Foh Guidelines 2013

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F R O N T O F H O U S E G U I D E L I N E S Prepared for: MacMS, 2013 Prepared by: Stevie Bryant M A C Q U A R I E M U S I C A L S O C I E T Y 2 0 1 3 macms.org telephone: 0430 270 774 email: [email protected]

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Macquarie University Front Of House Guidelines 2013

Transcript of Foh Guidelines 2013

Page 1: Foh Guidelines 2013

F R O N T O F H O U S E G U I D E L I N E S

Prepared for: MacMS, 2013

Prepared by: Stevie Bryant

M A C Q U A R I E M U S I C A L S O C I E T Y2 0 1 3

m a c m s . o r g • t e l e p h o n e : 0 4 3 0 2 7 0 7 7 4 • e m a i l : t r e a s u r e r @ m a c m s . o r g

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C O N T E N T S

1. The Introduction & The Credo

2. The Constitution

2.1 About

2.2 Why the change in process?

2.3 The bigger picture: Where do we fit in?

2.4 Visual Stimulation

3. The Game Plan

3.1 What is What?

3.2 Who is who?

3.3 Objectives

4. The Team

4.1 Leadership, Experience, Growth

4.2 Job Descriptions

5.The Example

5.1 Who, What, When, Where?

5.2 Roles, Roster, Rotations

6.The Application Process

6.1 Why me?

6.2 When?

6.3 How?

7. The Nitty Gritty

7.1 Spreadsheets and Tables and Forms! Oh My!

7.2 Box Office - Formulated

7.3 Cash Box Accountability Form

7.4 Refreshment Record Form

6.The End

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Dear Members,

Welcome to the year of 2013.

Within this document you will find the guidelines relevant to the management of Front of House within the society for the year ahead.

As Treasurer I am nominated to be responsible for the account keeping, the budgeting and flow of funds within the society. In keeping with this I will be in direct contact with Front of House staff during each production.

Our goal as a society is to produce a high standard of theatre, opposed to making profit. However the profitability of these productions, drawing on the combined efforts of other executive roles, allows MacMS to continue to be in a strong position for the future of our productions.

These guidelines have been developed as a solution to transparent record keeping and chains of accountability. During an ongoing audit of the society’s documentation for pre-vious productions it has been noted that the Front of House procedures have not had an effective or unified strategy across the years. As such, the methods put in place align combined experience with specific goals to fulfill the need for present and future man-agement of this aspect of our society.

While this is the first time Front of House has been run with these methods for MacMS, if successful it is my hope that the executive will continue to build on a strong front of house vision in the future. It is important to note that these procedures draw on the collaborative thoughts of the executive, these ideas are not new, but as defined within this document, aim to cement the financial position of the society.

Kind Regards,

Stevie

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2. The Constitution

2.1 About

The constitution in full can be found on the MacMS website: www.macms.org

The constitution states:

15. f)  The Executive must ensure that a reasonable audit is undertaken of the Society’s accounts and that all moneys received through ticket sales and any other profit from the show is returned to

the Society promptly.

The following guidelines represent the way the 2013 executive wish to express this constitutional

point. Within in the Pitching Guide produced by 2013 Artistic Director, Kate-Marie Thorpe, it is stated:

FOH Manager: Front of House will no longer be a responsibility of the Producer to organise. A FOH

Manager and team will be appointed to each show by the Executive in accordance to the Front

of House Management Guidelines. This will also be a separate budget to the production budget.

Producers take not.

2.2 Why the change in process?

As previous members know, the role of Front of House has been predominantly orchestrated by the

producer in the past, and is generally considered a one or two night responsibility with little prepa-

ration or training.

As we move into a more transparent recording system it is necessary that our commitment to Front

of House duties maintain a consistent standard, across a production run, as well as the year.

As with any role in a production, be it performer, creative, or admin, there is an expectation that

your involvement in the society is voluntary, usually from a place of personal, social or professional

growth. It is our belief in the executive that this should apply to all involvement throughout the pro-

ductions. The increase of participation and responsibility of the FOH staff in this way has been in-

creased, in both time and importance to give more members an opportunity to participate and

develop in a variety of ways.

The emphasis this year is on professionally. We are looking for people who are enthusiastic, have

skills in either hospitality and/or customer service, and who are willing to put in the time to work as a

team towards a common goal.

2.3 The Bigger Picture: Where do we Fit in?

Previously, the roles required from Front of House staff have been selected by either the executive

of the Production team. In an attempt to unify the reporting process this will now be done from dis-

cretion of the treasurer, with an open dialogue with the production team.

Familiarity with the structure of a production is highly relevant to the roles for the Front of House

team. These communication pathways benefit the smooth transition throughout the production

from when the house is live to exit.

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P r o d u c e r

A Producer will be familiar with the administration of the production, they are to

(1) be responsible for all administration and financial issues of their appointed Show;

(2) be responsible for financial transactions and petty cash regarding their appointed show,at the

discretion of the Treasurer.

(3) negotiate with the Director and Music Director to appoint any other person needed for the

Show;

(4) be the arbitrator of all conflict within their appointed Show;

(5) be accountable to the Artistic Director regarding the Show;

(6) be responsible for all venue hire in accordance with the standards of the hirer; and

(7) be responsible for all materials hired out,production rights and the returning of all loaned docu-

ments.

Therefore they are an asset to the highway of knowledge necessary. The Producer is also in contact

directly with the Publicity Officer and Treasurer and will be aware of the feel of the production.

S t a g e M a n a g e r

As motioned and carried by the executive for 2013, the position of Stage Manager is a necessary

element of Production, appointed by the Production Manager. The Stage Manager is responsible

for coordinating all stage elements. Collaboration with this role will ensure that both backstage

elements and audience entrance is timely and efficient.

For clarification on the streams which particular new roles are responsible to,

please see flowchart below.

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Figure 1

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2.4 Visual Stimulation

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3. Front of House: The Game Plan

3.1 What is What?

“The Executive are assembled to stand on behalf of the society. We’re not a higher power or imperial rulers; we’re elected by you to uphold the society and its constitution. So you see, it’s no Battle Royale: we are here to extend our assistance

and work with you to make your production great“ - Kate-Marie Thorpe, Pitching Guide, 2013

The Team assembled for Front of House will fulfill well rounded, and essential roles. Each role fills a

particular need, and thus requires a particular set of skills. The mix of leadership, admin, service and

hospitality skills engage a range of people.

As part of the Front of House experience you will be placed on a role or rotation which will ensure

you get to interact and experience a range of elements, you will get to participate in production

social events, including the wrap-party, and receive a complimentary ticket to the production.

The front of house team are responsible for getting audiences to their seats, troubleshooting, mak-

ing sure shows start on time, ushering and being friendly to all members of the public. You work

closely with the stage manager and crew and meet lots of people and therefore must be a strong

communicator.

According to the role descriptions which follow, you will be in contact with a range of people from

the executive committee and the production team of each show. The executive are nominated to

support our members and productions to successfully produce musical theatre, in this sense they

are predominately administrative roles. These roles, particularly that of the treasurer, will work in con-

junction with yours to ensure a smooth transition of all products and funds.

3.2 Who is who?

In the past Front of house has consisted of two main roles,

• Ticket sales

• Candy Bar

In 2013 these roles are still relevant, but the job descriptions have been reevaluated and refined to

a structure which suits the needs of the society. This year the structure of the Front of House team

will consist of several distinct roles.

• House Manager

• Box Office

• Refreshments

• Merchandise / programs

• Ticket collector

• Usher

• Floater

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Depending on the production, and the expected traffic a team of 3-7 will be assembled. This team

will be allocated evenings which they will be required to attend, no less than 3 performances.

In the past the Front of House team has been required a minimum of one evening, are given com-

plimentary viewing privileges and are not held accountable for the transfer of funds following col-

lection. This will no longer be the procedure.

Firstly the House Manager will be allocated, by the treasurer, and the front of House team will sub-

sequently be assembled. It is encouraged that a social event or meet and greet with the creative,

performing and technical team is organized.

All front of house team will be expected to attend a briefing on either bump in or production week

of the show. They will be given their roles and roster, as well as an overview of the show, expected

attire and introduced to any merchandise and refreshments on offer. This is to ensure all our Front of

House staff are engaging with the society on a professional and consistent level, equal to that of

other engaged members.

It is important that the availability of the Front of House team is similar to that of the performers and

crew. You would hardly audition for a role if you had to work the Thursday night of show week, like-

wise you shouldn’t volunteer for these roles if you cannot commit to the show nights.

3.3 Objectives

The overall objectives of the Front of House team in 2013 are

A u d i e n c e i n t e r a c t i o n

A) all customers are greeted with a polite, professional and happy disposition

B) Served efficiently

C) offered an appropriate selection of refreshments, served in the correct conditions

D) allowed entry to the venue prior to show commencing at 8pm

E) refreshments and merchandise are offered in various ways (ie traditionally candy bar, now mo-

bile)

R e p o r t i n g a n d D o c u m e n t a t i o n

A) accurate records of ticket sales are maintained

B) stock movement is reported every evening

C) deposit of takings are done on a daily basis

D) records of cash handling are collated and collected by the treasurer

E) Front of House team are accountable for each shift

F) sign on/off sheets are maintained.

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P r o f i t a b i l i t y

A) pricing is accurate and maintained, communicated clearly

B) team members achieve their targets for selling consumables and merchandise

C) Pre-ordered beverages are available

D) more variety is available to customers

E f f i c i e n c y

A) each evening runs smoothly from the point of view of the public

B) reservations are up to date as at 5:30pm that day

C) the entire venue is cleaned and presentable by 7pm ready for venue open

D) box Office is ready to open at 7:15

E) refreshments are ready to open at 7:15

F) box office closes at 7.45

G) doors open at 7:50

H) Show commences at 8pm Sharp

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4. The Team

4.1 Leadership, Experience, Growth

The breakdown of roles identify the elements of House Keeping which will be the sole responsibility

of the appointed team. The balance of team members ensure that each member has their own

goals, tasks, responsibility and accountability all towards a common goal. The training will give

members a chance to be involved in every stage, ensure that mentoring and rotation is encour-

aged and all team members get an opportunity to participate.

4.2 Job Descriptions

F r o n t o f H o u s e M a n a g e r ( a . k . a H o u s e M a n a g e r )

Based in Lighthouse Theatre, Foyer

Reports to Treasurer and Stage Manager on duty

Purpose

Ensure the smooth transition from arrival of audience to interval and exit, maintaining all areas are

running smoothly and all safety precautions are taken.

Key responsibilities

(1) Appointing the front of house team

(2) Rostering the team appropriately

(3) Communicating with Producer and Stage Manager to appropriately brief the FOH team.

(4) The Theatre, Foyer and lavatories are suitably maintained for public entry.

(5) Front of House Team are present and carrying out duties.

(6) Cash floats are counted prior to sales, signed off.

(7) Reservations for each performance are updated in the spreadsheet and given to Box Office.

(8) Ticket sales are accounted for in documentation and in money taken. Sealed for deposit with

appropriate form.

(9) Communicate with Stage Manager to open doors before the show (19:50), interval and at the

end of the show.

(10) Take on any role on the FOH team, including Box Office, Refreshments, Usher, ticket collector,

merchandise.

(11)Ensure the takings from Candy Bar correlate to stock on Hand.

(12)Count Cash Floats for the following day, signed off by H.M and another FOH staff.

(13) Safe keeping of the Cash floats between briefing and Closing night.

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(14)Depositing takings to Campus Experience Cashier, Level 3, Campus Hub no later than the

Monday following Bump Out.

(1) Providing all documentation in electronic format by Bump Out to [email protected]

Scope

This is a leadership role, the person in this role will be expected to complete their duties and ensure

that each team member also fulfills their role. This requires communication and transparency, rather

than dictating orders. The House Manager will also be required, in most cases, to step into many

roles in any given night.

B o x O f f i c e

Based in Lighthouse Theatre, Ticket Desk

Reports to House Manager

Purpose

Enthusiastically sell tickets to reserved and walk in patrons, ensuring correct money and change is

given, and any performance conditions are communicated.

Key responsibilities

(1) Ensuring the ticket desk is presentable to the public

(2) The cash float is correct at the commencement of the night and the end of the night, Signed

off by House Manager

(3) Ticket Pricing information is understood and visible

(4) Door Opening and conditions of performance (ie Strobe Lighting, nudity, course language, fog/

smoke) is communicated to patrons

(5) Knowledge of the Lighthouse layout, emergency exits, toilets, refreshments

(6) Greet the public with a positive disposition

(7) Calculate and provide change correctly using the spreadsheet provided

(8) Document bookings/reservations, cancelled reservations

(9) Communicate capacity to House Manager

(10)Collect Tickets / stubs at entry as audience enters seating.

(11)Count tickets / stubs against Spreadsheet and takings.

(12)Post count the float and takings, confirm the amount taken, fill in the appropriate documenta-

tion and sign the collection of money.

Scope

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This is a communication and customer service role, the person in this role will be expected to com-

plete their duties and assume accountability for documenting the audience patronage of each

evening. This will culminate in the documentation of ticket sales, double checking with collection

and signing off the accepting of funds. This role requires a good sense of numbers and an efficient

work ethic, while maintaining a polite manner.

R e f r e s h m e n t s

Based in Lighthouse Theatre, Candy Bar

Reports to House Manager

Purpose

Serving and preparing refreshments prior to the show and during interval, preparing pre-ordered

beverages prior to interval, collecting money and greeting customers.

Key responsibilities

(1) Ensuring the Candy Bar is presentable to the public

(2) The cash float is correct at the commencement of the night and the end of the night, Signed

off by House Manager.

(3) Item Pricing information is understood and visible.

(4) The stock is kept securely and appropriately within the Candy Bar area.

(5) Knowledge of the Lighthouse layout, emergency exits, toilets, refreshments.

(6) Greet the public with a positive disposition.

(7) Calculate and provide change correctly.

(8) Document sold items.

(9) Food Handling, identifying the needs and wants of customers and suppying these in a timely

fashion.

(10)Take beverage Pre-orders prior to the show, ensure these are ready for interval.

(11)Post count the float and takings, confirm the amount taken, fill in the appropriate documenta-

tion and sign the collection of money.

Scope

This is a food handling and customer service role, the person in this role will be expected to com-

plete their duties and assume accountability for documenting the movement of stock each eve-

ning. This will culminate in the documentation of stock movement, double checking with takings

and signing off the accepting of funds. This role requires a good sense of numbers and an efficient

work ethic, while maintaining a polite manner. Food Handling experience proffered.

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Based in Lighthouse Theatre, Foyer, Auditorium

Reports to House Manager.

Purpose

The role of this team member includes ensuring all audience members are seated, safely, to the

benefit of all patrons. Ensuring any audience members with disabilities are catered for, opening

and closing doors and awareness of appropriate exit points in the show.

Key responsibilities

(1) Communication with Box Office about any customer circumstances.

(2) Ensuring door opening and conditions of performance (ie Strobe Lighting, nudity, course lan-

guage, fog/smoke) is communicated to patrons.

(3) Knowledge of the Lighthouse layout, emergency exits, toilets, refreshments.

(4) Greet the public with a positive disposition.

(5) Communicate capacity to House Manager, head count of seating.

(6) Collect Tickets / stubs at entry as audience enters seating.

(7) Ring Front of house bell following communication from Front of house Manager.

(8) Ensure lavatories are empty before doors close

(9) Allow and control seating, according to capacity and ensuring all paying customers are

seated.

(10)Allowing late comers appropriate entry points.

Scope

This role requires an outgoing person who is willing to approach people and offer them programs or

refreshments. Someone who takes initiative and is flexible enough to step into a variety of areas.

This role may be combined with an Usher.

F l o a t e r

Based in Lighthouse Theatre, Foyer, Auditorium

Reports to House Manager.

Purpose

The role of this team member includes floating between tasks depending on demand, it may be

filled by the House Manager themselves, or be an additional hand for expected busy evenings. This

role may move between refreshments and merchandise, as well as ushering. It is also viable as a

roving merch or refreshment option, show dependent.

Key responsibilities

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(1) Selling Merchandise mobile

(2) Working as a part of the refreshment or Box office float.

(3) Ensuring door opening and conditions of performance (ie Strobe Lighting, nudity, course lan-

guage, fog/smoke) is communicated to patrons.

(4) Knowledge of the Lighthouse layout, emergency exits, toilets, refreshments.

(5) Greet the public with a positive disposition.

(6) Ensure stock is tracked.

(7) Communicate capacity to House Manager, head count of seating.

(8) Collect Tickets / stubs at entry as audience enters seating.

(9) Ring Front of house bell following communication from Front of house Manager.

(10)Ensure lavatories are empty before doors close

Scope

This role requires an outgoing person who is willing to approach people and offer them programs or

refreshments. Someone who takes initiative and is flexible enough to step into a variety of areas.

This role may be combined with an Usher.

M e r c h a n d i s e / P r o g r a m s

Based in Lighthouse Theatre, Ticket Desk

Reports to House Manager, In collaboration or merged with Box Office

Purpose

Sell programs or MacMS merchandise to audience members, ensuring correct money and change

is given, and any performance conditions are communicated.

Key responsibilities

(1) Ensuring the Merchandise is displayed aesthetically

(2) The cash float is correct at the commencement of the night and the end of the night, Signed

off by House Manager

(3) Pricing information is understood and visible.

(4) Knowledge of the Lighthouse layout, emergency exits, toilets, refreshments.

(5) Greet the public with a positive disposition.

(6) Calculate and provide change correctly, input into the spreadsheet provided by the end of

each night.

(7) Collect Tickets / stubs at entry as audience enters seating.

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(8) Post count the float and takings, confirm the amount taken, fill in the appropriate documenta-

tion and sign the collection of money.

Scope

This role may be absorbed into the Box Office and the beginning of the evening, depending on the

anticipated budgets. This role could also be incorporated into the Floater role. This should also be

accessible to customers during interval from the Box Office.

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5. The Example

The four shows this year consist of one 4 night run and 3 6 performance runs. Each show will con-

sider the feedback from the last, but built on the collective experience of executive, an ideal

House Keeping experience has been established.

5.1 Who, What, When and Where?

B r i e f i n g

The first interaction the Front of House Team have with the show will be at the briefing. Here they will

meet each other, the Creative team, cast and crew. It is recommended that this is completed on

Bump-in or the Monday night of production week. The briefing will include a tour and safety walk of

the venue, discussion and demonstration of any merchandise or tasks, and clarification of any of

the roles expected.

P r e p a r i n g t h e V e n u e

The Front of house team begins their evening from 5:30pm. At 5:30pm the bookings/reservations

conclude for that evening. It is up to the House Manager to finalise the reservation list ready for the

evening.

Call time for cast and crew may vary, generally cast begin arriving at 6pm. Each cast member will

have a call time allocated and given to them on a card. When they enter the theatre this will be

with them.

The Stage Manager will be behind the scenes ensuring the cast and crew and cogs are turning.

During the time between 6pm-7pm each FOH team member will be preparing their areas.

The Foyer space and auditorium cleaned of any rubbish, spills or obstructions by the floater and

usher on duty.

The Box Office, Refreshment stand and Merchandise counter should be cleaned, tidy and ar-

ranged. Tickets organised and ready for sale, and stocktake conducted on perishables.

When the areas are tidy the cash boxes can be counted, forms filled out and the program docu-

ments readied.

T h e H o u s e i s L i v e

The public have been advised to pick up their tickets from 7:15pm, but it should be expected that

audience will arrive from 7pm, all team members should be prepared by this time.

Once the Box Office is open the box Office team member will be busy, during this time the Floater

or Usher should be prepared to help with either the Box Office or Refreshments.

At the Refreshment stands the service should be efficient on a first come, first serve method. Treat-

ing every customer with respect and aiming to sell at least a Beverage and snack to each person.

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You can also offer Pre-Order interval beverages. These should be written with a Surname and a

beverage on the appropriate form. Money is taken at the time of order.

S h o w t i m e

At 7:45 any reservations are void, any wait listed tickets can be sold from this point.

At this point the House Manager should endeavor to touch base with the Stage Manager, if this is

cleared they will convey a 5 minute warning to the cast and crew.

At 7:50pm the doors to the auditorium should be opened. Both the Box Office attendant and

Floater should be available for ticket collection. If the Box Office is still in need of an attendant,

there is no alternate ticket collector the Merchandise attendant can be re-appropriated. It is the

task of the House Manager to reallocate the tasks. The Refreshment stand should be manned by at

least one person, two ticket collectors at the entry point and an Usher in the auditorium.

At 7:55pm there should be a warning bell, rung by a Ticket collector or Usher. the Floater should en-

sure that the lavatories are clear, and people are moving calmly.

The Doors should be left open until 8pm. Audience members should be allowed time to filter in,

rather than forced in, all seated by 8pm. At this time the House Manager is to signal the Stage

Manager to communicate that all audience is seated.

It is likely that one of the Front of house Team will be using their complimentary ticket on any given

night. This team member should follow the final audience member and take a seat appropriately

situated in the auditorium.

A c t O n e

During the First Act there should be a period of 10 minutes where the team ensures that there are

no late comers, the foyer is tidy and the venue is secure (exterior doors should be closed).

After this time the Box Office attendant or other nominated team member is to quietly count the

tickets, double checking these with the recorded figures, and takings. During this time the House

Manager, or other nominated person (in the event they are watching the performance) should

double check and seal the takings in the bag provided. All forms can then be signs and dated.

Towards the end of the act, which all team members should be privy to from the briefing, Pre-

Ordered Beverages should be managed and set on the Merchandise area with the appropriate

names. This needs to be done at an ideal time, particularly with temperature sensitive Beverages.

If there are customers who are not mobile, these can be taken into the auditorium upon arrange-

ment during intermission.

At the appropriate interval cue the doors should be opened, and left open* until audience mem-

bers have cleared. *Depending on the show format the auditorium may need to be cleared. The

House Manager or Stage Manager should arrange for this to be communicated.

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I n t e r v a l

During this time the House Manager should be aware of the start time and end time. They should

be in contact with the Stage Manager to ensure the correct time is allocated.

The refreshment stand should consist of at least two team members, and one person should be at

the Merchandise table.

In the case of an open auditorium, the Floater should be equipped with a selection of snacks to

offer to those in the auditorium.

The doors should be reopened after 15 minutes of the interval commencing. The Bell should ring at

this same time.

The doors closing procedure is similar to the end of the show. The Floater should check the laveto-

ries and the doors closed precisely 5 minutes after the bell rings. The House Manager will signal the

Stage Manager and Act Two can commence.

A c t T w o

The Refreshment stand is officially closed after the audience has gone back into the auditorium.

The Refreshment Supervisor can begin to count their stock levels and identify the sold items, and

calculate whether the takings reflect this. All forms can be completed, signed and dated.

The House Manager should ensure this is counted correctly, authorise the calculations and seal the

takings. They can then collect the takings ready for deposit, fill in their necessary paperwork, cross

their T’s and dot their... lower case j’s.

The rest of the team should ensure the foyer is reset, tidy and the kitchen is clean.

Two team members at this point are required to stay until the end of the show, the rest can leave if

they wish. It is advised that this includes the House Manager.

F i n a l B o w s

At the final cue of the show, the remaining team members will open the doors and man the mer-

chandise table. This table should require one person at all times. after an appropriate time the

Merchandise can be packed away and the cash box counted.

The Cash Boxes should be secured in the appropriate place (to be discussed at briefing), and the

takings are to be kept with, and deposited by the House Manager the following business day.

W r a p U p

All reports should be collated by the House Manager in one document, and hard copies together,

passed on to the Treasurer during Bump Out.

All Merchandise and Food remains the property of Macquarie Musical Society and will need to be

neatly organised for pick up during the Bump Out period.

All takings should reflect a correlating stock movement.

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5.2 Roles, Rosters, Rotations

Ideally there will be no less than six staff allocated to each show, including the House Manager.

Once these members are allocated it is the responsibility of the House Manager to manage this

team. It is advised that there is time spent discussing and organizing strategies, targets and meth-

ods. To ensure a smooth running team you may like to meet prior to show week to become familiar

with the strengths of your team.

In keeping with the 2013 Credo, Re-Imagine, Re-Inspire, Re-Inspire, the executive are open to new

ideas, and creative concepts. We would love to see every member of your team challenged and

excelling at a full range of areas. It is encouraged that a rotation roster is implimented.

For Example, In the case of not having a full team available every night the House Manager would

be required to divide the roster based on both skill and availability, ensuring each team member

gets an opportunity to watch the performance.

If an entire team can be assembled to meet the criteria then a rotation or stationary roster can be

implemented at the discretion of the Front of House Manager. The house manager is still expected

to contribute to the roles expected throughout the night, but also to keep an eye on the smooth

transition of events.

Monday Friday Saturday Wednes-day

Thursday Friday Saturday

RebeccaThomasSamanthaNicholasJackLauraGeorgiaChloeChristopher* rostered to use their complimentary ticket that evening (These can be swapped amongst the group)

Briefing House ManagerHM HM/Usher* HM HM HMBriefing Box Office Box Office Floater/HM Usher* Usher Box OfficeBriefing Floater* NA Box Office Box Office MerchandiseBriefing Floater RefreshmentsNA NA Merchandise*NABriefing Usher* NA RefreshmentNA NA UsherBriefing Refreshments Usher* Box Office RefreshmentsRefreshmentsRefreshmentsBriefing NA NA NA Floater Floater FloaterBriefingBriefing

* rostered to use their complimentary ticket that evening (These can be swapped amongst the group)* rostered to use their complimentary ticket that evening (These can be swapped amongst the group)* rostered to use their complimentary ticket that evening (These can be swapped amongst the group)* rostered to use their complimentary ticket that evening (These can be swapped amongst the group)* rostered to use their complimentary ticket that evening (These can be swapped amongst the group)* rostered to use their complimentary ticket that evening (These can be swapped amongst the group)* rostered to use their complimentary ticket that evening (These can be swapped amongst the group)

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6.The Application Process

6.1 Why Me?

Do you have experience with people, food, money handling, or a passion for all aspects of theatre,

meeting new people and being part of a team?

If you answered yes to any of those things then Front of House is something that you could put to

good use.

You must have excellent customer service skills and be able to keep your cool under pressure. You

should also have an interest in our productions and the shows we put on and have some knowl-

edge of the society and how it functions.

Front of house are the eyes and ears of the venue. They patrol all areas to make sure audiences

are getting to where they need to be on time and ensure the venue is clean and running smoothly.

As well as this, you are there to answer any questions that either public or performers may have.

You should be friendly, confident, good with people and able to organise large numbers of

people. There’s not much sitting at desks involved in the job so you should be good on your feet,

have a confident manner and big voice, and be willing to scramble to action at a moments no-

tice.

While we would love everyone to be super amazingly experienced in everything about everything,

we know that’s unrealistic. Luckily the Lighthouse Theatre, and MacMS is more about learning and

developing your theatre loving self than any other non-Educational, University Society.

The moral here is WE WANT YOU! Bring what you have, and we’ll make it work for you. If you have

any passion for theatre, but can’t bring yourself to audition, don’t have the time to commit to 6-8

weeks of rehearsal, or just really want a quick way to make friends then this is the role for you!

6.2 When?

Our Season this year includes Four unique spots. You can volunteer to be part of one or all of them,

when the expression of interest call is released. The dates are:

O-Week Spot: “Bend it Like Broadway” Production Run: 24/02/2013 - 3/3/13

Performances - 28/2, 29/2, 1/3, 2/3

First Spot: TBC Production Run: 26/5/13 – 9/6/13

Performances (assumed) - 31/5, 1/6, 5/6, 6/6, 7/6, 8/6

Second Spot: TBC Production Run: 4/8/13 - 11/8/13

Performances - 6/8, 7/8, 9/8, 8/8, 9/8*, 9/8 *matinee

Third Spot: TBC Production Run: 20/10/13 - 3/11/13

Performances (assumed) - 25/10, 26/10, 30/10, 31/10, 1/11, 2/11

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6.3 How?

If you were auditioning you would prepare a song, cooking you would find a recipe. Applying to

be one of our Front of House Staff is much less time consuming.

If you’ve read this through you probably know which role you want to fill. All you need to do is send

a short email to [email protected] with the following:

Name: You Should Know That One

Mobile Number: 04AN SWE RME

Role:

Why You Should Consider Me: in less than 250 words preferably.

Availability: Make sure this is at least 3 of the performance dates please!

A p p l i c a t i o n C l o s i n g D a t e s

O Week - Wednesday, 21st February 2013

First Spot - Monday, 20th May 2013

Second Spot - Monday, 29th July 2013

Third Spot - Monday, 14th October 2013

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7. The Nitty Gritty

7.1 Spreadsheets and Tables and Forms! Oh My!

Following are the forms and pre-made spreadsheets for your perusal. These will be forwarded to

you and/or printed by your briefing.

7.2 Box Office - Formulated

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7.3 Cash Box Accountability Form Date:

Cash Box A (Box Office, Merchandise)

Start of EveningStart of Evening End of eveningEnd of evening

Expected Actual Expected Actual

Counted by:! _________________________! Counted by:! ________________________

Authorised: _________________________! Authorised: ________________________

TakingsTickets sold

Ticket Prices:Member Concession Adult Complimentary

Ticket Prices: $15.00 $20.00 $25.00 $0.00Amount Sold

Totals

Total takings as recorded, and on hand: $________________

Authorised (H.M to sign): ____________________________

Cash Box B (Refreshments, Candy Bar)

Start of EveningStart of Evening End of eveningEnd of evening

Expected Actual Expected Actual

Counted by:! _________________________! Counted by:! ________________________

Authorised: _________________________! Authorised: ________________________

Total takings as recorded, and on hand: $________________

Authorised (H.M to sign): ____________________________

Notes: __________________________________________________________________

________________________________________________________________________

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7.4 Refreshment Record Form Date:

Item Price Tally Total

Item Price Pre-show count

Post-show count

Difference Takings

Totals

0 0

0

0

0

0

0

0

0

0

*Subject to change depending on stock on offer, may also be converted to a spreadsheet format if resources allow.M a c M S! F r o n t o f H o u s e G u i d e l i n e s 2 0 1 3

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8. The End

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