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Corporate Plan

2015–19

Cover: Top left image: Thum Prints World Premiere with Beatboxer, Tom Thum, 2015, Queensland Symphony Orchestra Credit: Queensland Symphony Orchestra

Right image: Brisbane Writers Festival. Credit: Industrial Arc Photography

Bottom left image: Bangarra Patyegarang. Credit: Jess Bialek

This page: Top left image: Glass studio workshop with glass artist Tobias Mohl. Credit: Jam Factory

Top right image: Dance Info Finland, 2014, (c). Credit: Uupi Tirronen

Right image: Reflections on Gallipoli, 2015, Australian Chamber Orchestra. Credit: Jamie Williams

We are pleased to present our Corporate Plan 2015–2019 as required under section 35(1)(a) of the Public Governance, Performance and Accountability Act 2013 (the PGPA Act) and Section 45 of the Australia Council Act 2013 (the Act).

This Plan seeks to articulate how, over the coming four-year period, we will strive to achieve our Vision of Australia being recognised as a culturally ambitious nation, and our Purpose, to champion and invest in Australian arts.

This Plan details the ways in which we will deliver on our obligations under the Act. It is framed around the four goals of our Strategic Plan 2014–2019:

1. Australian arts are without borders2. Australia is known for its great art

and artists3. The arts enrich daily life for all4. Australians cherish Aboriginal

and Torres Strait Islander arts and cultures

The Plan takes account of the Commonwealth’s decision to establish the National Program for Excellence in the Arts, administered by the Ministry for the Arts – and the impact of that decision on our plans for the coming four-year period.

I N T R O D U C T I O N

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I N T R O D U C T I O N

Over its history of nearly half a century, the Australia Council has led the national conversation about the state and ambition of arts and culture in Australia. We have engaged with and responded to ever-changing external environments, government imperatives and priorities, and the vision of our artists and arts organisations. Demonstrating our capacity to continuously transform the organisation in order to ensure that our own expectations, and those of our communities of interest, are well served in every circumstance, we have come to embody resilience.

Our vision for the arts has been developed through sustained dialogue with artists and all those who present, produce and support the arts. The past two years have seen unprecedented reform as we have responded to extensive input from the sector and the 2012 Australia Council Review. Our new artist-centric grants model, launched in January 2015, enables a diverse range of artists and organisations to apply for funding towards the creation of excellent work and a wide range of arts activity. The new model is transparent and efficient, allowing the Council to be more responsive to changing artistic practice and providing greater accessibility through streamlined grant categories and criteria. Peer assessment remains central to grant decisions and we draw on a large and diverse pool of more than 650 sector experts to make our funding decisions. We embrace the opportunity to respond to the needs of an arts sector that is vibrant, dynamic and always evolving.

As we enter another period of transition, in the 2015–2016 year we remain focused on delivering our functions as defined in the Act through a range of means including by:

– Embracing our leadership role as the national advocate for the arts, effectively drawing on our comprehensive knowledge and research to provide evidence of the value proposition of the arts to the nation, and to foster appreciation and understanding;

– Managing Government programs and frameworks, including the Major Performing Arts Framework and the Visual Arts and Craft Strategy and enhancing their efficacy through sharing of the resources of our extensive knowledge base;

– Being deeply engaged with the arts sector, knowledgeable and responsive in support of its ambitions, and delivering our legislative functions of upholding artistic freedom and fostering arts excellence through a transparent peer assessed grants program for small and medium sized arts companies, and individuals;

– Leveraging private and corporate support to advance and enrich growth, capability and philanthropic enhancement to the arts sector, and to ensure that the resources with which we are entrusted are maximised in pursuit of our goals.

Our vision for the arts has been developed through sustained dialogue with artists and all those who present, produce and support the arts.

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Accountability and transparency are central to our commitment to the sector. We are currently considering cost-saving opportunities and efficiencies in all operating costs that can be achieved from 2015–16.

Our Act mandates that we support Australian arts practice that is recognised for excellence and that we foster excellence in Australian arts practice by supporting a diverse range of activities. We will ensure that the pursuit of excellence – “exceptional skill and accomplishment, being the best in one’s chosen field, as judged by those with local, national, and international experience in the field”1 – is at the forefront of our endeavours, and that diversity of practice, of practitioners, and of audiences is encouraged, facilitated and celebrated. We will continue to enhance and strengthen the creation of unique works of excellence by Aboriginal and Torres Strait Islander artists, and increase the opportunities for all Australians to engage with these works.

We are committed to promoting the public understanding and enjoyment of Australian art. Audience-centred and insight-driven, we will continue to lead new approaches to audience development and increase arts access and engagement. Commissioning audience research such as our longitudinal study Arts in Daily Life provides valuable insights into how Australians participate in the arts. Our annual Marketing Summit and our Audience Engagement Program are just two of many Council initiatives that provide vital skills enhancement opportunities to grow audience reach.

Our Artistic Vibrancy Framework identifies the essential dimensions of an artistically healthy organisation: great art, great artists, engaged audiences, engaged communities, and a resulting vibrant society and culture. This guide, together with our funding and enabling programs, will steer our culturally ambitious nation towards the further development of a vital arts ecology, evidenced through greater impact of our artists and their work, and greater appreciation of the arts by our communities.

Enabling a greater international, regional and remote presence of Australian arts and artists is central to increasing practice development, profile and audiences for Australia’s great works. We will continue to interact with artists and arts companies to enable and prepare them to strive for increased global market reach and to practice exchange and reciprocity.

This Corporate Plan is a key instrument for the Australia Council, as it sets out our goals, identifies what we plan to achieve against those goals in the coming four years, the actions and initiatives that we will engage with to facilitate achievement, and how we will know if we have been successful.

1 Robyn Archer, 2015 Artshub Conference Keynote Address at http://www.australiacouncil.gov.au/news/media-centre/speeches/artshub-conference-robyn-archer-ao/

RUPERT MYER AO TONY GRYBOWSKI Chair Chief Executive Officer

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How we interact with one another, our clients and stakeholders is defined by our values. Below is a description of what each one means to us:

Collaboration: We actively work with one another and our stakeholders to realise our shared purpose.

Resilience: We are flexible, adaptable and responsive to our dynamic environment in pursuit of a sustainable arts and cultural sector.

Integrity: We are trustworthy, ethical and accountable in all situations.

Service: We are reliable and engaged with our clients and communities, and pride ourselves on the pursuit of excellence in all our endeavours.

Diversity: We respectfully embrace individual and collective differences.

Leadership: We advocate our vision and inspire its achievement through our shared knowledge and sector engagement.

VA L U E SP L A N N I N G H I E R A R C H Y

Individual Work Plans

Corporate Plan

– Goals – Enablers – Actions

Strategic Plan

– Vision – Mission – Goals

Operational Plan

– Lead Actions and Major Projects

Business Plans

– People – Finance – Asset Management – Risk – ICT

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C U LT U R A L E N G AG E M E N T F R A M E W O R K

The Cultural Engagement Framework is a mechanism to ensure the Australia Council’s vision, processes and projects recognise diversity.

Focus Communities

The Cultural Engagement Framework currently focuses on the following five demographics:

– Aboriginal and Torres Strait Islander people – Culturally and linguistically diverse people – Regional and remote communities – Young people – People with disability

Additional demographics that are part of our diverse society are also considered within the Cultural Engagement Framework remit, for example, age, gender and socio-economic circumstances.

Principles

The Cultural Engagement Framework is focused on the following key principles:

Inclusion: The needs of people from diverse backgrounds are included in the development of Council’s policies and programs on an ongoing basis.

Empowerment: Artists and arts organisations from diverse backgrounds are supported and have the knowledge, confidence and skills to access the Australia Council’s programs, funding and services.

Access and Equity: The Australia Council’s programs and processes are designed for accessibility and best use by a diverse demographic.

Artistic Excellence: The Australia Council’s programs encourage and expect artistic excellence from our diverse artists and retain the cultural understanding and awareness to recognise this excellence.

Community Capacity Building: Artists and arts organisations from diverse backgrounds are supported in their capacity to develop art and to enhance audience experiences.

Image: Multicultural Arts Victoria’s Emerge in Yarra 2014 festival, Mzuri Dance Credit: James Henry

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K N O W L E D G E A N D A DVO C AC Y

The Australia Council is the custodian of the nation’s most comprehensive and detailed data and knowledge base, tracking the evolution of Australia’s arts landscape over nearly fifty years. As we seek to guide and support our arts communities through new territory, we recognise that the strength of our strategic advocacy agenda is built on its foundation in evidence.

Our Knowledge Hub is built on three pillars:

Evaluation of our own performance to demonstrate the value of public investment in pursuit of our mission and goals;

Evaluation and mapping of sector performance to demonstrate the value of public investment in the arts;

Pursuit of new knowledge to enrich and inform the continuous development of arts practice and those who work to facilitate its excellence.

Our leadership role as the national advocate for the arts will be strengthened and enhanced by the strategic development of our evidence base.

Image: IETM, Melbourne 2014 Credit: Australia Council for the Arts

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We will share this knowledge through a range of strategic initiatives including the regular publication of: Arts Nation to create and interpret a set of national indicators to increase our understanding of the Australian arts industry; Art Facts to offer concise and up to date information and trend data to sector constituents; the internationally unique Artist Careers Survey, capturing longitudinal evidence on employment outcomes for artists; and the Arts Participation survey data recording public participation in, and attitudes to, the arts.

This continuous strengthening of our evidence base will enable us to speak from a position of evidence and authority on the foundations, aspirations, development and performance of our own organisation, and of the communities with which we seek to partner, and which we seek to serve. Through this approach we will promote greater appreciation, knowledge and understanding of the arts, and be uniquely placed to provide information to the Minister and key decision-makers on matters connected with the arts and its future directions, in accordance with our mandate under the Act.

Through this approach we will promote greater appreciation, knowledge and understanding of the arts.

Image: APACA Annual conference 2015 Mobilise Credit: Australia Council

for the Arts

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Art is a language that transcends borders. The Australia Council has provided a range of mobility support including residencies; networking; market development; event travel for individuals and groups to participate in festivals, fairs or showcase events; support for translations and coproduction, short term exploration; and international presentation.

In the three years over 2010–11 to 2013–14, the Australia Council supported almost 2,700 artists and organisations reaching 85 different countries. International audience reach for Australia Council supported work in 2014–15 was over 4.5 million.

International activity benefits artists through the development of artistic practice, financial sustainability and inspiration. More than one in three Australian artists engages in international work2 and, due to rapid growth in our region, artists from an exceptionally diverse range of cultural backgrounds and artistic practices are connecting and collaborating. This presents creative, economic and cultural opportunities for Australian artists and arts organisations to work reciprocally, both locally and across the globe.

In 2014–15, 1.2 million people in regional Australia attended an activity presented by a Major Performing Arts company or multi-year funded small to medium organisation. National audience reach in 2014–15 was over 13.2 million. Australia Council project grants for individuals, groups and arts organisations also support a range of opportunities for increased audience access to excellent art.

By taking up these opportunities, more people will have the opportunity for a diverse cultural experience and engage meaningfully with Australian arts here and overseas; the profile of our artists and Australia generally will be enhanced; and opportunities to leverage investment will be increased.

Recognising the new role of the National Program for Excellence in the Arts in supporting international touring, the Australia Council will focus on delivering complementary strategic programs, capacity building initiatives and partnerships that will enable the enhancement of the national and international profile of excellent Australian art, and facilitate artistic collaborations and cultural exchange.

The Australia Council remains committed to supporting national mobility across regions. Our focus will be regional touring support delivered through Playing Australia and enabling audience development and engagement.

By 2019:

– More Australian artists will be enabled to have greater mobility nationally and internationally

– Australian arts will have increased international profile and recognition

– More Australian artists and cultural leaders will be engaged and have influence in professional contexts internationally

Enablers:

Exploration: Enable artists to discover and develop across borders

Reciprocity: Strengthen collaboration and partnerships nationally and internationally

Stimulation: Captivate global audiences with diverse Australian work

Expansion: Grow the profile of Australian arts

G OA L O N E : AU S T R A L I A N A R T S A R E W I T H O U T B O R D E R S

2 Throsby & Zednick, Do You Really Expect to Get Paid: An Economic Study of Professional Artists in Australia, August 2010, p. 38.

STRATEGIC GOALSThe goals, actions and indicators of success are framed around the four goals of our Strategic Plan 2014–2019.

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Exploration

Our actions will include:

– Leveraging Australia’s profile and capability in traditional markets where Australian artists have the potential to continue to achieve career outcomes including career development, reputation enhancement, audience attendance and captivation

– Building intelligence around, and supporting sector-led testing of, new markets and their opportunities for interest and connection with Australian arts

– Facilitating research, peer-to-peer sharing of insights and development of intercultural capabilities to make deeper connections to assist Australian artists achieve effective international engagement

– Delivering a targeted and enhanced national and international residencies program

– Leading audience development and capacity building in regional touring

– Collaborating and liaising with the Ministry for the Arts, the Department of Foreign Affairs and Trade, Austrade, and other partners to maximise outcomes for Australian arts internationally

Reciprocity


– Engaging International Development Managers in key traditional and emerging markets to cultivate international relationships and stimulate international opportunities for artists and organisations

– Maintaining and cultivating an Australian presence at key events and markets

– Consolidating existing international partnerships and fostering new long-term networks

Stimulation


– Delivering inbound buyer programs and other targeted support at strategic Australian platforms

– Supporting key market events held in Australia, such as the Australian Performing Arts Market in Brisbane

– Offering tailored market development support for Aboriginal and Torres Strait Islander artists at key market events

Expansion


– Seeking new international partners and collaborators interested to showcase Australian art and artists

– Partnering with private funding sources to support new opportunities to showcase iconic Australian work in local and international spaces

– Continuing to manage the Australian Pavilion in Venice and expanding philanthropic support for Australia’s exhibition in the Biennale

– Optimising exposure and advocacy for art projects in Australia and overseas

We will know if we have achieved the outcomes if:

– Cross border collaborative activity is increased nationally and internationally

– The international profile of Australian artists is increased

– Australian artists and cultural leaders have prominence and influence in international events and organisations

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Increasing the profile of, and opportunities for, artists is central to our work, and reflects the primary function of the Australia Council to support the pursuit of excellence in artistic practice.

Artists are constantly developing new ways of exploring the human experience, and it is through support for experimentation and risk-taking that we encourage excellence, innovation and freedom of artistic expression. Australians are inspired by the skill of great artists and over eight in ten agree it is exciting to experience new styles and types of art3.

Artistic excellence in arts organisations is supported through increasing sustainability and resilience, encouraging the highest level of artistic vibrancy, and building capacity to reach the widest audiences and develop new sources of income.

Australian arts have a unique and evolving voice that reflects and consolidates our identity in a global community. Only two-thirds of Australians currently agree that the arts currently reflect the cultural diversity of Australia4. Ensuring all artists from all backgrounds have access to grants and other support necessary to enable their work is critical to the growth of a robust, diverse and relevant arts sector.

By 2019:

– More Australian artists will be recognised for artistic excellence and adventure

– Australian arts organisations will expand the dimensions of artistic vibrancy in accordance with the Artistic Vibrancy Framework

– Australia will be well known for its varied and excellent artistic practices created by a diverse range of artists

Enablers:

Excellence: Support arts organisations to lead in innovation, collaboration and development of original work

Diversity: Fuel diverse practice from artists of many different backgrounds

Adventure: Foster experimentation, risk-taking and freedom of expression in all art forms

Strength: Build the capacity of artists to make excellent work

3 Australia Council for the Arts, Arts in Daily Life: Australian Participation in the Arts, May 2014, p. 31.4 Australia Council for the Arts, Arts in Daily Life: Australian Participation in the Arts, May 2014, p. 31.

G OA L T W O : AU S T R A L I A I S K N O W N F O R I T S G R E AT A R T A N D A R T I S T S

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Excellence


– Advise and assist arts organisations in the areas of governance, sustainability, audience and market development, and stimulate networking through industry networks, in support of sector growth

– Administer the Major Performing Arts Framework and Visual Arts and Craft Strategy in partnership with the Commonwealth, State and Territory governments

– Ensuring that experience, knowledge and diversity in our peer assessment panels is central to our grant making process

– Strengthening relationships with Commonwealth, state, territory and local government, and non-government, funding partners

– Providing valuable guidance and sector development through our pre-application advice and post-application feedback

Diversity


– Enabling artistic excellence in all artists, including those from diverse cultural backgrounds, artists with disability, artists from regional areas and young artists

– Give prominence to and implement the Cultural Engagement Framework

Adventure


– Championing the development of, and access to, a diverse range of new arts forms

– Communicating the long term value of discovery and creative development in the arts

– Closely monitoring developments in innovative artistic practice and creative expression to ensure Australia is at the forefront of understanding and support for new forms of art and arts organisations

Strength


– Applying available grant resources to support individuals and small to medium companies to achieve their artistic goals

– Providing multi-year support for small to medium companies to plan flexibly and to build resilience

– Promoting the Artistic Vibrancy Framework to stimulate awareness and adoption of its principles, particularly with a view to enhancing sustainability of the Major Performing Arts, Visual Arts and Craft and small to medium organisations

– Building leadership and governance capacity through the delivery of development programs for artistic and cultural leaders and administrators, and collaborations with institutions offering relevant courses and programs


– The capacity of funded artists and arts organisations to make artistically vibrant work is increased

– The profile and status of funded Australian arts and artists is increased

– There is an increase proportionate to funding in innovative work produced by artists and organisations

– Audience engagement with excellent diverse work is increased

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Every Australian should be able to experience excellent art that reflects Australia’s rich culture. We will support the development and delivery of new Australian work in new contexts and foster new opportunities for the inclusion of art in daily life in local communities.

Australians know that the arts enrich our lives and our communities; over eight in ten believe the arts make for a richer and more meaningful life. It is a testament to the strength and vitality of Australian art and culture that not only are attitudes about the arts increasingly positive, but the depth of engagement has increased, with more Australians making art as well as being inspired by the work of others5.

The relevant research literature also demonstrates how the arts enhances a child’s development and how engagement with the arts when young influences participation as an adult. The Australia Council is committed to enabling access, participation and high quality arts experiences for Australian children and young people.

Support for diverse practice and audience development will be provided through our grants, multi-year organisation funding and strategic activities. We will enhance opportunities and accessibility for artists and audiences, with particular emphasis on areas identified within our Cultural Engagement Framework.

Ensuring as many Australians as possible can experience excellent art is a priority. Working in partnership with the private sector, we will seek new opportunities and funding partners to promote the inclusion of arts in daily life.

By 2019:

– Australian civic life will be enriched through the arts

– Australian audiences will be captivated by artistic experiences

– More Australians will have access to and engage with the arts

Enablers:

Abundance: Infuse everyday life with arts and culture

Inclusion: Ensure more Australians have access to and engage with the arts

New generation: Strengthen artistic experiences by, with and for children and young people

Leverage: Increase public and private investment in the arts

Abundance


– Undertaking research to develop a framework to connect arts festivals at a national level in order to maximise investment in festivals and to support the development of Australian art and audiences

– Increasing engagement with the local government sector to ensure more focused and coordinated investment in local artistic and cultural opportunities

– Encouraging all multi-year funded organisations to adopt measures to develop new audiences and engage with diverse communities

5 Engagement with the arts increased to 95% in 2013, with a shift towards more people engaging in arts creation as well as participation. Australia Council for the Arts, Arts in Daily Life: Australian Participation in the Arts, May 2014, p. 12.

G OA L T H R E E : T H E A R T S E N R I C H DA I LY L I F E F O R A L L

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Inclusion


– Optimising the delivery of the Cultural Engagement Framework to increase access to arts participation for individuals and communities

– Leading partnership development across spheres of government and the private sector, the social and community sector as well as in regional and peri-urban areas

New generation


– Identifying and engaging with artists and companies whose artistic rationale creates new work with and for young people and audiences

– Promoting a greater understanding of the youth arts sector and the current investment and commitment to young Australians

– Being responsive to emerging trends and practices for arts practice by and with young people

– Nurturing the next generation of artists and audiences through ensuring the inclusion of young people and those with youth arts experience in our peer networks

– Engaging with education specialists, including networks in the Major Performing Arts, small to medium companies, and training organisations to identify opportunities to enhance artistic experiences for children and young people

– Embracing digital culture and promoting related opportunities for the arts sector

Leverage


– Partnering with Creative Partnerships Australia to increase the profile and support of the Australian Cultural Fund in support of individual artists

– Collaborating with Creative Partnerships Australia, Philanthropy Australia, and other partners to build capacity in the small to medium sector to raise additional funds from non-government sources

– Providing valuable capacity building support to the Major Performing Arts companies through targeted strategies designed to increase philanthropic revenue

– Leveraging resources to attract new funding to increase overall capacity for the arts

– Developing and sharing our knowledge base through regular publications for informed and effective advocacy


– Australia Council-supported partnerships across government in arts development in regional, rural and peri-urban areas increase

– Participation in the arts is increasingly reflective of Australia’s diversity

– Artistic experiences by, with, and for children and young people are strengthened

– Funding and support to the arts from new sources is increased

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Aboriginal and Torres Strait Islander people are the most enduring art and culture makers on earth. We aspire to increase the creation of, and engagement with, these unique arts and cultures.

Australians have a growing interest in Aboriginal and Torres Strait Islander arts and culture; however, access to this work is not meeting this increasing demand6. Furthermore, research shows almost all Aboriginal and Torres Strait Islander people want to participate more in cultural activities, but there is a real risk that culture will be lost with generational change.

Aboriginal and Torres Strait Islander work is widely sought after, although often without sophistication in understanding its context. Facilitating greater understanding of Aboriginal and Torres Strait Islander art will particularly benefit artists working in contemporary forms to be understood and profiled.

We will continue to work to optimise the creation and presentation of Aboriginal and Torres Strait Islander arts, including the work of younger artists. We will also build the knowledge base around market and audience engagement with Aboriginal and Torres Strait Islander arts to build capability and increase opportunities for presentation.

Through our recent focus on capacity building we have supported an increase in capability of Indigenous artists and arts organisations, including leadership development and sector development. Maintaining this focus will enable us to achieve this goal.

By 2019:

– Aboriginal and Torres Strait Islander artistic excellence will be recognised nationally and internationally

– Inter-generational transfer of Aboriginal and Torres Strait Islander arts and culture will be increased

– More Australians will experience Aboriginal and Torres Strait Islander arts and cultures

– International collaborations and exchange between Aboriginal and Torres Strait Islander artists and other First Nations Peoples will strengthen connections

Enablers:

Brilliance: Invest in artistically excellent signature works of scale

Enrichment: Empower Aboriginal and Torres Strait Islander artists and cultural practitioners to be at the centre of Australian arts

Belonging: Increase Australians’ experience of Aboriginal and Torres Strait Islander arts and cultures

Journey: Support intergenerational transfer of artistic and cultural knowledge for Aboriginal and Torres Strait Islander communities to practise and experience their culture

6 Australia Council for the Arts, Arts in Daily Life: Australian Participation in the Arts, May 2014, p. 17.

G OA L FO U R : AU STR A LIA N S C H ER I S H A B O R I G I N A L A N D TO R R E S STR AIT I S L A N D ER A RT S A N D CU LT U R E

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Enrichment


– Facilitating greater artistic collaboration between Aboriginal and Torres Strait Islander artists and non-Indigenous arts organisations

– Supporting Aboriginal and Torres Strait artists and arts mediators to be prepared for and mentored in national and international markets

Brilliance


– Brokering appropriate partners to support increased Aboriginal and Torres Strait Islander artistic collaborations

– Exploring investment opportunities to ensure new works are created

Belonging


– Developing and implementing an evidence-based audience and market development strategy for Aboriginal and Torres Strait Islander work to increase presentation opportunities and audience engagement

– Building market and audience development capacity for Aboriginal and Torres Strait Islander arts in both Indigenous and non-Indigenous organisations and presenters

– Delivering reciprocal programs for First Nations artists and arts mediators to enable Aboriginal and Torres Strait Islander artists to work with international peers

Journey


– Extending the successful CHOSEN program, an artistic and cultural mentoring program recognising the master and apprentice model of learning


– Participation of Aboriginal and Torres Strait Islander people in the arts, including in arts leadership roles, increases

– Aboriginal and Torres Strait Islander artists have increased capacity and partnerships to produce new work

– Audience engagement with and appreciation of works by Aboriginal and Torres Strait Islander arts is increased

– New sources of funding and models are developed in support of Aboriginal and Torres Strait Islander arts

Image: Multicultural Arts Victoria’s Visible Music Session at Foxtel

Festival Hub, Melbourne Festival 2014, Yirrmal & Yolngu Boys

Credit: Rachel McLaren

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In order to realise our vision and mission, and to continue to fulfil our statutory functions, the Australia Council will address key existing and emerging issues in the dynamic current and future operating environments. The drivers that will impact our planning and the realisation of our goals over the coming four years include:

Changes to resourcing: The reduction of funding to the Australia Council announced in the 2015 – 2016 Federal Budget requires us to realign our priorities and operations. The amount of grant funding available under the current appropriation will result in the adaptation of our modes of grant funding delivery, and the need to respond flexibly and creatively to external opportunities as they emerge.

Changes in policy: The introduction of the National Program for Excellence in the Arts will have an impact on the arts ecology, particularly previously funded individual artists and small to medium arts organisations. These clients will require guidance and capacity-building support in order to maximise the potential offered through the new program.

Changes to arts sector engagement: Driven by policy and resource shifts, our core business will focus on the management of government funding frameworks, and the development of knowledge to enhance sector capacity, performance and impact. Some strategic areas of engagement, particularly in relation to national and international development, will be modified.

E N V I R O N M E N TA L C H A N G E S A N D R I S K M A N AG E M E N T

Image: Erin Coates, Bouldering Wall in KINOSPHERE, Perth Institute of Contemporary Arts Credit: Toni Wilkinson

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Changes to internal organisation: The changes to policy and resourcing will result in a streamlined organisational structure focused on the delivery of our redefined core business. This will require our focus on the provision of collaborative, evidence-based support and service to our stakeholders within the available opportunities and resources.

Risk management is integral to achieving our goals. The Australia Council is committed to a strategic, consistent and structured enterprise-wide approach to risk management in order to achieve an appropriate balance between realising opportunities for gains and minimising losses. The Risk Management Framework Policy reflects the key principles for managing risk as outlined under the PGPA Act and the Commonwealth Risk Management Framework. Our risk management obligations are fulfilled through a range of structures and procedures, including the Risk Management Framework Policy, Objectives profile, an annual Risk Management Plan, Risk Register, Business Continuity Plan, and Fraud Control Policy and Plans.

Financial Projections

Please note that we have not included a “review of the Council’s performance since the start of the year previous to the year in which the plan is prepared, measured against the most recent plan for any part of that period;” as required under the Australia Council Act 2013, as this is the first year in which a Corporate Plan in this format has been prepared. The required comparative review will be provided in subsequent years.

The table to follow is from the Australian Government’s Portfolio Budget Statements 2015–16 released in May 2015. Cost-savings to be developed from efficiencies in all operating costs are not reflected in the table.

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Comprehensive income statement (showing net cost of services) for the period ended 30 June

2014–15 Estimated

actual $’000

2015–16 Budget

$’000

2016–17 Forward estimate

$’000


$’000


$’000EXPENSES Employee benefits 13,963 12,828 12,884 12,922 13,047Suppliers 10,704 10,239 10,359 10,708 10,795Grants 189,839 163,450 163,011 164,949 172,287Depreciation and amortisation 722 830 830 830 830Total expenses 215,228 187,347 187,084 189,409 196,959LESS: OWN-SOURCE INCOME Own-source revenue Interest 1,300 1,300 1,300 1,300 1,300Rental income 69 71 71 71 71Other 2,936 800 1,400 750 1,400Total own-source revenue 4,305 2,171 2,771 2,121 2,771Total own-source income 4,305 2,171 2,771 2,121 2,771Net cost of services 210,923 185,176 184,313 187,288 194,188Revenue from government 212,409 185,176 184,313 187,288 194,188Surplus (deficit) attributable to the Australian Government

1,486 – – – –

CAPITAL EXPENDITURE Funded from government appropriation 1,359 967 700 700 700Funded from donated funds 5,152 – – – –Total purchases of non-financial assets 6,511 967 700 700 700

AVERAGE STAFFING LEVEL 127 117 115 113 112

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Image: OPUS, Created by Yaron Lifschitz with the Circa ensemble and the Debussy Quartet, Circa 2015. Credit Justin Nicholas.

The Australia Council’s key performance indicators published in the Portfolio Budget Statements 2015–16 included measures of programs and activities that the Council intended to deliver prior to the release of the 2015–16 Budget.

The indicators did not take into account the impact of the budget measure “National Program for Excellence in the Arts – establishment” which transferred approximately $28 million per annum from the Australia Council to the Ministry for the Arts.

This measure will:

– Establish a National Program for Excellence in the Arts to be administered by the Ministry for the Arts

– Transfer the Visions of Australia and Festivals Australia programs, and the Major Festivals Initiative, to the Ministry for the Arts

– Provide for the continuation of Creative Partnerships Australia’s matched funding program for a further three years

In the context of this redistribution of responsibilities, the indicators published in the PBS cannot be achieved by the Australia Council alone. The measurement and achievement of the indicators will depend on the amalgamation of data from the Australia Council, the Ministry for the Arts, and Creative Partnerships Australia.

K E Y P E R F O R M A N C E I N D I C ATO R S

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Pursuant to Section 9 of the Australia Council Act 2013, the Australia Council has the following functions:

(a) to support Australian arts practice that is recognised for excellence;

(b) to foster excellence in Australian arts practice by supporting a diverse range of activities;

(ba) to support Aboriginal and Torres Strait Islander arts practice;

(bb) to support Australian arts practice that reflects the diversity of Australia;

(bc) to uphold and promote freedom of expression in the arts;

(bd) to promote community participation in the arts;

(c) to recognise and reward significant contributions made by artists and other persons to the arts in Australia;

(d) to promote the appreciation, knowledge and understanding of the arts;

(e) to support and promote the development of markets and audiences for the arts;

(f) to provide information and advice to the Commonwealth Government on matters connected with the arts or the performance of the Council’s functions;

(g) to conduct and commission research into, and publish information about, the arts;

(h) to evaluate, and publish information about, the impact of the support the Council provides;

(i) to undertake any other function conferred on it by this Act or any other law of the Commonwealth;

(j) to do anything incidental or conducive to the performance of any of the above functions.

F U N C T I O N S

Top image: Little Bird, 2015, State Theatre Company of South Australia Credit: Shane Reid

Bottom image: Cate Blanchett and Simon Mordant view Wrong Way Time at the opening of the new Australian Pavilion 2015 – Venice Biennale Credit: Angus Mordant

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australiacouncil.gov.au

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