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STRATEGIC PLAN 2020-2022
CONTENTS
1. Executive Summary ............................................................................................................................................................................................................................. 3
2. PURPOSE AND ARTISTIC VISION .......................................................................................................................................................................................................... 4
2.1 Our Vision .......................................................................................................................................................................................................................................... 4
2.2 Our Mission ....................................................................................................................................................................................................................................... 4
2.3 Our Core Objectives........................................................................................................................................................................................................................... 4
3. STRATEGIC/CONTEXT ANALYSIS .......................................................................................................................................................................................................... 5
3.1 Key Issues .......................................................................................................................................................................................................................................... 5
3.2 History ............................................................................................................................................................................................................................................... 5
3.3 Internal Situation ............................................................................................................................................................................................................................... 7
3.4 External Situation .............................................................................................................................................................................................................................. 8
3.5 Markets.............................................................................................................................................................................................................................................. 9
3.6 Stakeholders/Partners ..................................................................................................................................................................................................................... 13
4. STRATEGY .......................................................................................................................................................................................................................................... 14
5. Goals and Related Success Factors.................................................................................................................................................................................................... 15
6. ORGANISATIONAL SUPPORT PLANNING ........................................................................................................................................................................................... 23
6.1 Financial overview ........................................................................................................................................................................................................................... 23
6.2 Key Business Risks............................................................................................................................................................................................................................ 27
6.3 Management ................................................................................................................................................................................................................................... 28
7. Appendix 1: SWOT Analysis and Key Macro Environmental Forces .................................................................................................................................................. 33
8. Appendix 2: SUCCESSION PLAN ......................................................................................................................................................................................................... 38
Acronyms Glossary
ANW Arts North West Inc.
LGA Local Government Area
RADO Regional Arts Development Organisation
ED Executive Director
Strategic Plan Page | 2
1. EXECUTIVE SUMMARY
Although a small organisation Arts North West has a very large and diverse regional brief. Our core business includes a multitude of day to day enquiries, providing
immediate and quality advice, information and professional support to artists and organisations, as well as the research, promotion and advocacy we oversee in
partnership with our stakeholders.
Arts North West has been successfully delivering artistic and creative development across a region of 98,574 km² of New South Wales to a population of over
187,000 people for more than 18 years. This development can range from individual artists’ needs to larger arts organisations, from Keeping Places to festivals,
creativity in business and professional development workshops to arts and disability projects. It takes place across all artforms – film, visual arts, music, dance,
literature and digital media – and throughout our region. Our ongoing management of this incredible diversity reflects the high level of skill and experience our
team and core partnerships provide to the region’s development.
Examples of the successful projects and programs ANW has delivered include film-making, story-telling and creative collaboration in our Aboriginal Cultural Support
Program, ANW Connect (a regional online creative arts directory with associated arts trails), the Arts North West ON TOUR performing arts network; EnAble Arts
Forum for arts and disability stakeholders in the region; and Professional Development Workshops on a number of arts business topics. Our strategic projects have
focused on youth, on mental health in our isolated communities. These are just some of the programs Arts North West has provided to minimise the effects of
distance and isolation, provide access, improve communication across the sector, build participation and strengthen partnerships. We are currently in the middle of
the worst drought in living memory, and the role that arts can play in supporting wellbeing and community resilience cannot be underestimated.
Arts North West, like many arts and cultural organisations, continues to manage its business and services with a bare minimum of staff and limited resources. We
consider our key resources to be a focussed yet flexible approach to management, a creative and committed attitude to our work, the staff and boards’ collective
knowledge and experience, and of course our funding from Create NSW and twelve Local Government Areas which enable these and other shared resourcing to be
put into action.
A key element of Arts North West’s ability to service its stakeholders is the online customer relationship management system ‘ANW Connect’ which has been
designed as a tracking and reporting framework to improve our overall organisational and project management and associated reporting. This has clearly shown a
30% increase in demand for ANW’s services and resources. ANW needs to focus on building its current operational capacity to fully realise the potential of this tool,
and meet the region’s need for creative opportunities and arts support.
Arts North West is proud of its existing strengths which include its highly experienced staff and board as well as an excellent track record of responsible, inclusive,
and innovative arts and creative development across the entire New England North West of NSW.
Caroline Downer
Executive Director, Arts North West
Strategic Plan Page | 32. PURPOSE AND ARTISTIC VISION
2.1 Our Vision
Arts North West (ANW) vision is a vibrant arts and cultural landscape creating healthy sustainable and connected communities in the New England North West of
NSW.
2.2 Our Mission
To facilitate, support and generate creative opportunities in the New England North West of NSW.
2.3 Our Core Objectives
1. Develop and broaden our diverse audiences and their participation in arts and cultural activities
2. Grow and support community cultural capacity
3. Forge strong partnerships and networks across the region
4. Provide sound and effective corporate governance to ensure a sustainable organisation.
These objectives were developed by ANW in partnership with contributing Local Government Authorities (LGAs), Create NSW, program partners, and the
communities of the New England North West region of NSW. These objectives respond directly to the need for sustainable, stimulating, professional, meaningful,
and innovative support for regional arts development as expressed in the objectives of the Create NSW Negotiated Multiyear Funding and the community and
cultural plans of the region’s LGAs.
Strategic Plan Page | 43. STRATEGIC/CONTEXT ANALYSIS
3.1 Key Issues
ANW is a robust and vibrant organisation which delivers significant arts and cultural outcomes for its region. Its large area of approximately 320km by 130km, with
12 different local Councils places certain strains on staff resources. This has in turn, required the organisation to think flexibly about its service delivery, through key
networking, diverse communications using online and new technology platforms. ANW continues to forge strong partnerships with its stakeholders, and particularly
its 12 LGAs. Raising the profile of ANW across the region has been a priority over the past three years and continues to be a focus.
3.2 History
ANW is a not-for-profit incorporated association and charitable institution that receives financial support for its operational management through Arts NSW
Negotiated Triennial Funding and annual contributions from twelve (12) local governments of the New England North West region which are: Armidale Regional,
Glen Innes Severn, Gunnedah Shire, Gwydir Shire, Inverell Shire, Moree Plains Shire, Narrabri Shire, Liverpool Plains Shire, Tamworth Regional, Tenterfield Shire,
Uralla Shire, Guyra Shire Council and Walcha Council. Inverell Shire Council has recently returned to the network after a five year absence.
Figure 1: New England North West Region, NSW
Strategic Plan Page | 5The ANW office is located centrally in the region at 16 East Avenue, Glen Innes. The building has been provided by the Glen Innes Severn Council. As a regional arts
development organisation ANW provides critical services, advice and support on all arts and cultural developments across the New England North West of New
South Wales (Figure 1). ANW’s footprint covers 98,574 km² stretching from Tamworth across the plains to the Pilliga, up through the North West Slopes to
Queensland and back down along the spine of the Great Dividing Range and the New England Tablelands. This tableland region is approximately 320 kilometres long
by 130 km wide with a population of approximately 187,000 people. ANW represents and operates for this region as part of a collegial network of independent
regional arts development organisations working across NSW (Figure 2) with Regional Arts NSW acting as their peak advisory body.
Figure 2: Regional Arts Boards Network, NSW
ANW was established in 1996 as a Regional Arts Development Program and established as an independent Regional Arts Board for the New England North West of
New South Wales in 1997. For 20 years, ANW has been true to its core purpose of regional arts development while also being responsive to the changes in
government and the myriad of creative needs, opportunities and outcomes it aims to support in the New England North West. This has established ANW as a central
resource for and active developer of creative opportunities. This central regional role has also led to increased demand for its services and programs.
Strategic Plan Page | 63.3 Internal Situation
ANW has a significant and strong track record for almost twenty years of operation. It has a highly skilled staff, with a strong regional network with key stakeholders
including LGAs, Tourism bodies, key arts organisations and funding bodies.
In 2018 the organisation transitioned to a new governance structure - a two-tier model comprising a skill-based Board of Management governing the organisation
and a Strategic Advisory Council (SAC) of representatives from contributing LGAs and independent cultural organisations providing strategic input and feedback into
programming and direction. Board Directors were sought from people with one or more of the following skills and/or expertise in the following areas:
• governance, business and strategic planning • regional community and cultural services development
• financial management • human resources management
• legal expertise in a non-profit organisation • information technology communications
• local government • risk management/insurance; or
• arts, arts practice, arts administration • marketing/fundraising
• regional economic and/or tourism development
ANW is committed to First Nations representation, cultural diversity, gender equity and inclusion in its board composition and encourages nominations to reflect the
diversity of the New England North West area of NSW. Nominations will also be sought to reflect a geographical spread across the ANW region.
Access to arts and culture information and programs in our region is a key issue that has been identified in stakeholder surveys for ANW to overcome. Providing
such services and programs across such a huge distance and diverse set of communities is a big challenge for an organisation with limited resources. It is difficult to
meet face-to-face with stakeholders on a regular basis, therefore ANW has concentrated its resources on online interaction. This is a huge opportunity in an area
where NBN is being rolled out and where new technology can bridge distances. ANW Customer Relationship Management (CRM) database is a vital tool for
networking and has greater potential to improve access to information, ideas, education, professional development, employment, and inspiration. This building of
community capacity will allow our region to thrive, based on a strong relationship with our LGAs.
3.3.1 Financial summary
ANW’s income for core activities is derived from Triennial Funding from Create NSW, and annual contributions from 12 LGAs. Our artistic program is also funded
through project grants. Our Aboriginal Cultural Support Program is funded through project grants from the Federal Government. It is a key program for ANW and
the model is currently unsustainable as it funds short term projects only.
Strategic Plan Page | 73.4 External Situation
Geography and climate have a massive impact on the life and diversity of Northern Inland NSW and the way its communities develop and interact. The Northern
Inland covers the rolling temperate regions of the slopes and plains of the Northwest to the mountainous hills, the rainforests and the gorge and granite country of
the New England.
Diversity is a key issue, as activities that are successful in one part of the region, are not necessarily transferrable to another. Winter, for example, in the tablelands
areas, shows a decline in events, as people do not venture out into the cold. While Tamworth and Armidale have strong creative industries, smaller towns in the
region are seeing a decline in young people and general population. These smaller populations, while having their own benefits, struggle to access galleries, cinemas,
theatres, bookshops, professional development and other creative opportunities that many in metropolitan and more populated areas take for granted.
3.4.1 Arts and Culture
There are numerous groups and organisations working in the arts and community cultural development, including 11 community arts councils and 17 Local
Aboriginal Lands Councils across the region. With three regional art galleries (Tamworth, Moree, Armidale) and three conservatoriums (Tamworth, Gunnedah,
Armidale), there is strong focus on visual art and music across the region. The Tamworth Country Music Festival including the Aboriginal Cultural Showcase is a large
event that boosts development of a vast array of musical genres. ANW coordinates the Museums New England North West network which has over 50 members.
The ANW ON TOUR network is a unique regional network that co-ordinates regional performing arts touring for community, council and independent presenters
(including arts councils) across the New England North West. Locally made and produced product is a small but evolving element of the region’s performing arts and
is well supported by the relative communities. Tamworth Dramatic Society; The Armidale Drama & Musical Society; North West Theatre Company, Bingara; Glen
Innes Arts Council and a number of other community organisations all present amateur theatre and musicals for their communities.
The region has a strong writing culture with the New England Writers Centre as a key organisation in the region. There are also a number of film festivals in the
region – including Armidale, Tamworth, Tenterfield and Inverell.
3.4.2 Career Pathways
There are no longer any accredited visual arts training courses operating in the New England North West. The University of New England offers a Bachelor of Arts
and Bachelor of Music. TAFE, with units across the New England North West, was also the major hub providing access to arts equipment, workshop and learning
facilities. TAFE closures have shifted the onus onto local government and other providers to examine diversification of and increased access to alternative spaces for
creative practice and professional pathways. Workshop spaces are a priority for both visual and performing arts across the region.
The development of the ANW CRM has been crucial in identifying issues and developing programs that increase access to arts and cultural activity throughout our
region. These regional sector networks have increased online interactive processes, and a better mapping of creative opportunities. Increased lobbying at local
government level is becoming crucial, with state and federal government funding to arts declining.
Strategic Plan Page | 83.5 Markets
3.5.1 Regional Profile
The North West has a high Aboriginal population (10.1%, well above the State average of 3.4%) and many Aboriginal artists and arts programs across the region.
Through extensive community consultation and strategic partnerships ANW is working with numerous individual and organisations to build and improve
opportunities for Aboriginal arts and communities in our region. The current coordinated approach to Aboriginal arts and culture in the North West provides
regional economic and social development, the revitalisation and preservation of unique skills and culture, a growth in awareness of the artistic talents and capacity
of Aboriginal people. In view of the size and diversity of the region and the complexity of working in Aboriginal arts, this development and its future sustainability can
only be achieved through a long term approach based on strong relationships and trust from Aboriginal communities.
The major focus of the region is Aboriginal culture or Australian heritage events, rather than stand-alone multicultural activities. There are Sudanese Burmese,
Indian, Chinese, Thai and a range of recent migrants from Middle Eastern countries in Armidale and Tamworth that are involved in ongoing cultural development
projects with ANW, including film, music, visual arts, fashion and craft cottage industry. The University of New England (UNE) has a large international student
population that engages with the arts through NERAM and beyond. Some smaller communities welcome migrants including Mingoola which has settled families
from southern Africa. The tomato farm in Guyra for several years have employed visa holders and there are substantial numbers of Pacific Islanders residing in that
town and engaging in community activities. The Roxy Theatre and Greek Café in Bingara celebrates that town’s heritage. Armidale is also part of the government’s
Humanitarian Settlement Program (HSP) resettling a number of Yazidi families. Festivals with a focus on cultural diversity include: La Porchetta Festival (Gunnedah),
Carnivale (Armidale), Nundle Go for Gold Festival and Glen Innes Celtic Festival, Fiesta La Peel (Tamworth) and a variety of Harmony Day events across the region
each March. Multicultural Tamworth and Northern Settlement Services in Armidale and Tamworth are frequent partners of ANW delivering creative opportunities to
refugees and new migrants to the region.
Unemployment in the region is 6.4% with a higher percentage of our population on disability support, parenting payments and Youth Allowance than the Australian
average. Youth in particular struggle to find employment (25.8% unemployed), with the availability of professional skill development an issue. A consequence is the
decline of youth population who move away to find work with few returning back to the region. However, the population of the region is increasing with the
majority in the 25-55 age group, with a median age of 40.3.
Strategic Plan Page | 9Main industries include agriculture, mining, wind and forestry. Emerging technology clusters particularly in the agricultural field are situated out of the government
departments and UNE. The region produces world-class commodities including fine wool, cotton, bread wheats, durum wheat for pasta production and is a centre
for livestock production and research. Education & Training, Manufacturing, Health Care & Social Assistance are also dominant sectors in the area. Education is a
key industry and a hallmark of the New England Region. UNE is recognised as a major provider of a wide range of courses. The region is also host to a large number
of internationally renowned private and boarding schools as well as quality public schools. Communications Technology is also well advanced, particularly in the
major centres, with the introduction of the NBN. There is an alternate energy hub emerging in Glen Innes and Inverell with two wind farms and a developing solar
farm.
Climate and the impacts of mining and drought also affect the cultural sector. Although mining, flood and drought tend to increase community need for cultural
engagement, regional resources are necessarily diverted into these areas rather than cultural engagement. The intense and long cold periods in the New England
area also limits cultural engagement as does harvest and drought on the Western Plains.
While distance is an issue for residents of the North West, it is well serviced by road, rail and air and is uniquely placed between Sydney and Brisbane with major
highway access to Victoria and South Australia through inland routes. An extensive highway system links the region’s major towns, and road and rail freight systems
link the region to major Australian markets and export ports. However, travel times and costs are high within the region, and connectivity is a critical component of
successful regional arts projects or programs. A major impact on programming and attendance is the long distances many need to travel. Although NBN has been
rolled out to a number of locations, issues regarding access to internet and phone coverage still affect much of the region.
Cultural activity varies widely over the region, often dependent on provision of cultural services by local government. The main towns of Armidale, Tamworth,
Gunnedah and Moree have strong cultural infrastructure including public libraries, performing arts venues, public galleries or museums as well as Conservatoriums.
Physical isolation and limited infrastructure impact on the arts sectors’ development. Access to arts infrastructure, professional development, and industry support
is fragmented. Only a few high profile venues currently have the infrastructure needed for successful arts practice and access to these venues is limited. Most of the
cultural infrastructure in the region is based around educational facilities such as UNE in Armidale, TAFE, and schools. Community Halls in villages are a vital centre
for a range of social and cultural activities but the halls vary in their upkeep.
Strategic Plan Page | 103.5.2 Our core audiences
ANW services the breadth of our community providing advice and assistance on arts and culture – with priority areas identified as being the Aboriginal community
and People with a Disability.
Our key markets include:
• Individual artists/practitioners
• Key regional cultural organisations including Museums, Galleries, Performing Arts Venues
• Tourism (focus on regional visitor information centres)
• Educational organisations (from primary to tertiary)
• Government (12 Local LGAs, State and Federal)
• Health particularly though aged services and disability service organisations
• Regional economic development and Creative Industries
• Wider community of New England North West
3.5.3 Key messages
• Vibrant cultural landscape for NE/NW
• Creative Networks and Opportunities
• Empower communities
• Promote arts and cultural projects
3.5.4 Strategic Direction
ANW is an advocacy and service body which hosts an arts directory (ANW Connect), facilitates projects and arts development (Enable Arts, Aboriginal Cultural
Support Program), and manages arts touring (Arts North West ON TOUR). Our core business includes a multitude of day to day enquiries, providing immediate and
quality advice, information and professional support to artists and organisations, as well as the research and promotion we oversee in partnership with our
stakeholders.
We will continue to reinforce ANW’s presence in the region, and to ensure that its key role is clearly articulated and communicated to stakeholders. We need to
focus on specific program areas including ANW Connect (the arts directory interface for cultural ecology in the region), and to develop sustainable funding models
for the Aboriginal Cultural Support Program and Enable Arts (arts and disability network). This will include investigating the diversification of income streams, and
specific fundraising campaigns. A key focus area for the future will be to explore youth initiatives.
Strategic Plan Page | 113.5.5 Marketing Mix
Website • Promote website across all electronic communication platforms
• Develop content strategy incorporating feedback from stakeholders
• Ensure content is timely, relevant & reflective of stakeholder preferences
• Regularly assess functionality of website, incorporating new technologies & opportunities to engage audiences
• Promotion of the integrated arts calendar
• Redevelop Technical Skills Directory to allow for up to date information.
• Maintain and develop ANW Connect online Directory
Media Releases • To focus on ANW specific project and programs, and profile regional artists.
Social Media (Instagram, • Develop clear content strategy for each social media platform
Facebook, Twitter) • ANW posts through Communications Officer to allow for timely, relevant content
• Waterfall Way Designs to post on ANW Connect subscribers.
• Use survey feedback to find optimum balance between local & external content
Print Media • Explore regional print media advertising possibilities.
• Specific advertising for events if funding allows.
Radio • Monthly wrap up ABC NE/NW
Newsletter • Fortnightly e-news will link back to ANW website, with information on arts and cultural events and opportunities specific to
the region
• Quarterly Council e-news will develop profile on specific ANW activities (based on Board summary)
• Bi-annual enews to ANW subscribers focussing on cultural tourism
Image Bank • Develop key images for promotion and marketing
ANW database • Integrate ANW networks into Mailchimp – allowing for specific news updates to targeted segments.
• Current networks include Cultural Tourism, Enable Arts, Film NENW, Aboriginal artists, Writers, Museums New England
North West, Performing Arts Venues, Visual Arts, and Cultural Leaders NE/NW
Strategic Plan Page | 123.6 Stakeholders/Partners
Key stakeholders include:
• Create NSW
• Federal Government (Aboriginal Program)
• 12 LGAs:
o Armidale Regional o Moree Plains Shire
o Glen Innes Severn o Narrabri Shire
o Gunnedah Shire o Tamworth Regional
o Gwydir Shire o Tenterfield Shire
o Inverell Shire o Uralla Shire and
o Liverpool Plains Shire o Walcha Council
These are crucial partners for ANW – without their financial contribution, ANW would be unable to fulfill its role as a facilitator for arts and cultural
development in the region.
ANW services individual regional artists across all artforms as well as the following regional organisations:
• Aboriginal Cultural Centre and Keeping Place, • Crossing Theatre, Narrabri • New England Writers Centre Inc
Armidale • Glen Innes Arts Council • Roxy Theatre, Bingara
• Armidale Youth Orchestra • Glen Innes Art Gallery • Royal Theatre, Quirindi
• Armidale Symphony Orchestra • Gomeroi gaaynggal Centre, Tamworth • Sir Henry Parkes School of Arts, Tenterfield
• Armidale Choral Society • Gunnedah Conservatorium of Music • Tamworth Regional Art Gallery
• Armidale Music Foundation • Hoskins Theatre (TAS) • Tamworth Regional Conservatorium of Music
• Bank Art Museum Moree • Inverell Art Gallery • Tamworth Regional Craft Centre Inc
• Capitol Theatre, Tamworth • McCrossins Mill Museum, Uralla • The Ascent Group, Armidale
• Challenge Disability Services • New England Conservatorium of Music • University of New England
• Civic Theatre, Gunnedah • New England Regional Art Museum
Strategic Plan Page | 134. STRATEGY
1. Develop and broaden diverse audiences and their participation in arts and cultural activities
The focus is on developing strategic projects that increase participation and diversify our audiences, and complemented by improved data and reporting
systems. Priorities are Aboriginal, People with a Disability and Youth and include the following programs: Aboriginal Cultural Support Program, Youth Art
Projects, Arts and Disability (Enable Arts), Arts North West ON TOUR, Cultural Tourism (ANW Connect).
2. Grow and Support community cultural capacity
The focus is to provide services designed to improve regional creative capacity. These include regional professional development workshops, funding
application reviews, auspicing services, enquiries and responses, advice and advocacy. ANW manages the integrated arts calendar for the region, and we
continue to update the ANW CRM database to provide a central resource for our stakeholders.
3. Forge strong partnerships and networks across the region
The focus is to continue to raise ANW’s profile across the region. Implementation of the Marketing and Communication Plan includes social media, e-news,
website, integrated with the ANW CRM database. The development and maintenance of the ANW CRM database is crucial in order to increase networking
opportunities and to improve tracking and reporting framework. Particular emphasis will be placed on strengthening the partnerships with our LGAs as well
as key cultural organisations in our area. Key networks will continue to be sustained through social media and face-to-face meetings.
4. Provide sound and effective corporate governance to ensure a sustainable organisation.
The ANW Board will continue to provide an effective organisational management of the organisation including all planning, reporting, fiscally responsible
business practices, sustainable operational framework with policies and procedures and HR support.
Strategic Plan Page | 145. GOALS AND RELATED SUCCESS FACTORS
Objective 1: Develop and broaden our diverse audiences and their participation in arts and cultural activities
GOAL PRIORITY ACTION KEY PERFORMANCE INDICATOR 2020 2021 2022
1. Develop and Artistic program includes all Development, implementation 2020 Artistic Program. 2021 Artistic Program. 2022 Artistic Program.
maintain a diverse mix projected projects, workshops of Artistic Program to include a
of regionally focussed and events managed and/or minimum of 3 ANW managed
arts and cultural partnered by ANW and that projects/programs per annum.
projects that provide operate within or over the
creative opportunities course of that financial year.
responsive to the
community needs.
2. Aboriginal Cultural ANW's Aboriginal Cultural Implementation of 2019 ANW Continue to explore Continue to explore Continue to explore
Support Program to Support Program is Aboriginal Arts and Cultural sustainable funding sustainable funding sustainable funding
provide a strategic and coordinated through the Strategy. for this key position. for this key position. for this key position.
sustainable approach Aboriginal Arts Officer's
to Aboriginal Arts position which is currently Projects to support Projects to support Projects to support
funded through project Aboriginal community Aboriginal community Aboriginal community
funding from Federal to share stories, and to share stories, and to share stories, and
Government. to provide key to provide key to provide key
professional professional professional
development through development through development through
advice service. advice service. advice service.
3. Support and develop ANW partners with significant A minimum of 1 project per 1 youth creative 1 youth creative 1 youth creative
Youth Arts Projects in organisations in the region to annum that focusses on youth development project. development project. development project.
the region. present creative development creative development.
workshops for youth. Explore partnership
with Headspace.
4. Promote and Strengthen key partnership A new model for funding Enable Research and explore Develop and 1 arts and disability
develop Enable Arts, with Accessible Arts NSW. Arts. funding models for implement new project.
the arts and disability Enable Arts Program funding model for arts
program for the 1 arts and disability and disability projects
region. project in the region.
Strategic Plan Page | 15GOAL PRIORITY ACTION KEY PERFORMANCE INDICATOR 2020 2021 2022
6. Maintain Arts North Arts North West On Tour is a 8 venues around the region ANWOT Contributions ANWOT Contributions ANWOT Contributions
West On Tour regional network of small to confirmed for Arts North West confirmed. confirmed. confirmed.
network. medium performing arts On Tour, with 2 tours
venues in the New England coordinated per annum. 2 tours/year 2 tours/year 2 tours/year
North West coordinated by Pocket Productions to 6-8 small coordinated. coordinated. coordinated.
ANW who promote touring villages, with 1 tour coordinated
product for their venues and per annum. Audience Audience Audience
community and provide Development survey Development survey Development survey
touring resources. undertaken. undertaken. undertaken.
Pocket Productions 1 Pocket Productions 1 Pocket Productions 1
tour/year tour/year tour/year
coordinated. coordinated. coordinated.
7. Advocate for arts ANW Connect - an online and Sustain 70 Subscribers to ANW 12 LGAs actively 12 LGAs actively 12 LGAs actively
and culture to be interactive arts directory Connect and maintenance of involved in involved in involved in
integrated into the developed in partnership with website and app data. The maintaining the trail. maintaining the trail. maintaining the trail.
tourism landscape arts and cultural workers of the subscription-based online model
through ANW Connect. New England North West to maintained by ANW. Sustain subscriptions Sustain subscriptions Sustain subscriptions
better promote their interests and maintain website. and maintain website. and maintain website.
in the region's cultural tourism. Partnerships developed with
Tourism in the region to further Develop minimum 1 Develop minimum 1 Develop minimum 1
promote the arts trail. North West Arts Trail. North West Arts Trail. North West Arts Trail.
ANW Art Trails developed each Explore opportunity to
year. present to VIC
network meeting
8. Identify and develop Apply for and (if successful) At least 1 application for 1 application. 1 application. 1 application.
strategic projects for manage and acquit grants to project/program grants per year
the region. support identified regional arts from ANW.
projects in the NE/NW.
Strategic Plan Page | 16Objective 2: Grow and support community cultural capacity
GOAL PRIORITY ACTION KEY PERFORMANCE INDICATOR 2020 2021 2022
1. Develop, promote Support and assist Include relevant funding Funding alerts Funding alerts Funding alerts
and manage funding stakeholders to secure opportunities and information promoted to regional promoted to regional promoted to regional
opportunities that relevant arts and cultural in e-bulletins, website, stakeholders. stakeholders stakeholders
would benefit the funding as a creative workshops, networks
region's arts and brokering program. communications.
cultural sector.
2. Secure, promote Manage CASP funding for Annual promotion, Annual Acquittal of Annual Acquittal of Annual Acquittal of
and administer New England North West administration of CASP to the this funding service this funding service this funding service
regionally focussed region as per Regional Arts region. with RANSW. with RANSW with RANSW
grants including CASP. NSW Agreement.
3. Facilitate Maintain and build ANW’s 4 professional development and 4 Workshops. 4 Workshops 4 Workshops
professional Regional Workshop Program information workshops (these
development events to build cultural development workshops can include regional Audience survey Audience survey Audience survey
targeted to meet capacity in the region.4 arts funding, grant writing, completed. completed completed
needs of our regional workshops per annum project management,
arts sector. provided in various locations partnership opportunities, arts
in the New England North business development,
West region. promotion and marketing).
4. Improve awareness Support independent touring Maintain integrated Event Min. 20 per annum Min. 20 per annum Min. 20 per annum
of and access to arts shows, exhibitions, and other Calendar on ANW website. support of support of support of
and cultural cultural opportunities to the independent events. independent events. independent events.
opportunities. region through promotion,
networking and funding Event Calendar Event Calendar Event Calendar
application assistance. maintained. maintained. maintained.
Board directors Board directors Board directors
attendance at regional attendance at regional attendance at regional
events. events. events.
Strategic Plan Page | 17GOAL PRIORITY ACTION KEY PERFORMANCE INDICATOR 2020 2021 2022
5. Provide advice and Monitor media, reports, and Monitor incoming information Ongoing. Ongoing. Ongoing.
support to key communications for funding for new industry development
stakeholder groups opportunities, changes and opportunities.
and individuals other matters of relevance to
through accessible arts and culture in the region
channels of to increase art based industry,
communication. employment and regional
capacity.
Respond to enquiries from Respond to 90% of general Reporting of Reporting of Reporting of
stakeholders via phone, email, enquiries within 48 working responses to 90% of responses to 90% of responses to 90% of
in person, mail, online hours of receipt. tracked enquiries tracked enquiries tracked enquiries
platforms. within 48hrs. within 48hrs. within 48hrs.
ANW CRM Database ANW CRM Database ANW CRM Database
reviewed and reviewed and reviewed and
maintained. maintained. maintained.
6. Provide stakeholders Develop and provide media Templates and tools developed Templates and tools Templates and tools Templates and tools
with the key resources release templates and other and made available on ANW online. online. online.
to assist themselves. promotional tools and website.
resources, funding booklet. Develop
Develop “how-to” videos for vodcasts/podcasts for
Facebook. Facebook.
7. Ensure that there is Positively advocate for the Represent and advocate for arts 20 presentations in 20 presentations in 20 presentations in
advocacy and value of arts in our region with and cultural development at the region per year, the region per year, the region per year,
representation at local, decision-makers, advisory meetings with key stakeholders 50 meetings with key 50 meetings with key 50 meetings with key
regional and national organisations, and and events in the region. stakeholders per year. stakeholders per year. stakeholders per year.
levels. spokespeople.
ANW CRM Database ANW CRM Database ANW CRM Database
reviewed and reviewed and reviewed and
maintained. maintained. maintained.
Strategic Plan Page | 18Objective 3: Forge strong partnerships and networks across the region
GOAL PRIORITY ACTION KEY PERFORMANCE INDICATOR 2020 2021 2022
1. Clearly brand ANW Ensure ANW branding is Allocate branding resources in Resources in annual Resources in annual Resources in annual
as an advocate for art consistent across all media. annual budget. budget and implement budget and budget and implement
and cultural branding actions. implement branding branding actions.
development in the actions.
region.
2. Implement Increase access to relevant, Implementation of Marketing and Marketing Plan Marketing Plan Marketing Plan
Marketing and timely information for arts Communication Plan which reviewed and reviewed and reviewed and
Communication Plan and creative activity, and includes social media strategy, implemented. implemented. implemented.
that positions ANW as build and improve on distribution of e-news, media
the central point of regional information releases, website and integration of
information and exchange. Celebrate and ANW Connect database,
communication for the communicate ANW maintenance of integrated Arts
arts across the region. successes. Calendar for the region.
3. Develop strong Improve and sustain Participation and presentation to ANW CRM Database ANW CRM Database ANW CRM Database
partnerships with our information flow and RADO network meetings, LGA maintained and maintained and maintained and
major stakeholders. promotion of creative meetings, regional cultural reviewed. reviewed. reviewed.
opportunities with meetings with key organisations.
stakeholders. Maintain a communications Quarterly reports to all Quarterly reports to Quarterly reports to all
database/calendar as part of ANW LGAs following ANW all LGAs following LGAs following ANW
CRM Database. Board Meetings. ANW Board Board Meetings.
Meetings.
Strategic Plan Page | 19GOAL PRIORITY ACTION KEY PERFORMANCE INDICATOR 2020 2021 2022
4. Engage the Develop and maintain Create and support arts and Min 7 networks or Min 7 networks or Min 7 networks or
community by industry networking creative industries networks in the forums as part of ANW forums as part of forums as part of ANW
providing and platforms that increase region; host regional arts forums, CRM. ANW CRM. CRM.
participating in connectivity and support develop and maintain ANW CRM
networking within and between Database.
opportunities within relevant sectors. Networks
the arts sector and include Cultural Tourism,
beyond. EnAble Arts, Film NENW,
Aboriginal Artists, Writers,
Visual Arts, Museums
NENW, Cultural Leader
NENW.
5. Develop online artist Develop artist portfolios on Upskill artists to develop online 10 new portfolios per 10 new portfolios per 10 new portfolios per
portfolios. ANW Connect website for portfolios to better promote and annum uploaded on annum uploaded on annum uploaded on
artist promote and market market their work. the ANW Connect. the ANW Connect. the ANW Connect.
their work.
Objective 4: Provide sound and effective corporate governance to ensure a sustainable organisation.
GOAL PRIORITY ACTION KEY PERFORMANCE INDICATOR 2020 2021 2022
1. Deliver sustainable Excellent financial Three (3) year rolling financial Annual Audit and Annual Audit and Annual Audit and
and fiscally responsible management processes. forecasts, annual budgets as well as Reports. Financial Reports. Financial Reports. Financial
business practices. updated budgets during the year. Statements with regular Statements with regular Statements with regular
financial reporting to financial reporting to financial reporting to
the Board. the Board. the Board.
Secure core funding from Funding secured with rate-pegging Triennial funding Create NSW acquittals Create NSW acquittals
stakeholders – Create NSW increases from LGAs. secured with increase completed, 12 LGAs completed, 12 LGAs
and LGAs. to core funding. 12 contribution. contribution.
LGAs contribution.
Strategic Plan Page | 20GOAL PRIORITY ACTION KEY PERFORMANCE INDICATOR 2020 2021 2022
2. Ensure a sustainable Undertake policy and Annually updated Risk Management Update all policies Update all policies Update all policies
operational procedure audit and Policy and Planning. and procedures when and procedures when and procedures when
framework. Review Risk Management required. required. required.
Policy and Planning.
Review and update Review and update Review and update
Risk Management Risk Management Risk Management
Policy. Policy. Policy.
3. Sustain governance Sustainable board Implementation of governance Undertake Board Implement Implement
and board governance. policies. review following Governance policies Governance policies
effectiveness transition to skill- and Board succession and Board succession
composition, skills based Board in 2018. planning. planning.
base, key roles,
processes,
communication.
Deliver required reporting Annual report, 4 Board Papers per Timely and accurate Timely and accurate Timely and accurate
in a timely, rigorous and year, AGM. reporting delivered. reporting delivered. reporting delivered.
transparent manner.
4. Provide quality Secure funding for core 2018 total core staff working hours 2019 staff working Increase core staff 2021 staff working
staffing, employment staff. = 2.34 EFT + AAO contractor + hours maintained and funding to 2.74 EFT to hours maintained and
and resources. finance contractor. or increased allow for increased or increased.
demand on services.
Secure funding for Additional staff secured or work Project staff secured Project staff secured Project staff secured
appropriate staff for outsourced for any workload or if required. if required. if required.
strategic initiatives and initiative that sits outside core
staff appointed where capacity.
applicable to increase
capacity.
Strategic Plan Page | 21GOAL PRIORITY ACTION KEY PERFORMANCE INDICATOR 2020 2021 2022
Conduct annual staff Annual Performance and Position Performance Reviews Performance Reviews Performance Reviews
performance reviews to Reviews with Reports. carried out for all carried out for all carried out for all
allow for improved Abide by Fair Work Act 2009. staff. staff. staff.
communications, targeted
professional development
programs and to motivate
and encourage staff in
improved and quality
work outcomes.
Positive, safe and Annual review of office facilities, Annual review. Annual review. Annual review.
supportive working resources and technology
environment. completed.
Annual review of WHS policy and
procedures with appropriate staff
training where applicable
Strategic Plan Page | 226. ORGANISATIONAL SUPPORT PLANNING
6.1 Financial overview
ANW has a strong financial basis to cover its core services, with a reserves ratio of 3.5:1. It has a very efficient use of staff and resources, which allows the
organisation to successfully undertake its diverse role in the region. The core services of advice and advocacy, and the support of arts and cultural development in
the region is funded through annual contributions from 12 LGAs, and triennial funding from Create NSW.
Since implementing ANW CRM, it can clearly be shown that there has been a 30 % increase in demand for ANW services and resources in the past 3 years. As this
trend is expected to continue an additional $20,000 per year has been forecast in the triennial funding to be received from Create NSW to provide the resources and
promotional support needed to meet this demand.
ANW artistic projects are dependent on external funding including Federal Government for the Aboriginal Cultural Support Program.
Strategic Plan Page | 23ARTS NORTH WEST Budget
3 YEAR FORECAST 2020 2021 2022
INCOME:
Triennial Funding
Create NSW $ 140,000 $ 200,000 $ 200,000
Local Government
Armidale Regional $ 20,886 $ 21,450 $ 22,029
Glen Innes Severn $ 8,587 $ 8,819 $ 9,057
Gunnedah $ 8,900 $ 9,140 $ 9,387
Gwydir $ 4,436 $ 4,556 $ 4,679
Inverell $ 12,617 $ 12,957 $ 13,307
Liverpool Plains $ 5,050 $ 5,186 $ 5,326
Moree Plains $ 9,100 $ 9,346 $ 9,598
Narrabri $ 9,100 $ 9,346 $ 9,598
Tamworth Regional $ 26,620 $ 27,338 $ 28,076
Tenterfield $ 4,600 $ 4,724 $ 4,852
Uralla $ 4,422 $ 4,541 $ 4,664
Walcha $ 4,436 $ 4,556 $ 4,679
Earned Income
Fees & Services:
Administration Fees (from Projects) $ 20,147 $ 15,000 $ 17,500
Contributions from Projects to expenses $ 2,500 $ 2,500 $ 2,500
PD Workshops Income $ 1,000 $ 1,027 $ 1,055
ANWOT Subscriptions 9 @ $817.70 $ 7,359 $ 7,558 $ 7,762
POCKET Subscription 6 @ $227.27 $ 1,364 $ 1,401 $ 1,439
ANWc Subscription $ 4,500 $ 4,622 $ 4,746
ANWc Art Trail Registrations $ 900 $ 924 $ 949
Other Income:
Interest $ 7,500 $ 7,750 $ 8,000
Sundry Income $ 150 $ 155 $ 160
TOTAL CORE INCOME: $ 304,173 $ 362,896 $ 369,363ARTS NORTH WEST Budget
3 YEAR FORECAST 2020 2021 2022
EXPENDITURE
Salaries
Annual Leave + Loading $ 13,875 $ 19,018 $ 19,186
Long Service Leave $ 2,098 $ 2,150 $ 2,204
Management & Admin Salaries $ 141,706 $ 194,223 $ 195,942
Finance Contractor $ 10,000 $ 9,859 $ 10,128
Other Employment Expenses $ 5,000 $ 3,400 $ 3,400
Staff Recruitment $ 500 $ 500 $ 500
Staff Training & Development $ 3,000 $ 3,000 $ 3,000
Superannuation Guarantee $ 14,780 $ 20,258 $ 20,437
W/Comp Insurance Premiums $ 2,300 $ 2,300 $ 2,300
Administration Costs/Overheads
Computer Maintenance $ 20,500 $ 15,000 $ 16,000
Electricity $ 2,500 $ 2,568 $ 2,637
Insurance: General & Liability $ 3,000 $ 3,081 $ 3,164
Office Rent $ - $ - $ -
Repairs, Maintenance $ 250 $ 250 $ 250
Office Consumables & Resources
Office fitout equipment $ 300 $ 308 $ 316
Internet $ 900 $ 924 $ 949
Photocopier $ 5,610 $ 5,761 $ 5,917
Postage $ 700 $ 719 $ 738
Printing, Stationery $ 1,500 $ 1,541 $ 1,582
Subscriptions $ 2,500 $ 2,568 $ 2,637
Telephone, Fax $ 3,200 $ 3,286 $ 3,375
Office Consumables $ 500 $ 514 $ 527
Staff Meeting Costs $ 600 $ 616 $ 633
Promotion/Marketing Costs
Marketing & PR $ 8,000 $ 8,100 $ 8,200
Website & Social Media $ 1,000 $ 1,027 $ 1,055
Travel
Accommodation: In Region $ 2,000 $ 2,054 $ 2,109
Accommodation: Outside Region $ 1,500 $ 1,541 $ 1,582
Airfares, Taxis, Parking $ 1,500 $ 1,541 $ 1,582
Living Allowances $ 2,500 $ 2,568 $ 2,637
Vehicle Reg'n & Insurance $ 2,300 $ 2,362 $ 2,426
Vehicle Running Costs $ 3,000 $ 3,081 $ 3,164
Vehicle Service & Repairs $ 1,000 $ 1,027 $ 1,055ARTS NORTH WEST Budget
3 YEAR FORECAST 2020 2021 2022
EXPENDITURE (cont)
Core Program Costs
Local Projects & Programs $ 7,000 $ 7,100 $ 7,200
PD Workshops $ 3,500 $ 3,600 $ 3,650
Catering
Venue Hire
Presenter fee
Presenter travel/accomm
Arts North West on Tour
ANWOT: Meetings, Catering $ 400 $ 450 $ 500
ANWOT: Travel $ 750 $ 800 $ 850
Art North West Connect
ANWc: Travel/Accommodation $ 500 $ 550 $ 600
ANWc: Web Hosting $ 3,960 $ 4,000 $ 4,200
ANWc: Printing $ 540 $ 550 $ 600
ANWc: ANW Staff Costs
Legal, Finance & Governance Costs
Audit Fee $ 5,500 $ 5,750 $ 5,750
Bank Fees $ 50 $ 60 $ 60
Licences & Fees $ 250 $ 257 $ 264
FBT $ 550 $ 550 $ 550
RAB: On-Going Costs $ 2,500 $ 2,550 $ 2,600
Bad Debt
Depreciation
Motor Vehicle $ 6,250 $ 5,800 $ 5,500
Furniture, Equipment $ 4,500 $ 4,000 $ 3,500
Sundries
Miscellaneous Expenses $ 300 $ 300 $ 300
Transfer to Reserves
Motor Vehicle Replacement $ 1,000 $ 1,000 $ 1,000
RAB Annual Conference Provisions $ 2,000 $ 2,000 $ 2,000
TOTAL CORE EXPENDITURE $ 297,670 $ 354,460 $ 358,757
NET CORE SURPLUS/(DEFICIT) $ 6,503 $ 8,436 $ 10,6066.2 Key Business Risks
Type of Risk Causes of Risk Proposed actions to minimise or avert risk
Environmental/ A major national economic downturn ANW will ensure it operates in a fiscally sound manner and will establish
External Risks reasonable reserves as a contingency. ANW has DGR status and Income Tax
Exemption endorsement as a Charitable Institution with the Australian Tax Office
in order to maximise donations, rebates and deductions and to decrease service
fees by Microsoft, Telstra, and other key service providers.
Financial Risks Any major reduction in the level of government funding ANW will independently and in collaboration with other organisations in the
(either state or local) or major change in state sector advocate to all levels of government regarding the positive work being
government policy regarding arts and regional undertaken by the organisations. ANW maintains regular contact with
development government agencies and task forces in order to monitor potential changes to
policy or availability of funds. ANW CRM system ensures effective delivery
against objectives and establish data comparison, reporting and tracking for
government funding agencies
Any major reduction in administration income from major ANW will continue to identify and target available funding support for major
projects and service agreements projects providing a diverse range of opportunities offsetting risks and for
current service agreements which yield income for ANW, maintain regular
contact with the organisation and monitor delivery and response.
Management Risks Any major staff or board changes ANW will ensure it has an effective governance, management and operational
systems and policies in place and clear outlines of core activities and projects,
mitigating any risk concerning the loss of key personnel.
Increased demand for ANW service ANW will ensure that its operations are not expanded further unless more
resources become available
Operational Risks An inability of ANW to achieve goals and objectives ANW has identified an achievable program dependent on its current resources.
defined within the Triennial Business Plan 2020-2022
Large region and diverse communities to service Budget allocation provided for vehicle and accommodation to travel across the
region to directly address needs to each location. ANW will explore cost savings
in motor vehicle purchase and replacement and utilise increased communication
strategies and capacity to offset rising fuel costs
No WHS framework A substantial WHS policy has been developed for the ANW, and all staff have
been trained in its implementation. An annual review of office facilities and
resources is undertaken
Strategic Plan Page | 27Type of Risk Causes of Risk Proposed actions to minimise or avert risk
Operational Risks Excessive workload for staff ANW has a range of policies and procedures that ensure its smooth and efficient
operation. ANW will demonstrate careful and productive management of its
limited resources, and reviews its policies and procedures regularly.
Marketing and ANW activities are not well attended, or decreased ANW undertakes a range of activities to ensure its programs cater to its targeted
Reputational Risk demand for service audience. ANW employs a variety of media including website and social media
to promote creative opportunities in the region.
ANW not servicing entire community. Building trust and relationships in the NENW region’s cultural landscape is a key
factor of ANW advocacy service. ANW engages staff with recognised skills and
project management experience. ANW provides consistent news and transfer of
information to all stakeholders including promotion and advocacy. It will ensure
that its services cover the region equitably.
Management of Complaints As a not for profit regional arts board ANW existing policies and procedures in
this regard. This includes a complaints policy, which can be used for stakeholder
feedback to deal with issues such as conflict of interest, auspicing arrangements,
selection panel for artist submissions that relate to potential complaints.
6.3 Management
6.3.1 Role of the Board and Governance
The ANW Board of Directors is a skills-based Board consisting of up to four Regional Directors, who are directors nominated by the Strategic Advisory Council (SAC)
and up to five Co-opted Directors. Casual vacancies can be filled or additional Directors appointed as long as the total number of Directors does not exceed nine.
Directors are sought from people with one or more of the following skills and/or expertise in the following areas:
• governance, business and strategic planning • regional community and cultural services development
• financial management • human resources management
• legal expertise in a non-profit organisation • information technology communications
• local government • risk management/insurance or
• arts, arts practice, arts administration • marketing/fundraising
• regional economic and/or tourism development
The Board of Directors delegates the authority to transact urgent business matters as required to an Executive Committee that comprises the Chair, Vice Chair,
Secretary and Treasurer.
Strategic Plan Page | 28You can also read
