ABORIGINAL ART CENTRE HUB WESTERN AUSTRALIA

Transcription

1 ABORIGINAL ART CENTRE HUB WESTERN AUSTRALIA (AACHWA) BUSINESS PLAN

2 ABORIGINAL ART CENTRE HUB WESTERN AUSTRALIA Level 1, King Street Arts Centre 357 Murray Street, Perth 6000 PO Box 7012 Cloisters Square Perth WA 6850 Phone: Fax Unless otherwise noted, all photos by Chris Scoggin, copyright Aboriginal Art Centre Hub Western Australia As a supporter member of the Indigenous Australian Art Commercial Code of Conduct we are committed to the principles of ethical trade in indigenous visual art as set out in the Code. AACHWA is supported by:

3 AACHWA BUSINESS PLAN TABLE OF CONTENTS Executive Summary... 4 Purpose & Vision... 6 Principles & Values... 7 WA s Aboriginal Art Centres... 8 Context... 9 Key Strategies Goals Strategies & Activities Program Plan Financial Plan Management Role of the Board Succession Plans Risk Management Plan... 26

4 EXECUTIVE SUMMARY Aboriginal art holds one of the greatest opportunities to improve the disadvantaged situation of our Aboriginal communities. And in doing so can drive the tourism, education and economic agenda for the State of Western Australia. The Aboriginal Art Centre Hub of Western Australia (AACHWA) is the peak advocacy and resource agency for Aboriginal art centres in WA. As a project of Country Arts WA for the past five years it has successfully brought together a diverse and dispersed group of Art Centres - delivering professional development programs for managers, boards and artists; providing recruitment advice and services; setting up and maintaining a statewide on-demand IT service agreement; and acting as an advocate to, and central point of contact for, Regional, State and Federal funding bodies. AACHWA has now become an independent organisation, embarking on a period of growth to secure its own stability and sustainability in order to support strong, vibrant Art Centres across WA and improve the wellbeing and professionalism of WA Aboriginal artists. The current Board consists of five member Directors nominated by the current membership and three nonmember Directors chosen for legal, advocacy, financial and business development experience and skills. The Board s key role during the life of this Business Plan is to take on a leadership role in the Western Australian Aboriginal visual arts sector. There is a need to secure State funding and corporate support, find a permanent home for the organisation, strengthen its own Board and governance model and find better ways to communicate the benefits and advantages of membership to allow the organisation to develop and grow to fulfil a true State-wide brief. It is vital to increase core resources and engage additional staff to enable this Business Plan to come to fruition. Growth across service delivery, advocacy, membership and financial returns for the sector will require a minimum of four key full time staff, a dedicated organisational home and sufficient funds to implement key programs. There is also a need to communicate patience to the membership and partners it will take months for AACHWA to build income, strengthen Governance and attract partners to begin to realise much of its ambition. A growth in membership will also be key in the first three years or so as much-needed State government funding will inherently depend on a broader, State-wide reach. A Business Development strategy with a three tiered focus on local, regional and State-wide markets, networks and partnerships should strengthen the Art Centres, increase sales for artists and give AACHWA a platform to develop national and international enterprises, including a potential 2018 Showcase event. 4

5 AACHWA BUSINESS PLAN Paintings by artists from Spinifex Arts Project drying at Ilkurlka. Photo by Louise Allerton, copyright Spinifex Arts Project. Aboriginal art holds one of the greatest opportunities to improve the disadvantaged situation of our Aboriginal communities. And in doing so can drive the tourism, education and economic agenda for the State of Western Australia. PAUL ROSAIR, AACHWA DIRECTOR 5

6 PURPOSE AACHWA strengthens and supports Western Australian Aboriginal Art Centres. VISION By the end of 2021, AACHWA is an influential peak organisation with a strong voice supporting vibrant and sustainable Aboriginal Art Centres across WA. Bugai Whyoulter painting at Martumili Artists Bush Camp 6

7 AACHWA BUSINESS PLAN PRINCIPLES & VALUES WE UNDERSTAND and support Aboriginal family, culture and community obligations. WE RECOGNISE that Aboriginal artists and their communities have histories and connections that reach beyond geography. WE VALUE the importance of Aboriginal knowledge systems. WE WILL WORK collaboratively with national colleagues, our member Art Centres and Aboriginal Artists to ensure artists are the critical focus for the work we carry out. WE RESPECT the autonomy of Aboriginal Art Centres. We strive to have others view us and the work we carry out as: Trustworthy Inclusive Harmonious Respectful 7

8 WESTERN AUSTRALIA S ABORIGINAL ART CENTRES Western Australia s Aboriginal Art Centres Aboriginal Art Centre Hub Western Australia AACHWA (Perth) Mungart Boodja Art Centre (Albany) Spinifex Arts Project (Tjuntjuntjara) Birriliburu Artists/Tjukurba Gallery (Wiluna) Martumili Artists (Newman) Roebourne Art Group (Roebourne) Yamaji Art (Geraldton) Wirnda Barna Artists (Mt Magnet) Nagula Jarndu Designs (Broome) Yinjaa-Barni Art (Roebourne) Spinifex Hill Artists (Port Hedland) Bidyadanga Community Art Centre (Bidyadanga Community) Mowanjum Aboriginal Art & Culture Centre (Derby) Mangkaja Arts Resource Agency (Fitzroy Crossing) Ngurra Art (Ngumpan Community) Kira Kiro Kalumburu Art Centre (Kalumburu) Waringarri Aboriginal Arts (Kununurra) Warmun Art Centre (Warmun) Yarliyil Art Centre (Halls Creek) Warlayirti Artists (Balgo) Kayili Artists (Patjarr) Tjarlirli Art (Tjukurla) Warakurna Artists (Warakurna) Papulankutja Artists (Blackstone) The Minyma Kutjara Arts Project (Wingellina) Laverton Outback Gallery (Laverton) Walkatjurra Cultural Centre (Leonora) 27 Tjanpi Desert Weavers (Alice Springs, NT) 1 Art centres operating from the Northern Territory 28 Maruku Arts (Uluru, NT) working with Western Australian artists

9 AACHWA BUSINESS PLAN CONTEXT HISTORY The Aboriginal Art Centre Hub of Western Australia (AACHWA) is the peak advocacy and resource agency for seven Aboriginal art centres servicing 32 communities and over 450 artists located in the Great Southern, Mid- West, Goldfields, and Pilbara regions of WA. AACHWA is the only organisation that is solely focused on supporting Western Australian Aboriginal Art Centres and developing partnerships for their benefit. AACHWA was established as a project of Country Arts WA in There has always been a shared vision among all stakeholders that it would become separately incorporated under the Corporations (Aboriginal and Torres Strait Islander) Act 2006 (CATSI Act) when the time was right. This has now been achieved and AACHWA was registered as an Aboriginal corporation in March This process has delivered an Aboriginal-majority Board and governance structure to ensure key decisions and strategic direction are being driven in culturally appropriate ways. In its five years of existence, AACHWA has had considerable success in bringing together a diverse and dispersed group of Art Centres - delivering professional development programs for managers, boards and artists; providing recruitment advice and services; setting up and maintaining a statewide on-demand IT service agreement; and acting as an advocate to, and central point of contact for, Regional, State and Federal funding bodies. The members of AACHWA upon the date of incorporation are: Birriliburu Artists / Tjukurba Gallery, Wiluna Martumili Artists, Newman Mungart Boodja Art Centre, Albany Roebourne Art Group, Roebourne Wirnda Barna Artists, Mount Magnet Yamaji Art, Geraldton Walkatjurra Cultural Centre, Leonora INTERNAL SITUATION AACHWA s initial five years as a project of Country Arts WA has enabled it to build up the confidence of its main funding body (Federal Ministry for the Arts), establish positive relationships with other funding bodies (particularly WA Department of Culture and the Arts) and colleague organisations, gather a supportive foundation membership base and a capable Board with a variety of skills and experience. The organisation is led by the founding Coordinator and delivers a program of activities built on relevance and lessons learnt. The Coordinator, however, is only assisted by one other part-time staff member. This, coupled with limited funding from a sole source, the lack of its own space and a heavy reliance on a group of culturally diverse emerging Art Centres to communicate to artists and communities means that AACHWA s profile requires improvement and its capacity to grow its membership and resource base is restricted. As many of the Art Centre members and artists are currently under-exposed and yet to be discovered, there exists ample opportunity for AACHWA to champion their membership and influence the conditions that will lead to better sales and increased confidence of individual artists. 9

10 CONTEXT (continued...) There is a need to secure State funding and corporate support, find a permanent home for the organisation, strengthen its own Board and governance model and find better ways to communicate the benefits and advantages of membership to allow the organisation to develop and grow to fulfil a true State-wide brief. EXTERNAL SITUATION Interest in Aboriginal visual arts is still strong both within Australia and internationally. As many of the Art Centre members and artists are currently under-exposed and yet to be discovered, there exists ample opportunity for AACHWA to champion their membership and influence the conditions that will lead to better sales and increased confidence of individual artists. A Business Development strategy with a three tiered focus on local, regional and State-wide markets, networks and partnerships should strengthen the Art Centres, increase sales for artists and give AACHWA a platform to develop national and international enterprises. The success of Revealed over 3 iterations and AACHWA s increased role in the 2015 version offers an opportunity to build on this model and possibly create a complementary WA Visual Arts Regional Showcase similar to the highly successful Desert Mob event held annually in Alice Springs. Other opportunities identified by the Board for future partnerships and focus include the Perth International Arts Festival, the US Consul General, links to South Africa, Perth Cultural Centre and Elizabeth Quay. These all provide the chance to tap into tourism opportunities and foster cross sector/policy government funding. a growth in Philanthropic support to the arts in WA provide further avenues for increased resources and the potential for growth. This growth is necessary. Extra resources are needed simply to continue the level of service delivery that currently exists as the 1.7 staff now take on the running of an independent organisation. There is a need to communicate patience to the membership and partners it will take months for AACHWA to build income, strengthen Governance and attract partners to begin to realise much of its ambition. A growth in membership will also be key in the first 3 years or so as much-needed State government funding will inherently depend on a broader, State-wide reach. Membership growth also needs to be viewed from the context of the different dynamics, cultural practices and financial position of the communities with which AACHWA engages. There is no one-size-fits-all when working with diverse and disparate Aboriginal communities and careful consideration needs to be given to cultural awareness programs and targeted individual service delivery programs as new members come on board. There is also a need to find new ways to communicate AACHWA processes and decisions back to these communities through the Board members and Art Centres. For the long term future, young people in each community also need to be brought along the journey, involving them in Governance, leadership and Management training and development. Both major arts funding bodies the Australia Council and WA Department of Culture and Arts - are undergoing major changes to their funding frameworks during 2015, ready for implementation in This changing environment should be embraced by AACHWA. In addition, Royalties for Regions in WA and 10

11 AACHWA BUSINESS PLAN KEY STRATEGIES There is no one-size-fits-all when working with diverse and disparate Aboriginal communities and careful consideration needs to be given to cultural awareness programs and targeted individual service delivery programs as new members come on board. 11

12 Carolyn Narkle painting at Mungart Boodja Art Centre, Albany 12

13 AACHWA BUSINESS PLAN GOALS GOALS KEY STRATEGIES USED TO ACHIEVE EACH GOAL Strong, vibrant and sustainable Aboriginal Art Centres Tursted, healthy and sustainable AACHWA The strong voice for Aboriginal Art Centre in WA Build on strong service delivery Implement a Business Development Framework Develop key dynamic Partnerships Increase core resources Improve the profile of WA Aboriginal artists Ensure sustainable growth 13

14 STRATEGIES AND ACTIVITIES STRATEGY 2015 & 2016 KEY ACTIVITY PRIORITY MEASURE & MILESTONES Build on strong service delivery Implement a Business Development Framework Develop key dynamic Partnerships Recruitment and Locum services 1 Governance and financial leadership 2 More stability in AC Managers 80% attendance at workshops IT support 3 Usage data from IT support Regular Field trips to Art Centres 2 Create Local and/or Regional Plans for each Art Centre Create Statewide/National Plan for AACHWA 2 Explore International markets/opportunities 3 80% membership satisfaction 2 Art Centre Regional Plans AACHWA State/National Plan Key international relationships Seek partners for showcase/international 2 Planning for Showcase Seek partners for venue/home/office 1 Moved into new home Increase core resources Build staffing numbers 1 Admin & Program Officers 2016, Marketing Officer 2018 Improve the profile of WA Aboriginal artists Ensure sustainable growth Leverage current funding to increase income 1 DCA and Aust Co Agreements Seek partners for showcase/international 2 Planning for Showcase Engage as equal in national network 1 Speak from knowledge with one strong clear voice Review membership base and develop membership strategy Complete Incorporation & First Annual Report Staff and Board professional development program Involve youth in Governance, Leadership & Management 1 Attendance at 2 National Forums Policy draft negotiation with DCA 1 Defined Membership Policy 1 2 Fuctioning Aboriginal corporation 80% attendances at workshops 3 Youth Board member 14

15 AACHWA BUSINESS PLAN GOAL 6 YEAR KPI ANNUAL TARGET Stong, vibrant and sustainable Aboriginal Art Centres Trusted, healthy and sustainable AACHWA The strong voice for Aboriginal Art Centres in WA Aboriginal Artists - trust and confidence in Art Centres Stable Art Centre Management Financially healthy Art Centres 4 key staff with suitable operational and project budgets AACHWA membership increase 3-tiered platforms for delivery of art and services Financially Healthy AACHWA State government Art Centre Policy Artist incentive increased Ongoing Exhibition and/or Showcase Program Current Anecdotal data only Anecdotal data only No accurate data 1.7 staff restricted budgets Baseline data Min 50% Min 60% Min 70% Min 80% Min 80% Baseline data Min 50% Min 60% Min 70% Min 80% Min 80% Baseline data 3 staff suitable budgets 50% Members financially healthy 3 staff suitable budgets 60% Members financially healthy 3.5 staff suitable budgets 70% Members financially healthy 4 staff suitable budgets 80% Members financially healthy 4 staff suitable budgets 80% Members financially healthy 4 staff suitable budgets 8 Members 10 Members 12 members 18 Members 18 Members 21 Members 23 Members Planning No Reserves No policy Local and/ or Regional Plans x 5 AustCo & DCA multi yr funding Research and consult Local and/ or Regional Plans x 9 Project Partnership Agreed position No data No data Baseline data Asist with Revealed Project Fundraising & Planning Assist with Revealed Local and/ or Regional Plans x 12 Statewide/ National Plan Core ongoing Partnership Lobby 10% Artist income > base AACHWA Showcase Local and/ or Regional Plans x 15 Statewide/ National Plan 6% Reserve Ratio Lobby 15% Artist income > base Partner with Revealed Local and/ or Regional Plans x 18 Statewide/ National Plan 8% Reserve Ratio Draft Art Centre Policy 20% Artist income > base AACHWA Showcase Local and/ or Regional Plans x 18 Statewide/ National Plan 10% Reserve Ratio Art Centre Policy 25% Artist income > base Partner with Revealed 15

16 PROGRAM PLAN RATIONALE The two limiting factors underpinning program delivery are the number of staff and the size of the membership. Current project-based staffing at 1.7 FTE is able to deliver recruitment assistance, professional development opportunities and advocacy services to the current membership of eight. Once the administrative workload of running an organisation is added to this workload, there has to be a corresponding reduction of service delivery. There is a need to secure additional operational resources in the short term to allow an increase in staff enabling governance and administration of a new organisation to take priority in the short term, whilst maintaining a certain level of expected service delivery. The more ambitious plans in the mid to long term for advocacy, communication and business development will require further staffing and associated budgets. An evaluation of 2014 service delivery, advocacy and management workloads produced the following: ACTIVITY 2014 Coordinator Days Governance 28 8 Management Membership/Communications Field Trips 48 8 Service Delivery Advocacy 36 2 TOTAL Assistant Days PROGRAM The service delivery to date has proven to be relevant and successful and there is no perceived need to change it drastically. Ongoing consultation with the Art Centres regarding their needs and desires is augmented by a proactive global-view approach to workshop delivery. A more realistic program for taking into account core staff workload, limited resources and a newly constituted organisation with an emerging Board - would more realistically look like this: ACTIVITY 2015 Coordinator Days Governance Management Membership/Communications 4 88 Field Trips 40 4 Service Delivery Advocacy 40 2 TOTAL Assistant Days 16

17 AACHWA BUSINESS PLAN There needs to be a clear shift in emphasis towards strengthening AACHWA s own position as an independent organisation and a corresponding acknowledgement and understanding from its membership of the 18 month timeframe required for this. ANNUAL COMPARISON OF STAFF WORKING TIME Vera Anderson starting a needle-felted beanie with a honey ant design at Tjukurba Gallery in Wiluna 17

18 Assuming funds are received in 2016 to enable an increase in staffing, a more typical annual program from 2016 onwards might look like this: Ongoing IT support continues 2 x Professional Development workshops Art Centre Recruitment and Locum assistance as needed Ongoing Employee counselling continues 2 x Governance workshops Local Business Development planning Regional Business Development planning Member Communications (e-newsletters, Board reports, field trips) Stakeholder meetings (minimum 2 face-to-face with key stakeholders) National consultation - engage with National Network Minimum 4 x Presentations annually to potential stakeholders/interest groups Targeted State government policy advocacy Steady Membership growth until 2018 (Showcase surge) 4 x Core staff Chief Executive Officer Program/Exhibition Officer F/T priority 1 (2016) Administration/Membership F/T priority 2 (2016) Marketing Officer F/T priority 3 (second half 2018) Need to outsource Finances 4 x Board meetings per year All Member Art Centres visited once per year 2 x core funders, 2 x project funders annually 1 key Partner annually, 1 project Partner annually 18

19 AACHWA BUSINESS PLAN Lorraine Simpson of Wirnda Barna Artists painting with her grandson 19

20 FINANCIAL PLAN CURRENT FINANCIAL SITUATION AACHWA as an emerging organisation, until recently managed as a project by a larger company, has yet to build any Reserves or true indicators of financial health. It has had some success in attracting project funding to enable its move towards independence and expand its service delivery program. It currently has only one source of ongoing funding for operational costs and despite being a State focussed organisation, has yet to secure WA Department of Culture and the Arts core funding. There is a need to increase core resources and engage additional staff to enable this Business Plan to come to fruition. Growth across service delivery, advocacy, membership and financial returns for the sector will require a minimum of four key full time staff, a dedicated organisational home and sufficient funds to implement. It is key that AACHWA s growth remains inextricably linked to the well-being and professional development of Art Centres, and by extension, Aboriginal artists. It is vital AACHWA also embraces the notion of building a Reserves base and striving to achieve positive financial health indicators as provided by both State and Federal funding bodies. FINANCIAL GOALS, STRATEGIES AND KPIS FINANCIAL STRATEGIES Diversify income streams FINANCIAL GOALS Staff increase Reserves base Develop and maintain sound financial practices Secure additional core funding agreement Goal KPI Current Staff 4 Full time Increase Core Staff Reserves Base Reserve Ratio above 10% 0 1% 3% 4% 6% 8% 10% 20

21 AACHWA BUSINESS PLAN INCOME Current Situation Membership Fees 3,200 4,000 4,800 8,100 8,100 9,450 11,500 Fundraising Fee for Service (Revealed) 16,335 17,000 18,000 20,000 Interest 975 1,362 1,464 1,869 1,572 1,923 1,605 TOTAL EARNED INCOME $20,510 $5,362 $23,264 $9,969 $27,672 $11,373 $33,105 Sponsor 1 20,000 20,000 20,000 20,000 Sponsor 2 15,000 15,000 20,000 20,000 Sponsor 3 15,000 25,000 25,000 Philanthropy 10,000 10,000 15,000 15,000 TOTAL SPONSORSHIP/PHILANTHROPY $0 $0 $15,000 $45,000 $45,000 $80,000 $80,000 Royalties for Regions 50, , , ,000 Lotterywest 25, , ,000 Dept of Culture & the Arts 31, , , , , , ,426 Australia Council 75,000 75,000 75,000 85,000 85,000 85,000 Ministry for the Arts 250, , , , , , ,000 Other Funding 20,000 15,000 20,000 15,000 TOTAL GRANT INCOME 306, , , , , , ,426 TOTAL INCOME $326,810 $455,362 $491,389 $691,297 $657,283 $804,350 $704,531 EXPENDITURE Salaries: Coordinator/CEO 84,000 94,000 96,350 98, , , ,352 Salaries: Administration/Membership 37,000 56,000 57,400 58,835 60,306 61,814 63,359 Salaries: Program/Exhibition 75,000 76,875 78,797 80,767 82,786 84,856 Salaries: Marketing 39,398 80,767 82,786 84,856 Fee: Finances 12,480 31,200 31,980 32,780 33,599 34,439 35,300 Consultants 10,000 10,000 12,000 12,000 15,000 15,000 15,000 Per Diems 3,400 5,100 6,375 7,650 7,650 8,500 8,500 Superannuation and On-costs 26,620 49,500 50,738 60,674 71,075 72,852 74,673 TOTAL SALARIES AND FEES $173,500 $320,800 $331,718 $388,892 $450,391 $461,934 $472,895 Service Delivery 12,000 28,000 30,000 45,000 45,000 50,000 50,000 Exhibition/Showcase 4,860 6, ,000 8, ,000 10,000 Advocacy 3,000 5,000 5,000 6,000 6,000 8,000 8,000 Travel 12,600 18,900 23,625 28,350 28,350 31,500 31,500 Governance & Membership 1,500 5,000 5,000 8,000 8,000 10,000 10,000 Board Leadership and Governance Training 56,300 10,000 10,000 10,000 10,000 12,000 12,000 TOTAL PROGRAM DELIVERY $90,260 $66,900 $79,625 $197,350 $105,350 $221,500 $121,500 Marketing & Promotion 4,000 11,000 18,000 35,000 35,000 40,000 40,000 Administration 20,000 52,000 53,560 55,167 56,822 58,526 60,282 Management Fee (Country Arts WA) 37,500 TOTAL MARKETING & ADMIN $61,500 $63,000 $71,560 $90,167 $91,822 $98,526 $100,282 TOTAL EXPENDITURE $325,260 $450,700 $482,903 $676,409 $647,563 $781,961 $694,678 Surplus/Deficit $1,550 $4,662 $8,487 $14,888 $9,721 $22,389 $9,853 Reserves 0% 1% 3% 4% 6% 8% 10% 21

22 MANAGEMENT ORGANISATION STRUCTURE 22

23 AACHWA BUSINESS PLAN ROLE OF THE BOARD AACHWA has a newly established Board that is ready to take on its duties and responsibilities in relation to the Corporation. This group of eight people is constitutionally comprised of Aboriginal representatives drawn from the Art Centre membership and co-opted non-member Directors with specific identified expertise. It is important to note the Aboriginal Member Directors must always outnumber the Non-Aboriginal Directors and the Chair and Deputy Chair must be Aboriginal. The current Board consists of five Member Directors nominated by the current membership and three Nonmember Directors chosen for legal, advocacy, financial and business development experience and skills. The Board s key role during the life of this Business Plan is to take on a leadership role in the Western Australian Aboriginal visual arts sector. In order to ensure Aboriginal artists begin to reap the benefits of strong, healthy Art Centres, AACHWA s Board needs to be active in the key roles of decision-makers, advocates and role models for the sector. The trust and leadership qualities needed between communities and their Art Centres needs to firstly exist between the AACHWA Board and staff and its Art Centre membership. The Board will be a primary conduit between AACHWA and the Art Centres and Directors need to be proactively open and communicative with the membership. Particularly in the first 18 months after incorporation, when much of the staff s energy will be directed toward strengthening AACHWA itself. The Leadership and Governance program during 2015 will be a key driver in this process. The other key issue during this period is the need for a Membership strategy and a structured plan to increase membership across the State in a controlled and timely manner, hopefully taking advantage of a potential 2018 Showcase event. Resources in this Business Plan have been allocated to ongoing Governance and Leadership programs for the Board beyond this first year. In addition, the Constitution allows for Sub-Committees made up of any members (not necessarily Committee) to have delegated authority to carry out certain functions and/or duties approved by the Committee. This exists as an opportunity to create Sub-Committees to pursue Business Development models, undertake financial management and contribute to Communication processes and Membership involvement in special Events. Although the Committee s legal and fiduciary responsibilities are clearly outlined in the Constitution under the Objects and Powers of the Association there is a need to provide further detail and clarification for existing and new Committee members about their role and function and how to conduct themselves and run meetings. Induction processes need to be put in place, and a start made on creating a Policy Manual for the new organisation. Energy and resources need to be focused on the role of the Board over the first 18 months of this Plan. Leon Wynne and Edith Penny discussing the attributes of one of the Carrolup artworks at the Koolark Koort Koorliny (Heart Coming Home) Exhibition at Curtain Gallery. 23

24 SUCCESSION PLAN - BOARD As with any new organisation of its size, there is no current formal Succession Plan in place and no corresponding Induction process for new Directors. The following key documents will need to be created and ratified by the Board over the next 18 months: Code of Conduct Policy Manual Induction Manual Audit of Committee skills Performance review processes Financial reporting records Working Party structure for Committees Committee member job description Wirnda Barna Artists Clara Walsh and Annie Walsh serving buyers at the Revealed Art Marketplace

25 AACHWA BUSINESS PLAN Results of a print workshop at Mungart Boodja Art Centre, Albany SUCCESSION PLAN STAFF The two current positions of Project Coordinator and Support Officer are employed by Country Arts WA with corresponding Human Resource policies and frameworks. The new organisation will need to develop its own frameworks and prepare contracts and job descriptions for the 3 new anticipated positions. The Chief Executive Officer will need to be employed during 2015 and the other two positions made ready for full time employment from the start of The most prudent approach at the moment is to graduate the current Coordinator to the Chief Executive Officer position, maintaining corporate culture and allowing for a smooth transition, whilst retaining a key experienced and skilled employee. The organisation should be aiming to have good employment practices in place by the second half of 2015, providing a framework for recruitment processes and an annual Operations Plan to be created by the Executive Director to give certainty and focus to work plans for individual staff from 2016 onwards. Concurrently it is important for the Board to oversee and approve the Position Descriptions for all three key staffing positions. In order to ensure corporate knowledge is retained, particularly in the early years of the new organisation, it is vital to ensure resources and time are given over to key documents and processes: Key Position Descriptions Contract templates Operations Plan Delegated Authorities Procedures Manual 25

26 RISK MANAGEMENT PLAN Risk Description Description Likelihood Consequence Level Control Measures/Strategies Insufficient Possible High income to increase staffing levels FINANCES HUMAN RESOURCES OS&H Failure to attract partnerships Budget deficit due to poor financial management Staff and/or Director turnover Corporate knowledge loss due to turnover Decline in membership Serious workrelated accident resulting in major injury Major Difficult to deliver services/ support to membership Focus on key core funding applications in 2015 Review goals and strategies. Review KPIs with stakeholders. Review program delivery with membership Possible Moderate Medium Reduction in program delivery Unlikely Good processes and practices Possible Likely Each has loss % Moderate No reserves to cover small deficit. Moderate Any turnover causes difficulty Moderate Minimal impact Medium Medium Medium Review financial processes. Training for staff and Board. Monthly review with Finance Sub-Committee Ensure good Policy and Procedures Manual Business Plan review process in place Maintain up-to-date Operations Plan Planning ensures program/ workload balance Provide for staff professional development. Ensure good record-keeping process/practice. Induction and Exit interview process. Unlikely Moderate Medium Ensure ongoing two-way communication Implement membership growth strategy Maintain relevant program delivery Possible Extensive travel Major Serious injury and impact on program delivery Medium Travel procedures reviewed annually. Continually review policies. Adequate insurance in place. EQUIPMENT Loss of data Possible Threats inc fire, theft, lost power Significant Serious impact on program delivery High Develop Record-Management policy & procedure. Ensure off-site backup and storage adequate. Hard copy key documents. Lack of permanent home Possible Low rent space difficult to secure Major Reduced capacity to deliver program (esp Showcase) High Develop office-space partnership as a priority 26

27 AACHWA BUSINESS PLAN Foreground, woven nest with resin and emu egg shards by Charmaine Green of Yamaji Art, Geraldton. Background, baskets by Martumili Artists, Newman. 27

28 ABORIGINAL ART CENTRE HUB WESTERN AUSTRALIA Level 1, King Street Arts Centre 357 Murray Street, Perth 6000 PO Box 7012 Cloisters Square Perth WA 6850 Phone: Fax