2019 2021 BUSINESS PLAN - Marian Street Theatre for Young People Inc. Commercial in confidence

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2019 2021 BUSINESS PLAN - Marian Street Theatre for Young People Inc. Commercial in confidence
BUSINESS PLAN
  2019 - 2021
Marian Street Theatre for Young People Inc.
                 Commercial in confidence

                                    Monday, 16 July 2018
2019 2021 BUSINESS PLAN - Marian Street Theatre for Young People Inc. Commercial in confidence
MSTYP Business Plan 2019 – 2021

                                        CONTENTS
    1) Executive Summary
    2) Vision, Mission and Values
    3) Artistic Rationale
    4) Governance and Management
    5) Context and Industry
    6) SWOT Analysis
    7) Critical Success Factors
    8) Objectives and Strategies
    9) 50th Birthday in 2019
    10) Marketing and Communication
    11) Financial Plan
    12) Risk Management
    13) Conclusion

ATTACHMENTS
    1) Registered charity certificate from ACNC
    2) Biographies of the MSTYP committee
    3) Financial breakdowns of Drama School, Children’s Theatre and Overheads
    4) Comparison with other youth arts organisations
    5) ACNC excerpt of registered charities in Ku-ring-gai
    6) Survey of other performing arts groups in Ku-ring-gai
    7) Reference list

PLEASE NOTE:
    1) We operate on a calendar year
    2) All figures in this document exclude GST

     We recognise the traditional custodians of the land, the Guringai people, on whose land we stand.

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2019 2021 BUSINESS PLAN - Marian Street Theatre for Young People Inc. Commercial in confidence
MSTYP Business Plan 2019 – 2021

                   Marian Street Theatre for Young People (MSTYP) is a vibrant children’s
                   theatre organisation with a robust performance style, incorporating audience
                   participation. A Not-For-Profit and registered charity, we have delivered
                   quality theatre and drama education to children of the North Shore and the
                   wider Sydney community since 1969, and draw audiences from as far afield as
                   Katoomba, Central NSW, Canberra and the North Coast.

                     “Without places for young people to practice the performing arts,
                     we would not have a film industry at all. I am a powerfully strong
                     supporter of the arts and I believe that our performing arts industry
                     needs to be nurtured at every level. I sincerely hope that the
                     Marian Street Theatre for Young People finds a way to continue its
                     important work.”

                                                                           Hugh Jackman

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2019 2021 BUSINESS PLAN - Marian Street Theatre for Young People Inc. Commercial in confidence
MSTYP Business Plan 2019 – 2021

                            EXECUTIVE SUMMARY
        Council aims to facilitate a vibrant, socially cohesive Ku-ring-gai community. Of the 115 Councils in
NSW, only Ku-ring-gai has a children’s theatre company which creates theatre by young people for young
people. MSTYP is ideally placed to continue meeting the needs of Council by providing unique, creative,
artistic, cultural experiences that benefits a wide variety of ‘at risk’ target groups. It can be argued that
through funding MSTYP, Council receives far more breadth and depth of impact, at a fraction of the cost
than could otherwise be achieved. Indeed, the MSTYP business model is far more self-sufficient than the
vast majority of youth theatres in Australia. Additional benefits to Council lie in generations of community
good-will, and brand alignment with one of the most loved and respected organisations in the North
Shore, particularly with the upcoming 50th birthday celebrations in 2019. However, without the continued
support of Ku-ring-gai Council, MSTYP will be forced to close. Therefore, this business plan supports a
carefully considered application for funding from 2019 – 2021.

        Partnerships with community organisations are needed to achieve Ku-ring-gai’s vision of ‘a creative,
healthy and liveable place where people respect each other, conserve the magnificent environment and
society for the children and grandchildren of the future.’ Ku-ring-gai stands apart in being the most
advantaged Council area in all NSW (ABS Socio Economic Index). It could be argued that one of the reasons
is because of the care taken in providing for future generations. In the words of Sue Giles (Vice President of
ASSITEJ) ‘a society’s commitment to the care and the status of the child has a ripple effect through the
whole fabric,’ and the wellbeing of young people is a way of ensuring social and economic stability – Ku-
ring-gai is living proof of this. MSTYP is one of the few arts organisations in Ku-ring-gai working with
children and young people. Each drama student, young performer and audience member brings with them
their family and friends who are all welcomed into the MSTYP community. This attracts a multi-
generational demographic that has a deep impact on the wider community and is a major contributor to
the cultural life of Sydney. In Ku-ring-gai it has been identified that ‘there are indicators of increasing
isolation and vulnerability in some sections of the community, particularly in older age groups and those
from a non-English speaking background’, and that ‘partnerships and collaboration will be needed with
community groups to optimise outcomes for the community’ (Ku-ring-gai Community Strategic Plan). With
our multigenerational approach, MSTYP is ideally placed to continue assisting Council in developing
stronger social cohesion, as well as meeting other community and cultural needs.

        Council has identified a number of key groups who are deemed ‘at risk’ within the community
which MSTYP works to benefit. These include: 1) children and young people, 2) young people with an
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2019 2021 BUSINESS PLAN - Marian Street Theatre for Young People Inc. Commercial in confidence
MSTYP Business Plan 2019 – 2021
intellectual disability, 3) older people and 4) those from Culturally and Linguistically Diverse (CALD)
backgrounds. MSTYP benefits ‘at risk’ young people by providing alternative extra-curricular activities to
those offered in school – for these young people MSTYP is a vital, creative sanctuary. Our young people
often find deep friendships within the organisation and develop friendships that last a lifetime, as well as
building resilience and skills for life. Since 2011 MSTYP has played a vital role in the increasing community
services provided for young people with an intellectual disability, helping them to develop confidence and
creative skills. Some of these young people have been able to transition to jobs and independent living
arrangements. Grandparents make up one-third of ticket buyers and many are not able to travel into the
city to experience theatre and other cultural activities, so a local alternative is essential. We are also seeing
an increasing number of students and audience members from CALD backgrounds for whom drama classes
provide vital socialisation, sharing of culture and development of communication skills.

        A primary function of Council is the custodianship of public funds, ensuring that these are invested
in the community in the most effective and impactful way. It has been argued in previous years that MSTYP
should not receive the level of funding it does as there are other worthy arts, community and youth
organisations operating in the area without the same levels of subsidy. Of the 15 registered NFPs in Ku-
ring-gai whose prime mission relates to the advancement of culture, MSTYP is the largest and presents
more than three times the number of performances than any other local performing arts group (see
Attachments 5 and 6). Council often funds other arts projects to a similar extent, such as a grant of $80,000
commissioning a book on history of Ku-ring-gai Council in 2016. Therefore, receiving $40,000 per year in
subsidy is not necessarily unreasonable. There are many ‘For-Profit’ local youth and children’s services in
Ku-ring-gai. MSTYP is a Not-for-Profit, and any financial return is put aside for work with young people in
future years.

        Council must ensure that the organisations it funds are financially responsible and use an effective
business model. MSTYP has arguably one of the most efficient business models in the youth theatre
industry in relation to government funding. The vast majority of youth theatres receive over 50% of their
funding from government subsidies (see Attachment 5). MSTYP by comparison is applying for just 15%,
with the Drama School and the Children’s Theatre programs continue to be our primary income streams.
Therefore, Council receives the benefit of quality, home grown children’s theatre and education programs,
largely paid for by the private sector. This begs the question: if MSTYP were not here, would Council be
able to fund similar high-quality programs for children and young people – and how much would they cost?

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2019 2021 BUSINESS PLAN - Marian Street Theatre for Young People Inc. Commercial in confidence
MSTYP Business Plan 2019 – 2021
        We are pleased to announce that for the first time since exiting Marian Street Theatre, we have
seen an increase in the drama school enrolments. As such, MSTYP is now able to apply for less funding
than in previous years. The following snapshot provides an overview of our financial projections:

                                        Marian Street Theatre for Young People
                                              2019 - 2021 Business Plan

                                             Actuals    Projected               Business Plan
                                              2017        2018       2019           2020         2021
                    Drama School
                       Net revenue          132,941     153,034     164,372       176,862       193,120
                       Expenses             (85,344)    (91,140)    (95,062)      (101,110)     (107,394)
                       Gross Margin         47,597      61,894      69,311        75,753        85,726
                    Theatre
                       Net revenue          96,254      100,521     102,216       103,911       105,606
                       Sponsorship          5,500       8,800       9,800         10,800        11,800
                       MSTYP Gift Fund      -           -           -             -             -
                       Expenses             (78,098)    (91,388)    (96,638)      (97,163)      (100,862)
                       Gross Margin         23,656      17,933      15,378        17,548        16,544
                    Other Revenue
                       Council Grant        54,000      48,000      50,000        40,000        40,000
                       Other                3,472       3,582       24,400        11,082        11,082
                                            57,472      51,582      74,400        51,082        51,082
                    Overheads               (120,719)   (131,392)   (156,975)     (141,715)     (150,053)
                    Net Profit/(Loss)       8,006       17          2,114         2,668         3,299

        In return for funding, Council receives enormous publicity and good-will from the community, and
the prestige of having a locally grown, unique, well established children’s theatre. This is particularly
important in 2019 as we look forward to celebrating our 50th birthday, demonstrating over half a century
of continued community service. The Children’s Theatre annually meets the needs of over 5,500 children,
and the drama school program engages over 300 children and young people. Council’s logo features
prominently on all print marketing, in programs, posters and in the foyer as well as on our website, with
the alignment of brands being beneficial for all. 2019 presents a clear opportunity for increased publicity
with events planned to showcase the graduates and successes of MSTYP. The flip side of this, of course, is
if MSTYP does not receive funding from Council it may be forced to close on the eve of this milestone.

        In conclusion, we believe that an investment in MSTYP for the next three years is a good use of
Council’s resources. Without MSTYP, Council would need to provide alternative cultural and artistic
services to the community, most likely at a greater cost. The subsidy necessary for MSTYP to survive has
been reduced to $40,000 per annum and amounts to approximately the same subsidy that was offered
prior to 2013, albeit at that time in-kind with the provision of subsidised rent at Marian Street Theatre.
Without the in-kind support of a home, the shortfall now is financial. We are also requesting that Council
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2019 2021 BUSINESS PLAN - Marian Street Theatre for Young People Inc. Commercial in confidence
MSTYP Business Plan 2019 – 2021
support the 50th birthday celebrations in 2019 for an additional $10,000. Supporting such a well-loved
community organisation at an important moment in our shared history will generate increased publicity
and good-will in the community for Council.

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2019 2021 BUSINESS PLAN - Marian Street Theatre for Young People Inc. Commercial in confidence
MSTYP Business Plan 2019 – 2021

                VISION, MISSION AND VALUES
VISION
To create vibrant and contemporary children’s theatre, incorporating audience participation, puppetry and
original music and texts, and to inspire and mentor young people to grow in self-confidence and self-
awareness through drama training and direct involvement in the art of theatre.

MISSION
       Create vibrant and contemporary theatre experiences that is that is age appropriate, challenging,
        enjoyable and serves the emotional, artistic, developmental and educational needs of young people
       Provide a training ground for young people wishing to learn skills in all areas of professional theatre
        such as performing, stage management, directing, technical theatre and front-of-house
       Provide leadership, speech and confidence training for all young people
       Increase emotional resilience and providing a safe creative space for young people regardless of
        background and personal circumstance
       Foster the artistic, developmental and creative needs of all children and young people
       Find opportunities to meet the creative needs of the broader community
       Acknowledge the educational power of theatre that is rich in wonder, honesty, compassion,
        humour and wisdom

VALUES
       Child centred – the experience of children and young people at the forefront
       Inclusive – welcoming everyone into our community
       Safe – for children, our workers and the wider community
       Excellence – striving for artistic excellence in all our work; nurturing future arts leaders
       Respect – everyone; children, young people, adults
       Creativity – a safe space for creative expression
       Professional – to act in the most professional manner in all that we do
       Sustainable – ensuring that the organisation will continue for many generations

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2019 2021 BUSINESS PLAN - Marian Street Theatre for Young People Inc. Commercial in confidence
MSTYP Business Plan 2019 – 2021

                              ARTISTIC RATIONALE
        MSTYP is an organisation operating for the benefit of children and young people who wish to
explore the creative theatre arts, from acting and singing, to puppetry and physical theatre, under the
direction of professional theatre artists. It fosters young people’s creative expression by providing drama
training for young people from the age of five through to young adults, and theatre-making opportunities
for teenagers through participation in productions aimed at children aged three to ten.

        The budget supports the artistic and educational programs of the organisation, developed by the
Artistic Director with the support of the Business Manager and the MSTYP Committee. The Artistic Director
produces a balanced season of new works and classic local plays for the children’s theatre and continues
the longstanding successful program of drama classes, as well as creating new classes when possible, such
as the well-attended Accessible Drama. In 2018 two new plays will be introduced to MSTYP audiences:
Pearlie in the Park by Wendy Harmer and The Velveteen Rabbit by Purni Morell of the Unicorn Theatre,
London. We will also produce a play for the Accessible Drama class later in 2018, currently being developed
by the class and their teacher Goldele Rayment. Our sponsor partner St Ives Shopping Village will see a
production of Aladdin in the centre in April.

        MSTYP’s drama school programs allow young people of all ages to undertake structured after-
school and weekend drama classes that run concurrently with the school terms, in acting, speech,
movement, improvisation and text work, plus extensive holiday workshop programs. Young people 12+
from the drama school are invited to audition for the children’s theatre productions.

        The children’s theatre provides a quality experience that is age appropriate, challenging and
entertaining. For many young children it may be their first theatre experience. The productions are a blend
of strong storytelling, original music, puppetry and vibrant staging, with plays ranging from fairy tales to
modern classics and contemporary Australian adaptations.

        The productions also provide a creative and technical pathway for young people to participate in
making and presenting theatre as actors, stage managers and directors, and in roles such as lighting and
sound operation, fostering their potential to develop as future professional artists. Many of these young
people go on to work professionally in the arts. Our mentoring program encourages young people to assist
on productions, with the aim to take on positions with a higher responsibility. Young people are involved in
running Front of House operations, including serving refreshments and ushering, giving them the chance to
improve their organisational and social skills, and providing employable skills.
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2019 2021 BUSINESS PLAN - Marian Street Theatre for Young People Inc. Commercial in confidence
GOVERNANCE AND MANAGEMENT
ORGANISATION STRUCTURE
Marian Street Theatre for Young People is a Not-For-Profit Incorporated Association with charitable status.
We are governed by a volunteer committee whose members are drawn from professionals in the local
community and/or are theatre professionals and includes its permanent three staff members.

MSTYP COMMITTEE:
   1. President David Castle BA. LLM, solicitor in private practice
   2. Vice President David Newman BA (Hons) (UNSW)
   3. Treasurer Don Waller Bachelor of Commerce (UNSW), ICAA, CPA, CSA, AICD
   4. Artistic Director of MSTYP Margie McCrae Master of Creative Arts Theatre (Wollongong)
   5. Secretary and Business Manager Jessica Blaxland Ashby BA (Macquarie), Master of Arts Advanced
       Theatre Practice, (Royal Central School of Speech and Drama London)
   6. Wendy Blaxland BA (Hons), Dip Ed (Macquarie). ATCL (Trinity College London), writer
   7. Head of MSTYP Drama School Laura Gava BCA Performance (Wollongong)
   8. Sher Kearney B.A. English (Curtin University), Master of Acting, RADA

ADMINISTRATION
Our administration consists of:

   1) Margie McCrae – Artistic Director and Executive Producer (19 hours part-time)
   2) Laura Gava – Drama School Head (19 hours part-time)
   3) Jessica Blaxland Ashby – Business Manager (16 hours part-time)
   4) Andrew James – Bookkeeping (7 hours part-time)

Currently there are nine tutors employed in the Drama Centre and a number of theatre professionals are
employed or contracted for the children’s productions. They include: directors, playwrights, movement
directors, musical directors, set designers, costume designers, lighting designers, production managers,
poster/programme illustrators and publicists.

Employing professionals to mentor and develop work with and for young people is essential for delivering
a high-quality experience for those taking part in it and for those audiences that experience the results.
There are many community theatre groups, but MSTYP’s work stands out (and wins awards) because of the
quality and dedication of its staff.
MSTYP Business Plan 2019 – 2021
AWARDS AND RECOGNITION
MSTYP has received numerous awards for excellence in children’s theatre and service to our local
community, including:

       Listed as one of the top 25 kids activities to do in Sydney in 2017 through Active Activities
       In 2007, in her role as committee member and president of MSTYP, Wendy Blaxland received a
        Lion’s Club Award for Service to the Community
       In 2010 Margie McCrae, MSTYP’s Artistic Director, received an award for Service to the Community
        (Service to the Arts) from the North Shore Times
       Glugs Award for Best Children’s Theatre 2011 for its production of Babe the Sheep-pig
       Glugs nomination for Best Children’s Theatre for Snow White (2014), Aladdin’s Tales (2012) and
        Danny in the Toybox (2013)
       In 2015 Wendy Blaxland received an award from Ku-ring-gai Council for International Women’s
        Day (Gems of Ku-ring-gai)
       In 2016 David Castle received the Lionel Hoar Award from the Lions Club for Services to Youth

MSTYP GIFT FUND
The MSTYP Gift Fund receives tax-deductable donations from the public for the support of the principal
objectives of Marian Street Theatre for Young People Inc. as identified in the rules of the Association. The
Gift Fund is governed by a separate committee comprising emeritus professor Carrick Martin, Jan Caldwell
and Trina Francis.

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MSTYP Business Plan 2019 – 2021

                        CONTEXT AND INDUSTRY
        The core business of MSTYP is the Drama School and the Children’s Theatre. We are working to
develop a third income stream of regular donors, sponsorships and the receipt of other philanthropic
donations, and aim to launch this in 2019 in tandem with the 50th birthday celebrations.

        It is safe to say that since the inception of MSTYP in 1969, the market for drama education and
children’s theatre has significantly changed. There is increasingly more competition in the market, and
children’s and families now have vastly more demands on time and resources.

DRAMA SCHOOL
        There are more and more drama schools within the North Shore area. When the Marian Street
drama school began in the 1960’s it was the only drama school – this is no longer the case. The market is
becoming increasingly crowded with other drama schools (including Helen O’Grady and NIDA) and
individual drama teachers providing after-school activities within school grounds. We also face competition
from a huge variety of sources outside the drama sector. In particular, there has been a gradual rise in
competition for children’s time from other extra-curricular activities such as music, dance, sport, pony
riding, boxing lessons, craft activities and much, much more. Additionally, many of our students face
increased school pressures and leave the drama school in year 12 to focus on HSC studies.

CHILDREN’S THEATRE
        There has been a huge increase over the past 10-15 years in children’s theatre across Sydney, with
many venues such as Riverside Theatres, Glen Street and the Opera House scheduling children’s theatre
seasons from touring companies, both Australian and international. Without a professional theatre venue
it is very difficult to compete with these companies. As a local organisation MSTYP attracts a good-sized
local audience - however, at Marian Street Theatre, our productions also attracted a large audience base
from across wider Sydney. Some of that attraction stemmed from seeing our young people performing
with such integrity in a professional environment and having the skills and confidence to carry a show and
communicate so naturally with young audiences. Our staff and creative professionals continue to be
involved in MSTYP because they believe in our mission, and as such often go far beyond the call of duty -
we are an organisation that punches far above our weight.

PHILANTHROPY
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MSTYP Business Plan 2019 – 2021
        We face a vast number of competitors for philanthropic donations and sponsorships. The arts and
education sectors are crowded with major, medium and small theatre companies with dedicated
sponsorship and donations team, a resource MSTYP does not have. Many of these are well established
with large donor bases and dedicated full-time staff.

        With our 50th birthday next year and plans to launch our donations and bequests program, it is vital
to understand our market prior to launching our major fundraising campaign. With a carefully crafted
fundraising strategy in place, MSTYP will be able to set up a more regular income stream from donations,
bequests and sponsorships. However, this will take time to develop.

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MSTYP Business Plan 2019 – 2021

                                  SWOT ANALYSIS
STRENGTHS
       Theatre created for and by young people
       Established brand and good-will in the community
       Community of committed young people and their families, arts
        professionals, teachers and volunteers
       Sizable and growing Drama School
       Database of 3,500 subscribers, plus a following of 1,200 on Facebook
       Established business systems, procedures and reporting structures
       A long-term approach to meticulous and careful budgeting
       A Committee of experienced professionals from a range of disciplines
       A good, long-term working relationship with Ku-ring-gai Council
       Partnerships with like-minded organisations for financial and in-kind sponsorship
       Works with people of diverse abilities and ethnicities and a specialist class for those with an
        intellectual disability

WEAKNESSES
       No professional theatre space since 2013 – there are very few spaces available that are suitable for
        our young audiences. Additionally, a professional theatre venue dramatically increases the
        satisfaction of our audience as it provides a total theatre experience for the whole family
       Reliant on our local Council to support our operations for one-sixth of our income. We are
        continuing to diversify our income streams to be less reliant on this funding in the future
       Limited resources of finances, time and staffing
       Drama School enrolments support the organisation financially, but can fluctuate dramatically
       Inability, at present, to fund more than two productions per year
       Inability to fund a Youth production since 2013, which benefits students into their later teenage
        years
       Lack of technical theatre mentoring within a professional theatre environment

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MSTYP Business Plan 2019 – 2021

OPPORTUNITIES
                                     A return to Marian Street Theatre and increased MSTYP programs
                           provided for the community
                                     Increase of Drama School and theatre ticket sales through new marketing
                           initiatives
                                     A network of regular donors to provide an alternate income stream
                                     Expansion of our network of arts professionals and teachers

THREATS
       Loss of ongoing Council funding would cause MSTYP to stop operating in the short term
       Not securing a permanent home in the near future, or being offered facilities at Marian Street
        Theatre that are either too expensive, inadequate or otherwise unsuitable
       Increase of rental in our current premises – from 2016 to 2017 the rental from our offices, hall hire
        and storage increased by 15%
       Continued loss of market share of our children’s theatre audiences with increased competition
        from larger venues with more staff and financial resources
       Increased competition in the drama education and children’s theatre market – there are
        increasingly more drama schools and children’s theatre companies which divide our market
       Increased competition for student interest and time

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CRITICAL SUCCESS FACTORS
CRITICAL SUCCESS FACTOR 1 – VENUE (A HOME)
It is vital for the longevity of MSTYP and to most effectively meet the needs of our young people, to have a
home that includes:

       Performance and rehearsal space
       Administrative space
       Space for classes and workshops

Until we have a home, we cannot fully meet the needs of our young people: a creative professional
sanctuary for young people to learn their craft.

CRITICAL SUCCESS FACTOR 2 – STAFF
The success of MSTYP has always relied on the dedication of a small
number of staff who go above and beyond what would be required
in a commercial organisation.

       Training and development of staff
       Hiring qualified and experienced staff

CRITICAL SUCCESS FACTOR 3 – PRODUCTS AND SERVICES

D RAMA S CHOOL
       High quality drama training
       Ease of access – locations must be easy to get to and at suitable times
       Caring, safe and creative environment
       Providing creative pathways and opportunities for young people beyond the classes

C HILDREN ’ S T HEATRE
       Maintaining high quality of productions
       Welcoming environment, community atmosphere, safe for children
       Productions must place the cultural, emotional and social needs of children first

CRITICAL SUCCESS FACTOR 4 – BRAND
MSTYP Business Plan 2019 – 2021
       Continue to position the MSTYP brand as one that represents a long-term commitment to the
        creative and cultural needs of children, and one that is uniquely Ku-ring-gai
       Marketing strategy that places our brand and values at the centre of our business
       Increased awareness in the community
       Align our brand with successful industry professionals, highlighting that our school is a pathway to
        working professionally in the industry

CRITICAL SUCCESS FACTOR 5 – COMMUNITY
       Ability to attract new drama school and audience members – increased awareness in the North
        Shore Community and beyond
       Nurture new relationships and welcome new families into the community
       Turn new families into regular subscribers/long term Drama School members
       Provide opportunities for our supporters to advocate and champion the MSTYP brand

CRITICAL SUCCESS FACTOR 6 – KEY RELATIONSHIPS
       Ku-ring-gai Council – annual grant
       Other grant opportunities, such as Bendigo Bank
       Sponsors and Partnerships– St Ives Shopping Village, Knox Grammar etc.
       Media – marketing avenues
       Creative contractors – designers, directors, composers etc.
       Developing a mutually beneficial relationship with the new management of Marian Street Theatre

CRITICAL SUCCESS FACTOR 7 – BUSINESS MODEL
       Low overhead costs
       Cash flow and managing expenditure to revenue
       Creating high quality value propositions

CRITICAL SUCCESS FACTOR 8 – FUNDING
       Self-generated revenue through ticket sales, drama school places and
        new products
       Grant from Ku-ring-gai Council
       Sponsors and donors
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MSTYP Business Plan 2019 – 2021

                  OBJECTIVES AND STRATEGIES
                        OBJECTIVES                                 STRATEGIES
        Increase revenue from core businesses:           Increase student numbers in the
        Drama School and production attendance            Drama School through increased
                                                          marketing expenditure and
                                                          identifying gaps in the market for
                                                          potential new products
                                                         Increase production attendance
                                                          through a deeper understanding of
                                                          our audience and therefore refining
                                                          our current marketing strategy
        Increase sponsorship and donations               Develop relationships with existing
                                                          donors
                                                         Attract new donors
                                                         Nurture relationships with existing
                                                          sponsors
                                                         Attract new sponsors
        To grow the Drama School by 20% in 2018          Creating a comprehensive marketing
        and by 10% each year thereafter to:               strategy for both primary and
               2018 – 179 students, $153,034             secondary aged students
                revenue                                  Maintain clear branding
               2019 – 197 students, $164,372            Increase opportunities for our
                revenue                                   members to become advocates for
               2020 – 216 students, $176,862             our brand
                revenue                                  Increase spend on advertising and
               2021 – 238 students, $193,120             marketing
                revenue
        Increase attendances in the productions to       Undertake market research
        55% of capacity of the venue by 2021:            Analyse current value proposition

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MSTYP Business Plan 2019 – 2021
               2018 – 4,700, $91,022 revenue in            Create comprehensive marketing
                ticket sales                                 strategy for productions
               2019 – 4,900, $92,806 revenue in            Maintain clear branding
                ticket sales                                Increase opportunities for our
               2020 – 5,100, $94,591 revenue in             members to become advocates for
                ticket sales                                 our brand
               2021 – 5,300, $96,376 revenue in            Increase spend on advertising and
                ticket sales                                 marketing
                                                            Identify associated potential
                                                             products that could provide
                                                             additional income streams
        Maintain high quality of products and               Nurture relationships with current
        services                                             teachers and creatives
                                                            Develop     relationships   with   new
                                                             teachers and creatives
                                                            Present a post-show report on each
                                                             production
                                                            Develop deeper relationships with
                                                             companies and professionals in the
                                                             industry
        Present     new        creative   development       Research and maintain good working
        opportunities                                        knowledge of grant opportunities
                                                            Develop      creative   concepts   and
                                                             programs with opportunities for
                                                             young artists to be involved

                                                    17
MSTYP Business Plan 2019 – 2021

                                                           TH
                       MSTYP’S 50 BIRTHDAY
        2019 marks an incredibly important milestone – 50 years of community service to children and
young people. In 1969, the then management of Marian Street Theatre began the drama school. In 1974
Audrey Blaxland initiated the regular 3 children’s plays per year, performed by young people, directed and
mentored by theatre professionals.

        When Marian Street Theatre Ltd closed in 2001 MSTYP was inaugurated as a not-for-profit
organisation in its own right, and a new era began for MSTYP at Marian Street.

        The history and successes of MSTYP are well worth celebrating and 2019 will be a perfect
opportunity to remind the community and raise awareness of the organisation, its achievements and
future plans.

        To this end, a number of extra programs and events are planned.

        Additionally, all the planned activities will help identify potential donors – a major event like a 50th
birthday is a perfect opportunity to begin establishing these relationships.

WHAT IS PLANNED?
JULY PRODUCTION 2019
        For the first time since 2010, the Artistic Director will be able to commission a new piece of theatre
to be developed for young people by a professional playwright. Since 2013 we have been in ‘survival
mode’, necessarily programming more risk averse choices and unable to cope with additional creative
costs. The time is right to extend our young people with a new original work. Commissioning a new work
will cost $5,000. We have applied for a grant from Bendigo Bank and, if unsuccessful, will apply to other
foundations and organisations to help cover this cost.

        Rotary is sponsoring one young person to take on the role of Assistant Director for this production.
This helps train our next generation of directors.

OUR YOUNG PEOPLE INTERVIEW…
        We will commission an early career film maker to film five interviews with top professionals within
the performing arts industry with our young people as the interviewers. They will interview high profile
actors, directors and designers for advice on topics that are vitally important to them as young people
                                                      18
MSTYP Business Plan 2019 – 2021
considering the performing arts as a career. For the professionals, this will benefit their profile at a ground-
roots level and promote their image as one that helps young people. It will also provide exposure for our
drama school, as well as giving our young people valuable contacts within the industry.

        If successful in our application to Ku-ring-gai Council for this funding, the Ku-ring-gai Council logo
will be displayed on each of these videos as principal sponsor of MSTYP. We will promote the videos
extensively through our social media and online networks. This will align the brands of both Ku-ring-gai
Council and MSTYP with well-known performers and other arts professionals.

OFFICIAL 50TH BIRTHDAY FUNCTION – END OF OCTOBER 2019
        The main aim of the official function is to encourage new and existing donors to attend. The event
aims to deepen the ties with these individuals and businesses and develop lasting relationships that will
become the foundation of our regular donor program, as well as launching our bequests appeal.

        We will connect with our postal database in preparation for the event and include in it a call for
donations and a call for regular donors (so that donors can support us without attending, if they wish).

        If successful in applying for this funding, Ku-ring-gai Council will be listed as our principal sponsor
and dignitaries from Council invited to help launch the event and celebrate the occasion.

12 GRADUATES
        To help celebrate the work of our young people, the Artistic Director will create an online series of
profiles of twelve graduates to recognise their achievements and inspire present and future students. Our
alumni include graduates who have succeeded in a variety of fields including acting, poetry, business,
music, children’s entertainment and more. Each month for the entire year, a new profile will be released.

PHOTOBOOK
        As part of our community engagement and to re-connect with adults who used to be involved as
young people, we will be making a call for photos from productions. This is critical in making connections
with potential donors, as a number of ‘silent supporters’ of MSTYP do not attend productions (because
they are not local or do not have children of the right age) and are not on our mailing list. Getting publicity
for this will help us reconnect with these people, as well as help conserve the history of MSTYP as an
important part of the cultural history of the North Shore. This will be released in tandem with the official
50th birthday celebrations in late October 2019.

                                                      19
MSTYP Business Plan 2019 – 2021
                                 50th Birthday Celebrations 2019 Budget
                                                         Amount                           Notes
        Revenue
        Productions
        Grant for writing commission                           5,000    Applying from Bendigo
        Grant/sponsorship for assistant director                 500    Applying from Rotary
        Printing
        Sale of photo book                                     2,182    $40 each less GST, 60 sold
        50th birthday event
        One-off Council funding as a Principal Partner        10,000    Applying to Ku-ring-gai Council
                                                                        $80 each less GST, 50 places sold (10
        Ticket sales                                           3,636    complimentary to VIPs)
                                                                        Goal to raise $2000 on the night through
                                                                        raffles/silent auction and establish our
                                                                        regular donor base and launch bequest
        Raffles/silent auction                                 2,000    program
        Total Revenue                                         23,318
        Expenses
        Productions
        Play commission                                        5,000
        Assistant Director                                       500
        Printing
        Commemoration photo book                               2,000    Cost is $20 per book, 100 printed
        Call for photos - promotion                              200    $200 for promotion
        Video interviews with high profile arts
        professionals
        Videographer                                           2,000    5 interviews, $400 per interview
        Hiring of equipment                                      500
        Editing                                                  500    $100 per interview
        50th birthday event
        Venue hire                                               500
        Catering                                               3,000    $50 per person, 60 attendees
        Table dressings                                          100    Balloons, name places etc.
        Awards/flowers                                           200    4 awards, $50 each
        Hiring of equipment                                      200    Microphone/speakers
        Printing of fliers/invitations                           500
        Design of fliers                                         200
        Marketing                                                800    Facebook promotion and email marketing
                                                                        Postal mail out inviting to birthday and
        Mail out                                               5,000    calling for donations
        Contingency                                            2,120    10% of all costs
        Total expenses                                        23,320
        Surplus/deficit                                           (2)

                                                         20
MARKETING AND COMMUNICATION
                           PURPOSE
                              1. Increase Drama School enrolments
                              2. Increase ticket sales
                              3. Increase brand awareness within the local community and beyond
                              4. Increase sponsorships and donations

SMART OBJECTIVES FOR 2019 – 2021
SMART: Specific, Measurable, Attainable, Realistic, Timed

      Increase e-news subscribers to 5,000 by end of 2018, and by 1,000 subscribers each year after
      Increase likes on Facebook by 500 each year
      Create a community of regular donors that support MSTYP by $10,000 (in total) per year
      Attract one new sponsor every year, by a minimum of $1000 per sponsor
      Increase Drama School enrolments to 179 in 2018, 197 in 2019, 216 in 2020 and 238 in 2021 taking
       into consideration that we will need to run additional classes with increased attendances
      Increase ticket sales to 4,700 in 2018, 4,900 in 2019, 5,100 in 2020 and 5300 in 2021 with a better
       understanding of our market and their needs

WHERE ARE WE NOW? CURRENT SITUATION
      3,700 subscribers to e-news
      1,400 likes on Facebook
      Mobile friendly website with integrated Drama School and
       ticketing payments managed by Sitesuite, a specialised Not-
       For-Profit website management company
      Good resource of photos from past productions and Drama
       School
      10,000 printed flyers for Pearlie in the Park and 2,000 for the
       Drama School
      A joint partnership with Knox Grammar to present children’s
       theatre
      Our sponsors are: Ku-ring-gai Council, St Ives Shopping Village, Watkins Coffey Martin Accountants,
       Taylor Allen Lighting and Bendigo Bank. These organisations have sponsored us, not just for the
MSTYP Business Plan 2019 – 2021
        additional exposure they receive, but because of their genuine belief in our aims, culture and
        values.
       Drama students – we currently have 180
       Children’s Theatre productions average audience at 4,500 per annum currently

TARGET AUDIENCES
Who                                               Why
Parents with children aged 3 – 12                       Enrol for drama education
                                                        Buy tickets for productions
Parents with teenagers                                  Enrol for drama education
                                                        Encourage teenagers to audition for productions
                                                        Donate towards organisation
Grandparents                                            Buy tickets
                                                        Donate towards organisation
Teenagers                                               Ask parents if they can enrol
                                                        Audition for children’s theatre
Current drama school parents/regular attendees          Re-enrol their children
at productions                                          Advocate our work
Companies and organisations that have a desire          Become sponsors and donors
to help improve the lives of children and young
people through art and cultural activities

NEXT STEPS – OUR ACTION PLAN
    1. Market research – this has already commenced with a series of questionnaires to our subscribers
    2. Strategy development – refining with the expertise of pro-bono advisors and board members
    3. Implementation of marketing and fundraising strategy
    4. Measuring of success and adaption of strategy to make sure we are continually meeting the needs
       of our community and communicating with them effectively

                                                   22
MSTYP Business Plan 2019 – 2021

               FINANCIAL PLAN 2018 – 2021
FINANCIAL DOCUMENTS
        1. Financial summary
        2. Actuals 2017, budget 2018 and financial plan 2019 – 2021
        3. Cash Flow

Please see attachments for further breakdowns of the drama school, children’s theatre and overheads.

ASSUMPTIONS
       Increase in Drama School by 10% per annum
       Increase classes to 2018: 15 classes, 2019: 16 classes, 2020: 17 classes and 2021: 18 classes
       Increase in ticket sales to 55% by end of 2021
       Increase of sponsorship per year by $1,000
       Increase in teachers wages to $60 per hour in 2018, and to $62.5 in 2020 and $65 in 2021
       As this document spans such a length of time, there are also incidental increases for some creative
        staff, and for overheads to reflect increase with inflation.

SUMMARY
The financial aims of the 2019 – 2021 period are twofold: 1) to reduce reliance on Council subsidy and 2)
increase enrolments, ticket sales and donations. The cash flow demonstrates that we can always meet our
financial obligations with the receipt of Council funding in the first quarter of the year.

                                                       23
Marian Street Theatre for Young People
                                              2019 - 2021 Business Plan

                                              Actuals      Projected                 Business Plan
                                               2017          2018         2019           2020         2021
                    Drama School
                       Net revenue          132,941        153,034       164,372       176,862       193,120
                       Expenses             (85,344)       (91,140)      (95,062)      (101,110)     (107,394)
                       Gross Margin         47,597         61,894        69,311        75,753        85,726
                    Theatre
                       Net revenue          96,254         100,521       102,216       103,911       105,606
                       Sponsorship          5,500          8,800         9,800         10,800        11,800
                       MSTYP Gift Fund      -              -             -             -             -
                       Expenses             (78,098)       (91,388)      (96,638)      (97,163)      (100,862)
                       Gross Margin         23,656         17,933        15,378        17,548        16,544
                    Other Revenue
                       Council Grant        54,000         48,000        50,000        40,000        40,000
                       Other                3,472          3,582         24,400        11,082        11,082
                                            57,472         51,582        74,400        51,082        51,082
                    Overheads               (120,719)      (131,392)     (156,975)     (141,715)     (150,053)
                    Net Profit/(Loss)       8,006          17            2,114         2,668         3,299

                                          Business Plan 2019 - 2021
                     Actuals      Projected
                                                   2019         2020        2021       Budget notes
                      2017          2018
Revenue
Fundraisers         1,460        -                13,318       -           -           50th Birthday income in 2019
Subscriptions       82           82               82           82          82
Sponsorship         5,500        8,800            9,800        10,800      11,800      Increasing by $1,000 pa
                                                                                       Base funding of $40,000 pa. Additional
Council grant
                    54,000       48,000           50,000       40,000      40,000      funds for 50th Birthday in 2019.
Donations           -            2,500            10,000       10,000      10,000
                                                                                       Changed in 2017 due to when accounts
Interest received
                    592          1,000            1,000        1,000       1,000       mature
St Ives Events
                                                                                       Events at St Ives Shopping Village
Income              5,816        6,894            6,894        6,894       6,894
Other Income        1,759        -                -            -           -
Ticket sales        88,951       91,022           92,806       94,591      96,376      1% increase per annum
Confectionary       5,328        7,177            7,177        7,177       7,177
                                                                                       2018 projected increase 20%, and
Drama school
                    133,081      154,580          166,032      178,649     195,071     thereafter 10%

Gross Revenue         296,569      320,055       357,110      349,193     368,399
Cost of Sales
Ticketing fees      3,841        4,572            4,662        4,751       4,841
Stripe processing                                                                      Increasing with more online for school
fees                560          1,546            1,660        1,786       1,951       payments
Total Cost of
Sales                 4,401        6,118            6,322        6,538       6,792

Net Revenue           292,167      313,937       350,788      342,655     361,608
MSTYP Business Plan 2019 – 2021
Expenses
                                                                               Increase with inflation. Introduction of extra
Salaries and wages      80,868    80,000     81,600     88,232      95,097    drama administration with school growth in 2020
                                                                              and 2021
                                                                               Increase with additional classes, and rent for
Rent                    45,898    47,340     49,326     50,823      52,332    office and storage increasing by 2.5% per year.
                                                                              Additional rehearsal rent for St Ives in 2018
                                                                               Increase with additional classes each year. In
Teachers’ wages         47,994    52,200     54,900     59,625      64,575    2018 = $60 per hour, in 2020 = $62.50 and 2021 =
                                                                              $65
On-costs                9,694     10,157     10,262     10,843      11,470     10% for employees (not including contractors)
                                                                               Small increase for Directing and choreography to
Creative wages          18,355    21,700     22,200     22,200      25,200    reflect amount of time spent. Increase in
                                                                              designers fees in 2021
Advertising             22,175    21,200     21,200     21,200      21,200
Marketing               7,350     3,770      3,770      3,770       3,770     Reduction with direct mail marketing
Publicity               -         3,000      3,000      3,000       3,000
Production staff        14,931    15,015     15,015     15,515      16,015
Set/props/costume
                                                                              Increase for designers spend in 2019
making                  8,630     9,300      12,800     12,800      12,800
                                                                              In 2017 we changed the way we are reporting our
Insurance               5,072     7,950      7,950      7,950       7,950     insurance cost. We do spend $7,950 per annum
                                                                              on this
Office costs            6,521     7,010      7,010      7,010       7,010
Lighting stock          6,288     6,500      7,000      7,000       7,000
Performing rights       4,600     4,600      4,600      4,600       4,600
Confectionary
                        2,397     2,871      2,871      2,871       2,871
supplies
Other production
                        827       1,937      1,937      1,937       1,937
costs
Other overheads         2,560     4,420      27,740     4,420       4,420     Includes 50th Birthday costs in 2019
Contingency             2         14,949     15,493     16,190      17,062

Total expenses         284,161    313,920    348,674   339,987      358,309

Surplus/deficit        8,006         17      2,114     2,668        3,299

NOTE - cash reserves need to be kept for leave pay outs of
12,500

                                                               25
MSTYP Business Plan 2019 – 2021
                                                      Cash Flow 2017 - actuals
                                                 Mar-17         Jun-17     Sep-17     Dec-17
                            Revenue
                            Gross Revenue        107,293        60,494     93,045     35,737
                            Cost of Sales        -              213        2,755      1,433
                            Net Revenue          107,293        60,281     90,289     34,305
                            Expenses             53,637         68,912     100,985    60,628
                            Return to overhead   53,655         (8,631)    (10,696)   (26,324)
                            Cash Flow            128,603        119,972    109,277    82,953

                                                    Cash Flow 2018 - projected
                                                 Mar-18         Jun-18     Sep-18     Dec-18
                            Revenue
                            Gross Revenue        115,789        65,285     100,413    38,567
                            Cost of Sales        1,529          1,529      1,529      1,529
                            Net Revenue          114,260        63,755     98,884     37,038
                            Expenses             59,254         76,128     111,560    66,977
                            Return to overhead   55,006         (12,373)   (12,676)   (29,940)
                            Cash Flow            137,959        125,586    112,910    82,970

                                                                Cash Flow 2019
                                                 Mar-19         Jun-19     Sep-19     Dec-19
                            Revenue
                            Gross Revenue        129,195        72,844     112,039    43,032
                            Cost of Sales        1,581          1,581      1,581      1,581
                            Net Revenue          127,615        71,263     110,458    41,452
                            Expenses             65,814         84,557     123,911    74,393
                            Return to overhead   61,800         (13,294)   (13,453)   (32,941)
                            Cash Flow            144,770        131,477    118,024    85,084

                                                                Cash Flow 2020
                                                 Mar-20         Jun-20     Sep-20     Dec-20
                            Revenue
                            Gross Revenue        126,331        71,229     109,555    42,078
                            Cost of Sales        1,634          1,634      1,634      1,634
                            Net Revenue          124,696        69,594     107,921    40,444
                            Expenses             64,174         82,450     120,824    72,539
                            Return to overhead   60,522         (12,856)   (12,903)   (32,095)
                            Cash Flow            145,606        132,750    119,847    87,752

                                                                Cash Flow 2021
                                                 Mar-21         Jun-21     Sep-21     Dec-21
                            Revenue
                            Gross Revenue        133,279        75,146     115,581    44,393
                            Cost of Sales        1,698          1,698      1,698      1,698
                            Net Revenue          131,582        73,448     113,883    42,695
                            Expenses             67,633         86,893     127,335    76,448
                            Return to overhead   63,949         (13,445)   (13,452)   (33,753)
                            Cash Flow            151,700        138,256    124,803    91,050

                                                           26
RISK MANAGEMENT
                                                             IMPACT
                                                             Negligible 1              Low 2                      Medium 3               High 4                     Extreme 5
PROBABILITY
Almost        Is expected to occur in most circumstances
Certain 5
Likely 4      Will probably occur in most circumstances
Possible 3    Should occur at some time
Unlikely 2    Could occur at some time
Rare 1        May occur only in exceptional
              circumstances (less than 1% probability)

Risk ID       Description       Impact             Raw Risk                              Controls/                 Source of Assurance     Residual Risk
                                                   Probability   Impact     Raw Risk     Strategies                                        Probability     Impact           Residual risk
1 Financial   Loss of Council   $40,000 deficit    3             5          15           Early application for     Reports to board        3               5                15
              funding for -     p.a. Would cause                                         funding in 2018
              2019-21           the closure of                                           planned
                                organisation.
2 Financial   Drama School      Loss of income     3             4          12           Strategic                 Reports to board        2               4                8
              enrolments                                                                 communication plan
              decrease          Lack of young
                                people for                                               Upskilling of staff
                                productions
3 Financial   Continual         Loss of income     3             3          9            Strategic                 Reports to board        3               3                9
              decrease in                                                                communication plan
              theatre
              attendances                                                                Upskilling of staff
4 Financial   Loss of in-kind   Increased          3             4          12           Adequate                  Reports to board        3               4                12
              sponsors and      expenditure                                              recognition of in-kind
              partners                                                                   sponsors

                                                                                         Meetings and
                                                                                         reviews with
                                                                                         sponsors
MSTYP Business Plan 2019 – 2021
5 Financial Increased         Increase of costs    5   3   15   Rental agreements        Lawyers on the board       5   2   10
            rental
                                                                Discussions with Save    Long term home at
                                                                MST committee            MST or elsewhere
                                                                about residency          being sought
6             Injury to young   Loss of            4   4   16   Insurance policies       Insurance certificate of   2   3   6
Reputation    people, staff,    reputation                                               currencies
/ Financial   student or                                        Risk assessments of
              audience          Financial                       productions              Risk assessments
                                compensation to
                                injured party                   Management
                                                                oversight of
                                Impact on child                 productions and
                                                                classes

                                                                Listing venues on
                                                                insurance policies
7 Child       Child abuse       Loss of            3   5   15   Training with            Certificates of            1   5   5
safety                          reputation                      children’s guardian      completion with
                                                                for staff                Children’s Guardian
                                Life-long impact
                                on child                        Development of a         Reports to board
                                                                ‘Child Safe’ policy

                                                                All staff have
                                                                Working with
                                                                Children Checks

                                                                Young people go to
                                                                the bathrooms in
                                                                public places in pairs
8 Market      No home for       Loss of Market     2   5   10   Discussions with the     Reports to board           2   5   10
Share         MSTYP in a        Share, and no                   SMS committee and
              reopened MST      security of                     Council
              or cost is too    tenure
              high                                              Effective strategy for
                                                                lobbying
9             Staff are         New staff unable   2   4   8    Increase drama           Reports to board           1   4   4
Succession    irreplaceable     to fulfil roles                 teachers’ wages
                                                                   28
MSTYP Business Plan 2019 – 2021
                                                                                     Increase numbers of
                             New classes                     Diversify current       staff
                             unable to be set                drama staff with new
                             up as no new                    teachers                CV and reference
                             teachers                                                checks
                                                             Adequate training for
                                                             new staff               Qualifications and
                                                                                     experience of new staff
                                                             HR processes
10           Cyber attack    Loss of            4   4   16   Back up to cloud of     Reputation of service     2   4   8
Property/                    customers                       data                    organisations
Service
Quality/                     Disruptions of                  Professional website
Operations                   operations                      maintenance

                             Financial fraud                 Antivirus software

                                                             Procedures to check
                                                             suspicious content
11           Compliance      Disruptions        3   3   9    Operational             Reports to board on       2   3   6
Corporate                    through                         processes – checklist   renewals
Governanc                    compliance                      of reporting bodies
e                            issues with                                             Qualifications of board
                             government                                              members who are
                             bodies (ACNC,                                           practicing lawyers
                             ATO etc)

                                                                29
CONCLUSION
       As a Not-For-Profit, what little funds we typically raise throughout the year continue to be directed
back into cultural and educational programs that benefit the community. Through a carefully projected
increase in drama school enrolments, sponsorships and ticket sales, and by maintaining our excellent
working relationship with Ku-ring-gai Council, MSTYP can expect to remain financially sound within the
period of this business plan (2019-2021). Increasing our income streams through donations and
sponsorships will also enable us to mitigate against risks, which could be significant in the upcoming years.
Developing an effective communications plan, and measuring its success, will be crucial in ensuring the
future of MSTYP, both before and after the re-opening of Marian Street Theatre. A permanent home must
be sought for the long-term viability of the organisation which includes rehearsal, office, storage and
performance space. It remains a regrettable fact that no arts company in Australia can survive without
some form of government or semi-government sponsorship. Our continuing relationship with the Ku-ring-
gai Council continues to be fundamental to our survival and growth.

       The amounts we see as essential to the survival of MSTYP from Ku-ring-gai Council are:

2019               $50,000 – including an allowance of $10,000 for the 50 th Birthday and launch of our
                   regular giving campaign
2020               $40,000
2021               $40,000

       We look forward to our continued contribution and development as a company, growing our young
people’s confidence and creativity, and nurturing the theatre professionals of the future through 2021 and
beyond – for the benefit of the entire community.

Jessica Blaxland Ashby                                                                     Margie McCrae
Business Manager                                                                          Artistic Director

Don Waller                                                                                    David Castle
Treasurer                                                                                       President

For and on behalf of the Committee of Marian Street Theatre for Young People
MSTYP Business Plan 2019 – 2021

           ATTACHMENT 1 – CHARITY STATUS

                                  31
ATTACHMENT 2
DAVID CASTLE – PRESIDENT
(BA LLM) – Solicitor

David Castle has been a commercial lawyer for more than 40 years. He was the former chairman of the
Barker Gosling legal group (now Dibbs Barker) and former head of the Sydney office. He was chairman of
the New South Wales Tax Agents Board for many years and deputy chairman of the Companies Auditors
Board. His term of office as the Chairman of the Companies Auditors and Liquidators Disciplinary Board
recently expired.

David’s family has lived at Lindfield for over 40 years and have all been widely involved in community
activities. David is the former president of the Lindfield Public School Parents and Citizens Association.
David has always participated in and loved drama. While still practicing law on a part-time basis, he has
found the time to become an active President of the Marian Street Theatre for Young People Committee.

DAVID NEWMAN – VICE PRESIDENT
David Newman became involved with Marian St as a parent of Stephanie, an enthusiastic drama student
and performer. He has been a member of the Marian St Committee since 2009. He is a career public
servant, with more than thirty years’ experience in the NSW public sector. He has worked as a ministerial
advisor and press secretary, and as a policy analyst for several government agencies, principally in the
areas of planning and transport and natural resources management. Before joining the NSW Public Service,
David worked for the Australian Broadcasting Corporation where he undertook technical training and was
a technical operator in the TV Outside Broadcast Unit. He is a graduate of the University of NSW, where he
completed a Bachelor of Arts with Honours in History.

Since 2007, David has been a senior analyst on transport policy at the Department of Premier and Cabinet,
and more recently at Transport for NSW.

DONALD WALLER – TREASURER
Don is an experienced senior finance executive with skills, experience and capabilities at a CFO/Finance
Director level. Experience covers “financial stewardship” in its broadest commercial sense, including:

      Wide ranging commercial experience covering all business functions
      A proven ability to provide financial and commercial leadership in a number of businesses across
       several industries
MSTYP Business Plan 2019 – 2021
        Successfully demonstrated an ability to facilitate the resolution of complex corporate issues
        Contributed strongly and effectively to the development of a corporate strategic direction; believes
         strongly in the formulation of a group vision for the purpose of creating shareholder wealth

Don maintains an approach to ethics and integrity of the highest standing.

MARGIE MCCRAE – ARTISTIC DIRECTOR AND EXECUTIVE PRODUCER
Master of Arts (Theatre) Wollongong University (1996)

Margie has been a professional actor for 35 years and continues to work as an actor. She studied at the
Ensemble Studios and has extensive credits in theatre, television and film. She has been teaching drama
since 1977. She lectured in Directing at the Sydney Conservatorium of Music for 12 years. She has taught
acting courses for Wollongong University, St George and Randwick TAFE Colleges and has co-delivered
theatre programs for the Department of Corrective Services at Long Bay Goal and Mt. Penang Detention
Centre, guiding men and boys to develop self-devised work towards production. She has developed acting
programs for organisations in Melbourne, Sydney and Wollongong and taught acting and camera skills to
adults at the Worker’s Education Association and Sydney Community College for 15 years as well as
teaching drama at Ascham School for Girls and the Emanuel School in Randwick.

Margie has been the Artistic Director of Marian Street Theatre for Young People since 2001, and is a
founding member, having managed the Children’s Theatre and Drama School for Marian Street Theatre Ltd
since 1995. As part of her duties for MSTYP Margie develops the artistic program and oversees the Drama
School activities. She produces all MSTYP productions and regularly directs – some of her favourite
productions have been Babe the Sheep-pig and Danny in the Toybox (co-directed with Sher Kearney) The
Magic Pudding, and the youth production Bluebeard, a project for young women assisted by a NSW Arts
grant.

JESSICA BLAXLAND ASHBY – BUSINESS MANAGER
Jessica holds a BA in Arts Management from Macquarie University, and an MA in Advanced Theatre
Practice from the Royal Central School of Speech and Drama, London. Jessica is a passionate and self-
motivated arts manager and theatre maker specialising in new writing, movement based storytelling,
children’s theatre and puppetry. Graduating with distinction from her MA in Advanced Theatre Practice at
the Royal Central School of Speech and Drama, she recently directed Matilda Fish and the Bushranger in
2016 to tour historical venues, and Pioneers in Petticoats in 2015. She is currently Business Manager and

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MSTYP Business Plan 2019 – 2021
Secretary of Australia’s longest continually running children’s theatre, Marian Street Theatre for Young
People.

In 2012 she began Blaxland and Daughter, a family run business, with her mother Wendy Blaxland. Here
she is the primary organiser of state-wide tours of five different productions, many in collaboration with
local Councils, for instance the Bathurst 200 (Bathurst City Council), the Blue Mountains Bicentenary (Blue
Mountains, Lithgow and Penrith City Councils) and the Summer Series Festival (Hills Shire Council). These
five productions have performed to over 30,000 audience members, including primary school children and
the general public since 2013. Duties have included tour management, event organisation, school
bookings, finances and website content management.

In her spare time, Jessica volunteers as Secretary in the Save Marian Street Theatre committee, which aims
to raise the support needed to reopen Marian Street Theatre in Killara, with a capital campaign planned
over the next three years.

WENDY BLAXLAND
Wendy Blaxland has been associated with Marian Street Theatre for over 30 years as a writer of children’s
plays. She originally worked closely with her mother Audrey Blaxland who was head of Marian Street
Theatre School and originated and developed the tradition of Children’s Theatre at Marian Street. After the
adult theatre closed in 2001 Wendy was one of the founders of Marian Street Theatre for Young People
and was President of the Board since 2004-2012, working actively to cement MSTYP’s relationship with Ku-
ring-gai Council and the Ku-ring-gai community.

Wendy holds a first class honours degree and Diploma of Education from Macquarie University as well as
an ACTL in teaching drama. She is a former academic at Macquarie University in English, the University of
New England in Drama, and Auckland Institute of Technology in Communication. She has also taught at
Abbotsleigh and in England and has worked as an editor for a range of publishers.

Wendy is now a full-time writer. Her 14 children’s plays for Marian Street include both original texts and
adaptations such as The Ugly Duckling and The Emperor’s New Clothes. Thus she has helped introduce
generations of children to live theatre. Several of her plays have attracted public grants. She has also
worked as a writer for Play School. In the past fifteen years Wendy has published over 100 children’s
books, fiction and non-fiction, as well as a range of journalistic work, and her children’s book The Princess
and the Unicorn was read on BBC2 television. Wendy has also written a history of Marian Street Theatre

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