Queensland Ballet

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42Appendix A –2010 strategic performanceStrategic Initiative 1Develop the artform, and the standard of our productions.Success Performance Indicator Basis forComparisonMeeting expectations of artists andartistic team, including designers andchoreographersDemonstrating strong leadership indevelopment of artists (e.g. dancers,emerging choreographers)Qualitative evaluation of artistic performanceusing internal group discussionsQualitative evaluation of artist developmentusing feedback from artists and performancereviews by Artistic Director and ArtisticAssociateTrends over timeTrends over time2010 PerformancePositive trendachievedPositive trendachievedStrategic Initiative 2Develop the audience, in scope, depth, and understanding.Success Performance Indicator Basis for Comparison 2010 PerformanceHigh level of audience satisfaction % of audiences satisfied with performances Target: 98% 97% of unsolicitedfeedback waspositiveReasonable correlation between actual andanticipated audience sizeHigh level of access% of audience target achieved Equal to or betterthan budgetedprojection% change and number of audiences whoparticipate in educational and regionalactivitiesTarget: Increase of5% per annum overperiod of plan*The audience number for education activities in 2009 was unusually high (an increase of 315% from 2008) due to the launch of Dance +.Strategic Initiative 3Build our reputation and understanding of what we do.94% of audiencetarget achieved511 in 2010, 647 in2009, a decreaseby 21%.*Success Performance Indicator Basis for Comparison 2010 PerformanceHigh level of stakeholder satisfaction Qualitative evaluation using summaries of Trends over time Positive trendcritical reviews in the mediaachievedStrong international and national reputationwithin the global dance communityQualitative evaluation of artistic performanceusing external peer reviews (formal andinformal)Qualitative evaluation of performance qualityusing reviews of international performancesand opinions of guest choreographers /teachersTrends over timeTrends over timePositive trendachievedQueenslandBallet did not tourinternationally in2010Number of international tours Target: one per year QueenslandBallet did not tourinternationally in2010QUEENSLAND BALLET
43Strategic Initiative 4Remain financially robust and maintain operational excellence.Success Performance Indicator Basis for Comparison 2010 PerformanceFinancially viable and sustainable company Ratio of dollar value of reserves to operating Target: 0.35 0.42costs% and dollar value of total income which is: Target:$271,210 (5%)$177,714 (3%)sponsorships (incl. VIK)donations, trusts, bequestsNumber of tickets soldNumber of subscriptions=/> $250k/yr; % yr=/> $100k/yr; % yr$115,423; 2.44%Target: Increase of5% per annum overperiod of planTarget: Increase of5% per annum overperiod of plan41,994 (2009) to45,356 (2010) –increase of 6.8%1595 (2009) to1834 (2010) –increase of 15%ANNUAL REPORT 2010
Page 3 and 4: QueenslandBallet2010 Annual Report
Page 5 and 6: COMPANY PROFILE1Queensland Ballet i
Page 9 and 10: 5Rosetta Cook and Peter Lucadou-Wel
Page 11 and 12: 7Chair’s review2010 marked the 50
Page 13 and 14: 9show audiences how effective conte
Page 15: 2010 Performancesummary11Romeo and
Page 18 and 19: 14Actors: Colin Smith, Rob Pensalfi
Page 20 and 21: 16Office Co-ordinatorAmanda Newman
Page 22 and 23: 18Queensland Ballet gratefullyackno
Page 24 and 25: 20Mary (Leneen) Forde AC, LLB (UQ)
Page 26 and 27: 22Employment and TrainingEmployment
Page 28 and 29: 24Other than the matters discussed
Page 30 and 31: 26Financial ReportStatement of comp
Page 32 and 33: 28Statement of changes in equityAs
Page 34 and 35: 30Notes to the Financial Statements
Page 44 and 45: 40Directors’ DeclarationIn the op
Page 48 and 49: 44Appendix B - QueenslandBallet Fri
Page 50 and 51: 46QUEENSLAND BALLET
Page 52: Front cover: Rachael Walsh as Fonte

Queensland Ballet

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