The Hon Rod Kemp was Minister for the Arts and Sport from Friday 23 November 2001 to Tuesday 30 January 2007. This site is available for archival purposes only.

A New Era for Australia's Orchestras

The Minister for the Arts and Sport, Senator Rod Kemp, today announced the release of A New Era: T he Orchestras Review 2005 Report.

'I thank the Review's Chair, Mr James Strong, for providing the Government with a report which so comprehensively addresses the difficult issues which are facing many of Australia's symphony orchestras,' Senator Kemp said.

Senator Kemp also thanked the other members of the review panel, Professor Malcolm Gillies and Mr Peter Grant. 'Professor Gillies and Mr Grant brought a wealth of knowledge and expertise to the review and I thank them for their significant contribution,' he said.

The purpose of the review was to examine a range of operational, marketplace, financial and governance issues which are confronting Australia's symphony and pit orchestras. The report makes a number of important recommendations to improve the sustainability of these orchestras.

'The recommendations contained in this report cover issues such as the size of orchestras, governance, occupational health and safety, and artistic standards. In particular the recommendations will encourage the orchestras to become independent organisations with responsibility for their own artistic and financial future,' Senator Kemp said. 'It is important that all governments, together with orchestra boards, management and musicians, work together now to build a more viable independent orchestral sector.'

During the review, Mr Strong consulted with a wide range of stakeholders including musicians, orchestra boards and managers, government arts departments and agencies in each state and territory.

Mr Strong described the consultations as essential to working through the major challenges the orchestras were confronting. He said the recommendations of the report had been prepared to respond to these challenges and to instil a sense of shared responsibility in orchestras and governments to resolve them.

'The Australian Government provided $44 million to the orchestras in 2004, which constitutes around 78 per cent of total government support for orchestras. This significant level of funding reflects the contribution orchestras make to the musical life of Australia,' Senator Kemp said.

'The Australian Government will give close consideration to the report and its recommendations, and will continue to consult with state and territory governments in developing its response.'

A copy of the report is available at: www.dcita.gov.au/orchestras

CANBERRA

Date: 14 March 2005

Media contact: Adrian Chippindale, 02 6277 7350 or 0407 208 743

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ORCHESTRAS REVIEW 2005

FREQUENTLY ASKED QUESTIONS

What is the background to the review?

In 2000, when governments were considering the recommendations of the Major Performing Arts Inquiry (MPAI), they were aware of the process of change which the orchestras were going through following their corporatisation from the mid 1990s.

When responding to the recommendations of the MPAI, Cultural Ministers agreed that there should be a detailed review of the symphony orchestras after three years, recognising the clear financial pressures and other challenges facing many orchestras within Australia.

On 28 May 2004, the Australian Government Minister for the Arts and Sport, Senator the Hon Rod Kemp, announced a Review of Australia's Symphony and Pit Orchestras.

Who conducted the review?

The Review was conducted by a panel of experts with a range of skills and experience in business leadership, an understanding of the orchestral and broader arts sectors and an appreciation of governments' accountability frameworks and governance standards.

Member of the Review Panel comprised:

• Chair, Mr James Strong, Chair of Insurance Australia Group, Woolworths Ltd, the Australia Business Arts Foundation and the Sydney Theatre Company.
• Professor Malcolm Gillies, Deputy Vice-Chancellor at the Australian National University, Deputy Chair of the Australian Youth Orchestra and prominent music historian and educator; and
• Mr Peter Grant, former Deputy Secretary of the Australian Government Department of Education, Science and Training, who has over 30 years experience in government administration.

Biographical information on the panel members is at Attachment A.

A Reference Group, comprising senior officials from both Australian and state governments and the Australia Council, was brought together to assist the Review Panel in its deliberations. Secretariat for the Review was managed within the Department of Communications, Information Technology and the Arts, with a senior officer seconded from the Australia Council.

What was the objective of the review?

The objective of the review was to examine a range of operational, marketplace, financial and governance issues facing Australia's symphony and pit orchestras, and to make recommendations to improve the sustainability of these orchestras.

The Review Panel noted that the review presented them with the opportunity to analyse the nature and sources of the challenges facing Australia's orchestras, and to develop realistic, practical strategies in response. They noted that the review should act as a catalyst for the changes needed now to ensure that our orchestras can be sustainable and successful in the future.

What were the Terms of Reference for the review?

The Terms of Reference for the Orchestras Review 2005 reflect the principles and government-agreed recommendations of the MPAI. The four guiding principle-artistic vibrancy, cost effective access, financial viability and transparency of funding-provided a robust and proven context for this review.

The full Terms of Reference are at Attachment B.

Was there an opportunity for orchestras to make submissions?

Yes. An issues paper was released by the Review Panel in July 2004 which included a call for submissions. In response, the Review Panel received a large number of submissions from orchestras and from other key stakeholders including interested members of the public.

Who was consulted during the review?

The Review Panel consulted with a wide range of stakeholders, including musicians, orchestra boards and managers and government arts departments and agencies in each state and territory.

When was the review finalised?

Although the Review Panel was scheduled to report by the end of 2004, the Panel sought the approval of Senator Kemp, the Minister for the Arts and Sport, to extend the time for submission by one month in order to complete their detailed analysis of the issues, and to ensure that the statistical and financial information in the report was as current as possible.

James Strong provided the report to Senator Kemp in early February 2005.

What were the outcomes of the review?

The review makes 20 recommendations to improve the ongoing sustainability of Australia's orchestral sector, based on the following key principles: responsible governance, realistic financing, viable employment arrangements and sustainable structures.

The Executive Summary of the Report, including the recommendations, is at Attachment C.

How much government funding do the orchestras receive?

Australia's eight symphony and pit orchestras receive total government funding of $57 million. This represents 57 per cent of total government funding provided to the major performing arts sector of 29 companies. In 2004, the Australian Government provided $44.5 million and state governments provided $12.5 million, representing 78 per cent and 22 per cent respectively, of total government grants to orchestras.

Government funding represents a high proportion of the orchestras' turnover-between 46 per cent and 81 per cent. In contrast, some other major companies source less than 10 per cent of their income from government.

Following the 1999 Major Performing Arts Inquiry, the major performing arts sector received a considerable increase in base funding. The eight symphony and pit orchestras shared 46 per cent of this increased funding-a boost of $7 million.

Why are orchestras so important?

Orchestras are an important part of Australia's cultural landscape. As well as presenting mainstage performance programs which balance contemporary works with well-known classics, broadcasts of their performances provide opportunities for all Australians to have access to high quality orchestral music.

Orchestras contribute significantly to the musical life of the cities in which they are located, and actively support the development of music in their communities. The orchestras regularly present performances for regional audiences. They support small musical ensembles, fulfill a vital function in introducing Australian schoolchildren to music performance and composition, and through the broader roles of their orchestral musicians, play a major role in the training and mentoring of young musicians.

Why are some of Australia's orchestras in financial trouble?

There are a range of reasons why orchestras in Australia, and around the world, have been facing financial difficulties across the last decade.

Even with the high level of funding from governments, many orchestras have continued to face difficulties in balancing the rising costs of managing large ensembles of musicians, with revenue from ticket sales from concerts and subscription seasons, and from other sources such as sponsors.

The review has addressed these issues, and has made recommendations to build the orchestras into more sustainable organisations.

What about the orchestras in Darwin and Canberra?

Although they are not currently funded by the Australian Government, it was agreed that the roles of the Darwin Symphony Orchestra and the Canberra Symphony Orchestra should also be addressed by the review.

What are pit orchestras?

Sydney and Melbourne each has a specialist orchestra which provides orchestral services for performances of opera and ballet, generally by Opera Australia and The Australian Ballet-these are the Australian Opera and Ballet Orchestra, and Orchestra Victoria. As these orchestras generally perform in a pit below the main stage, they are known as 'pit' orchestras.

Pit services in other states and territories are generally provided by the resident symphony orchestra.

Where can I find more information on the Review?

General information about the review, including the issues paper which was developed by the Review Panel for the consultation process, is available from the website of the Department of Communications, Information Technology and the Arts: www.dcita.gov.au/orchestras

Attachment A

BIOGRAPHICAL NOTES ON PANEL MEMBERS

MR JAMES STRONG

Mr Strong has been the Chairman of Insurance Australia Group Ltd since August 2001. He is also Chairman of Woolworths Ltd, Rip Curl Group Pty Ltd, the Sydney Theatre Company and the Australia Business Arts Foundation. He is a Director of the Australian Grand Prix Corporation and was until recently on the Board of Opera Australia.

Mr Strong was Chief Executive and Managing Director of Qantas Airways Ltd from 1993 to 2001. Previous positions he has held include Group Chief Executive of DB Group Ltd in New Zealand, National Managing Partner and later Chairman of law firm Corrs Chambers Westgarth, Chief Executive of Trans Australian Airlines (later Australian Airlines) and Executive Director of the Australian Mining Industry Council. Mr Strong has been admitted as a barrister and solicitor.

PROFESSOR MALCOLM GILLIES

Professor Gillies is a deputy vice-chancellor at The Australian National University, responsible for all educational matters, internationalisation and associated student services. He was previously a pro-vice-chancellor at The University of Adelaide, and a faculty dean at The University of Queensland.

Professor Gillies is the author or editor of a dozen books in the analysis and history of early-mid twentieth-century music. He is a former lecturer of the Victorian College of the Arts and the University of Melbourne and is Chair of the ELISION Ensemble which aims to present Australian contemporary music at the highest international level.

Professor Gillies is Deputy Chair of the Australian Youth Orchestra (from 2003), and has been Chair of the contemporary music ensemble Perihelion (1992-97), Chairperson of Australian Music Examinations Board Victoria (1990-92), President of the Musicological Society of Australia (1992-94) and Chair of the Heads of Australian Tertiary Music Schools (1996-97).

MR PETER GRANT

After a career of more than 33 years in the Australian Public Service, Mr Grant retired in 2001 as Deputy Secretary of the then Department of Education, Training and Youth Affairs.

As a junior officer in the 1970s and early 1980s Mr Grant worked for many years in the Tertiary Education Commission, an experience which proved valuable when he again became involved in higher education policy in the late 1980s. Among other responsibilities, Mr Grant led a team which implemented the Higher Education Contribution Scheme (HECS) following Government decisions on the Wran Report in 1988. He played a major role in the policy processes which led to the establishment of the Australian National Training Authority (1992) and the radical reshaping of employment services delivery in Australia (1996).

In retirement Mr Grant remains active in the area of education policy and has also resumed his career as a piano accompanist.

Attachment B

TERMS OF REFERENCE

Objectives

The Review's principal objective is to consider the effective and efficient delivery of high quality orchestral services in Australia.

The Review will make recommendations on ways in which the orchestras and governments can work together to ensure the long term vibrancy and sustainability of Australia's orchestra sector.

The Review will involve broad consultation with relevant stakeholders.

The Review will assume the continuation of ongoing government funding support for the orchestras at existing levels and in similar proportions from the Australian and State Governments.

The Review is an outcome of the 1999 Major Performing Arts Inquiry, and is to be conducted within the framework of the Inquiry's principles and government-agreed recommendations.

The Review will report to the Minister for the Arts and Sport. State and Territory Governments will be consulted on the progress of the review and its outcomes through the Cultural Ministers Council.

Scope

The following orchestras fall within the scope of the Review: the Adelaide Symphony Orchestra, the Melbourne Symphony Orchestra, the Queensland Orchestra, the Sydney Symphony Orchestra, the Tasmanian Symphony Orchestra, the West Australian Symphony Orchestra, the Australian Opera and Ballet Orchestra, and Orchestra Victoria.

The Review will also consider the role of the Darwin Symphony Orchestra and the Canberra Symphony Orchestra in the context of the broader orchestral sector in Australia.

The Review will assess the efficacy of the formal and informal orchestra network arrangements, including Symphony Australia, taking into account the findings of the review of service delivery models commissioned by the Chairs of the symphony orchestra boards.

Issues

The Review will encompass the following issues for the sector:

Operational Issues

The Review will examine those factors which have an impact on the orchestras' capacity to contain costs, including the role of the formal and informal network arrangements between the symphony orchestras in relation to cost control. In doing so the Review will assess the financial position of each of the orchestras, including structural and employment issues which impact on cost-revenue dynamics.

Marketplace Issues

The Review will examine factors which have an impact on the orchestras' capacity to expand audiences and increase revenue. It will look at audience demand, community interest and access, the role of each orchestra in servicing local and national needs and the potential to maximise earned income through box office, commercial fees and private sector support.

The Review will also look at issues relating specifically to the provision of pit services.

Governance Issues

The Review will look at matters pertinent to the good governance of the orchestras, including the appropriateness of the current structure and composition of orchestra boards, the relationship of the State symphony orchestras with the ABC, and how to ensure better practice standards of governance.

The Review will take account of:

• the recommendations of the report of the Orchestral Taskforce;
• the findings of the Review of the Funding Model; and
• the review of service delivery models, including Symphony Australia, commissioned by orchestra board chairs.

Attachment C

A New Era: Orchestras Review 2005: Executive summary

This review has been commissioned by the Australian Government to address the issue of the sustainability of Australia's symphony and pit orchestras. Professional orchestras in Australia are facing constant financial pressure, as are many orchestras around the world.

The review makes 20 recommendations to address the terms of reference issued by the Australian Government in May 2004 to build the sustainability of these orchestras over the medium-term.

Orchestras make an important contribution to cultural life throughout Australia, playing a valuable role in the music community in every state and territory. To foster and support orchestral music, governments contribute significant public funds, totalling $57 million in 2004. For this investment, governments expect orchestras to strive for artistic excellence, to be accountable for how they spend these funds and to demonstrate high standards of governance.

The orchestras have a complex history and each operates in very different circumstances, in terms of size of audience and market, and therefore, commercial opportunities. This means that there was no single and straightforward approach that could be applied to the whole sector.

In today's world, the structure of a symphony orchestra presents an economic challenge. The number of musicians is an orchestra's largest cost component and its capacity to earn income through performance is limited in comparison to the investment in rehearsal and preparations to attain high performance standards. Therefore, orchestras require reasonably large population centres to provide sufficient audience numbers, as well as significant government investment. As costs have escalated, orchestras in the medium or smaller population centres around the world have come under increasing financial pressure. This process is certain to continue, and has, in the past, required the amalgamation of orchestras in Australia.

Focus of review

Within its terms of reference and timetable, this review has concentrated on the financial viability of the orchestras, individually and collectively. As is well known, the review was not an artistic evaluation, nor a 'consultancy' analysis of marketing or other detailed performance measures by individual orchestras. The review proceeded on the basis of identifying specific steps to enhance the prospects of all orchestras over the next decade.

While many actions have been taken by orchestras to change and adapt, this has not been sufficient to assure the sustainability of all orchestras in the sector.

The review acknowledges that there has been a huge contribution by large numbers of people to produce orchestral music under challenging circumstances over many years. This includes board members contributing time and effort for no payment, administrators working on relatively low salaries (as in most other fields of the arts) and musicians who perform for the love of music rather than simply for financial reward.

Full independence and responsible governance

One of the hallmarks of the review is the recommendation to implement finally and fully the separation of the state symphony orchestras from prior ownership and administrative control arrangements, to become stand alone public companies limited by guarantee clearly responsible for their own futures. This is a new era for orchestras in Australia.

Further steps in the governance and ownership arrangements of the six state symphony orchestras are required also to continue the process of cultural change. The review considers that rapid implementation of actions to make the six state symphony orchestras fully independent is a major priority. In some cases, lack of clarity in terms of responsibility has led to problems not being tackled, or to the deferment of hard decisions which are threatening the future of the orchestras.

It is clear that the era of Australian Broadcasting Corporation (ABC) establishment and responsibility for the six state symphony orchestras in Australia was of great significance and has left the country a wonderful heritage. However, it appears that this background may have had the effect of insulating some orchestras to varying degrees from the pressures and changes in their marketplaces. In addition, it appears there may have not been sufficient realism about the financial performance of orchestras, or the size of orchestra ensemble in relation to audience, or different levels of salaries able to be supported in different locations. In the context of today's marketplace and governance arrangements, the conditions and standards associated with that structure are not sustainable going forward.

To implement this new era of full independence, one-off assistance from governments is necessary. This one-off funding will enable changes to establish an appropriate corporate structure and robust governance arrangements for each orchestra. The funding is tied to structural changes which are paramount for sustainability in the medium term.

Realistic financing

The terms of reference for this review preclude changes to the ongoing base grants for the symphony and pit orchestras.

However, the review does accept that a contributing factor to the financial pressures experienced by orchestras is the rate at which government base grants have been indexed due to the requirement to pay an 'efficiency dividend'. While not the only factor, it is a critical factor threatening the financial future of the orchestras. The review recommends it should be discontinued. If a total change is not possible, a detailed review should establish a modified formula for orchestras, taking into account that the cost of players is the single largest component, not capable of significant efficiency or productivity improvements in terms of numbers. To leave the efficiency dividend as at present will lead inevitably to further financial difficulties at an early date.

Governance and funding reforms should contribute to significant improvements in the ongoing viability of the sector. These reforms will not be sufficient on their own to ensure sustainability and need to be supported by changes to employment arrangements for musicians and to the size and structure of some orchestras.

Viable employment arrangements

In recent years following a number of reviews, the orchestras and musicians have negotiated some improved flexibility in the working arrangements for musicians. However, these are modest compared with changes in general industry.

Further improvements to flexibility in workplace arrangements are necessary to help achieve medium to longer term viability of the orchestras. The orchestral sector has not made as many changes to workplace arrangements as have occurred in the broader community. The review has identified some key areas for continuing change. Lack of further progress will threaten the future of orchestral music in Australia. While change is difficult and painful, it is vital today in every area of corporate and community activity.

Sustainable structures

In order to ensure that the size and structure of each orchestra is appropriate and reflects its marketplaces and attendances, the review reached the conclusion that the size of the ensemble of three of the six state symphony orchestras needs to be reduced. Government assistance will be required to facilitate this, tied to the implementation of change.

Orchestral services

The changes recommended by the review apply for the most part to the six state symphony orchestras. The terms of reference also required consideration of orchestral services to opera and ballet companies around the country. Only Sydney and Melbourne have specialist opera and ballet orchestras, with orchestral music provided to opera and ballet in the other state capital cities by the resident symphony orchestra.

For Sydney the review has concluded that significant change is needed and has made some preliminary recommendations for how this should proceed. This change is linked to the operations of both Opera Australia and The Australian Ballet and requires a re-examination of how orchestral services in Sydney are funded. It was not possible to carry out such a comprehensive examination under the terms of reference of this review. Further attention is needed urgently to this issue, including any consequential issues for orchestral services in Melbourne.

Territory orchestras

The review was also asked to examine the roles of the two territory orchestras in Canberra and Darwin. These have not in the past received ongoing support from the Australian Government. The review considers that these orchestras could greatly benefit from a closer relationship with the state symphony orchestras and has recommended some government funding to facilitate this.

Implementation

The package of recommendations proposed by the review will require significant investment from governments and rapid action from the orchestras themselves - their boards of directors, their management and their musicians. Major decisions are needed quickly if the recommendations of this review are to be implemented effectively. All recommendations are inter-dependent and it is suggested that additional one-off funding is conditional upon acceptance and implementation by the orchestras of the related restructuring. None of the components can on its own improve the outlook for the sector. They must be implemented together and as soon as possible.

Recommendations

The review makes 20 recommendations set out below to improve the sustainability of symphony and pit orchestras in Australia.

Responsible governance

1. The six symphony orchestras which are currently subsidiaries of the ABC should be divested from the ABC, be wound up and reconstituted as public companies limited by guarantee. This change should be made as soon as possible, but in any event completed by no later than 1 January 2006.
   
   Governments should provide up to $100 000 per orchestra to facilitate establishing the new public companies, for the necessary legal, accounting and administrative services involved.
2. In order to satisfy the requirements for their incorporation as public companies limited by guarantee, governments should provide the funding required to eliminate accumulated deficits of the six symphony orchestras at the point of incorporation. Any increases in an orchestra's deficit beyond its 2005 budget as previously approved by the Australia Council and the relevant state funding agency have to be deducted from its base grant for 2006.
3. Service-level agreements should be negotiated between each symphony orchestra and the ABC to preserve the mutual benefits of current arrangements in terms of promotion and broadcasting of performances. These agreements should be negotiated and concluded before 1 January 2006 as a condition of funding for each orchestra.
4. Existing employees of the six symphony orchestras should maintain their current superannuation benefits, including their membership of the Australian Government superannuation schemes, when the companies are reconstituted as public companies limited by guarantee. However, new employees from the date of incorporation should have access to an accumulated benefits scheme providing benefits at the current community standard.
5. The appointment of directors to the new boards of the independent state symphony orchestras should have regard to the level of responsibility required for public companies limited by guarantee. To begin this new era of governance, the initial chair of each new board should be appointed following close consultation between the Australian Government and the relevant state government.
6. Each of the eight professional orchestras should be required to publish an annual report of its artistic, educational, commercial and other activities which includes a set of audited financial statements and an outline of its achievements against key performance measures. Annual reports are to be issued within four months of the end of a company's financial reporting period.

Realistic financing

7. Governments remove the current 'efficiency dividend' and provide full indexation of their ongoing base grants to the eight professional orchestras. Full indexation should be made conditional upon the orchestras accepting and committing to implement the changes recommended in this report as adopted by governments.
8. In the event that the efficiency dividend is not removed for the eight professional orchestras, a new funding model needs to be developed which makes realistic assumptions as to the limited flexibility of the predominant cost of people and to the growth in non-government income which can be achieved to offset the declining value of government funding.

Viable employment arrangements

9. Orchestra management and musicians must continue to negotiate to achieve improvements in workplace flexibility and productivity, particularly in the following areas:
   (a) The exclusion of non-playing calls from musicians' daily and weekly call limits and annual call count.
   (b) The removal of the small ensemble loading to enable increased opportunities for orchestras to earn revenue.
   (c) The reduction of the maximum entitlement payable to musicians under loss of proficiency provisions from 77 weeks of salary to 48 weeks of salary, in line with the Orchestral Musicians Award 1999. Processes surrounding the management of loss of proficiency cases should also be reviewed and streamlined in the interests of greater efficiency.
   (d) The development and implementation by musicians and management of a formal and transparent procedure for managing artistic proficiency. (e) Other innovations to improve the efficiency and productivity of orchestras and thereby the future career prospects of musicians.
10. A program should be established to assist orchestras with the funding of loss of proficiency cases, on the condition that the maximum payout is 48 weeks pay at the relevant salary rate and dependent on length of service. A one-off amount of $4 million over two years should be provided by governments for this program.
    
    Payments under this program are only available to orchestras that have implemented a formal proficiency management procedure as described in Recommendation 9(d).
11. The six state symphony orchestras should be supplemented for increases in their public sector superannuation costs on the same basis as Australian Government departments and agencies. This supplementation should commence from 1 January 2006.
12. Governments should provide one-off financial support of $0.5 million to engage specialist services to develop and implement improved occupational health and safety injury prevention strategies in the eight professional orchestras.

Sustainable structures

13. The review recommends that The Queensland Orchestra reduce the size of its ensemble to triple wind or approximately 74 full-time equivalent musicians and governments provide up to $1.1 million in one-off funding to assist The Queensland Orchestra to meet its redundancy cost obligations, depending on actual costs incurred. The funding proposed in Recommendation 2 to eliminate the orchestra's deficit should be made conditional upon acceptance and implementation of this recommendation.
14. The review recommends that Adelaide Symphony Orchestra reduce the size of its ensemble to double wind or approximately 56 full-time equivalent musicians and governments provide up to $1.3 million in one-off funding to assist Adelaide Symphony Orchestra to meet its redundancy cost obligations, depending on actual costs incurred. The funding proposed in Recommendation 2 to eliminate the orchestra's deficit should be made conditional upon acceptance and implementation of this recommendation.
15. The review recommends that Tasmanian Symphony Orchestra reduce the size of its ensemble to that of a small double wind orchestra of approximately 38 full-time equivalent musicians and governments provide up to $1.1 million in one-off funding to assist Tasmanian Symphony Orchestra to meet its redundancy cost obligations, depending on actual costs incurred. The funding proposed in Recommendation 2 to eliminate the orchestra's deficit should be made conditional upon acceptance and implementation of this recommendation.
16. In addition to the funding recommended under Recommendations 13, 14 and 15, governments should provide one-off funding of $300 000 in total to assist The Queensland Orchestra, Adelaide Symphony Orchestra and Tasmanian Symphony Orchestra to manage the consequential process of structural adjustment.
17. Governments need to initiate an urgent examination of future governance and funding arrangements to apply to the delivery of orchestral services in support of the Sydney and Melbourne seasons of Opera Australia and The Australian Ballet. The examination should be conducted in accordance with the principles established by the current review (responsible governance, realistic financing, viable employment arrangements, and sustainable structures), and be completed to allow all new arrangements to be implemented by 1 January 2006.
18. As an interim measure only, the review recommends that governments provide $1.5 million in 2005 to assist Opera Australia to cover the operating costs of the Australian Opera and Ballet Orchestra until the new arrangements are agreed and implemented.
19. The Australian Government should provide $100 000 annually to each of Canberra Symphony Orchestra and Darwin Symphony Orchestra to enable them to build their relationships with the six state symphony orchestras and to access the support services available to those orchestras.
20. The orchestras should determine and implement alternative arrangements for the delivery of the services and programs currently provided by Symphony Australia, in consultation with the ABC. All new arrangements should be implemented no later than 1 January 2006.