KRCP Annual Report FY2022

Katherine Regional
Cultural Precinct
Annual
Report
FY2022

Contents
Acknowledgements
About Us
Letter from the Chair
Board and Staff
Overview from the CEO
FY2022
Vision, Purpose, Collaboration,
Values, Strategic Goals
Robbie Friel
The Godinymayin Team
Eric Holowacz
Funding and Resources
Gallery and Exhibitions
Retail Shop
Venue Hire
Visitation
Performing Arts
Staffing
Facilities
Technology
Katherine Prize
Community Engagement
Marketing & Communications
Visual Arts
Programming Overview
Performing Arts
Programming Overview
Financials FY2022 Audit Report
The Future
2

Acknowledgments
Godinymayin Yijard Rivers Arts and Culture Centre would like to
acknowledge that we are situated on Aboriginal Land, and we pay our
respects to the Dagoman, Jawoyn, and Wardaman people—and
their Elders past, present, and emerging.
The Board and Team at Godinymayin would also like to thank the
Northern Territory Government, Minister for Arts, Culture, and
Heritage Chansey Paech, Arts NT, and the team at the Chief
Minister’s Office Big Rivers Region for all the help and support
they have provided this year.
Godinymayin is also grateful to our friends at Katherine Town
Council—including the Mayor, Councillors, and Chief Executive
Officer—for their ongoing partnership and participation.
Detail of a visual art work by Terri Aldridge featured in
Godinymayin’s Women of Kath-ryne exhibition
celebrating 2022 International Women’s Day
And last but not least, Godinymayin Yijard Rivers Arts and Culture
Centre thanks all the artists, performers, creative people,
educators, art centres, story-tellers, project collaborators, and
emerging talent who make this year—and every year—more
interesting and expressive. We remain forever in your service.
3

About Us
Vision
At Godinymayin, our vision is of a community connected through the recognition
and understanding of its separate and shared histories—of a place
strengthened by the sharing of its art and living cultures, not only within our
region and Territory but with the rest of Australia and the world.
Purpose
The purpose of our organisation is to develop and professionally manage the
Godinymayin Yijard Rivers Arts & Culture Centre, nurturing, developing and
promoting the creative and cultural life of the Katherine Region—and
providing a gathering space for all.
Collaboration
Godinymayin Yijard Rivers Arts and Culture Centre values, respects and
recognises all the people of the Katherine Region—and their histories, unique
stories, and cultures. We are committed to clear, honest and open
communication, two way learning, and ongoing collaboration. At Godinymayin
we strive to promote high quality arts practices and encourage creative
partnerships and the sharing of stories.
We actively consult and communicate openly with members of the local
Indigenous communities in order to ensure their cultural perspectives are
attached to our exhibitions, public programs, and experiences that involve
Indigenous identity. Our work is driven by the cultural diversity and creative
activity of the region and informed by a diverse range of arts practices, cultural
voices, and Aboriginal cultural protocols.
We operate the Centre as a gathering place for all—as a venue for learning and
creative exchange, and as a welcoming place for residents, visitors, and ideas.
Local artist Terri Aldridge shows off her
recycled art jellyfish after our workshop
with Darwin-based artist Aly de Groot.
4

Values
Detail of a work by Johnson Nabegeyo,
featured in our Djilpin Arts exhibition
Djarmalak: Come Together.
Below are the values that our Directors and Members determined as part of
our 2021-2025 Strategic Business Plan to guide the Centre:
Inspiring - memorable experiences, freedom to be creative and challenged
Reconciliation - walking together as one
Inclusion - everyone, in all our diversity
Participation - active and engaged
Real - authentic and relevant
Bold - be exposed and have the courage to explore new boundaries
Partnership - positive relationships and connections
Strategic Goals
The following goals align to the holistic purpose of Godinymayin Yijard
Rivers Arts and Culture Centre, also from our 2021-2025 Strategic
Business Plan:
Goal 1: Godinymayin Yijard Rivers Arts & Culture Centre is known as the
cultural oasis of the Northern Territory.
Goal 2: Godinymayin Yijard Rivers Arts & Culture Centre is the hub to
connect the arts and culture of the Big Rivers region.
Goal 3: Be ‘the place’ for the community to come together for events to
celebrate the diversity of cultures in the region.
Goal 4: Community engagement drives activation of Godinymayin Yijard
Rivers Arts & Culture Centre.
Goal 5: Godinymayin Yijard Rivers Arts & Culture Centre is a recognised
meeting destination on neutral ground for community and industry.
Goal 6: As a vibrant arts and cultural centre, be a sustainable enterprise.
5

6

Letter from
the Chair
After a roller coaster year of pandemic changes
and sporadic disruption, FY2022 proved to be an
opportunity to rebuild, re-emerge, and revive the
Centre. Thanks to a great team, dedicated board
members, and a wonderful array of community
partners—we continue on that track today while
building a vision for our future.
Despite ongoing uncertainties and programming
problems during the past year, our organisation
managed to sustain operations and keep the doors
open to over 20,000 visitors. We rescheduled
postponed events, expanded our retail shop offerings,
found creative programming partners, and increased
our gallery sales and venue hire income. And in late
2021, we recruited and welcomed a new Chief
Executive Officer, Eric Holowacz to take the helm.
At the same time, our Board and team offered our
immense thanks to Toni Coutts, for her time as Interim
Chief Executive—and all the hard work she put into
the Centre, people, and programming during a period
of transition and uncertainty.
Speaking of building: the FY2022 year also brought us
to the final design phase of our Arts Trail expansion
project—thanks to a major investment by the Northern
Territory Government and work by Troppo Architects
in Darwin. As we prepare for 2023, the team at
Katherine Constructions will move the dirt and break
ground on our wonderful next chapter.
To lay some operational groundwork for our physical
expansion—made possible by a very generous
strategic development grant from Arts NT—our
organisation also undertook a number of capacitybuilding
initiatives, operational research, and internal
improvements in FY2022.
Following the previous major effort to develop our
2021-2025 Strategic Business Plan (guided by Helene
George of Creative Economy), we engaged Katherine
consultant Mim Favero to work with our Chief
Executive and develop a portfolio of smaller initiatives
and continuous improvement measures. That ongoing
work touched on new digital systems and tools,
enhanced visitor experience, a revised asset
management plan, a review of governance processes,
and intense planning for our future.
On the Board side, we said farewell to hard-working
directors Jake Quinlivan, Naomi Hunter, and Sharon
Hillen. And this year we welcomed new Board
Members Douglas Kelly and May Rosas as Dagoman
Representatives, Brendan Pearce as Katherine Town
Council Representative, and Toni Coutts and Siobhan
Mackay as our new Community Representatives.
The past year has been about renewal—all of us
working together to plan and build a bold and
sustainable future. It is time to move on from the
pandemic era and begin a bright new one for
Godinymayin, our wonderful cultural partners, and the
creative community we serve. As Chair, I am honoured
to be working with all of you to ensure that we do that.
— Robbie Friel, Chairman
7

Board of Directors
Robert Friel, Chair
Jawoyn Representative
Danny Murphy
Community Representative
Miranda Paterson
NT Government Representative
May Rosas
Dagoman Representative
Douglas Kelly
Dagoman Representative
Lisa Mumbin
Jawoyn Representative
Brendan Pearce
KTC Government Representative
Bill Harney
Wardaman Representative
Toni Tapp Coutts
Community Representative
Siobhan Mackay
Community Representative
Sharon Hillen (to November 2021)
Jake Quinlivan (to December 2021)
Naomi Hunter (to December 2021)
Staff
A detail of one of the many exhibitions
held at Godinymayin in support of our
region’s Indigenous art centre.
Jessica Powter Chief Executive Officer (former)
Toni Coutts Interim Chief Executive (to November 2021)
Eric Holowacz Chief Executive Officer (from December 2021)
Trish Aspey
Administration Coordinator
Mim Favero
Strategic Development Consultant
Kamahi King
Venue and Gallery Coordinator (former)
Richard Starr
Venue Coordinator
Eryn Whittaker Reception and Shop Coordinator (former)
Esther Dougherty Dry Season Arts Management Intern
Robert Paynter Gallery Coordinator (former)
Max Paez
Gallery Coordinator, Casual
Janet Schultz
Bookkeeper/Finance Officer
Alyssa Mitchell
Cleaner, Casual
Jacob Sadler
Reception and Shop, Casual
Jacqui Uy
Reception and Shop, Casual
Former Casual Staff:
Tyson Wilfred Justine Wutjumaya Hugh Ahwon
Benjamin Wilcock Madeleine McManus Kate Ashley
Mette Stimson
8

Letter from
the CEO
This time last year I was in New Zealand, emerging
from a second major pandemic lockdown there,
and preparing to make the move to Katherine to take
up this leadership role at Godinymayin. Following the
re-opening of the Trans-Tasman border and the end
of quarantine in the Territory, I finally landed in the Top
End in time for the Wet Season. And my new
adventure had begun…
As I took handover from Interim Chief Executive Toni
Coutts, I began to get a sense of the extraordinary
backstory and development of this organisation. Very
quickly, I got to know some of he amazing people
who—over several decades—helped turn the cultural
centre vision into reality. And I couldn’t help but feel
the ongoing creative energy that has been the engine
of Godinymayin from its opening in 2012 up to today.
As I figured out my own place in the Top End
community, a quote from Canadian writer Basil King
popped into my head: “Go at it boldly, and you'll find
unexpected forces closing round you and coming to
your aid.” Those words were telling me to keep the
community and cultural vision going, to nurture new
and exciting things, and to be fearless in planning the
future of Godinymayin. And with those thoughts, I
joined the team and got to work.
Already underway was the design and engineering
phase of the major Arts Trail infrastructure project.
The FY2022 year saw plans completed—thanks to
partners Troppo Architects and the guidance of Arts
NT and the Department of Infrastructure, Planning,
and Logistics. Behind the scenes, and now on paper,
a bold expansion plan for our facilities was underway.
Our Board, Team, and I set a course for capacity
building that followed our recently-completed
2021-2025 Strategic Business Plan. We worked to
diversify and grow our funding sources, increase our
earned income areas, and complete major internal
improvement projects. As a leading regional non-profit
organisation in the Territory, we also established new
connections in Darwin, Alice Springs, and even
Interstate. Godinymayin was growing, and mighty
forces were coming to our aid.
With the pandemic mostly behind us, our facilities
again became the meeting place for our town, region,
and growing influx of visitors. In FY2022,
Godinymayin’s facilities were home to weddings,
funerals, AGMs, workshops and training sessions,
theatre, comedy, music, graduations and awards, a
citizenship ceremony, and over 100 other functions.
Under this roof, our team and organisation worked
hard to support a bold and diverse sense of
community.
9

Along the FY2022 road there were a few bumpy
patches. Our facilities were hit, more than a few
times, by vandalism and theft—demoralising our
team, diminishing our resources, and making things
seem a little less bold. Our air conditioning system
required costly repairs, energy costs continued to
rise, several planned events had to be cancelled, and
we’ve had to invest in additional security measures
and unbudgeted building protection.
On the fiscal performance side, the year ended not
with a surplus but with a small deficit of $20,947—or
1.8% of the total annual expense of $1,118,596. The
organisation’s year-end equity remained strong at
$552,227—with $343,005 of that as liquid cash
reserve (making for a healthy rainy day fund and
future working capital). Staff shortages, and the lack
of both specialist and casual personnel, also had a
negative impact on operations this year—proving
more of an internal management challenge than
anything. We are grateful to everyone who has come
to our aid and supported our non-profit work.
Godinymayin programming in FY2022 was intended
to reflect and inspire that very same community—
while sharing our stories, art, and creativity with the
world. The Centre presented exhibitions by Aly de
Groot, Kamahi King, Karungkarni Art Centre,
Catherine Miles, Danny Murphy, Urapunga Arts
Centre, Kim Scott, Waralungku Arts Centre, Laurence
Rimes, the annual Katherine Prize, and more.
Our performing arts offerings included live music and
cabaret, stand-up comedy, hip hop, stage
workshops, and theatre. All the while, our visitorship
kept growing—with almost 24,000 coming through
the doors and engaging with the Centre this year.
10
Looking at trends happening in the arts around the
county, our team also began exploring digital tools,
art and technology, and ways to enhance both the
creative process and the way art is presented. We
partnered with Darwin-based artist Lukas Bendel, and
named him our first-ever Technologist-in-Residence.
Together we tested 360 degree cameras and virtual
reality devices, investigated augmented reality for our
galleries and future public experiences, and adopted
digital tools to improve our operations. The words of
Basil King seemed to reverberate throughout the
Centre and our 2022 programming.
The following pages offer an overview of that work—
key areas of programming, operations, user and
audience trends, and the change management that
has been part of our past year. As you read them,
remember Basil King’s wise and inspiring suggestion:
Be bold and mighty forces will come to your aid.
And in the coming year, join us here at Godinymayin
as we embark on our next decade and build an even
more creative, ambitious, and community-minded
future together.
— Eric Holowacz, Chief Executive

11
An artist from Borroloola looks at the monumental
Four Clans painting in our Lambert Gallery, a
collaborative effort made at Waralaungku Arts.

Funding and Resources
Following the establishment of the 2021-2025 Strategic Business Plan, a
primary focus of management has been the diversification of funding and
increasing earned income areas. We are grateful for the significant annual
support provided by Arts NT and Katherine Town Council, which anchors
our sustainability—and allows us to leverage additional new funding. In
FY2022, we realised support from the Gordon Darling Foundation;
Department of the Chief Minister and Cabinet; McArthur River Mine
Community Benefits Trust; Department of Industry, Tourism, and Trade;
Northern Territory Ministry for Equality and Inclusion—Office of Gender
Equity and Diversity; and the Australia Council for the Arts and Australian
Centre for the Moving Image. We are grateful for all of these partnerships
and their contribution to our organisation.
Gallery and Exhibitions
A mainstay of our public programming are the exhibitions presented in our
Lambert Gallery, K Space, and Laneway Gallery. This past year we have
moved away from non-commercial touring exhibitions and placed more
focus on partnerships with our region’s Indigenous arts centres—and
supporting their artists through commercial sales to collectors and the
public. Gallery sales were relatively low before the pandemic, with a FY2019
level of $30,200 and a smaller $6,017 in FY2020. Since then gallery sales at
Godinymayin have risen to an impressive $96,700 in FY2021 and a record
$109,099 this fiscal year. Our practices continue to follow ethical standards
that protect and support the participating artists, and our commission on
sales remains relatively low.
Retail Shop
Another earned income area that has doubled from pre-Covid levels is retail
shop sales. From a FY2019 result of $51,436 and a FY2020 level of
$46,765, our organisation began to place a greater focus on diversifying
inventory and providers from across the region. With a unique shop filled
with regional art, objects, craft, and products—and a dedicated reception
and retail team to ensure customer support—sales improved to $118,817 in
FY2021 and a record $131,157 this fiscal year.
12
A detail of porcelain ceramic works by
Dawn Beasley, part of her contemporary art
installation at Godinymayin.

Venue Hire
Venue hire activity is a key aspect of our role as community gathering place—and
we take great efforts to keep our facilities and meeting spaces clean, comfortable,
and accommodating. The earned income from venue hire activity has grown
tremendously after the pandemic: from a pre-Covid level of $57,425 in FY2019, to a
diminished $47,920 in FY2020, and then more than doubling to $118,072 in
FY2021, and $100,337 this fiscal year. Our main auditorium is one of the largest air
conditioned and accessible venues in the entire region, and can accommodate up
to 280 people and a number of event/meeting configurations. Godinymayin is now
home to weddings, AGMs, funerals, concerts, comedy shows, government
meetings, civic events and ceremonies, and hundreds of gatherings each year.
Visitation
To estimate visitor numbers our team uses a formula based on the number of front
door activations divided in half and then multiplied by a fraction (to account for
same-person activations). It is not highly scientific, but provides comparable data
that lets us see trends in Centre visitation. Numbers have been rising over the past
few years from an estimate of 10,819 in FY2019 (pre-Covid) and 5,718 in FY2020
(during Covid), then a rise to 17,417 in FY2021, and a record total of 23,942 this
fiscal year. Almost half of our annual visitation happens in the June to October Dry
Season, and many have been recorded with names, point of origin, and comments
in our visitor guest book.
Performing Arts
The pandemic caused a good degree of disruption to our performing arts
programming and to live events across the Territory. Over the years, our annual
income from ticketed events has fluctuated from $27,291 in FY2019 to $13,005 in
FY2020, then rising to $34,191 in FY2020, before falling to $9,202 this year. Small
audiences, high cost of bringing artists and shows to the Top End, and the critical
shortage of local technical production crew have necessitated a shift in thinking and
smarter changes to out presenting business model. For smaller live events, we are
now using a low-risk mutual presenting model to support performers, stand-up
comedians, and touring musicians. A split of ticket sales (70% to the artist and 30%
retained) has helped our organisation avoid large up-front guarantee and complex
technical riders, and encourages co-promotion by both the artist and our
organisation.
Staffing
From the previously mentioned change in Chief Executive Directors (Jess Powter in
early FY2022, Toni Coutts in an Interim role, then Eric Holowacz from December
2021), to loss of programming and retail shop staff, the FY2022 year has required
careful and ongoing internal management of people and operations. Staff members
Kamahi King (Venue and gallery Coordinator), Eryn Whittaker (Reception/Shop
Coordinator), and Robert Paynter (Gallery Coordinator) departed the team mid-year.
Esther Dougherty (Arts Management Intern) and Mim Favero (Strategic
Development Consultant) joined the organisation on fixed-terms. Max Paez (Gallery
Coordinator) and retail shop assistants Jacob Sadler and Jacqueline Uy also came
aboard during FY2022. Existing core staff Trish Aspey (Administration and
Operations Coordinator) and Richard Starr (Venue Technician/Coordinator) have
provided amazing and invaluable work across the entire year.
Facilities
Our facilities in FY2022 have been affected by two main developments: the planning
and design phase for the Arts Trail infrastructure investment works and an
unfortunate series of after-hours break-ins and vandalism crimes. The former now
has our Board and team working on future models for programming the venue,
configuring an expanded retail shop, and activating the new outdoor deck and
amphitheatre. While the latter has required ongoing investments in security, property
repairs, and anti-theft measures—including a new BizSecure Grant funded project
to upgrade our CCTV and exterior lighting system by the end of 2022.
Technology
During FY2022 we asked ourselves what role might a cultural centre play in
advancing local and regional use of technology, digital tools, and new methods to
capture and present arts, culture, and heritage content. The Godinymayin Team
began experimenting with some of these things as opportunities to enhance our
visitor experience as well as our internal systems. We connected with Darwin-based
artist Lukas Bendel and named him our first-ever Technologist-in-Residence—which
is an advisory function to assist with both new digital experimentation and practical
implementation. To further advance our technological capabilities, Chief Executive
Eric Holowacz was one of 15 Australian arts leaders selected for the national CEO
Digital Mentorship Program—a joint initiative and networking forum developed by
the Australia Council for the Arts and ACMI in Melbourne.

Katherine Prize
This year we welcomed main sponsors Julie and Geoffrey Newton and presented
the 46th Katherine Prize in November 2021—thanking outgoing sponsor The
Lambert Family for all of their years of help and contribution. The Grand Prize went
to Dorat Road Series by Laurence Rimes, and the Katherine Town Council Award
went to Golden Hour by Catherine Miles. The Jewellery Award went to Casuarina
Uarch by Ioanna Thymianidis. The annual program is the longest running art prize
in the Northern Territory.
Community Engagement
Community and Regional engagement continues to be a priority for the Centre,
with ongoing programming in partnership with the region’s Indigenous arts centres
and communities. This year our exhibitions have included Waralungku Arts Centre
in Borroloola, Djilpin Arts in Beswick/Wugularr, Ngukurr Arts in Southern Arnhem
Land, Urapunga Arts in Wilton River, and Karungkarni Art and Culture in Kalkarindji.
Creative development is also part of our engagement programming at the Centre—
with a handful of art workshops successfully promoted and delivered for the local
community.
In civic affairs, our Chief Executive serves on the Activate Katherine committee, a
new entity established this year as a consortium of community organisations, town
leaders, and Council officers. Within that group, and beyond, we also work closely
with local arts and culture organisations Mimi Arts, Katherine Regional Arts, and
Katherine Museum.
Marketing & Communications
For most of FY2022, our organisation has lacked a dedicated marketing and
communications officer. In late FY2022, Bethany O’Sullivan came aboard as a parttime
consultant for a three month engagement, and assisted our organisation with
social media, event promotions, and external messaging. Following her departure
—and with limited marketing budget—our external communications have revolved
around improving our Electronic Direct Mail content and lists, generating local
editorial coverage, updating the website on a regular basis, and using social media
platforms and paid promotion across Facebook, Instagram, and Messenger.

Visual Arts
July
2021
From Mangroves to Mataranka
Aly de Groot
A Little Bit of Justice
The Drawings of Charlie Flannigan
Ngantipany jarrakap yumi
Our knowledge and our language
Karungkarni Arts Centre
August
Wonderland!
Ceramics by Danny Murphy
Territory Street Art
Photographic Exhibition
Connecting with Cyanotype
Visual Art Workshop
September
October
Urapunga Arts
Margaret Duncan
Rhonda Duncan
and Hazel Ponto
Something Different!
Catherine Miles
In June 2022, Godinymayin helped celebrate
20 years of Djilpin Arts by presenting the
Djarmalak: Come Together exhibition.
Groundswell
Recent Movements in
Art and Territory
15

November
46th Katherine Prize
Awards and Exhibition
January
2022
Four Clans
Waralungku Arts Centre
Katherine Tropical Housing
Kim Scott
March
We Are Strong Women
Merrepen Arts
Women of Kath-ryne
International Women’s Day
Strong Women for Healthy Country
Photographic Exhibition
April
Ngukurr Arts
Arts Centre Exhibition
Memories of Country
Andrew Robinson
Landscapes and People of
Daly River and Wadeye
Lawrence Rimes
June
Djarmalak: Come Together
Djilpin Arts
Wish Upon a Jellyfish
Visual Art Workshop
16

17

Performing Arts
Laine & Levi: Live in the Foyer
Music Performance — 9 July 2021
Justin Wellington: Iko Iko Party
Music Performance — 23 July 2021
Constantina Bush: Ride the Night Train
Music / Cabaret Performance — 8 August 2021
Australian Art Orchestra: Hand to Earth
Music Performance — 26 August 2021 Cancelled
Joy of Many Colours
Multicultural Fashion Show — 11 September 2021
Jackie Marshall
Music Performance — 24 September 2021
Lil Mase
Music Performance — 23 October 2021
Chris Franklin & Rusty Rhubarb
Comedy Roadshow — 31 October 2021
18
Brown’s Mart Meet and Greet
Creative Community Mixer — 18 March 2022
Popular cabaret act Constantina Bush
returned to the Centre for Ride the
Night Train

Kate Oliver: Live in the Gallery
Music Performance — 8 April 2022
Arafura Wind Ensemble: Bombing of the Top End
Music Performance — 23 April 2022
Mike Elrington: Live in Concert
Music Performance — 12 May 2022
The Hypotheticals
Theatre Performance — 14 May 2022 Cancelled
The Ascent
Music Performance — 27 May 2022 Cancelled
Creative Community Luncheon
Networking Event — 7 June 2022
Amy Hetherington: Crying Over Spilt Milk
Comedy Show — 10 June 2021
19
South Australian Blues Musician
Mike Elrington brought his roots and
blues program to Katherine

20

FY2022 Audit
After the close of each fiscal year, the Katherine
Regional Cultural Precinct Board engages an
independent auditor to conduct a full audit. The process
covers our organisation’s bookkeeping, internal controls,
assets and depreciation, personnel procedures, earned
income, grants expenditure, and fiscal activity.
For FY2022 Brain Tucker Audit Chartered Accountants
served in this independent capacity, and the FY2022
fiscal report and audit opinion appear in main part here
and on the following pages (with the complete FY2022
Audit Report available upon request).
A full annual audit is not required for our size charity, but
provides our Board and funders with a higher level of
assurance – particularly the opinion that our non-profit
organisation is operating in a sound way, meets
requirements, and addresses any financial issues or
concerns.
The full process also ensures that our annual financials
are prepared correctly under the ACNC Act; represent a
true and fair view of our organisation’s financial position
and performance, and that our annual reporting meets all
applicable Australian Accounting Standards.
We are grateful to Billy-Joe Thomas and Zia Regalado
and their team at Brian Tucker Audit for the care and
attention they provide as part of this extensive annual
process.
KATHERINE REGIONAL CULTURAL PRECINCT LIMITED
ABN: 83 151 148 104
DIRECTORS' REPORT
The directors present their report on the Company for the financial year ended 30 June 2022.
Information on Directors
The names of each person who has been a director during the year and to the date of this report are:
Robby Friel, Chair
Toni Tapp Coutts
Lisa Mumbin
May Rosas
Douglas Kelly
Brendan Pearce
Danny Murphy
Miranda Halliday (now Paterson)
Bill Harney
Sharon Hillen (until November 2021)
Naomi Hunter (until December 2021)
Jake Quinlivan (until December 2021)
Siobhan Mackay (from April 2022)
Directors have been in office since the start of the financial year to the date of this report unless otherwise stated.
Operating Results
The loss of the Company for the financial year ending 30 June 2022 amounted to $20,947 (2021 profit: $130,667).
Significant Changes in the State of Affairs
There have been no significant changes in the state of affairs of the Company during the year.
Principal Activities
The principal activities of the Company during the financial year were the promotion and display of the visual arts;
the presentation and advancement of the performing arts; the provision of support for regional arts activities and
creative partnerships; and the delivery of professional development and education opportunities for artists, meeting
and activity space for the community, and the celebration of culture for all.
No significant changes in the nature of the Company's activity occurred during the financial year.
Environmental Issues
The Company's operations are not regulated by any significant environmental regulations under a law of the
Commonwealth or of a state or territory of Australia.
Dividends paid or recommended
No dividends were paid or declared since the start of the financial year as the Company is constituted as a not-for
profit entity.
Page 1
21

AUDITOR’S INDEPENDENCE DECLARATION UNDER 307C OF THE CORPORATIONS ACT 2001 (CTH)
TO THE DIRECTORS OF KATHERINE REGIONAL CULTURAL PRECINCT LIMITED
In accordance with section 307C of the Corporations Act 2001 (Cth), I am pleased to provide the following
declaration of independence to the Directors of Katherine Regional Cultural Precinct Limited. As the lead auditor
for the audit of the financial report of Katherine Regional Cultural Precinct Limited for the year ended 30 June
2022, I declare that, to the best of my knowledge and belief, there have been no contraventions of:
(i)
(ii)
the auditor independence requirements of the Corporations Act 2001 (Cth) in relation to the audit; and
any applicable code of professional conduct in relation to the audit.
Dated this 18 th day of November 2022
Brian Tucker Audit
BRIAN TUCKER AUDIT
Chartered Accountants
BILLY-JOE THOMAS
Director
Page 3
Liability limited by a scheme approved under Professional Standards Legislation.
22

KATHERINE REGIONAL CULTURAL PRECINCT LIMITED
ABN: 83 151 148 104
STATEMENT OF PROFIT OR LOSS AND OTHER COMPREHENSIVE INCOME
FOR THE YEAR ENDED 30 JUNE 2022
2022 2021
Note $ $
Income
Revenue 2 1,097,649 1,304,727
Total Income 1,097,649 1,304,727
Expenditure
Changes in inventories of finished goods and work in
progress 12,454 7,650
Raw materials and consumables used (203,310) (201,014)
Accountancy expenses (38,811) (44,322)
Advertising expenses (3,948) (11,137)
Auditor's remuneration 3 (7,500) (7,700)
Depreciation and amortisation expenses (61,206) (45,577)
Employee benefits expenses (467,313) (340,521)
Freight and cartage (827) (756)
Other expenses (348,135) (530,683)
Total Expenditure (1,118,596) (1,174,060)
(Loss) Profit for the year 4 (20,947) 130,667
KATHERINE REGIONAL CULTURAL PRECINCT LIMITED
ABN: 83 151 148 104
STATEMENT OF FINANCIAL POSITION
AS AT 30 JUNE 2022
2022 2021
Note $ $
ASSETS
CURRENT ASSETS
Cash and cash equivalents 5 416,838 531,337
Trade and other receivables 6 27,929 49,843
Inventories 7 41,253 28,799
Other assets 8 2,546,128 1,575,760
TOTAL CURRENT ASSETS 3,032,148 2,185,739
NON-CURRENT ASSETS
Property, plant and equipment 9 200,820 167,899
Right-of-use assets 10 8,402 12,435
TOTAL NON-CURRENT ASSETS 209,222 180,334
TOTAL ASSETS 3,241,370 2,366,073
LIABILITIES
CURRENT LIABILITIES
Trade and other payables 11 137,773 121,205
Other liabilities 12 2,542,229 1,658,160
Lease Liability 13 4,387 4,548
TOTAL CURRENT LIABILITIES 2,684,389 1,783,913
NON-CURRENT LIABILITIES
Lease Liability 13 4,754 8,986
TOTAL NON-CURRENT LIABILITIES 4,754 8,986
TOTAL LIABILITIES 2,689,143 1,792,899
NET ASSETS 552,227 573,174
EQUITY
Retained earnings 14 552,227 573,174
TOTAL EQUITY 552,227 573,174
The accompanying notes form part of these financial statements.
Page 4
The accompanying notes form part of these financial statements.
Page 5
23

KATHERINE REGIONAL CULTURAL PRECINCT LIMITED
ABN: 83 151 148 104
STATEMENT OF CHANGES IN EQUITY
FOR THE YEAR ENDED 30 JUNE 2022
Building &
Retained
earnings
Equipment
Depreciation
Reserve
Air conditioner
Maintenance
Fund
Total
$ $ $ $
Balance at 1 July 2020 343,575 75,329 23,603 442,507
Profit attributable to the Company 130,667 - - 130,667
Transfer from Reserve 98,932 (75,329) (23,603) -
Balance at 30 June 2021 573,174 - - 573,174
Loss attributable to the Company (20,947) - - (20,947)
Balance at 30 June 2022 552,227 - - 552,227
KATHERINE REGIONAL CULTURAL PRECINCT LIMITED
ABN: 83 151 148 104
STATEMENT OF CASH FLOWS
FOR THE YEAR ENDED 30 JUNE 2022
2022 2021
$ $
CASH FLOWS FROM OPERATING ACTIVITIES
Employment expenses (467,313) (340,943)
Receipts from sales, venue and activities 387,119 379,936
Other receipts 37,731 64,381
Interest received 344 2,258
Receipts from government and other grants 1,075,251 2,311,813
Payments to artists, performers & production workers (160,719) (129,813)
General administration expenses and direct expenses (891,011) (2,171,022)
Net cash (used in) provided by operating activities 15 (18,598) 116,610
CASH FLOWS FROM INVESTING ACTIVITIES
Payments for plant & equipment (91,281) (99,105)
Net cash used in investing activities (91,281) (99,105)
CASH FLOWS FROM FINANCIING ACTIVITIES
Payments for lease liability (4,620) (4,235)
Net cash used in financing activities (4,620) (4,235)
Net (decrease) increase in cash held (114,499) 13,270
Cash at beginning of financial year 531,337 518,067
Cash at end of financial year 5 416,838 531,337
The accompanying notes form part of these financial statements.
Page 6
The accompanying notes form part of these financial statements.
Page 7
24

KATHERINE REGIONAL CULTURAL PRECINCT LIMITED
ABN: 83 151 148 104
2 Revenue and Other Income
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 30 JUNE 2022
Page 22
2022 2021
$ $
Revenue
Sales revenue:
Sale of goods 252,598 231,748
Rendering of services 134,521 185,041
387,119 416,789
Other revenue:
Interest received 344 517
Grants expended 694,369 724,311
Other revenue 15,817 163,110
710,530 887,938
Total revenue 1,097,649 1,304,727
3 Auditor's Remuneration
Audit of financial statements 7,500 7,700
4 (Loss) Profit for the Year
The result for the year was derived after charging the following items:
(Loss) Profit from continuing operations includes the following specific expenses:
Cost of sales 190,856 193,364
Depreciation of property, plant and equipment 57,173 41,544
Amortisation of right of use assets 4,033 4,033
5 Cash and Cash Equivalents
Cash Floats 866 1,084
Term Deposit 33,463 21,950
Cash at Bank, Society Cheque Account 71,104 30,038
Cash at Bank, Business Online Saver 140,334 303,221
Cash at Bank, Public Gift Fund - 10,494
Cash at Bank, Bendigo Easy Saver 170,129 160,043
Debit Card CW Bank 942 4,507
416,838 531,337
KATHERINE REGIONAL CULTURAL PRECINCT LIMITED
ABN: 83 151 148 104
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 30 JUNE 2022
5 Cash and Cash Equivalents (Continued)
2022 2021
$ $
Cash and cash equivalents reported in the statement of cash flows are reconciled to the equivalent items
in the statement of financial position as follows:
Cash and cash equivalents 416,838 531,337
6 Trade and Other Receivables
Current
Trade and Other Debtors 25,429 24,881
Short Term Loan 2,500 -
Refundable Deposits - 24,962
27,929 49,843
7 Inventories
Merchandise, books, and publications 41,253 28,799
8 Other Assets
Prepayments 46,128 18,014
Advance Payment to DIPL 2,500,000 1,500,000
NT Government Biz Secure Voucher - 12,360
NT Immediate Work Grant Voucher - 45,386
2,546,128 1,575,760
9 Property, Plant and Equipment
Plant and Equipment:
At cost 519,739 490,222
Accumulated depreciation (349,430) (356,182)
Total Plant and Equipment 170,309 134,040
Artworks
At cost 33,859 33,859
Accumulated depreciation (3,348) -
Total Artworks 30,511 33,859
Total Property, Plant and Equipment 200,820 167,899
Page 23
25

KATHERINE REGIONAL CULTURAL PRECINCT LIMITED
ABN: 83 151 148 104
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 30 JUNE 2022
9 Property, Plant and Equipment (continued)
Movements in Carrying Amounts of Property, Plant and Equipment
Page 24
2022 2021
$ $
Movement in the carrying amounts for each class of property, plant and equipment between the beginning
and the end of the current financial year.
Office and
Gallery
Equipment
Office and
Gallery
Furniture and
Fittings Artworks Total
$ $ $ $
Balance at 30 June 2020 - 77,241 33,859 111,100
Additions 55,240 43,865 - 99,105
Depreciation expense (6,398) (35,146) - (41,544)
Write-offs - (762) - (762)
Balance at 30 June 2021 48,842 85,198 33,859 167,899
Additions 18,279 73,002 - 91,281
Depreciation expense (12,330) (41,495) (3,348) (57,173)
Write-offs - (1,187) - (1,187)
Balance at 30 June 2022 54,791 115,518 30,511 200,820
10 Right-of-Use Assets
Right-of-use
Total
$ $
Balance as at 1 July 2021 12,435 12,435
Amortisation expense (4,033) (4,033)
Carrying amount as 30 June 2022 8,402 8,402
11 Trade and Other Payables
Current
Accrued Expenses & Other Payables 51,423 31,504
Trade Creditors 46,443 24,064
GST Payable (149) (2,160)
PAYG Payable 11,994 6,478
Unclaimed Gift Vouchers 1,485 139
KATHERINE REGIONAL CULTURAL PRECINCT LIMITED
ABN: 83 151 148 104
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 30 JUNE 2022
11 Trade and Other Payables (Continued)
2022 2021
$ $
Provision for Holiday Pay 25,754 32,952
Salary Sacrifice 823 96
Insurance Loan - 28,132
The carrying amounts are considered to be a reasonable approximation of fair value.
12 Other Liabilities
137,773 121,205
Current
Deposit - Venue Hire 522 3,500
Deposits - Layby 400 1,415
Unearned Income 10,298 3,118
Unexpended Grants
NT Dept of the Chief Minister -Regional Youth Services
Program - Katherine Youth Activities - Performing Arts 8,851 27,000
Department of Territory Families, Housing and
Communities, Arts NT Creative Industries Strategic
Initiative and Partnerships Program 7,158 55,381
Department of Chief Minister - NAIDOC Week
Celebrations 5,000 5,000
Department of Territory Families, Housing and
Communities - Arts NT - Arts Trail Galllery Extensions
Strategic Development and Capacity Building. 2,500,000 1,500,000
Northern Territory Government Biz Secure Voucher - 12,360
Northern Territory Immediate Work Grant Voucher - 45,386
Katherine Town Council, Katherine Prize - 5,000
Department of the Chief Minister and Cabinet, Nitmiluk
Activation Series 10,000 -
2,531,009 1,650,127
2,542,229 1,658,160
13 Lease Liability
Current
Lease liability 4,387 4,548
Page 25
26

KATHERINE REGIONAL CULTURAL PRECINCT LIMITED
ABN: 83 151 148 104
13 Lease Liability (Continued)
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 30 JUNE 2022
2022 2021
$ $
KATHERINE REGIONAL CULTURAL PRECINCT LIMITED
ABN: 83 151 148 104
NOTES TO THE FINANCIAL STATEMENTS
FOR THE YEAR ENDED 30 JUNE 2022
Non-current
Lease liability 4,754 8,986
14 Retained Earnings
Retained earnings at the beginning of the financial year 573,174 343,575
Net (loss) profit attributable to the Company (20,947) 130,667
Transfer From Reserves - 98,932
Retained earnings at the end of the financial year 552,227 573,174
15 Cash Flow Information
Reconciliation of result for the year to cash-flows from operating activities.
Reconciliation of net (loss) income to net cash provided by operating activities:
(Loss) Profit for the year (20,947) 130,667
Cash flows excluded from (loss) profit attributable to operating activities
Non-cash flows in profit
Loss on write-off of assets 1,187 762
Depreciation of property, plant and equipment 57,173 41,544
Amortisation of right-of-use assets 4,033 4,033
Interest expense on lease liability paid 227 530
Changes in assets and liabilities
Increase in inventories (12,454) (7,650)
Decrease (Increase) in current receivables 21,914 (36,853)
Increase in other assets (970,368) (1,571,760)
Increase in trade creditors 22,379 20,863
Increase in other creditors 1,387 44,382
Decrease in current provisions (7,198) (422)
Increase in other liabilities 884,069 1,490,514
(18,598) 116,610
Page 26
16 Risk Management
The Company is exposed to a variety of risks associated with its activities.
The Company's overall risk management plan seeks to minimise potential adverse effects due to the
unpredictability of income and expenses.
The Company does not have any derivative instruments at 30 June 2022.
Objectives, Policies and Processes
The board of directors receives overall responsibility for the establishment of the Company's financial risk
management framework. This includes the development of policies covering specific areas such as
operational activities, interest rate risk and credit risk. Risk management policies and systems are
reviewed regularly to reflect changes in market conditions and the Company's activities.
The day-to-day risk management is carried out by the Company's management under policies and
objectives which have been approved by the board of directors. The manager has been delegated the
authority for designing and implementing processes which follow the objectives and policies. This includes
monitoring the levels of exposure to interest rate and assessment of market forecasts for interest rate
movements. The board of directors receives reports which provide details of the effectiveness of the
processes and policies in place.
The Company does not hold any financial assets with terms that have been renegotiated, but which would
otherwise be past due or impaired.
The other classes of receivables do not contain impaired assets.
19 Statutory Information
The registered office and principal place of business of the Company is:
Katherine Regional Cultural Precinct Limited
Lot 3238 Stuart Highway, Katherine East, NT 0850
20 Significant Events
As a result of the evolving nature of the COVID-19 outbreak and the rapidly evolving government policies
on restrictive measures put in place to contain it, as at the date of these financial statement, the Company
is not in a position to reasonably estimate the financial effects of the COVID-19 outbreak on the future
financial performance and financial position of the Company. Other than the current disclosures, there has
not been any other matter or circumstance occurring subsequent to the end of the financial year that has
significantly affected, or may significantly affect, the operations of the Company, the results of those
operations, or the state of affairs of the Company in subsequent financial periods.
Page 27
27

KATHERINE REGIONAL CULTURAL PRECINCT LIMITED
ABN: 83 151 148 104
DETAILED PROFIT AND LOSS STATEMENT
FOR THE YEAR ENDED 30 JUNE 2022
2022 2021
$ $
SALES
Bar Sales 24,239 32,778
Box Office 9,209 34,191
Gallery Sales 109,099 96,700
Shop Retail Sales 131,157 118,817
Venue and Equipment Hire 100,337 118,072
Workshops & Public Program 736 -
Coffee Machine Sales 12,342 16,231
387,119 416,789
LESS: COST OF GOODS SOLD
Bar Expenses 11,695 21,457
Coffee Machine Expenses 8,287 11,642
Changes in Inventories of Finished Goods and Work in
Progress (12,454) (7,650)
Freight 2,965 1,541
Gallery Artist Payments 77,385 73,389
Packing Materials 873 1,406
Purchases of Stock 91,950 74,340
Ticketing & Box Office Costs 2,122 732
Venue Hire Costs 8,033 16,507
190,856 193,364
GROSS PROFIT FROM TRADING 196,263 223,425
OTHER INCOME
Interest Received 344 517
Donations 6,418 51,659
Recoveries 7,508 12,722
Job Keeper Subsidy - 43,500
Cash Flow Boost - 53,488
Other Revenue 1,891 1,741
Grants Expended
Arts NT, Strategic Arts Venue - Operational Funding 492,776 493,273
NT Dept of the Chief Minister -Regional Youth Services
Program - Katherine Youth Activities - Performing Arts 18,149 -
Northern Territory Government Biz Secure Voucher 12,360 -
Northern Territory Immediate Work Grant Voucher 45,386 -
Page 28
KATHERINE REGIONAL CULTURAL PRECINCT LIMITED
ABN: 83 151 148 104
DETAILED PROFIT AND LOSS STATEMENT
FOR THE YEAR ENDED 30 JUNE 2022
2022 2021
$ $
OTHER INCOME (CONTINUED)
Grants Expended (Continued)
Department of the Chief Minister and Cabinet, Katherine
School Holiday Program June-July 2021 6,375 -
Northern Territory, International Women's Day 3,000 -
Gordon Darling Foundation 3,000 -
McArthur River Mine, Community Benefits Trust 14,100 -
Department of Industry, Tourism and Trade, Lockdown
Payment NTG 4,000 -
Katherine Young Photographer Corps – Creative
Development Program and Visual Arts Archive of 21st
Century Life Program 12,000 -
Department of Territory Families, Housing and
Communities, Arts NT Creative Industries Strategic
Initiative and Partnerships Program 48,223 -
DTS&C, Gallery Extension and Capacity Building - 70,838
Department of the Industry, Innovation and Science,
Stronger Communities Program - 6,515
Katherine Town Council, Operational Funding 30,000 30,000
Katherine Town Council, Katherine Prize 5,000 17,000
NT Dept of the Chief Minister -Regional Youth Services
Program - Katherine Youth Activities - Performing Arts - 23,000
NT Dept of the Chief Minister - April 2020 School
Holiday Program - 2,700
Department of Chief Minister - Big Rivers Flexible Fund
Application GYRACC Grant Mural - 5,000
Department of Chief Minister - July 2020 School Holiday
Program - 2,760
Department of Chief Minister - October 2020 School
Holiday Program - 5,175
Department of Chief Minister - GYRACC Video
Conferencing Equipment - 8,500
Department of Chief Minister - Katherine Community
Activation Events - 12,075
Department of Chief Minister - GYRACC Volunteer
Program Establishment - 20,000
Department of Chief Minister - Youth Development
Barista Training Program - 15,000
Department of Chief Minister - Katherine School Holiday
Program (December 2020 to January 2021) - 2,875
Department of Chief Minister - Katherine School Holiday
Program (April 2021) - 1,500
Page 29
28

KATHERINE REGIONAL CULTURAL PRECINCT LIMITED
ABN: 83 151 148 104
DETAILED PROFIT AND LOSS STATEMENT
FOR THE YEAR ENDED 30 JUNE 2022
2022 2021
$ $
OTHER INCOME (CONTINUED)
Grants Expended (Continued)
Department of Chief Minister - Laneway Space - 5,000
Territory Families - 2021 Professional Development - 1,100
Department Industry, Tourism and Trade - Business
Growth Program - 2,000
694,369 724,311
710,530 887,938
906,793 1,111,363
EXPENSES
Accounting & Bookkeeping Services 38,811 44,322
Advertising, Publicity, Promotions & Marketing 3,948 11,137
Artists, Performers, Other Creatives & Production Fees 17,258 56,333
Assets > $1000 - 10,703
Auditor's Remuneration 7,500 7,700
Amortisation 4,033 4,033
Bank Charges 3,656 3,325
Catering 6,771 10,683
Cleaning & Waste Disposal 6,803 26,928
Company Annual Fees - 340
Computer & IT Expenses 12,182 12,832
Conferences and Seminars 932 -
Consultancy Fees 48,223 47,665
Depreciation 57,173 41,544
Documentation 1,818 -
Electricity 69,267 51,994
Entertainment Expenses 6,200 2,566
Exhibition & Production Costs 6,532 11,081
Fees & Permits 187 471
Finance Charges 1,177 3,235
Freight & Cartage 827 756
Gallery & Theatre Costs 7,666 4,688
Hire and Rent of Office Equipment and Other Facilities 1,922 1,683
Holiday Pay, Movement in Provision (7,198) 24,637
Insurance 20,145 46,587
Interest Expense on Lease Liability 227 530
Landscaping & Grounds 13,622 32,130
Loss on Write-off of Assets 1,187 762
KATHERINE REGIONAL CULTURAL PRECINCT LIMITED
ABN: 83 151 148 104
DETAILED PROFIT AND LOSS STATEMENT
FOR THE YEAR ENDED 30 JUNE 2022
2022 2021
$ $
EXPENSES (CONTINUED)
Meeting Expenses 4,453 2,477
Motor Vehicle Expenses 5,469 5,692
Printing, Brochures & General, Stationery, Postage &
Office 1,424 3,211
Prize Money 9,120 7,109
Program Support & Administration (512) -
Purchases of Minor Assets & Replacements 13,614 58,565
Repairs & Maintenance, General 27,532 27,355
Security Costs 13,187 10,668
Signage, Signwriting & Didactics 1,276 3,324
Staff Amenities 399 927
Staff Recruitment & Relocation 9,238 5,673
Staff Training 2,905 1,253
Subscriptions 1,692 3,643
Sundry Expenses 255 4,925
Superannuation Contributions 38,669 29,604
Telephone 310 699
Travelling Expenses 8,484 1,338
Trybooking and Square Charges 1,030 -
Vandalism 5,242 15,996
Vehicle Hire 7 -
Venue Hire Expenses 17,258 18,599
Wages 428,644 310,917
Water & Sewerage 4,932 2,079
Web Design & Support 409 2,500
Workers' Compensation Insurance 1,834 5,477
927,740 980,696
(LOSS) PROFIT FOR THE YEAR (20,947) 130,667
Page 30
Page 31
29

INDEPENDENT AUDITOR’S REPORT
TO THE DIRECTORS OF KATHERINE REGIONAL CULTURAL PRECINCT LIMITED
Opinion
We have audited the accompanying financial report of Katherine Regional Cultural Precinct Limited which
comprises the statement of financial position as at 30 June 2022, statement of profit and loss and other
comprehensive income for the year ended on that date, statement of changes in equity, statement of cash flows,
a summary of significant accounting policies, other explanatory notes and the directors’ declaration.
In our opinion:
The accompanying financial report of Katherine Regional Cultural Precinct Limited has been prepared in
accordance with the Corporations Act 2001 (Cth), including:
(i)
(ii)
giving a true and fair view of the Company’s financial position as at 30 June 2022 and of its financial
performance for the year ended on that date; and
complying with Australian Accounting Standards to the extent described in Note 1, and the Corporations
Act 2001 (Cth).
Basis for opinion
We conducted our audit in accordance with Australian Auditing Standards. Those standards require that we comply
with relevant ethical requirements relating to audit engagements and plan and perform the audit to obtain
reasonable assurance about whether the financial report is free of material misstatement. Our responsibilities
under those standards are further described in the Auditor’s responsibility section of our report.
We are independent of the Company in accordance with the Corporations Act 2001 (Cth) and the ethical
requirements of the Accounting Professional and Ethical Standards Board’s APES 110 Code of Ethics for
Professional Accountants (the Code) that are relevant to our audit of the financial report in Australia. We have also
fulfilled our other ethical responsibilities in accordance with the Code.
We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.
Other information
The directors are responsible for the other information. The other information comprises the information in the
Company’s annual report for the year ended 30 June 2022 but does not include the financial report and the
auditor’s report thereon.
Our opinion on the financial report does not cover the other information and we do not express any form of
assurance conclusion thereon.
In connection with our audit of the financial report, our responsibility is to read the other information and, in doing
so, consider whether the other information is materially inconsistent with the financial report or our knowledge
obtained in the audit or otherwise appears to be materially misstated. If, based on the work we have performed,
we conclude that there is a material misstatement of the other information; we are required to report that fact. We
have nothing to report in this regard.
Page 33
Liability limited by a scheme approved under Professional Standards Legislation.
30

Responsibilities of the Board for the Financial Report
The Board of the Company is responsible for the preparation of the financial report that gives a true and fair view
in accordance with Australian Accounting Standards and Corporations Act 2001 (Cth) and for such internal control
as the Board determines is necessary to enable the preparation of the financial report that gives a true and fair
view and is free from material misstatement, whether due to fraud or error.
In preparing the financial report, the Board is responsible for assessing the Company’s ability to continue as a
going concern, disclosing, as applicable, matters relating to going concern and using the going concern basis of
accounting unless the Board’s either intend to liquidate the Company or to cease operations, or have no realistic
alternative to do so.
Auditor's Responsibility for the Audit of the Financial Report
Our responsibility is to express an opinion on the financial report based on our audit. Our objectives are to obtain
reasonable assurance about whether the financial report as a whole is free from material misstatement, whether
due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high
level of assurance but is not a guarantee that an audit conducted in accordance with Australian Auditing Standards
will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are
considered material if, individually or in the aggregate, they could reasonably be expected to influence the
economic decisions of users taken on the basis of this financial report.
As part of an audit in accordance with Australian Auditing Standards, we exercise professional judgement and
maintain professional scepticism throughout the audit. An audit involves performing procedures to obtain audit
evidence about the amounts and disclosures in the financial report. The procedures selected depend on the
auditor’s judgement, including the assessment of the risks of material misstatement of the financial report, whether
due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the
entity’s preparation of the financial report that gives a true and fair view in order to design audit procedures that
are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the
entity’s internal control.
The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error,
as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal
control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness
of accounting estimates made by the Board as well as evaluating the overall presentation of the financial report.
The Auditing Standards require that we comply with relevant ethical requirements relating to audit engagements. We
also provide the Board with a statement that we have complied with relevant ethical requirements regarding
independence, and to communicate with them all relationships and other matters that may reasonably be thought to
bear on our independence, and where applicable, related safeguards.
From the matters communicated with the Board, we determine those matters that were of most significance in the audit
of the financial report of the current period and are therefore key audit matters. We describe these matters in our auditor’s
report unless law or regulation precludes public disclosure about the matter or when, in extremely rare circumstances,
we determine that a matter should not be communicated in our report because the adverse consequences of doing so
would reasonably be expected to outweigh the public interest benefits of such communication.
Brian Tucker Audit
BRIAN TUCKER AUDIT
Chartered Accountants
Address: Unit 8, 210 Winton Road, Joondalup, Western Australia
BILLY-JOE THOMAS
Director & Registered Company Auditor
Dated at Perth, Western Australia this 18 th day of November 2022
We conclude on the appropriateness of the Board’s use of the going concern basis of accounting and, based on
the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast
significant doubt on the Company’s ability to continue as a going concern. If we conclude that a material uncertainty
exists, we are required to draw attention in our auditor’s report to the related disclosures in the financial report, or
if such disclosures are inadequate, to modify our opinion.
Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future
events or conditions may cause the Company to cease to continue as a going concern.
We evaluate the overall presentation, structure and content of the financial report, including the disclosures, and
whether the financial report represents the underlying transactions and events in a manner that achieves fair
presentation. We communicate with the Board regarding, amongst other matters, the planned scope and timing of
the audit and significant audit findings, including any significant deficiencies in internal control that we identify
during our audit.
Page 34
Page 35
31

32

Our Future
While FY2022 was not without its challenges, our
organisation has emerged from the pandemic with a
new sense of purpose, an extraordinary plan for
expansion, and a collective optimism about our
future. The coming year will involve our Arts Trail
construction, exciting new ideas for the upcoming
amphitheatre, continuous improvements to
operations behind the scenes, and a stabilised
structure for staff and management. And all of that
means better arts and culture events, programs,
venues, and services for our community—and indeed
for all of the Big Rivers Region.
The FY2023 year will also bring the renewal of major
multi-year funding with our key partners, Northern
Territory Government/Arts NT and Katherine Town
Council. Our Board and Team are truly grateful to
Chief Minister Natasha Fyles, Minister for Arts,
Culture, And Heritage Chansey Paech, Katherine
Town Council’s Mayor Lis Clark and Chief Executive
Ingrid Stonehill, and all of the civic leaders who have
contributed to the first decade of Godinymayin YIjard
Rivers Arts and Culture Centre. As we plan the next
ten years, we look forward to the ongoing support,
investment, partnership, and collaboration.
For Katherine—and the future of our friends, families,
visitors, and communities—let’s go at it boldly and
see what unexpected creative forces, extraordinary
cultural celebrations, and wonderful things come to
our aid.
33

Katherine Regional
Cultural Precinct
Godinymayin Yijard Rivers
Arts and Cultural Centre
Stuart Highway
P. O. Box 613
Katherine NT 0851
08 8972 3751
director@gyracc.org.au
www.gyracc.org.au