Surrey Civic Theatre Strategic Plan

Surrey Civic Theatres
Strategic Plan

SURREY CIVIC THEATRES STRATEGIC PLAN | 2
Table of Contents
Executive Summary 3
Strategic Directions 4
Background Reports 5
About Surrey Civic Theatres 7
Context 7
Surrey Civic Theatres Vision, Mission and Purposes 8
Vision 8
Mission 8
Purposes 8
Project Goals 9
Project Timeline 9
Process and Research 10
Customer Service Survey 10
Summary Information: Customer Service Survey 11
Patron-Community Survey 13
Summary: Patron-Community Survey 13
Rental Client Survey and Focus Group 18
Summary: Rental Client Survey and Focus Group 18
Rental Rate Study of Lower Mainland Performing Arts Venues 21
Summary: Rental Rate Study 21
Staff 21
Fees and Charges 21
Main Stage 22
Studio Theatre 22
Centre Stage 22
Studio Theatre and Centre Stage 22
Programs Presented by Surrey Civic Theatres 23
Summary: SACT programming 23
Artistic Statement 26
The Performing Arts: understanding its impacts on community 27
Overview: impacts, values and benefits of the performing arts 27
Key Initiatives 28
1. Marketing and Communications Strategic Direction 28
Marketing and Communications Summary Goals 28
2. Customer Service Strategic Direction 29
Customer Service Summary Goals 29
3. Rental Community and Programs Strategic Direction 30
Rental Community and Programs Summary Goals 30
4. 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 Direction
Provide 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.

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)
4.76
4.66 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 4.75
4.68
4.62 4.62
4.71
4.61 4.58
4.50
4.24
4.17
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-Ideal
American 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 enough
time.
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 programming
that 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.
Music
student
performance
OtherTheatre
student
production
Dance
contem-
porary
Dance
youth/
student
presentation
Dance
classical
Music
jazz
Music
pop/rock
Music
classical
Theatre
musical
Theatre
play
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
8.68
8.86
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 Experiences
22 responses; Baseline score using American Customer Satisfaction Index
93.67
90.45
83.18
82.27
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 will
return to SACT?
Rental Client Satisfaction and Experiences
Net 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
Shadbolt
14/15 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

TheACT
(14/15Season)
ShadboltCentre
(14/15Season)
KayMeekCentre
(14/15Season)
EvergreeCulturalCentre
(14/15Season)
ChilliwackCulturalCentre
(13/14Season)
SACT
(14/15Season)
Number of Public Performances
55
52
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 sources
http://hillstrategies.com/sites/default/files/Vancouver2012_KellyHill.pdf
http://www.hillstrategies.com/sites/default/files/PerfArts_Alliance_KellyHill.pdf
http://www.capacoa.ca/valueofpresentingdoc/Presenters_Survey_Report.pdf
http://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.
concession services and selection.
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.
services provided by box office.
services provided by Front of House
staff.
technical services and equipment.
booking process.
3.11.6 Measure renters’ perceptions of staff
preparedness.
3.11.7 Measure renters’ value word-of-
mouth.
experiences.
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
Performing Arts
Programmer
• Individual baselines and benchmarks are itemized
separately. Implement survey in 2014/15 season.
Marketing Plan for Arts Heritage.
• To increase by 15% citizens’ awareness of
SCT over three (3) years.
Performing Arts
Programmer
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.
• To increase attendance corresponding to
percentage of increased population of the
City (estimated 2.34% annually).
Performing Arts
Programmer
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.
1.7 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
Publicist
Performing Arts
Manager
• Efficient and effective communications tools;
• Increased frequency of communications;
• Measurable results based on box office data.

2. Customer Service
2.1
Reduce 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.
2.2
Develop 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.
2.2.1
Measure 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.
Business Operations
Coordinator
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.
2.2.2
Measure audience perceptions of box
office (ticket buying) experiences.
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;

2.2.3
concession service and selection.
concession service and selection based on
2014 baseline:
4.28 overall score out of 5.
audience surveys.
Publicist CitySpeaks To achieve the following benchmarks:
• By end of 2015/16 season: 4.33 (out of five);
2.2.4
staff friendliness.
staff friendliness based on 2014 baseline
4.76 overall score out of 5
audience surveys.
Publicist CitySpeaks To achieve the following benchmarks:
• By end of 2015/16: 4.8 (out of five);
Benchmark to be maintained or exceeded thereafter.
2.2.5
Measure 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.
audience surveys.
Business Operations
Coordinator
• By end of 2015/16 season:
• 90.3 - willingness to return
• 90.3 - willingness to recommend.
2016/17 season:
• 90.4 - willingness to recommend
2017/18 season and thereafter:

2.2.6
Measure 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
ideal
audience surveys.
Business Operations
Coordinator
By end of 2015/16 season:
• 9.4 - overall satisfaction
• 9.0 - overall experience compared to expectations
• 8.85 - overall experience compared to ideal

3. Rental Community and Programs
3.1
Produce 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
Performing Arts
Programmer
• Distribution of printed programs at most events
presented by SCT;
• Increased awareness of events presented by SCT;
• Ticket buyer satisfaction.
3.2
Produce 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.
3.3
Develop 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
Business Operations
Coordinator
• 2014/15 season: 50 or more tickets sold;
• 2017/18 season: 175 or more tickets sold.
• Increased revenue from ticket sales.
3.4
Establish 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.
Performing Arts
Manager
Cultural Production
Coordinator
• Increased presence of younger audiences and partici-
pants;
• Increased activity at Centre Stage;

3.5
Develop 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.
Cultural Production
Coordinator
• To co-present one or more events with a culturally
diverse presenting partner each year.
• Increased rental activity by culturally diverse present-
ing organizations.
3.6
Continue 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.
Performing Arts
Manager
Cultural Production
Coordinator
• 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.
3.7
Advocate 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.
Performing Arts
Manager
• 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.
3.8
Recommendation*
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.
• Greater retention of rental clients.
*Recommendation:Actions that were proposed but not fully adopted.The recommendations are listed as potential future action items.

3.9
Recommendation*
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.
• Cultivation of new rental clients;
3.10
Recommendation*
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.
3.11
Develop 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:
Marketing
Box Office
Front of House
Technical
Booking process
Staff preparedness
Word-of-Mouth value
Experience and overall value
Business Operations
Coordinator
Marketing Department
CitySpeaks
Individual baselines and benchmarks itemized separately
Implement survey in 2014/15 season.
3.11.1
Measure renters’ perceptions of market-
ing services.
• To elevate renters’ perceptions of market-
ing services based on 2014 baseline: 8.05
out of 10.
renters’ surveys.
Business Operations
Coordinator
• By end of 2015/16 season: 8.20
*Recommendation:Actions that were proposed but not fully adopted.The recommendations are listed as potential future action items.

3.11.2
Measure renters’ perceptions of services
provided by box office.
• To elevate renters’ perceptions of box
office services based on 2014 baseline: 8
out of 10.
renters’ surveys.
Business Operations
Coordinator
3.11.3
Measure 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.
renters’ surveys.
Business Operations
Coordinator
3.11.4
Measure 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.
Renters’ surveys.
Business Operations
Coordinator
CitySpeaks To achieve the following benchmark:
• To maintain or exceed a score of 9.0 annually.
3.11.5
Measure renters’ perceptions of booking
process.
• To elevate renters’ perceptions of booking
process based on 2014 baseline:
8.68 out of 10.
Renters’ surveys.
Business Operations
Coordinator
Benchmark to be maintained or exceeded thereafter.
3.11.6
Measure renters’ perceptions of staff
preparedness.
• To elevate renters’ perceptions of staff
preparedness based on 2014 baseline:
9.05 out of 10
Renters’ surveys.
Business Operations
Coordinator
CitySpeaks To achieve the following benchmark:
• To maintain or exceed a score of 9.0 annually.

3.11.7
Measure 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
Renters’ surveys.
Business Operations
Coordinator
2016/17 season:
3.11.8
Measure renters’ perceptions of expe-
riences.
• To elevate renters’ perceptions of experi-
ences based on 2014 baselines:
9.05 - overall satisfaction
expectations
ideal.
Renters’ surveys.
Business Operations
Coordinator
3.11.9
Measure 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.
Business Operations
Coordinator
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
4.1
Develop 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;
• Greater retention of rental clients.
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.
• 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.
Performing Arts
Manager
• Greater community accessibility and visibility at SCT;
• Enhance financial stability;
• Increased number of rental activities by new renters;
• Increased revenues from rental activities.
4.3
Streamline 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.
Performing Arts
Manager
Theatre Rentals Team
• Increased productivity and improved time management;
• Improved workflow efficiency and streamlined systems;
• Increased job satisfaction;
• Increased customer service for rental clients.
4.4
Establish 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.
Performing Arts
Manager
• Include technical maintenance expense line beginning
with 2015 budget.

4.5
Develop 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.
4.6
Assess 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.
Performing Arts
Manager
Staff, as required • Dynamic, high functioning team able to successfully
navigate change and the demands of an increasingly
business workplace.
4.6.1
Develop 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.
Performing Arts
Manager
Business Operations
Coordinator
Manager,Arts Services,
City of Surrey
• Succession plan prepared in 2015 season.;
• Implementation of plan in 2015/16;
• Successful transition through 2017.
4.6.2
Establish 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
Manager
Performing Arts Manager
Performing Arts
Programming Assistant
City of Surrey
• 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
Manager
Performing Arts
ProgrammingAssistant
Performing Arts Manager
• 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.
Performing Arts
Manager
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.
Performing Arts
Manager
Technical Director
City of Surrey
• 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.
Performing Arts
Manager
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.
Business Operations
Coordinator
Performing Arts
Manager
City of Surrey
• 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.
Performing Arts
Manager
Staff, as required • Long-term human resources development plan, with
financial requirements, by 2017.

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