CONNECTING ARTISTS COMMUNITIES COUNCILS...

Transcription

1 STRATEGIC PLAN

2 CONNECTING ARTISTS COMMUNITIES COUNCILS... OUR PURPOSE: EASTERN RIVERINA ARTS enriches, inspires and connects our region by fostering arts, culture, creative industry and community. OUR VALUES: CONNECTEDNESS: Eastern Riverina Arts sees arts and cultural development as vital to individual and community connectedness. Arts can inspire people to lead more hopeful, creative, and participatory lives which builds the social capital within their regions. As an organisation Eastern Riverina Arts will be open and accessible for new partnerships and connections. INCLUSIVENESS: Eastern Riverina Arts acknowledges everyone s right to participate in the cultural life of its region. We will encourage a diverse range of experiences, forms, media and content and promote participation in and access to arts and cultural activities for all people in our region. PROFESSIONALISM: Eastern Riverina Arts acts with integrity and transparency. We will demonstrate and model best practice in facilitating and delivering arts and cultural activities. We will advocate for artists and work with our partners to increase the region s capacity to deliver professional arts projects.... FOSTERING A VIBRANT CREATIVE REGION EASTERN RIVERINA ARTS STRATEGIC PLAN

3 EXECUTIVE SUMMARY EASTERN RIVERINA ARTS is about to embark on an ambitious three year journey of cultural leadership in our region. This plan seeks to provide a considered and clear direction for our Board of Management and staff to guide our organisation through the next three years, 2016 to Over the last 21 years Eastern Riverina Arts has grown to be the peak body for arts development in this region and is part of a network of 14 regional arts boards providing strategic direction for sustainable arts and cultural development across regional NSW. The past three years has seen the organisation build on its growing reputation for innovation, collaboration, strong governance, leadership and sound financial management. It is ready to take up its important role in the State s cultural ecology as outlined in the 2015 Arts and Cultural Policy Framework and to take up the inherent opportunities and challenges offered. At the core of Eastern Riverina Arts program is our constant drive to work in partnership across the region to deliver exciting and innovative arts and cultural activity. While it is easy to identify our flagship activities, it is also important for the organisation to remain flexible to ensure we can respond to the needs of our communities. Throughout Eastern Riverina Art will: ensure that all people in our region can continue to explore, participate in and experience a wide variety of art forms in exciting and new ways; provide leadership and advocacy for our region s artists, arts organisations and cultural and creative industries practitioners at local, regional, State and national level; connect our organisation across Local Government Areas to create partnerships with a broad regional focus, including Cultural Tourism and Infrastructure develop innovative resource sharing models for Local Government s cultural programming and planning; ensure the administrative functions of the organisation are in a strong position to allow us to effectively fulfil our vision and mission; continue to diversify our income streams through the development of a philanthropy strategy, and increase our capacity to generate income; and articulate and demonstrate the economic and social benefits of participation in arts and cultural activities. Eastern Riverina Arts has experienced three years of solid organisational growth. From our prolonged engagement with local Councils, Eastern Riverina Arts is now poised to develop significant regional projects in partnership with its Council members and other organisations. Our reputation as a key regional organisation is firmly established resulting in increased demand on our services and invitations to take part in significant regional discussions, projects and partnerships. Eastern Riverina Arts financial situation is strong with recent investment in the organisation raising our profile, assisting staff retention and expanding the possibilities of programming and income generation. The Strategic Plan seeks to continue the challenge of diversifying our income streams forecasting growth in earned income, the development of a philanthropic strategy and positioning the organisation to take advantage of favourable policy settings for regional NSW and Australia. Eastern Riverina Arts operates in a wide ranging number of markets both within the region and externally. We are uniquely placed in our region to broker partnerships and relationships between these markets. Our role in developing and maintaining genuine partnerships based on common goals and shared resources across local government borders is vital to the success of the organisation and its value to our members and the region. EASTERN RIVERINA ARTS STRATEGIC PLAN

4 EXECUTIVE SUMMARY As the demands for Eastern Riverina Arts services grows so will the expectations and needs of our members, communities and other funding partners. Eastern Riverina Arts aims to increase its staffing levels for the period to allow for the effective delivery of projects across the region and to ensure the quality of our communications at all levels, focussing attention on cultural programming and aboriginal arts development. By the end of 2018 Eastern Riverina Arts will have established itself as a vital organisation within our region and the State. Driven by collaboration, connectedness and cultural excellence that recognises the right to access and participation, Eastern Riverina Arts will enrich the cultural life of our region through innovative, inclusive, consultative projects and programs. Our organisation will be a hub for artists and cultural organisations in our region for advice and skills development. We will be a flexible and responsive organisation that provides additional value to our members operations while keeping our purpose and goals at the forefront of our decision making process. Eastern Riverina Arts will seek opportunities for region to region exchange and continue to look outwards to ensure that the Riverina and its arts and culture are in dialogue with the rest of the State, the nation and beyond. SNAP SHOT OF OUR REGION AREA: 41,129 km 2 POPULATION: (2011 CENSUS) BLAND TEMORA YOUNG POPULATION CHANGE SINCE % [NSW +5.6%] MEDIAN AGE: 42 [NSW 38] % OF POPULATION OVER % [ NSW 14.7%] URANA COOLAMON LOCKHART COOTAMUNDRA HARDEN JUNEE GUNDAGAI WAGGA WAGGA TUMUT % OF POPULATION IDENTIFYING AS ABORIGINAL 4.1% [NSW 2.5%] TUMBARUMBA EASTERN RIVERINA ARTS STRATEGIC PLAN

5 CONTEXT HISTORY Eastern Riverina Arts was originally incorporated as the not-for-profit organisation Eastern Riverina Arts Program (ERAP) in December Its purpose was to support arts and cultural development in the region defined by the thirteen Local Government Areas of Bland, Coolamon, Cootamundra, Gundagai, Harden, Junee, Lockhart, Temora, Tumbarumba, Urana, Wagga Wagga and Young. Over the last 21 years Eastern Riverina Arts has grown to be the peak body for arts development in this region and is part of a network of 14 regional arts boards providing strategic direction and support for sustainable arts and cultural development across regional NSW. Eastern Riverina Arts has made a significant contribution to the cultural landscape since this time including assisting in the development of infrastructure projects such as the establishment of the Cootamundra Arts Centre and artistic paving on the main street of Lockhart; major youth projects including partnering with Wagga City Council on the re:generate festival and the expansion of the Dramatic Minds youth mental health drama festival to three major centres in our region; development of a volunteer presenter network to tour both local and visiting professional performing and visual artists; and the Multistory Project celebrating the creativity and cultural diversity of Wagga. Over the last three years Eastern Riverina Arts has delivered projects of regional and national significance including the acclaimed arts and disability project, 8 Artists, the Car Boot Gallery and Fresh Dance Film INTERNAL SITUATION Eastern Riverina Arts has experienced three years of solid organisational growth due to the successful implementation of our previous strategic plan. From renewed engagement with local Councils Eastern Riverina is now poised to develop significant regional projects in partnership with its Council members and other organisations. Our reputation as a key regional organisation is firmly established with increased demand on our services and invitations to take part in significant regional discussions, projects and partnerships. The move to new offices in 2014 has resulted in a more professional and high profile presence in the Wagga Wagga cultural precinct and has increased the number of people accessing the organisation. It also has addressed issues of accessibility and Workplace Health & Safety. The new office is fst becoming a valuable resource and meeting point for the arts community. The current governance structure is serving the organisation well, with successful ongoing revitalisation of the board. Our membership is stable with all current members renewing memberships consistently. Only two Councils in our region are yet to join Eastern Riverina Arts. Eastern Riverina Arts financial situation is strong. After continued high operating surpluses from the board resolved to release more funds for increased activity across the region, and capital investment requiring an operating deficit in 2014 and smaller than usual surpluses in 2015 and OPERATING SURPLUSES VS MEMBERS FUNDS (projected) Operating surplus/deficit 16,872 22,977 29,413 [9,964] 7,586 Members funds 28,859 51,836 81,249 71,284 78,870 EASTERN RIVERINA ARTS STRATEGIC PLAN

6 CONTEXT While Eastern Riverina Arts is heavily dependent on State and Local Government funding for its ongoing operations, over the last three years income generated from our activities and project funding has risen significantly. This income has been generated from presenting performing arts in the region, increased earned interest, an increase in contract fees for service and higher success rates in recent grant applications. Over the next three years Eastern Riverina Arts will continue to increase its earned income, partnering with local government to deliver cultural programming, provide mechanisms for Councils to contract Eastern Riverina Arts staff for project delivery and to seek greater Federal investment into the organisation. INCOME SOURCE BREAKDOWN % 2% 4% 11% 15% 12% 27% 14% 15% % 31% % 22% % % % 23% 21% 22% ARTS NSW CORE FUNDING COUNCIL CONTRIBUTIONS OTHER GRANTS EARNED INCOME A critical component of ensuring the sustainability of Eastern Riverina Arts is its capacity to attract a skilled, competent, imaginative and committed staff who are able to engage with a diverse audience, to manage a program within budget and in a way that satisfies its members and other stakeholder s needs and expectations. The permanent staff of Eastern Riverina Arts encompasses only 2.0 FTE staff in four positions (see organisation structure). As growth in our activity has occurred so to has the demands on our staff. The strategic plan addressed concerns about retention of Executive Offficers. The board has worked with the current Executive Officer to put in place strategies for staff retention. Our current Executive Officer is now in his fifth year in the position, and has developed and maintained significant networks and relationships with the organisations key stakeholders and partners. The increase in staffing and funding over the last three years has seen a decrease in the responsibility for delivery of the program falling mainly onto the Executive Officer, and taken up by additional staff and contractors There is now a greater expectation on the EO to be working at higher levels strategically across the region, and Eastern Riverina Arts aims to increase its staffing levels to 2.6 FTE for the period to provide increased support to the Executive Officer, to allow for increased delivery of projects across the region and to increase the quality of our communications at all levels. Eastern Riverina Arts seeks to increase its communications officer position to 0.6 FTE from 0.4 FTE. The increase will allow for the development of better resource materials for publication, increased opportunity to develop sponsors, and the wider promotion of the Creative Riverina database. Through consultation with our Council members, an opportunity exists to establish a Regional Producer to develop cultural programming for a number of smaller Councils who have little or no staff resources committed to cultural programs. Since the co-option of a Wiradjuri Elder on to the board, a number of projects for aboriginal artists are being delivered and the organisation is ready to apply for Federal funding for an Aboriginal Arts Officer. EASTERN RIVERINA ARTS STRATEGIC PLAN

7 CONTEXT EXTERNAL SITUATION Eastern Riverina Arts covers a diverse region ranging from the Snowy Mountains in the East to the Murrumbidgee River in the West. It incorporates both traditional rural and farming communities and the biggest inland city in New South Wales. Recent census figures show a fall in population against an overall rise across the State. There is great uncertainty within Local Government as they engage with the Fit for the Future process. With a growth in earned income, Council membership contributions (while increasing) now only represent 22-24% of our income. At the same time our Councils recognise the value of their investment into our organisation and the broader Regional Arts Network. While Councils are cautiously approaching spending, they have invited Eastern Riverina Arts to further increase that value through proposing innovative resource sharing projects through the Joint Organisations of Councils trial. The region boasts professional cultural infrastructure with professionally managed Theatre, Art Gallery and Museum based in Wagga Wagga. Across the region there are approximately 20 regular festivals with some such as Spirit of the Land in Lockhart and Tumbafest in Tumbarumba attracting significant visitation and Federal and State funding. A strong respect for heritage and traditional arts and craft practice is evident in the over 30 volunteer museums and historic societies, 3 local Art Councils, numerous arts societies and craft associations across the region. There are a number of private studios and galleries, a growing sector of microbusinesses specialising in online sales of design and contemporary craft and a growing number of artist run initiatives and co-operatives. Music is strongly represented in the region with the Riverina Conservatorium of Music, the Riverina Chamber Orchestra, and music associations in Young, Temora and West Wyalong. Screen culture is building in the region, with Wagga Wagga hosting the Australian International Animation Festival, Tumbarumba hosting the Woodland Film Festival. In addition there are a number of small community run cinemas, including outdoor cinema facilities across the region. Young Shire Council have recently developed a Cultural Infrastructure Masterplan and a number of local Councils are seeking to convert existing spaces into new cultural infrastructure. The number of empty spaces is growing across the Shire and increasingly Councils are looking for alternative ways to use space to drive community economic development. Wagga Wagga s creative practitioners are finding studio, rehearsal and co-working spaces difficult to access, and a consortium is being formed to look at the establishment of a Creative Hub, potentially in the old Ambulance Station, following on from the successful transformation of the Dubbo Fire Station and others around the space. The launch of the Arts and Cultural Policy Framework in 2015 highlights the role Regional Arts Boards play and must continue to play within the State s cultural ecology. This is a rich and fertile landscape for Eastern Riverina Arts to operate in and assist in the promotion and development of arts activity across the region. Ageing communities provide opportunities for the delivery of innovative arts and health projects over the coming years. The region s Aboriginal population is higher than the State average and there is unmet demand for the provision of exhibition and professional development opportunities for Aboriginal artists. Charles Sturt University is based in Wagga Wagga and has a strong School of Communications and Creative Industries. Riverina Institute of TAFE and Riverina Community College offer courses in Creative and Cultural Industries across the region. There are partnership opportunities to harness the research and the graduates for new creative developments and initiatives. Local Councils and volunteer presenters need assistance in attracting quality professional performing arts programming, and reducing costs to ensure viability. A presenter network is slowly growing in the region with the capacity to present shows with minimal risk. There is scope for locally developed content to serve this network. Cultural tourism is underdeveloped in the Eastern Riverina Arts with the majority of destination management plans focussing on agritourism. There is opportunity however to embed cultural activity into some of the larger EASTERN RIVERINA ARTS STRATEGIC PLAN

8 CONTEXT tourism products of the region and for local arts and cultural festivals and organisations to engage with the planning process. Both State and Federal Governments continue to increase focus on regional areas. Eastern Riverina Arts has networks in place to react to increased funding opportunities and to provide facilitation of key projects that deliver on increasing participation in arts and cultural activities at all levels in our region. In 2016 the Regional Arts Australia national conference returns to NSW. Artlands will be held in Dubbo and will provide an opportunity for the region s artists and Eastern Riverina Arts to showcase our work on a national stage. STATE PLAN Eastern Riverina Arts is perfectly situated to support the NSW Government in achieving goals of the NSW2021 State Plan particularly in the areas of strengthening our community. Our program of activity will directly assist the NSW Government meet targets for its goal to enhance cultural, creative, sporting and recreation opportunities [goal 27], specifically by increasing opportunities for participation in arts and cultural activities in regional and rural NSW and increasing opportunities for cultural participation, specifically in cultural activities and events which are planned locally. Our program will create opportunities for partnerships with training institutions to create and promote pathways to post school training in arts and creative industries to assist the NSW Government strengthen the NSW skill base [goal 6]. Projects focussing on arts in small communities will highlight the ability of arts practice to foster resilience and keep people healthy and out of hospital [goal 11]. Elements of the program are aimed at making our region a vibrant and liveable place, assisting in the goal to drive economic growth in regional NSW through increasing population in regional NSW. NSW ARTS AND CULTURAL POLICY FRAMEWORK Arts and cultural activity in Regional NSW is thriving and Eastern Riverina Arts is well position to assist the NSW Government in achieving its key actions as identified in Create in NSW. The role of Regional Arts Boards is pivotal in supporting the relationship between State and Local Governments, connecting artists to funding and professional development programs, identifying and mapping cultural assets, assist in the development of regional engagement strategies for State Cultural Institutions, ensure access and participation in arts and cultural activities that truly reflect the diversity of our region. MARKETS AND COMPETITION Eastern Riverina Arts operates in a wide ranging number of markets both within the region and externally. We are uniquely placed in our region to broker partnerships and relationships between our distinct markets. We are also in an unusual position that some of our markets are also our competitors in that we are often contesting the same pools of funding as the arts organisations and artists we support. In addition to the other regional arts boards. Strategies that look towards genuine partnerships based on common goals and shared resources across local government borders will increase our overall competitiveness and ability to service our markets. EASTERN RIVERINA ARTS STRATEGIC PLAN

9 CONTEXT WHO ARE OUR MARKETS FEDERAL GOVERNMENT [ARTS] PROFESSIONAL ARTS & CULTURAL ORGS REGIONAL DEVELOPMENT ORGANISATIONS ESTABLISHED ARTISTS HEALTH SERVICE PROVIDERS FEDERAL GOVERNMENT [NON-ARTS] STATE GOVERNMENT [ARTS] COMMUNITY GROUPS [ARTS] EMERGING ARTISTS CALD COMMUNITIES STATE GOVERNMENT [NON-ARTS] PHILANTHROPIC DONORS & CORPORATE SPONSORS TRAINING & EDUCATION PROVIDERS CREATIVE INDUSTRY PRACTITIONERS OLDER PEOPLE REGIONAL ARTS NSW NETWORK LOCAL GOVERNMENT COMMUNITY GROUPS [NON-ARTS] ABORIGINAL ARTS AND CULTURAL GROUPs YOUNG PEOPLE external to region internal to region WHAT WE OFFER ADVOCACY. ADVICE. AUSPICING. PROFESSIONAL DEVELOPMENT. PROJECT MANAGEMENT. SERVICE DELIVERY. PARTICIPATION IN ARTS AND CULTURAL ACTIVITY.FUNDING ASSISTANCE. CAPACITY BUILDING PROMOTION AND MARKETING. EMPLOYMENT. OPPORTUNITY TO EXHIBIT/PERFORM. INSPIRATION. ACCESS TO NETWORKS. SHARED RESOURCE. FUNDING LEVERAGE. CULTURAL POLICY AND PLANNING EASTERN RIVERINA ARTS STRATEGIC PLAN

10 GOALS GOAL 1 BE A LEADER IN ARTS AND CULTURAL DEVELOPMENT CONNECTED THROUGHOUT OUR REGION Eastern Riverina Arts seeks to be recognised as the go-to organisation in our region for artists, community groups, Local Councils and for arts organisations outside our region who want to work in our region. Eastern Riverina Arts aims to work in partnership with organisations at all levels to deliver sustainable cultural and arts development projects. Eastern Riverina Arts strives to be an organisation that maintains its current membership and increases its membership through its relevance to the work of other potential organisations. Eastern Riverina Arts seeks to be highly visible in the community through active participation in regionally based networks, steering committees, and working parties and regular liaison with Local Councils and community organisations KPI 1 number of arts and cultural projects delivered in partnerships 8/27 8/40 8/40 8/40 with Local government and not-for-profit organisation / number of organisations partnered with to deliver these projects KPI 2 number of Council memberships/number of organisation 12/0 13/1 13/2 13/3 memberships KPI 3 number of approaches made by external organisations to link into our region 10% 10% KPI 4 number of organisations external to the region partnered with GOAL 2 HAVE A VIBRANT AND RELEVANT PROGRAM OF ARTS AND CULTURAL DEVELOPMENT Eastern Riverina Arts seeks to generate arts and cultural events, activities and projects that inspire and enrich our region. We want to create employment opportunities for professional artists and arts workers and demonstrate best practice in the way we do this. We want to initiate capacity building activities for those engaged in arts and cultural development and creative industries in our region. We wish to actively engage with our stakeholders and peers to reflect on the quality, relevancy and vibrancy of our program KPI 1 number of opportunities for artist and arts workers employment 6/35 6/40 8/50 10/51 created in comparison to number of artists and arts workers employed KPI 2 number of capacity building activities initiated in comparison with 7/200 8/220 9/240 9/250 number of participants KPI 3 annual program evaluation focus on community relevancy and artistic vibrancy with key stakeholders and peers EASTERN RIVERINA ARTS STRATEGIC PLAN

11 GOALS GOAL 3 BE AN EFFECTIVE ADVOCATE FOR OUR REGION S ARTISTS, ARTS ORGANISATIONS AND CULTURAL AND CREATIVE INDUSTRIES PRACTITIONERS AT LOCAL, REGIONAL, STATE AND NATIONAL LEVEL Eastern Riverina Arts seeks to effectively advocate for the region s cultural and creative practitioners through participating in and presenting at forums, summits and conferences; answer calls for public submissions into arts, cultural and other relevant policy development at all levels of government. Eastern Riverina Arts aims to support and defend the achievements of our regions artists and arts organisations in the public sphere KPI 1 number of presentations KPI 2 number of public displays of support for regions artists, events, nc organisations KPI 3 number of submissions in response to policy development at all levels GOAL 4 HAVE MORE PEOPLE PARTICIPATE IN AND ACCESS THE SERVICES AND ACTIVITIES OF OUR ORGANISATION Eastern Riverina Arts seeks to increase the number of people in our region engaging with us. This may be through attendance and participation at our events, workshops and performances or through seeking advice and assistance from our organisation or accessing our services such as the Creative Riverina, e-newsletters,online fact sheets and social media KPI 1 total attendance at all Eastern Riverina Arts events, workshops and activity KPI 2 number of artists, cultural organisations and events promoted KPI 3 requests for advice and assistance KPI 4 digital reach 306K 337K 371K 408K GOAL 5 BE A SUSTAINABLE AND ACCOUNTABLE ORGANISATION Eastern Riverina Arts is committed to ensure our organisational sustainability and to expand the services we offer. Over the next three years Eastern Riverina Arts will aim to increase its funding through grants from Government and non-government funding bodies, increasing its earned income from membership and contract fees. Eastern Riverina Arts will seek DGR endorsement and develop a philanthropic donation strategy. Eastern Riverina Arts aims to be recognised as a leader in governance for regional arts KPI 1 percentage of income from sources other than core Arts NSW 48% 47% 51% 54% funding KPI 2 review of Board composition, roles and responsibilities per year KPI 3 number of organisational policies reviewed and updated KPI 4 number of professional development opportunities for board/ number of professional development opportunities for staff 1/1 1/1 1/1 1/1 EASTERN RIVERINA ARTS STRATEGIC PLAN

12 STRATEGIES STRATEGY 1 Maintain and strengthen relationships with partners through relevance of programming KEY ACTIVITIES PRIORITY RESPONSIBILITY w communication with funding partners 1 EO, BOARD develop and promote organisational membership scheme 3 EO,FO regularly review Local Government cultural and social plans 2 EO seek partnerships with organisations outside the region 1 EO annual stakeholder and peer evaluation of program 1 EO, BOARD three yearly consultation with members for strategic planning 1 EO, BOARD STRATEGY 2 Support arts activity and practice through communication and promotion of the region s artists and arts organisations KEY ACTIVITIES PRIORITY RESPONSIBILITY increase hours of part-time communications officer 1 EO maintenance and promotion of region s arts and cultural Database, 1 CO Creative Riverina quarterly members newsletters 1 CO regular electronic communications through fortnightly newsletter 1 EO, CO, PO artefacts and social networks increase opportunities for critical writing through website 2 EO,CO STRATEGY 3 Create employment opportunities for artists and arts workers KEY ACTIVITIES PRIORITY RESPONSIBILITY make dedicated part-time projects officer available for 1 EO contracting to member Councils to deliver projects design and adequately resource projects with external grant 1 EO, PO funding present, facilitate, produce tours of performing arts 2 EO, PO develop regional producer role in partnership with member 1 EO, REROC councils create youth workshop products deliverable within region for fee 1 EO, PO assist organisations to develop contracts for professional artists 2 PO provide clear and transparent pathways for artists to engage with Eastern Riverina Arts and propose projects/employment 1 EO EASTERN RIVERINA ARTS STRATEGIC PLAN

13 STRATEGIES STRATEGY 4 Providing capacity building activities for industry and sector development KEY ACTIVITIES PRIORITY RESPONSIBILITY facilitate a program of workshops and seminars for artists and 1 EO, PO arts organisations develop online resources including fact sheets and webcasts 1 EO,PO,CO promote advisory and auspicing services available 2 CO facilitate networking opportunities for Councils cultural staff 2 EO, PO STRATEGY 5 Advocate on behalf of artists, arts organisations and communities in the region to State, Federal and Local governments and agencies KEY ACTIVITIES PRIORITY RESPONSIBILITY increase communications to Federal, State and Local politicians 1 CO develop presentations for conferences and seminars 1 EO prepare submissions in response to policy development at all 2 EO, BOARD levels media releases and public statements in support of regions artists and arts organisations achievements 1 EO, BOARD, CO STRATEGY 6 Work collaboratively to increase access and participation to arts KEY ACTIVITIES PRIORITY RESPONSIBILITY implement youth arts skills projects across the region in conjunction 1 EO,PO with youth networks effective contribution to working parties of established 1 EO, PO community projects provision of pop-up exhibition and performance space 1 EO,PO formalisation of regional volunteer presenter network to increase 2 EO, CO, PO capacity to program touring work strategy funded to employ aboriginal arts officer (part-time) 1 EO. BOARD lead consortium for the establisment of creative hub in Wagga 1 EO, BOARD EASTERN RIVERINA ARTS STRATEGIC PLAN

14 STRATEGIES STRATEGY 7 Develop and implement sound governance policies and practices to guide the organisation s decision making KEY ACTIVITIES PRIORITY RESPONSIBILITY Governance and Finance sub-committees activated for policy 1 EO, BOARD, FO development and review internal audit procedures updating of operations manual 2 EO review of Constitution 2 BOARD develop three year professional development plan 1 BOARD STRATEGY 8 Develop and implement a philanthropic plan to diversify income KEY ACTIVITIES PRIORITY RESPONSIBILITY apply for DGR Status 1 EO establish Donations Fund and Appoint Trustees 1 BOARD,FO develop crowdfunding strategy for identified projects 2 CO EASTERN RIVERINA ARTS STRATEGIC PLAN

15 PROGRAM PROGRAM At the core of Eastern Riverina Arts program is our constant drive to work in partnership across the region to deliver exciting and innovative arts and cultural activity. While it is easy to identify our flagship activities, it is also important for the organisation to remain flexible to ensure we can respond to the needs of our communities. ACCESS & PARTICIPATION REGIONAL ARTS DEVELOPMENT PROJECTS PROGRAMS INDUSTRY & SECTOR DEVELOPMENT PARTNERSHIPS PLANNING & INVESTIGATION PUBLICATIONS PROMOTION & ADVOCACY INDIGENOUS ARTS & CULTURAL ACTIVITY EASTERN RIVERINA ARTS STRATEGIC PLAN

16 PROGRAM Over the next three years Eastern Riverina Arts program will include: An annual conference program in partnership with Western Riverina Arts, designed to bring Local Government, arts organisations, community groups and artists together to explore a key theme through visiting speakers, case studies, and hands on workshops. Major projects including a touring exhibition of Aboriginal Art and a collaborative theatre writing project. Presentation of performing arts micro-tours in partnership with volunteer presenters throughout the region delivered by a new regional producer. Development of empty spaces through the region for use as pop-up or short-term performance, exhibition, studio and retail space. Delivery and implementation of youth arts workshops in partnerships with the Riverina Eastern Regional Organisation of Council s youth network. A program of capacity-building seminars and workshops for artists and arts organisations that are either developed internally or facilitated in partnerships The continued expansion and promotion of an online artist register and cultural directory Provision of advisory and auspicing services to artists and community organisations. Promotion and administration of the Country Arts Support Program. Partnering to develop the regions first Supported Studio for artists with disability Establishment of a consortium for the development of a regional hub for creative industries in partnership with REROC, member Councils and training providers. Development of quality online resources and critical review for artists and organisations. KEY PRIORITIES Eastern Riverina Arts program is underpinned by 5 key priorities. Access and participation Eastern Riverina Arts aims to increase the participation for all people in arts and cultural activities across our region. We will work corroboratively to identify and implement arts and cultural projects that target young people, children, people with disability and older people. We also aim to support local bodies that deliver cultural and arts activities. Industry and sector development Eastern Riverina Arts aims to provide opportunities for artists, arts & cultural workers, volunteers and local councils to increase their capacity to deliver arts and cultural programs in the region. Promotion and advocacy Eastern Riverina Arts aims to raise awareness of our work through the promotion of activities as well as promoting the work of local arts organisations across the region and the state. We aim to create opportunities to encourage networking between artists, arts and cultural organisations and councils operating in the our region. Regional arts development Eastern Riverina Arts aims to promote the interests of arts and cultural organisations and communities in the region to state, federal and local governments and agencies, promote the importance of arts and cultural activities in creating liveable communities, promote the creative industries as a tool for economic and tourism growth, identify opportunities for the arts to participate in economic and tourism based activities, support the growth and development of arts and cultural activities in our region and identify the facilities and services that are available to support arts and cultural development. Promotion of indigenous arts and cultural activity Eastern Riverina Arts aims to work collaboratively with indigenous bodies and support organisations across the region to promote indigenous arts and cultural activities. EASTERN RIVERINA ARTS STRATEGIC PLAN

17 FINANCIAL PLAN FINANCE AND ACCOUNTING SYSTEMS Eastern Riverina Arts has thorough, transparent, timely and prudent management systems in place including appropriate financial and administrative procedures and reporting practices, accounting and audit practice. The past triennium has seen the organisation actively invest in itself and the region while still ensuring that the organisation has a strong basis to launch and fulfil its strategic business plan. Budget forecasts have been constructed to include financial resourcing for planned operations of the organisation including implementation of the triennial plan, recruitment, marketing, board meetings, professional development and general operating costs. Reflected in the budget is the establishment of diverse income streams in order to minimise financial dependence on one funding source. The budget indicates where additional resources are required in order to deliver the proposed program and ensure the capacity and sustainability of the organisation. It also clearly reflects proposed future directions which will enable the organisation to deliver its core business of arts development. Eastern Riverina Arts seek to increase its core funding from the State Government over the next three years as it would provide the opportunity to better staff our program and to increase funding and partnership opportunities. It would allow us to deliver on member expectations and assist in lobbying member Councils for increased contributions both annually or on project by project basis. Eastern Riverina Arts seeks to significantly increase its earned income through providing staffing solutions for member Councils and develop opportunities for innovative resource sharing projects. There is still scope over the next three years for Eastern Riverina Arts to better develop its philanthropy strategy. The process to obtain DGR status is yet to be completed and has been deferred to this plan. The best opportunity to resource and trial crowdfunding has yet to present itself and will again be a feature of our philanthropy strategy in By close of 2018 Eastern Riverina Arts will be a highly respected arts organisation that consistently operates in surplus and generates income from diverse streams. The organisation will be seen as attractive investment for funding bodies, its members and for sponsors and philanthropic donors. It will have significantly decreased the percentage of its income that is derived from Arts NSW for its operational funding and have developed new funding models with local Councils in response to changes in Local Government due to Fit for the Future above and beyond membership contribution. BUDGET ASSUMPTIONS Indexation A number of indexations are used in formulating budgets. Council membership rates over have been indexed at an average of 2.5%. Eastern Riverina Arts has a policy of increasing fees at the same percentage as rates pegging. This varies from year to year. EO salary indexed to NSW Government salary index. Staff wages are indexed at 3% increase over the next three years. Unsecured funding Eastern Riverina Arts budget forecasts for 2017 and 18 include unsecured income. The forecast assumes a the funding of larger scale projects. This indicates regular applications to Commonwealth programs through the Office of the Arts and the Australia Council for the Arts as well as Arts NSW, the NSW Government and other funding bodies. EASTERN RIVERINA ARTS STRATEGIC PLAN

18 FINANCIAL PLAN BUDGET FORECASTS INCOME Earned Income $57,000 $85,435 $86,500 $98,000 Sponsorship & $2,500 $16,500 $20,000 $25,000 Philanthropic Income Grants and Subsidies Council Membership $63918 $69,836 $71,582 $73,372 ARTS NSW Recurrent 2 $140,000 $140,000 $140,000 $140,000 ARTS NSW Other $46,100 $37,750 $75,000 $75,000 Total Other Grants $7,200 $1,000 $60,000 $80,000 Total Grants & Subsidies $272,218 $248,691 $346,582 $368,372 TOTAL INCOME $331,718 $350,626 $453,082 $491,372 EXPENSES Salaries and Fees Permanent and Casual Staff 3 4 $146,293 $ $180,000 $200,000 Fees paid to artists $63,820 $71,473 $95,000 $85,000 Other Salaries and wages 5 $2,000 $5,500 $8,000 $9,000 Total Salaries & Fees $212,113 $223,011 $303,000 $314,000 Administration $56,789 $68,576 $78,449 $81,412 Promotion And Marketing $20,250 $18,200 $20,000 $22,000 Program Expenses 6 $34,980 $36,790 $54,000 $80,000 TOTAL EXPENSES $324,132 $346,577 $435,449 $477,412 OPERATING SURPLUS $7586 $4049 $17,633 $13,959 Notes to budget forecasts forecast 2. Forecast assumes increase of $20,000 per annum from Arts NSW 3. Includes oncosts [superannuation, worker s compensation and fringe benefits tax. Superannuation calculated to cover increases in rate of guaranteed superannuation over the period). 4. Includes increasing of core hours of Communications officer to 22.5 hours a week if increase in Arts NSW funding. 5. includes professional development 6. program expenses, fees paid to artists and a portion of promotion and marketing relate directly to earned income 7. all income in is unsecured EASTERN RIVERINA ARTS STRATEGIC PLAN

19 MANAGEMENT PLAN ORGANISATIONAL STRUCTURE Eastern Riverina Arts is an incorporated not-for-profit organisation governed by a board of management. The board is responsible for setting the organisation s strategic direction, mission and vision; approving the organisation s strategy and performance objectives; final approval of the proposed program of activity and budget; and monitoring the implementation of the business ensuring high standards of organisational and financial management and legal requirements are met. The board also acts as advocates for the organisation and assists with fund-raising. Under our Constitution the Board is formulated as follows: one nominee to be appointed by the Riverina Eastern Regional Organisation Councils, one nominee to be appointed by each Member Council and up to 5 co-opted members to be appointed by the serving Board on the basis of the person s ability to provide specific skills, expertise or strategic representation. Nominees are required to serve for a period not less than 12 months and no more than three consecutive years. Councils are required to appoint nominees who MEMBERS COUNCIL MEMBERS ORGANISATIONAL MEMBERS BOARD COUNCIL NOMINEES (1 delegate per Council) REROC NOMINEES CO-OPTEES up to 5 as required STAFF EXECUTIVE OFFICER/REGIONAL ARTS DEVELOPMENT OFFICER 38 hrs/week ACCOUNTS OFFICER 6 hrs / week COMMUNICATIONS 15 hrs / week ABORIGINAL ARTS OFFICER 15 hrs/week COMMUNICATIONS 22.5 hrs/week PROJECTS OFFICER hrs hrs/week REGIONAL PRODUCER 15 hrs/week current structure strategies EASTERN RIVERINA ARTS STRATEGIC PLAN

20 MANAGEMENT PLAN have a demonstrated engagement or experience in the arts or cultural development as well as governance skills and an understanding of responsibilities involved in planning, monitoring and managing a not for profit organisation. The composition of the board will ideally include a balance of the following skills: knowledge and networks in state and federal arts funding bodies, arts institutions and broader arts community; experience in professional arts practice; knowledge of arts education and training; experience in or knowledge of cultural tourism sector; knowledge of community economic development issues; media and marketing skills; policy development skills; experience in arts management and arts administration. The board meets six times per year to receive and review regular comprehensive performance reports on all key business areas from the executive officer and other staff as required. The organisation adheres to a Code of Ethics and Conflict of Interest policies adopted at the first meeting of the newly constituted board in May A constitution review is scheduled for 2016 and will investigate changing board structure pending the publication of the list of adopted recommendations from the Arts NSW Review of Regional Arts Boards. A structure which sees an executive meeting more frequently than the total board will be considered alongside a more formalised two-tiered structure. A full list of current board members, staff and their skills and qualifications is attached as appendix D. SUCCESSION PLAN The board of Eastern Riverina Arts recognises its responsibility to make provisions for competent governance and management of the organisation. In fulfilling this responsibility, the board also acknowledges that situations may arise which require a need for interim leadership and that future leadership transitions are inevitable. To this extent the succession plan addresses the following issues: UNPLANNED TEMPORARY ABSENCE OF EXECUTIVE OFFICER In a situation where the EO is absent temporarily,and determined to be unable to carry out the EO responsibilities, the following procedures will be followed: Within five business days after the date of the EO s absence, the board authorises the board chair, or deputy-chair in the absence of the board chair, to appoint an individual or individuals to carry out the EO functions. The board chair is responsible to ensure that interim leadership arrangements are communicated to the board, staff and key stakeholders. These appointments will remain in place until the EO is able to resume their responsibilities, an interim EO is appointed by the board or until such a time that other appointments are made by the board or the selection committee acting on behalf of the board. The board maintains the prerogative to appoint or discontinue interim leadership appointments at any time. As soon as possible following the notification of an unplanned absence of the EO, the board chair shall convene an Executive Committee meeting to affirm the procedures in this plan or to modify them as necessary. The board chair shall remain in at least weekly contact with the person(s) assigned to provide interim leadership. REPLACEMENT OF EXECUTIVE OFFICER (RESIGNATION, TERMINATION, SERIOUS ILLNESS OR DEATH) When EO is not available and is not able to return to the position the above procedures for a temporary absence of the EO will be followed. In addition, the procedures outlined in shall be implemented. EASTERN RIVERINA ARTS STRATEGIC PLAN

21 MANAGEMENT PLAN Within four weeks of a known permanent vacancy in the EO position, the Board will appoint a selection committee comprising a minimum of 3 members of the board including at least one Office bearer. The selection committee will be delegated authority to : review the position description and salary carry out the recruitment process offer the position to successful candidate present contract negotiations to the board for final approval develop a transition plan/timetable and support tools for the new executive officer BOARD RENEWAL AND MAINTENANCE The board of Eastern Riverina Arts recognises the importance of regular renewal of board members to ensure that the skill set of the board is relevant to the current operating environment. To this extent the following strategies are in place: no board member can serve for more than three consecutive years to ensure retention of corporate knowledge when the current board s term ends the timing of the board s terms are staggered potential future Chairs should be identified at least 12 months prior to the end of the current Chair s term and a changeover strategy be developed conduct annual review of skill sets prior to AGM ensure induction process for new Board members maintain good networks with key individuals and organisations for potential pool of appropriate Board recruits work closely with Councils to identify potential replacement nominees CONFLICTS, DISPUTE RESOLUTION AND PERFORMANCE MANAGEMENT The board of Eastern Riverina Arts acknowledges that the possibility for conflicts between the board and the Executive Officer, conflicts within the board and the performance of the Executive Officer, the board, the Office Bearers could cause loss of reputation and ongoing financial loss. The following strategies are in place: the Board conducts an annual performance review of the Executive Officer disciplinary procedures and dispute settlement procedures between the Board and the Executive Officer are clearly outlined in the Executive Officer s contract The Constitution of the organisation outlines clear procedures for the disciplining of any member or delegate who has persistently acted in a manner detrimental to the interests of the association and the right of appeal. Resolution of disputes are to be referred to mediation services dispute and disciplinary procedures to be reviewed and modified as required as part of triennial review of Constitution. dispute and disciplinary procedures to be reviewed and modified when renewing Executive Officer s contract EASTERN RIVERINA ARTS STRATEGIC PLAN

22 MANAGEMENT PLAN RISK MANAGEMENT Type of Risk Causes of Risk Proposed actions to minimise or avert risks Environmental Risks Financial Risks The Executive Officer is required to drive substantial distances to adequately service the region Earned income. Eastern Riverina Arts will be exposed to potential financial loss on entrepreneurial activity in its program Ensure adequate budget allocation to allow for overnight stays where required Ensure realistic budgets are set and adhered to. Seek sponsorship and inkind support to minimise losses Ensure adequate allocation of resources for marketing Financial Risks Financial Risks Grants. Eastern Riverina Arts is dependent on continued funding from local and State Government Local Government amalgamation and boundary changes affecting membership revenue Ensure compliance with Arts NSW requirements tor eligibility. Ensure all funding received is properly used, accounted for and acquitted. Ensure program is relevant to funding bodies objectives Address income diversification Work closely with member councils and REROC to ensure the centrality of ERA in the region s delivery of cultural programming Marketing and Reputation Risk Management Risks Failure to deliver on expectations of members and community Misrepresentation of organisation and organisation s position in social media and media Board unable to fulfil its governance role due to lack of awareness of its obligations Ensure adequate communication and promotion of organisation. Provide adequate levels of staffing to deliver program Ensure staff and board are aware of social media and communications policies. To ensure that it has the appropriate skills, the Board will review itself annually and will take necessary steps to add or replace people with expertise and/or additional skills. New board members receive induction Board training sessions are provided for in budget EASTERN RIVERINA ARTS STRATEGIC PLAN