Australian Major Performing Arts: Submission to Department of Education

Australian Major Performing Arts: submission to Department of Education

Review of Skilled Migration job code lists: STSOL and MLTSSL

29/11/2017

The Major Performing Art companies (MPAs) are major employers of Australian artists and arts administrators. All MPAs seek to employ from within Australia first. In 2016, FTE employment grew by 153.4 positions, and total income generated by the MPAS grew by 10.3%. Achieving this positive result requires skills of the highest order on stage and behind the scenes.The MPAs compete internationally to retain and attract specialised skills and expertise. They need to increase capacity byemploying a very small number of people from abroadto address skills gaps in the company and embed new expertise in the sector.

The Department of Employment Industry Employment Projections 2017 expect jobs in the Arts and Recreational Services sector to grow by 13.8%from 2017–2022, making it the sixthhighest growth sector, with the total number of new positions greater than the IT sector and just behind FinancialServices sector. Within this, the performing arts are expected to generate 5.9% jobs growth. The jobs with the highest growth outlook are Artistic Directors (6.5%) and Dancers,Actors and other Entertainers being 4.5%.

The roles discussed below are specialised, and the MPA companies compete internationally to attract elite performers and expertise in leading elite companies.

Dancers 211112:While musicians areappropriately on the MLTSSL, dancers have been placed on the STSOL—creating inconsistent and detrimental treatment of verifiable skills gaps in the elite ballet companies. This is problematic forthe national and stateballet companies who rely on the strategic appointment of a small number of overseas dancers to address the skills gaps and professional training standards in the company over the long term.

The table below records the significant growth in employment of professional ballet dancers from 2013/14 to 2017/18 of approximately 35 per cent in the MPA Ballet companies, in an environment where there is already a skills shortage for dancers at the elite level. (This excludes guest dancers and child dancers.)

Company / No. of Dancers employed 2014 / No. of Dancers employed 2017 / 2018 forecast
The Australian Ballet / 74 / 95 / 95
Queensland Ballet / 27 / 47 / 50
West Australian Ballet / 34** / 40*
Total / 135 / 182

Note: WAB core company of dancers commenced expansion a year prior to TAB and QB

** 2013 total FT dancers

* 2016 total FT dancers

The MPAs are investing in training to address skillsgaps; however,the sector operates and competes to attract local dancers given the competition for talent at this eliteinternational industry level. Many Australian dancers work overseas. This also means long-term contracts are essential to attract and retain international elite dancers and support the companies’ ambitious long-term artistic commitments.With the predicated growth in dance employment, the skills gap will continue. Companies report there will be a strategic need for a small number of skilled migrants to be embedded in the Australian sector for the medium- to-long term for the foreseeable future.

Dancers:AMPAG recommends the job code for Dancers be moved to MLTSSLwith the caveat that employment must be full time with a professional NFP company.

Artistic Directors212311: Demand for Artistic Directorsis forecast to grow. As the average pay rates and arts company structure demonstrates(see AMPAG Salary Survey[1] and AMPAG employment flow chart),they are the arts leaders in the company (and sometimes have co-CEO roles). Theydetermine the direction of all outward-facing activities —they are the human face of the company. When an overseas candidate is considered for therole, it must be along-term engagement,given themajor impact they have on the direction and structure of the company and the need for them to settle and deeply engage in Australia and the country’s cultural discourse.There are no artistic directors on short-term contracts across the MPAs.

Artistic Directors:AMPAG proposes the role of Artistic Director is moved across to the MLTSSL with similar caveat salary caveat adopted for CEOS.

Music Director 211212: As the flow chart provided demonstrates,the Music Director is the orchestra’sequivalent position to ArtisticDirector in dance, theatre or opera, and orchestras need capacity to secure their tenure for themedium to long term.

AMPAG recommends the job code for Music Director be moved to MLTSSL.

Arts Administrators and Managers 139911:Thisvisa job code is used irregularly,yet is critical. Where local expertise is lacking, an international candidate can introduce developed skills and different experiences/ methodologies that assist the companies to advance the sustainability of their operation. As the AMPAG Salary Survey indicates (section 5),there is currently a shortage of philanthropic managers within the Arts.Another key role filled using this code is Director of Artistic Planning (one per orchestra). These Directors are highly specialised with large international networks of artists and agents, and usually speak multiple languages as well as having in-depth understanding of repertoire and classical music. There are a tiny number of Australians with the full skillset required. When an international person is appointed to one of these roles, they assist in training Australians to ultimately move into the roles. They are likely to have families and need certainty and long-term contracts to attract them to Australia.

AMPAGrecommends the job code for Arts Administrators and Managers be moved to MLTSSL

Attachments:

AMPAG Salary Survey
The Department of Employment—Industry Employment Projections 2017
Administration and Artistic Structures in MPA Companies

Additional Evidence

The Australia Council for the Arts is responsible for the administration and monitoring of the joint state and federal government fundingagreements for each of the MPA companies. This includes the following key performance indicators:

demonstrating a leadership role in the development of performing arts encompassing the development of artists
making ongoing improvements to its business, which strengthen sustainability and reduce reliance on government subsidies
fostering a vibrant and sustainable cultural sector.

TheAustralia Council for the Artsis well placed to advise government on the merits of extending MLTSSL status to the specific job codes recommended by the AMPAG.

Attachment 1

Excerpts from Department of Employment report: Industry/Occupations projections 2017-2022

Source link:

Industry / Projected jobs growth / percentage
1 / Health Care and Social Assistance / 250.5 / 16.1
2 / Professional, Scientific and Technical Services / 126.4 / 12.5
3 / Education and Training / 116.2 / 12
4 / Accommodation and Food Services / 97.6 / 11.2
5 / Construction / 120.7 / 10.9
6 / Arts and Recreation Services / 21.4 / 9.9
7 / Public Administration and Safety / 75 / 9.3
8 / Rental, Hiring and Real Estate Services / 18 / 8.5
9 / Administrative and Support Services / 34.9 / 8.4
10 / Transport, Postal and Warehousing / 40.3 / 6.5
11 / Financial and Insurance Services / 24.6 / 5.6
12 / Retail Trade / 45.6 / 3.7
13 / Information, Media and Telecommunications / 6.9 / 3.3
14 / Mining / 5.6 / 2.4
15 / Wholesale Trade / 1.9 / 0.5
16 / Other Services / 12.3 / 0.25
17 / Agriculture, Forestry and Fishing / -2.4 / -0.8
18 / Manufacturing / -38.3 / -4.2
19 / Electricity, Gas, Water and Waste / -9 / -7
Industry Projections 2017–2022
Level / ANZSIC 06 Code / Industry / Employment level -
May 2017 ('000) / Department of Employment Projections
Projected employment level -
May 2022 ('000) / Projected employment growth -
five years to May 2022
(‘000) / %
1 / R / Arts and Recreation Services / 215.2 / 236.5 / 21.4 / 9.9
2 / 89 / Heritage Activities / 27.4 / 27.8 / 0.5 / 1.7
3 / 890 / Heritage Activities, nfd / 0.1 / 0.1 / 0.0 / 0.0
3 / 891 / Museum Operation / 8.0 / 7.9 / 0.0 / -0.3
3 / 892 / Parks and Gardens Operations / 19.3 / 19.8 / 0.5 / 2.5
2 / 90 / Creative and Performing Arts Activities / 43.2 / 45.7 / 2.5 / 5.9
3 / 90 / Creative and Performing Arts Activities / 43.2 / 45.7 / 2.5 / 5.9
2 / 91 / Sports and Recreation Activities / 116.5 / 133.4 / 16.9 / 14.5
3 / 910 / Sports and Recreation Activities,nfd / 1.0 / 1.1 / 0.2 / 17.6
3 / 911 / Sports and Physical Recreation Activities / 91.9 / 107.0 / 15.1 / 16.5
3 / 912 / Horse and Dog Racing Activities / 10.7 / 11.4 / 0.7 / 6.6
3 / 913 / Amusement and Other Recreation Activities / 13.6 / 14.5 / 0.9 / 6.6
2 / 92 / Gambling Activities / 27.1 / 28.5 / 1.4 / 5.0
3 / 920 / Gambling Activities / 27.1 / 28.5 / 1.4 / 5.0
2 / R0 / Arts and Recreation Services, nfd / 0.8 / 0.9 / 0.1 / 13.8
3 / R00 / Arts and Recreation Services, nfd / 0.8 / 0.9 / 0.1 / 13.8
2017 Occupation Projections May 2017–May 2022
Occupation Level / Skill Level / Occupation Code / Occupation / Employment level - May 2017 ('000) / Department of Employment Projections
Projected employment level - May 2022 ('000) / Projected employment growth - five years to May 2022
('000) / (%)
2 / 21 / Arts and Media Professionals / 106.8 / 107.0 / 0.1 / 0.1
3 / 211 / Arts Professionals / 45.0 / 45.0 / 0.0 / 0.0
4 / 1 / 2111 / Actors, Dancers and Other Entertainers / 10.4 / 10.8 / 0.5 / 4.5
4 / 1 / 2112 / Music Professionals / 8.7 / 8.1 / -0.6 / -7.0
4 / 1 / 2113 / Photographers / 15.7 / 16.4 / 0.7 / 4.5
4 / 1 / 2114 / Visual Arts and Crafts Professionals / 8.5 / 8.0 / -0.5 / -5.8
4 / 1 / 2110 / Arts Professionals nfd / 1.3 / 1.2 / -0.1 / -4.6
3 / 212 / Media Professionals / 62.6 / 62.7 / 0.2 / 0.2
4 / 1 / 2121 / Artistic Directors, and Media Producers and Presenters / 14.1 / 15.0 / 0.9 / 6.5

Attachment 2:

Excerpts from: Australian Major Performing Arts Group

2017 National Salary Benchmarking Report

Confidential

Prepared August 2017

______

Section 5: Recruitment

AMPAG companies were asked to list the employee roles that were hard to fill and/or hard to retain.

21 companies responded with a range of roles identified as being difficult to fill and/or challenging to retain. These included positions from entry level administrative staff to senior roles such as Head of Development, Marketing and Finance.

9 companies reported difficulties in recruiting for development positions
6 companies reported difficulties in recruiting marketing personnel
4 companies reported difficulties in recruiting for administrative positions
3 companies reported difficulties in recruiting for senior finance / accountantpositions
3 companies reported difficulties in recruiting for technical staff

One company also reported that while recruiting appropriate candidates was not an issue, they had trouble retaining staff due to limitations in progressing careers within the company. This feedback aligns with the results outlined in section 7 of this report — Challenges, with 13 companies identifying retention, training and career progression as a major challenge.

Changes in MPA average total salary packages 2014–2017

Table 8 Details withheld

Attachment 3

[1] This AMPAG Salary Survey did not canvass data or recruitment issues on positions covered by existing industry awards — this includes performers, technical staff and creative teams, e.g. directors, designers and construction).