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TOP TIPS FOR ARTS NSW FUNDING APPLICATIONS
- 1. TOP TIPS – BUSINESS PLANNING AND FUNDING APPLICATIONS ARTS NSW
- 15. Sample goal and KPI with targets
- 17. Strategies - suggested format
Notas do Editor
- Your business plan is the confident expression and communication of your organisation’s chosen artistic and business/operational direction. It is integral to artistic vibrancy, performance management, and influenced, but not determined, by funding. A coherent business plan will enhance the success of your organisation. Your organisation’s board and staff will regularly refer to a well-structured plan that is not too long (10–20 pages), and it will be a useful tool for monitoring your organisation’s artistic vision and outcomes, functionality and effectiveness. Your business plan is a high level document – a road map for the next three years of where you want to go artistically and organisationally. There should be only enough detail to ensure that reader understands the artistic and organisational choices your organisation has made (i.e. strategic direction underpinning your goals); what success looks like for you (your KPI’s) and the basic steps you will take to get there (the strategies).. Then each year, you will develop more detailed action plans such as an annual program, operational plan, workplans, and marketing tactics etc
- Your organisation might prefer to use different terminology. As well you should ensure that your plan addresses the cultural policy imperatives of your funding partners, or where appropriate, those set out in legislation. You should attempt to address these policies in your plan or else make a statement why they are not relevant to your organisation. Legislation and policies may include disability, equal employment opportunities, cultural diversity, indigenous access and participation, youth, regional access and participation etc. Following are explanatory notes on each section followed by a suggested structure for key components and core elements for a marketing plan
- It should be a simple statement in five lines or less Your organisation’s artistic vision will be central to your purpose You can include a short dot point explanation of what each value or behaviour means to your organisation “ Our purpose is to excite or challenge ….(customers) with innovative … (artistic products and services) in order to achieve …(why we exist) and operating with these …(values or behaviours)”
- It is a distillation of analysis and research undertaken by your organisation to underpin the artistic choices you have made and the goals you will set. Draw out key issues from SWOT and other analysis which are influencing or will have an impact on strategic direction that your organisation wants to take. If planning to tour overseas, are there any issues in those markets which you need to be aware of? You can expand or refer to your contextual analysis in your financial, marketing, and organisational plans.
- It could include a couple of stories of real impacts you have made over the last few years (e.g. a great artistic achievement, an international conference or tour, unexpected national exposure, discovering emerging talent etc)
- It should cover any major structural strengths and weaknesses artistic reputation analysis of your organisation's current financial situation (including details of annual income and expenditure, current levels of assets and liabilities and an assessment of any existing financial risks).
- Concentrating on positive opportunities while remembering potential threats, is important. This section also articulates the key trends and issues about the environment in which your organisation exists – now and in the immediate future. This will probably include any social, technical, environmental, economic, political, legal, cultural policy or arts sector trends, which may affect the artistic direction that your organisation chooses to take.
- Provide a multi-year plan of the marketing goals and strategies that you intend to use to achieve your KPIs. Consider including all your markets, such as: education, specific communities e.g.: artists, sponsors, media, peers, funding bodies and philanthropists. Your marketing plan should flow logically and expand on the analysis within the context section and should take into account your unique artistic vision. Your marketing plan should demonstrate: · an understanding of target markets (current and potential); · the responsiveness of programming to target markets and segments;
- Strategic marketing goals Describe your overall marketing goals and objectives for the next year, and the next 3 years. (You can use SWOT/TOWS for this). This should fit in directly with the broader business Goals, and indeed should support them. Target markets You can expand or refer to the relevant contextual analysis already provided in your business plan. This is a process of selecting which segments of market/clients are worth pursuing with the resources available. You may want to focus on maintaining existing markets, but may also include some new markets, or deeper penetration of existing markets. Bear in mind your resources and what is achievable and realistic, bear in mind also your products/services and artistic vision and what is achievable in your context. This is a simple statement that reinforces the Goals and need only be one or two sentences. Marketing strategies for target markets This includes developing any new programs, initiatives or products for certain target markets. Consider distribution and partners (e.g. if you want to reach more people interstate or overseas, consider what strategic partners you are working with to deliver this, and how you are going to handle your relationship with these partners). This includes any pricing strategies, product strategies, artistic strategies, distribution strategies, people strategies and also any philanthropy or sponsorship strategies.
- Competitors should be thought of as direct or indirect competitors; think broadly, logically and laterally about where your current and future markets spend their time and money (e.g. other forms of entertainment such as watching television or playing sport, on-line communities, hobbies). Are current funding partners directing their money elsewhere? Use any research that you may already have. Bear in mind that other arts organisations may help increase the local desire for art, rather than compete for your markets’ time. Also consider threats or barriers to your target markets engaging with your organisation (e.g. poor parking or public transport, lack of marketing budget/information, other demands on your prospective markets’ time). Eg Bunnings Factor - $150 per visit – time and money…
- Also look at your goals collectively and decide whether together they express the place you want to be in three years time. SMARTER - S pecific and M easurable, A cceptable to those working to achieve the goals, R ealistic, T imely, E xtending the capabilities and R ewarding for those working to achieve the goals
- An effective KPI is also SMARTER. Importantly your organisation needs to have control over each KPI. These KPI’s can be extracted from your strategies and action plans. They represent the critical performance benchmarks your organisation will use to monitor achieving your goals They can be both qualitative and quantitative
- Those strategies that can satisfy many goals are more likely to have a higher priority for you.
- Within your plan it should clear what you expect to achieve annually, what impact and why it is an improvement on previous years (if appropriate)
- Companion Resource: Core Elements of a Strategic Marketing Plan Purpose Products and Services What the organisation gives to, or creates for, people. Expand, restate or refer to the relevant contextual analysis already provided in your business plan. Context Expand, restate or refer to the relevant contextual analysis already provided in your business plan. · Internal – include networking skills and contacts (e.g. board members and volunteers, etc). · External – include any trends in the arts, social, technical, environmental, economic, political or legal environment which may affect the direction that your organisation chooses to take (e.g. changes to tax laws affecting philanthropy: growing trend for people to want to interact with or co-create the art they engage with; growing use of online social networking) · Include information from any market research you have done; focus groups, questionnaires, internet surveys – it’s important to show your marketing plan is based on reality, rather than just your assumptions about your market. · SWOT, TOWS matrix, Porters’ Five Forces, plus any other tools you want to use.
- The figures in your forecast should support and demonstrate the statements made in your financial plan and throughout your entire business plan. Do not provide break-even or deficit forecasts without explanatory commentary.
- Use people’s names – length of term on board – when the term expires etc – any expertise
- Arts NSW is the NSW Government’s arts policy and funding body. It is a division of Department of Trade & Investment, Regional Infrastructure & Services– a larger ‘super-department’ Arts NSW is a separate department with about 35 staff who work across a number of arts-related areas – including funding, policy, research, evaluation and strategy . The role of Arts NSW includes: promoting the arts providing advice to the sector and to government developing and providing advice on arts policy to the Government of the day providing funding to artists and arts organisations working with the NSW cultural institutions - the Art Gallery of NSW , the NSW State Library , the Australian Museum , the Sydney Opera House , the Powerhouse Museum and the Historic Houses Trust managing a property portfolio – including The Gunnery in Woolloomooloo, Wharf 4/5, Sydney Theatre, Lilyfield, CarriageWorks and most recently Pier 2/3. The property portfolio is used to provide affordable accommodation to arts and cultural organisations of all shapes and sizes. The properties are used for a range of different purposes – office space, rehearsal, performance, exhibition and storage.
- One of 9 new super departments (was 13). Premier & Cabinet Treasury Attorney General & Justice Education & Communities Family & Community Services Finance & Services Health Trade & Investment, Regional Infrastructure & Services Transport
- Each year the NSW Government provides almost $300 million to support the arts in NSW including: $240 million for the seven state cultural institutions In 2010 program year just over $48 million was through the Arts Funding Program to organisations and individuals In 2010 $8.8 million was allocated to support around 170 programs and projects in regional NSW. Arts NSW offers a range of funding categories to support artists and arts & cultural organisations in NSW. Funding is available for organisations and individuals. Funding is available for all artforms including design, visual arts and craft, literature and history, museums, new media, performing arts. Funding is available for activity occurring anywhere in NSW. Funding is generally allocated through a competitive application-based process.
- Essentially there are four main categories of Arts NSW funding: Program funding – This funding makes a contribution to an organisation’s costs of delivering its annual arts program (usually covers a 12 month period, Jan – Dec). Project funding – This funding is for one-off or time-limited activities. ConnectEd Artists in Schools (Residencies) Fellowships, Scholarships and Awards – These are opportunities for individual artists. I won’t talk about these in detail today but they include the Premier’s Literary and History Awards, which acknowledge published writers and historians, travelling scholarships for emerging visual artists and designers to undertake professional development overseas, and fellowships to allow artists to work on a specific project in areas such as theatre, dance, history, writing.
- The Aboriginal Cultural Development Officer, Liza-Mare Syron at Arts NSW is available to provide advice to potential applicants and can be contacted by: Email on [email_address] Telephone Freecall 1800 358 594 (within NSW), 02 9228 5533 (outside NSW) , National Relay Service (NRS) 133 677.
- Arts NSW staff are available to provide advice to potential applicants on: interpreting the Arts Funding Program Guidelines; and the types of activities that are relevant to each of the funding categories. Arts NSW staff are not able to provide advice that may be perceived as giving an unfair advantage to one applicant over another. Arts NSW staff will be available to assist Assessment Panels by providing evidence-based advice e.g. funding history of applicants and arts sector issues. Some senior members of the Department may also sit on a number of assessment panels.
- Most applications are assessed by panels consisting of independent peers. Peers are people with appropriate industry expertise such as a professional association with the arts or a specific artform – they are people with the knowledge and experience to make an informed assessment of an application. Sometimes Arts NSW staff are also on assessment panels. The assessment process : Applications are submitted to Arts NSW on the due date. Straight away, the applications are processed. Once ready, copies of the applications and support material are sent to the members of the assessment panel. Each panel member scores all applications against the assessment criteria. Arts NSW collates the scores from all panel members for the panel to review at the assessment meeting. At the assessment meeting, the panel discusses each application and agrees on a final score. The panel then makes a recommendation as to whether funding should be awarded to an application. The panel’s recommendations are reviewed by Arts NSW and then sent to the Minister for the Arts for approval. At the end of the process, applicants are advised in writing if they have been successful or not. Applicants can get feedback from Arts NSW staff on their application.
- Each application is assessed against 5 common selection criteria. Merit This criteria is about the merit of the program or project. The panel are scoring as to whether the activity is well planned and of high artistic quality. Audience development & participation The panel are scoring as to whether the applicant has strategies in place to engage people in the arts. The panel would consider: Does the applicant have an understanding of the needs and expectations of the audience? Do they have strategies in place to increase participation by people who are not engaged in the arts? Are they using new approaches to engage the public? If the activity has no immediate audience, are there future strategies to bring the work to an audience e.g. performance, exhibition? Do they have appropriate measures in place to assess their success, and make changes for the future? Benefits This criteria is what benefits the activity will bring – to the applicant and the arts sector in NSW. The panel consider whether the activity: supports the development of a vibrant arts and cultural sector in NSW improves the capacity and sustainability of the arts industry provides opportunities for access to arts and cultural activities (as creators, participants and audiences) for Aboriginal, CALD, young people, people with a disability etc [THIS LINKS BACK TO THE POLICY DIRECTIONS] Capacity This criteria is about the individual / organisation’s capacity to deliver the activity. The panel would look at: Whether the applicant has the experience to deliver the activity effectively? Whether the artists, artsworkers and board are appropriate to the activity and organisation? Does the applicant has a history of appropriate financial management? (E.g. satisfactory acquittals). If it is a new organisation, they would look for evidence that the organisation is able to manage finances. Budget The panel would assess whether the budget: demonstrates appropriate use of public funds is cost effective has enough detail is realistic and achievable includes provisions of insurance and other liabilities Each criteria receives equal weighting.
- Arts NSW staff are available to provide advice to potential applicants on: interpreting the Arts Funding Program Guidelines; and the types of activities that are relevant to each of the funding categories. Arts NSW staff are not able to provide advice that may be perceived as giving an unfair advantage to one applicant over another. Arts NSW staff assist Assessment Panels by providing evidence-based advice e.g. funding history of applicants and arts sector issues. Some senior members of the Department may also sit on a number of assessment panels.