Strategic Plan 2021 - Music Tasmania
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Strategic Plan 2021
INTRODUCTION VISION, MISSION & GOALS
We strive to foster a sustainable Tasmanian contemporary music sector that can
support music careers and businesses to thrive while based in Tasmania. VISION
Our ambition is to position Tasmania as a sanctuary of sound, by advocating for a
The last 12 months have been extremely challenging, with Music Tasmania navigating
shared cultural vision that values music as the collective soundtrack to our island and
a funding crisis and the unprecedented crisis of COVID-19 that has severely impacted
our identities.
the Tasmanian music sector.
Our capacity to provide tangible support and opportunities for the sector has been MISSION
limited, with the organisation remaining operational through the assistance of the Job Music Tasmania develops, connects, promotes, and represents the Tasmanian
Keeper package and small grant funding through APRA AMCOS and City of Hobart in contemporary music industry. We promote the value of Tasmanian music and provide
2020. a voice for musicians.
However, this has also been a time for Music Tasmania to look forward, to review our The Tasmanian music industry is creative, innovative, resilient, diverse and nationally
strategy, to listen, and consider how we can contribute to renewal for the sector by and internationally recognised. We support the Tasmanian music industry by activating
addressing the greatest needs in the short-term and restructuring our operations to opportunities for growth and showcasing the diverse talent and expertise of our artists
increase our capacity to respond. Our revised strategy addresses these internal and and industry.
external challenges.
This Strategy is a pathway through this crisis and not a long-term, sustainable solution
MUSIC TASMANIA:
for the organisation or the Tasmanian music sector. • Empowers artists and industry with knowledge, skills and information
Music Tasmania's strength lies in our capacity to be relevant, engaged, collaborative, • Advocates for music industry development and investment
and responsive to industry need. We invest in our relationships - with artists, with
industry, and with partners. • Celebrates Tasmanian talent, stories and innovation
As the only organisation in Tasmania that is committed to representing the entire music • Connects organisations, businesses and professionals
ecosystem, we are able to look at our industry holistically, and more effectively identify • Informs and advises governments, businesses and artists, and
opportunities for intervention.
• Leads industry coordination to strengthen and expand the industry
VALUES AND KEY PRINCIPLES
Our programs and activities are informed by our cornerstone values of being:
Inclusive, representative, creative, innovative, collaborative.
Music Tasmania Strategic Plan 2021
GOALS While we are in a changing and volatile global market, there are some constants that
give us hope. Whatever you listen to, however you listen to it, music is a part of
Music Tasmania has four key goals to frame music development over the next year: Australian culture. According to 2018 Live Performance Australia data, contemporary
1. In partnership with industry and government, Music Tasmania will increase music generated a record $1,092,275,549 in ticketing revenue and sold over 10 million
the capacity of Tasmanian artists and music professionals through the tickets nationally.
delivery of a holistic suite of programs and activities.
COVID-19 IMPACT
2. We will promote and celebrate Tasmanian contemporary music, increasing
COVID-19 is having a significant impact across the music and live performance industry
audience reach and community engagement while highlighting the social
with the cancellation of festivals and events, the closure of venues, and cessation of
benefits of music participation.
touring. For a music sector that works from gig to gig, the cancellations and restrictions
3. Music Tasmania will leverage opportunities for growth and investment in on gatherings, have resulted in losses to people's livelihoods and uncertainty about
the Tasmanian music industry. future work opportunities.
4. Music Tasmania will increase its organisational capacity to deliver The creative industries in Tasmania supports 5000 jobs and contribute $179 million to
leadership, excellence and greater impact. the Tasmanian economy. However, due to COVID-19 jobs in Tasmania’s arts sector
have fallen by 27.2%, which ranks second only to job losses in the state’s tourism and
STRATEGIC CONTEXT hospitality jobs losses at 28.3%.
The I Lost My Gig Australia (ILMG) platform registered lost income of from Tasmanian
GLOBAL CONTEXT
gig workers of over $5.5m over a three-month period from cancelled performances,
Music in Australia is a serious business. It employs over one million Australians, tours, festivals, and job opportunities.
generates $122.8 billion of economic value and $6.6 billion in Australian exports. For
every dollar spent on live music, there’s a $3 benefit to the Australian community. In Tasmania, we have a music economy that is largely tourism dependent, reliant on
live performance and touring through venues, festivals, and events, as key drivers of
In 2019 the global recorded music industry was valued at $19.1 billion, up nearly 10% in employment, and revenue through ticket sales.
just one year – marking 4 years of consecutive growth. ARIA forecasts strong growth
for the Australian market, projecting 5% of the global market share by 2030, a The loss of this part of the economy will continue to directly impact musicians,
substantial increase on the current figure of roughly 1% 7. After years of downturn at promoters, production crews, contract and casual workers, that rely on seasonal
the hands of digital disruption and industry transformation, the Australian music employment across a number of festivals and events.
industry is predicted to continue to grow over the next five years8. Key impacts on the music sector: Job losses and opportunities; Cancellation of
Out-dated and restrictive regulation, inconsistent funding and investment, reduced festivals and events; Increased regulation and compliance for venues and events;
performance opportunities, dwindling touring circuits and even housing affordability in Less touring opportunities and high travel costs; Increased online activity and creative
have had serious impacts on the viability and sustainability of artists and music output; Young people at-risk of unemployment and social isolation; Mental health;
businesses nationally. An Ernst & Young study in 2011 put the average income for Audience reluctance to pay and attend and return to live music events; The financial
musicians between $7,000-$12,000 annually, meaning many musicians are earning cost to musicians who hold second jobs in tourism and hospitality
well below the poverty line in the pursuit of their craft.
Music Tasmania Strategic Plan 2021
TASMANIAN CONTEXT The heavy-lifting of developing the Tasmanian contemporary music industry falls to
Music Tasmania, setting an unrealistic expectation from all tiers of Government, and
Tasmania has a proud history of punching above its weight in contemporary music,
the sector, which does not exist in other music ecosystems where there is greater
with many home-grown artists having made significant social and economic
collaboration and investment across policy, strategy, investment in infrastructure, and
contributions to society both locally and abroad. The contemporary music industry is
stimulating the industry.
varied and complex, with a diverse range of stakeholders. While there are a small
number of large music companies nationally, the industry in Tasmania is characterised One of the challenges in Tasmania developing markets beyond live music that can earn
by the small businesses and grass roots artists that represent the entire ecosystem. As artists an ongoing income while being based in Tasmania. There are few music services
a result, there are wide income, needs, and skills gaps across the industry. locally to promote and distribute music and interstate touring networks are expensive
to access. Export of creative content, products and services is vital for building market
The Tasmanian Music Industry includes:
demand and enhancing the value of our music and reputation.
• 283 Full Time and 254 Part Time jobs in Tasmania, earning $12.58 million
The local music scene operates silos formed by like-minded people, which can make it
in wages and returning $1.81 million in taxation revenue in 2016.
difficult for outsiders to join or collaborate. This tendency toward tribalism has been
• 1442 songwriter members of APRA AMCOS who live in Tasmania and described as DIY (do-it-yourself); however, it also describes the general lack of
shared in over $300K in copyright royalties in 2019. scaffolding to support the contemporary music sector and the need to be self-sufficient.
• 46 at risk live music venues in Hobart and 12 in Launceston and across The contemporary music sector has historically operated in a culture of scarcity.
regional Tasmania. Although Music Tasmania plays a crucial role in championing musicians, and
supporting collaboration and connectivity across the ecosystem, we also struggle to
• Festival and events that will increasingly depend on local musicians, music overcome the barriers that are endemic in the contemporary Tasmanian music sector.
production staff, and other specialist industry services.
• 230 Tasmanian’s who are members of Music Tasmania and/or featured INTERNAL CONTEXT
on our website. Music Tasmania is the peak industry body representing Tasmania’s music sector and
is part of the Australian Music Industry Network (AMIN). We are the only organisation
BARRIERS TO GROWTH in Tasmania dedicated to delivering social, cultural and economic outcomes through
Investment and support for contemporary music is eclipsed by other states who are contemporary music.
capitalising on the economic and social benefits that come with a flourishing music The loss of State Government funding, twice over the course of four years, has created
industry. Tasmania lags behind when it comes to State and Local Government strategy instability and inconsistency for the organisation and the local music industry. While
and policy for contemporary music, export development, artist investment, music we’ve been able to secure additional funding over this time, it’s often project-based,
infrastructure, tourism initiatives, professional and industry development. small amounts, and never guaranteed.
The Tasmanian State Government contributes the least amount of recurrent funding For a small organisation, fulfilling the needs of a state-wide and diverse music sector
toward contemporary music than other States and Territories. In 2020, Tasmania is the has been challenging within our resources. In 2020 we have cut our operational
only music industry nationally without a State funded development organisation for expenses by vacating the Music Tasmania office and the CEO has been able to access
contemporary music. Job Keeper. We made a choice in response to COVID-19 to keep the organisation going
as the music community is highly vulnerable and volatile right now. However, we have
Music Tasmania Strategic Plan 2021
been mindful of rising expectations about what outcomes we can deliver with no Music Tasmania will partner with established music businesses and artists to
funding. encourage investment in the next generation of music industry talent.
Consequently, during this period, we have focussed on continuing to be a conduit for We will actively consult with established music businesses and artists to identify market
information, communication, and resources. We have safeguarded our website by gaps and opportunities for development, and seek advice on current challenges, trends
improving functionality and incorporating free Spotify and video promotion for artists. and opportunities. The knowledge and insight gained from these high-level resources
will inform our programs, our resources, and our advocacy. Providing opportunities for
Music Tasmania has maintained representation in local and national industry forums music businesses to collaborate and contribute to sector development will foster
to continue advocating for contemporary music, including the National Music Industry
business and creative confidence and drive industry growth.
Covid-19 Taskforce. We have actively engaged in sector-wide collaboration with other
states and territories on issues like lobbing for a music COVID relief package, artists Government, Policy-Makers and Peak Organisations
renumeration, research, mental health and professional development.
A working relationship between government, policymakers and music businesses is
STAKEHOLDER ANALYSIS critical to the growth and success of the Tasmanian industry. With consultation,
government agencies and policymakers will be better able to support industry growth
THREE PRIMARY STAKEHOLDER GROUPS and take advantage of the music industry as the powerful social and economic
development tool it is. With Music Tasmania as the fulcrum, industry and government
Early-Mid-Career Artists & Industry will work together to establish regulatory settings which balance the business needs of
the industry and the policy priorities of government.
To drive industry renewal, we specifically work with early-to-mid-career artists and
industry professionals. This includes artists not yet engaged by established labels, Music Tasmania’s CEO has represented Tasmanian music in the following boards and
managers or agents; and music professionals working to establish their careers. panels:
Our core programs and activities are focused on developing this cohort into informed, Director, Australian Music Industry Network (2015-Present); National COVID Response
music entrepreneurs primed for self-propelled success. Music Taskforce (2020); Peer, Australia Council for the Arts Peer Review Panel (2017-
Present); National Contemporary Music Roundtable (2016 Present); AIR Women in
We provide professional development, networking, capacity-building programs, and
Music Mentor Program Advisory Panel (2020); APRA AMCOS Professional
one-one-mentoring that help aspiring music professionals forge sustainable careers.
Development Awards Judge (2017-current); Women in Music Awards (2019-20); City of
We engage music businesses and organisations in the delivery of these programs to
Hobart Advisory Panel (2018-19); Panel Member, Regional Arts Fund Panel (2016-19);
ensure the knowledge and professional development being offered is targeted, relevant
Board Member, Tasmanian Creative Industries Board (2016-18).
and aligned with best industry practices. This enables artists and music professionals
to be informed and agile in a rapidly changing industry.
ONLINE ENGAGEMENT
Established music businesses and artists Website: Over the last 12 months, Music Tasmania has had over 20,000 new users to
the website and 77% found us by organic search.
Robust connectivity and successful partnerships are indicators of a thriving industry.
Music Tasmania can play a greater role in bringing a disparate network of artists, small Facebook: 4,290 followers
businesses and industry organisations together, and leading the coordinated pursuit of Instagram: 980 followers
shared goals and mutual benefit.
Communications channels to grow in 2021: Spotify, Bandcamp, and YouTube.
Music Tasmania Strategic Plan 2021STRATEGIES
3. Music Tasmania will leverage opportunities for growth and investment in
Our programs and activities are focused on ensuring our industry and Music
the Tasmanian music industry.
Tasmanian are supported to become more resilient and robust. We need to work in
partnership with stakeholders to safeguard the sector against future challenges, which • Increase digital exports and music publishing opportunities for Tasmanian
will lead to increased confidence and capability across the music community. composers.
1. Music Tasmania will increase the capacity and connectivity of Tasmanian • Publicise industry success stories to enhance reputation, thus encouraging
artists and music professionals through the delivery of a holistic suite of greater investment and broader engagement.
programs and activities.
• Deliver a Workforce Development Plan to understand the skills needed for the
• Engage with and support career pathways for emerging music
music professionals and businesses of the future.
professionals to access information, build connections, and provide
opportunities to support sustainable music careers and businesses. • Provide advice and support for festivals and events to program local music.
• Partner with artists, businesses, and organisations to co-present creative • Continue to advocate for the value of music through evidence-based data
and professional development opportunities. and best practice resources.
• Provide workshops and masterclasses tailored to meet current challenges 4. Music Tasmania will increase its organisational capacity to deliver
and future opportunities and keep the sector connected. leadership and greater impact.
2. We will promote and celebrate Tasmanian Contemporary music, increasing • Secure 2021 Sate Government operational funding.
audience reach and community engagement.
• Develop private sector partnerships to expand reach and capacity.
• Celebrate and promote excellence in Tasmanian music and artists through
partnerships. • Engage regional champions to ensure Music Tasmania’s programs, activities
and services are accessible to audiences outside Hobart.
• Grow Music Tasmania’s communications channels and Spotify reach.
• Restructure the CEO position to be a shared full-time role.
• Utilise Music Tasmania’s networks to seek out and amplify stories of
innovation and success. • Employ a Communications Coordinator.
• Showcase emerging talent. • Grow Music Tasmania’s online audience.
• Work with government and industry stakeholders to develop and deliver • Actively participate in Government processes.
campaigns spotlighting music events and festivals and promoting Tasmania
as a music destination.
Music Tasmania Strategic Plan Deliverables 2021CORE PROGRAMS: 2021 PROGRAM SUMMARY
DIGITAL PROMOTION AND EXPORT DEVELOPMENT SANCTUARY OF SOUND MUSIC LICENSING PROGRAM
Digital platforms provide distribution Since a large proportion of Tasmanian artists retain their own copyrights, this makes
avenues for artists to reach global Tasmanian music easy to clear for placement in synchronisation. The increase in synch
audiences. The export of creative agents and publishers willing to work with Tasmanian music in the past 3 years
content is vital for building market demonstrates more interest in our local catalogue, and these relationships need to be
demand and diversifying income nurtured so that healthy competition develops for Tasmanian artists to have their music
streams for Tasmanian artists through placed.
music publishing and copyright so that
Music Tasmania will develop a pilot program to support Tasmanian companies to
they can stay on the island.
license and “sync” music made in Tasmania that will be supported by a series of three
Music Tasmania has a long-term focus professional development masterclasses for composers and songwriters in publishing,
on growing the digital, remote and pre- sync, and copyright.
recorded sectors of the industry.
Harnessing these distribution channels HOMEBREWED
will increase the ability for more
Homebrewed presents the best emerging
Tasmanian artists to access markets
Tasmanian acts at Falls Music and Arts
that are otherwise limited by their
Festival. 120 Tasmanian acts over four
touring ability.
years have performed in front of a huge
Music Tasmania’s artist and industry portal currently features 232 Tasmania's acts by crowd of music lovers in Marion Bay as
offering free profile page to promote their music. This platform is a destination to part of the Homebrewed Stage.
explore Tasmanian music and an essential tool in promoting both individual acts and
Some of Tassie’s best live acts have
the breadth of our Tasmanian music culture.
started-out by playing Homebrewed,
We are proposing to use our online presence to further develop: including A. Swayze and the Ghosts, Kat
Edwards, Sumner, and the Sleepyheads.
1.) Music journalism by including feature articles that will provide insights into the
Tasmanian music scene, interviews with local musicians and industry figures, and This program has a legacy of supporting
music criticism. emerging acts and has opened up
pathways for Tasmanian acts to progress to the main stages and take-up future festival
2.) A series of thematic and genre-based Spotify playlists curated by music influencers. and touring opportunities.
3.) Increase our music database to better represent genres such as jazz and hip-hop, Homebrewed artists apply through an Expression of Interest process and a panel of
Fist Nations artists, world music, and composers. industry peers select the line-up in a fair and competitive process - each year we
receive over 100 applications. Homebrewed is a pathway for emerging artists to be
4.) Actively develop the business directory to promote music services including
recognised, become a part of the Homebrewed and Falls Festival community, while
videographers and bedroom producers.
Music Tasmania Strategic Plan Deliverables 2021being supported through the process to understand contracts, invoicing, registering WORKFORCE DEVELOPMENT PLAN
their songs with APRA AMCOS, and how to provide a stage plot.
The ability to create great music alone is not enough to succeed. Industry knowledge,
business acumen, and the ability to network and build connections are paramount to
MUSIC INDSUTRY CONNECT
a successful career in the music industry. It is therefore essential that artists and others
We will partner with other orgnisations, including APRA AMCOS, Wide Angle seeking a career in the music industry have access to the training and professional
Tasmania, Australian Independent Records, Edge Radio, and music businesses to co- development necessary to succeed.
present a bi-Monthly series of events in 2021 that will alternate between Hobart and
Launceston that will be live streamed and recorded. Music industry skills and education are critical for the growth and development of
viable music industry. Music Tasmania will deliver a Workforce Development Plan to
Our workshop program will be designed to be identify the skills needed for the future music workforce in Tasmania and develop
responsive to need, addressing gaps and strategies to facilitate job and business creation in the industry. The Workforce
opportunities. Issues that are a priority include: Development Plan will consider the needs of the whole music ecology – ranging from
outputs such as education, live performance opportunities and allied skills
Building up a remote audience, such as in the
development in production, through to enabling of hubs for rights management and
recorded sector; Further developing alternative
distribution.
income sources other than live performance; Synch,
film scoring, and publishing; Sustainable music
RESOURCES
industry workshops; Understanding streaming and
their respective markets; Understanding copyrights. Our online resources and best practice guidelines are
delivered in partnership with key industry
organisations and businesses.
In 2020-21 we are reviewing the resources across all
2021 PROGRAM & INDUSTRY PARTNERS
Australian Music Industry Network organisations to
As the central coordinating music development body in Tasmania, productive, enable greater sharing and consistency of content.
meaningful partnerships and collaborations are essential to the successful
implementation of our strategies and underpin all of our activities. A key deliverable is the Best Practice for Artist Pay’
Guide developed based on 2019 national research.
Australian Music Industry Network | AMRAP & Edge Radio | APRA AMCOS |
Association of Artist Managers | Bass Trap Productions | The Push | Gaga Music |
ORiGiN Music | The Sound Pound | Rock Challenge Tasmania | Australian Independent
Records | Falls Festival | Support Act | Live Music Office | Wide Angle Tasmania |
Ableton | Nick Balcombe Foundation | Australian Music Industry Network.
Music Tasmania Strategic Plan Deliverables 2021APPENDIX a. KEY PROGRAMS 2021
PROGRAM NAME DESCRIPTION TARGET AUDIENCE PARTNERS
Digital promotion and Communications strategy to promote Tasmanian Emerging/established Developing partnerships with Spotify, national music
export development music and industry publications, and UTAS media school
Sanctuary of Sound Music Educating artists about publishing and copyright and Emerging/established
Licencing Project supporting Tasmanian businesses to licence local
music for sync.
Homebrewed Annual showcase of emerging Tasmanian music Emerging Falls Festival/ Bass Trap Productions
Workshops, Masterclasses Bi-monthly series of panels, talks, masterclasses and Emerging/established APRA AMCOS
ad Industry Connecting one-on-ones with industry experts
events
Workforce Development Major research project Whole of sector
Plan
Best Practice for Artist Australian Music Industry Network national resource National AMIN
Pay’ Guide
Music Tasmania Strategic Plan Deliverables 2021GOVERNANCE & FINANCIAL VIABILITY To increase the capacity of Music Tasmania long-term we need for Government to
recognise the economic and social value of contemporary music and invest
FINANCIAL PLAN accordingly.
Music Tasmania has operated on a shoestring budget since its inception, performing
with one part-time manager position that is overseen by a volunteer Board of WORKFORCE PLAN
Directors. The current CEO has been responsible for managing Music Tasmania for the last five
years, following the loss of funding through Arts Tasmania in 2015 and in 2019.
Over the last 3 years, we’ve spent nearly $60,000 (22% of our total budget) from Arts
Tasmania on musicians performance fees and have enabled additional employment In order to support the delivery of our 2021 strategic plan and accompanying program
of musicians through partnered festivals and events. Music Tasmania spent nearly of activities, Music Tasmania’s staff capacity will need to increase. To address the
$100,000 (33% of our total budget) from Arts Tasmania on contracted music services, structural capacity issues intrinsic in having one part-time role, including the inability
including production staff, programming roles, photographers, graphic designers, to take holidays and inevitable burn-out, we are proposing to split the management
music producers, music bookers, mentors, speakers fees, and workshop facilitators. role into a Co-CEO role and employ two people to the equivalent of 1.0 FTE.
During this period of Arts Tasmania funding from 2017-19 over 50% of our budget has This new Co-CEO position will be employed through a competitive process and will be
gone directly into the pockets of musicians and small music businesses. open to professionals in Hobart or Launceston to apply. In 2021, we will be working
remotely using digital along with regular face-to-face meetings to connect and this
However, while our budget has prioritised investing back into the sector, we haven’t position will appeal to an experienced manager in the music, festival, or creative
increased our core staff or operational capacity. industries, wanting flexible employment and to contribute to reinvigorating the sector.
Underpinning our Financial Plan in 2021 is the need for Music Tasmania to be a The proposed staffing structure seeks to mitigate risk by employing an additional role
viable and resourced organisation - we can only grow the industry within our means to share the management responsibilities and drive outcomes for Music Tasmania, and
and if we can continue to exist. by employing a young, digitally savvy person to oversee the project delivery of the youth
programs.
As part of the revised strategy we will share financial risk and resourcing by
partnering with other organisations, including The Push, Falls Festival, APRA AMCOS, This approach is designed to ensure that organisational responsibility,
and Edge Radio, to help deliver our programs. communications, and knowledge, is more widely distributed to facilitate ongoing
succession planning and to increase organisational capacity.
Music Tasmania will focus on low-cost digital strategies to benefit the broader
music community and increase our regional reach.
2021 NEW STAFFING STRUCTURE
We will minimise operational costs, including rent and power, by using a flexible, work 2 x Co-Chief Executive Officers (1.0 FTE) Operational management, advocacy,
remote model and online communications strategy. government relations, partnerships, licencing, Workforce Plan, workshops, networking,
Our capacity to generate operational income is one of the greatest challenges facing Homebrewed.
the organisation. A priority is to develop innovative approaches toward
sustained income generation and growth. However, in the current economy, finding GOVERNANCE FRAMEWORK
additional grant funding, fee-for-service, or sponsorship is going to be challenging Music Tasmania is an Incorporated Association and governed by a Board. The Office
and our budget is pragmatic. Bearers of the Board comprise the Chair, Deputy Chair, Treasurer and Secretary. The
Music Tasmania Strategic Plan 2021eight current Music Tasmania Board members have expertise across leadership and EMILY-ROSE WILLS
governance, touring, live music events, curation for streaming services, professional
Emily-Rose has dedicated her working career to the Tasmanian arts and events
development, marketing, rights management, and finance. Board members are
industry. Her current position is with Mona Museum and Mona Foma as their Program
appointed by nomination at Music Tasmania’s AGMs. While there is no policy for
Administrator. Her previous roles include Functions Sales and Administrator at Mona,
representation in Board appointments, the Board has made genuine attempts to
Marketing and Programming Coordinator at Junction Arts Festival, Assistant Director
ensure fair and diverse representation.
at Party in the Paddock, varied roles with Sawtooth ARI and Falls Festival and member
of Board of Directors with Stompin Dance and Constance ARI.
BOARD MEMBERS 2021
AARON (ALF) FAVELL
RHYS RICHARDS, PRESIDENT and CHAIR
Alf has worked in the music industry since 1999 mainly as an artist and performer. He
Rhys Richards is a music and arts industry professional, and Hobart based manager at
is committed to teaching and imparting knowledge (which is partially salved by my job
APRA AMCOS and OneMusic Australia. Experience in both the film and music
as a Special Needs Teacher) but one of AlfanAnt's Goals (as a result becomes mine) is
industries exposed Rhys to the backdrop of copyright and creator’s rights, and in 2016
to ""pay it forward"" and to help younger performers as best we can.
he completed a graduate law degree and joined APRA AMCOS, where he now
specialises in the area of copyright.
ANTHONY FOX (TONY)
TIM LANE, TREASURER Tony Fox is the Director of Smith Street Co. a production company that developing and
producing film and advertising content. Tony brings skills in executive management,
Tim has extensive experience in the financial services sector. He is currently a partner
developmental practice, sales and marketing, has a strong grasp of non-profit
of accounting firm Accru Hobart and specialises in helping clients plan for the future
organisational management, music performance and industry contacts.
with a focus on maximising business value.
CODY WEBBERLEY
GERALD ENGLEBRETSEN, SECRETARY
Cody Webberley or better known by his stage name of 'Koh-Dee', is an electronic music
You will find Gerald at many Australian performance and exhibition venues as a prolific
supporter and consumer of an impossibly wide spectrum of music, art and theatre. He producer, composer and sound designer from Hobart. While also performing music
does not believe in living within his demographic and especially encourages new live, Cody enjoys engaging and collaborating with a variety of individuals and
emerging talent whether in person or through multiple online channels. organisations, and his music has been featured in a handful of tourist attraction videos
and advertisements, to help promote Tasmanian tourism.
AERON CLARK
MARY SHANNON
Aeron Clark is Edge Radio 99.3 FM’s Music Director and presenter of The Map;
Australia’s only radio show exclusively featuring emerging Tasmanian music. As Edge Mary Shannon is an arts worker, performer and enthusiast from Tasmania. Working on
Radio’s Music Director, Aeron acts as the first point of media contact for emerging local events such as Festivale, Junction Arts Festival, Party in the Paddock as well as
Tasmanian artists. producing her own events as part of the local music scene. Mary also performs
regularly in bands Meres and Bansheeland and is actively involved in supporting her
local community.
Music Tasmania Strategic Plan 2021RISK MANAGEMENT
RISK NATURE OF RISK CONSEQUENCE LIKELIHOOD MITIGATION & MINIMISATION STRATEGIES
Loss or significant reduction in Financial Catastrophic Moderate • Work to significantly increase additional funding sources with
core funding from State particular focus on local government and private sector.
Government • Maintain dialogue with Arts Tasmania to ensure Music Tasmania is
delivering to State Government Priorities.
• Deliver effective and relevant programs.
Music Tasmania CEO leaving Business Continuity, Major Moderate • Ensure senior staff are supported and well-compensated. Annual
organisation Financial review of salary and conditions against performance.
• Invest in senior staff development and skills.
• Offer flexible work arrangements to adapt to modern workforce
needs.
Failure to secure outside Financial Moderate Moderate • Build and maintain healthy relationships with Government,
investment and sponsorship industry and private sector.
Failure to achieve 2021 plan Reputation & Image Major Moderate • Employ effective staff and board to deliver quality activities and
ensure programs are resourced realistically.
• Develop and maintain committees to ensure programs are
effective and tailored to need.
Increase in demand for services Reputation & Image, Major Moderate • Safeguard Music Tasmania’s program delivery by employing
and advocacy beyond capacity Business Continuity program delivery staff separate to advocacy, relationship and
government relations roles.
• Secure investment to ensure appropriate organisational
resourcing.
• Regular review of organisational priorities by board and staff.
• Keep abreast of current issues, work with stakeholders to
anticipate potential challenges.
Music Tasmania Strategic Plan 2021TASMANIAN MUSIC INDSUTRY SWOT
• Few local music industry services, such as managers, labels, and publishers;
Strengths national distribution channels, including radio airplay and touring networks.
• Geographic isolation, which acts as both a tangible barrier to touring and an
• High levels of audience engagement with music. intangible DIY mentality.
• Regular festival activity throughout the year. • Lack of collaboration with domains outside of the music world - across
• High-profile musical exports. industry, education, health and other creative sectors such as film.
• Highly motivated, though not remunerated, workforce. • Concentration of activity in Hobart and surrounds.
• Quick adaptation - the small size of the Tasmanian music industry gives it the • Absence of a Music Strategy and/or targeted investment focussed on
ability to react quickly. developing the supply side of the music industry by both local and state
• Strong music education though High Schools, Tafe in Launceston, and The governments.
Hedberg, UTAS Conservatorium of Music.
• Internet - accessing fast internet allows Tasmanian artists to work on Opportunities
projects even from remote locations. • Popularity of music festivals to discover music; appealing from a tourism
• A large proportion of artists retain ownership of their own copyrights, unlike development perspective and for corporate sponsorship
many other territories where rights are signed to label and publishing deals. • Expanding opportunities to diversify the music economy, including licensing,
sync, publishing and scoring.
Weaknesses • Increasingly diversified audiences for music, including mid-to-high spending
• Scarce stable employment opportunities in the regional music industry; low capacity.
representation of music business roles and companies (managers, agents, • Untapped potential for intrastate and regional touring.
publicists etc.) to support local artists • Digital promotion and distribution.
• Lack of industry training opportunities for musicians and industry jobs within • Developing entrepreneurial skills and enabling industry capacity.
Tasmania • Greater showcasing and employment of Tasmanian musicians at local
• limited dedicated spaces for musical collaborations and for artists to “test and festivals and events.
fail”
• Marketing - the DIY nature of Tasmanian music means that many do not have Threats
strong branding or understanding of how to market themselves. • Proximity to cities with more developed music industries (e.g. Melbourne)
• Many musicians hold second jobs in order to fund their music, as well as
means artists leave to develop their careers in those cities.
creates an uncertainty between an artist on a ‘career’ path vs ‘hobby’ path. • The festivalisation and commodification of culture through tourism and events.
Most artists are self-managed, which is often a turn-off for the • Sector highly susceptible to technological disruption.
national/international industry without having a dedicated business • Potential for declining audience numbers.
development partner. • Disappearance of all-ages shows and permanent venues, as they are
• Insular - many artists are happy to play to a friends-and-family crowd and do incompatible with most liquor licenses.
not actively strive to reach new followers. • New competitors may disrupt the success of more established stakeholders
• Sector’s scale and contribution to the Tasmania’s economy is poorly invested in the region, which may result in a more competitive and less
understood. collaborative region.
• Music infrastructure deficit; including recording studios, rehearsal spaces, DIY • Funding cuts to arts and culture in federal and state budgets.
venues, affordable studio and office spaces for music businesses.
Music Tasmania Strategic Plan 2021You can also read
