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2015-09-15 Infrastructure and Services Committee Att 2 to Item 4 The J Service Review 2014-15
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Attachment 2 to Item 4
Infrastructure & Services Committee Agenda 15 September 2015
Service Review 2014-15
The J
SERVICE REVIEW
The J
January 2015
1
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Section 2
Service Review 2014-15
The J
CONTENTS
1. Review details ............................................................................................................................... 5
2. Service activities ........................................................................................................................... 5
3. Service obligations ........................................................................................................................ 6
4. Key stakeholders .......................................................................................................................... 6
5. Budget (current year) .................................................................................................................... 7
6. Employee Resources .................................................................................................................... 8
7. Service levels ................................................................................................................................ 8
8. Asset Management ....................................................................................................................... 8
9. Benchmarking ............................................................................................................................... 9
9.1 Costs ....................................................................................................................................... 9
9.2 Seating .................................................................................................................................. 10
10. Discussion ................................................................................................................................... 11
10.1 Background ........................................................................................................................... 11
10.2 Venue Hire ............................................................................................................................ 11
10.2.1 Charge types and usage categories ............................................................................. 12
10.2.2 Breakdown of revenue .................................................................................................. 13
10.2.3 Comparison by category ............................................................................................... 14
10.2.4 Fee Change Scenario ................................................................................................... 14
10.2.5 Key metrics.................................................................................................................... 15
10.2.6 Venue hire growth ......................................................................................................... 16
10.3 Ticketing ................................................................................................................................ 17
10.3.1 Ticketing delivery model ................................................................................................ 18
10.3.2 Ticketing fees ................................................................................................................ 19
10.4 Theatre usage ....................................................................................................................... 19
10.5 General operations ................................................................................................................ 21
10.6 Additional funding opportunities ............................................................................................ 21
10.7 Website ................................................................................................................................. 22
10.8 Community Outcomes ........................................................................................................... 22
10.9 Operating Service Delivery Models ....................................................................................... 22
10.9.1 Current Service Delivery Model .................................................................................... 22
10.9.2 Potential Service Delivery Models................................................................................. 23
10.9.3 Other ............................................................................................................................. 24
10.9.4 Recommended delivery model ...................................................................................... 26
11. SWOT Analysis Summary and Recommendations .................................................................... 27
12. Recommended Action Plan ........................................................................................................ 28
2
Section 3
Service Review 2014-15
The J
EXECUTIVE SUMMARY
Background
The J is a Council-owned community facility located in Noosa Junction. It provides a variety of multi-
purpose spaces for community use and is also home to two anchor tenants - the University of the
Sunshine Coast (USC) and Noosa Community Radio.
While originally conceived as a Youth Facility, the purpose of The J was expanded to be a community
centre in order to attract Federal and State Government funding. Retractable theatre style seating
was installed in The J after construction in order to improve the venue’s flexibility and enhance the
experience of people attending performances at The J Theatre.
Current Service Levels
The J is a seven day week venue. Its core opening hours are 9am to 9pm Monday to Thursday; 9am
to 11pm Friday and Saturday and 9am to 5pm Sunday. It is resourced by 4.7 FTE (full time
equivalent) employees, plus two contractors – a cleaner and a lighting technician.
The J’s net operating cost for 2014/15 is $337,077 (which equates to $11.28 per rateable property).
When depreciation and corporate overheads are included, the total net cost for The J is $813,793
($27.22 per rateable property).
Comparison to similar venues in Queensland Category 4 Councils is difficult given the variation in
size, seating capacity, regional demographics etc. The best comparisons are with the Moncrieff
Theatre (Bundaberg Regional Council) and Brolga Theatre (Fraser Coast Regional Council). Of note
is that The J’s corporate overheads are $147,000 higher than Moncrieff Theatre and corporate
overheads are not charged to the Brolga Theatre. For comparison purposes a consistent application
of corporate overhead was applied, resulting in net operating costs per rateable property equating to
$12.81 and $13.77 for Moncrieff and Brolga respectively. The J’s operational (controllable) costs are
comparable with the two other regional facilities. Total net costs were $21.62 and $26.45 respectively.
For the calendar year 1 January to 31 December 2014, The J averaged 174 daily attendances. The
University of the Sunshine Coast and Hillsong Church represent 43% of these attendances and 39%
of the venue hire revenue. Having such a large percentage of attendance and revenue tied to two
users represents a significant risk for the venue which needs to be managed carefully going forward.
Management is focussed on increasing occupancy and attendances from other user groups including
the potential expansion into the Meetings, Incentives, Conferences and Exhibitions (MICE) market
through alliances with MICE Noosa.
A ticketing service is currently provided at The J. This ticketing service is available for both internal
events at The J and external events in the Shire. The external ticketing service runs at a net profit of
approximately $17,000 p.a. It is recommended that a more detailed review of ticketing options and
ticketing models be undertaken to see if the system and its profitability can be improved.
3
Section 4
Service Review 2014-15
The J
Events and theatre performances at The J are of three types.
Self-entrepreneurial performances where Council takes the risk;
Hire of The J Theatre by a community group such as the Noosa Long Weekend Festival,
Noosa Chorale or Noosa Heads Jazz Club where the venue is provided to the group at a
subsidised/community rate;
Hire by a commercial promoter (as is the case of many of the comedy acts which utilise the
venue).
The percentage of Council-entrepreneurial events at The J is low, due to a lack of budget and the
higher risk associated with them. There may be opportunity to expand in this area; however an
allocated budget and full profit and loss analysis will be required to ensure their ongoing viability.
The J Theatre has a capacity of approximately 330 seated and 500 standing. It can be set up in a
variety of configurations due to the retractable seating. The number of seats is a limitation for certain
events. Feedback from promoters and user groups such as the Long Weekend indicate that if the
venue had 400 to 500 seats it would allow for a greater number of commercial events at The J.
As part of the review, respected theatre architect Peter Roy was tasked to see if it were possible to
increase the seating capacity of The J Theatre to 450 seats and extend the backstage area. His
conceptual study concluded:
The existing “J” Theatre capacity can be increased to a 430-450 seat theatre;
The existing “dull” acoustic can be changed to a “brighter” acoustic, more suitable to live
music;
The stage can be enlarged and back stage facilities built which will allow a greater range of
performances;
Additional study is required to determine possibilities more precisely and to determine cost;
An initial budget of $5-6million should be set aside to achieve most, if not all, of the
improvements.
In consideration of the above, the architect also acknowledges that a diversity of performance (usage)
is often required for multi-purpose venues to be viable. Given the necessity for flexibility in this regard
The J’s current acoustics, lighting and technical equipment generally meets the requirements of our
diverse client base. However ongoing development of acoustics and investment in upgrading
sound/lighting equipment is recommended.
Any increase in the theatre space needs to be balanced against the cost of the capital works required,
the actual demand for a larger venue and the potential increase in revenue that may be achieved by
enlarging the seating capacity.
While there are a number of potential alternative management options for The J including divesting all
or part of the activities to a commercial or community group, or creating a stand-alone council-owned
company to manage the venue, none of these models are perfect. All would require continued council
subsidy of one form or another, and some could also mean a loss of community access to the venue.
Therefore it is recommended at this stage that the Council retain management of The J as a multi-
purpose venue until such time as either USC or Hillsong Church vacate, at which time a review of
management models be undertaken by an independent consultant. In the meantime it is
recommended that The J remain a flexible multi-purpose venue managed by Council and a 3-5 year
business plan for The J be developed.
4
Section 5
Service Review 2014-15
The J
SECTION ONE: CURRENT SERVICE
1. Review details
Service description & The J is Noosa’s premier community and performance venue, providing
purpose meeting and performance spaces, theatre/auditorium, commercial
kitchen, community breakout spaces and a community art display. It is
also home to the University of the Sunshine Coast and Noosa
Community Radio.
Responsible Community Services
Department
Review team members Michael Shave (Director, Corporate Services)
Fox Rogers (Director, Community Services)
Charlie Eames (Manager, Community Facilities)
Scott Braby (The J Coordinator)
Emma O’Neill (Community Facilities Advisor)
Review Scope Review current operations.
Determine efficiency of current operations.
Provide options for future direction.
Determine future direction for The J.
2. Service activities
Activity Description Activities/components Delivery model
1. Venue Hire Manage and oversee bookings/hires for The J. Internal
Venue set up and set down.
Lease management:
University of the Sunshine Coast –
(lease expires 31/12/2016 with an additional 10 year
option)
Noosa Community Radio –
(lease agreement expired 30/09/2011 with additional
3 x 5 year options, currently negotiating renewal).
Manage and oversee bookings/hires for
Bicentennial Community Centre (BCC).
2. Ticketing Ticketing for internal events organised by The J. Internal
Ticketing for hirers of The J.
Ticketing for external events including NIFW,
Noosa Long Weekend, Noosa Music Society, and
Peregian Food & Fashion Fiesta.
Box Office.
3. Events/ Entrepreneurial – Internal. Internal staff
Theatre External – Venue hired to promoters. and external
Includes: Theatre, Music, Comedy, Film, Dance, promoters
Disco, School Performances, and Presentations.
Bar/kiosk operation associated with events.
4. General General administration. Internal
operations Customer service (includes reception Mon-Fri,
(for both The phone, emails and general enquiries).
J and BCC) Banking and financial processing.
HR management.
Building and equipment maintenance and repairs.
5
Section 6
Service Review 2014-15
The J
3. Service obligations
Legislation (statutory requirement NIL
to provide service)
Policy Noosa Council Social Plan (2006-2016)
SCC Social Infrastructure Strategy
Other
4. Key stakeholders
External The J regular users, community groups and hirers including Noosa Chorale Society,
Noosa Jazz Club, Hillsong Church, United Synergies, Alliance Francaise, Mylestones
Employment, Aust. Independent Retirees Assoc, Noosa Film Society, Noosa Long
Weekend Festival, and Noosa International Food and Wine Festival.
The J patrons, general public and community.
University of the Sunshine Coast (USC).
Sunshine Coast TAFE (who sublet from USC).
Noosa Community Radio.
Other Community Organisations.
Internal The J staff Community Engagement Branch
Community Facilities management Councillors
Finance Branch Leadership Team
ICT Branch
6
Section 7
Service Review 2014-15
The J
5. Budget (current year)
$
Current
Description Budget
Revenue
Venue Hire / Equipment Hire (169,500)
Ticketing - Commission & Sales (71,400)
Sundry Other (69,650)
Bar & Kiosk (51,650)
Lease (76,372)
(438,572)
Expenses
Contract Services 57,900
Other Materials & Services 325,564
Employee costs (salaries & wages) 374,138
Internal Charges - waste/plant 18,047
775,649
Net Total Operating Costs 337,077
(does not include depreciation and corporate overheads, see below)
Depreciation &
Amortization
Depreciation Plant & Equipment 59,969
Depreciation Buildings 151,784
Depreciation Other Structures* 80,973
Amortisation Intangibles 2,679
295,405
Total Depreciation 295,405
Corporate Overhead Charges 181,311
Net Total Costs 813,793
Less Car Park Depreciation* 80,973
732,820
* It is recommended that the car park depreciation for the second stage of the J car park (which was
not required as part of the DA but compensated for a reduction in car parking as a result of the
construction of the Transit Centre) be transferred from The J Cost Centre to a different cost centre
such as Car Parks.
7
Section 8
Service Review 2014-15
The J
6. Employee Resources
The J core staff group undertook a time and motion study prior to the commencement of the Service
Review. The time and motion study has helped to inform and confirm the core activities for The J.
A snapshot of the time and motion outcomes can be seen at Attachment A and the team structure can
be seen at Attachment B.
Activity Employees Contractors Volunteers
FTE FTE
Venue Hire 0.7
Ticketing 1
Events/ Theatre 1 0.2 (theatre Up to 60 throughout the
technician) year depending on
events
General operations 2 0.5 (cleaning)
Totals: 4.7* 0.7
Notes:
*The 4.7 FTE employees consist of three (3) Permanent Full Time staff and the remaining 1.7 FTE consists of
casuals.
The FTE is allocated based on where staff allocate time – staff are multi-skilled and work across more than one
‘activity’ listed above.
7. Service levels
Core available hours Monday – Thursday 9am-9pm
(84 hours per week) Friday – Saturday 9am-11pm
Sunday 9am-5pm
Main Reception Monday – Friday 9am-5pm
Box Office hours Monday – Friday 9am–4.30pm
Events – one hour prior
The history of booking requests and hire at the centre indicate that 84 hours per week is appropriate
for a multi-purpose community venue. The J’s operational hours cater for venue hire, events,
ticketing, general operations and community enquiries.
The J is able to operate outside these hours as long as Liquor Licensing restrictions are met.
8. Asset Management
There is a regular cycle of maintenance undertaken at The J (e.g. quarterly roof maintenance,
Firevac, vegetation inspection and management, floor maintenance, etc.) however, there is no annual
maintenance plan or schedule in place. There is currently no requirement for significant renewal
works in the short term. Given that the venue is more than 9 years old it is recommended that a
condition assessment and asset management plan be developed in 2015/16.
RISK – Unforeseen or non-budgeted maintenance in the absence of a planned
maintenance and renewal program.
8
Section 9
Service Review 2014-15
The J
9. Benchmarking
It is difficult to benchmark venues like The J, as each venue varies in size, seating capacity, number
of spaces, regional specific demographics and characteristics.
9.1 Costs
Benchmarking against other Queensland Category 4 Council operated venues was attempted,
however there are only multi-use community halls in these Council areas (not appropriate for
comparison with The J). There are however, two venues nearby in Category 5 Council’s; being the
Moncrieff theatre (Bundaberg), and the Brolga theatre (Fraser Coast). Both have a focus on theatre
spaces although they are approximately double the size of The J’s theatre space.
Benchmarking against other venues was also available through the Sunshine Coast Performance and
Community Venues Service Plan 2014-2029. The graph below shows a combination of benchmarking
and comparison information from the Category 5 Council’s directly and the information found in the
SCC venues service plan.
Benchmarking can be problematic with respect to accuracy of information and other factors, but in this
case it highlights:
On a full cost basis The J’s net operating costs are $27.22 per property – higher than the two
regional facilities but slightly lower than SCC.
When only factoring in operational (or controllable) costs The J net operating costs are $11.28 per
property – comparable with the two regional facilities
Corporate overheads for The J are 23% of operating costs (excl. depreciation), whereas
overheads for the Moncrieff Theatre (Bundaberg) are 14% of operating costs. No overheads are
applied by Fraser Coast to the Brolga Theatre which makes the comparison problematic. It should
be noted that for a small entity such as The J an overhead range of between 15% and 25% is
considered acceptable according to the AEC Group’s overhead analysis (albeit The J being at the
higher end of the range).
(Note: Corporate overhead and depreciation information not available from SCC, therefore no
operational cost per rateable property has been included below)
Cost per rateable property
$27.22 $28.19
$30.00
$25.00 $20.14 $21.62
$20.00
$11.28 $12.81
$15.00 $8.95
$10.00
$5.00 $0.00
$0.00
Noosa Shire Council Bundaberg Regional Fraser Coast Regional Sunshine Coast Council
(The J) Council (Moncrieff Council (Brolga Theatre)
Theatre)
Full cost per rateable property Operational cost per rateable property
9
Section 10
Service Review 2014-15
The J
If we assume a consistent application of say a 20% overhead to each facility the following
comparison can be drawn.
Adjusted Cost per rateable property
$27.22 $26.45 $28.19
$30.00
$25.00 $21.62
$20.00 $13.77
$11.28 $12.81
$15.00
$10.00
$5.00 $0.00
$0.00
Noosa Shire Council Bundaberg Regional Fraser Coast Regional Sunshine Coast Council
(The J) Council (Moncrieff Council (Brolga Theatre)
Theatre)
Full cost per rateable property Operational cost per rateable property
The exercise (although limited in scope) does show that The J net costs are comparable with like
facilities when considering the costs able to be directly controlled by management.
9.2 Seating
Seating Capacity
1,200 1,025
Population per theatre seat
1,000
800
600 472
400 234 211
155 113 94 114 132
200
0
Gold Coast City
Fraser Coast Regional
Redland Council
Noosa Shire Council
Bundaberg Regional
Sunshine Coast
Moreton Bay Council
Cairns Regional
Wollongong Council
Council
Council
Council
Council
Council
The J’s seating capacity is in the mid-range of the examples provided above in terms of population
per seat. Please note that these figures only consider Local Government owned venues, not private
facilities or other Government agencies (e.g. Department of Education).
10
Section 11
Service Review 2014-15
The J
10. Discussion
Since opening, The J has been operating as a multi-purpose venue catering for youth, community,
culture and arts. This approach is in line with the final vision for The J which matched the funding
criteria for the construction of the facility.
The services and activities offered at The J are not mandatory; however The J was originally funded
to include community support and activities. These services and activities have continued to be
provided with expectation from existing community user groups that they continue.
Assets and amenities such as the theatre, retractable seating, quality sound, lighting and technical
equipment, stage and performer’s facilities are unique in the Noosa area and provide for a range of
events and activities. There are no other facilities locally that provide the performance, technical
capacity and configurations of The J.
10.1 Background
In the year 2000, the need for a youth and community centre was identified within the Noosa
community.
In 2003 the Community Auditorium Working Group presented a report which recommended an
auditorium of approximately 500 seats.
Through the extensive research and discussion undertaken by the Youth & Community Centre
working group, the vision for The J broadened as it was developed, with a broader community
function centre added to attract funding.
Capacity as a cultural facility was added with support from the Noosa arts community, with theatre
style seating a last minute addition.
Venue hire to commercial enterprises was intended as a means of subsidising achievement of the
other objectives.
The hybrid expectations of The J impacted its physical form during the concept and design
process.
In early 2005 Noosa Council approved the development of The J and it opened in November
2006. Funding for the project was provided through a State Government grant of $1.587M and a
Federal Government grant of $1.4M, with the balance of funds contributed by Noosa Council.
The J became a Centre for all members of the Noosa community.
Some spaces of The J are currently leased to the University of the Sunshine Coast and Noosa
Community Radio Station, which provide additional income streams for this venue.
10.2 Venue Hire
The J accommodates the needs of a broad range of users. It is a multi-use facility servicing the
broader community. Further community engagement is aimed to provide additional indication of
customer expectations and to enhance the entire experience at The J. Funding provided by the
Government for the ‘Building the Education Revolution’ (BER) has increased the number of
school/community halls locally, which has impacted on The J by reducing the demand for some
school events (presentations, discos, meetings, etc.) and other similar community activities. However
the J continues to attract an increasingly wide variety of community user groups and commercial
hirers.
It is also worth noting that from January 1 2015, the Bicentennial Community Centre Main Hall is no
longer available as a multi-purpose venue. Some community groups (including Jazz, Chorale) have
already transferred to The J and other groups have relocated to other Council venues resulting in a
marked increase in user demand and enquiry.
Following is an analysis of venue hire at The J for the period 1 January – 30 September 2014.
11
Section 12
Service Review 2014-15
The J
10.2.1 Charge types and usage categories
Charge types are classified as follows:
Commercial (Organisations conducting
commercial (for-profit) activities), Breakdown of Venue Hire Revenue
Community (Not-for-profit incorporated by Charge Type
community organisations – except where
they fit in the “other community” category Commercial
defined below),
Other community/regular commercial
(Regular bookings (10 or more bookings per 11% 9% Community
14% (NFP)
year), Government agencies, educational,
political, religious organisations or primary
Negotiated
health care providers with a commercial
focus as the organisation’s core business, 66%
Organisations with a liquor-licenced Other
supporters club/associated club who Community/
Regular
commercially trade seven days a week),
Negotiated (negotiated venue hire rate –
can include any of the categories above at
management discretion as delegated)
Usage is broken down into the following categories:
Church (usage by church groups), Summary of Usage by Category
Performances (Musical, theatrical, comedy,
films and other performances [may be
commercial, entrepreneurial or community in
nature]), Church
Youth (any booking that is for a youth Other
activity, e.g. Greenzone, Bluelight, United Performances
Synergies, School performances, etc.)
Youth
WMCC (workshops, meetings, classes,
WMCC
ceremonies [including presentations])
Other (e.g. Sport/fitness groups, kitchen
usage for commercial activities & other
bookings that don’t fit in the criteria above)
12
Section 13
Service Review 2014-15
The J
10.2.2 Breakdown of revenue
Breakdown of Venue Hire Revenue by Charge Type
$90,000
$80,000
$70,000
$60,000
$50,000
$40,000
$30,000
$20,000
$10,000
$0
WMCC
WMCC
WMCC
WMCC
Other
Other
Performances
Other
Performances
Other
Church
Youth
Youth
Youth
Commercial Community (NFP) Negotiated Other Community/
Regular
The majority of the negotiated hire revenue for the period 1 January – 30 September 2014 relates to
the Hillsong Church ($87,782) and Performances ($36,592). Generally the negotiated rates involve
hire of multiple rooms within the venue and/or other elements such as ticketing, bar takings, etc. In
the case of the Performance category, a full profit and loss analysis is required, rather than to focus
on the venue hire alone (as shown in the graph above). Previously the absence of accurate software
systems for calculating the Cost of Goods Sold made it too labour-intensive to calculate accurate
profit/loss. Additionally, the allocation of wages and full ticketing data was also not available. Since
the introduction of software systems after de-amalgamation, continual refining of the stock
management module has occurred. It is now at a point where accurate information can contribute to
profit and loss calculations. The J staff are also working with the Finance team to implement full profit
& loss analyses on performance-related events/venue hire.
The breakdown between the other categories (i.e. the bookings are charged at the gazetted fees)
represent approximately one third of the venue hire revenue for the period. No immediate change is
recommended here, however a ‘regular commercial’ rate could be considered in the future.
Community (NFP) charge-out rates are also highly subsidised and further review or increase in these
charges could be considered.
The Breakdown of Venue Hire Revenue by Charge Type graph above does not include lease revenue
from USC or Noosa Community Radio ($76,372 p.a.).
The loss of major clients including Hillsong Church and anchor tenant USC has the potential to impact
on The J revenue by approximately $174,000 or 39% of current revenue streams. Contingency plans
need to be developed if either organisation was to leave the venue.
USC‘s lease with The J expires 31 December 2016 but they have a 10 year renewal option.
A Memorandum of Understanding is reviewed annually with Hillsong Church. Discussions with the
church have indicated that they would like to continue their use of The J for a minimum of 3-5 years.
OPPORTUNITY – Implement profit & loss analysis for relevant performances and events.
13
Section 14
Service Review 2014-15
The J
OPPORTUNITY – Consideration of fee changes to increase revenue streams relating to
regular commercial and community hire.
RISK – 39% of current revenue streams relate to only 2 customers. This is a significant
risk for The J.
10.2.3 Comparison by category
% of Hours Booked vs % of Venue
Church hire currently represents the majority of Hire Revenue
both hire and revenue at The J.
50% 43%
40%
Workshops, meetings, classes and ceremonies 40%
(WMCC) represents 31% of venue hire at The J, 31%
however only produces 14% of the venue hire 30% 23%
% of Hours Booked
revenue. This category includes a number of 20% 17%
13% 14%
free-of-charge Council bookings which do not 8% 9% % of Venue Hire
generate venue hire income (approximate value 10% 3%
Revenue
$4,300). Other WMCC bookings are generally in 0%
the smaller rooms which have lower venue hire
rates.
Performances generate 23% of venue hire
revenue while only representing 13% of venue
hire. Performances are often commercial in nature and therefore generate higher levels of revenue.
Venue hire for Youth in the graph above includes two significant school performances aimed at
developing their students (St Andrews Anglican College and St Teresa’s Catholic College). These two
performances are major bookings in the theatre and other spaces which include venue hire,
equipment and other cost recovery charges (increasing the overall venue hire revenue for this
category).
10.2.4 Fee Change Scenario
A series of ‘what if’ calculations have been applied to average current fees and charges for The J.
Applying various percentage scenarios, if community and regular bookings were charged at the
commercial rate, there is potential to earn an additional $28,251 - $56,503 for the period. However,
the opportunity cost also needs to be considered. Increasing the booking charges of community to
commercial rates may also result in the loss of the venue hire opportunity in these cases and lead to
community dissatisfaction. With the increase in regular community hire of The J this year, groups like
Noosa Heads Jazz Club and Noosa Chorale have had some impact on commercial hire booking
requests with conflicting hire dates. At this stage alternative dates have been accommodated,
although this needs to be continually monitored.
If 100%
charged at If 75% charged If 50% charged
Average Jan to Sep Commercial at Commercial at Commercial
Rate 14 Venue rate, potential rate, potential rate, potential
Rate type per hour Number of hours Hire increase is… increase is… increase is…
Community $25.50 205 $5,228 $7,073 $ 5,304 $3,536
Other Community/
Regular $19.33 1,216 $23,500 $49,430 $37,073 $24,715
Commercial $60.00 351 $21,060 $- $- $-
Total Potential increase in venue
hire $56,503 $42,377 $28,251
14
Section 15
Service Review 2014-15
The J
10.2.5 Key metrics
Occupancy Number (Count) Measure
Average monthly occupancy 17,480 hours booked/ 59% occupancy
rate for the period exclusively occupied
(1 Jan – 30 Sept 2014). (as per Section 7, total hours available
for the period = 39,168)
Note: calendar year occupancy tables & graphs were unable to be updated prior to submitting Service Review, however overall
occupancy remained at 59% for the calendar year.
Occupancy Breakdown by Occupancy Breakdown by room/ space
Tenure Type (for period 1 January - 30 September 2014)
(for period 1 January - 30 September 2014)
80% 150%
100% 100% 100% 100%
60% 100%
42% 33% 25%
Leased Areas 50% 18% 15%
40% 44%
Venue Hire 0%
20%
15%
0%
59%
Occupancy rates are based on each hireable space at the venue being available for 84 hours per
week (refer section 7). The J has maintained consistent occupancy levels for a number of years with a
range from 54% - 66% monthly occupancy rate from April 2011 until September 2014. It is unrealistic
to expect 100% occupancy over the 84 hours. It is also difficult to benchmark multi-use community
venues as usage is calculated differently. 65% occupancy is deemed a reasonable occupancy target
with a stretch goal of 70%.
The upper foyer’s low occupancy percentage can be attributed to the fact that it is generally a public
space and is therefore limited for hire. It is primarily an informal meeting space, youth activity space,
exhibition space and used when other spaces are not available. Its availability and amenity is also
impacted by activities in the other spaces (particularly the theatre).
Kitchen hire is steadily increasing to commercial operators and is utilised for catering for a number of
events at The J. Leasing the kitchen space to a commercial café may also be an option, however this
may impact on catering options for events held at The J. The J Café has also previously proved
commercially unviable and would require considerable marketing and promotion due to the location
and competition from other food and beverage outlets throughout Noosa Junction. Community
Training groups have also previously hired the Kitchen.
OPPORTUNITY – Potential leasing of the kitchen space at The J to secure additional
revenue.
15
Section 16
Service Review 2014-15
The J
Average daily attendance per month
300
250
200
150
100
50
0
Total monthly attendances
8000
7526
7000 6904
6483
6236
6000 5602 5654
5000 5144 4957
4347
4000 3672
3982
3000 3114
2000
1000
0
Total attendance for the calendar year was 63,621 people.
Daily attendances for the calendar year averaged 174 people per day. As shown in the graphs
above, attendances are significantly reduced in January, June and December. This is due to the
university breaks. Also of note are the higher levels of attendance in July when the Noosa Long
Weekend events are held at The J.
It is interesting to note that the average of 174 people per day includes:
an average of 14 people associated with USC (8%) and
an average of 61 people attending The J for Church activities (35%).
10.2.6 Venue hire growth
Given the technical capacity of The J, venue hire often requires associated set up by staff with an
understanding and knowledge of The J technical specifications. This requires a higher level of
service than other Council venues for hire. Where possible, wages are recouped as part of the hire
agreement, however this predominately relates to bookings of a commercial nature. There may be
opportunity in the development of the fees and charges during the 2015/16 budget process to recoup
a greater portion of the staff set up time for community groups using The J. More accurate Profit &
Loss calculations will assist to determine relevant charges particularly for commercial events. It is also
important that flexibility remains to negotiate when appropriate. Another option is to enhance self-
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The J
serve set up to reduce employee costs (recently introduced) for regular users who can be trained for
general operations and meet WH&S requirements at The J. The profit and loss analysis discussed in
section 10.2.2, will assist in informing any changes to relevant charges.
In addition, a recent meeting with representatives of Meetings, Incentives, Conferences and
Exhibitions (MICE) Noosa has identified synergies in operations and possible future partnerships
including the opportunity to increase commercial activity with minimal impact on current activity at The
J. The majority of MICE activities are expected to occur outside of current performance/hire periods
(e.g. Monday to Thursday), which is also better suited to both accommodation providers and
hospitality services.
The J is also well suited to meet a current gap in the market and accommodate larger corporate
conferences, exhibitions, workshops and gala dinners. Access and car parking have also been
identified as considerable attributes for The J in being part of a developing MICE market in Noosa.
One area that is lacking however is room for trade exhibits/trade shows associated with conferences.
The lower level car parks could be an option if temporary infrastructure is utilised (pending further
investigation).
OPPORTUNITY – Development of a strategic partnership or alliance with MICE to attract
conference events to The J.
10.3 Ticketing
The J currently provides an in-house ticketing service for hirers, entrepreneurial programming and
external events.
Ticket sales Number (Count) Measure
(1 Jan – 30 Sept 2014) TOTAL: 29,805
Internal: Ticketing for events run 2,182 7%
by or purchased by The J
External Promoter: Ticketing for 4,097 14%
events run by a Promoter (promoter
hires the venue for the event and
uses JTix)
External: Ticketing for events not 23,526 79%
held at The J e.g. NIFWF
79% of ticket sales for the period 1 January – 30 Breakdown of ticket sales
September 2014 are for external events such as Noosa Internal ( [buy-in/
entreprenurial]
International Food & Wine Festival, Noosa Long 2182, incl. Manhattan
Weekend Festival, Peregian Food & Fashion Fiesta, 7% 4097, Short, Flickfest)
14%
etc. A further 14% of tickets were sold for promoter External
events held at The J, and 7% of tickets were sold for (Promoter events
at The J [venue
events sourced and/or operated by The J (internal hire + ticketing])
events). 23526,
79% External
(Ticketing for
External ticket sales represent a gross commission of events not held at
$50,000 and a net profit of approximately $17,000 for The J eg. Food &
The J. Wine)
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The J
Over the past 12-18 months, the number of online ticket sales has increased, reducing the burden on
Reception/Box Office staff and associated staffing requirements.
The low internal ticket sale (7%) is a result of a progressive change in strategy since the opening of
The J. The focus under SCC shifted considerably from a high level of events at Council’s risk, to a
lower risk and lower cost strategy where promoters are encouraged to hire the venue at their own
risk.
OPPORTUNITY – Consider increasing seed funding for internal entrepreneurial events
(2015/16 financial year budget). Potential for greater profits: however greater risk. This would
also provide an insight into the types of events that audiences are likely to attend.
Internal ticket sales and ticketing for promoter events requires a more in depth review, as ticketing is
not the only component for these events. A full profit and loss analysis is required for each event
taking into consideration other elements such as bar, venue hire, and marketing, etc.
Ticketing is currently an option offered to hirers of
The J and is delivered in-house through JTix Ticketing for events at The J
(SABO software). It is not compulsory for hirers to
use the JTix service. When a promoter chooses to
use JTix, The J retains exclusivity over ticketing for
the event during the sales period. This means that
Used Jtix
tickets cannot be sold through another source. For 4, 19%
the period 1 January – 30 September 2014, 81% of
the 21 ticketed events at The J used JTix. The
Used other
19% who used other ticketing services were 17, 81% ticketing
predominantly community not-for-profit groups
service
selling general admission tickets and were looking
for a lower cost option so they could retain a larger
amount of the ticket price for their event.
10.3.1 Ticketing delivery model
Ticketing service delivery models are complex with a number of different software suppliers in the
market offering varied fee structures and varied levels of administrative control (e.g. able to edit all
ticketing info in-house vs. having to request all changes through the supplier). All reputable ticketing
software providers currently offer online sales.
The industry norm for promoters is that if a box office service is provided by the venue, the onsite box
office is used for ticketing for their event. Exceptions to this tend to be where the event is general
admission only as there are a number of software providers who offer general admission ticketing at
lower prices (e.g. Try Booking, Moshtix).
Venues of similar size to The J with a theatre tend to use SABO rather than the likes of Ticketek and
Ticketmaster (who ticket for venues which have limited box office facilities except on event day e.g.
The Gabba). This is not to say that Ticketek and the like are not still options for The J if a well-
negotiated package is implemented.
Anecdotal evidence from promoters indicates that this onsite service is valued. As highlighted in
section 10.4, the size of the venue can be limiting for promoters due to the number of potential
patrons who can attend an event. This also impacts on pricing for tickets due to the fine balance
between the amount patrons will pay and the profit promoters need to make.
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The J
10.3.2 Ticketing fees
As shown in Attachment D, The J is currently at the higher end of pricing for ticketing fees for similar
venues. This is aimed at recovering as many costs as possible.
Fees for ticketing vary depending on the provider, for example:
Using the current ticketing software SABO, The J takes payment processing fees out of the full ticket
price but absorbs bank transaction fees, meaning that the promoter receives less of the full ticket
price, but the patron has no additional charges.
The likes of Ticketek and Ticketmaster add transaction and service delivery fees to the price of the
ticket which are paid by the patron. This means that the promoter receives the full ticket price, but the
patron pays more for the ticket.
Below is an analysis of the differences based on the Sydney Comedy Festival, an event held at The J
where the promoter hired the venue and used JTix (further detail can be seen in Attachment E).
What is the
maximum the What does the
patron will pay for promoter get out What does/ could
Ticketing provider Ticket price their ticket? of each scenario? it cost The J?
SABO/ JTix $35.00 $43.00 **$32.00 $2.98
#
Ticketek $35.00 $51.88 $35.00 $2.30
#
Ticketmaster $35.00 $45.23 $35.00 $2.30
#
Try Booking* $35.00 $35.00 $33.47 $2.30
#
Moshtix* $35.00 $43.50 $35.00 $2.30
* General admission ticketing only – cannot be used to provide allocated seating.
** $3.00 transaction fee paid to The J – this has been established to cover the costs associated for The J (shown
in next column).
#
$2.30 is the estimated charge for these providers.
In this example, JTix provides the second lowest cost for the patron, however the promoter receives
less of the ticket price. Cost to The J is also slightly higher under JTix, however this is generally
recovered by the transaction fee charged to the promoter.
It is difficult to provide a full analysis on ticketing as part of the Service Review due to the variability
and disparate nature of ticketing options. A full review is required to ensure that the current approach
to ticketing is the most suitable model for The J.
OPPORTUNITY – Review ticketing arrangements to determine most appropriate model.
10.4 Theatre usage
There are three main types of events which use The J Theatre. A hybrid delivery model is currently in
place for events held at The J.
Community Organisations hire The J at a reduced rental to put on their own event
The J will ‘buy in’ events (although this is currently a low percentage of the events)
Promoters/touring shows hire The J to stage their events
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The J
Feedback from promoters and tour managers is that The J’s facilities are of a satisfactory standard
including quality lighting and sound provisions. The variety of configurations available thanks to the
provision of retractable seating is also appealing to hirers.
Configurations include:
Formal theatre (338 seats), add upper mezzanine (additional 45 seats) – total capacity 383
Tiered seating (176 seats) with open flat floor and high bars suitable for bands – capacity
approx. 300
Theatre/Cabaret (tiered + round tables) – capacity approx. 225
Cabaret (round or trestle tables) – capacity approx. 250
Flat Floor (no seating) – capacity 500
When considering The J Theatre space alone, the preferred capacity for rural theatre performance
venues is a minimum 400 up to 800 seats (promoters have indicated that a range of 400 to 500 seats
would be optimal for The J). This is supported by the 2003 Community Auditorium Working Group
Report where the working group nominated a preferred capacity of 450-500 seats based on issues
relating to the size of the catchment, assessed local demand, treatment of acoustics, aspects of
theatre design, intimacy and capital and operating costs. Original plans for The J included a larger
theatre space; however a section had to be removed due to funding limitations.
While promoters and some user groups (see letter from the Noosa Long Week End Attachment F)
would like to see an increase in seating capacity at The J, this needs to be balanced against the
capital works required and the level of demand within the catchment for the types of events suited to
the proposed changes.
Initial exploration into the possibility of increasing the seating capacity at The J to 450 seats has been
undertaken by theatre architect Peter Roy (refer Attachment G). In his investigations he also looked
at the possibility of increasing the size of the backstage area and enlarging the size of the stage to
allow for dance and other large scale performances.
With regard to the acoustics of The J which some classical music promoters deem to be poor Peter
notes that the theatre is acoustically fairly dull and consequently the presentation of live music
especially classical music could be improved but that the current acoustic is reasonable for the
spoken voice and amplified sound. With appropriate treatment it is possible to improve the acoustic.
Peter’s estimate of the cost to significantly upgrade the J to become a successful theatre space is
between $5- $6 million
Furthermore, in regards to the venue and possible future building works, The J management have
highlighted improvements to enhance operational efficiency and patron experience. These include;
theatre entrance and bar/café configuration, venue frontage aesthetics and venue access including
reclaiming the Pick Up/ Drop Off’ zone.
OPPORTUNITY – Significantly upgrade The J Theatre.
Caveat; If Council wishes to pursue a significant upgrade of The J theatre a full cost-
benefit analysis is required to determine the impact on the rate base.
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The J
10.5 General operations
The J opening hours vary depending on the activities and events on site on any one day. Reception
hours are 9.00am–5.00pm Monday–Friday, similarly Box Office 9.00am–4.30pm (and one hour prior
to show time). Consideration has been given to the reduction of opening hours, however current
staffing times are already based around the activities/events on site and it would be difficult to further
reduce the operating hours. A reduction would also potentially impact on customer service, building
security and maintenance, and revenue opportunities
The level of service provided by staff to the hiring organisation varies depending on the requirement
for each event. The J is flexible and can adapt to the expectations and requirements of its clients and
customers. Current rostering aims to provide minimal staffing levels in order to operate as efficiently
as possible. The introduction of staggered staff rosters and multi-tasking has reduced duplication and
enhanced staffing efficiency. Additional casual staff are engaged on an as-required basis.
For large events such as Noosa Long Weekend Festival, volunteers are used to help usher people
and perform other Front of House duties. There may be opportunity to increase the number of
volunteers at events to reduce labour costs, however, WH&S, the cost of training and supervision
(and potentially service quality) would also need to be considered.
Feedback is obtained through surveys following events and shows. This feedback has been used to
assist in identifying where service can be improved. Improvements may relate to content of a
performance/show, general aesthetics or amenities of the venue.
Staffing levels vary depending on demand for activities and events. Liquor licensing legislation can
impact on the requirement for increased staff levels to ensure The J meets its licensing obligations
including sufficient numbers of qualified staff. Current staffing levels are minimal however adequate.
Resourcing is generally appropriate for the service expectations/requirements. The employee skills
mix is also currently adequate; however, continuing to reduce demarcation within the team will further
assist the rostering and operational efficiencies.
OPPORTUNITY – Ongoing multiskilling within the team to assist with rostering to meet
the operational requirements of The J.
The service delivery for The J requires flexible working conditions which is restrictive and cost
inefficient under the current Award and Certified Agreement (CA) conditions. The implementation of
the modernised Award and Council’s Enterprise Agreement could prove more practical and industry
relevant. While the current organisational structure is adequate, it should be acknowledged that
flexibilities to meet industry requirements are necessary. Management is working with HR to consider
industry-relevant hours of work, penalties and overtime.
OPPORTUNITY – Potential to reduce salary costs and increase operational efficiency
with the development of a new certified agreement.
10.6 Additional funding opportunities
There are limited opportunities for Council to access external funding for the operation of The J;
however opportunities may exist where community user groups source funding to assist with provision
of equipment and capital works particularly through grant applications.
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The J
10.7 Website
The J’s website extensively markets events and ticketing at The J. Statistical data currently shows an
average of 5,445 site visits per month and 9,949 page visits per month. Further details below.
thej.com.au Website stats Sep 2014 – Nov 2014
Total Visits: Nov – Sep 16,336 – averaging 5,445 per month
Total Page Views: Nov – Sep: 29,848 – averaging 9,949 page views per month
Top 5 viewed pages
What’s On overview: 8,909 views = 2,970/month
Homepage: 2,742 views = 914/month
Upper Foyer Info page: 719 views = 240/month
Event Sliders “Buy Now” clicks: 639 views = 213/month
Booking list (“Book tickets online now” button): 424 views = 141/month
Traffic over the three month period
Referrals: 9,970 visits & 15,147 views
Search Engines: 2,277 visits & 7,419 views
Direct visits: 4,089 visits & 7,282 views
Top Referral sites
Noosa.qld.gov.au -> 408 visits & 1,707 views (link on council website)
m.facebook.com -> 101 visits & 275 views (Facebook on mobile devices)
facebook.com -> 37 visits & 147 views (Facebook desktop version (PC))
Note: Referrals are sites that our visitors have come from/found our website from. This does not include Google.
Google falls under “Search Engines”. Direct visits are people who type in the URL themselves, or have it
bookmarked. They do not come from another site, they go directly to thej.com.au
10.8 Community Outcomes
Community outcomes delivered by The J, its user groups and lessees include:
Education: USC, TAFE, Industry Hirers, school groups
Arts and culture: Noosa Long Weekend Festival, TEDx, Qld Arts Alliance
Music and entertainment: Events hire/entrepreneurial
Youth activities and support: United Synergies, drop in spaces, discos
Community activities and support: meetings, fundraisers, public forums, ceremonies
10.9 Operating Service Delivery Models
10.9.1 Current Service Delivery Model
The J is currently managed in-house as a multi-purpose venue with two anchor tenants, the University
of the Sunshine Coast and Noosa Community Radio Station (who are predominantly responsible for
their own areas). Since it opened, The J’s café operation has ceased, and in-house programming
was significantly reduced under Sunshine Coast Council.
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The J
10.9.2 Potential Service Delivery Models
Delivery models for community venues were given considerable attention during the Community and
Performance Venues Future Direction study undertaken by 99 Consulting for SCC in 2012. The
findings are still relevant today, and are outlined below:
Local governments continue to look for the perfect solution to managing assets. The perfect model is one that
ensures a venue achieves the outcomes desired by Council and community while freeing Council from capital
and operating cost and risk. As this model has yet to emerge, Councils continue to explore variations on a
number of approaches – from fully owned and managed in-house to completely transferring ownership to another
entity. Decisions about which approach to use are usually based on a number of factors:
Criticality and complexity: venues that are critical to the achievement of Council goal or require
significant nurturing are often managed in-house, with significant investment in programming as well as
the facility
Control: where Councils desire control over outcomes, they often operate venues themselves. Redland
City Council has recently brought management of many of this mainland community halls in-house for
this reason after an audit found issues
Cost: local governments have historically seen outsourced models as cost saving, transferring
responsibility for maintenance and operation to an external party such as a sports club or community
groups. However work done by Western Australia Department of Sport and Recreation on lifecycle
costing has highlighted the long term costs incurred through deferral of maintenance, a trend noted by
many local governments with their leased facilities
Capacity: increasingly, local governments are grappling with a lack of ability or willingness within
communities to take on roles that were traditionally done by volunteers. Managing community halls in
urban areas is a good example.
Council-owned performance venues are generally either managed directly by the local government or operated
by an external entity of which the local government is shareholder.
Generally speaking, an external entity approach is used for venues that are the key performing arts centre in their
region and are of a scale that justifies the establishment of a company or there are significant advantages in
operating outside of Council award structures.
General Management approaches are summarised below:
Approaches Description Examples
High control In house staffed and Council staff based on site handle bookings and Lake Kawana Community Centre
High investment programmed at the venue are responsible for programming to achieve Nambour CC
specific objectives.
In-house, off-site Council staff based off site handle bookings, Coolum Civic Centre; some Redlands
management, plus caretaker “looks after” users and has an on-site mainland halls
caretaker presence as needed.
In-house, off-site Council staff based off site handle bookings, on- Bicentennial Community Centre
management site work by head office staff when required Kawana Hall
Beerwah Hall
Agency bookings/ in-house External group handles bookings etc, Council staff some Logan City Council halls
maintenance act as caretakers and undertake maintenance
External group acts as External group contracted to handle bookings and Moreton model via Redcliffe Lions,
agent manage minor maintenance. Some or all hire fees Pine Rivers Neighbourhood
go to the agent to cover/subsidise their costs or to Association etc
support their own community activities.
Anchor tenant A group has use of all or part of the space and Milwell Road Community Centre
takes responsibility for bookings for other users
Shareholder model Council creates an external entity to lease the The Events Centre
(Board managed) facility.
Permit to occupy A group has permission to use the facility
Co-tenancy Several groups hold leases over parts of the facility
(usually with one lead group)
Tenancy A single tenant leases the facility (could be not-for- Many sports facilities on the
profit or commercial) Sunshine Coast
Gift Gift building for relocation OR venue and land to a
group
Low control Sale Sell building for relocation OR venue and land to a Fitzgibbon Community Centre
Low investment group (ULDA)
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The J
Depending on Council’s future expectation and direction for The J, there may be options to divest
some components of activities at The J. However, if the decision was to divest partially or completely,
fixed costs would still remain; including but not limited to building maintenance, administration and
depreciation.
Furthermore, if The J was divested to a commercial operator with Council still requiring the provision
of community events, such divestment would require a guarantee against any loss. This would be
similar to the agreement between Brisbane City Council and Ogden in managing the Brisbane
Entertainment Centre. Alternatively, a considerable reduction in community-based activities may be
required.
Similarly, if The J was managed by a Board, commercial principles would be applied, with an ongoing
expectation of funding support from Council to continue the provision of community events, etc.
Divesting to a particular community group is not advisable. It is unlikely that a community group
would be able to cover the operational costs. Additionally, there is the risk of a narrow focus based on
the community group’s areas of interest.
RISK – Commercial or Shareholder Model of operation may prohibit community use.
Furthermore divestment of The J operation to a community group may result in a narrow
focus of use for the facility.
10.9.3 Other
Facility Expansion – single focus service delivery – Section 10.4 and Attachment G explores
events/theatre configurations and usage. Should the preliminary changes suggested by the architect
be undertaken, the multi-purpose nature of the venue will be reduced, with a greater reliance on
theatre performances alone.
OPPORTUNITY – Investigate viability to increase the seating capacity to approximately 450
while retaining the variety of configurations required by user/community groups.
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The J
Mothballing – From a community and commercial perspective, mothballing is not a real option,
however for the purpose of this review the following is provided. Under the mothballing scenario,
Total Net Cost would be approximately $376,000.
$
Current
Description Budget $ Mothball
Revenue
Venue Hire / Equipment Hire (169,500)
Ticketing - Commission & Sales (71,400)
Sundry Other (69,650)
Bar & Kiosk (51,650)
Lease (76,372)
(438,572) 0
Expenses
Contract Services 57,900 13,400
Other Materials & Services 325,564 22,000
Employee costs (salaries & wages) 374,138 22,651
Internal Charges - waste/plant 18,047 4,512
775,649 62,563
Net Total Operating Costs 337,077 62,563
(Does not include depreciation & corporate overheads - see below)
Depreciation &
Amortization
Depreciation Plant & Equipment 59,969 59,969
Depreciation Buildings 151,784 151,784
Depreciation Other Structures 80,973 80,973
Amortisation Intangibles 2,679 2,679
295,405 295,405
Total Depreciation 295,405 295,405
Corporate Overhead Charges 181,311 18,131
Net Total Costs 813,793 376,099
The budget assumptions under the mothball scenario are detailed to provide an estimate of ongoing
or fixed costs to council if The J was to cease operations or basically ‘close up shop’. These costs are
estimated to be $376,099 with the relevant considerations detailed below.
No revenue as the building is standing empty with no activity
Basic contract services (e.g. Landscaping, cleaning and electrical)
Other materials & services (e.g. Cleaning supplies, electricity charges and other basic
supplies)
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The J
Employee costs for a minimal caretaker role
One quarter of the current internal charges for waste/plant
Depreciation & amortisation is fixed
10% of current corporate overhead charges
10.9.4 Recommended delivery model
With the current mix of two major anchor tenants and a major hirer in Hillsong, it is recommended that
Council retain management of The J as a multi-purpose venue until such time as either USC or
Hillsong leaves the venue. At this point, a detailed management model review should be undertaken
by a consultant with suitable expertise. Further feasibility regarding theatre changes could also be
undertaken, including business case and cost-benefit analysis.
In the meantime a 3-5 year Business Plan is recommended to enhance The J’s performance under
the current delivery model.
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Section 2: Opportunities, Risks & Recommendations
11. SWOT Analysis Summary and Recommendations
Strengths Weaknesses
An impressive facility for a Category 4 Council, with quality performance and Seating capacity at The J can limit profitability for an event and the types of
technical capabilities, unique within the local area. events held.
Multi-purpose facility with retractable seating to accommodate the range of Ticketing pricing cost-prohibitive to some community groups and promoters
services and activities for the broader community. who source other ticketing options/providers for their event at The J.
Centrally located with adequate access and parking. Profit and loss analysis not currently undertaken for each event.
Industry experienced staff with a good understanding of operational needs. Reduced rate and FOC bookings for internal Council and NFP organisations
Lighting & sound resources to accommodate quality performances. can result in reduced revenue opportunities.
Commercial grade kitchen. Fixed costs of the facility.
Fully operational stand-alone industry specific website. Minimal staffing requires multi-skilled staff with some demarcation of duties.
IR restrictions as the existing Award/CA do not suit operational needs for
flexibility.
Opportunities Threats (Risks)
Enhance existing delivery model for The J. Unforeseen or non-budgeted maintenance in the absence of a planned
Implement profit & loss analysis for relevant performances and events. maintenance and renewal program.
Review Fees & Charges to increase revenue streams. Loss of revenue from major user group Hillsong Church and lessee USC (if
Noosa’s burgeoning MICE market – develop strategic partnership or alliance. lease option not renewed by USC in 2016).
Increase internal entrepreneurial events (budget implications + insight into Commercial or Board operations may limit community use.
audience preferences). Divestment to community group may result in narrow focus of use for facility.
Full review of ticketing services. Competition from commercial venues within the region i.e. Licensed clubs,
Investigate viability to increase venue seating capacity (feasibility required). resorts, larger regional venues.
Commercial Kitchen hire for increased revenue.
Multi-skilling of staff to enhance operational efficiency.
Reduce employee costs and increase operational efficiency via new CA.
Funding (Grants) sourced through The J community user groups.
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The J
12. Recommended Action Plan
No Action Expected benefits Any Impacts (financial / resourcing / Responsible
industrial relations etc) Officer
1. Council continue to manage The J as a Maintain and enhance community activities at Nil Venue
multi-purpose community venue The J Coordinator
2. Develop 3-5 year Business/Marketing Better outcomes for Council and the Initially staff or consultant resourcing will be Venue
Plan community through improving existing required. It is anticipated that the business Coordinator
practices and enhancing the delivery model plan will drive increased usage and revenues.
3. Pursue MICE partnerships and Increased revenue due to use of the venue in Venue
opportunities down time Coordinator
4. Contingency plan and risk mitigation for Reduce financial risk through a planned Financial Venue
potential loss of major tenants approach should major tenants vacate Coordinator
5. Expand entrepreneurial activities Increased revenue. Understanding of Financial – budget for entrepreneurial Venue
audience preferences. activities will be required Coordinator
6. Implement profit and loss analysis for Understanding of which events are most Staff and finance team resourcing Venue
events profitable to The J, and potentially the CSO for Coordinator
important community events
7. Investigate ticketing options Ensure most effective ticketing model is being Staff time or consultant Venue
used at The J (financial and service levels) Coordinator
8. Review fees & charges Increase revenue opportunities and provide Staff time. Venue
more appropriate charge-out rates for the Potential increase in revenue Coordinator
variety of users of The J
9. Ensure CA reflects flexible operations of Reduced salaries & wages Industrial relations – HR team Venue
The J Align staff working conditions to industry Coordinator
requirements
All staff working under the same conditions
10. Explore cost effective ways to increase Meet requirements of specific events that Financial – there are considerable financial Venue
The J seating capacity cannot currently be held at The J. implications with expanding The J capacity Coordinator
Increase potential for revenue for The J and and acoustics ($5-6m)
hirers of larger events.
11. Develop Asset Management Plan Long term asset management planning Financial & Resourcing required Venue
Coordinator
12. Car park depreciation of $80,973 be Better reflect the true cost of running The J No financial impact for Council overall Director
transferred from The J Cost Centre to a Corporate
different cost centre such as Car Parks. Services
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The J
Attachment A – Time and motion study summary
Time & Motion Summary Time & Motion Summary
The J Key Staff The J Key Staff
Based on Activities listed in the Service Period covering 16 June - 5 October 2014
Review
Period covering 16 June - 5 October 2014
Admin
Bar/Café
Box Office
13.48%
Venue Hire (including 1.71% Emails
Lease & BCC 21.50%
15.19% 0.76%
Management) Event Duty Manager/FoH
Events/ Theatre 4.06% HR
(including marketing)
4.33% Marketing
14.52% 2.56%
Ticketing (including Meeting
56.57% 6.30%
box office) 9.67% Other
13.72% Ticket Setup/Maintenance
General Operations 7.52%
(including venue 7.59% Training
maintenance) 5.26% 4.44%
Venue Hire BCC
Venue Hire The J
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Attachment B – The J Team Structure Chart
Venue Coordinator The J
Scott Braby (PFT)
TBA
(currently contract)
Front of House Assistant
Casual Front of House
Venue Officer Venue Support Officer (incl marketing) Technical Officer
Assistants
Mark Allen (PFT) Almasa Whitelaw (PFT) Elli Wilson/ Kate Sanders Sound Technician (Casual)
(Approx 6 staff)
(Casual)
LGOA L3 LGOA L2 LGEA LAT THRETECH
LGEA LAT FOH
LGEA LAT FOH
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Attachment C – Local Government Comparison Data
Council Notes
subsidy (full costs)
subsidy (operating
per XX population)
venue (i.e. 1 venue
Seats per rateable
rateable property
rateable property
Operational cost
Seats per capita
Population per
No. of Council
QLD Council
performance
Full cost per
No. rateable
per rateable
Operational
Operational
Venues per
Total seats
Population
properties
Category
property
property
venues
costs)
Noosa Shire 4 1 52,409 338 $813,793 $337,077 52,409 155 29,895 88 $27.22 $11.28
Council (The J) 29,895
Bundaberg 5 1 97,762 865 $906,117 $576,543 97,762 113 45,000 52 $20.14 $12.81 Moncrieff
Regional Council 45,000 Entertainment
(Moncrieff Centre (cinema
& live events)
Theatre)
Fraser Coast 5 1 103,358 49,791 1,100 $1,076,462 $445,462 103,358 94 49,791 45 $21.62 $8.95 Brolga Theatre
Regional Council & Convention
(Brolga Theatre) Centre (2 major
spaces for
tiered seating
(900 & 200
seats) Does not
incur corporate
overheads.
Sunshine Coast 8 3 278,202 2,430 $3,523,743 92,734 114 41,667 51 $28.19 $0.00
Council 125,000
Cairns Regional 6 1 157,102 670 157,102 234 na na na na
Council
Redland Council 6 1 147,437 700 147,437 211 na na na na
Moreton Bay 8 1 408,914 399 408,914 1,025 na na na na
Council
Gold Coast City 9 1 537,844 1,139 537,844 472 na na na na
Council
Wollongong 2 205,231 1,554 102,616 132 na na na na
Council
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Attachment D – ticket charges comparison with like sized theatre seating capacity
Note: all use SABO (the same as JTix) except for Orange Civic Theatre
The Patron Commercial Not for Profit OTHER
Phone cc booking online bkg Refund CANCELLATIO REFUND COMP
Capacity fee Postage fee fee fee s Bkg fee cc fee Bkg fee cc N S S
The J 338 $3.50 $2.50 - $4.50 NA NA NA na $3.00 na $2.75 na na na $0.33
Wagga Wagga Civic 488 $3.00 $2.00 $5.60 $3.80 1.5% na na $3.00 $3.00 $0.35
Cessnock Performing $1.00 -
Arts 466 na $2.00 na na na na $6.80 na na na na na $0.40
$1.50 -
Bathurst Memorial 642 NA $3.00 NA NA NA $4.00 1.5% $1.00 - $3.00 1.50% na na na
$4.10 -
Orange Civic Theatre 502 As per Ticketek's charges na $9.20 1.95% na na na na $0.40
$1.00 -
Port MacQuarie 594 $5.00 NA NA $3.00 $3.00 $5.00 $4.50+ na na na $3.00 - $9.00 na $0.50
Coffs Harbour - Jetty na - BO collect
Theatre 246 na only na na na na $3.00 na $2.00 na na na na
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Attachment E – Sydney Comedy Festival – ticketing provider analysis
Commercial Ticket
event Price To Patron Total To Promoter Total Cost to The J * Total
Booki
Phone Postag Handlin Online ng Transac Labour Ticket
1 ticket fee e Fee CC Fee g Fee Bkg fee MAX Fee CC Fee tion fee SABO CC Fees * stock
The J $35.00 $3.50 $4.50 NA NA NA $43.00 $3.00 NA NA $3.00 $0.33 $0.23 $2.38 $0.04 $2.98
Ticketek $35.00 NA $11.25 $0.68 $4.95 NA $51.88 NA NA NA $- $2.30 $2.30
Ticketmaster $35.00 NA $4.60 $0.68 $4.95 NA $45.23 NA NA NA $- $2.30 $2.30
Try Booking $35.00 NA NA NA NA NA $35.00 $0.30 $0.74 $0.50 $1.54 $2.30 $2.30
Moshtix $35.00 $3.90 NA $0.70 NA $3.90 $43.50 NA NA NA $- $2.30 $2.30
* Cost to The J
Set up cost per ticket $0.08
Labour includes initial set up cost for 1 ticket
Labour cost based on FOH staff member selling 1 ticket over phone for a duration of 5 minutes
What is the maximum the what does the promoter get out
Ticket price patron will pay for their ticket? of each scenario? What does it cost The J?
SABO/ JTix $35.00 $43.00 $32.00 $2.98
Ticketek $35.00 $51.88 $35.00 $2.30
Ticketmaster $35.00 $45.23 $35.00 $2.30
Try Booking $35.00 $35.00 $33.47 $2.30
Moshtix $35.00 $43.50 $35.00 $2.30
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Attachment F – Noosa Long Weekend Feedback
From: President [mailto:[email protected]]
Sent: Tuesday, 20 January 2015 2:39 PM
To: Alan (Fox) Rogers
Cc: Scott Braby
Subject: Review of the J
Importance: High
Dear Fox,
Despite all my good intentions prior to Christmas, I was not able to devote the time required to put in a detailed submission as
part of your review of the J. For this I sincerely apologise and as time has marched on, it is probably no longer appropriate.
However, I would like to make a few points which I am sure you have already considered and taken on board, as a fall back to
a full submission:
We would welcome an upgrade of the J physical space to:
o Seat at least 400
o Provide a much better foyer area and entry to the theatre with more space for access to the bar
o Improve the signage outside to conform to more modern approach that would allow banners to be
displayed and even digital projections on the building itself
o Change the look of the entry
o Enlarge the stage area and backstage (redesign with people who have expertise in this area)
o Remove the bus stop outside and revert to a drop off area to help increase patronage
We would also welcome a new model for the management and staffing of the J that removes the strictures of a local
government award and encourages further entrepreneurship
o In today’s competitive arts and events market it is no longer enough to run a facility, the top management
must drive a different vision that builds on the best ideas and successful business models popping up
elsewhere in Australia and overseas for theatre space
o Staff need the support to be highly customer focussed and flexible in their approach – the best
experiences with the J staff are always the ones where this comes to the forefront
o A board with significant expertise in the arts and business who oversights the management would enhance
capability
o There would be opportunities to go for other forms of funding with a different business model separate from
Council
Other ideas for exploration could include:
o Beefing up conference capacity
o Being the centre focus for a concept such as a Noosa Institute
These have been prepared in some haste and if other ideas are first and foremost in the minds of our Management Committee,
I will pass these on
Regards
Johanne
Johanne Wright
President
Noosa Long Weekend Festival
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Attachment G – Concept Plans
18.12.2014
A conceptual study into the feasibility of expanding The J
theatre
by Levesque & Derrick Architects Pty Ltd in association with
Peter Roy, FRAIA and architect of the Brisbane PowerHouse.
The Director of Community Services at Noosa Council , Alan Rogers, requested Lévesque & Derrick
Architects to review The J Theatre and to make a brief conceptual study in the potential for;
increased audience capacity;
improvements in the acoustic response of the theatre;
enlargement of stage and backstage areas.
Peter Roy, an architect with significant experience in theatre design, visited The J with Alan Rogers in
October 2014 to review the existing J Theatre, and explore the feasibility of increasing the audience
capacity of the theatre.
Subsequently Peter has refined his initial thinking by developing a series of conceptual sketches 052;
A01, A02, A03 (attached) and by providing the following written commentary.
Audience Capacity
The present capacity can be increased to 430-450 without encroaching on to the stage area by;
Replacing telescopic/retractable seating with fixed seating utilising the space saved by more
efficient circulation;
Expanding the seating in to the existing foyer (see drawing A01 and A02).
Side balconies could be added to enhance the atmosphere to the theatre.
The “low section” of seating shown in section 2 – A02 can be covered over to allow an increased flat
area which will enable Cabaret Performances.
New entries from the upstairs foyer level are made possible by structural alteration to the new fixed
seating arrangement.
Entry from the existing external foyer is still possible with alteration to levels and door locations.
Incursion into the existing upper foyer will mean loss of toilets, some structural alterations and
changes to air conditioning systems.
Acoustics
The theatre at present is acoustically fairly dull and consequently the presentation of live music,
especially Classical music could be improved.
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Acoustically, a low reverberation is dull and better for the spoken voice and reinforced sound and a
higher reverberation is brighter and better for singing and live unamplified music.
This is an over simplification, but it basically holds true for all spaces.
Multipurpose halls are notoriously unsuccessful, but a diversity of performance is often required to
make venues more viable.
It is easier to lower the reverberation than to increase it (in broad terms). Consequently, a venue with
a bright acoustic can accommodate live music and singing without reinforcement, and can, with the
introduction of variable noise absorption, create a tolerable acoustic for theatre, the spoken voice and
reinforced sound.
To increase the reverberation in The J Theatre economically, it is necessary to increase the volume of
the space.
This could be achieved by removing the existing roof and constructing a new, uniform pitched roof as
shown in drawing A02 sections 1 and 2.
A good example of a successful live music venue of this profile is the Maltings at Snape (details
attached).
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The gap between the top of the existing walls and the location of the eaves would be filled in with
lightweight acoustically appropriate materials. It may be possible to construct the new structure
outside of the existing theatre walls, allowing some activities to continue while construction
progressed. Drawing A02 shows the extent of new roof required to achieve the improvements noted
above
Stage, Side Stage and Back Stage
The existing stage facilities limit the types of performance possible at The J.
Dance often requires extensive side stages, a deeper stage and performers’ change spaces.
Choir and musical performances need assembly, storage and performers’ change spaces.
Quick turnovers between shows necessitates back stage space for storage and manoeuvring.
Enlarging the stage can easily be achieved by expanding the stage into the area occupied by the
existing dressing room. Removing the proscenium to make an open stage with a “soft” / “false”
proscenium would also allow for more diverse performances.
Side stage, rear stage, technical and performance spaces can be built reasonably inexpensively in
the existing car park and loading dock area.
Large span industrial type structures with adequate noise insulation would allow for a flexible and
adaptable arrangement of back stage spaces (refer drawing A01).
Conclusion
At this early conceptual study stage, it is not possible to make an exact shopping list of changes
required, but clearly additional toilets and amendments to services will be necessary to maintain
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patron, performer and staff comfort and amenity as well as technical performance and compliance
with contemporary building regulations.
Further study in the following disciplines is required to determine the viability of the proposed
improvements;
Architectural
Building Certification
Structural Engineering
Services Engineering
Acoustics
Cost Planning, and
Marketing to determine more accurately performance potential and customer expectations.
This conceptual study shows;
The existing “J” theatre capacity can be increased to a 430-450 seat theatre;
The existing “dull” acoustic can be changed to a “brighter” acoustic, more suitable to live
music.
Variable ‘acoustic’ systems could make some variation to the acoustic allowing a diversity of
performances;
The Stage can be enlarged and back stage facilities built which will allow a greater range of
performances;
Additional study is required to determine possibilities more precisely and to determine cost;
An initial budget of $5-6 million should be set aside to achieve most, if not all, of the
improvements.
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39
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Service Review 2014-15
The J
41
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