Page 3204 - Week 09 - Tuesday, 20 August 2019
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ceilings, walls, windows, doors, wall rendering, verandas, plumbing and electrical services, fencing and drainage. Finally, we will be investing $241,000 in security infrastructure at Lanyon, including improvements to mobile and internet connectivity, alarm monitoring systems, CCTV, duress systems and electronic access controls.
I believe that both packages of capital works—at the Canberra Theatre Centre and at Lanyon—represent prudent and appropriate investments in some of the ACT’s most significant cultural venues. They will support the work of the CFC in managing these venues not only for the current population of Canberra, and visitors to our city, but also for future generations. This new capital funding that is announced in this budget is in addition to the government’s ongoing investment of $9 million each year in the CFC’s operations. The new budget funding and ongoing investment demonstrate the government’s commitment to enhancing the cultural life of our community and developing Canberra’s status as a creative capital.
MRS DUNNE (Ginninderra) (4.59): Last week in talking about the artsACT budget, I talked about the static approach that was taken by artsACT and this government. I would like to contrast it with the very visionary approach of the Canberra Cultural Corporation, which has as its vision “To be a cultural leader in the ACT community and region”, with its mission “To enable our distinctive institutions to provide enriching cultural experiences that contribute to Canberra’s identity”.
Under the leadership of the CEO, Harriet Elvin, and her board, under the chairmanship of the Hon Richard Refshauge, the corporation has ambitious plans for 2019-20 and through the forward years. These include some major upgrades to the Canberra Theatre Centre and the Canberra Museum and Gallery, and improvements and upgrades to some of its historic places. A major activity for the corporation will be a continuation of the feasibility of a new theatre, extending to the development of a business case. Underscoring all this is the continuing aim to keep reliance on government funding as low as possible. I note that the corporation has an aim for more than 50 per cent of its funding coming from own-source revenue in 2019-20.
As well, there are plans for the continuation of a program of touring exhibitions. I note that negotiations are underway for an exhibition to tour to Sydney and Melbourne next year.
The success of performances and exhibition spaces is a direct function of their occupancy. If a theatre, for example, is occupied every day, the return on the investment can be maximised. The corporation sets a target for usage of the Canberra Theatre Centre venues, primarily the Canberra Theatre and the Playhouse. The corporation’s target for 2019-20 is 625 days. If this applies to only these two venues, it represents an occupancy rate of a very healthy 85½ per cent. Can it be achieved? In 2018-19 the target was exceeded by two days. The target for 2019-20 is set at three days higher than that. Of course, 2017-18 was an exceptional year, with a target of 607 days and an outcome of 640 days. The track record speaks for itself. Even with the slim margins represented in the figures, the likelihood of achieving the targets must be regarded as high. The outcomes reflect very good management of those resources.
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