2019 2021 BUSINESS PLAN - Marian Street Theatre for Young People Inc. Commercial in confidence
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BUSINESS PLAN
2019 - 2021
Marian Street Theatre for Young People Inc.
Commercial in confidence
Monday, 16 July 2018
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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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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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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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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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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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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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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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.
8
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.
10MSTYP 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
11MSTYP 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.
12MSTYP 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
13MSTYP 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
14CRITICAL 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 – BRANDMSTYP 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
15MSTYP 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
16MSTYP 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
17MSTYP 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
18MSTYP 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.
19MSTYP 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)
20MARKETING 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 theMSTYP 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
22MSTYP 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.
23Marian 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 292,167 313,937 350,788 342,655 361,608MSTYP 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
25MSTYP 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
26RISK 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
sponsorsMSTYP 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
28MSTYP 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)
29CONCLUSION
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 PeopleMSTYP Business Plan 2019 – 2021
ATTACHMENT 1 – CHARITY STATUS
31ATTACHMENT 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 industriesMSTYP 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
33MSTYP 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
34You can also read
