Surrey Civic Theatre Strategic Plan

Surrey Civic Theatres Strategic Plan

SURREY CIVIC THEATRES STRATEGIC PLAN | 2

Table of Contents

Executive Summary 3Strategic Directions 4

Background Reports 5

About Surrey Civic Theatres 7Context 7

Surrey Civic Theatres Vision, Mission and Purposes 8Vision 8Mission 8Purposes 8

Project Goals 9Project Timeline 9

Process and Research 10Customer Service Survey 10Summary Information: Customer Service Survey 11Patron-Community Survey 13Summary: Patron-Community Survey 13Rental Client Survey and Focus Group 18Summary: Rental Client Survey and Focus Group 18

Rental Rate Study of Lower Mainland Performing Arts Venues 21Summary: Rental Rate Study 21Staff 21Fees and Charges 21Main Stage 22Studio Theatre 22Centre Stage 22Studio Theatre and Centre Stage 22

Programs Presented by Surrey Civic Theatres 23Summary: SACT programming 23Artistic Statement 26

The Performing Arts: understanding its impacts on community 27Overview: impacts, values and benefits of the performing arts 27

Key Initiatives 281. Marketing and Communications Strategic Direction 28 Marketing and Communications Summary Goals 282. Customer Service Strategic Direction 29 Customer Service Summary Goals 293. Rental Community and Programs Strategic Direction 30 Rental Community and Programs Summary Goals 304. Organizational and Operational Systems Strategic Direction 31 Organizational and Operational Systems Summary Goals 31

Key Initiatives:

Actions, Goals, Responsibilities, Requirements and Measures 32

1. Marketing and Communication 33

2. Customer Service 35

3. Rental Community and Programs 38

4. Initiative: Organizational and Operational Systems Strategic Direction 43


Executive Summary

The Surrey Arts Centre Theatres (SACT), made up of two venues and located at the Surrey Arts Centre, is the City of Surrey’s flagship cultural facility for professional and community performing arts.

As a “gathering place where artists, audi-ences and our community connect and find inspiration,” the vision of SACT is to “pro-vide unparalleled opportunities for diverse, transformative performing arts experiences that inspire artistic expression, imagination and discovery.”

The Surrey Arts Centre Theatres last under-went a Strategic Planning process in 2002, following a major renovation that included significant upgrades to the physical plant, including the opening of a studio theatre.

In 2012, the new staff position of Performing Arts Manager was created to oversee the operations and staff of the SACT and the Surrey International Children’s Festival, as well as to initiate the develop-ment and implementation of an operational plan for the new Surrey City Hall Council Chambers performance venue, Centre Stage.

In the same year, new Vision, Mission and Mandate statements were put into place fol-lowing a senior staff retreat, and the Capital Replacement Plan for theatre equipment was completed. These elements, togeth-er with the Cultural Plan (2012) and the Cultural Marketing Plan for Arts and Heritage (2013), establish a basis to incorporate SACT, through a comprehensive planning process, into Surrey’s overall cultural strategy.

Fulfilling a recommendation in the Cultural Plan, SACT launched a six-month strategic planning process. This project set out to examine many areas, including an evaluation of challenges, opportunities and priorities affecting operations and community needs in order to address the future direction of programming initiatives and rental opera-tions.

A significant emphasis was placed on data and information collection, accomplished through numerous surveys, consultations and supporting research, in order to best appreciate the environment in which SACT operates. A key goal to this work was to pro-duce a range of baseline data against which ongoing measurements will be made.

Collected information was regularly shared with Kent Gallie, Performing Arts Manager, Barb Wolfe, Performing Arts Programmer, and Patricia Cleave, Business Operations Coordinator. SACT and Centre Stage staff was involved in a two-day retreat.

The six-month planning process resulted in four (4) Strategic Directions, thirty-nine (39) Strategic Initiatives, and an Artistic Statement for Surrey’s Civic Theatres.

Note: Surrey Civic Theatres, (SCT), is com-prised of the Main Stage and Studio Theatre, located at the the Surrey Arts Centre, plus Centre Stage, located in the Council Chambers of Surrey’s City Hall. the Surrey Arts Centre Theatres, (SACT), refers to the two theatres housed in that venue.


Strategic Directions

1. Marketing and Communications Strategic Direction:Increase value and visibility for SCT’s events and renters through increased communications that strengthens customer service and builds and retains audiences and rental clients. (See page 28)

2. Customer Service Strategic DirectionProvide excellence in customer service through all aspects of operating a performing arts centre to offer exceptional experiences to the public and renters.

Baselines and Measures: Exceed annual goals through ongoing measurement to ensure SACT and Centre Stage excel as Surrey’s flagship performing arts centres. (See page 29)

3. Rental Community and Programs Strategic Direction: Program quality artistic experiences that engage and entertain to build audiences of diverse ages and backgrounds.

Baselines and Measures: Exceed annual goals through ongoing measurement to ensure SACT and Centre Stage excel as Surrey’s flagship performing arts centres. (See page 30)

4. Organizational and Operational Systems Strategic Direction: Establish SCT as a highly functioning and dynamic workplace through effective and efficient operational systems.(See page 31)


Background Reports

In addition to detailing the Strategic Directions and Initiatives, this document summarizes the process,

research and data collected. In-depth research is available in six (6) reports, which form the addenda to this

main report, and which are summarized herein.

• SCT Background Report – Rental Rate Study

• SCT Background Report – Rental Community Survey and Focus Group

• SCT Background Report – Programming

• SCT Background Report – Patron-Community Survey

• SCT Background Report – Impacts, Values, Benefits

• SCT Background Report – Customer Service Survey



About Surrey Civic Theatres

Surrey Civic Theatres, the focal point for the performing arts in the City of Surrey, includes three performance spaces.

The 405-seat Main Stage is a traditional proscenium stage and fly gallery located at the Surrey Arts Centre. The theatre is the principal rental space for performing arts groups based in Surrey and its surrounding communities. These activities are greatly enhanced through the “Surrey Spectacular Series”, the annual series of professional programming arranged by theatre staff that features a wide range of artistic styles and genres, and includes Arts Club Theatre productions.

Fully equipped with sound, lighting and audio-visual equipment, the Main Stage re-ceived new seats, décor features and carpet in 2011, and the theatre’s rigging and fly sys-tem underwent a complete refurbishment in 2012. The Capital Replacement Plan guides ongoing maintenance and replacement of the theatre’s equipment.

The 129-seat Studio Theatre was com-pleted in 2002, as part of a larger reno-vation project at the Surrey Arts Centre. Characterized as a black box theatre, the seating is fully retractable, which allows for a wide range of configurations and uses, from traditional theatre settings to cabaret style performances, special events and meetings.

Primarily used by not-for-profit community rental clients, theatre staff presents some of its in-house presentations in the Studio Theatre, as well as a variety of participatory educational programs, mostly aimed at youth.

Centre Stage, which opened its doors in April 2014, is located in the Council Chambers at Surrey’s new City Hall. The space can be converted from the Council’s meeting space into a 200-seat performance venue complete with sound, lighting, au-dio-visual equipment and raised stage area. Like the the Surrey Arts Centre theatres, this venue will be used by the community, as well as for events programmed by theatre staff.

Various City of Surrey departments use the three theatres for meetings and presenta-tions. A professional team of administrators, theatre technicians, front of house ushers and box office attendants supports the three venues.

Context

Since 2002, the Surrey Arts Centre Theatres has undergone many renovations and improvements, including equipment and seating refurbishment, and the opening of the Studio Theatre.

In 2011, the Culture Development Advisory Committee was established to “provide advice to Council on strategies to increase arts, heritage services, and cultural activity in Surrey, enhance Surrey’s cultural profile, to foster community identity, and civic pride.”

This was followed by the creation of the Cultural Grants Program (2013), as recom-mended in the Cultural Plan.

As the theatres have become busier, the staff has grown, including the addition of the new position of Performing Arts Manager in 2012.

Following the commencement of the strate-gic planning process, Centre Stage opened at City Hall and the new position of Cultural Production Coordinator was established to oversee operations of the new venue.

While not confirmed at this time, it is possi-ble Surrey will gain one or two new theatres in the coming years: one located in South Surrey; the other located at City Centre.

The City of Surrey placed an emphasis on arts, culture and heritage with the com-pletion of the Cultural Plan (2012) and the Cultural Marketing Plan for Arts and Heritage (2013).

The City of Surrey’s population grew 91% between 1991 and 2011, and the number of jobs grew 179% in the same period. With an anticipated population and job growth of 23% and 24% respectively between 2011 and 2021, Surrey is one of the fastest grow-ing cities in Canada.

The population in the Surrey Performing Arts Centre Trade Area is anticipated to grow 26% between 2011 and 2021.

Base- line score


Surrey Civic Theatres Vision, Mission and Purposes

In June 2012, SACT’s senior staff met with consultant Lydia Marston-Blaauw for a one-day retreat to “create cohesion of thought and intent… and to agree on three guiding statements of vision, mission and purposes, which will inform strategic planning.”

These statements were again reviewed at the staff retreat in April 2014 to confirm their relevancy after a two-year period and a lengthy organizational assessment. The staff was pleased to confirm the Vision, Mission and Principles, as it was agreed these state-ments still reflected their ideals for Surrey Civic Theatres.

(Note: the only change was to update the new collective name of the theatres, Surrey Civic Theatres.)

Vision

Surrey Civic Theatres will provide unparal-leled opportunities for diverse, transforma-tive, performing arts experiences that inspire artistic expression, imagination and discov-ery.

Mission

Surrey Civic Theatres are a gathering place where artists, audience and our community connect and find inspiration.

Purposes

• Operate, animate, enhance and main-tain the theatres in a fiscally responsible manner;

• Build Organizational capacity through the development of community and artistic relationships;

• Deliver excellence in service and provide a safe and inclusive gathering place;

• Present professional performing artists;• Provide mentorship and educational

opportunities in the performing arts;• Provide leadership and resources to our

community;• Enhance the livability of the City of

Surrey.


Project Goals

As stated in the Request for Proposal: “A sol-id strategic plan will guide the SAC Theatres in continuing to provide the highest possible level of customer service to community and professional user groups while maintaining a sustainable and efficient facility and staffing structure well into the future. In addition, an understanding of the coexistence with the City Hall Council Chambers performance venue will enable both facilities to thrive.”

The RFP also set out a number of strategic planning objectives and outcomes, including:

• Review of the Vision, Mission and Mandate;

• Review of current programming and consider future direction; examine pro-gramming at SACT comparative to other performing arts centres;

• Determine direction of marketing and communications strategies and to build on the recent Cultural Marketing Plan for Arts and Heritage;

• Establish measurable indicators of suc-cess in programming, customer service and rental operations compared to a regional context;

• Set strategic objectives in overall opera-tions to include:1. Review of fees and charges;2. Impact of “internal” City bookings;3. Impact of new City Hall Council

Chambers performance venue;4. Cultural diversity and shifting pro-

gramming needs;

Project Timeline

The project began in January 2014 and all studies, surveys and research were complete by the end of April. The project consultant met with Surrey Civic Theatres staff on April 28 and 30 2014 to review the findings, gath-er input, and to set goals and measures.

As this project commenced prior to the completion of Centre Stage, this theatre was not specifically included in the surveys and studies. It was understood, however, that the outcomes of this project would be common to SCT’s three theatres.


Process and Research

A strong emphasis was placed on capturing the information needed to understand the environment in which Surrey Civic Theatres operate.

Customer Service Survey

The purpose of the survey was to measure patrons’ perceptions of services and experi-ences, and to produce baseline information against which benchmarks could be estab-lished, compared and measured.Surveys were randomly distributed to pa-trons at fifteen (15) performances that took place between January and March 2014. A total of 205 completed surveys were returned, representing a response rate of approximately 50%. (Typical response rates can be as low as 10%.)

In addition to rating services typically ac-cessed by patrons, such as box office, front of house, and concession, several questions were modeled on the American Customer Satisfaction Index and Net Promoter Score to assess experience and measure word-of-mouth.

Concession Selection

Concession Service

Ease of Buying Tickets

ParkingUsher Service

Staff Friendliness/Helpfulness

Customer Service Overview (averaged)

4.764.66 4.65

4.6

4.43

4.14

3.5

5.0


Summary Information: Customer Service Survey

SACT attendees were asked to rate six (6) services (1 low; 5 high). The responses offered little variance among the services (a spread of 0.62), which were all ranked favourably.

Very little difference was revealed in the re-sponses when comparing those patrons who attended SACT presented events to those who attended events presented by rental clients.

The perception of longer wait times at the box office (phone and in-person) arose from the customer service surveys for rental clients and ticket buyers. With improved systems and technology, the staff will work towards managing wait times and measuring re-sponses in future customer service surveys.

Additional measurements will also be possi-ble with information provided in telephone records (January 2012 through June 2014):• 91% of calls were answered.• An average of three (3) calls per day

were dropped. • The average longest wait time was 8:35

minutes.• The average wait time was 1:06

minutes.

SACT Programming

Rental Programming

Concession Selection

Concession Service

Ease of Buying Tickets

ParkingUsher Service

Staff Friendliness/Helpfulness

Customer Service Overview

4.76 4.754.68

4.62 4.62

4.71

4.61 4.58

4.50

4.244.17

4.07

3.5

5.0


SACT attendees were asked to respond to three questions based on the American Customer Satisfaction Index (ACSI).

What is your overall satisfaction with your experience at the Surrey Arts Centre Theatres?Very dissatisfied… Very satisfied (1 to 10)

To what extent has your overall experience at SACT met your expectations? Falls short… Exceeds expectations (1 to 10)

How well does your overall SACT experi-ence compare to your ideal concert/thea-tre experience? (1 to 10)Not close to ideal...Very close to ideal

The scores of the three questions were processed through a simplified calculation to produce baseline scores. The following chart considers the results for the Main and Studio Theatres and for events presented by SACT and by rental clients.

The attendees were also asked to respond to two questions based on the Net Promoter Score:

How likely are you to return to SACT?Definitely not… Absolutely (1 to 10)

Would you recommend SACT to your fam-ily, friends and/or colleagues?Definitely not… Absolutely (1 to 10)

The totaled responses between one (1) and six (6) were substracted from the totaled responses between nine (9) and ten (10) to produce the Net Promoter Score (promot-ers – detractors = NPS). The two questions produced an identical score of 90.24.

Complete details and survey questions are found in SCT Background Report – Customer Service Survey.

Main Theatre (Rental)

Studio Theatre (Presentations)

Studio Theatre (all responses)

Main Theatre (Presentations)

Main Theatre (all responses)

All Responses

Satisfaction-Experience-IdealAmerican Customer Satisfaction Index simplified calculation(total range = 1 to 100)

88.72 88.65

88.33 88.29 88.29 88.24

85

90


Patron-Community Survey

The survey was setup on Surrey’s CitySpeaks platform to learn about the public and its re-lationship to SACT and the performing arts. Respondents were not required to register or to live in Surrey in order to participate in the survey.

The survey was first available on March 10, 2014. The final data was collected on April 24, 2014.

In addition to capturing information from people who anticipate continued attendance at SACT, the survey also captured informa-

tion from those who have not attended SACT, and those who do not anticipate future attendance.

Distributed through several electronic chan-nels and in print form, the survey was com-pleted by 250 people. 189 of the respond-ents anticipate attendance in the future.

This research was enhanced with a separate survey that was conducted in January 2014 by Wolf Brown, as part of an Arts Club Theatre initiative, plus analysis of Surrey Arts Centre Theatres’ ticket sales data from 2009 to April 2014.

Summary: Patron-Community Survey

• 250 people initiated the survey• 189 people who plan to attend in the

future• 45 people who do not expect to return• 16 who have not attended SACT

The majority of respondents reside in the City of Surrey, while some respondents live in neighbouring cities, such as Vancouver, New Westminster, Richmond, Fort Langley, Port Moody, and Coquitlam.

Community survey - postal addresses (when provided by respondent)


Sixteen (16) survey respondents indicated they have not attended events at SACT. These respondents were asked to

complete a short survey that included demographic questions (e.g. age, income, employment); they were also asked

to suggest why they had not attended SACT.

Other and comments.

I am new to the area.

Not enoughtime.

I am not familiar with Surrey Arts Centre Theatres.

Too expensive for my budget.

It is too far from my

home/office.

I have not seen any programmingthat interests me.

Could you let us know why you have not attended SACT? (posed to people who are have not attended SACT) 16 respondents; 20 responses


Forty-five (45) survey respondents indicated they do not anticipate returning to SACT. This group was asked similar

questions as the non-attending respondents.

Twenty-three (23) respondents provided text answers. Almost all suggested their future attendance will be based on

their level of interest for upcoming programming.

Had a bad experience.

No longer interested.

Moving away.

Distance too far

Not enough time

Too expensive

Other or text responses provided

Why do you not expect to attend in the future?45 respondents; 50 responses

Summary of Text Responses• Depends on dates• Depends on events/productions/programs taking place• Different interests in family• Many more funny plays if I come back• Nothing has interested me yet. I’m sure soon :)• Prefer Surrey Little Theatre, the Bell Center to Surrey Art Centre• The events haven’t been of interest• Waiting for list of presentations


189 respondents, who responded to at least a portion of the survey, anticipate attending SACT in the future. This

group received the longest survey exploring areas such as personal experiences (e.g. music lessons), engagement (e.g.

attending pre-performance chats, online learning), attendance (e.g. with whom, affordability), and demographics. The

respondents were provided with many opportunities to offer text responses.

Musicstudent

performance

OtherTheatrestudent

production

Dancecontem-porary

Danceyouth/

student presentation

Danceclassical

Musicjazz

Musicpop/rock

Musicclassical

Theatremusical

Theatreplay

What are you likely to attend at SACT?Answered by 188 respondents who anticipate future attendance at SCT.Not specific to SCT presented events or rental events; 558 responses.

Summary of Text Responses• Art exhibitions, art lectures• Business events• Camps• Choirs• Christmas Pantomime, vaudeville• Classical Coffee Concert• Comedy• Community lectures, community events such as Business & the Arts and the Civic

Treasures Awards, artist presentations that have been held in the Studio Theatre• Discussions, lectures, presentations• Family arts events and lectures• Multicultural, eastern European, Latin American


Stage plays and musicals have figured prom-inently in their past attendance. This group anticipates increased attendance at theatre productions, and at a rate that is three to four times higher than that of other genres.

66% of the respondents are 55 years or older, and they are not likely to have children at home. 66% of this group has a college or bachelor degree, and 44% are now retired. For 68% of respondents, household income ranges from $25,000 to $149,999, with 20% of this group earning between $25,000 and $49,999 annually.

Patrons are most likely to attend perfor-mances with friends and family. Talking with friends and/or family following a perfor-mance ranks the highest among the engage-ment options.

Detailed information and survey question-naire is found in SCT Background Report – Patron-Community Survey.

This is my first yearTwo to four yearsFive to nine years10 or more years

For how many years have you been attending? (all respondents, 234 responses)

70

122

28

14

This group is loyal. Of the 189 respondents who anticipate future

attendance, 82% have been attending SACT for five (5) or more years;

52% have attended ten (10) or more years.


Rental Client Survey and Focus Group

Note: rental clients are those individuals and organizations that rent space in order to hold their events at SCT.

A survey was distributed to forty-four (44) rental clients on February 12, 2014; it closed on March 12, 2014 with twenty-two (22) responses. The purpose was to learn about rental clients’ perceptions of experience and value when accessing theatre space. Survey questions were designed to produce baseline information against which benchmarks could be established, compared and measured.

In addition to rating services typically ac-cessed by rental clients, such as box of-fice, technical, and front of house, several questions were modeled on the American Customer Satisfaction Index and Net Promoter Score to assess experience and measure word-of-mouth.

Sixteen (16) rental clients were invited to participate in a focus group on April 23, 2014. Of those who accepted the invitation, five (5) took part in the meeting.

The three hour focus group meeting was modeled on affirmative inquiry to elicit future-forward responses. A PowerPoint presentation provided a brief introduction to the findings from the renter client survey and the rental rate study.

Summary: Rental Client Survey and Focus Group

Rental clients were asked to rate several services that affect their experiences at SCT. Overall, the aggregated scores are high with little variance among the services (a spread of 1.0 from highest to lowest).

Rental Client Survey of SACT Services

Technicians have the right

experience

Appropriate technical

equipment

Front of House does a good job looking after my

patrons

Good overall value

Marketing efforts support my event

Box office offers good

service to my ticket buyers

9.0

8.18

8.688.86

8.05 8.0

7

10


The rental clients were also asked

to rate three questions modeled

on the American Customer

Satisfaction Index (similar to the

customer service survey).

Satisfaction/Experience Baseline Score

How does your overall experience compare to your ideal experience?

To what extent does your experience

meet your expectations?

What is your overall satisfaction

with your experience?

Rental Client Satisfaction and Experiences22 responses; Baseline score using American Customer Satisfaction Index

93.67

90.45

83.1882.27

75

80

85

90

95

100

What is your overall satisfaction with your experience?Very dissatisfied… Very satisfied (1 through 10)

To what extent does your experience meet your expectations?Falls short… Exceeds expectations (1 through 10)

To what extent does your overall experience compare to your ideal experience?Not close to ideal... Very close to ideal (1 through 10)

The three scores were calculated with a modified formula to produce a combined result of 93.67 (out of 100). This will be the baseline for future measurements.


Rental clients were asked to rate their likelihood to recommend and return to SACT. The number of responses

between one (1) and six (6) were totaled and substracted from the total number of nine (9) and ten (10) responses

to produce the Net Promoter Score (promoters - detractors = NPS). The scores represents SACT’s value of word-of-

mouth.

Detailed information and the complete survey can be found in SCT Background Report - Rental Community Survey and Focus Group.

Likelihood you will recommend SACT?

7.73

7.2

10

Likelihood you willreturn to SACT?

Rental Client Satisfaction and ExperiencesNet Promoter Scores from Rental Clients


Rental Rate Study of Lower Mainland Performing Arts Venues

The purpose of this study was to develop a dataset of rental rates, charged at Lower Mainland theatres, against which SCT’s rental rates, fees and charges could be com-pared.

The selection of comparative facilities was based on seating capacity (roughly 100-500 seats) and type of theatre (fixed seat and flexible seat). Surrey and White Rock venues were included in recognition of their proxim-ity and relationship to SCT.

The study presented two rental scenarios based on 1-day and 5-day activities. As each venue provided rental information based on the same fixed activities, variations and discrepancies were eliminated in most situa-tions.

The survey focused on the costs associat-ed with accessing performing arts centres. Added value, such as marketing and staff support, was not assessed, although intrinsic value was considered in a survey and focus group of renter organizations.

The rental rate survey was first distributed in late January 2014 and the final comparative reports were completed at the end of March 2014. Fourteen (14) venues participated, representing a total of twenty-two (22) thea-tres (fixed seat and studio theatres).

Summary: Rental Rate Study

The Rental Rate Study indicated the SACT Main Stage is good value comparative to similar venues in the Lower Mainland. While the Studio Theatre did not compare as favourably, the study revealed that Centre Stage is an expensive theatre to rent on a cost-per-seat basis.

Many of Surrey Civic Theatres’ fees and charges compare very well with similar charges throughout the Lower Mainland.

Staff

SCT’s technician hourly charges are equiva-lent to those charged at other venues.

The majority of venues include Front of House supervisors and ushers in their base rental rates. While SCT includes a FOH super-visor in the base rate, it is the only venue that charges for two (2) ushers.

Fees and Charges

SCT’s box office fees and charges are low compared to participating venues. SCT does not charge for box office setup, online ticket purchases and credit card commission recov-ery, all of which are typical at other venues.


Main Stage

On a cost-per-seat basis, the Main Stage compares most favourably of the three SCT theatres, and it is on par with the compara-tive group.

• For the 5-day event, SCT’s per seat cost is only 5% higher than the average cost for the comparative group.

• For the 1-day event, SCT’s per seat cost is 21% lower than the average, making the Main Stage an economical choice under similar rental circumstances.

Studio Theatre

Due to the Studio Theatre’s comparatively smaller seating capacity, the cost per seat calculation does not offer a favourable com-parison to other local studio theatres.

• The cost per seat for the 1-day scenario is 32% higher than the average per seat cost for the comparative group.

• The cost per seat for the 5-day scenario is the highest charged among the com-parative venues.

Centre Stage

Once again, due to its smaller capacity, Centre Stage does not compare favourably based on cost per seat.

• The per seat charge for the 1-day sce-nario is 76% higher than the compara-tive average;

• For the 5-day scenario the per seat charge is 57% higher than the compara-tive average.

Studio Theatre and Centre Stage

It is important to note the costs for these theatres, based on the study criteria, are not substantially different. As the capacity of Centre Stage is approximately 50% greater than the Studio Theatre, Centre Stage is the superior economic choice, putting the Studio Theatre at a disadvantage in the rental market.

Due to the comparatively high per seat charges for the Studio Theatre and Centre Stage, a freeze on rental rate increases is recommended. This will help SCT become more competitive in the marketplace and encourage renter retention in the face of rising prices.

Detailed information can be found in SCT Background Report – Rental Rate Study.


Programs Presented by Surrey Civic Theatres

At the time of this study, Centre Stage had not begun to present public performances. As a result, the analysis focuses on events presented by SACT.

The goal of the analysis was to consider ticket-buying trends related to the different styles and genres of SACT programming over a five-year period.

This study also considered SACT program-ming relative to other Lower Mainland venues.

Summary: SACT programming

Programmed events delivered by a perform-ing arts centre can build and connect with community in ways that are not possible through rental activities alone. Typically, this programming is chosen to supplement local-ly generated events, to avoid competition in the marketplace, and to foster a strong and more varied cultural setting.

SACT has a long and successful history of programming, which has resulted in a loyal and satisfied audience.

Arts Club Theatre productions, each aver-aging thirteen (13) performances, form the mainstay of SACT presentations (77%).

67% of the programming targets an adult demographic.

As theatrical productions represent a large portion of SACT’s programming, it is not surprising the audience size for theatre is significant, and patrons anticipate increased attendance for this type of presentation. Interestingly, there has been a gradual decline in attendance for Arts Club Theatre productions (although there are indicators to suggest a reversal of this trend).

Approximately 66% of SACT’s programming reached attendance capacities of 60% or more, although dance and diverse programs did not reach this mark. Ticket sales for the 2013/14 season averaged 80% of capacity.

SACT does not have a strong track record of programming for diverse communities due, in part, to the lack of diversity on SACT’s staff and the large number of diverse com-munities in Surrey, which precludes proper representation.

Based on collected data, it is reasonable to assume the majority of audience members is 50 years and older. It does not appear SACT is connecting with a younger demographic, a situation common to many performing arts centres.

SACT organizes fewer productions per year than other local performing arts centres, although the number of actual performances places it second busiest. Each venue offers its own distinct mix of genres.

Diverse

Family, youth, young adult

Adult

Net Promoter Scores from Rental Client Survey

SACT programming over five year period.

67%

7%

26%


As noted, SACT has established successful programming that has attracted a large and loyal following. As identified

in the strategic planning process, the newly opened Centre Stage offers opportunities to expand programming and to

attract different audiences.

Note: As theatres present their own unique mix of programming, not all types of events are offered at each venue. The legend (on right) and the bar graphs are to be read bottom to top.

Diverse

Multidisciplinary

Film

Family

Youth

Ballet/dance

Circus/magic/variety

Comedy

Theatre

Music

Classical music/opera

The Cultch 14/15 Season

The ACT 14/15 Season

Shadbolt14/15 Season

Kay Meek 14/15 Season

Evergreen 14/15 Season

Chilliwack 13/14 Season

SACT 14/15 Season

Number of Productions (production can include one or more performances)

0

7

14

21

28

35


The

ACT

(1

4/15

Sea

son)

Shad

bolt

Cent

re

(14/

15 S

easo

n)

Kay

Mee

k Ce

ntre

(1

4/15

Sea

son)

Ever

gree

Cul

tura

l Cen

tre

(14/

15 S

easo

n)

Chill

iwac

k Cu

ltura

l Cen

tre

(13/

14 S

easo

n)

SACT

(1

4/15

Sea

son)

Number of Public Performances

5552

28

68

41

31


Artistic Statement

Surrey Civic Theatres, like many theatres, effectively operates two businesses. Running concurrently, these businesses often com-pete for the same resources of time, space and attention.

Through its rental operation, SCT provides access to space, and the necessary equip-ment and services, to external organizations wishing to present events in one or more of its theatres.

As a programmer, SCT staff selects or curates seasons of professional performing artists and productions, in a variety of styles and genres, to enhance and enrich Surrey’s cul-tural setting.

Through the strategic planning process it be-came apparent an artistic statement would guide programming selection, and help to distinguish SCT’s two roles as renter and programmer.

A lengthy discussion about programming provided many ideas and goals. From these, using words of SCT staff, the following statement was developed:

Artistic Statement

Surrey Civic Theatres enhances our existing rich cultural environment by presenting professional touring and critically acclaimed artists in a variety of genres and artistic experiences.

We are leaders in our community by setting and achieving high standards of artistic ex-cellence and programming professionalism.

Our presentations entertain and inspire our audiences and performing arts communities, and our programming significantly contrib-utes to the social and cultural fabric of the City of Surrey.

Artistic Statement

Surrey Civic Theatres enhances our existing rich cultural environment by pre-senting professional touring and critically acclaimed artists in a variety of genres and artistic experiences.

We are leaders in our community by setting and achieving high standards of artistic excellence and programming professionalism.

Our presentations entertain and inspire our audiences and performing arts communities, and our programming significantly contributes to the social and cultural fabric of the City of Surrey.


The Performing Arts: understanding its impacts on community

There are many challenges to understanding the impacts, relationships, values and ben-efits of the performing arts in a community and to its constituents.

Anecdotal and qualitative information is difficult to collect and to report in a mean-ingful and manageable manner. Fortunately, in Canada, quantitative research has made great advances in recent years, particularly with the work of Hill Strategies, through continual analysis of statistical research, and CAPACOA, through its seminal The Value of Presenting study.

Overview: impacts, values and benefits of the performing arts1

Three out of four Canadians attend events at facilities that are, like Surrey’s three principal theatres, specifically built for the performing arts. Canadians have ranked these facilities as the most important cultural venues in a community, and they credit them for provid-ing such benefits as:

• Improved quality of life,• Fostering a sense of community

pride, • Contributing to economic growth, • And creating safer and more attrac-

tive communities for residents and visitors.

It is now recognized that demographic factors, such as household income, have a weaker influence in determining engage-ment with the performing arts. In fact, two out of three individuals who earn less than $40,000 per year attended a live performance, and 15% of households with incomes of $25,000 or less spent at least $1 on live performing arts.

Many other assumptions have been correct-ed through recent research: more Canadians under the age of 35 attend live perfor-mances than those over 55 years old (83% compared to 70%), and Canadians are twice as likely to ascribe a high importance to live performing arts attendance than to any media-based viewing.

It is now recognized there is a strong correla-tion between attending performing arts and health, well-being and civic engagement. 94% of Canadians, whether they attend or not, believe the performing arts benefits communities, individuals, or both, and nearly as many believe that arts and culture make a community a better place to live. Two out of three Canadians understand that theatre helps attract businesses.

Perhaps most significant is the knowledge that Canadians spend more than double on live performing arts than they do on live sports events (2008).

More information can be found in the Surrey Civic Theatres Background Report: Impacts, Values, Benefits, which contains a bibliogra-phy of source documents.

1. Information sourceshttp://hillstrategies.com/sites/default/files/Vancouver2012_KellyHill.pdfhttp://www.hillstrategies.com/sites/default/files/PerfArts_Alliance_KellyHill.pdfhttp://www.capacoa.ca/valueofpresentingdoc/Presenters_Survey_Report.pdfhttp://www.capacoa.ca/valueofpresentingdoc/ValueofPresenting_Final.pdf


Key Initiatives

The research findings and conversations have been grouped into four broad strategic themes.

1. Marketing and Communications Strategic Direction

Improving the methods, efficiencies and effectiveness of SCT communications will build audiences and community, support the success of rental clients and programming, develop brand awareness, and enhance the overall presence of the performing arts in Surrey.

Through wider and more frequent distri-bution of event information, rental clients will enjoy greater visibility and success, at the same time gaining greater value and enhanced experiences when using the SCT theatres.

This will be accomplished in several ways:• Consolidate electronic marketing efforts

and develop new electronic newsletter.• Suspend print calendar and refocus

resources to online marketing.• Streamline booking process and time-

lines to acquire and distribute rental information more expediently through electronic channels.

• Distribute event information (SCT and rental events) with more frequency.

Surrey Civic Theatres will benefit from increased exposure and profile within the community, and greater attendance at its presentations.

Marketing and Communications Summary Goals

Strategic Direction: Increase value and visibil-ity for all events through increased commu-nications that strengthens customer service and builds and retains audiences and rental clients.

1.1 Develop microsite as recommended in the Cultural Marketing Plan for Arts and Heritage.

1.2 Increase presence of rental events in SCT communications.

1.3 Develop reminder email to be distributed to ticket buyers prior to most events presented by SCT.

1.4 Develop ‘thank you for attending’ email to be distributed following most events presented by SCT.

1.5 Adopt goals set forth in the Cultural Marketing Plan for Arts and Heritage: To increase by 15% citi-zens’ awareness of SCT over three (3) years.

1.6 Adopt goals set forth in the Cultural Marketing Plan for Arts and Heritage: To increase attend-ance corresponding to percentage of increased population of the City (estimated 2.34% annually).

1.7 Develop Surrey Civic Theatre mar-keting plan.


2. Customer Service Strategic Direction

Customer service is recognized to influence all aspects of SCT’s operations. To this end, there is a commitment to elevating the quali-ty of services and deepening the experiences of the rental community and general public.

Great customer service will amplify word-of-mouth and audience retention, which will equally serve SCT programming and rental activities. It will also support a strong working relationship with community rental clients.

The customer service surveys considered several areas that affect the experiences of ticket buyers and rental clients. While each area was rated highly, continual improve-ment through diligence was emphasized. Utilizing the CitySpeaks platform, ongoing measurements will be accomplished through regular communications with the public and rental clients.

Customer Service Summary Goals

Strategic Direction: Provide excellence in customer service through all aspects of op-erating a performing arts centre to provide exceptional experiences to the public and renters.

2.1 Reduce ticket buyer wait times at box office (phone and in-person) and to improve the public’s perception of this service.

2.2 Develop and deliver audience feedback survey, utilizing CitySpeaks, to capture and measure experiences and impressions of public.

2.2.1 Measure audience perceptions of services provided by Front of House staff.

2.2.2 Measure audience perceptions of box office (ticket buying) experiences.

2.2.3 Measure audience perceptions of concession services and selection.

2.2.4 Measure audience perceptions of staff friendliness.

2.2.5 Measure audience value of word-of-mouth.

2.2.6 Measure audience perception of overall experiences.


3. Rental Community and Programs Strategic Direction

Surrey Civic Theatres would not be perform-ing arts centres without performers and the people who attend their performanc-es. Through rental activities and in-house programming, SCT establishes connections with its community, reflecting its values and makeup.

SCT will work with the rental community to enhance organizational capacity and success.

Through partnerships and new services, SCT’s in-house programs will connect with a wider cross-section of the community.

Rental Community and Programs Summary Goals

Strategic Direction: Program excellent artistic experiences to engage, entertain and build audiences of a diverse range of ages and backgrounds.

3.1 Produce printed programs for SCT presented events.

3.2 Produce and present youth-led participatory activities and events for youth under 19 years.

3.3 Develop and implement young adult ticket program.

3.4 Establish relationships with Kwantlen Polytechnic University and Simon Fraser University Surrey Campus (specific to Centre Stage).

3.5 Develop new and existing relation-ships with diverse communities to present cultural events at SCT.

3.6 Continue to explore and develop relationships with leading Vancouver arts presenters (specific to Centre Stage).

3.7 Advocate on behalf of perform-ing arts community for continued development and growth of Cultural Grants Program to support capaci-ties of local performing arts commu-nity and encourage access to SCT.

SACT has an established reputation as a programmer and has developed a large and loyal following.

The newly opened Centre Stage will offer opportunities to expand programming, de-velop new partnerships, and further develop audiences.

Recommended activities for future consider-ation:

3.8 Develop capacity building work-shops (or manuals) for rental com-munity. (recommendation)

3.9 Hold annual meetings with rental clients. (recommendation)

3.10 Facilitate community showcase events. (recommendation)

3.11 Develop rental community feedback survey, utilizing CitySpeaks, to be distributed with post-event thank you email.

3.11.1 Measure renters’ perceptions of marketing services.

3.11.2 Measure renters’ perceptions of services provided by box office.

3.11.3 Measure renters’ perceptions of services provided by Front of House staff.

3.11.4 Measure renters’ perceptions of technical services and equipment.

3.11.5 Measure renters’ perceptions of booking process.

3.11.6 Measure renters’ perceptions of staff preparedness.

3.11.7 Measure renters’ value word-of-mouth.

3.11.8 Measure renters’ perceptions of experiences.

3.11.9 Measure renters’ perceptions of overall value.


4. Organizational and Operational Systems Strategic Direction

As revealed in the renter and customer service survey, the satisfaction and fulfill-ment of staff is externally reflected in the quality and level of output in the workplace. At the same time, staff identified a need to improve internal functions and systems, and to streamline procedures and processes in order to gain greater efficiency of time and resources.

Succession planning and evaluation of roles and responsibilities of key and supporting staff are priorities that will allow SCT to anticipate increasing work-place demands and to successfully navigate change and transition.

Anticipating the maintenance, repairs and replacement of technical equipment will ensure the theatres remain safe and func-tioning at professional levels to continually support rental and in-house programming.

Organizational and Operational Systems Summary Goals

Strategic Direction: Establish SCT as a highly functioning and dynamic workplace through effective and efficient systems.

4.1 Develop renters’ guideline manual.4.2 Recommend holding rental rates for

Centre Stage for 2015, as a direct result of rental rate study, and to achieve a first full year of operation.

4.3 Streamline booking/contracting process for efficiency of internal systems and workforce.

4.4 Establish technical maintenance labour expense line in annual bud-gets.

4.5 Develop capital equipment upgrade plan to consider new advances in technology and enhanced function-ality of theatres.

4.6 Assess roles, responsibilities and succession for key and supporting staff positions.

4.6.1 Develop and implement succes-sion plan for Business Operations Coordinator.

4.6.2 Establish and execute a transi-tional process for Performing Arts Programmer.

4.6.3 Provide professional development for Performing Arts Programming Assistant.

4.6.4 Review and update marketing and communications roles and respon-sibilities for Publicist. Review and update Publicist’s roles and responsi-bilities related to SCT marketing and communications.

4.6.5 Evaluate and develop technicians’ positions for clarity of roles and retention of staff.

4.6.6 Assess roles and responsibilities of Front of House Services Coordinator.

4.6.7 Develop sponsorship procurement position.

4.6.8 Review supporting staff positions to recommend expanded staffing and/or revised roles and responsibilities.


Key Initiatives:

Actions, Goals, Responsibilities, Requirements and Measures


1. Marketing and Communication rateg

ACTIONS GOALS RESPONSIBILITIES REQUIREMENTS MEASURES

1.1 Develop microsite as recommended in the Cultural Marketing Plan for Arts and Heritage.

• To develop a microsite that is comparable to industry standards;

• To improve access to performance informa-tion, as well as theatre rental information;

• To improve overall marketing and commu-nication;

• To support social media strategies;• To support promotional efforts and success

of rental community renters;• To improve staff productivity;• To increase visibility of and attendance at

SCT;• To support brand awareness for SCT.

Performing Arts Manager

Participation from City of Surrey web team.

• Streamlined workflow and time requirements;• Increased traffic to website; increased page views;• Increased online ticket sales;• Increased awareness of SCT brands;• Increased positive feedback from community and

rental clients.

1.2 Increase presence of rental events in SCT communications.

• To support and enhance the success for rental community;

• To strengthen relationships with rental community;

• To increase SCT’s value to rental commu-nity.;

• To streamline internal systems and improve timelines;

• To increase rental revenues.

SCT Publicist • Consistent inclusion of rental events in electronic communications;

• Availability of information as events are confirmed;• Increased revenue from rental activities.

1.3 Develop reminder email to be distribut-ed to ticket buyers prior to most events presented by SCT.

• To extend ongoing communication;• To develop stronger relationships and

profile with ticket-buying public;• To provide a personal service to ticket

buyers;• To support brand awareness for the

theatres.

SCT Publicist

Performing Arts Programmer

• Consistent pre-performance communications to be initiated in 2014/15 season.



1.4 Develop ‘thank you for attending’ email to be distributed following most events presented by SCT.

• To enhance relationships with ticket buying community;

• To extend communications beyond the performance with ticket buying commu-nity;

• To establish a tool to measure customer service.

SCT Publicist


• Individual baselines and benchmarks are itemized separately. Implement survey in 2014/15 season.

1.5 Adopt goals set forth in the Cultural Marketing Plan for Arts & Heritage.

• To increase by 15% citizens’ awareness of SCT over three (3) years.


Business Operations Coordinator

Publicist

• To be measured by increase in social media (hits, friends, followers, likes); ticket sales; contact informa-tion (email and mailing addresses); website traffic; survey responses; rental bookings and revenues.

1.6 Adopt goals set forth in the Cultural Marketing Plan for Arts & Heritage.

• To increase attendance corresponding to percentage of increased population of the City (estimated 2.34% annually).



Publicist

• To be measured by increase in social media (hits, friends, followers, likes); ticket sales; contact informa-tion (email and mailing addresses); website traffic; survey responses; rental bookings and revenues.

1.7 Develop SCT marketing plan. • To evaluate current tools and methods of marketing, communications and publicity;

• To consider needs and gaps analysis;• To devise an annual marketing plan;• To support planned transition of Publicist

position;• To streamline marketing functions across

staff;• To improve community awareness, fre-

quency and quality of communication, and return of cost and effort;

• To enhance the recently approved Cultural Marketing Plan for Arts & Heritage.

Publicist


• Efficient and effective communications tools;• Increased frequency of communications;• Measurable results based on box office data.

Satisfaction/Experience Baseline Score

How does your overall experience

compare to your ideal experience?

To what extent does your experience

meet your expectations?

What is your overall satisfaction

with your experience?

Rental Client Satisfaction and Experiences22 responses; Baseline score using American Customer Satisfaction Index

93.67

90.45

83.1882.27

75

80

85

90

95

100


2. Customer Service


2.1Reduce ticket buyer wait times at box office (phone and in-person) and improve the public’s perception of this service.

• To improve customer service and ticket buying experience.

Publicist CitySpeaks Feedback and measurement captured through ongoing surveys.

2.2Develop and deliver feedback survey to capture and measure experiences and impressions of public.

• To establish a tool to measure customer service.

• To develop relationships with ticket buying community;

• Front of House• Box Office• Concession• Staff friendliness• Word-of-Mouth value• Overall experience

Publicist CitySpeaks Individual baselines and benchmarks itemized separately. Implement survey in 2014/15 season.

2.2.1Measure audience perceptions of services by Front of House.

• To elevate ticket buyers’ perceptions of Front of House services and to reach benchmark scores based on 2014 base-lines: 4.66 overall score out of 5.

• Data to be collected through post-event audience surveys.


CitySpeaks To achieve the following benchmarks:• By end of 2015/16 season: 4.75 overall score out of 5;• By end of 2016/17 season: 4.9 overal score out of 5;

Benchmarks to be maintained or exceeded thereafter.

2.2.2Measure audience perceptions of box office (ticket buying) experiences.

• To elevate ticket buyers’ perceptions of Front of House services and reach bench-mark scores based on 2014 baselines:

• Data to be colleced through post-event audience surveys.

Publicist CitySpeaks To achieve the following scores:• By end of 2015/16: 4.7 overall score out of 5• By end of 2016/17 season: 4.8 or higher;




2.2.3Measure audience perceptions of concession service and selection.

• To elevate ticket buyers’ perceptions of concession service and selection based on 2014 baseline: 4.28 overall score out of 5.


Publicist CitySpeaks To achieve the following benchmarks:• By end of 2015/16 season: 4.33 (out of five);• By end of 2016/17 season: 4.45 or higher;


2.2.4Measure audience perceptions of staff friendliness.

• To elevate ticket buyers’ perceptions of staff friendliness based on 2014 baseline 4.76 overall score out of 5


Publicist CitySpeaks To achieve the following benchmarks: • By end of 2015/16: 4.8 (out of five);• By end of 2016/17 season: 4.85 or higher;

Benchmark to be maintained or exceeded thereafter.

2.2.5Measure audience value of word-of-mouth.

• To elevate ticket buyers’ value of word-of-mouth based on 2014 baselines: 90.24 - willingness to return 90.24 - willingness to recommend.



CitySpeaks To achieve the following benchmarks:• By end of 2015/16 season:• 90.3 - willingness to return• 90.3 - willingness to recommend.

2016/17 season:• 90.4 - willingness to return• 90.4 - willingness to recommend

2017/18 season and thereafter:

• 90.5 - willingness to return• 90.5 - willingness to recommend



2.2.6Measure audience perception of overall experiences.

• To improve ticket buyers’ experiences and reach benchmark scores based on 2014 baselines: 9.29 - overall satisfaction 8.88 - overall experience compared to expectations 8.78 - overall experience compared to ideal



CitySpeaks To achieve the following benchmarks:

By end of 2015/16 season:• 9.4 - overall satisfaction• 9.0 - overall experience compared to expectations• 8.85 - overall experience compared to ideal

2016/17 season and thereafter:• 9.5 - overall satisfaction• 9.2 - overall experience compared to expectations• 9.0 - overall experience compared to ideal


3. Rental Community and Programs


3.1Produce printed programs for SCT presented events.

• To develop brand awareness for events presented by SCT;

• To enhance relationships with ticket-buy-ing public;

• To gain a new marketing and communica-tions tool.

SCT Publicist


• Distribution of printed programs at most events presented by SCT;

• Increased awareness of events presented by SCT;• Ticket buyer satisfaction.

3.2Produce and present youth-led participa-tory activities and events for youth under 19 years.

• To increase youth presence, involvement and interaction at SCT;

• To provide educational, experiential and creative activities in the performing arts;

• To inspire awareness, participation and leadership in the performing arts;

• To support community well-being and vitality.

SCT Programmers Potential partnerships with youth-focused organiza-tions.

• One or more youth led participatory events each year at SACT and/or Centre Stage;

• 25 or more youth involved each year.

3.3Develop and implement young adult ticket program.

• To enhance access to SCT;• To develop awareness for the performing

arts and SCT;• To diversify audience and develop new

market by enhancing demographic profile of current ticket-buying community;

• To increase ticket revenues.

SCT Programmer


• 2014/15 season: 50 or more tickets sold;• 2015/16 season: 75 or more tickets sold;• 2015/16 season: 100 or more tickets sold;• 2016/17 season: 150 or more tickets sold;• 2017/18 season: 175 or more tickets sold.• Increased revenue from ticket sales.

3.4Establish relationships with Kwantlen Polytechnic University and Simon Fraser University Surrey Campus (specific to Centre Stage).

• To enhance access to SCT;• To develop awareness for the performing

arts and SCT;• To diversify audience and develop new

market;• To increase awareness of visibility for

Centre Stage;• To develop community partners;• Increase rental opportunities.


Cultural Production Coordinator

• Increased presence of younger audiences and partici-pants;

• Increased activity at Centre Stage;• Increased revenue from rental activities.



3.5Develop new and existing relationships with diverse communities to present cultural events at SCT (specific to Centre Stage).

• To develop connections to Surrey’s cultural communities;

• To increase presence of cultural communi-ties at SCT;

• To enrich programming at Centre Stage;• To augment the cultural community’s

capacity to produce events for the stage;• To develop market and visibility for Centre

Stage;• To distinguish Centre Stage with a sub-

brand of programming.• Increase rental opportunities.


• To co-present one or more events with a culturally diverse presenting partner each year.

• Increased rental activity by culturally diverse present-ing organizations.

• Increased revenue from rental activities.

3.6Continue to explore and develop rela-tionships with leading Vancouver arts presenters (specific to Centre Stage).

• To develop profile of Centre Stage in the Lower Mainland and in Surrey;

• To support artistic vision and enhance overall programming;

• To distinguish Centre Stage with a sub-brand of programming.

• Increase rental opportunities.



• To co-present one or more events with a Vancouver presenting partner each year.

• Increased rental activity by Vancouver presenting organizations.

• Increase revenues from rental activities.

3.7Advocate on behalf of performing arts community for continued development and growth of Cultural Grants Program.

• To encourage the growth and organiza-tional capacity of Surrey’s performing arts sector;

• To support revenue diversification of rental community;

• To support access to SCT.• Increased rental bookings and revenues.


• More vibrant and successful rental community;• Enhanced value for rental clients;• Greater retention of rental clients;• Enhanced financial stability.• Increased number of activities by new renters.• Increased revenues from rental activities.

3.8Recommendation*

Develop capacity building workshops (or manuals) for rental community.

• To enhance connections and communica-tions with rental community;

• To enhance rental organizations’ abilities to succeed;

• To increase SCT’s value to rental commu-nity.

• More vibrant and successful rental community;• Greater retention of rental clients.

*Recommendation: Actions that were proposed but not fully adopted. The recommendations are listed as potential future action items.



3.9Recommendation*

Hold annual meetings with rental clients.

• To establish ongoing dialogue and rela-tionships with rental community;

• To establish means to share ideas, discuss systems changes, and solicit direct feed-back;

• To develop customer service;• To promote SCT value and brand;• To increase rental opportunities.

• More vibrant and successful rental community;• Greater retention of rental clients;• Cultivation of new rental clients;• Increased revenue from rental activities.

3.10Recommendation*

Facilitate community showcase events.

• To establish stronger ties to community performing arts organizations;

• To enhance SCT’s community profile;• To showcase Surrey’s performing arts

community to the broader community, and raise profile of Surrey’s performing arts sector;

• To enhance SCT’s brand within the com-munity.

• Enhanced connections to community and rental clients;

• Greater awareness and attendance at SCT.

3.11Develop rental community feedback survey to be distributed with post event thank you email.

• To develop relationships with community renters;

• To establish a tool to measure renter customer service:MarketingBox OfficeFront of HouseTechnicalBooking processStaff preparednessWord-of-Mouth valueExperience and overall value


Marketing Department

CitySpeaks

Individual baselines and benchmarks itemized separately Implement survey in 2014/15 season.

3.11.1Measure renters’ perceptions of market-ing services.

• To elevate renters’ perceptions of market-ing services based on 2014 baseline: 8.05 out of 10.

• Data to be collected through post-event renters’ surveys.


CitySpeaks To achieve the following benchmarks:• By end of 2015/16 season: 8.20• By end of 2016/17 season: 8.35• By end of 2017/18 season: 8.60• By end of 2018/19 season: 8.75

*Recommendation: Actions that were proposed but not fully adopted. The recommendations are listed as potential future action items.



3.11.2Measure renters’ perceptions of services provided by box office.

• To elevate renters’ perceptions of box office services based on 2014 baseline: 8 out of 10.



CitySpeaks To achieve the following benchmarks:• By end of 2015/16 season: 8.5• By end of 2016/17 season: 9.0


3.11.3Measure renters’ perceptions of services provided by Front of House staff.

• To elevate renters’ perceptions of Front of House services based on 2014 baseline: 8.68 out of 10.





3.11.4Measure renters’ perceptions of techni-cal services and equipment.

• To elevate renters’ perceptions of tech-nical services and equipment based on 2014 baseline: 9.0 out of 10.

• Data to be collected through post-event Renters’ surveys.


CitySpeaks To achieve the following benchmark: • To maintain or exceed a score of 9.0 annually.

3.11.5Measure renters’ perceptions of booking process.

• To elevate renters’ perceptions of booking process based on 2014 baseline: 8.68 out of 10.




Benchmark to be maintained or exceeded thereafter.

3.11.6Measure renters’ perceptions of staff preparedness.

• To elevate renters’ perceptions of staff preparedness based on 2014 baseline: 9.05 out of 10



CitySpeaks To achieve the following benchmark: • To maintain or exceed a score of 9.0 annually.



3.11.7Measure renters’ value of word-of-mouth.

• To elevate renters’ net value word-of-mouth based on 2014 baselines: 77.3 - willingness to return 72.7 - willingness to recommend



CitySpeaks To achieve the following benchmarks:By end of 2015/16 season:• 80.0 - willingness to return• 75.0 - willingness to return

2016/17 season:• 85.0 - willingness to return• 80.0 - willingness to recommend

2017/18 season and thereafter:• 90.0 - willingness to return• 85.0 - willingness to recommend

3.11.8Measure renters’ perceptions of expe-riences.

• To elevate renters’ perceptions of experi-ences based on 2014 baselines: 9.05 - overall satisfaction 8.32 - overall experience compared to expectations 8.23 - overall experience compared to ideal.



CitySpeaks To achieve the following benchmarks:By end of 2015/16 season:• 9.3 - overall satisfaction• 8.6 - overall experience compared to expectations• 8.5 - overall experience compared to ideal

2016/17 season and thereafter:• 9.5 - overall satisfaction• 8.8 - overall experience compared to expectations• 8.5 - overall experience compared to ideal

3.11.9Measure renters’ perceptions of overall value.

• To elevate renters’ perceptions of overall value based on 2014 baseline: 8.18 out of ten.

• To be measured through post rental event renters’ surveys.


CitySpeaks To meet the following annual targets:• 8.4 - May 2015• 8.55 - May 2016• 8.7 - May 2017• 8.85- May 2018• 9.0 - May 2019


4. Organizational and Operational Systems


4.1Develop renters’ guideline manual. • To provide all potential renters with

collected information about the require-ments, expectations and obligations of accessing space at SCT;

• To improve communications and experi-ences with rental community;

• To improve staff productivity, internal systems and time management.

Theatre Rentals Team • More vibrant and successful rental community;• Enhanced value for rental clients;• Greater retention of rental clients.

4.2Recommend holding rental rates for Centre Stage for 2015, as a direct result of rental rate study, and to achieve a first full year of operation.

• To increase SCT’s competitiveness with venues in marketplace;

• To address rental community’s concerns about unaffordability of SCT;

• To mitigate attrition of rental clients and activities and resulting loss of revenue;

• To improve relationships with current rental community and to improve commu-nity’s access to the theatres;

• To increase rental bookings and revenues.


• More vibrant and successful rental community;• Greater community accessibility and visibility at SCT;• Enhanced value for rental clients;• Greater retention of rental clients;• Enhance financial stability;• Increased number of rental activities by new renters;• Increased revenues from rental activities.

4.3Streamline booking/contracting process. • To analyze and redesign workflow in

collecting, processing and distributing information regarding rental events;

• To streamline booking, confirmation and contract facilitation for rental events.


Theatre Rentals Team

• Increased productivity and improved time management;• Improved workflow efficiency and streamlined systems;• Increased job satisfaction;• Increased customer service for rental clients.

4.4Establish technical maintenance labour expense line in annual budgets.

• To recognize ongoing cost of theatre maintenance;

• To maintain SCT’s key capital assets for longer life span;

• To ensure SCT’s readiness to meet the many demands of the community and professional productions and programs.


• Include technical maintenance expense line beginning with 2015 budget.



4.5Develop capital equipment upgrade plan.

• To anticipate new advances in technology and enhanced functionality of theatres.

• To meet the ongoing demands and ex-pectations for rental community and SCT programming;

• To secure SCT’s competiveness in the market place;

• To incorporate new ‘green’ technologies.

Technical Director Theatre equipment consultant

• Complete five to ten-year planning document by May 2016.

4.6Assess roles, responsibilities and succession for key and supporting staff positions.

• To anticipate retirement of key SCT staff.• To prepare for the successful and uninter-

rupted transition of personnel;• To provide clarity of roles and responsibili-

ties;• To streamline internal systems;• To improve staff productivity, time man-

agement and morale.


Staff, as required • Dynamic, high functioning team able to successfully navigate change and the demands of an increasingly business workplace.

4.6.1Develop and implement succession plan for Business Operations Coordinator.

• To prepare for anticipated retirement of key staff member;

• To document roles, responsibilities, resources and corporate knowledge.

• To develop timeline and process for transition to successor;

• To execute succession plan.



Manager, Arts Services, City of Surrey

• Succession plan prepared in 2015 season.;• Implementation of plan in 2015/16;• Successful transition through 2017.

4.6.2Establish and execute a transitional process for Performing Arts Programmer.

• To prepare for anticipated retirement of key staff member;

• To document roles, responsibilities, resources and corporate knowledge;

• To develop timeline and process for transition to successor;

• To execute succession plan.



Performing Arts Programming Assistant


• Succession plan prepared in 2015;• Implementation of plan in 2015/16;• Successful transition through 2016/17.

4.6.3 Provide professional development for Performing Arts Programming Assistant.

• To provide the skills and experiences in anticipation of retirement of current Performing Arts Programmer;

• To prepare for potential reassignment to position of Performing Arts Programmer.


Performing Arts ProgrammingAssistant


• Professional development program in 2014-2016.



4.6.4 Review and update Publicist’s roles and responsibilities related to SCT marketing and communications.

• To support transition of publicist position;• To refocus and streamline tasks and

responsibilities to align with Strategic Plan and SCT Marketing Plan.


Publicist • Successful transition from Publicist of the Surrey Arts Centre Theatres and Art Gallery to marketing and com-munications coordinator for SCT;

• Improved clarity and focus on job functions for more effective communications.

4.6.5 Evaluate and develop technicians’ po-sitions for clarity of roles and retention of staff.

• To assess effectiveness of current division of roles and responsibilities;

• To develop a plan to restructure and/or revise roles and responsibilities;

• To develop staff structure and work plan for improved manageability of positions and effectiveness of staff.


Technical Director


• Delineated job functions for technical staff completed in 2015;

• Greater effectiveness of staff;• Increased retention of technical staff.

4.6.6 Assess roles and responsibilities of Front of House Services Coordinator.

• To develop efficient work plan with priori-ties to include all front of house functions;

• To reassess functions and responsibilities related to Art Gallery;

• To establish cost recovery expectations related to rental activities and concession.


Front of House Services Coordinator

• Revised job description in 2015.

4.6.7 Develop sponsorship procurement position.

• To create a staff or contract position for the development and implementation of a sponsorship program;

• To develop goals and work plan;• To establish new program connecting

business community with SCT;• To anticipate hiring and training process.




• Launch of new position and program in 2017.

4.6.8 Review supporting staff positions to recommend expanded staffing and/or revised roles and responsibilities.

• To anticipate increasing workplace demands;

• To complete an organizational review of roles and responsibilities for improved workplace efficiency and productivity;

• To consider new or expanded job roles in client services, front of house, box office, and concession.


Staff, as required • Long-term human resources development plan, with financial requirements, by 2017.

Government & Nonprofit

Surrey Civic Theatre Strategic Plan