Case study – Tiny opera Company.

Case study – Tiny opera Company The history of the Tiny Opera Company Tiny Opera Company operates in a rural NSW town. Colleen Starr started the company after moving to the small town from Sydney in the late 1970s. Colleen wanted to bring the wonder and entertainment of theatre-based performances to rural NSW. Her vision was to create a regional theatre that emulated the Sydney Opera House; making theatre both accessible and valued in her town and the surrounding community. Stella’s idea and passion was shared by a wealthy landowner in the area who donated $2.3 million to support the purchase of a venue and the ongoing operation of the theatre. $1.3 million of this was invested in a trust which has been added to over the years that Tiny Opera Company has generated a profit. Colleen Starr bought an old town hall that had been built in the early 1900s. The hall is listed on the State Heritage Register in NSW. Basic interior renovations were carried out to the stage, three dressing rooms, kitchen, break room, meeting room, food counter and ticketing booth including: ● painting internal walls ● installing wall-mounted radiators throughout the theatres, dressing rooms and break room ● installing a dishwasher and oven in the kitchen ● installing a wood heater in the meeting room. Tiny Opera Company has staged regular performances in the theatre from the 1970s onwards. Ten years ago, the Tiny Opera Company built a small office building to serve the growing number full time staff. Tiny Opera Company today The staff at Tiny Opera company currently include: ● Stage Manager (part-time) ● Director of Programming ● Resident Designer (funded by a grant for three years) ● Business Manager ● Marketing Communications Manager (part-time) ● Project Officers x 3 (part-time) ● Customer Service Representatives x 2 (part-time). This year, the Tiny Opera Company has added a position for a new environment officer. You have been hired as the new environment officer at Tiny Opera Company after responding to the following job advertisement. You are inducted by Nic Tan, the Business Manager of Tiny Opera Company, who gives you an overview of how the company wants to approach sustainability. In the last six months, Tiny Opera Company has been focusing on becoming a more sustainable operation. Nic Tan has reviewed some of the organisation’s operations and has observed that resource use in the theatre is not aligned with sustainable work practices being promoted at Tiny Opera Company. Nic realises that this is at least partly due to the policy and procedure documents not reflecting industry requirements or reflecting Tiny Opera Company’s aim to increase sustainability across its operations. Nic wants you to update the sustainability policy to specifically reflect the sustainability aims of the business. Nic wants to focus on the following areas: ● minimising resource use ● using resources more efficiently ● reducing toxic material and hazardous chemical use ● employing life cycle management approaches ● implementing a sustainability continuous improvement strategy. Nic Tan also mentions that they need something in the policy that talks about measuring resource use and reviewing resource records periodically because that’s the main way that Tiny Opera Company will be monitoring their progress towards minimising resource use. Tiny Opera Company has made an effort to improve sustainability by pursuing some new sustainability initiatives: ● programming of all reverse-cycle air conditioners in the office to automatically switch off at 4.45 pm every day: â—‹ currently air-conditioners are manually switched off â—‹ it is the responsibility of the last staff member leaving each day to turn them all off – this is rarely done, and most commonly all air-conditioners are left running 24 hours per day. ● better sorting of recyclable paper from general rubbish ● using low VOC (volatile organic compound) paint when painting sets for performances to protect the health and safety of workers. Tiny Opera Sustainability Policy Tiny Opera has a commitment to minimising environmental impact by: ● using resources wisely ● encouraging visitors to consider sustainability ● focusing on appropriate management principles. We seek to improve social, economic, cultural and environmental benefits in our decision-making. Nic Tan provides you with the budget for the previous few years as well as projections for next year. Nic points out that the marketing budget has already been increased to allow for marketing the new Tiny Opera Company sustainability initiatives. Nic Tan envisages that you will create sustainability policy options that fit within amount that is currently being generated as profit. Nic Tan points out that there is quite a fluctuation in the amount of profit generated, so you should use it as a rough guide. ‘Who knows’, says Nic Tan, ‘with an innovative sustainability plan, maybe you’ll even be able to generate some additional income by bringing bigger audiences to the Tiny Opera Company in support of our new, sustainable direction’. Sustainability is a long-term goal at Tiny Opera Company, but Nic would like to see a couple of actions implemented within the next 12 months. Tiny Opera Company 2 years ago Last year This year Next year (projected) $ $ $ $ Income Sales of goods and services 111,500 117,750 112,000 115,000 Venue hire 25,600 24,300 24,700 24,000 Grants 35,000 70,000 85,000 80,000 Philanthropy 75,500 74,750 72,000 72,000 Fundraising 3,300 6,500 5,800 4,500 Corporate partners 70,000 87,000 85,000 80,000 Investing activities 65,400 68,000 72,300 73,300 Total income 386,300 448,300 456,800 448,800 Expenses Wages and salaries 275,000 303,000 358,000 358,000 Utilities 7,672 8,472 8,672 8,800 Maintenance 1,825 869 765 1,000 Accounting expenses 1,500 1,500 1,750 1,750 Marketing 4,270 4,320 5,245 8,200 Performance costs 58,000 47,700 53,670 55,000 Miscellaneous 2,500 3,200 1,275 2,000 Total expenses 350,767 369,061 429,377 434,750 Profit/loss 35,533 79,239 27,423 14,050

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