PENRITH PERFORMING & VISUAL ARTS

Transcription

1 PENRITH PERFORMING & VISUAL ARTS JULY DECEMBER 2014 STRATEGIC PLAN Transitioning from a Not-for-Profit Cultural Organisation to a Creative Cultural Enterprise

2 PPVA COMPANY VISION To be a cultural hub that produces and delivers programs that engage, enrich and excite our communities and audiences.

3 PPVA ARTISTIC VISION To be a centre of excellence in the production and presentation of cultural work.

4 MISSION To transition to a creative enterprise, and in doing so, enable the growth, development and long-term sustainability of PPVA s cultural and educational programs.

5 PPVA STRATEGIC GOALS GOAL 1 To be a centre of excellence in the production and presentation of cultural work. GOAL 2 Greater engagement with the artistic and broader communities through activation of spaces and public programs, on-site and offsite. GOAL 3 To secure the resources necessary to re-engineer the company and achieve its mission. GOAL 4 Development of a capital vision which harnesses and extends the company s technologies and physical assets, to take PPVA to the next stage in its growth and development. GOAL 5 Reform processes, structures and systems to become more efficient, effective and entrepreneurial.

6 GOAL 1 To be a centre of excellence in the production and presentation of cultural work. STRATEGIES 1a Consolidate and strengthen PPVA s commitment to programming which is artistically of the highest standards, exciting, innovative, relevant to the Penrith community and recognized by our peers. INITIATIVES 1a.i A seasonal approach to programming at Penrith Regional Gallery in which 12 exhibitions a year are staged, one of which will be based on the collection, one a touring show, and the balance, new work and themed shows. 1a.ii Review the objectives, management and operational structures and resourcing of performing arts programs at The Joan, in the context of community needs, prevailing trends within this sector, and the need for both artistic and financial sustainability. 1a.iii Ensure PPVA education programs extend and enhance the company s artistic programs. 1a.iv Build relationships with the cultural sector in Australia and internationally through collaboration and exchange of ideas, programs and resources, conference participation, forums and peer networking. 1a.v Develop an evaluation framework to assess the impact and effectiveness of program components on a rolling basis, to inform future programming decisions, acquittals and funding proposals. 1a.vi Maintain and grow PPVA s collections and their significance through innovative forms of interpretation and communication, loans of works to other institutions and interaction with external curatorial expertise. 1b Broaden our cultural remit and diversify PPVA programming. 1b.i Identify opportunities for and ways to include other artforms into the scope of PPVA s programs, to attract new audiences. 1b.ii Identify opportunities for and encourage collaboration and cross-fertilisation of ideas and programming, as a core value of the company, through innovative and hybrid projects and new partnerships.

7 1c Create a stimulating environment for artists to create work and develop their practice. 1c.i Undertake a pilot artistic laboratories and residencies program for emerging and mid-career artists, reflecting PPVA s commitment to research & development and to innovation in the arts. 1c.ii Provide masterclasses, skills development and training targeted to emerging and established artists within Penrith (including Penrith Conservatorium students) and from outside Penrith. 1c.iii Explore options for and institute a Western Sydney cultural fellowships program, funded by private benefactors and corporate sponsorship.

8 GOAL 2 Greater engagement with the artistic and broader communities through activation of spaces and public programs, on-site and offsite. STRATEGIES 2a Make audience central to our endeavours. 2b Broaden our footprint by taking PPVA programs beyond our two sites in inclusive, innovative and entrepreneurial ways. INITIATIVES 2a.i Research and undertake best practice marketing and communications in order to serve diverse current and new audiences. 2b.i Forge new partnerships across all aspects of the company s operations and relationships which are relevant to and enrich and strengthen PPVA programs (including other companies and institutions, festivals, conferences, professional opportunities). 2b.ii Research, plan, introduce and fully exploit digital technologies to make PPVA programs available anywhere. 2b.iii Identify and act upon opportunities for achieving greater returns and capitalizing on PPVA expertise and intellectual property through cultural brokerage, skills marketing, educational partnerships. 2b.iv Develop a pilot project program for off-site activities and touring of PPVA inhouse productions and exhibitions (working title Best of Penrith 2 U ) for implementation from c Enhance visitor experience and become a social destination, to encourage return visitation and attract new market segments. 2c.i Research best practice and leading edge public programming in cultural enterprises locally and internationally, and articulate opportunities where PPVA can enable greater community participation through engaging and relevant public programs and collaboration. 2c.ii Trial a Public Programs strand on a whole of enterprise basis in 2014, for ongoing implementation from 2015 and thereafter. 2c.iii Develop visitor and tourism packages targeted at specific market segments eg seniors,children,families,schools.

9 GOAL 3 To secure the resources necessary to enable the company to achieve its mission. STRATEGIES 3a Develop a fundraising strategy by June 2014 which seeks to increase private funding sources to 10% of the PPVA budget over the course of the next strategic plan. 3b Maintain and diversify public funding from all levels of government and across a broader range of agencies. INITIATIVES 3a.i Undertake audit of potential sources of corporate and philanthropic support for projects and programs within and outside Penrith. 3a.ii Identify all program components suitable for philanthropic, corporate and additional public support. 3a.iii A Fundraising Strategy and list of potential private, corporate and philanthropic supporters for specific program elements and projects totalling approx 20% of the budget is in place by April b.i Monitor and advise the Board on policy development and changes in government arts funding programs, ensure PPVA has a voice in these reviews & proactively identify the opportunities and threats within them. 3b.ii Identify, prioritise and seek possible sources of new public funding from arts and other agencies at all levels of government, to increase and diversify PPVA s public funding. 3c Develop a plan to increase self-generated income from commercial activities by 10% by December c.i Identify potential revenue streams from PPVA assets, both physical and Intellectual Property, new performing arts initiatives and from appropriate elements of PPVA educational and public programs, and implement progressively during 2013 and c.ii Based on the assessment of PPVA s potential revenue streams, develop a program of entrepreneurial initiatives and implement progressively. 3e From future operating surpluses, establish a Risk Fund to support innovation and investment in commercial projects, and policies for its achievement, application and growth. 3c.iii Formulate a financial strategy for a replacement of JSPAC pianos sinking fund. 3e.i Develop a policy and plan for the raising and application of operating reserves, including guidelines for managing artistic and commercial risk, to be submitted to the Board for ratification by April 2014.

10 GOAL 4 Development of a capital vision which harnesses and extends the company s technologies and physical assets, to take PPVA to the next stage in its growth and development. STRATEGIES 4a Ensure both PPVA sites are maintained and managed to best achieve the company s objectives, to achieve its cultural purpose and serve its community. 4b In consultation with the community and stakeholders, develop a 10-year capital vision to guide the company in planning its future directions. INITIATIVES 4a.i With Penrith City Council, develop a Total Asset Management Plan which identifies and plans future maintenance, upgrade and development of PPVA assets, and includes a detailed financial plan. 4a.ii Undertake a review of PPVA s technological capacities, to assess the adequacy of the company s technology infrastructure and systems supporting financial management, operations, internal and external communications, knowledge management, fundraising and marketing, to form the basis of a 12-month upgrade and longer-term development. 4b.i Develop a methodology and project plan for the consultative process by December b.ii Commence consultations with stakeholders and the community on a future vision for PPVA (report to Board and Council mid-2015). 4b.iii Examine and report to the Board and Council by December 2014 on future technology capacity development needs. 4c Ensure PPVA benefits from the NBN and the opportunities its rollout presents. 4c.i Report and recommendations, focusing on NBN content opportunities, submitted to the Board by November d Monitor and contribute to relevant Penrith City Council and NSW Government policies and social planning. 4d.i Undertake review of relevant PCC plans and programs, to identify how PPVA can best contribute to their achievement. 4d.ii Review NSW Dept of Planning strategies and plans for Penrith region and opportunities which they present for PPVA.

11 GOAL 5 Reform processes, structures and systems to become more efficient, effective and entrepreneurial. STRATEGIES 5a Undertake an organisational re-structure to reflect the profile of the company s operations and management and better achieve artistic, educational and business targets. 5b Introduce new financial management systems to enable improved decision-making and accountability. INITIATIVES 5a.i In consultation with staff and stakeholders develop a new organisation structure which reflects and serves current priorities and represents the best application of PPVA s human resources. 5a.ii Rollout the new structure by December 2013 after staff and stakeholder consultation and feedback. 5a.iii Ensure best practice HR management through performance appraisal and management, delegations of authority, professional development, learning and development and communication. 5b.i Develop an outcomes-based financial and management reporting system, which reflects the operational cycles of cultural programs and provides improved data on the true costs of activities, by end b.ii Implement the introduction of the new financial and management reporting system between January and May b.iii Implement current systems priorities for the rollout of ENTA and the introduction of a contemporary fundraising system. 5c Ensure PPVA venues are managed in an efficient, effective and entrepreneurial way. 5c.i Audit, review and revise existing policies and procedures and develop a PPVA Procedures & Policies Manual for use by staff and hirers. covering all aspects of PPVA operations. 5c.ii Assemble a PPVA venue hire policy and procedures manual based on current best practice (including charge out rates and resourcing. 5c.iii Develop a PPVA hirers package by October 2013 for implementation from 2014.

12 5d Communicate our value clearly and persuasively to all stakeholders and ensure constructive relationships with them through timely and meaningful information and interaction. 5d.i Institute new reporting frameworks for the Board and Penrith City Council. 5d.ii Undertake a comprehensive Risk Management Plan for the Board. 5e Prepare a Marketing and Communications Strategy which maximizes PPVA s visibility, enables and enhances relationships with audiences and stakeholders, and accurately articulates and comprehensively markets the programs and their benefits. 5e.i Articulate venue brands and establish a whole of enterprise approach to PPVA marketing and communications, to be ratified by Board by September e.ii Develop a Stage I Marketing and Communications Strategy by October 2013 for 2014 programs, and refinement for 2015 onwards in a Stage II Strategy by October 2014.