly pleased with the success of our qtix ticketing operation. It has been a signifi cant revenue generator in its own right as well as underpinning our marketing strategies with the quality and depth of its data base. It has also helped our major home companies with their own customer relationship management strategies.
Our offerings during the year in our major theatre spaces are outlined in more detail in other areas of the report. However I want to highlight three areas that I and the team are particularly proud of:
• Vienna Philharmonic Orchestra: In October 2011 this wonderful Orchestra gave two unforgettable performances in the Concert Hall as part of QPAC’s commitment to bring the best of the best to Brisbane. One of those performances was simulcast live to six major centres throughout the State with a total audience of almost 3 500 in Mt Isa, Cairns, Townsville, Rockhampton, Gladstone and Mackay enjoying the performance in real time. We expect to do more of these broadcasts in the coming years
• QPAC International Series: During the latter part of the year, we launched our QPAC International Series. The QPAC International Series will bring internationally renowned companies to perform exclusively in Brisbane in coming years. The fi rst in the International Series is a two week residency by the Hamburg Ballet, Hamburg Philharmonic Orchestra and Hamburg State Opera. The QPAC International Series will give our patrons the opportunity to experience the world’s best performing arts companies right here in Brisbane. Also we anticipate it will entice visitors not just from the South East corner of the state but from across Queensland and the rest of Australia contributing to building cultural tourism in Queensland. The list of companies planned to visit in the next fi ve years reads like the “who’s who” of world performing arts.
• The Out of the Box Festival: This outstanding and much loved biennial Festival for young children exceeded all our expectations with over 91 000 patron admissions recorded over the 6 days of the Festival. By any measure it was an outstanding success and continues to grow in stature and appeal in its important demographic.
2011-12 was a great year for QPAC and I want to thank all who have contributed to making it a year to remember. There are challenges ahead as increasing demands put stress on our facilities. Our audience is also expanding with greater aspirations and a need for diversity of experience which will continually test our capacity to deliver and meet expectations. Further developing our cultural tourism strategy will also be important. We believe we have the team, the commitment and the passion to make Brisbane a culturally vibrant city of which we can all be proud.
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Chief Executive’s overviewIn 2011-12, QPAC exceeded its visitation target of one million. While QPAC measures its success against a range of indicators, none speak more powerfully to the relevance of our programming than the number of people who have chosen to come to the Centre. The diversity of the program, which drew together the best of national and international commercial producers and showcased Australian and international artists and companies in both contemporary and classic works, provided audiences with a myriad of choices.
In presenting this program, QPAC worked with government, tertiary institutions, corporate supporters and community organisations to ensure that its scope was both broad and deep. The program, which resonated so strongly with Queenslanders and tourists, is the result of partnerships which have been developed over many years.
Working with all three levels of Government was demonstrated in the successful delivery of our Opera Australia season in May-June 2012. A season of this scale is a mammoth undertaking for all parties, with Government support and facilitation playing an essential role in the presentation. While the season was fi nancially supported by Events Queensland and Arts Queensland, further support was provided by the Federal Government to ensure that a live simulcast of an Opera Australia season would be broadcast to regional centres later this year. This broadcast will be received in venues owned and managed by various Councils throughout the State.
While also a fi nancial supporter of QPAC endeavours, Griffi th University staff and students worked with QPAC by sharing technical expertise and skills through 2011-12. In turn, QPAC provided low cost accommodation for a number of Griffi th programs, presentation opportunities for students and support for Conservatorium. A highlight of shared learning experiences for both organisations was the premiere live simulcast of the Vienna Philharmonic Orchestra in October, with Griffi th Film School working alongside QPAC production teams.
QPAC has been especially fortunate in 2011-12 with QUT facilitating the appointment of our inaugural Scholar-in-Residence, Adjunct Professor Dr Judith McLean. It was particularly fortuitous that QPAC was able to access her expertise and guidance in the development of the curatorial framework underpinning the 2012 Out of the Box Festival, and the development and delivery of the Connecting the Dots… symposium, focussed on engaging parents, teachers and educators in the importance of arts education experiences for children.
QPAC works closely with its precinct partners, QAGOMA, the Queensland Museum and the State Library. In 2011-12, this collaborative approach was evident in two major cross-precinct festivals, the Torres Strait Island Festival as well as Out of the Box festival. The breadth of programming and exhibitions, lectures and workshops for these festivals drew on the expertise and collections of each of Queensland’s major cultural institutions to provide visitors with rich and engaging experiences.
The twenty-fi rst century will be the Asian century. The importance of building relationships in the Asian performing arts and entertainment sectors has been impressed upon QPAC staff and our board. QPAC is a major performing arts centre in the Asia-Pacifi c region and it is important for us to continually learn and expand our awareness, understanding and experience of other worlds and their histories and artists. Asia is a diverse, complex and nuanced region and there is no doubt it will take long term and meaningful engagement for great partnerships and projects to be realised.
In 2011-12 QPAC lifted its focus on Asia and I was fortunate to travel to the region twice in 2012. In February, I visited Korea, Japan and a number of cities in China to establish relationships with the major performing arts centres in those countries, including the National Centre for the Performing Arts (NCPA) in Beijing. This trip was an invaluable exchange with the cultural sector and its leaders in these distinctive parts of the world and also allowed me to raise their awareness about QPAC and its achievements and reputation in a number of areas. One of the outcomes of this trip was that I was invited to attend and present at the World Theatre Forum at the NCPA in Beijing in June. This was a great opportunity to meet more arts leaders from Asia and the world, and further my understanding of the state and aspirations of China’s cultural industries.
Asia will increasingly become a focus for QPAC within its international agenda. I am particularly excited by the artistic, commercial and educational opportunities greater engagement will create for our artists, professionals and communities as we progress.
I credit this year’s outstanding successes to the expert guidance and advice from Henry Smerdon and the Board, together with the creativity, diligence and passion of the QPAC team. I thank everyone for their support and efforts through 2011-12.
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2011-12 Highlights and Achievements
2011-2012 marks the fi rst year QPAC visitation reached one million people in one year. People came to QPAC to see 1 427 performances, an average of almost four performances per day, across 255 seasons.
Live performance
QPAC hosted the internationally renowned Vienna Philharmonic Orchestra (VPO) for two concerts in October 2011. Both concerts were sold out and the second concert was simulcast live to six venues in regional Queensland. The live simulcast was the fi rst such venture by QPAC and effectively doubled the number of people able to enjoy the concert. VPO was a highlight on Brisbane’s cultural calendar. A VPO rehearsal session was open to music students which provided an opportunity for those students to learn from VPO.
Mary Poppins was the most successful musical at QPAC in over a decade and second highest selling musical at QPAC’s history. At a time when families in particular are watching their budgets the phenomenal success of pre-sales and full houses was remarkable. This was the fi rst time QPAC has hosted a musical by international entertainment giant Disney and with such success we hope it will not be the last.
In the last year QPAC was one Australian venue to host a season of the new musical version of Dr Zhivago based on the book by Boris Pasternak. QPAC also invested in this production which is now showing in Asia. This musical was developed and premiered in Australia. Often musicals are developed in Europe or America and come to Australia after long seasons overseas, Dr Zhivago was a truly fresh experience for Australian audiences and the feedback was positive indicating that trialling musicals in Australia may become more common in the future.
Perennially popular musical Annie returned to the Lyric Theatre in 2012. This family-friendly favourite played to sold out Annie returned to the Lyric Theatre in 2012. This family-friendly favourite played to sold out Annieaudiences. Annie provided opportunities for young performers to participate, and for younger audiences to visit QPAC.
Opera Australia (OA) returned to the stages in Brisbane after 25 years with Julie Taymor’s The Magic Flute and Baz Luhrman’s The Magic Flute and Baz Luhrman’s The Magic FluteA Midsummer Night’s Dream. Funding from the Federal and State Governments ensured this season went ahead and there are plans for future seasons from OA in the years ahead. QPAC and OA have been working together to determine the best outcomes for the future relationship.
QPAC Museum
In 2011-12, QPAC Museum presented two exhibitions in the Tony Gould Gallery, attended by a total of 11 420 visitors. The Mary & Me exhibition tied in with QPAC’s season of Mary & Me exhibition tied in with QPAC’s season of Mary & Me Mary Poppins. This exhibition was particularly unique for Brisbane and Queensland audiences with the author of the Mary Poppins books, P. L. Travers, hailing from Maryborough, Queensland. Mary & Me included archival video and costumes from the current musical version of & Me included archival video and costumes from the current musical version of & Me Mary Poppins as well as papers from the P. L. Travers collections at the Mitchell Library at the State Library of New South Wales.
A View from the Sixth Row celebrated one person’s unique vision of the performing arts and featured works in the performance as well as ‘behind the scenes’. Photographer Reina Irmer is well-known to performing arts companies visiting QPAC for her passion and talent in capturing unique moments on stage. From the mid-1990s to the present day Reina has taken photographs from the audience perspective, during the fi nal dress rehearsals with only available stage lighting. This exhibition featured a selection of Reina Irmer’s images with an emphasis on recent productions including Fame, West Side Story, Queensland Ballet’s The Nutcracker and musical The Nutcracker and musical The Nutcracker WICKED.
Public Participation
In July 2011 the entire Cultural Centre collaborated on Torres Strait Islands: A Celebration. Each institution in the Cultural Centre contributed to this celebration. QPAC’s contribution was to host the 2011 Mabo Oration by Terri Janke, in association with Anti-Discrimination Commission Queensland, as well as the premiere performance of Bangarra Dance Company’s Belong. QPAC also contributed to the book documenting this celebration of culture.
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In 2012 the KITE Arts Education Program @ QPAC, an early childhood arts education initiative of Education Queensland in partnership with QPAC, concluded its three-year iteration. Over three years KITE has collaborated with teachers and children in the Logan and Wide Bay Burnett Districts to engage in deep, rich and meaningful arts based learning; to create six theatre performances; and to develop community networks between schools and key arts and cultural institutions.
The QPAC Choir is an audition choir that rehearses weekly at QPAC and performs throughout the year. In 2012 the QPAC Choir welcomed a new director, Timothy Sherlock. Performances by the QPAC Choir at QPAC in 2011-12 included QPAC’s annual Spirit of Christmas and at a concert in June Pure Imagination.
Green Jam sessions at QPAC continue to be popular and provide opportunities for local and emerging artists to perform. Green Jam additionally opens up the Melbourne Street Green as a venue and captures a market for patrons to attend QPAC who may not otherwise attend traditional performances at QPAC. While some Green Jam sessions were affected by weather in 2011-12 attendances were still strong.
Commercial Investments
QPAC is Australia’s largest institutional investor in commercial musical theatre. QPAC’s investments contribute to the viability of the performing arts as an art form and ensure continuing supply into its largest venue, the Lyric Theatre. During 2011-12 QPAC continued its role as an investor and consolidated its relationships with Australia’s major producers, investing in the tour of Annie to Sydney, Brisbane, Melbourne and Perth. A profi t will be made on this investment. During the fi nancial year QPAC’s investment in Love Never Dies was lost in part due to the early closure during its Sydney season and the remainder of the tour being abandoned.
Festivals
As in previous years QPAC again hosted several performances for the 2011 Brisbane Festival including international pianist Evgeny Kissin, the world premiere performance of Australian composer Elena Kats-Chernin’s Symphonia Eluvium and Sydney Dance Company’s The Land of Yes and the Land of No. The popular Santos City of Lights brought people to QPAC to watch the nightly laser show from the Cultural Forecourt.
In 2012, the biennial Queensland Music Festival (QMF) returned to venues at QPAC. As part of the Festival QPAC co-produced Piano Lessons with QMF, an original work that premiered in the Festival.
2012 marked the twentieth birthday for the Out of the Box Festival. Between 12 and 17 June the Cultural Centre was taken over by children under eight years old, their parents, carers and teachers. With over 91 000 admissions across workshops, performances, free events and the specially designed Out of the Box Symposium, Connecting the Dots…, this was the biggest Out of the Box yet. QPAC presented three premiere works at this year’s festival including The Flying Orchestra, Stradbroke Dreamtime with Queensland Theatre Company and Dreamtime with Queensland Theatre Company and Dreamtime Invisible Me with the Southern Cross Soloists.Invisible Me with the Southern Cross Soloists.Invisible Me
Home Companies
QPAC’s four home companies – Queensland Theatre Company, Opera Queensland, Queensland Ballet and Queensland Symphony Orchestra – delivered strong programs across each of QPAC’s theatres. Collectively the companies presented 248 performances during the year, generating attendances of 148 003.
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Entertainment
Program, produce and co-produce high quality, innovative performing artsQPAC’s role as a leading entertainment destination is evidenced in the scale and breadth of its program, a range of collaborations; recognition within the community and position as the State’s foremost centre for live performance. Each year, QPAC delivers entertainment options in a program that mixes Australian and international artists across classic and contemporary forms that bring together arts experts and fi rst time visitors.
A wide range of performing arts QPAC’s theatres and foyers are rarely quiet spaces. As a major performing arts centre, QPAC is alive day and night with performances, rehearsals, meetings and creative development. Throughout 2011-12 1427 performances were presented across the Centre’s four theatres and outdoor performance spaces which equates to an average of almost four performances per day.
The performances covered a wide range of performing arts genres and included: classical and contemporary dance and music; comedy; theatre; opera; physical theatre; musical theatre; family programs; and festivals and special events. Traditionally, theatre, musical theatre as well as ballet and dance are larger scale works and have longer runs in our venues. Conversely, forms such as contemporary music and comedy regularly play only one or two performances. These variations in the length of seasons make it possible for Concert Hall to host dozens of seasons of different artists during the run of one musical in the Lyric Theatre.
QPAC’s annual program is a combination of works produced in-house by QPAC, works developed or presented in collaboration with other artists or companies and works presented exclusively by external hirers. This multi-faceted model offers QPAC fl exibility in the management of its venues and ensures audiences are offered the best and most diverse range of productions.
In 2011-12 QPAC produced a program that encompassed festivals, single night performances, full seasons, exhibitions and international exclusives. The program spanned genres from comedy to jazz and played in all theatres and outdoor spaces. It featured:
The Torres Strait Islands: A Celebration including the 2011 Mabo Oration and Bangarra Dance Company’s Belong; The Australian Dance Awards; Cradle Songs; Le Grande Cirque – Adrenaline; Vienna Philharmonic Orchestra; Green Jam sessions; Harvest Rain (James and the Giant Peach); Ballet Theatre of Queensland (Cinderella); Ozfrank Theatre Film (OzFrank 2012 Summer Program); I Musici – Viva Italia 60th Anniversary Tour; Expressions Dance Company (R&J); shake & stir (R&J); shake & stir (R&J Animal Farm); Australian Ballet (Romeo and Juliet); An Evening with Chris Botti; Out of the Box Festival.Romeo and Juliet); An Evening with Chris Botti; Out of the Box Festival.Romeo and Juliet
Local, national and internationalIn 2011-12, QPAC collaborated with many local, national and international organisations from both the commercial and subsidised sectors:
Skyline Theatricals Pty Ltd (Dr Zhivago); Major Brisbane Festival Pty Ltd (Evgeny Kissin, Mortal Engine, Maria De Buenos Aires, Circus Oz –Steampowered, Sydney Dance Company The Land of Yes and the Land of No; Australian Chamber Orchestra national subscription tour; Queensland Music Festival (Piano Lessons, Randy Newman with Queensland Symphony Orchestra, Queensland Country Comfort Hour); Dylan Moran; Senior Superstar Grand Finals; Queensland Country Comfort Hour); Dylan Moran; Senior Superstar Grand Finals; Queensland Country Comfort Hour QI Live; Spring Awakening; Whispering Jack concert; John Cleese; Ukulele Orchestra of Great Britain; Flamenco Fire (Gypsy Pathways).
Venue utilisation QPAC exceeded its venue utilisation target of 75%, achieving 85% over 2011-12. QPAC’s four theatres are used for performances, rehearsals, workshops and corporate events. Throughout the year, scheduled maintenance periods are also allocated to ensure theatres comply with workplace health and safety requirements and that QPAC’s technical equipment remains at the forefront of industry standards. One of QPAC’s key priorities identifi ed in the strategic plan is to maximise venue usage. A number of strategies are employed to ensure each of the theatres, in particular the Lyric Theatre, are live as many nights of the year as possible.
2011 – 12 was the fi rst time QPAC presented a simultaneous season of live comedy performances during Opera Queensland’s (OQ) season – using the Lyric Theatre on traditional OQ dark nights which ensured QPAC remained vibrant and brought in new audiences. This model will be used in future seasons when there are dark nights in the Lyric Theatre.
This year the Lyric Theatre featured 22 different productions and achieved 95% utilisation. This included exclusive seasons from Opera Australia and The Australian Ballet, and four major musicals; Doctor Zhivago, Rock of Ages, Mary Poppins and Annie. The Lyric Theatre featured a mix of musical theatre, music, comedy and dance that attracted audiences across all age
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groups. This included children’s works such as The Flying Orchestra and Nick Junior’s Dora the Explorer LIVE!, as well as Opera Queensland’s Tosca, Carl Barron, The Ten Tenors, Le Grand Cirque’s Adrenaline, and audience favourite John Farnham. The Brisbane season of Mary Poppins, Disney’s fi rst major musical presentation to open in Queensland, ran for three months and was QPAC’s highest selling production in more than a decade.
QPAC brand International exclusives alongside the best in local and national performing arts experiences helped to build QPAC’s brand as a leading performing arts centre in Australia and the Asia Pacifi c. Full in-theatre productions combined with free and outdoor programs as well as Festivals and collaborations with our Cultural Centre partners contributed to the QPAC brand recognition.
A recent survey conducted found that 57% of respondents were aware of QPAC unprompted and that prompted recognition was at 91%. QPAC had the highest rate of unprompted awareness of all live entertainment venues in Brisbane according to survey results.
Cultural Centre QPAC is one of the four organisations that make up Brisbane’s Cultural Centre and values its position within this environment. The unique location and combined capacities of the Cultural Centre organisations enable large and small scale collaborations and partnerships. In 2011 all four organisations collaborated with Torres Strait Islands: A Celebration. This Celebration saw each organisation curate programs unique to their art form and that fi t within the banner of celebrating Torres Strait Islander culture. QPAC presented Bangarra Dance Theatre’s premiere work Belong and the Mabo Oration 2011 featuring Terri Janke. QPAC also contributed to the Torres Strait Islands publication.
In 2012 QPAC again collaborated with the Cultural Centre to present the Out of the Box Festival. Whilst the majority of performances, workshops and free events were held at QPAC, a number of Out of the Box events were held across the Queensland Museum, State Library of Queensland and the Gallery of Modern Art. Of particular note was the Connecting the Dots… Symposium held at The Edge, State Library of Queensland over three days of the Festival.
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Genre by Performances
Ballet & Dance 8%
Comedy 3%
Children’s/Family
11%11%11%
Classical Music 5%
Festivals (Multi-Category) 1%Festivals (Multi-Category) 1%
Festivals (Single-Category) 22%Musical Theatre 25%
Contemporary Music 5%
Opera 2%
Special Events 4%Special Events 4%
Theatre 14%Theatre 14%
Genre by Ticket Sales
Ballet & Dance 9%
Comedy 6%
Children’s/Family 8%
Classical Music 6%
Festivals (Multi-Category) 1%Festivals (Multi-Category) 1%
Festivals (Single-Category) 4%
Musical Theatre 41%
Contemporary Music 7%
Opera 3%
Special Events 6%
Theatre 9%Theatre 9%
Genre by Seasons
Ballet & Dance 9%
Comedy 5%
Children’s/Family 6%
Classical Music 26%
Festivals (Multi-Category) 3%
Festivals (Single-Category) 10%Festivals (Single-Category) 10%Festivals (Single-Category) 10%
Musical Theatre 7%
Contemporary Music 16%
Opera 3%
Special Events 10%
Theatre 5%
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Public Participation
Deliver arts, entertainment and enrichment for every person of every age, every day.QPAC focuses on maximising public participation as part of its strategy to deliver the best in arts, entertainment and enrichment for a wide audience. QPAC defi nes participation as the active connection and involvement with people, ideas and experiences.
To attract and maximise public participation, QPAC identifi ed priorities around recognition, visitor experience, and audience engagement, the vibrancy of the South Bank precinct, cultural diversity and learning.
Recognition QPAC is increasingly recognised in the Asia Pacifi c region as a leading performance arts centre passionate about collaboration, creativity and innovation. QPAC’s operations are underpinned by a belief in the essential value of performing arts as well as the broader contribution art makes to cities and societies. QPAC supports participation in the arts and engagement in creative processes as a means of promoting learning, well being, civic participation and social inclusion. QPAC’s programs produce social, educational and cultural benefi ts for the state as well as contributing to the increasing recognition of Brisbane as a cultural tourism destination.
This year QPAC further consolidated this reputation by attracting over one million visitors, a fi rst for QPAC, presenting companies and artists from around the world and partnering with an eclectic mix of emerging and established artists, major commercial producers, small companies and collectives. QPAC staff are recognised as industry specialists and are consistently sought out to offer advice and training and to present at conference and forums. QPAC CEO John Kotzas presented a keynote speech at the World Theatre Forum in Beijing.
Visitor experience QPAC’s commitment to audiences extends beyond the experience inside the theatre to include all aspects of the public’s interactions with the Centre. QPAC recognises that part of the theatre experience comes from education and information before the show, what the patron experiences on the stage and during their visit as well as ongoing conversations with our guests after a performance to complete a holistic review and maintain a commitment to continuous improvement of our services.
Patron Services are committed to deliver exceptional customer service which is responsible for a major part of the visitor’s experience at the Centre. After purchasing tickets, the Patron Services team are the fi rst and last touch points that patrons interact with at QPAC.
Patron Services team include Front of House staff, merchandise sellers, First Aid and Stage Door offi cers, QPAC Museum gallery attendants, chefs, kitchen hands, Café, Bistro, Restaurant and Playhouse Café attendants, bar attendants across the Centre’s eight bars and Green Room attendants.
Integration with the QPAC website continues to improve with the majority of sales now coming from the website where people are able to choose their own seat and are given a photo of the view from certain sections of the theatre. The QPAC website also offers integration in booking
The combined Front of House and Food and Beverage team comprises approximately 300 casual staff. During the season of Mary Poppins in 2012 patron services rostered around 830 front of house shifts and 565 food and beverage shifts each fortnight to ensure QPAC’s operational needs and the needs of our guests were anticipated and not only met but exceeded.
New and existing audiences QPAC has continued to expand engagement with audiences in 2011-12. Website traffi c has increased over 22% since 2010-11 with the majority of bookings for performances (78%) coming from the website. QPAC launched a mobile site in September 2011 in recognition of the huge increase in people accessing information from smart phones and tablets. The QPAC website and Facebook pages have been enabled to accept patron reviews that allow our audience to directly post reviews and generate discussion around performances, often faster than reviews are available through newspapers and magazines. The ‘My Account’ feature on the QPAC website allows patrons to view upcoming and past events, reprint their print@home tickets and view their booking details and booking confi rmation. Social network sharing has also been enabled for upcoming events.
The number of patrons who connect with QPAC via social media has increased over 2011-12 with the QPAC Facebook page now having over 20,000 fans. Twitter followers have increased 50% on last year’s total. Social media allows QPAC to interact in a more immediate way than a traditional website does and patrons can provide instant feedback and engage in conversations more readily.
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QUEENSLAND PERFORMING ARTS CENTRE
In 2011-12 QPAC’s audience demographics saw an upswing in under 18s attending the centre with 18.5% of all audiences being under 18. This was due to the Out of the Box Festival and musicals such as Mary Poppins and Annie. Most other demographics remained steady.
Precinct The Cultural Centre and South Bank precincts continue to be activated with expanding restaurants and retail outlets, new buildings and high levels of pedestrian traffi c from local, intra-state, inter-state and international visitors. The precinct around QPAC has had some signifi cant changes over the past year.
The ABC Building has now opened and is fully operational. The Queensland Symphony Orchestra is in the process of moving into their new offi ces and studio at the ABC Building and we look forward to working in such close proximity with one of our home companies. The entry to the Conservatorium continues to evolve and the spaces between the Conservatorium and the ABC Building are becoming more active each day.
QPAC welcomes the new Brisbane Convention and Exhibition Centre extension – BCEC on Grey (Street). This new facility, along with the ABC Building, has opened up an area of Grey Street that was previously underutilised.
With changes to governance at South Bank QPAC looks forward to working with a new Chair of the South Bank Corporation and to working with Brisbane City Council as the main government funding body for the Corporation. The South Bank precinct continues to grow with more cafés, restaurants and shops opening each month.
Cultural diversity QPAC’s engagement with culturally and linguistically diverse communities in 2011-12 resulted in some vibrant, rewarding and well-attended events. The focus was on the presentation of works by or about non-Western peoples and Aboriginal and Torres Strait Islander communities.
QPAC recognises and supports the vision and objectives outlined in Arts Queensland’s Aboriginal and Torres Strait Islander Arts Policy 2009-2013. In presenting work relating to Aboriginal and Torres Strait Islander communities, QPAC continued its positive partnerships with several organisations.
During the year, QPAC joined with its cultural precinct partners (Gallery of Modern Art, Queensland Art Gallery, Queensland Museum and State Library of Queensland) to present Torres Strait Islands: A Celebration A Celebration A which opened on 1 July 2011. QPAC’s contribution to this celebration included its presentation of Bangarra Dance Theatre’s Belong; the fourth Mabo Oration presented with Anti-Discrimination Commission Queensland and featuring an oration by lawyer and author Terri Janke; a comprehensive program of free performances staged in the Cascade Court and Melbourne Street Green; and a cross-precinct partnership on the publication of Torres Strait Islands, a high quality book showcasing the outstanding collections and performance programs of the major arts organisations located at South Bank.
QPAC also continued its long term relationship with Aboriginal Centre for Performing Arts (ACPA) through the presentation of Stolen by Jane Harrison and directed by ACPA Artistic Director Leah Purcell in November 2011.
In late 2011, QPAC and Queensland Theatre Company committed to a formal arrangement for the development and presentation of Aboriginal and Torres Strait Island work. The fi rst co-presentation by the partners was Sydney Theatre Company’s Bloodland an extraordinary production by Stephen Page and Bangarra Dance Theatre. This work, performed in Bloodland an extraordinary production by Stephen Page and Bangarra Dance Theatre. This work, performed in BloodlandYolgnu and pidgin was presented in QPAC’s Playhouse in March 2012. The partners also came together to commission, produce and present a new work for children which premiered at QPAC’s Out of the Box Festival in June 2012. Stradbroke Dreamtimebased on the book by Oodgeroo Nunukul, was directed by Sue Rider and featured choreography by Gail Mabo and music composition by Kahl Wallace and Jhindu Lawrie.
Performances presented at QPAC representing non-Western peoples included:
• Flamenco Sin Fronteras presented in July 2011
• The Imperial Russian Ballet Company presented in September 2011
• The Shaolin Warriors during September 2011
• Maria De Buenos Aires during the Brisbane Festival in September 2011
• Celebrations of the Golden Jubilee Korea – Australia presented by the Queensland Korean Orchestra Council in October 2011
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2 0 1 1 - 2 0 1 2 A N N U A L R E P O R T
• The Laughing Samoans in October 2011
• The Chinese Acrobatic Spectacular presented by Voice of Australian Chinese Pty Ltd in February 2012
• I Musici – Viva Italia 60th Anniversary Tour presented by QPAC in February 2012 Anniversary Tour presented by QPAC in February 2012 Anniversary Tour
• Buddha Birth Day Meditation Sessions offered by Buddha Light International Association Queensland in May 2012.
Learning In 2011-12 a review was undertaken of the Learning and Development practices. The result has been to enhance QPAC’s competency framework that is based on the four pillars of training (job role specifi c, compliance, professional development and career planning). A compliance register was set up to ensure that a comprehensive register of all licences and registrations is maintained which is readily available to all stakeholders. Furthermore a mandatory unit specifi c induction has been developed for all units that underpin the existing QPAC Corporate and Workplace Health and Safety inductions.
A leadership and management program was implemented for the Executive Team with particular emphasis on building productive working relationships, identifying strategic direction and achieving results to ensure effectiveness and effi ciencies across the organisation. This program integrated into the newly developed competency framework and aligns with the workforce performance and recruitment and selection activities. A supervisor program was offered for staff in frontline supervisory positions to support and develop the leadership capability of supervisors ensuring effectiveness in creating motivated and productive teams. A new format work experience program was introduced to provide school students with experience in the live entertainment industry with a view to possible employment; concurrently successfully addressing recruitment requirements in those areas.
QPAC acknowledges the value of engaging with schools and tertiary institutions in providing work experience and industry placements. Throughout 2012 QPAC has hosted nine work experience students across all three disciplines of Lighting, Staging and Audio Visual and the feedback has indicated that the benefi cial experience has been a two way process. Further for the fi rst time QPAC has provided a dedicated internship for fi ve university students; two in Finance, one in Development, one in Visitors Services and one student as part of QPAC Out of the Box Festival.
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QUEENSLAND PERFORMING ARTS CENTRE
Strategic Relationships
Build and strengthen relationships that add value and bring mutual benefi t
QPAC recognises the critical role partnerships play across all areas of our work. Partnerships expand our capacity, enrich our everyday practice, encourage us to think from different perspectives and offer opportunities for growth. Like QPAC’s business, our relationships are varied and support a range of activity from the creation of new creative works to delivering impeccable customer service. These relationships take a number of forms and vary in their depth and longevity.
Producers and presenters Some of the most critical relationships for QPAC are those with producers and presenters. In 2011-12 QPAC partnered with producers and presenters locally and from around the world. QPAC is a signifi cant investor in commercial musicals and in 2011-12 partnered with the Gordon/Frost Organisation on Annie.
QPAC also partnered with leading Australian producers Leo Schofi eld and Ian McCrae to secure and present two concerts by the Vienna Philharmonic Orchestra in October 2011.
As a presenting partner, QPAC co-presents with local organisations as well as many companies from around Australia. A co-presentation is usually driven by multiple factors and will often focus on expanding the local audience base and/or developing the production quality. For example, QPAC regularly co-presents with national companies Bangarra Dance Theatre and The Australian Ballet, and this year with Opera Australia; and state based companies Expressions Dance Company, Zen Zen Zo Physical Theatre, Queensland Theatre Company, Queensland Symphony Orchestra, Queensland Ballet as well as the Queensland Conservatorium, Griffi th University, Brisbane Festival and Queensland Music Festival. The issues that infl uence QPAC’s decision to enter into partnerships as well as the outcomes sought vary enormously and range from enhanced public participation to art form development or commercial opportunities.
Industry partnerships QPAC is a leading organisation in the performing arts sector in Queensland. As much as QPAC is a venue, QPAC also has a strong focus on strategic relationships within the overall arts industry. Through these industry partnerships QPAC seeks to support the development and advancement of the performing arts industry and to maintain strong and productive working relationships with a variety of artists and organisations.
QPAC belongs to both the Australian Performing Arts Centres (OZPAC) and Northern Australian Regional Performing Arts Centres Association (NARPACA) networks. These associations create networks and build on professional relationships across the performing arts industry.
A signifi cant part of QPAC’s commitment to industry partners is the artists and companies in residence program. QPAC continued to work with musical ensemble Southern Cross Soloists as Company-in-Residence. Since forming in the mid-1990s Southern Cross Soloists has become one of the most innovative musical ensembles in Australia. In 2011-12 Southern Cross Soloists have two showcase concerts and two concerts in their ‘Music and Words’ series.
Brisbane’s Harvest Rain Theatre Company continues to perform at QPAC with this year showing James and the Giant Peach, The Wizard of Oz, The Neverending Story and The Neverending Story and The Neverending Story Hairspray.
Government stakeholders In 2011-12 QPAC partnered with all levels of Government across a range of projects. Brisbane City Council was again a major sponsor for the 2012 Out of the Box Festival.
QPAC consolidated a partnership with Events Queensland by presenting the Vienna Philharmonic Orchestra (VPO). Extra funding from the Federal and State governments was also granted for this project to assist with costs in a live simulcast of the VPO performance. The VPO live simulcast to six regional Queensland venues was the fi rst such simulcast presented by QPAC. The success of the VPO and live simulcast created the momentum for QPAC and Events Queensland to create a formal partnership in the QPAC International Series to bring international companies to perform exclusively in Brisbane in coming years. The fi rst in this series will occur in August and September of 2012 with the Hamburg Season. A performance in the Hamburg Season will also be simulcast live to venues in regional Queensland.
In 2012 Opera Australia (OA) returned to Brisbane for a performance season for the fi rst time in 25 years. Extra funding from the Federal and State governments made this return season possible. OA will return to Brisbane in coming years.
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2012 marked the fi nal year of QPAC’s KITE Theatre partnership with the Australia Council for the Arts. The culmination of this three year youth arts project was realised at the Out of the Box Festival with the release of the Yonder DVD. Learning and Yonder DVD. Learning and Yonderdevelopment from this project is ongoing.
Corporate communities QPAC continues to embrace corporate partnerships, striving to build mutually benefi cial relationships that support QPAC’s projects and operations and deliver tangible brand outcomes for each partner.
In 2011–2012 QPAC continued its partnerships with PricewaterhouseCoopers, Heritage Bank and Sirromet; all forming the foundations for which QPAC hopes will be long term relationships. Longstanding partners Treasury Casino and Hotel, Qantas and Grinders all continued to drive value and positive outcomes from their association with QPAC.
The new QPAC International Series will present engagement and interest from potential new partners. The gala nature of the Vienna Philharmonic Orchestra season provided a backdrop for The House of Louis Roederer Champagne to showcase its product. QPAC has now established a Venue Partnership with Louis Roederer as well as support for the QPAC International Series.
QPAC’s Out of the Box Festival continues to resonate with partners and this year’s Festival saw many new partners join the family. Special mention must go to IGA, The Courier-Mail, Channel 10 and Oaks Hotels and Resorts for their generous support. It is encouraging that so many corporate partners recognise the value of supporting Out of the Box and the richness it delivers to the community.
International partnerships QPAC is committed to creating and participating in a vibrant arts community in Queensland. Part of this is to export Queensland arts to the world – shows that have been developed in Queensland and at QPAC have been shown around the world. Conversely QPAC seeks the best in international performances to show at QPAC.
QPAC continued its membership of international industry bodies the Association of Asia Pacifi c Performing Arts Centres based in Singapore and the International Society for the Performing Arts based in New York.
In 2011-12 QPAC’s main international focus has been on Asia. The current economic conditions in European and North American are forcing fi scal conservatism for many in the performing arts. Now more than ever is the time that QPAC is strategically aligning itself to Asia. QPAC’s CEO presented a keynote speech at the World Theatre Forum in Beijing in 2012 about Opera in Australia and Ideas for the future. This conference also provided the opportunity to meet performing arts professionals from arts centres around the world. A key purpose of this and other travel is to maintain QPAC’s profi le as a leading international venue and to develop and maintain partnerships that will support QPAC to present a diversity of performing arts product from around the world.
The 2011-12 program featured performances from international artists and companies. Highlights of the international collaborations included the presentation of the Vienna Philharmonic Orchestra and children’s classic Angelina Ballerina with the Royal New Zealand Ballet.
Organisational culture Information workshops continue to be run throughout the year with QPAC’s Organisation Health and Wellness Program offering programs focused on nutrition, fi tness and general lifestyle and health education. In completing its ninth year QPAC’s program continues to have a positive impact on our employees.
With the aim of a continued connection to QPAC employees who have dedicated fi fteen years or more of service to QPAC a new program Friends of QPAC has been rolled out with the aim of continuing QPAC’s engagement and recognition of past employees contribution and commitment.
QPAC’s Reward and Recognition program continues to gain momentum since its inception in July 2007. The purpose of the program is to ensure all employees who go above and beyond are recognised for their outstanding value to QPAC and their contribution. So far to date we have received over two hundred and forty fi ve nominations ranging from outstanding customer service to innovation.
QPAC seriously considers any employee request for fl exible working arrangements to assist our employees to achieve a work life balance and we appreciate how fl exible working can benefi t an employee’s performance through improved motivation and productivity.
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QUEENSLAND PERFORMING ARTS CENTRE
Commercial OpportunitiesDeliver integrated commercial services that meet the highest industry standards.QPAC operates in a fl uctuating market and depends on a strong commercial musical theatre sector to ensure fi nancial sustainability. Approximately one-fi fth of QPAC’s annual revenue is derived from government grants and uniquely among our Cultural Centre neighbours, functions in a commercial environment, operating seven different revenue producing business units. In seeking commercial opportunities, QPAC strives to deliver integrated services to audiences, hirers and partners in order to exceed industry standards and achieve mutually benefi cial outcomes.
Entrepreneurial activity In pursuing long term fi nancial sustainability QPAC balances innovation, experimentation and risk. 70% of QPAC’s business streams are profi t generating, deriving income primarily from venue rental, investments, food and beverage services and ticketing operations.
Full service model In 2011-12 QPAC’s website continued to improve accessibility for patrons. Purchasing tickets through the QPAC website continues to attract the most patrons with 78% of single ticket sales going through the website. QPACs new mobile site was launched in September 2011 and a new sophisticated white label ticketing solution is available for events not held within the QPAC venues.
A recent upgrade has enabled patrons to integrate ticket purchases with food and beverage packages and parking options via the QPAC website.
The website upgrade also allowed for better integration between the QPAC website and social media. Patrons can post their ticket purchases to their social media accounts (Facebook and Twitter) to alert friends and followers to what they are attending. From December 2011 patrons are also able to post reviews to QPAC’s website and Facebook pages. This allows for faster word of mouth early in seasons which has a correlative effect on infl uencing other people to book tickets.
New dynamic content in booking confi rmation emails has allowed QPAC to tailor complimentary messages specifi c to bookings, and to follow up with suggestions for other performances afterwards.
The print@home function on the QPAC website continues to be used and saves on cost of printed tickets. Patrons can now also reprint tickets using the QPAC website’s ‘My Account’ function which also allows patrons to view upcoming and past bookings, view booking details and share events on social media.
Enhanced real time reporting dashboards allow QPAC and promoters to view tickets sales live on their PC, tablet device or smart phone.
Of people who attended performances at QPAC 75% made an additional purchase whilst at the Centre. This includes merchandise for shows, drinks and dinner at QPAC outlets.
Ticketing QPAC is recognised as owning and operating one of the most advanced ticketing systems in the Asia Pacifi c – qtix. This high quality, data-rich ticketing service contributes to the overall success and international reputation of QPAC as a premier performing arts centre.
qtix, with its strong focus on audience profi ling and segmentation provides superior ticketing services not only to QPAC but also to the broader industry. It offers ticket sales through multiple channels – internet, phone, mail, outlets and box offi ce. qtix continues to develop its service this year introducing its white label sales and website offering to external clients, barcode scanning, mobile tickets and customer real time reporting portals.
qtix clients range from large commercial producers to small local organisations and host events both at QPAC and in venues around Brisbane. In 2011-12 qtix provided services to organisations, including Queensland Art Gallery/GoMA, State Library of Queensland, Mercedes Benz Fashion Festival, Brisbane Festival, Delectable Food Festival and the Brisbane Writers Festival.
In 2011-12 qtix issued 1,016,991 tickets to events that took place during the fi nancial year, an increase of 19% on the previous year. Of these, 800,430 tickets were to performances at QPAC and an additional 102,476 to performances in other venues. Actual ticket sales (including events which will take place during the next fi nancial year) were 1,157,165. External venue and events paid ticket sales accounted for 17% of total sales in 2011-12.
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Sold occupancy is calculated as the total number of tickets sold as a percentage of the total number of tickets offered for sale. The sold occupancy achieved for performances across QPAC’s four theatres was 64%. Sold occupancy is one of the key performance measures for a production. Achieving high levels of sold occupancy is critical for all productions, particularly for national and international producers in QPAC.
Food and beverage QPAC’s food and beverage services continue to grow and gain popularity with theatre patrons. In 2011-12 QPAC served over 500 000 meals drinks across the QPAC Café, Bistro, Lyrebird Restaurant and foyer bars. With four major musicals showing in the Lyric Theatre this year QPAC created unique themed food and beverage packages to enhance patron experience. During Mary Poppins which showed at the Lyric Theatre over summer, picnic baskets were available for families to enjoy a more casual and leisurely pre-performance meal on the Melbourne Street Green. The uptake was high and has inspired future work around how to tie in special menus with performances.
Performance Statement
Notes2011-12
Target/est.
2011-12Est. actual (as published in 2012-13 SDS)
2012-13Target/est.
Service standards
Venue utilisation 1 75% 85% 76%
Lyric Theatre 70% 95% 72%
Concert Hall 70% 65% 70%
Playhouse 90% 96% 90%
Cremorne Theatre 75% 82% 75%
Level of audience satisfaction 90% 97% 90%
Level of hirer satisfaction 95% 88% 95%
Other measures
Visitation 1 000 000 1 053 178 1000 000
Attendance at paid events 2 800 000 918 391 800 000
Attendance at unpaid events 3 200 000 134 787 200 000
Presentations
Number of performances 950 1 427 970
Number of seasons 230 255 240
Number of regional venues receiving QPAC programming 4 12 6 14
Number of programs hosted by regional venues 4 4 1 5
Notes:
1. The increases in 2011-12 Est.actual is due to securing additional un-budgeted hires throughout the year, including some at short notice.
2. The increase in 2011-12 Est.actual is due to increased venue utilisa-tion and sold occupancy in major seasons including Mary Poppins.
3. The decrease in 2011-12 Est.actual is due to weather affected outdoor events.
4. The decrease in 2011-12 Est.actual is due to deferred Opera Australia simulcast in 2012-13.
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QUEENSLAND PERFORMING ARTS CENTRE
Corporate Governance
Ethics and Code of Conduct
To ensure a clear understanding of and commitment to the fi ve ethics principles contained in the Public Sector Ethics Act 1994, QPAC has developed and implemented a Code of Conduct for Trust members and employees. The Code of Conduct is distributed to new staff at induction and is available on the QPAC intranet. Trustees and staff continue to abide by the principles contained in the Code.
Recordkeeping
QPAC uses the TRIM record management system to ensure compliance with the Public Records Act 2002 and Information Standard 40: Recordkeeping and Information Standard 31: Retention and Disposal of Public Records.
Ethics and Code of Conduct
To ensure a clear understanding of and commitment to the fi ve ethics principles contained in the Public Sector Ethics Act 1994, QPAC has developed and implemented a Code of Conduct for Trust members and employees. The Code of Conduct is distributed to new staff at induction and is available on the QPAC intranet. Trustees and staff continue to abide by the principles contained in the Code.
Right to Information
QPAC supports the Queensland Government’s approach to giving the community greater access to information. In accordance with the Right to Information Act 2009 and the Information Privacy Act 2009, QPAC makes some information routinely available for the public to access through a publication scheme. These documents are available for download from the QPAC website or in alternative formats by contacting QPAC.
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Consultancies
Consultant Reason for engagement Actual cost $
Livingstones Australia Workplace agreement 23 071
RiskWorks Pty LtdReview of emergency procedures and investigation of alarms
21 499
ARUP Pty Ltd Fire and safety program 7 000
McCormick Traffi c management plan for loading dock 8 500
Professional Brand Audit Brand identity for food and beverage outlets 3 600
Future Food Review of food and beverage 5 876
Deloitte Review of ticketing services and risk management 5 250
The Consultancy BureauDevelopment Unit restructure, Executive Team restructure, ticketing advice, board strategy advice
24 250
Tell Creative QTIX identity and brand 3 240
TOTAL 102 286
Overseas Travel
Name of offi cer and position
Destination Reason for travel Agency cost
Contribution from other agencies or
sources
Bill JessopAssociate Director – Presenter Services
United Kingdom; Spain; Germany; Russia; China (Hong Kong/Macau)
Meet major companies Technical Directors
18 688
John KotzasChief Executive
Korea; Japan; China Meet major companies commercial producers and develop trade relationship between Australia and China
19 017
John KotzasChief Executive
Beijing, China Attend and speak at World Theatre Forum
1 475 Approx 6 614
22
QUEENSLAND PERFORMING ARTS CENTRE
Human Resources
QPAC’s performance management framework underwent a review during 2011 and 2012. The main purpose of this review was to develop a tool that would provide a vital link between QPAC’s Operational Plan, the Unit’s Individual Business Unit Plans, its vision and guiding principles, and the individual. This will ensure that goals and objectives fl ow from the top of the organisation to the personal objectives of each employee. It will foster engagement and will ensure our employees reach their full potential. For the fi rst time performance reviews were also introduced for our casual employees to promote an increased level of engagement with QPAC and the value and importance which QPAC places on our casual employees’ contribution.
QPAC recorded 100% compliance with the Enterprise Bargaining Agreement and nil hours were lost to industrial disputation during this process. QPAC Enterprise Agreement gained an overwhelming 94% support for the ratifi cation of the agreement through Fair Work Australia. QPAC’s Joint Consultative Committee plays a vital role to ensure that employee representative’s have the opportunity to raise and work through organisational issues in a consultative forum with management. This process has fostered closer working relationships between QPAC and employee union representatives throughout 2011 and 2012 with four committee meetings being held.
QPAC’s workforce is made up of 337 full time equivalent staff and the permanent attrition rate is 4.15% and the permanent retention rate is 95.85%.
A Voluntary Separation Program was introduced as part of the Mid-Year Fiscal and Economic Review in January 2011. This program was one of a number of measures designed to deliver additional savings and reprioritise spending. The program was targeted primarily at non-frontline areas, as a service reprioritisation strategy to ensure continued growth in frontline areas. QPAC sought expressions of interest from selected support areas within the organisation. In 2011-12 six employees accepted offers of voluntary separation packages at a cost of $445,602.
23
2 0 1 1 - 2 0 1 2 A N N U A L R E P O R T
Operating Revenue
for the year ended 30 June 2012
Operating Revenue
for the year ended 30 June 2011
Grants (OperatingFacilities) 19%
Marketing & Ticketing 24%
Corporate Services 3%
Presenter Services 32%
Patron Services 22%Patron Services 22%
Grants (OperatingFacilities) 20%
Marketing & Ticketing 20%
Corporate Services 9%
Presenter Services 27%
Patron Services 24%Patron Services 24%
Marketing &Ticketing 17%
Patron Services 25%
Directorate 6%
Corporate Services 21%Corporate Services 21%
Patron Services 23%
Presenter Services 33%Directorate 7%
Corporate Services 24%Corporate Services 24%
Presenter Services 28%
Marketing &Marketing &Ticketing 16%
Operating Expenditure
for the year ended 30 June 2012
Operating Expenditure
for the year ended 30 June 2011
24
QUEENSLAND PERFORMING ARTS CENTRE
2012 2011Notes $’000 $’000
Income from continuing operations Revenues from service activities 8a 35,716 29,956Grants and other contributions 8a 8,900 7,936Other revenue 8a 1,169 1,067
Total Income from Continuing Operations 45,785 38,959
Expenses from continuing operations Employee expenses 8c 25,289 21,039 8c 25,289 21,039 8cSupplies and services 8b 19,588 16,233 Depreciation and amortisation 8b 608 596 Other expenses 8b 186 209
Total Expenses from Continuing Operations 45,671 38,077
Operating Result from Continuing Operations 114 882
Other Comprehensive Income Increase in asset revaluation surplus 406 –
Total Comprehensive Income 520 882
STATEMENT OF COMPREHENSIVE INCOMEFor the Year Ended 30 June 2012
The accompanying notes form part of these fi nancial statements.
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2 0 1 1 - 2 0 1 2 A N N U A L R E P O R T
S TAT E M EN T O F F I N A N C I A L P O S I T I O NA t 3 0 J u n e 2 0 1 2
2012 2011Notes $’000 $’000
ASSETS
Current assets Cash and cash equivalents 9 12,159 9,074 Receivables 10 2,609 2,700 Inventories 11 241 154 Other 12 141 638
Total current assets 15,150 12,566 Non-current assets Intangible assets 13 – – Property, plant, equipment 14 7,725 7,581
Total non-current assets 7,725 7,581
TOTAL ASSETS 22,875 20,147
LIABILITIES
Current liabilities Payables 15 3,639 2,452 Accrued employee benefi ts 16 1,248 933 Other 17 867 161 17 867 161 17
Total current liabilities 5,754 3,546
TOTAL LIABILITIES 5,754 3,546
NET ASSETS 17,121 16,601
EQUITY
Contributed equity 1,033 1,033 Accumulated surplus 3,112 3,374 Reserves – Asset revaluation 19 3,580 3,174 – Building development 2,418 1,500 – Equipment replacement 2,478 2,478 – General 1,500 2,042 – Commercial development 3,000 3,000
TOTAL EQUITY 17,121 16,601
The accompanying notes form part of these fi nancial statements.
26
QUEENSLAND PERFORMING ARTS CENTRE
STATEMENT OF CHANGES IN EQUITYFor the Year Ended 30 June 2012
2012 2011 2012 2011 2012 2011 2012 2011 2012 2011 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000
Balance 1 July 3,374 3,377 3,174 3,174 9,020 8,135 1,033 1,033 16,601 15,719
Operating Result from Continuing Operations 114 882 – – – – – – 114 882
Total Other Comprehensive Income
Increase in asset revaluation surplus – – 406 – – – – – 406 –
Total comprehensive income for the year 114 882 406 0 0 0 0 0 520 882
Transfers between reserves (376) (885) – – 376 885 – – – –
Balance 30 June 3,112 3,374 3,580 3,174 9,396 9,020 1,033 1,033 17,121 16,601
AccumulatedSurplus
Asset Revaluation Surplus (Note 19)
Other Reserves
Contributed Equity
Total
The accompanying notes form part of these fi nancial statements.
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2 0 1 1 - 2 0 1 2 A N N U A L R E P O R T
S TAT E M EN T O F C A S H F LOW SFor the Year Ended 30 June 2012
2012 2011Notes $’000 $’000
Cash fl ows from operating activities
Infl ows Revenues from service activities 36,958 30,934 Grants and other contributions 8,900 7,936 Interest 1,121 923 GST collected from customers 2,996 2,524 Other revenues 48 79
Outfl ows Employee expenses (24,973) (20,882) Supplies and services (20,109) (16,838) GST paid to ATO (1,471) (1,415)
Net cash provided by operating activities 18b 3,470 3,261
Cash fl ows from investing activities
Proceeds from sale of plant and equipment – 31 Payments for plant and equipment (385) (623) Investment income – 65
Net cash used in investing activities (385) (527) Net increase in cash and cash equivalents 3,085 2,734 Cash and cash equivalents at the beginning of fi nancial year 9,074 6,340
Cash and cash equivalents at the end of fi nancial year 18a 12,159 9,074
The accompanying notes form part of these fi nancial statements.
28
QUEENSLAND PERFORMING ARTS CENTRE
Note 1 Objectives and Principal Activities of the Trust
The objectives of the Trust are to produce, present, and manage the performing arts in the Queensland Performing Arts Centre, and elsewhere, as well as to promote and encourage either directly or indirectly the knowledge, understanding, appreciation, enjoyment of and participation in the performing arts.
The Trust is partly funded for the outputs it delivers by Parliamentary appropriations. It also provides services on a fee for service basis including: venue rental, production crewing services, ticket sales, marketing services and equipment hire.
Note 2 Signifi cant Accounting Policies
(a) Statement of Compliance
General
The Trust has prepared these fi nancial statements in compliance with section 43 of the Financial and Performance Management Standard 2009.
These fi nancial statements are general purpose fi nancial statements, and have been prepared on an accrual basis in accordance with Australian Accounting Standards and Interpretations. In addition, the fi nancial statements comply with Treasury’s Minimum Reporting Requirements for the year ending 30 June 2012, and other authoritative pronouncements.
With respect to compliance with Australian Accounting Standards and Interpretations, the Trust has applied those requirements applicable to not-for-profi t entities, as the Trust is a not-for-profi t entity. Except where stated, the historical cost convention is used.
Comparative fi gures
Comparative fi gures and disclosures have been restated and amended to accord with the current year’s presentation and disclosure.
Classifi cation between current and non-current
In the determination of whether an asset or liability is current or non-current, consideration is given to the time when each asset or liability is expected to be realised or paid. The asset or liability is classifi ed as current if it is expected to be turned over within the next twelve months.
Rounding
Unless otherwise stated, amounts in the report have been rounded to the nearest thousand dollars.
(b) Revenue Recognition
Revenue is recognised when goods or services are delivered.
Services acquired for no cost
The value of services received free of charge are recognised as revenue at fair value when received.
Grants and other Contributions
Grants, donations and gifts which are non-reciprocal in nature are recognised as revenue in the year in which the Trust receives them. Where grants are received that are reciprocal in nature, revenue is accrued over the term of the funding arrangements.
NOTES TO THE F INANCIAL REPORTFor the Year Ended 30 June 2012
29
2 0 1 1 - 2 0 1 2 A N N U A L R E P O R T
Note 2 Signifi cant Accounting Policies (Continued)
(c) Recognition and Measurement of Property, Plant and Equipment
Acquisition
Actual cost is used for the initial recording of all acquisitions of assets. Cost is defi ned as the value given as consideration at the date of acquisition plus any incidental costs attributable to the acquisition.
Recognition thresholds
Items of property, plant and equipment with a cost or other value equal to or in excess of the following thresholds are capitalised in the year of acquisition. All other items are expensed in the year of acquisition:
– Buildings and Infrastructure $5,000 – Land $1 – Plant and equipment $5,000 – Heritage and cultural assets $5,000
Revaluation
Land, buildings, infrastructure, heritage and cultural assets are measured at fair value. All other assets are measured at cost. This is in accordance with the AASB 116 Property, Plant & Equipement and the Queensland Property, Plant & Equipement and the Queensland Property, Plant & EquipementTreasury’s Non-Current Asset Accounting Policies for the Public Sector.Non-Current Asset Accounting Policies for the Public Sector.Non-Current Asset Accounting Policies for the Public Sector
Non-current physical assets measured at fair value are comprehensively revalued at least once every fi ve years with interim valuations, using appropriate indices, being otherwise performed on an annual basis where the change would be material to that class of assets.
Only those assets, the total values of which are material, compared to the value of the class of assets to which they belong, are comprehensively revalued.
Separately identifi ed components of assets are measured on the same basis as the assets to which they relate.
Where the assets are revalued, the revaluation increments are credited directly to the asset revaluation reserve except to the extent that an increment reverses a prior year decrement for that class of asset that had been recognised as an expense, in which case the increment is recognised as revenue up to the amount of the expense. Revaluation decrements are recognised as an expense except where prior increments are included in the asset revaluation reserve for that class of asset, in which case the decrement is taken to the reserve to the extent of the remaining increments. Within the same class of assets, revaluation increments and decrements within the year are offset.
Repairs and maintenance
Routine maintenance, repair costs and minor renewal costs are expensed as incurred. Where the repair relates to the replacement of a component of an asset and the cost exceeds the capitalisation threshold the cost is capitalised and depreciated.
NOTES TO THE F INANCIAL REPORTFor the Year Ended 30 June 2012
30
QUEENSLAND PERFORMING ARTS CENTRE
Note 2 Signifi cant Accounting Policies (Continued)
(d) Leases
Operating leases
Lease payments for operating leases are recognised as an expense in the years in which they are incurred as this refl ects the pattern of benefi ts derived by the Trust.
Finance leases
The Trust has not entered into any fi nance leases.
(e) Depreciation and Amortisation of Property, Plant and Equipment
Land is not depreciated as it has an unlimited useful life.
Depreciation on buildings, infrastructure and equipment and motor vehicles, is calculated on a straight-line basis so as to write-off the net cost or revalued amount of each depreciable asset, less its estimated residual value, progressively over its estimated useful life to the Trust.
Capital work-in-progress is not depreciated until it reaches service delivery capacity.
Where assets have separately identifi able components, these components are assigned useful lives distinct from the asset to which they relate. Any expenditure that increases the originally assessed capacity or service potential of an asset is capitalised and the new depreciable amount is depreciated over the remaining useful life.
The depreciable amount of improvements to or on leasehold land is allocated progressively over the estimated useful lives of the improvements to the Trust or the unexpired period of the lease, whichever is shorter.
Major depreciation rates used are listed below and are consistent with the prior year unless otherwise stated:
Buildings and leasehold improvements 4 to 20% Motor vehicles 20% Plant and equipment 1 to 33% Concert Hall Grand Organ 2%
(f) Intangibles
All intangible assets with a cost or other value greater than $100,000 are recognised in the fi nancial statements, with items of a lesser value being expensed. Each intangible asset is amortised on a straight line basis over its estimated useful life to the Trust, less any anticipated residual value. Current amortisation rates are either 20% or 33.3%.
It has been determined that there is not an active market for any of the Trust’s intangible assets. Therefore the assets are recognised at cost less accumulated amortisation and any impairment loss.
There have been no disposals of intangible assets during the year ended 30 June 2012, nor does any intangible asset form part of a disposal group held for sale at 30 June 2012.
NOTES TO THE F INANCIAL REPORTFor the Year Ended 30 June 2012
31
2 0 1 1 - 2 0 1 2 A N N U A L R E P O R T
Note 2 Signifi cant Accounting Policies (Continued)
(g) Impairment of Non-Current Assets
All non-current physical and intangible assets are assessed for indicators of impairment on an annual basis. If an indicator of possible impairment exists the assets recoverable amount is determined. The recoverable amount is determined as the higher of the asset’s fair value (net of selling costs) and the depreciated replacement cost.
An impairment loss is immediately recognised in the Statement of Comprehensive Income. If the asset in question is carried at a revalued amount then any impairment loss is fi rst offset against the asset revaluation reserve of the relevant asset class to the extent available.
If an impairment loss subsequently reverses, the carrying amount of the asset is increased to the revised estimate of its recoverable amount, but only to the extent that the carrying amount does not exceed the carrying amount that would have been determined had no previous impairment loss been recognised for the asset. A reversal of an impairment loss is recognised as income, unless the asset is carried at a revalued amount, in which case the reversal of the impairment loss is treated as a revaluation increase.
(h) Cash and Cash Equivalents
For the purposes of the Statement of Financial Position and the Statement of Cash Flows, cash assets include all cash and cheques receipted but not banked at 30 June as well as deposits at call with fi nancial institutions. It also includes liquid investments with short periods to maturity that are convertible readily to cash on hand, at the investor’s option and that are subject to a low risk of changes in value.
(i) Receivables
Trade debtors are recognised at the nominal amounts due at the time of sale or service delivery, with settlement being generally required within 30 days from the invoice date.
The collectability of receivables is assessed periodically with provision being made for impaired debts. All known bad debts were written off as at 30 June.
(j) Inventories
Inventories are valued at the lower of cost or net realisable value and is comprised of stock for the Trust’s catering operations.
Cost is assigned on a weighted average basis and includes expenditure incurred in acquiring the inventory and bringing it to its existing condition.
Net realisible value is determined on the basis of the Trusts normal selling patterns.
(k) Payables
Payables are recognised for amounts payable in the future for goods and services received, whether or not billed to the Trust. Creditors are included at the nominal amount ie agreed purchase price less any applicable discounts. Amounts owing are generally unsecured, not subject to interest charges and are normally settled within 30 days of invoice receipt.
NOTES TO THE F INANCIAL REPORTFor the Year Ended 30 June 2012
32
QUEENSLAND PERFORMING ARTS CENTRE
Note 2 Signifi cant Accounting Policies (Continued)
(l) Employee Benefi ts
Employer superannuation contributions, annual leave and long service leave levies are regarded as employee benefi ts.
Payroll tax and workers’ compensation insurance are a consequence of employing employees, but are not counted in an employee’s total remuneration package. They are not employee benefi ts and are recognised separately as employee related expenses.
Wages, Salaries and Sick Leave
Wages and salaries due but unpaid at reporting date are recognised in the Statement of Financial Position at the current salary rates.
For unpaid entitlements expected to be paid within 12 months, the liabilities are recognised at their undiscounted values. Entitlements not expected to be paid within 12 months are classifi ed as non-current liabilities and recognised at their present value, calculated using yields on Fixed Rate Commonwealth Government bonds of similar maturity, after projecting the remuneration rates expected to apply at the time of likely settlement.
Prior history indicates that on average, sick leave taken each reporting period is less than the entitlement accrued. This is expected to continue in future periods. Accordingly, it is unlikely that existing accumulated entitlements will be used by employees and no liability for unused sick leave entitlements is recognised.
As sick leave is non-vesting, an expense is recognised for sick leave as it is taken.
Long service leave
Under the State Government’s long service leave scheme a levy is made on the Trust to cover the expense. Amounts paid to employees for long service leave are claimed from the scheme as and when leave is taken.
No provision for long service leave is recognised in the department’s fi nancial statements, the liability being held on a whole-of-government basis and reported in those fi nancial statements pursuant to AASB 1049 Whole of Government and General Government Sector Financial Reporting .
Superannuation
Employer superannuation contributions are paid to QSuper, the superannuation scheme for Queensland Government employees, at rates determined by the Treasurer on the advice of the State Actuary. Contributions are expensed in the period in which they are paid or payable. The Trust’s obligation is limited to its contribution to QSuper.
The QSuper scheme has defi ned benefi t and defi ned contribution categories. The liability for defi ned benefi ts is held on a whole-of-government basis and reported in those fi nancial statements pursuant to AASB 1049 Whole of Government and General Government Sector Financial Reporting.
Key Executive management personnel and remuneration
Key executive management personnel and remuneration discloures are made in accordance with section 5 to the Financial Reporting Requirements for Queensland Government Agencies issued by the Queensland Treasury. Refer to Note (25) for the disclosures on key executive management personnel and remuneration.
NOTES TO THE F INANCIAL REPORTFor the Year Ended 30 June 2012
33
2 0 1 1 - 2 0 1 2 A N N U A L R E P O R T
Note 2 Signifi cant Accounting Policies (Continued)
(m) Taxation
The activities of the Trust are exempt from Commonwealth taxation except for Fringe Benefi ts Tax (FBT) and Goods and Services Tax (GST). As such, input tax credits receivable from and GST payable to the Australian Taxation Offi ce are recognised.
(n) Financial Instruments
Recognition
Financial assets and fi nancial liabilities are recognised in the Statement of Financial Position when the Trust becomes party to the contractual provisions of the fi nancial instrument.
Classifi cation
Financial instruments are classifi ed and measured as follows :
– Cash and cash equivalents – held at fair value through profi t and loss – Receivables – held at amortised cost – Payables – held at amortised cost
The Trust does not enter into transactions for speculative purposes, nor for hedging. Apart from cash and cash equivalents, the Trust holds no fi nancial assets classifi ed at fair value through profi t and loss.
All disclosures relating to the measurement basis and fi nancial risk management of other fi nancial instruments held by the Trust are included in Note 22.
NOTES TO THE F INANCIAL REPORTFor the Year Ended 30 June 2012
34
QUEENSLAND PERFORMING ARTS CENTRE
Note 2 Signifi cant Accounting Policies (Continued)
(o) Reserves
Building Development Reserve
This reserve has been established as the Trust is mindful of the need to undertake major building upgrades in future years for areas such as catering facilities, entertaining by corporate sponsors and offi ce accommodation.
Equipment Replacement Reserve
The balance of this reserve represents funds held for future replacement of the Trust’s general equipment needs, including information technology and theatre production equipment. The level of this reserve as at 30 June 2012 represents 34% of the total accumulated depreciation of the Trust’s property, plant and equipment.
General Reserve
The General Reserve provides for fl uctuations in working capital due to the volatile nature of the performing arts industry.
Commercial Development Reserve
The Commercial Development Reserve is to offset the fi nancial risks associated with investments in co-presentations with commercial organisations or strategic productions undertaken by the Trust on a commercial basis.
(p) Services Provided by External Parties free of charge
The Trust was provided with the use of the Performing Arts Centre premises for which the State does not charge rent (refer note 3).
(q) Insurance
The Trust’s non current physical assets and other risks are insured through the Queensland Government Insurance Fund, premiums being paid on a risk asssessed basis. In addition the Trust pays premiums to Workcover Queensland in repect of all obligations for employee compensation.
It is the Trust’s policy to insure against all potential liabilities or losses that would affect its normal operations.
(r) Judgements and Assumptions
The preparation of fi nancial statements necessarily requires the determination and use of certain critical accounting estimates, estimates and management judgements that have the potential to cause a material adjustment to the carrying amount of assets and liabilities within the next fi nancial year. Such estimates, judgements and underlying assumptions are reviewed on an ongoing basis. Revisions in accounting estimates are recognised in the period in which the estimate is revised and in future periods as required.
NOTES TO THE F INANCIAL REPORTFor the Year Ended 30 June 2012
35
2 0 1 1 - 2 0 1 2 A N N U A L R E P O R T
Note 2 Signifi cant Accounting Policies (Continued)
(s) New and Revised Accounting Standards
The Trust did not voluntarily change any of its’ accounting policies during the year ended 30 June 2012. Australian Accounting Standards applicable for the fi rst time during 2011 - 2012 have had minimal impact on the Trust’s fi nancial statements, as explained below.
AASB 2010-4 Further Amendments to Australian Accounting Standards arising from the Annual Improvements Project [Project [Project AASB 1, AASB 7, AASB 101 & AASB 134 and Interpretation 13] became effective from reporting periods beginning on or after 1 January 2011. The application of the standard had a minor impact on the Trust’s fi nancial instrument disclosures. The Trust is no longer required to disclose amounts that best represent its maximum exposure to credit risk where the carrying amount of the instruments refl ects this. If the Trust holds collateral or other credit enhancements in respect of any fi nancial instrument, it needs to disclose – by class of instrument – the fi nancial extent to which those arrangements mitigate the credit risk. There is no need to disclose the carrying amount of fi nancial assets for which the terms have been renegotiated, which would otherwise be past due or impaired. Also, for those fi nancial assets that are either past due but not impaired, or have been individually impaired, there will be no need to separately disclose details about any associated collateral or other credit enhancements held by the Trust.
AASB 1054 Australian Additional Disclosures became effective from reporting periods commencing on or after 1 July 2011. The standard had minimal impact on the Trust’s fi nancial statements. Note 8 (b) Other expenses has been amended to identify the Trust’s auditor and clarify the nature of the work performed by the auditor.
AASB 2011 - 1 Amendments to Australian Accounting Standards arising from the Trans-Tasman Convergence Project (AASB 1, AASB 5, AASB 101, AASB 107, AASB 108, AASB 121, AASB 128, AASB 132, AASB 134 & Interpretations 2, 112 & 113) became effective for reporting periods commencing on or after 1 July 2011 has a potential implication on the Trust’s fi nancial statements as the Standard removes the requirement to disclose commitments. At present the Treasury Department’s reporting requirements require disclosure of this information, so the Standard has no effect on the Trust’s fi nancial statements.
The Trust is not permitted to early adopt a new or amended accounting standard ahead of the specifi ed commencement date unless approval is obtained from the Treasury Department. Consequently, the Trust has not applied any Australian accounting standards and interpretations that have been issued but are not yet effective. The Trust applies standards and interpretations in accordance with their respective commencement dates.
NOTES TO THE F INANCIAL REPORTFor the Year Ended 30 June 2012
36
QUEENSLAND PERFORMING ARTS CENTRE
Note 2 Signifi cant Accounting Policies (Continued)
(s) New and Revised Accounting Standards (continued)
At the date of authorisation of the fi nancial report, signifi cant impacts of new or amended Australian accounting standards with future commencement dates are as set out below.
AASB 9 Financial Instruments (December 2010) and AASB 2010-7 Amendments to Australian Accounting Standards arising from AASB 9 (December 2010) [AASB 1, 3, 4, 5, 7, 101, 102, 108, 112, 118, 120, 121, 127, 128, 131, 132, 136, 137, 139, 1023 & 1038 and Interpretations 2, 5, 10, 12, 19 & 127] are effective from reporting periods 132, 136, 137, 139, 1023 & 1038 and Interpretations 2, 5, 10, 12, 19 & 127] are effective from reporting periods 132, 136, 137, 139, 1023 & 1038 and Interpretations 2, 5, 10, 12, 19 & 127]beginning on or after 1 January 2013. The main impacts of these standards on the Trust are that they will change the requirements for the classifi cation, measurement and disclosures associated with fi nancial assets. Under the new requirements, fi nancial assets will be more simply classifi ed according to whether they are measured at either amortised cost or fair value. Pursuant to AASB 9, fi nancial assets can only be measured at amortised cost if two conditions are met. One of these conditions is that the asset must be held within a business model whose objective is to hold assets in order to collect contractual cash fl ows. The other condition is that the contractual terms of the asset give rise on specifi ed dates to cash fl ows that are solely payments of principal and interest on the principal amount outstanding.
On initial application of AASB 9, the Trust will need to re-assess the measurement of its fi nancial assets against the new classifi cation and measurement requirements, based on the facts and circumstances that exist at that date. Assuming no change in the types of transactions the Trust enters into, it is not expected that any of the Trust’s fi nancial assets will meet the criteria in AASB 9 to be measured at amortised cost. Therefore, as from the 2013-14 fi nancial statements, all of the Trust’s fi nancial assets will be required to be classifi ed as “fi nancial assets required to be measured at fair value through profi t or loss” (instead of the measurement classifi cations presently used in notes 2(n) and 22). The same classifi cation will be used for net gains/losses recognised in the Statement of Comprehensive Income in respect of those fi nancial assets. In the case of the Trust’s receivables, the carrying amount is considered to be a reasonable approximation of fair value.
AASB 1053 Application of Tiers of Australian Accounting Standards and AASB 2010-2 Amendments to Australian Accounting Standards arising from Reduced Disclosure Requirements [AASB 1, 2, 3, 5, 7, 8, 101, 102, 107, 108, 110, 111, 112, 116, 117, 119, 121, 123, 124, 127, 128, 131, 133, 134, 136, 137, 138, 140, 141, 1050 & 1052 and Interpretations 2, 4, 5, 15, 17, 127, 129, & 1052] apply to reporting periods beginning on or after 1 July 2013. AASB 1053 establishes a differential reporting framework for those entities that prepare general purpose fi nancial statements, consisting of two tiers of reporting requirements – Australian Accounting Standards (commonly referred to as “tier 1”), and Australian Accounting Standards – Reduced Disclosure Requirements (commonly referred to as “tier 2”).
Tier 1 requirements comprise the full range of AASB recognition, measurement, presentation and disclosure requirements that are currently applicable to reporting entities in Australia. The only difference between the tier 1 and tier 2 requirements is that tier 2 requires fewer disclosures than tier 1. AASB 2010-2 sets out the details of which disclosures in standards and interpretations are not required under tier 2 reporting.
Pursuant to AASB 1053, public sector entities like QPAT may adopt tier 2 requirements for their general purpose fi nancial statements. However, AASB 1053 acknowledges the power of a regulator to require application of the tier 1 requirements. In the case of the Trust, Treasury is the regulator. Treasury has advised that its policy decision is to require all Statutory Bodies to adopt tier 1 reporting requirements. In compliance with Treasury’s policy which prohibits the early adoption of new or revised accounting standards unless Treasury approval is granted, the Trust has not early adopted AASB 1053.
NOTES TO THE F INANCIAL REPORTFor the Year Ended 30 June 2012
37
2 0 1 1 - 2 0 1 2 A N N U A L R E P O R T
Note 2 Signifi cant Accounting Policies (Continued)
(s) New and Revised Accounting Standards
A revised version of AASB119 Employee Benefi ts is applicable for reporting periods commencing on or after 1 January 2013 and is generally to be applied retrospectively. The revised standard clarifi es the concept of termination benefi ts and the recognition criteria for liabilies for termination benefi ts will be different under the revised standard. If termination benefi ts meet the timeframe criterion for short-term employee benefi ts they will be measured according to the AASB119 requirements for short-term employee benefi ts. Otherwise they will be measured according to the AASB119 requirements for other long-term employee benefi ts. The Trust’s obligations for other long-term employee benefi ts will need to be accounted for under most of the requirements for defi ned benefi t plans.
The Trust is a member of the Queensland Government central scheme for Long Service Leave and the employer liability is held by the central scheme. The revised AASB 119 contains changed criteria for accounting for employee benefi ts as short-term employee benefi ts. These changes will have a minimal impact on the Trust’s fi nancial reporting.
The following new and revised accounting standards are applicable to reporting periods commencing on or after 1 January 2013:–
AASB 10 Consolidated Financial Statements
AASB 11 Joint Arrangements
AASB 12 Disclosure of Interests in Other Entities
AASB 127 (revised) Separate Financial Statements
AASB 128 (revised) Investments in Associates and Joint Ventures
AASB 2011 - 7 Amendments to Australian Accounting Standards arising from the Consolidation and Joint Arrangements Standards (AASB 1, 2, 3, 5, 7, 9, 2011 - 11, 101, 107, 112, 118, 121, 124, 132, 133, 136, 138, 139, 1023 & 1038 and Interpretations 5, 9, 16 &17).
The AASB is currently considering modifying the above standards for use by Australian not for profi t entities. Therefore the Trust is not yet in a position to reliably determine the future implications of these Accounting Standards to it’s fi nancial statements.
The following new and revised accounting standards are also applicable to reporting periods commencing on or after 1 January 2013:-
AASB 2010 - 7 Amendments to Australian Accounting Standards arising from AASB 9 (December 2010) [AASB 1, 3, 4, 5, 7, 101, 102, 108, 112, 118, 120, 121, 127, 128, 131, 132, 136, 137, 139, 1023 & 1038 and Interpretations 2, 5, 10, 12, 19 & 127]
AASB 2009-11 Amendments to Australian Accounting Standards arising from AASB 9 [AASB 1, 3, 4, 5, 7, 101, 102, 108, 112, 118, 121, 127, 128, 131, 132, 136, 139, 1023 & 1038 and Interpretations 10 & 12]
AASB 13 Fair Value Measurement
AASB 2010-10 Further Amendments to Australian Accounting Standards – Removal of Fixed Dates for First-time Adopters [AASB 2009-11 & AASB 2010-7]
AASB 2011 - 8 Amendments to Australian Accounting Standards arising from AASB 13 [AASB 1, 2, 3, 4, 5, 7, 9, 2009-11, 2010-7, 101, 102, 108, 110, 116, 117, 118, 119, 120, 121, 128, 131, 132, 133, 134, 136, 138, 139, 140, 141, 1004, 1023 & 1038 and Interpretations 2, 4, 12, 13, 14, 17, 19, 131 & 132]
AASB 2011 - 10 Amendments to Australian Accounting Standards arising from AASB 119 (September 2011) [AASB 1, AASB 8, AASB 101, AASB 124, AASB 134, AASB 1049 & AASB 2011-8 and Interpretation 14]
AASB 2012 - 2 Amendments to Australian Accounting Standards – Disclosures – Offsetting Financial Assets and Financial Liabilities [AASB 7 & AASB 132]
AASB 2012 - 4 Amendments to Australian Accounting Standards – Government Loans [AASB 1]
NOTES TO THE F INANCIAL REPORTFor the Year Ended 30 June 2012
38
QUEENSLAND PERFORMING ARTS CENTRE
Note 2 Signifi cant Accounting Policies (Continued)
(s) New and Revised Accounting Standards (continued)
AASB 2012 - 5 Amendments to Australian Accounting Standards arising from Annual Improvements 2009–2011 Cycle [AASB 1, AASB 101, AASB 116, AASB 132 & AASB 134 and Interpretation 2]
The Trust is either not yet in a position to reliably determine the future implications of these Accounting Standards to it’s fi nancial statements or believes that the Standards will only have a minimal impact on it’s fi nancial reporting.
AASB 2010 - 8 Amendments to Australian Accounting Standards – Deferred Tax: Recovery of Underlying Assets [AASB 112] is applicable to reporting periods commencing on or after 1 January 2012. This standard will have no impact on the Trusts fi nancial reporting.
AASB 2011 - 9 Amendments to Australian Accounting Standards – Presentation of Items of Other Comprehensive Income [AASB 1, 5, 7, 101, 112, 120, 121, 132, 133, 134, 1039 & 1049] is applicable to reporting periods Income [AASB 1, 5, 7, 101, 112, 120, 121, 132, 133, 134, 1039 & 1049] is applicable to reporting periods Income [AASB 1, 5, 7, 101, 112, 120, 121, 132, 133, 134, 1039 & 1049]commencing on or after 1 July 2012. This standard requires items of other comprehensive income to be grouped on the basis of whether they are potentially reclassifi able to profi t or loss subsequently. This standard could potentially give rise to additional disclosure by the Trust.
AASB 2011 - 3 Amendments to Australian Accounting Standards – Orderly Adoption of Changes to the ABS GFS Manual and Related Amendments [AASB 1049] and AASB 2011 - 13 GFS Manual and Related Amendments [AASB 1049] and AASB 2011 - 13 GFS Manual and Related Amendments [AASB 1049] Amendments to Australian Accounting Standard – Improvements to AASB 1049 are also applicable to reporting preiods commencing on or after 1 July 2012. The Trust believes that neither of these standards will impact on it’s fi nancial reporting.
AASB 2011 - 2 Amendments to Australian Accounting Standards arising from the Trans-Tasman Convergence Project – Reduced Disclosure Requirements [AASB 101 & AASB 1054], AASB 2011 - 4 Amendments to Australian Accounting Standards to Remove Individual Key Management Personnel Disclosure Requirements [AASB 124], Accounting Standards to Remove Individual Key Management Personnel Disclosure Requirements [AASB 124], Accounting Standards to Remove Individual Key Management Personnel Disclosure Requirements [AASB 124]AASB 2011 - 6 Amendments to Australian Accounting Standards – Extending Relief from Consolidation, the Equity Method and Proportionate Consolidation – Reduced Disclosure Requirements [AASB 127, AASB 128 & AASB 131] and AASB 2012 - 1 & AASB 131] and AASB 2012 - 1 & AASB 131] Amendments to Australian Accounting Standards - Fair Value Measurement - Reduced Disclosure Requirements [AASB 3, AASB 7, AASB 13, AASB 140 & AASB 141] are applicable to reporting periods commencing on or after 1 July 2013. The Trust believes that the adoption of these standards will not impact on it’s fi nancial reporting.
AASB 2012 - 3 Amendments to Australian Accounting Standards – Offsetting Financial Assets and Financial Liabilities [AASB 132] is applicable to reporting periods commencing on or after 1 January 2014. Application of this standard is not expected to have an impact on the Trust’s fi nancial reporting.
NOTES TO THE F INANCIAL REPORTFor the Year Ended 30 June 2012
39
2 0 1 1 - 2 0 1 2 A N N U A L R E P O R T
Note 3 Services and Assets Provided to the Trust
Arts Queensland, through the Department of Science, Information Technology, Innovation and the Arts, owns and maintains the Performing Arts Centre premises on behalf of the State of Queensland. The Trust is provided with the use of the building and items of fi tout, including certain items of plant and equipment that are not performance related, by way of a service level agreement with the Corporate Administration Agency (CAA). While the State does not charge rent on the premises occupied by the Trust, the Trust does make a contribution to the continued maintenance of the building.
Note 4 Controlled Entity
No controlled entity was owned by the Trust for the reporting period, therefore consolidated accounts have not been prepared.
Note 5 Trust Fund
A separate Trust Fund bank account is maintained to hold ticket sales monies until the completion of the performance or event when the funds are released to the promoter. As QPAT is only the custodian of these moneys, they are not refl ected in the Financial Statements.
Commission earned on the sale of tickets is included as Operating Revenue in the Financial Statements. Ticket sales for the year amounted to $72.613 million ( 2011 $54.945 million ).
Interest earned on the Trust monies held are included as Operating Revenue in the Financial Statements. The balance of monies invested at 30 June 2012 was $16.733 million ( 2011 $12.372 million ).
Note 6 Concessions Provided by the Trust
Rental concessions provided to Government subsidised cultural organisations, charitable organisations, Government Departments and educational institutions, amounted to $565,000 (2011 $568,707). These concessions are part of the advertised policy of the Trust in accordance with its objectives under the Queensland Performing Arts Trust Act 1977.
Note 7 Results Across Business Units
(a) Management Information by Business Units
Operating Revenue and Expenses have been broken down by Cost Centre Groupings, or Business Units, refl ecting lines of Management control and responsibility within the Trust.
Presenter Services
The Trust’s Presenter Services Business Unit encompasses both arts programming and commercial operations. Arts programming includes the Community, Access Arts and Arts Excellence programmes as well as the Performing Arts Museum. These activities are undertaken as part of the Government’s Arts Policy and are not expected to recover all costs. The Trust’s commercial operations include venue hire for commercial productions, QPAC Presents, as well as production services.
Marketing & Ticketing
The Trust’s Marketing & Ticketing Business Units oversee the operation of QTIX, Corporate Marketing, Event Marketing and sponsorship.
Patron Services
The Trust’s Patron Services Business Unit is responsible for operations management, which includes Visitor Services and all catering operations throughout QPAC.
NOTES TO THE F INANCIAL REPORTFor the Year Ended 30 June 2012
40
QUEENSLAND PERFORMING ARTS CENTRE
* Facilities costs include an infrastructure services fee of $3.517M (2011: $3.141M) charged by the CAA, and charges for electricity sourced through CAA.
Note 7 Results Across Business Units (Continued)
(a) Management Information by Business Units (continued) Corporate Services & Directorate
The Trust’s Corporate Services Business Unit and Directorate are responsible for the provision of a range of corporate services to business units which deliver both Arts Programming and Commercial events.
The Trust is partly funded for the outputs it delivers by Parliamentary appropriations. It also provides services on a fee for service basis including: venue rental, production crewing services, ticket sales, marketing services and equipment hire.
(b) Operating Revenue and Expenses by Business Unit - Current Year
Presenter Marketing & Patron Corp Servs Total Services Ticketing Services & OCE**
2011 2011 2011 2011 2011 $’000 $’000 $’000 $’000 $’000
Operating revenue (see note 8a)
Revenues from service activities 14,485 10,779 10,307 145 35,716
Operating grant – – – 8,900 8,900
Other revenues – 48 – 1,121 1,169
14,485 10,827 10,307 10,166 45,785
Operating expenses
Employee expenses (see note 8c) 9,368 3,925 6,803 5,193 25,289
Supplies and services (see note 8b) 5,891 3,937 3,797 2,332 15,957
Facilities costs * (see also note 8b) – – – 3,631 3,631
Depreciation and amortisation – – – 608 608
Other expenses – – – 186 186
15,259 7,862 10,600 11,950 45,671
OPERATING SURPLUS OR (DEFICIT) (774) 2,965 (293) (1,784) 114
NOTES TO THE F INANCIAL REPORTFor the Year Ended 30 June 2012
41
2 0 1 1 - 2 0 1 2 A N N U A L R E P O R T
Note 7 Results Across Business Units (Continued)
(c) Operating Revenue and Expenses by Business Unit – Previous Year
Presenter Marketing & Patron Corp Servs Total Services Ticketing Services & OCE**
2011 2011 2011 2011 2011 $’000 $’000 $’000 $’000 $’000 Operating revenue (see note 8a)
Revenues from service activities 10,529 7,526 9,396 2,505 29,956
Operating grant – – – 7,936 7,936
Other revenues – 144 – 923 1,067
10,529 7,670 9,396 11,364 38,959
Operating expenses
Employee expenses (see note 8c) 7,079 3,024 5,913 5,023 21,039
Supplies and services (see note 8b) 3,620 3,064 3,520 2,707 12,911
Facilities costs * (see also note 8b) – – – 3,322 3,322
Depreciation and amortisation – – – 596 596
Other expenses – – – 209 209
10,699 6,088 9,433 11,857 38,077
OPERATING SURPLUS OR (DEFICIT) (170) 1,582 (37) (493) 882
* Facilities costs include an infrastructure services fee of $3.141M (2010: $3.139M) charged by the CAA, and charges for electricity sourced through CAA.
NOTES TO THE F INANCIAL REPORTFor the Year Ended 30 June 2012
42
QUEENSLAND PERFORMING ARTS CENTRE
2012 2011 $’000 $’000
Note 8 Income statement - disclosures
(a) Revenue Revenues from service activities Rental income 5,607 4,974
Box Offi ce 6,632 4,802 Sales 11,639 8,162 Recoveries 8,709 9,116 Project income 2,843 2,622 Other service revenue 286 280
35,716 29,956
Grants and Other Contributions Operating grant 8,882 7,829
Other 18 * 107
8,900 7,936
* Other Grants relate to the recognition of project funding grants as revenue. Project costs relating to these grants will be incurred in subsequent years
Other Revenues Interest 1,121 923
Investment income – 65 Donations 48 79
1,169 1,067
Total Operating Revenue 45,785 38,959
(b) Net gains and expenses
Depreciation and amortisation
Buildings 15 15 Leasehold improvements 54 53 Plant and equipment 459 448 Concert Hall Grand Organ 80 80
608 596
NOTES TO THE F INANCIAL REPORTFor the Year Ended 30 June 2012
43
2 0 1 1 - 2 0 1 2 A N N U A L R E P O R T
NOTES TO THE F INANCIAL REPORTFor the Year Ended 30 June 2012
2012 2011 $’000 $’000
Note 8 Income statement - disclosures (Continued)
Supplies and services Cost of services non labour 8,341 6,308
Facilities costs 3,631 3,322 Staff recruitment and training 289 277 Travel 227 223 Motor vehicle costs 41 37 Recurring equipment replacement 249 274 Marketing 515 476 Information services 864 710 Library services 16 19 Consultants, contractors, legals 844 488 Memberships and Sponsorships 57 51 Entertainment 54 72 Stock and consumables/materials 3,052 2,595 Agency staff 183 170 Insurance – QGIF 85 85 Insurance – Other 26 17 Repairs and maintenance 257 232 Telecommunications 240 225 Freight and postage 195 186 Printing, stationery and offi ce supplies 172 246 Other 250 220
19,588 16,233
Other Expenses External audit fees 33 86
Internal audit fees 24 6 Doubtful debts/(write back of debts collected) 33 13 Loss on sale of plant and equipment 17 36 Sundry 79 68 186 209
Total Operating Expense 20,382 17,038
Total audit fees paid to the Queensland Audit Offi ce in respect of the external audit are $62,400 (2011 $60,000). There are no non audit services included in these amounts.
(c) Employee Expenses Salaries and wages 21,391 17,876
Employer superannuation contributions 2,159 1,756 Long service leave levy 398 291 Payroll tax 1,054 907 WorkCover insurance 193 120 Other employee costs 94 89
25,289 21,039
The Trust had 337 full time equivalent employees at 30 June 2012 (300 at 30 June 2011).
44
QUEENSLAND PERFORMING ARTS CENTRE
2012 2011 $’000 $’000
Note 9 Cash and Cash Equivalents
Cash on hand and at bank 200 499 Deposits at call 11,959 8,575
12,159 9,074
Note 10 Receivables
(a) Current
Trade debtors 1,508 1,770 Provision for impairment (54) (29) 1,454 1,741 Accrued income 1,019 799 GST receivable 136 160 2,609 2,700
(b) Trade Debtors Aging Analysis
Current 1,252 1,617 30 - 60 Days 139 99 60 - 90 Days 71 4 Over 90 Days 46 50 1,508 1,770
(c) Movement in allowance of provision for impairment
Balance at beginning of year 29 108 Amounts written off during the year (8) (91) Increase/decrease in allowance recognised in profi t or loss 33 12 Balance at the end of the year 54 29
Note 11 Inventories
Supplies and consumables at cost 241 154
Note 12 Other Current Assets
Prepayments 141 638
NOTES TO THE F INANCIAL REPORTFor the Year Ended 30 June 2012
45
2 0 1 1 - 2 0 1 2 A N N U A L R E P O R T
2012 2011 $’000 $’000
Note 13 Intangible Assets Software
– at cost 517 517 less: accumulated amortisation (517) (517)
Total Intangible Assets – net book value – –
Note 14 Property, Plant and Equipment Buildings – at independent valuation 250 302
less: accumulated depreciation – (72) 250 230
Land – at independent valuation 2,050 1,497
Leasehold Improvements – at cost 914 948 less: accumulated depreciation (420) (402) 494 546
Plant and Equipment – at cost 9,000 9,234
less: accumulated depreciation (6,840) (7,041) 2,160 2,193
Heritage and cultural assets (Concert Hall Grand Organ) – at independent valuation (2006: independent valuation) 2,700 3,360
less accumulated depreciation – (399) 2,700 2,961 Motor Vehicles – at cost 37 37 less: accumulated depreciation (37) (37)
– – Work in progress – at cost 71 154 less: accumulated depreciation – – 71 154
Total Property, Plant and Equipment – net book value 7,725 7,581
Independent valuations of land, buildings, heritage and cultural assets were performed as at 30 June 2012 by an independent valuer API qualifi ed in Queensland on behalf of AssetVal Pty Ltd using ‘fair value’ principles. A physical stocktake of the Trust’s property plant and equipment was performed as at 30 June 2012. The valuation of land and buildings is based on current market values. For heritage and cultural assets, the basis of valuation is depreciated current replacement cost. Plant and equipment and motor vehicles are valued at cost. Details of the Trust’s accounting policies in relation to non-current assets are provided in notes 2c to 2g.
NOTES TO THE F INANCIAL REPORTFor the Year Ended 30 June 2012
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QUEENSLAND PERFORMING ARTS CENTRE
Note 14 Property, Plant and Equipment (Continued)
Reconciliation of Property, Plant and Equipment.
Carrying Transfers Depreciation Carrying
value at 1 Acquisitions Disposals between Revaluation and value at 30 July 2011 Classes Amortisation June 2012 $’000 $’000 $’000 $’000 $’000 $’000 $’000
Land 1,497 – – – 553 – 2,050 Buildings 230 – – – 34 (14) 250 Leasehold Improvements 546 – – – – (52) 494 Plant and equipment 2,193 – (17) 446 – (462) 2,160 Motor Vehicles - – – – – – – –Grand Organ 2,961 – – – (181) (80) 2,700 Capital work in progress 154 385 22 (446) – – 71
Total 7,581 385 (39) – 406 (608) 7,725
2012 2011
Note 15 Payables $’000 $’000
Trade creditors 795 926 Other creditors 2,474 1,351 GST Payable 370 175
3,639 2,452
Note 16 Accrued employee benefi ts
Annual leave 1,005 682 Wages and salaries payable 243 251
1,248 933
Note 17 Other current liabilities
Unearned revenue 867 161
Note 18 Statement of cash fl ows – disclosures
(a) Cash and cash equivalents at the end of the year, as shown in the Statement of cash fl ows Cash on hand and at bank 200 499
Deposits at call 11,959 8,575 12,159 9,074
(b) Reconciliation of net cash from operating activities to net result for the period Net result for the period 114 882
Depreciation and amortisation 608 596 Net loss on sale of non-current assets 39 36
Investment income – (65)
Change in operating assets and liabilities:
(Increase)/decrease in receivables 67 1,390 (Increase)/decrease in prepayments 497 (172) (Increase)/decrease in inventories (87) 38 (Increase)/decrease in GST input tax credits receivables 24 17
Increase/(decrease) in GST payables 195 12 Increase/(decrease) in operating payables and unearned revenue 1,698 401
Increase/(decrease) in accrued employee benefi ts 315 126 Net cash from operating activities 3,470 3,261
NOTES TO THE F INANCIAL REPORTFor the Year Ended 30 June 2012
47
2 0 1 1 - 2 0 1 2 A N N U A L R E P O R T
Note 19 Asset Revaluation Reserve by Class:
Balance Revaluation Revaluation Balance 1 July 2011 Increments 30 June 2012 Decrements $’000 $’000 $’000 $’000 Land 1,047 553 – 1,600 Buildings 121 34 – 155 Heritage and cultural assets 2,006 – (181) 1,825 3,174 587 (181) 3,580 Balance Revaluation Revaluation Balance 1 July 2010 Increments 30 June 2011 Decrements $’000 $’000 $’000 $000 Land 1,047 – – 1,047 Buildings 121 – – 121 Heritage and cultural assets 2,006 – – 2,006 3,174 – – 3,174
2012 2011 $’000 $’000
Note 20 Commitments
Non-Cancellable Operating Lease Commitments
At 30 June the Trust had the following operating lease commitments inclusive of GST:
Not later than one year 21 16 Later than one year and not later than fi ve years 25 17 Later than fi ve years – –
46 33
The total of operating lease payments for the year was $20,252 (2011 $16,475).
The Trust has lease agreements for the rental of motor vehicles. The rentals for all agreements are paid on a monthly instalment basis. There are no fi nancial or other restrictions imposed by any of these agreements. Other Commitments
Not later than one year 305 – Later than one year and not later than fi ve years – – Later than fi ve years – –
305 –
Note 21 Contingencies
As at 30 June 2012 there are no material contingent liabilities for the Trust.
NOTES TO THE F INANCIAL REPORTFor the Year Ended 30 June 2012
48
QUEENSLAND PERFORMING ARTS CENTRE
Note 22 Financial Instruments
(a) General Objectives, Policies and Processes
The Trust is exposed to risks that arise from its use of fi nancial instruments. This note describes the Trust’s objectives, policies and processes for managing those risks and the methods used to measure them. Further quantitative information in respect of these risks is presented throughout these fi nancial statements.
There have been no substantive changes in the Trust’s exposure to fi nancial instrument risks, its objectives, policies and processes for managing those risks or the methods used to measure them from the previous periods unless otherwise stated in this note.
“The Board of Trustees has overall responsibility for the determination of the Trust’s risk management objectives and policies and, designing and operating processes that ensure the effective implementation of the objectives and policies to the Trust. The Trust’s risk management policies and objectives are therefore designed to minimise the potential impacts of these risks on the results of the Trust, where such impacts may be material. The Risk Management Audit Committee (RMAC) receives quarterly reports from the Trust’s Director of Corporate Services, through which it reviews the effectiveness of the processes put in place and the appropriateness of the objectives and policies it sets. The Trust’s internal auditors also review the risk management policies and processes and report their fi ndings to the RMAC, which in turn reports to the Board.
The overall objective of the Board is to set polices that seek to reduce risk as far as possible without unduly affecting the Trust’s competitiveness and fl exibility. Further details regarding these policies are set out below:
(b) Interest Rate Risk
The exposure to interest rate risks and the effective interest rates of fi nancial assets and fi nancial liabilities, both recognised and unrecognised at balance date are as follows:
Floating 1 Year Non Total Weighted Interest or less Interest Average Rate Bearing Rate
2012 2012 2012 2012 2012 $’000 $’000 $’000 $’000 %
Financial AssetsCash on hand and at bank 109 – 91 200 0.78%Short term securities – 11,959 – 11,959 5.40%Receivables – – 2,609 2,609 0.00%
Financial LiabilitiesPayables – – 3,639 3,639 0.00%
2011 2011 2011 2011 2011 $’000 $’000 $’000 $’000 %
Financial AssetsCash on hand and at bank 408 – 91 499 1.45%Short term securities – 8,575 – 8,575 5.55%Receivables – – 2,700 2,700 0.00%
Financial LiabilitiesPayables – – 2,452 2,452 0.00%
NOTES TO THE F INANCIAL REPORTFor the Year Ended 30 June 2012
49
2 0 1 1 - 2 0 1 2 A N N U A L R E P O R T
NOTES TO THE F INANCIAL REPORTFor the Year Ended 30 June 2012
Note 22 Financial Instruments (cont’d)
(c) Credit Risk
Credit risk exposure refers to the situation where the Trust may incur fi nancial loss as a result of another party to a fi nancial instrument failing to discharge their obligation.
The maximum exposure to credit risk at balance date in relation to each class of recognised fi nancial asset is represented by the carrying amount of those assets inclusive of any provisions for impairment. There are no concentrations of credit risk as the Trust has a large number of customers. The Trust’s policy is that sales are only made to customers that are credit worthy.
The maximum exposure to credit 2012 2011 risk at balance date is as follows : $’000 $’000
Financial Assets Cash on hand and at bank 200 499 Short term securities 11,959 8,575 Receivables 2,609 2,700
14,768 11,774
(d) Liquidity Risk Liquidity risk refers to the situation where the Trust may encounter diffi culty in meeting obligations associated with fi nancial liabilities that are settled by delivering cash or another fi nancial asset. The Trust is exposed to liquidity risk through its trading in the normal course of business.
The Trust manages liquidity risk through use of the Financial Reserves Policy. This policy aims to reduce exposure to liquidity risk by ensuring the Trust has suffi cient funds available to meet employee and supplier obligations as they fall due. This is achieved by ensuring that minimum levels of cash are held within the various bank accounts so as to match the expected duration of the various employee and supplier liabilities. Maturity Analysis
Less than 1 1-3 3 months Greater Carrying months to 1 year than 1 year Rate Amount
2012 2012 2012 2012 2012 $’000 $’000 $’000 $’000 %
Financial AssetsCash on hand and at bank 200 – – – 200 Short term securities 11,959 – – – 11,959 Receivables 2,353 210 46 – 2,609
Financial LiabilitiesPayables 3,639 – – – 3,639
2011 2011 2011 2011 2011 $’000 $’000 $’000 $’000 %
Financial AssetsCash on hand and at bank 499 – – – 499 Short term securities 8,575 – – – 8,575 Receivables 2,547 103 50 – 2,700
Financial LiabilitiesPayables 2,452 – – – 2,452
(e) Net Fair Value
It is considered that the net fair value of the fi nancial assets and fi nancial liabilities of the Trust approximate the book values due to their short term to maturity.
50
QUEENSLAND PERFORMING ARTS CENTRE
Note 23 Remuneration of Trustees Remuneration paid or payable to Trustees for attendances at meetings held during 2011-2012 was as follows:
2012 2011 $’000 $’000
H. R. Smerdon 3 3
S. A. Mitchell 2 2
W. H. Grant 2 2
P. A. Piticco 1 1
R. Hunter 2 2
R. M. White 1 2
H. C. George 2 2
S. P. Street 1 1
S. A. Gallaher 2 2
M. C. Power 1 1
Total 17 18
Note 24 After Balance Date Events
No matters or circumstances have arisen since the end of the fi nancial year which signifi cantly affected or may signifi cantly affect the operations of the Trust, the results of those operations, or the state of affairs of the Trust in future fi nancial years.
NOTES TO THE F INANCIAL REPORTFor the Year Ended 30 June 2012
51
2 0 1 1 - 2 0 1 2 A N N U A L R E P O R T
Note 25 Key executive management personnel and remuneration
Key executive management personnel and remuneration disclosures are made in accordance with the section 5 addendum (issued in May 2011) to the Financial Reporting Requirements for Queensland Government Agencies issued by Queensland Treasury.
(a) Key executive management personnel
The following details for key executive management personnel include those positions that had authority and responsibility for planning, directing and controlling the activities of the agency during 2011-12. Further information on these positions can be found in the body of the annual report under the section relating to Executive Management.
Position Responsibilities Current incumbents
Contract classifi cation and appointment authority
Date appointed to position
(Date resigned from position)
Chief Executive
Responsible for QPAC’s vision to be an internationally recognised destination for performing arts and entertainment experiences by providing strategic direction and leadership for QPAC.
Employment contract/terms and conditions specifi ed in the contract/Governor in Council/Queensland Performing Arts Trust Act 1977
11-Dec-08
Director – Presenter Services
To create, manage and implement the Presenter Services strategies of QPAC including initiatives of the CEO, commercial productions and programs that fulfi l QPAC’s commitment to social justice, education, research, heritage and community cultural development.
Employment contract/appointment by Chief Executive/Queensland Performing Arts Trust Act 1977
28-Oct-09
Director – Corporate Services
To provide strategic advice and support to the Board, CEO and senior management of the Trust to ensure the achievement of the strategic targets agreed with the Minister in the Strategic and Operational Plans.
Employment contract/appointment by Chief Executive/Queensland Performing Arts Trust Act 1977
25-May-04
Director – Patron Services
To lead QPAC’s operations and service delivery units and continuously improve the standard of our services so we can satisfy our stakeholders now and into the future.
Employment contract/appointment by Chief Executive/Queensland Performing Arts Trust Act 1977
14-Dec-10
Director – Marketing
To develop and manage innovative and integrated marketing strategies to achieve the Trust’s strategic goals and organisational priorities, maximise participation in and the profi tability of all programs and events at QPAC.
Employment contract/appointment by Chief Executive/Queensland Performing Arts Trust Act 1977
10-Aug-11
NOTES TO THE F INANCIAL REPORTFor the Year Ended 30 June 2012
52
QUEENSLAND PERFORMING ARTS CENTRE
Note 25 Key executive management personnel and remuneration (Continued)
b) Remuneration Remuneration policy for the agency’s key executive management personnel is set by the Queensland Public Service Commission as provided for under the Public Service Act 2008. The remuneration and other terms of employment for the key executive management personnel are specifi ed in the employment contracts. The contracts provide for the provision of performance-related cash bonuses and other benefi ts including motor vehicles.
Remuneration packages for Key executive management personnel comprise the following components:-
• Short term employee benefi ts which include: Base – consisting of base salary, allowances and leave entitlements paid and provided for the entire year or that part of the year during which the employee occupied the specifi ed position. Amounts disclosed equal the amount expensed in the Statement of Comprehensive Income
Non-monetary benefi ts – consisting of provision of parking and/or vehicle together with fringe benefi ts tax applicable to the benefi t.
• Long term employee benefi ts include long service leave. QPAC contributes to the Government long service leave central scheme which incurs the liability and subsequent payment of any long service leave payments that become due.
• Post employment benefi ts include superannuation contributions.
• Redundancy payments are not provided for within individual contracts of employment. Contracts of employment provide only for notice periods or payment in lieu of notice on termination, regardless of the reason for termination.
• Performance bonuses are not provided for within individual contracts of employment.
Total fi xed remuneration is calculated on a “total cost” basis and includes the base, non-monetary benefi ts, long term employee benefi ts and post employment benefi ts
NOTES TO THE F INANCIAL REPORTFor the Year Ended 30 June 2012
53
2 0 1 1 - 2 0 1 2 A N N U A L R E P O R T
1 July 2011 - 30 June 2012
Short term employee benefi ts Post employment Benefi ts
Termination benefi ts
Total remuneration
Position Base
$’000
Non-Monetary benefi ts
$’000 $’000 $’000 $’000
Chief Executive 220 31 23 – 274
Director – Presenter Services
174 5 23 – 202
Director – Corporate Services
149 5 19 – 173
Director – Patron Services
128 8 16 – 152
Director –Marketing (Appointed 10 Aug 2011)
125 5 16 – 146
Total Remuneration 796 54 97 – 947
1 July 2010 - 30 June 2011
Short term employee benefi ts Post employment Benefi ts
Termination benefi ts
Total remuneration
Position Base
$’000
Non-Monetary benefi ts
$’000 $’000 $’000 $’000
Chief Executive 198 31 21 – 250
Director – Presenter Services
156 6 20 – 182
Director – Corporate Services
145 6 18 – 169
Director – Patron Services
71 2 7 – 80
Total Remuneration 570 45 66 – 681
NOTES TO THE F INANCIAL REPORTFor the Year Ended 30 June 2012
54
QUEENSLAND PERFORMING ARTS CENTRE
These general purpose fi nancial statements have been prepared pursuant to section 62 (1) of the Financial Accountability Act 2009 (the Act),relevant sections of the Financial and Performance Management Standard 2009 and other prescribed requirements. In accordance with section 62 (1)(b) of the Act we certify that in our opinion:
(a) the prescribed requirements for the establishment and keeping of accounts have been complied with in all material respects; and
(b) the statements have been drawn up to present a true and fair view, in accordance with prescribed accounting standards, of the transactions of the Queensland Performing Arts Trust for the fi nancial year ended 30 June 2012 and of the fi nancial position as at the end of that year.
Date: 30 August, 2012
Henry Smerdon, AMChair
John KotzasChief Executive
Kieron Roost, CPADirector – Corporate Services
CERTIF ICATE OF THE QUEENSLAND PERFORMING ARTS TRUSTFor the Year Ended 30 June 2012
55
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INDEPENDENT AUDITOR’S REPORTFor the Year Ended 30 June 2012
INDEPENDENT AUDITOR’S REPORT
To the Board of Queensland Performing Arts Trust
Report on the Financial Report
I have audited the accompanying fi nancial report of Queensland Performing Arts Trust, which comprises the statement of fi nancial position as at 30 June 2012, the statement of comprehensive income, statement of changes in equity and statement of cash fl ows for the year then ended, notes comprising a summary of signifi cant accounting policies and other explanatory information, and certifi cates given by the Chair, Chief Executive and Director Corporate Services.
The Board’s Responsibility for the Financial Report
The Board is responsible for the preparation of the fi nancial report that gives a true and fair view in accordance with prescribed accounting requirements identifi ed in the Financial Accountability Act 2009 and the Financial and Performance Management Standard 2009, including compliance with Australian Accounting Standards. The Board’s responsibility also includes such internal control as the Board determines is necessary to enable the preparation of the fi nancial report that gives a true and fair view and is free from material misstatement, whether due to fraud or error.
Auditor’s Responsibility
My responsibility is to express an opinion on the fi nancial report based on the audit. The audit was conducted in accordance with the Auditor-General of Queensland Auditing Standards, which incorporate the Australian Auditing Standards. Those standards require compliance with relevant ethical requirements relating to audit engagements and that the audit is planned and performed to obtain reasonable assurance about whether the fi nancial report is free from material misstatement.
An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the fi nancial report. The procedures selected depend on the auditor’s judgment, including the assessment of the risks of material misstatement of the fi nancial report, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity’s preparation of the fi nancial report that gives a true and fair view in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control, other than in expressing an opinion on compliance with prescribed requirements. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by the Board, as well as evaluating the overall presentation of the fi nancial report including any mandatory fi nancial reporting requirements approved by the Treasurer for application in Queensland.
I believe that the audit evidence obtained is suffi cient and appropriate to provide a basis for my audit opinion.
Independence
The Auditor-General Act 2009 promotes the independence of the Auditor-General and all authorised auditors. The Auditor-General is the auditor of all Queensland public sector entities and can be removed only by Parliament.
The Auditor-General may conduct an audit in any way considered appropriate and is not subject to direction by any person about the way in which audit powers are to be exercised. The Auditor-General has for the purposes of conducting an audit, access to all documents and property and can report to Parliament matters which in the Auditor-General’s opinion are signifi cant.
56
QUEENSLAND PERFORMING ARTS CENTRE
Opinion
In accordance with s.40 of the Auditor-General Act 2009 –
(a) I have received all the information and explanations which I have required; and
(b) in my opinion –
(i) the prescribed requirements in relation to the establishment and keeping of accounts have been complied with in all material respects; and
(ii) the fi nancial report presents a true and fair view, in accordance with the prescribed accounting standards, of the transactions of the Queensland
Performing Arts Trust for the fi nancial year 1 July 2011 to 30 June 2012 and of the fi nancial position as at the end of that year.
Other Matters – Electronic Presentation of the Audited Financial Report
This auditor’s report relates to the fi nancial report of Queensland Performing Arts Trust for the year ended 30 June 2012. Where the fi nancial report is included on Queensland Performing Arts Trust’s website the Board is responsible for the integrity of Queensland Performing Arts Trust’s website and I have not been engaged to report on the integrity of Queensland Performing Arts Trust’s website. The auditor’s report refers only to the subject matter described above. It does not provide an opinion on any other information which may have been hyperlinked to/from these statements or otherwise included with the fi nancial report. If users of the fi nancial report are concerned with the inherent risks arising from publication on a website, they are advised to refer to the hard copy of the audited fi nancial report to confi rm the information contained in this website version of the fi nancial report.
These matters also relate to the presentation of the audited fi nancial report in other electronic media including CD Rom.
J A Latif (CA)
as Delegate of the Auditor-General of Queensland
Brisbane31 August 2012
57
2 0 1 1 - 2 0 1 2 A N N U A L R E P O R T
Future Direction and Challenges
QPAC acknowledges a changing local and global context. The objectives, priorities and aspirations within our strategic plan refl ect Queensland’s growth, changing demographics and lifestyle patterns, technological innovations and the increasingly blurred boundaries between learning, art and entertainment. Our operations and planning address the expanded role cultural institutions play in knowledge-based societies that encourage creativity and innovation.
Broadly, QPAC’s key challenge in the coming four years is to grow and diversify its programs as well as commercial income streams in order to ensure fi nancial sustainability. Implicit within this are a number of challenges that span each of the focus areas within the strategic plan and include:
• Producing a balanced program that delivers against a curatorial vision.
• Building strong brand loyalty and recognition.
• Consolidating relationships that enable QPAC to expand its capacity and reach.
• Improving the integration and growing the profi tability of service operations.
The following priorities and strategies refl ect QPAC’s strategic direction for 2011-2015.
Live Performance
Priorities Strategies
Program Create a diverse program that achieves high levels of visitation and expands audience reach. Create and showcase high quality, innovative live performance experiences
Cultural Collaborations Utilise QPAC resources, networks and expertise to collaborate across the cultural sector and support art making
Public Participation
Priorities Strategies
Access and learning Deliver access and learning opportunities that foster imagination, curiosity and enjoyment. Connect people, ideas and experiences to support active participation in cultural life
Audience experience Provide performing arts experiences that build loyalty and encourage people to return
Leadership
Priorities Strategies
International Foster international relationships that promote QPAC’s brand and support the annual presentation of high profi le international productions
Expand delivery Seek partnerships that offer opportunities for growth through program and service delivery outside of QPAC. Expand our capacity, cultivate relationships and add value
Brand Leverage QPAC’s program, facilities, relationships and virtual environment to create and communicate a distinct QPAC brand
Precinct Collaborate with South Bank organisations to maximise the benefi ts of location
Commercial Opportunities
Priorities Strategies
Investments Manage a diverse suits of commercial arrangements to deliver fi nancial return, incentivise producers and secure Brisbane seasons
Services Deliver exceptional, integrated ticketing and food and beverage services. Deliver integrated commercial services that provide increasing return and meet the highest industry standards.
Key priorities identifi ed for the coming year include:
• Activation of the Cascade Courtyard outside of performance hours
• Continue to build relationships with venues across Asia
58
QUEENSLAND PERFORMING ARTS CENTRE
LYRIC THEATRE6 - 31 July Doctor ZhivagoSkyline Theatricals Pty Ltd
CONCERT HALL1 JulyMichael FeinsteinDainty Consolidated Entertainment
5 JulyJu Percussion GroupWorld Arts & Multi-culture Inc
8 JulyClassic Albums Live presents RUMOURSSpiritworks Pty Ltd
11 July ACO Concert 3 Baroque VirtuosiAustralian Chamber Orchestra
15 JulyQSO Maestro 7 Bruckner’s Cathedral of SoundQueensland Symphony Orchestra Pty Ltd
19 - 20 JulyQMF Queensland Country Comfort HourQueensland Music Festival
22 JulyQMF Randy NewmanQueensland Music Festival
23 JulyFlamenco Sin FronterasHVK Productions Pty Ltd
25 JulyMary Poppins LaunchThe Walt Disney Company Australia Pty Ltd
26 – 28 JulyQUT July Graduations 2011Queensland University of Technology
PLAYHOUSE3 JulyThe Mabo Oration 2011QPAC
1 – 9 JulyBangarra – BelongQPAC
15 – 23 JulyEDC R&JExpressions Dance Company and QPAC Presents
24 JulyAustralian Dance AwardsThe Australian Dance Council in association with QPAC
26 – 30 JulyTurns Christine Dunstan Productions Pty Ltd
CREMORNE THEATRE1 – 9 July
Harvest Rain Aladdin (Return Season)Harvest Rain Ltd and QPAC
26 – 30 JulyQMF Piano LessonsQueensland Music Festival and QPAC
STUDIO 28 – 9 JulyJersey Boys AuditionsJersey Boys
FUNCTION ROOM2 JulyUQ Business School – Yalari Horizons Leadership SessionsUQ Business School
25 JulyCommunity Cabinet MeetingsQPAC
CASCADE COURT2 – 3 JulyThe Torres Strait Islands: A CelebrationQPAC
18 JulyRock of Ages LaunchNewtheatricals Pty Limited
23 July Hannah Karydas CD LaunchQPAC
MERIVALE STREET STUDIO1 – 16 JulyWater Wars RehearsalsUmber Productions
27 - 29 JulyMusical Theatre Course – Term 3Griffi th University – Queensland Conservatorium
TONY GOULD GALLERY1 – 31 JulyExhibition: A View from the Sixth Row – Photographs by Reina IrmerQPAC
AUGUST 2011LYRIC THEATRE1 - 14 August Doctor ZhivagoSkyline Theatricals Pty Ltd
19 – 24 AugustGrug QPAC
22 AugustAnnie LaunchGFO Entertainment Pty Ltd
27 AugustBallet RevolucionATA Allstar Artists Pty Limited
30 AugustNick Jr.’s Dora the Explorer LIVE! Search for the City of Lost ToysThe Trustee for the Life Like Touring (Australia) Unit Trust
CONCERT HALL3 AugustGrimethorpe Colliery BandHVK Productions Pty Ltd
6 AugustQ Pops Cinema SensationsQueensland Pops Orchestra
8 AugustACO Concert 4 Schubert String QuartetAustralian Chamber Orchestra
9 August The Beatles Back to BackSpiritworks Pty Ltd
10 - 12 AugustBallet RevolucionATA Allstar Artists Pty Limited
13 AugustQSO Maestro 8 Turmoil and PassionQueensland Symphony Orchestra
15 - 18 AugustDylan MoranAdrian Bohm Presents Pty Ltd
19 AugustJon English in ‘The Rock Show’Sound One Pty Limited
20 AugustQYO Masterpiece 3 – Rite of SpringQueensland Youth Orchestra Council
21 AugustQSO Music on Sundays 5 Not the Last Night of the Proms!Queensland Symphony Orchestra
22 AugustQSO Music on Monday Queensland Symphony Orchestra
24 AugustQPAC Choir ShowcaseQPAC
27 AugustThe Lev Vlassenko Piano CompetitionThe Lev Vlassenko Competition
28 AugustSenior Superstar Grand FinalPresented by Brisbane City Council, The Public Trustee of Queensland, QPAC, Quest Community Newspapers and 4BC 1116 News Radio
PLAYHOUSE5 – 7 AugustQB International Gala 2011Queensland Ballet
15 – 31 AugustQTC Cat on a Hot Tin RoofQueensland Theatre Company
CREMORNE THEATRE4 – 20 AugustCabaretQPAC
23 – 31 August Animal FarmQPAC
CONCERT HALL MAIN FOYER11 August Cradle Songs with Karin SchauppQPAC
STUDIO 125 , 27 & 31 AugustAnimal Farm WorkshopsQPAC
STUDIO 223 – 24 AugustMary Poppins AuditionsThe Walt Disney Company Australia Pty Ltd
PLAYHOUSE AND LYRIC THEATRE LOUNGE5 – 18 AugustCabaret Performance WorkshopsQPAC
CASCADE COURT20 – 26 AugustMercedes Benz Fashion FestivalQPAC
MERIVALE STREET STUDIOWednesday/Thursday/Friday Weekly AugustMusical Theatre Course – Term 3Griffi th University – Queensland Conservatorium
TONY GOULD GALLERY1 – 31 AugustExhibition: A View from the Sixth Row – Photographs by Reina IrmerQPAC
SEPTEMBER 2011LYRIC THEATRE1 – 2 SeptemberThe Ten TenorsSpiritworks Pty Ltd
5 SeptemberDylan MoranAdrian Bohm Presents Pty Ltd
7 SeptemberQSO 2012 LaunchQueensland Symphony Orchestra
8 – 10 SeptemberImperial Russian Ballet Company – Festival of Russian BalletRussian Ballet Touring Pty Ltd
15 – 30 SeptemberLe Grande Cirque – AdrenalineQPAC
CONCERT HALL3 SeptemberQSO Young Performers Award Grand FinalQueensland Symphony Orchestra
Appendix One – Year in Review Performance Listing
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8 SeptemberJames Cook University Brisbane Graduations SeptemberRusso Higher Education Pty Ltd
11 SeptemberQSO Gala Symphonia EluviumQueensland Symphony Orchestra
11 SeptemberEvgeny Kissin RecitalMajor Brisbane Festivals Pty Ltd and QPAC
12 SeptemberACO Concert 5 Viennese SerenadeAustralian Chamber Orchestra
13 – 14 SeptemberIn The MoodMario Maiolo Promotions Pty Ltd
15 SeptemberJames MorrisonMajor Brisbane Festivals Pty Ltd and QPAC
16 SeptemberShaolin WarriorsAndrew Kay & Associates
17 SeptemberQSO Maestro 9 Russian RomanceQueensland Symphony Orchestra
20 – 21 SeptemberBryan AdamsFrontier Touring Company
22 SeptemberWhole Lotta Love Led Zeppelin CelebrationTim Woods Entertainment
24 SeptemberJustine Clarke Little Day OutMichael Coppel Presents
27 SeptemberHale and PaceJon Nicholls Productions Pty Ltd
28 SeptemberTic Tic IIUniversal Touring Group Unit Trust
30 SeptemberQueen It’s a Kinda MagicRockcity Event Marketing Pty Ltd
PLAYHOUSE1 - 3 SeptemberQTC Cat on a Hot Tin RoofQueensland Theatre Company
7 – 10 SeptemberChunky Move: Mortal EngineMajor Brisbane Festivals Pty Ltd and QPAC
14 – 17 SeptemberMaria De Buenos AiresMajor Brisbane Festivals Pty Ltd and QPAC
21 – 25 SeptemberCircus Oz: SteampoweredMajor Brisbane Festivals Pty Ltd and QPAC
28 – 30 SeptemberSydney Dance Company: The Land of Yes and the Land of NoMajor Brisbane Festivals Pty Ltd and QPAC
CREMORNE THEATRE1 – 2 SeptemberAnimal FarmQPAC
6 September2011 Queensland Premier’s Literary Awards CeremonyDepartment of Premier & Cabinet
13 – 30 SeptemberFluffQPAC
STUDIO 222 – 23 SeptemberSeeLive AuditionsSeeLive Tivoli Entertainment & Consulting GmbH
FUNCTION ROOM10 SeptemberMcKay/Mill Wedding CeremonyMcKay/Mill, Leigh & Sam
24 SeptemberWong/Myer WeddingWong, Dana
CONCERT HALL MAIN FOYER9 SeptemberCradle Songs with Rachel BeckQPAC
MELBOURNE STREET GREEN17 SeptemberBrisbane’s Big Uke JamBrisbane Ukulele Musicians Society Inc and QPAC
23 & 30 SeptemberThe Green Jam SessionsQPAC
CASCADE COURT7 – 24 SeptemberWunder BarQPAC
MERIVALE STREET STUDIO4 – 11 SeptemberLearning How to Breathe RehearsalsAccolade Productions
Wednesday/Thursday/Friday Weekly SeptemberMusical Theatre Course – Term 3Griffi th University – Queensland Conservatorium
TONY GOULD GALLERY1 – 31 SeptemberExhibition: A View from the Sixth Row – Photographs by Reina IrmerQPAC
OCTOBER 2011LYRIC THEATRE13 – 29 OctoberToscaOpera Queensland Ltd
16 – 30 OctoberCarl BarronA List Entertainment
CONCERT HALL1 OctoberQSO Gala 4 The Puccini ExperienceQueensland Symphony Orchestra
2 – 3 OctoberVienna Philharmonic OrchestraQPAC
4 OctoberKawai Piano Series – Stephanie McCallumQPAC
8 OctoberQueensland Korean Orchestra Concert 2011 & Celebrations of Golden Jubilee Korea-AustraliaQueensland Korean Orchestra 2011
11 OctoberSouthern Cross Soloists Showcase Concert 3QPAC
12 OctoberKawai Piano Series – Liam Viney & Anna GrinbergQPAC
14 OctoberThe Laughing Samoans Greatest HitsThe Laughing Samoans Ltd
15 & 17 OctoberChris CornellMichael Coppel Presents
16 OctoberUQ School of Music Showcase Concert OctoberSchool of Music University of Queensland in association with QPAC
19 – 20 OctoberQSO Education 3: The Composer is DeadQueensland Symphony Orchestra in association with QPAC
22 OctoberQ Pops Chartbusters 2Queensland Pops Orchestra
25 OctoberSt Rita’s Annual Thanksgiving CelebrationSt Rita’s College
26 OctoberClayfi eld College Annual Speech NightClayfi eld College
27 OctoberAll Hallows’ Night of Celebration 2011All Hallows’ School Limited
28 OctoberCSTD in Concert 2011Commonwealth Society of Teachers of Dancing
29 OctoberQYO 2011 Finale ConcertQueensland Youth Orchestra Council
30 OctoberLadysmith Black MambazoAdrian Bohm Presents Pty Ltd
31 OctoberQI LiveAndrew Kay & Associates
PLAYHOUSE1 OctoberSydney Dance Company: The Land of Yes and the Land of NoMajor Brisbane Festivals Pty Ltd and QPAC
6 – 8 OctoberAshgrove Dance – On StageAshgrove Dance Studio
9 OctoberQTC Launch of 2012 SeasonQueensland Theatre Company
15 – 29 OctoberKing Arthur and the Tales of CamelotQueensland Ballet
CREMORNE THEATRE1 October FluffQPAC
13 - 22 October Spring AwakeningOscar Theatre Company and QPAC
28 OctoberKITE Yonder Edge City 2011QPAC
STUDIO 25 - 31 OctoberMusical Theatre Course – Term 4Griffi th University – Queensland Conservatorium
FUNCTION ROOM8 October21st PartyWine and Dine ‘M
9 October60th Birthday CelebrationsAnn Odlum
10 OctoberArts Queensland MeetingQPAC
27 OctoberSustainability Project Training SessionLive Performance Australia
27 – 28 OctoberDiscussions with Steven WolffQPAC
29 OctoberMelba CD LaunchQueensland Symphony Orchestra
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CASCADE COURT1 OctoberBrisbane Open House 2011QPAC
16 – 28 OctoberCarl Barron Post-Show EntertainmentQPAC
MELBOURNE STREET GREEN2 - 3 OctoberVienna Philharmonic Orchestra Live SimulcastQPAC
7, 14, 21, 28 OctoberThe Green Jam SessionsQPAC
TONY GOULD GALLERY1 – 31 OctoberExhibition: A View from the Sixth Row – Photographs by Reina IrmerQPAC
NOVEMBER 2011LYRIC THEATRE1 - 6 November Whispering JackSirius Nominees Pty Ltd
12 – 30 NovemberRock of AgesNewtheatricals Pty Limited
CONCERT HALL1 – 2 NovemberQI LiveAndrew Kay & Associates
3 NovemberIona College Junior & Senior School Speech NightIona College
4 NovemberBrisbane Boys College Speech Night Brisbane Boys College
5 NovemberQSO Maestro 10 – Celestial VisionsQueensland Symphony Orchestra
7 NovemberThey Will Have Their WayStop Start Music Pty Ltd
8 NovemberPam AyresJon Nicholls Productions Pty Ltd
9 NovemberChurchie Centenary Speech NightAnglican Church Grammar School
10 NovemberBuilding for the FutureQueensland Symphony Orchestra
10 NovemberQSO Thursday Masterworks 4 Tchaikovsky Symphony 4Queensland Symphony Orchestra
11 NovemberSt John’s Anglican College Night of CelebrationSt John’s Anglican College
12 NovemberBjorn AgainThe Music Group Pty Ltd
14 NovemberSt Aidan’s AGS Annual Award Ceremony St Aidan’s Anglican Girls School
15 NovemberSt Margaret’s Speech Night St Margaret’s Anglican Girls School
16 November Brisbane Grammar School Speech Day Brisbane Grammar School
17 NovemberSomerville House Speech Night 2011Somerville House
18 NovemberACO Concert 6 Beethoven Pastoral SymphonyAustralian Chamber Orchestra
19 NovemberQSO Choral Classics 2 Brahms’ Radiant RequiemQueensland Symphony Orchestra
21 NovemberThe Lakes College Night of CelebrationThe Uniting Church in Aust Property Trust t/a The Lakes College
23 NovemberDavid Hobson and Teddy Tahu Rhodes in ConcertAndrew McKinnon Presentations Pty Ltd
25 NovemberJohn Waters – Looking Through a Glass OnionThe Harbour Agency
26 NovemberQSO Maestro 11 Towards a New EraQueensland Symphony Orchestra
30 NovemberArj BarkerLaugh Productions Pty Ltd
PLAYHOUSE7 – 27 NovemberQTC PygmalionQueensland Theatre Company
CREMORNE THEATRE2 – 5 NovemberJane Harrison’s STOLEN, directed by Leah PurcellQPAC
14 – 30 NovemberQTC FractionsQueensland Theatre Company
STUDIO 11 – 2 NovemberCQ University Music and Theatre Auditions 2011CQ University’s Central Queensland Conservatorium of Music
14 – 15 NovemberMusical Theatre Course – Term 4Griffi th University – Queensland Conservatorium
STUDIO 221 – 22 November APSA Rehearsals 2011Asia Pacifi c Screen Awards
FUNCTION ROOM12 NovemberCocktail ReceptionWagners Brisbane Social Club
15 NovemberOpera Australia LaunchOpera Australia
18 NovemberPeddle Thorpe Christmas PartyWine and Dine ‘M
22 NovemberOzpac MeetingQPAC
CONCERT HALL MAIN FOYER18 November Cradle Songs with Katie NoonanQPAC
MELBOURNE STREET GREEN4, 11, 18, 25 NovemberThe Green Jam SessionsQPAC
MERIVALE STREET STUDIO3 – 11 NovemberMusical Theatre Course – Term 4Griffi th University – Queensland Conservatorium
15 – 25 NovemberImaginary Theatre Rehearsals ‘Look’Imaginary Theatre
TONY GOULD GALLERY1 – 30 NovemberExhibition: A View from the Sixth Row – Photographs by Reina IrmerQPAC
DECEMBER 2011LYRIC THEATRE1 – 4 DecemberRock of AgesNewtheatricals Pty Limited
30 – 31 DecemberMary PoppinsDisney Theatrical Productions (Australia)
CONCERT HALL1 - 2 DecemberArj BarkerLaugh Productions Pty Ltd
3 DecemberQSO Choral Classics 4 ...All of Heaven Before MeQueensland Symphony Orchestra
9 – 10 DecemberSpirit of ChristmasQPAC
12 – 16 DecemberQUT Graduations December 2011Queensland University of Technology
22 DecemberChristmas in LazytownAndrew Kay & Associates
31 December Q Pops New Year’s Eve Concert – Music Around the WorldQueensland Pops Orchestra
PLAYHOUSE3 – 21 DecemberSwan LakeQueensland Ballet
CREMORNE THEATRE1 – 10 DecemberFractionsQueensland Theatre Company
14 - 18 DecemberCharlie and Lola’s Best Bestest PlayMEI Live Pty Ltd
19 December Shake & Stir’s Holiday Workshop ShowcaseShake & Stir Theatre Co
PLAYHOUSE STUDIO 213 – 19 DecemberShake & Stir’s Holiday WorkshopsShake & Stir Theatre Co
FUNCTION ROOM9 DecemberHudsons Christmas PartyHudsons
12 DecemberCreative Lab PresentationsQueensland Museum
16 DecemberBoard Meeting and LuncheonQueensland Museum
LYRIC THEATRE LOUNGE6 – 7 DecemberQueensland Museum MeetingsQueensland Museum
MERIVALE STREET STUDIO19 DecemberThe Christie ProjectKatrina Torenbeek Trust
GRASS PLAZA2, 9 DecemberThe Green Jam SessionsQPAC
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TONY GOULD GALLERY1 – 3 DecemberExhibition: A View from the Sixth Row – Photographs by Reina IrmerQPAC
13 – 31 DecemberExhibition: Mary & MeQPAC
JANUARY 2012LYRIC THEATRE1 – 29 JanuaryMary PoppinsDisney Theatrical Productions (Australia)
CONCERT HALL14 JanuaryReece Mastin Live in ConcertThe Harbour Agency
21 JanuaryThe Angels – Waiting for the Sun TourQPAC
27 JanuaryMorning of the EarthBold Jack Pty Ltd
28 JanuaryAn Unforgettable Evening with Natalie ColeArtist Network
PLAYHOUSE7 – 13 JanuaryAngelina Ballerina’s Big AuditionQPAC
18 – 21 JanuaryCinderellaBallet Theatre of Queensland
29 JanuaryZeta Screen Public Awards – design developmentQPAC
CREMORNE THEATRE5 - 21 JanuaryJames and the Giant PeachHarvest Rain and QPAC
STUDIO 229 – 30 JanuaryThe Addams Family AuditionsNewtheatricals Pty Limited
PLAYHOUSE LOUNGE7 JanuaryAngelina Ballerina High TeaQPAC
23 JanuarySLQ MeetingState Library of Queensland
MELBOURNE STREET GREEN6 – 22 JanuaryFairytales and Fantasy Tunnel and Picnic PlaygroundQPAC and Queensland Museum
MERIVALE STREET STUDIO16 – 21 JanuaryFlamenco Fire Gypsy Pathways RehearsalsRed Chair Pty Ltd and QPAC Presents
24 – 31 JanuaryOzfrank 2012 Summer ProgramOzfrank Theatre Film
TONY GOULD GALLERY1 – 31 JanuaryExhibition: Mary & MeQPAC
FEBRUARY 2012LYRIC THEATRE1 – 29 FebruaryMary PoppinsDisney Theatrical Productions (Australia)
CONCERT HALL7 FebruaryChinese Acrobatic SpectacularVoice of Australian Chinese Pty Ltd
9 FebruaryAll Hallows’ Inaugural Mass 2012All Hallows’ School Limited
11 FebruaryQSO Maestro 1 QSO with KovacevichQueensland Symphony Orchestra
13 FebruaryACO Concert 1 – Chopin & Mendelssohn’s OctetAustralian Chamber Orchestra
15 FebruaryJersey Boys LaunchNewtheatricals Pty Limited
19 FebruaryQ Pops and The King’s SingersQueensland Pops Orchestra
20 – 27 FebruaryJohn CleeseAdrian Bohm Presents Pty Ltd
23 FebruaryI Musici – Viva Italia 60th Anniversary TourQPAC
29 FebruaryUkulele Orchestra of Great BritainLes Currie Presentations
PLAYHOUSE2 – 4 FebruaryFlamenco Fire Gypsy PathwaysRed Chair Pty Ltd and QPAC Present
9 – 19 FebruaryThe Wizard of OzHarvest Rain Ltd and QPAC Present
22 – 29 FebruarySummer of the Seventeenth DollQueensland Theatre Company
STUDIO 210 FebruaryMusic Theatre Masterclass with Simon Burke and Daniel EdmondsMedia Entertainment & Arts Alliance
15 FebruaryJersey Boys Band AuditionsJersey Boys Australia Joint Venture
CONCERT HALL MAIN FOYER21 FebruaryHamburg Season LaunchQPAC
CASCADE COURT25 FebruaryRio Tinto Ride to Conquer Cancer – Big OrientationRio Tinto Ride to Conquer Cancer
MERIVALE STREET STUDIO6 – 17 FebruaryBabushka Cabaret Rehearsal ‘I Can Keep a Secret’Divalution Pty Ltd
TONY GOULD GALLERY1 – 29 FebruaryExhibition: Mary & MeQPAC
MARCH 2012LYRIC THEATRE 1 – 17 MarchMary PoppinsDisney Theatrical Productions (Australia)
23 – 28 MarchRomeo and JulietThe Australian Ballet
CONCERT HALL1 MarchRyan AdamsFrontier Touring Company
3 MarchQSO Maestro 2 QSO with Markus SchirmerQueensland Symphony Orchestra
7 March QSO Education Concert 2012Queensland Symphony Orchestra Pty Ltd in association with QPAC
9 MarchJohnny CleggZeridium Pty Ltd
10 MarchDavid CampbellThe Harbour Agency
11 MarchQSO Music on Sundays 1 Espana!Queensland Symphony Orchestra Pty Ltd
12 MarchACO Concert 2 – The Hilliard EnsembleAustralian Chamber Orchestra
13 MarchAn Evening with Chris BottiQPAC
14 MarchTafelmusikMusica Viva Australia
15 MarchQSO Morning Masterworks 1 QSO Plays EdgarQueensland Symphony Orchestra
16 MarchPetula ClarkATA Allstar Artists Pty Limited
20 - 24 MarchRoss NobleA List Entertainment
30 MarchQSO Maestro 3 QSO with Sergio TiempoQueensland Symphony Orchestra
PLAYHOUSE1 – 11 MarchSummer of the Seventeenth DollQueensland Theatre Company
14 – 18 MarchBloodlandQPAC and Queensland Theatre Company present a Sydney Theatre Company and Adelaide Festival production in association with Bangarra Dance Theatre
22 – 24 MarchDickens’ WomenAndrew McKinnon Presentations Pty Ltd
31 MarchAlice in WonderlandQueensland Ballet
CREMORNE THEATRE5 MarchOOTB 2012: Media LaunchQPAC
6 MarchOOTB 2012: Teachers LaunchQPAC
19 – 31 MarchBombshellsQueensland Theatre Company
STUDIO 212 – 24 MarchBrisbane Children Rehearsals for AnnieGFO Entertainment Pty Ltd
FUNCTION ROOM6 MarchVenue Management Association MeetingQPAC
28 MarchLPA Member Forum 2012Live Performance Australia
LYRIC THEATRE LOUNGE1 – 2 MarchSLQ Team Building DayState Library of Queensland
MELBOURNE STREET GREEN23, 30 March The Green Jam SessionsQPAC
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TONY GOULD GALLERY1 – 17 MarchExhibition: Mary & MeQPAC
26 – 31 MarchBrisbane Children Rehearsals for AnnieGFO Entertainment Pty Ltd
APRIL 2012LYRIC THEATRE7 – 29 AprilAnnieGFO Entertainment Pty Ltd
CONCERT HALL5 AprilQSO Morning Masterworks 2 QSO Plays BeethovenQueensland Symphony Orchestra
13 – 14 AprilMacbethOpera Queensland Ltd
19 AprilStephen Amos Laugh Productions Pty Ltd
20 AprilClass of ‘59The Harbour Agency
21 AprilQSO Maestro 4 QSO with Johannes FritzschQueensland Symphony Orchestra
22 AprilSouthern Cross Soloists Concert 1 – Serenade d’un JourQPAC
27 AprilEndeavour College of Natural Health Graduations 2012Endeavour College of Natural Health
28 AprilDivine DivasMario Maiolo Promotions Pty Ltd
PLAYHOUSE3 – 14 AprilAlice in WonderlandQueensland Ballet
21 – 28 AprilRomeo & JulietQueensland Theatre Company
CREMORNE THEATRE3 - 21 AprilBombshellsQueensland Theatre Company
27 – 29 AprilThe Neverending StoryHarvest Rain Ltd and QPAC
STUDIO 116 AprilSouth Pacifi c AuditionsOpera Australia (South Pacifi c)
19 AprilI Will Survive AuditionsFremantle Media Australia
FUNCTION ROOM24 AprilBusiness South Bank Networking FunctionQPAC
PLAYHOUSE LOUNGE3 – 5 & 14 AprilAlice’s High TeaQPAC
GRASS PLAZA13, 20, 27 AprilThe Green Jam SessionsQPAC
MERIVALE STREET STUDIO5 – 9 AprilOzfrank Easter Actor Training Workshop 2012Ozfrank Theatre Film
MAY 2012LYRIC THEATRE1 – 13 MayAnnieGFO Entertainment Pty Ltd
24 – 31 MayMagic FluteOpera Australia
CONCERT HALL3 MayQSO Morning Masterworks 3 QSO Plays TchaikovskyQueensland Symphony Orchestra
4 MayHeston Blumenthal LiveLateral Marketing & Management
5 – 7 MayThe Wiggles – Live in ConcertThe Wiggles Live Australia Pty Ltd
11 MayCliff Joins the BeatlesThe Harbour Agency
12 May QSO Maestro 5 QSO with Valery PolyanskyQueensland Symphony Orchestra
19 MayQ Pops on BroadwayQueensland Pops Orchestra
20 MayUQ School of Music: Elgar’s Cello ConcertoUniversity of Queensland School of Music in association with QPAC
22 MayNaturally 7 – All Natural TourQPAC
25 – 26 MayHi-5Andrew Kay & Associates
PLAYHOUSE1 – 13 MayRomeo & JulietQueensland Theatre Company
19 – 31 MayDon QuixoteQueensland Ballet
CREMORNE THEATRE 1 – 12 May The Neverending StoryHarvest Rain and QPAC
16 – 31 MaySongs for NobodiesDuet Productions Pty Ltd
LYRIC THEATRE LOUNGE5 – 6 MayBuddha Birth Day Meditation Sessions 2012Buddha’s Light International Assn of Queensland
CONCERT HALL MAIN FOYER18 MayThe Magic Flute Insight NightOpera Australia
CASCADE COURT12 MaySenior Superstar Auditions 2012Presented by Brisbane City Council, The Public Trustee of Queensland, QPAC, Quest Community Newspapers and 4BC 1116 News Radio
MELBOURNE STREET GREEN4, 11 MayThe Green Jam SessionsQPAC
JUNE 2012LYRIC THEATRE1 – 9 JuneMidsummer Night’s DreamOpera Australia
2 – 8 JuneMagic FluteOpera Australia
12 – 17 JuneOOTB 2012: The Flying OrchestraQPAC
20 – 24 JuneImperial Ice Stars – Nutcracker on IceLunchbox Theatrical Productions Limited
26 – 30 JuneRock the BalletATA Allstar Artists Pty Limited
CONCERT HALL1 & 26 June Les Ballet Eloelle ‘ Men in Pink Tights’Retfar Entertainment Pty Ltd
2 JuneQYO Masterpiece Two The EmperorQueensland Youth Orchestra Council
9 JuneTom Burlinson – Now We’re SwingingDownunder Promotions
12 – 15 JuneOOTB 2012: The Race for the Chinese ZodiacQPAC
16 JuneQSO Maestro 6 QSO with Eivind AadlandQueensland Symphony Orchestra
18 JuneQPAC Choir ShowcaseQPAC
19 JuneLenny Henry – Cradle to RaveMaggie Gerrand Presents Pty Ltd
24 JuneQSO Music on Sundays 2 Romance and PassionQueensland Symphony Orchestra
25 JuneACO Concert 3 – Danielle De NieseQPAC
28 JuneMiss Chinese Cosmo Pagaent Queensland Voice of Australian Chinese Pty Ltd
29 JuneGuy Sebastian – Armageddon 2012The Harbour Agency
PLAYHOUSE1 – 2 JuneDon QuixoteQueensland Ballet
13 – 17 JuneOOTB 2012: Me and My ShadowQPAC
22 – 30 JuneHairsprayHarvest Rain and QPAC
CREMORNE THEATRE1 – 3 JuneSongs for Nobodies Duet Productions Pty Ltd
10 JuneIn Conversation with Colin FirthEquity Foundation
12 – 17 JuneOOTB 2012: Hello Space BoyQPAC
20 – 23 JuneThe Last Five YearsIgnatians Musical Society
29 – 30 JuneMenopause the MusicalHit Productions
STUDIO 112 – 17 JuneOOTB 2012: Leftside Rightside FlipsideQPAC
STUDIO 212 – 16 JuneOOTB 2012: Stradbroke DreamtimeQPAC
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FUNCTION ROOM12 – 17 JuneOOTB 2012: Story Dramas WorkshopQPAC
LYRIC THEATRE LOUNGE12 – 17 JuneOOTB 2012: Scary BeastQPAC
PLAYHOUSE LOUNGE12 – 17 JuneOOTB 2012: Design Your Story WorldQPAC
LYRIC THEATRE BALCONY FOYER12 – 17 JuneOOTB 2012: Digital PlayQPAC
CONCERT HALL MAIN FOYER12 – 17 JuneOOTB 2012: Invisible MeQPAC
PLAYHOUSE REAR STAGE12 – 17 JuneOOTB 2012: Dream WeaversQPAC
CASCADE COURT12 JuneOOTB 2012: Opening Event (Birthday Party)QPAC
12 – 17 JuneOOTB 2012: Under Age StageQPAC
MELBOURNE STREET GREEN13 – 17 JuneOOTB 2012: Dinosaur Petting ZooQPAC
21 JuneFete de la MusiqueBrisbane City Council
LYREBIRD RESTAURANT12 – 16 JuneOOTB 2012: The Art, Heart and Soul of FoodQPAC
MERIVALE STREET STUDIO18 – 24 JuneLa Voix Humaine Rehearsals Motherboard Promotions
30 JuneThe Christie Project: Creative DevelopmentKatrina Torenbeek Trust
TONY GOULD GALLERY12 – 17 JuneOOTB 2012: This [Baby] LifeQPAC
12 – 17 JuneOOTB 2012: Bear With meQPAC
THE TUNNEL12 – 17 JuneOOTB 2012: Chalk the WalkQPAC
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Appendix Two – QPAC Contribution to Government objectives
Getting Queensland back on track
The Queensland Performing Arts Trust contributes to the achievement of the Queensland Government’s Getting Queensland back on track pledges:
Grow a four pillar economyQPAC presents events with a national presence that attract international and national visitors, support cultural tourism and position Queensland as a signifi cant force in the events industry.
Revitalise frontline services QPAC presents a diverse live performance program that incorporates a range of arts education programs that align with the Government’s objective to revitalise frontline services by contributing to early childhood education in and through the arts.
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Appendix Three – Organisational Structure
Director – Presenter ServicesRoss Cunningham
Director – Marketing Leisa Bacon
Director – Patron Services
Tony Smith
Director – Corporate Services
Kieron Roost
QPAC Board of Trustees
Chief Executive John Kotzas
Programming
Production Services
Out of the Box
Marketing
Partnerships
Visitor Services
Food and BeverageOperations
Finance & Business
Human Resources and Organisational
Development
Information, Communication and
Technology (ICT)
Facilities and Maintenance;
Safety and Security
qtix
Office of the Chief Executive
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Executive Management
John Kotzas: Chief Executive Offi cer John Kotzas commenced working at QPAC in the education area, progressing to the position of Artistic Director of QPAC’s celebrated Out of the Box Festival. Following two successful festivals, Mr Kotzas left QPAC to be Managing Director of Warana and later Managing Director of the inaugural Brisbane Festival. Returning to QPAC as the Executive Manager, Programming, Mr Kotzas was appointed as Artistic Director in 2002, and Chief Executive in 2009. Mr Kotzas holds a Bachelor of Arts and Diploma of Education.
The responsibilities of the Chief Executive Offi cer include the provision of strategic direction and leadership of the organisation, setting and driving the artistic vision for the Centre. Staff within the Offi ce of the Chief Executive provide research and advice to the Chief Executive, working on whole of organisation issues.
Ross Cunningham: Director – Presenter Services Ross Cunningham commenced as the Executive Producer – Programming in 2009. Mr Cunningham has over 30 years experience in the entertainment, hospitality club and venue management industries.
The responsibilities of the Director – Presenter Service include leading the Programming team which comprises of Venue Hire, Commercial Programming, QPAC Collections Museum, QPAC Presents; and the Production Services Unit which comprises of Staging, Lighting, Stage Management, Audio/Visual and Events Management.
Leisa Bacon: Director – Marketing Leisa Bacon was appointed Director-Marketing at QPAC in August. She comes with 20 years experience in marketing and business strategy. She holds a Bachelor of Business majoring in Marketing and a Masters in Business.
At QPAC, Leisa is responsible for all Event and Corporate Marketing, in addition to managing the in-house Agency team across publicity, digital, graphic design and media buying. Recently, responsibility for partnerships and corporate development was added to Leisa’s portfolio.
Tony Smith: Director – Patron Services Tony Smith took up the position of Director – Patron Services in December 2010, following 22 years in management across all areas of the hospitality industry.
At QPAC, Mr Smith is responsible for visitor services, operations administration and leading the food and beverage team comprising restaurants, bars and functions.
Kieron Roost: Director – Corporate Services Kieron Roost commenced working with QPAC as Executive Manager – Finance in 2000. He was promoted to the role of Director, Corporate Services in 2004. The Corporate Services unit was expanded in 2009 to include responsibility for facilities, maintenance, safety and security.
Mr Roost is a qualifi ed Certifi ed Practicing Accountant and holds BA (Hons) Literature. He is a member of the Australian Society of CPAs and is a graduate of the Australian Institute of Company Directors (AICD). He has a Graduate Diploma Professional Accounting.
Mr Roost’s current responsibilities include the roles of Chief Financial Offi cer and Company Secretary. He heads a portfolio comprising of fi nance and business; human resources; information, communications and technology services; and facilities, maintenance, safety and security.
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Appendix Four – Queensland Performing Arts Trust Board of Trustees
Members of the Queensland Performing Arts Trust Board of Trustees are appointed by the Governor in Council in accordance with the Queensland Performing Arts Trust Act 1977. Members are appointed for a period of not more than three years.
During 2001-12, the Board met 9 times. Details of meeting attendance are contained in the table below.
H enry Smerdon AM DUniv (Griffi th University)B.Com, BEcon, FCPA, MAICDChair
Henry Smerdon had a distinguished 36 year career in the public sector, including fi ve years as the Under Treasurer and Under Secretary of the Queensland Treasury Department.
From the end of 1994 until April 1998, he held the position of Chief Executive Offi cer of the Queensland Investment Corporation, an organisation he played a major part in establishing. Mr Smerdon has served on a number of Government boards including Suncorp, the Queensland Industry Development Corporation (Deputy Chairman), Workers’ Compensation, South Bank Corporation, Queensland Investment Corporation, three Government Superannuation Boards (Chairman) and QInvest Ltd (Chairman). He also served as Government Statistician for fi ve years.
Presently, Mr Smerdon is Deputy Chancellor of Griffi th University and a member of the Public Trust Offi ce Investment Board. He is Chairman of Hyperion Flagship Investments Ltd and the Currumbin Wildlife Sanctuary Board and was appointed an inaugural director of the Queensland Education Leadership Institute Ltd. He is the independent Chair of the Board of AustSafe Super, an industry superannuation fund. He also operates his own consultancy business, Strategic and Financial Consulting Services.
Mr Smerdon is the recipient of a Centenary Medal and in 2010 was made a Member of the Order of Australia. In December 2010, Griffi th University conferred on him the degree of Doctor of the University for the outstanding contribution he has made to public administration, education and the arts.
Rachel HunterBA DipED BEdST MBA DUnivDeputy Chair
Rachel Hunter is the Chair of the Australian Children’s Education and Care Quality Authority (ACECQA) Board, and the Chair of Legal Aid Queensland. She is a member of the Griffi th University Council, and a member of the UQ College Board.
Ms Hunter’s previous roles as CEO included Director-General of the Department of Education, Training and the Arts, and Director-General of the Department of Justice and Attorney-General. She also served as Queensland’s Public Service Commissioner. Ms Hunter was Chair of TAFE Queensland, and as such was the lead executive and spokesperson for the TAFE system.
Ms Hunter has an acute interest in the role education, training and the arts play in individual, community, and business economic development.
Simon GallaherMember
Simon Gallaher has developed a highly successful private performing arts company based in Queensland for the past 20 years (Essgee Entertainment). He is best known to Australian audiences as a music theatre star, television and concert performer, singer, pianist and songwriter. He has also become one of Australia’s foremost theatrical producers and his company, Essgee Entertainment, a major entertainment presenter.
Mr Gallaher studied at the Queensland Conservatorium of Music before becoming a regular on The Mike Walsh Show and hosting his own night-time television variety show on ABC-TV. He has been awarded three Mo Variety Awards, a Logie Award, Queenslander of the Year Commendation, Advance Australia Award for his contributions to the arts and was twice voted Queensland’s Entertainer of the Year.
In 1984, Mr Gallaher made the transition from television to the stage as Frederic in the Australian production of The Pirates of Penzance and later performed in other musicals including Penzance and later performed in other musicals including Penzance Hello Dolly, The Student Prince, and My Fair Lady.
In 1994, Mr Gallaher created a new stage production of The Pirates of Penzance which was a huge hit across Australia and The Pirates of Penzance which was a huge hit across Australia and The Pirates of PenzanceNew Zealand and received a triple platinum video and an ARIA Award. He then created new versions of The Mikado and
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HMS Pinafore, and a new production of The Merry Widow. His company has also produced Terrence McNally’s Master Classand Sondheim’s A Funny Thing Happened on the Way to the Forum.
In 2007, Mr Gallaher initiated Shopstoppers, a series of music-theatre workshops for young Queensland performers. In 2001 he created a special anniversary revival production of The Pirates of Penzance which opened at QPAC and toured through until The Pirates of Penzance which opened at QPAC and toured through until The Pirates of Penzance2003, the $6 million Australian musical Eureka (in 2004 in association with the Melbourne International Arts Festival) and a new production of The Mikado (which opened in Brisbane in 2008 and in Adelaide in 2009). He recently returned to the stage at QPAC in the Harvest Rain production of Hairspray.
Helene GeorgeMember
Helene George is the Managing Director of Creative Economy, a niche consulting fi rm which she founded in 1992. Ms George has over 20 years experience in management and consulting throughout Australia. She has worked as a Manager of creative companies and facilities, Export Trade Representative and as an Executive in Local Government.
Ms George brings extensive experience in arts, creative industries and cultural tourism. This includes investment attraction, development and management of cultural facilities, industry development, and strategy, planning for government as well as commercialisation and development for creative companies.
Ms George has held positions as Deputy Chair of the Creative Industries Skills Council, Member of the Working Party for Creativity in the Innovation Economy, Member of the Development and Management Advisory Group and the Childers Street Theatre (ACT Government). Ms George was also the Spokesperson and a Member of the Kingston Foreshore Development Authority Reference Group which was hailed as a model for Sustainable Urban Development by the OECD.
In 2011 Ms George was appointed as a UNESCO expert on the 2005 Convention for the Protection and Promotion of the Diversity of Cultural Expressions.
She is currently a Fellow of the Australian Institute of Management and in 2011 she completed the Australian Institute of Company Directors Course. In 2007 she was honoured with a Leadership Award at the Future Leadership Summit by Australia’s pre-eminent leadership organisation, AusDavos.
Ms George holds a Graduate Diploma in Management and a Bachelor of Arts in Performing Arts. She was fi rst appointed as a Trustee of the Queensland Performing Arts Trust in 2007.
Bill GrantMember
Bill Grant holds a number of Board positions, including Chair of the Brisbane Airport Corporation, a Director of New Hope Corporation Ltd and the Brisbane Development Association.
Previously, Mr Grant held positions including CEO of South Bank Corporation and Newcastle City Council. He has signifi cant experience in urban renewal, place management, local government and project management.
Mr Grant is a Fellow of the Australian Institute of Company Directors.
Sophie MitchellMember
Sophie Mitchell is a Director of RBS Morgans and has many years experience in the stockbroking industry.
She has previously worked as portfolio manager for Seymour Funds Management, analyst for Morgans Stockbroking / ABN AMRO Morgans and a research analyst for McNab Clarke / CS First Boston.
Presently, Ms Mitchell is a Director of Expressions Dance Company, ASX-listed Hyperion Flagship Investment Limited and Silver Chef Limited, the RBS Morgans Foundation, a Member of the Australian Government Takeovers Panel and a Trustee and Member of CEDA’s Queensland State Advisory Council.
Ms Mitchell holds a Bachelor of Economics and a Diploma in Taxation Law. She has completed the AICD Directors Course and is a Senior Fellow of FINSIA (Financial Services Institute of Australasia).
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Paul PiticcoMember
Paul Piticco has built his career around shaping the contemporary music landscape of Australia. Mr Piticco has managed the career of multi-platinum, multi-award winning Brisbane act Powderfi nger since the band’s inception in 1990, later forming Secret Service Artist Management in the late 1990’s and expanding the management roster to include Bernard Fanning and The Grates, amongst others.
In 2001 Paul created Dew Process, an independent record label that has signed and released many Platinum and Gold-selling artists such as Mumford & Sons, Sarah Blasko, The Living End and The Panics. He is also heavily involved in the live music arena as Co-Producer in his globally recognised award winning annual Australian arts & music festival, Splendour in The Grass, and national touring company, Secret Sounds.
In late 2011 Mr Piticco opened a restaurant with fellow owners Andrew Baturo (Libertine Bar & Restaurant) and Denis Sheahan. Popolo Italian Kitchen + Bar is an innovative and fresh take on Italian food which will redefi ne expectations of what is a ‘traditional’ Italian restaurant.
In early 2012 Mr Piticco announced his latest venture, the new digital-focused independent label Create/Control. Create/Control has been designed to specifi cally meet artists needs in today’s music industry environment. The label is helmed by the successful team behind Dew Process and includes a roster of artists such as The Smashing Pumpkins, Metric, The Jungle Giants and Opossom.
Paul has been a Board Member for the Queensland Performing Arts Centre since November 2006. He is also an active supporter and fundraiser for Youngcare, The Yalari Foundation and Reconciliation Australia.
Mick PowerHonFIEAust, FAICD, FAIM (Member since July 2010)
Founder of the BMD Group of companies, Mick Power AM is widely regarded as one of Queensland’s leading fi gures in the civil construction industry.
After spending his formative years with Leighton Contractors, Mr Power started BMD Group in 1979 as a family business. Under his leadership, BMD Group has since grown and diversifi ed into what is today considered to be one of Australia’s largest privately owned civil construction, consulting, and urban development organisations. With the company now in its 33rd year of operation, Mr Power retains an active position as BMD Group Board Chairman and Managing Director.
Mr Power also devotes his time to supporting a number of not-for-profi t organisations and is a Board Member for the Greg Norman Golf Foundation, Brisbane Lions Football Club, South Bank Corporation and Queensland Performing Arts Centre.
Mr Power is an Honorary Ambassador of the City of Brisbane and in 2005 was awarded a Member of the Order of Australia for his service to the building and construction industry – particularly in the fi eld of civil engineering and for his community involvement.
As Vice Patron of Surf Life Saving Foundation, Mr Power established offi cial naming rights sponsorship (the fi rst of its kind in Australia) for BMD Northcliffe Surf Life Saving Club in 2007. In 2009 he was also honoured with the QUT Distinguished Constructor Award for his commitment to the Queensland construction industry.
Professor Susan StreetMember
Professor Susan Street is the Executive Director QUT Precincts and formally the Executive Dean of the Creative Industries Faculty at Queensland University of Technology (QUT). She is a practicing artist as well as an educator.
She has previously been Head of Dance, QUT; Dean, School of Dance, Hong Kong Academy for Performing Arts; Chair, Dance Fund and Council Member of the Australia Council; Trust Director, Brisbane Arts and Environment Trust, Brisbane City Council; Chair, Artistic Advisory Committee and Board Member, Hong Kong Ballet; Arts advisor to Hong Kong Arts Development Council and Leisure and Cultural Service Department of Hong Kong Government.
Presently, Professor Street serves on the following Boards: Australia-China Council (DFAT); Regional and Touring Arts Programs Expert Assessment Panel – Playing Australia; Australian Dance Council – Ausdance: Australasian Advisor to the Royal Academy of Dance in London.
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Rhonda WhiteMember
Rhonda White is a co-founder of the Terry White Chemists (TWC) Group and has been integral to the success of the brand. Her visionary skills in developing the systems and disciplines for the Brand, commitment to the development of Professional Services combined with exceptional business skills have proven a critical ingredient in growing the franchise network to its current position of 168 pharmacies in all states, employing over 4500 staff with a turnover of $1 billion.
She graduated as a Pharmacist in 1963 and also holds a Bachelor of Arts and Postgraduate Diploma in Organisational Psychology from the University of Queensland.
Ms White currently serves as a board member of TWC Group Investment Limited. She has also been a director of a number of government and private companies, including the Energex Retail Board, the Ergon Energy Board, Terry White Chemists Board, was a foundation member of the Nudgee College Board and was Foundation Chairman of the Queensland Cancer Fund Volunteers Committee. Rhonda has received numerous professional accolades including Australia’s 2000 Leading Women’s Entrepreneur of the World, Star Group International Award in Venice, National Business Bulletin – Business Star of the Year in 2004, Pharmacy Practice Medal of Excellence, University of Sydney 2006, Outstanding Alumni Award for Faculty of Science, Queensland University of Technology 2007.
Rhonda was inducted into the Queensland Business Leaders Hall of Fame in September 2011 in recognition of exceptional entrepreneurship and innovation in national retailing, and signifi cant contributions to the community.
In December 2011, she was awarded the Degree “Doctor of the University” by Griffi th University in recognition of her distinguished services to the Pharmacy Industry and to the University.
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Appendix Five – Queensland Performing Arts Trust sub-committees
Risk Management and Audit Committee
QPAC maintains a detailed Risk Management Plan consistent with the statutory requirements of sections 15(1)(h) and 28 of the Financial and Performance Management Standard 1997. The plan is reviewed annually by management and presented to the Risk Management and Audit Committee.
The Risk Management and Audit Committee is a sub-committee of the Queensland Performing Arts Trust. It meets quarterly and monitors QPAC’s compliance with the Risk Management Plan. The Trust approves its terms of reference, responsibilities and membership and all minutes and decisions are reported to the Trust. The Committee is chaired by Bill Grant and members are: Henry Smerdon, Helene George, Sophie Mitchell, John Kotzas (Chief Executive), Kieron Roost (Director, Corporate Services) and Michael Stout (Management Accountant). Junaide Latif (external auditor, William Buck as appointed by the Queensland Audit Offi ce) also attended the meetings. Details of meeting attendance are contained in the table below.
The Chair of Risk Management and Audit Committee is remunerated at a rate of $169 per meeting and committee members at a rate of $139 per meeting.
QPAC maintains a comprehensive internal audit program. A three-year Internal Audit Strategic Plan has been developed and is reviewed annually. The Internal Auditor is appointed by the Risk Management and Audit Committee from a public tender.
Under its charter, the core responsibilities of the Committee are to review and monitor QPAC’s budget; examine the annual fi nancial statements; examine and monitor internal systems, procedures and processes of signifi cance; ensure that QPAC has in place an acceptable internal audit function; approve the internal audit strategic plan and monitor its implementation; liaise with external auditors in the preparation and audit of fi nancial statements; ensure that fi nancial and other risks to which QPAC might be exposed are identifi ed and that strategies are in place through the Risk Management Plan and Business Continuity Plan; and otherwise provide advice and assistance to QPAC to enhance the corporate governance of its operations.
In 2011-12 QPAC completed internal audits of cash handling procedures, deductable gift recipient activities and a review of trust account procedures. The Risk Management and Audit Committee operated within the terms of its charter and both the Committee and internal audit function had due regard to Queensland Treasury’s Audit Committee Guidelines.
In 2011-12 there were 9 meetings the Trust and 4 Risk Management Audit Committee meetings. Attendance was as follows:
Member Queensland Performing Arts Trust Risk Management Committee
Eligible to attend Attended Eligible to attend Attended
Henry Smerdon (Chair) 9 9 4 4
Rachel Hunter (Deputy Chair) 9 8 0 0
Simon Gallaher 9 8 0 0
Helene George 9 8 4 4
Bill Grant 9 6 4 4
Sophie Mitchell 9 8 4 4
Paul Piticco 9 7 0 0
Mick Power 9 4 0 0
Susan Street 9 7 0 0
Rhonda White 9 6 0 0
The Queensland Performing Arts Trust was not subject to any external audits or reviews during the fi nancial year (other than the audit report on the fi nancial statements).
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Glossary
ACPA Brisbane-based performance company and training institute the Aboriginal Centre for Performing Arts (ACPA).
The Act QPAC is governed by the Queensland Performing Arts Trust whose responsibilities are outlined in The Queensland Performing Arts Act 1977.
Artist/company in residence QPAC enters into residencies with artists or companies from time to time through invitation rather than through a formalised application process. Each residency is different and provides for the particular needs of the resident and QPAC. A QPAC contribution to a residency may include accommodation, administrative and fi nancial support, or a dedicated QPAC producer. A resident contribution may include artist talks or free performances.
Concert Hall 1 800 seat theatre used primarily for classical music concerts and contemporary music.
Cremorne Theatre 300 seat theatre used for smaller theatre productions and as a ‘black box’ for hire.
Dark nights A dark night is a term used to refer to those nights during a performance season when a theatre is not in use. Dark nights are most commonly used to give performers a rest during the season; vocal performers in particular make use of dark nights.
Genres QPAC classifi es genres according to categories set by Live Performance Australia.
Home companies QPAC’s four Home Companies have a particular and defi ned relationship with QPAC as their primary performance home. QPAC’s relationship with its Home Companies spans aspects of production, marketing, ticketing, catering and functions. The specifi c detail of these relationships has evolved over time and remains fl uid in order to accommodate the changing needs of all parties.
Lyric Theatre 2 000 seat theatre used primarily for musicals, operas and large dance and music productions.
NARPACA The Northern Australian Regional Performing Arts Centre Association (NARPACA) is a coalition of performing arts and events venues in Queensland and the Northern Territory.
OA Opera Australia (OA) is the national Australian opera company based in Sydney
OQ Opera Queensland (OQ) is the State’s fl agship opera company and one of QPAC’s Home Companies
OZPAC OZPAC is a coalition of the major Performing Arts Centres in Australia and New Zealand. These Centres are typically the pre-eminent multi-purpose, multi-venue performing arts complexes in their cities. They typically include at least a lyric theatre, a concert hall, and drama theatres along with other performance, exhibition and function spaces. All are publicly owned.
Performances Scheduled public activity presented indoors or outdoors by any presenter and offsite where presenter is QPAC. Includes workshops and lectures. Where multiple acts perform as one program for example Green Jam this is considered one performance. Where program is over multiple days for example Melting Pot this is consider one performance per day ie 2 performances.
Playhouse 850 seat theatre used primarily for theatre productions, classical and contemporary dance.
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QB Queensland Ballet (QB) is the State’s fl agship classical dance company and is one of QPAC’s Home Companies.
QMF Queensland Music Festival (QMF) is a biennial whole of state festival.
QPAC The Queensland Performing Arts Centre (QPAC) is the State’s leading performing arts venue and forms part of Brisbane’s Cultural Centre corridor at South Bank.
QSO The Queensland Symphony Orchestra (QSO) is the State’s fl agship orchestra and is one of QPAC’s Home Companies.
QTC The Queensland Theatre Company (QTC) is the State’s fl agship theatre company and is one of QPAC’s Home Companies.
qtix qtix is an entirely Queensland-based ticketing service provider that is owned and operated by QPAC. Ticket sales are managed through phone, internet and mail systems as well as in person at the qtix Box Offi ce, QPAC and other ticket outlets.
The Trust The Trust is the Queensland Performing Arts Trust which governs QPAC through The Queensland Performing Arts Trust Act 1977.
Venue utilisation QPAC calculates venue utilisation as the total number of days booked for performance, rehearsal, maintenance or other activity as a percentage of 365 days.
VPO The Vienna Philharmonic Orchestra (VPO) is one of leading orchestras in the world.
Q U E E N S L A N D P E R F O R M I N G A R T S C E N T R E
Queensland Performing Arts CentreCorner Grey and Melbourne StreetsSouth BankQueensland 4101Australia
PO Box 3567South BankQueensland 4101Australia
Telephone: +61 (7) 3840 7444
Facsimile: +61 (7) 3844 1839
www.qpac.com.au
A N N U A L R E P O R T 2 0 1 1 - 2 0 1 2
This report can be accessed online at www.qpac.com.au
Enquiries about this report can be addressed to:
Executive Offi cerQPACPO Box 3567South BankQueensland 4101 Australia
Email: [email protected]
© Queensland Performing Arts Trust 2012
ISSN: 0156-9147
DISCLAIMER
The materials presented in this PDF are provided by the Queensland Performing Arts Trust for information purposes only. Users should note that the electronic versions of fi nancial statements on this site are not recognised as the offi cial or authorised version. The electronic versions are provided solely on the basis that users will take responsibility for verifying their accuracy, completeness and currency. Although considerable resources are used to prepare and maintain the electronic versions, the Queensland Performing Arts Trust accepts no liability for any loss or damage that may be incurred by any person acting in reliance on the electronic versions.
The offi cial copy of the annual report, as tabled in the Legislative Assembly of Queensland can be accessed from the Queensland Parliament’s tabled papers website database:
http://www.parliament.qld.gov.au/view/legislativeAssembly/tabledPapers/home.asp