2015–2019 corporate plan · development and fundraising capacity of the cultural sector •...

2015–2019Corporate Plan

Opera Australia, Madama Butterfly Live Simulcast. Photo: Courtesy Queensland Performing Arts Centre

2015–2019 Corporate Plan 3

4 Our Purpose

4 Our Goals

4 Our Focus Areas

6 Our Values

8 What We Do and For Whom

10 Strategic Plan

16 Operational Environment

22 Risk Management and Oversight

Contents

This Corporate Plan is prepared for paragraph 35 (1) (b) of the Public Governance, Performance and Accountability Act 2013. The plan is prepared for the reporting period from 1 July 2015, and covers four reporting periods for Creative Partnerships Australia from 1 July 2015 to 30 June 2019.

Sydney Dance Company, Illuminated. Photo: Peter Greig

2015–2019 Corporate Plan 54 Introduction

Our Purpose

To foster a culture of private sector support for the arts in Australia to grow a more sustainable, vibrant and ambitious cultural sector for the benefit of all Australians.

Our Goals• To grow the culture of giving and

volunteering to support the arts, bringing donors, businesses, artists and arts organisations together

• To assist Australian artists and arts organisations to attract and maintain private sector support, diversifying their sources of revenue

• To encourage and celebrate innovation and excellence in private sector support for the arts.

We will achieve these goals through five focus areas.

Our Focus Areas1. Advocacy2. Providing Expertise3. Building Capacity4. Partnering5. Demonstrating Value

Maybe ( ) Together, Small Voices Louder

2015–2019 Corporate Plan 76 Introduction

Our Values

Leadership communicating a clear visionInnovation thinking creatively to bring about meaningful changeCollaboration working in a cooperative way with all stakeholdersOpenness being accessible, transparent and accountable

2015–2019 Corporate Plan 98 What We Do and for Whom

What We Do and for Whom

Our aim is to foster the culture of giving, investment, partnership and volunteering in the arts, bringing donors, businesses, artists and arts organisations together to grow a more sustainable and vibrant cultural sector for the benefit of all Australians.

We do this by investing in the professional and business development of the cultural sector to maximise partnership potential and long-term growth; by working with philanthropists and business to facilitate and champion arts partnerships and investment; and through our matched funding programs for artists and arts organisations.

Our expert team specialises in arts fundraising and philanthropy, arts and business partnerships and business development for the arts.

We work with artists and arts organisations, philanthropists and businesses to facilitate partnerships, mentoring and investment.

We also administer the Australian Cultural Fund, a collective giving platform for Australian artists that encourages and facilitates tax-deductible donations to the arts.

Circa, Il Ritorno. Photo: Damien Bredberg

2015–2019 Corporate Plan 1110 Strategic Plan

Strategic Plan 2015–2019

Focus Area

Providing Expertise Be an informed and influential source of expertise regarding private sector support for the arts, including new and emerging trends and innovative models

Strategic Priorities

• Be a source of knowledge and expertise in all matters relating to private sector support for the arts

• Undertake strategic communications to promote this expertise and share resources with artists and arts organisations, as well as the philanthropic and business sectors

• Develop and implement data collection and evaluation plans, and report insights back to stakeholders

• Measure trends in giving and investment in the arts and communicate these to the sector

• Identify and explore new models of fundraising for the arts

Intended Outcomes

• Creative Partnerships is a respected source of information and expertise on philanthropy and partnerships for the cultural sector, and philanthropic and business stakeholders

• Greater understanding of current development and fundraising capacity of the cultural sector

• Cultural sector is equipped with the latest research and information on trends in giving and investment in the arts

• Cultural sector has access to new and innovative models of fundraising

Key Performance Indicators

• Benchmark Net Promoter Score (NPS) by 2016

• Digital resources and professional development platform launched and usage growing; regional engagement tracked

• > 20% increase in speaking and presentation requests, media seeking input regarding sector developments and trends

• Capacity of sector assessed, insights reported to sector

• Trends in philanthropic giving and business sponsorships tracked, reported to sector

• Increased participation and partnering in forums exploring innovation in fundraising

Focus Area

Advocacy Build philanthropic and business sentiment around the value of supporting the arts to contribute to a sustainable, ambitious and vibrant cultural sector, for the benefit of all Australians


• Work with the arts, philanthropic and business sectors and all levels of government to promote the value of supporting the arts

• Recognise and celebrate private sector support of the arts and leadership in the field

• Assist the cultural sector to articulate the benefits of the arts in the broader community

Intended Outcomes

• Increased recognition of the value of supporting the arts from the philanthropic and business sectors

• Philanthropic and business sector arts partners are applauded, and prospective partners encouraged

• Increased financial and in-kind support for the arts, from the private sector

• Higher value and longer-term support for the arts, from the private sector


• % growth in financial support for the arts from the private sector

• Increase in number of arts organisations reporting more donations and more recurring donations

• % growth in donations to the Australian Cultural Fund (ACF) and increase in donor frequency

• Strong media coverage, high attendance and strong social media sentiment for Creative Partnerships Australia Awards1

2


Focus Area

PartneringFacilitate and incentivise financial and in-kind support from the private sector for artists and arts organisations, for the further development of their artistic practice

Focus Area

Building CapacityBuild the development and fundraising skills and capabilities of artists and arts organisations to lead to a more sustainable cultural sector with diverse sources of revenue


• Deliver a grants program designed to attract new donors to the cultural sector, as well as increase the value of existing donations and business partnerships

• Facilitate business volunteering, including Board placements, in the cultural sector

• Promote awareness and use of ACF to both artists and donors


• Deliver a professional development program catering to all levels of the cultural sector

• Provide mentoring and coaching for arts organisations and artists to build their capacity to secure and maintain private sector support

• Deliver a thought leadership program to share best practice and expertise with both the cultural and private sectors

• Provide opportunities for arts development and fundraising professionals to share their experiences with one another

Intended Outcomes

• Increased revenue for arts organisations to help them be sustainable and support their skills and artistic achievements

• Increased in-kind support for arts organisations and artists

• New donor relationships established for arts organisations and artists

Intended Outcomes

• A skilled and knowledgeable arts development and fundraising profession

• A more stable arts development and fundraising profession

• A cultural sector that is more confident in its fundraising capability


• Maintain levels of funds leveraged through matched funding programs

• Matched funding recipients report new donors giving; increase in number and value of donations

• > 30 % increase in the numbers of volunteers providing pro bono contributions, for both projects and by serving on arts boards

• > 20% increase in number of artists using ACF; increase in amounts raised, new and repeat donors, and level of donor interaction with artists and their projects


• > 10% increase in attendance at professional development events

• > 15% increase in number of people using state-based coaching and mentoring service

• Digital resources and professional development platform launched; supports sector forums and sharing of best practice within sector

• > 25% of all professional development programs offered online, including for ACF artists

12 Strategic Plan

4

3


Focus Area

Demonstrating ValueBe an efficient and effective organisation, providing high quality programs and services that are valued by the cultural sector and other stakeholders


• Support and maintain an internal culture of service to the cultural sector

• Work collaboratively with the Ministry for the Arts and The Australia Council

• Develop high performance teams and invest in their skills and knowledge

• Simplify workflows and continue to integrate digital capability

• Maintain a rigorous governance structure and embed a risk management framework

• Clearly and consistently communicate our purpose and strategic direction to all stakeholders

• Actively seek out opportunities to collaborate with partners

Intended Outcomes

• Allocation of resources is based on identified priorities

• Stakeholders receive a high level of service to meet their needs

• Teams are better equipped to respond effectively in a changing landscape

• Creative Partnerships is accountable to the Government and the public

• Overheads are low• Digital integration makes processes

more efficient and transparent


• Benchmark Net Promoter Score (NPS)• Positive stakeholder feedback

and social media sentiment• Achieve ‘Systematic’ rating

on Comcover Risk Management Benchmarking Survey by 2016 and ‘Integrated’ rating by 2017

• Operational overhead at < 25% of total expenditure

• All staff undertake risk management training on a biannual basis

M16 Artspace

14 Strategic Plan

5


Trends, implications, challenges and opportunities within our operational environment

Implications

• More demand placed on limited public funding

• More demand placed on private sector funding

• Unstable staffing impacts on relationship continuity with donors and business

Opportunities & Challenges

• Emerging organisations willing to embrace flexible business models from start up

• Creative Partnerships to provide expertise and resources to support the sector

• Creative Partnerships to support new ways of thinking in relation to funding

Trends

Sustainability within the Arts• Not-for-profit arts sector

seeking increased support from the private sector

• Low barriers to entry enables new players to enter independent and small to medium arts sector

• High staff turnover levels in fundraising and development roles

Queensland Symphony Orchestra. Photo: Christian Asas



Implications

• Increased potential for cultural sector to be the recipient of philanthropy

• Artists and arts organisations must build operational activities into funding requests

• Cultural sector must better articulate social impact of its activities and inherent benefits of the arts

• Ability to attract philanthropy uneven across the arts sector, as larger organisations can more easily demonstrate impact

• Fewer opportunities to apply for available funding

• Cultural sector must measure social impact of its activities

• Arts organisations must provide meaningful engagement

• Established institutions must change the way they operate, be more responsive to expectations of philanthropists

• Philanthropy becoming democratised


• Artists and arts organisations investing resources into seeking private sector support can tap into increase

• Creative Partnerships to facilitate mutual understanding between philanthropic and arts sector

• Artists and arts organisations with clear social impact attract increased funding

• Creative Partnerships to work with cultural and private sector to measure impact of the arts

• Artists and arts organisations benefit from input of donors beyond their financial contribution

• Artists and arts organisations embracing innovative ways of giving tap into a new group of potential donors

Trends

Philanthropic Support of the Arts• Philanthropic giving on the increase,

albeit at a slower rate in 2014/15• Philanthropic sector seeking to

support innovation and transformation, rather than ongoing operations

• Trusts/foundations preferring to identify projects and organisations to support, less reliant on open calls for applications

• Philanthropists seeking to support arts projects linked to social outcomes such as education, health, disadvantage

• Trusts/foundations seeking to measure the social impact of their funding

• Philanthropists seeking higher levels of engagement, with some establishing new organisations as alternative to funding established institutions

• Technology enabling new ways of giving, including crowdfunding, web and mobile giving

Brisbane Festival and Santos GLNG, Santos Lounge 2011. Photo: Atmosphere Photography



Implications

• Arts organisations and artists with global reach more attractive to business

• Arts sector not seen as needing the support of corporate foundations

• Arts organisations reluctant to work reciprocally with brands

• Businesses work directly with commercially minded artists, cutting out arts institutions

• Arts organisations must prioritise working with business at employee engagement level


• Artists collaborating directly with brands, particularly in digital, have new opportunities to create

• Creative Partnerships to work with arts organisations and artists to develop skills to attract business support

• Creative Partnerships to provide framework for structured management of skilled business volunteering in arts sector

Trends

Business Partnerships with the Arts• Business sponsorship in some parts

of arts sector in decline• Business seeking large audiences

for brands• Rise of corporate philanthropy,

business focus on social impact as return on investment

• Sponsorship as marketing function; business seeking to leverage more value and increased brand integration from sponsorship

• Business becoming more ‘brand creative’; building content and events in-house rather than sponsoring existing work or institutions

• Larger businesses looking for employee engagement opportunities within sponsorship; employee volunteering opportunities highly structured

Natural Wings, Bringing Aerial Dance to the Streets


2015–2019 Corporate Plan 2322 Risk Management and Oversight

Born in a Taxi, For Heaven’s Sake

Risk Management and OversightWe have an established risk management policy that has been endorsed by our Board.

Responsibility for risk oversight is defined within our risk management policy. The Board is responsible for determining our risk tolerance, and assessing performance on managing risk, while officials at all levels are responsible for the day-to-day management of individual risks.

Our risk management profile includes risk categories relating to financial management including fraud, strategy and service delivery, operations including digital capability, legislative compliance and reputation.

Our risk management framework has been endorsed by our Board and includes the following components:• Risk management context• Risk management methodology• Identification and assessment of

mitigating practices and controls• Risk evaluation criteria• Details of the roles and responsibilities

of officials in the management of risk.

As part of its embedded risk management practices, we have:• A Board-adopted, formal Audit and

Risk Committee Charter detailing the principal functions and responsibilities of the Committee

• Formal processes for Board approval of our strategy, programs, resource allocation, final budget and performance objectives

• A comprehensive range of policies and procedures including relating to governance, human resources, digital infrastructure, regulatory and legislative compliance

• Financial management including fraud, contractual arrangements and operations

• A formal and documented process of continuous improvement, via the Audit and Risk Committee, as part of the Board’s quarterly review of our risk profile

• A formal and documented process for Board review, via the Audit and Risk Committee, of risk management performance against intended outcomes.

While our risk management capability is appropriate for our operating environment and currently supports our objectives, we have an opportunity to evolve our risk maturity over the reporting periods covered under this Corporate Plan.

Under Focus Area 5: Demonstrating Value, we aim to:• strengthen the systematic

management of risk across all business processes

• embed a positive risk culture• put in place processes for

communicating and consulting about risk with stakeholders

• implement strategies to understand and contribute to the management of shared risk

• continue to adapt to a level of risk management capability appropriate to our operating environment and resources.

Front cover: Watch This, 2015 Company Campaign. Photo: Jodie Hutchinson and Sarah Walker

Contact usLevel 4 2–4 Kavanagh Street Southbank VIC 3006T +61 3 9616 0300 [email protected] creativepartnershipsaustralia.org.au

mailto:info%40creativepartnershipsaustralia.org.au?subject=

http://creativepartnershipsaustralia.org.au

2015–2019 corporate plan · development and fundraising capacity of the cultural sector •...

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