corporate plan 2016–20 · 2016 nps: +77 maintain and report annually 2b digital resources and...

Corporate Plan 2016–20

Corporate Plan 2016–20 03

WA Youth Orchestra. Photo: Jon Green

04 Our Purpose

05 Our Goals

05 Our Focus Areas

06 Our Values

08 What We Do and for Whom

10 Strategic Plan

20 Operational Environment

28 Risk Management and Oversight

Contents

This Corporate Plan is prepared for paragraph 95 (1) (b) of the Public Governance, Performance and Accountability Act 2013 and in accordance with the Public Governance, Performance and Accountability Rule 2014. This plan is prepared for the reporting period from 1 July 2016, and covers four reporting periods for Creative Partnerships Australia from 1 July 2016 to 30 June 2020.

Corporate Plan 2016–20 0504 Introduction

Tiny Bricks, Deluge. Photo: Che Foley

Our PurposeTo 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 Goals1Grow the culture of giving to the arts; bringing donors, businesses, artists and arts organisations together.

2To assist Australian artists and arts organisations to attract and maintain support from donors and business, diversifying their sources of revenue.

3Encourage and celebrate innovation and excellence in giving to, and partnerships with, the arts.

We will achieve these goals through five focus areas.

Our Focus Areas

1—Advocacy

2—Providing Expertise

3—Building Capacity

4—Partnering

5—Demonstrating Value


Our ValuesLeadership communicating a clear vision

Innovation thinking creatively to bring about meaningful change

Collaboration working in a cooperative way with all stakeholders

Openness being accessible, transparent and accountable

The Red Room Company, News Shoots. Photo: Poe Tribe

06 Introduction

08 What we do and for whom

Lolo Lovina, Rroma Roots.


Our aim is to foster the culture of giving, investment and partnerships 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 administer the Australian Cultural Fund (ACF), a fundraising platform for Australian artists that encourages and facilitates tax-deductible donations to the arts.

What We Doand for Whom

10 Strategic Plan 2016–20

1—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

Strategic Priorities

• 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

Key Performance Indicators

Measures and Performance Outlook

2017 2018 2019 2020

1a % growth in financial support for the arts from the private sector

Frame data strategy and communicate to stakeholders

Undertake data collection and present findings

Apply findings to strategic plan


1b Increase in number of arts organisations reporting more donations and more recurring donations

Benchmark against matched funding acquittal information 2015 to 2016

Update and report annually

1c % growth in donations to the ACF and increase in donor frequency

2016: 6,207 donations; 17% return donors

6,485 donations; maintain 17% return donors

7,150 donations; 19% return donors



1d Increase annual nominations for the Leadership Awards

2016 Awards nominations: 30 50 nominations 70 nominations 100 nominations

Review awards against intended outcomes


Strategic Plan 2016–20




2017 2018 2019 2020

2a Maintain Net Promoter Score (NPS)

2016 NPS: +77

Maintain and report annually

2b Digital resources and professional development platform launched and usage growing; regional engagement tracked

Launch Digital Strategy and establish digital benchmark

Survey, evaluate, report

2c Increase in participation in sector speaking and presentation opportunities

2016 participation: 10 15 15 20 25

2d Capacity of the sector assessed and insights reported back to sector

Develop data collection plan; develop sector communication strategy

Implement ongoing strategy

2e Trends in philanthropic giving and business sponsorships tracked, and reported to the sector (see KPI 1a)

Frame data strategy and communicate to stakeholders

Undertake biennial data collection and present finding

Apply findings to strategic plan


2f Continued participation, and partnering, in forums exploring innovation in fundraising

Maintain partnerships and evaluate, secure more partnerships

2—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


• 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

• 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

12 Strategic Plan 2016–20

3—Building Capacity

Build 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 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

• 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

14 Strategic Plan 2016–20 Corporate Plan 2016–20 15



2017 2018 2019 2020

3a Maintain attendance at Creative Partnerships professional development events; and continued positive feedback from these events

Annual target attendance at least 80% of capacity, and annual positive feedback

3b >15% increase in # of people using state-based coaching and mentoring service

Review data collection for state-based coaching and mentoring and form strategy for measurement and reporting

Implement ongoing data capture and reporting

3c Digital resources and professional development platform launched; supports sector forums and sharing of best practice within the cultural sector

Launch Digital Strategy and establish digital benchmark

Survey, evaluate, report

3d >25% of all professional development programs offered online, including for ACF artists

Establish benchmark; explore feasibility and partnering opportunities

15% 20% 25%




2017 2018 2019 2020

4a Maintain levels of funds leveraged through matched funding programs

$1/ $1.15 Evaluate

4b # of skills-based volunteering awareness activities, including presentations, undertaken nationally

15 19 19 19

4c Increase in the number of artists using the ACF; increase in the amounts raised and level of donor interaction with artists and their projects

2016: # artists 318

2016: $ raised $2.6m

# artists: 350

$ raised: $2.9m

Track and benchmark on artist/donor interaction via ACF metrics and report annually

# artists: 370

$ raised: $3m


# artists: 400

$ raised: $3.1m


# artists: 420

$ raised: $3.2m


4—Partnering

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


• 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

• Raise business sector awareness of the benefits of skills-based volunteering in the cultural sector

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

Intended Outcomes

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

• New donor relationships established for arts organisations and artists

5—Demonstrating Value

Be 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 Department of Communications and the Arts, and the Australia Council for the Arts

• 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 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 which 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




2017 2018 2019 2020

5a Positive stakeholder feedback and social media sentiment; based on survey and social media rankings, and mainstream media

Maintain

5b Achieve a ‘Systematic’ rating on the Comcover Risk Management Benchmarking Survey by 2016 and ‘Integrated’ rating by 2017

Integrated

5c Operational overhead at <20% of total expenditure

17% 17% 19% 20%

5d All staff undertake risk management training on a biennial basis

Ongoing

Operational 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

Melbourne Theatre Company, Egg.

20 Operational Environment Corporate Plan 2016–20 21

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 and 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

Environment

Trends

Philanthropic Support of the Arts• Philanthropic giving on the increase

• 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 and 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


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

Beyond Empathy, Just One Less. Photo: Craig Walsh

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


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

Imaginary Theatre, Powerkids. Photo: Thom Browning

26 Financial Context and Capability

Creative Partnerships is wholly reliant on Australian Government Funding to support the delivery of its programs and operations. Creative Partnerships’ current funding arrangement with the Department of Communications and the Arts ends in June 2018.

Creative Partnerships generates modest revenue from its activities, although notably income retained through the ACF is growing, and Creative Partnerships aims for the ACF to be self-sufficient by 2020.

Ticketing income from workshops and masterclasses remains low and these events continue to be substantially subsidised by government funding. While Creative Partnerships aims to offer online professional development opportunities over the next 4 years, in the form of webinars and learning modules, it is unlikely that these activities would break even due to the high costs associated with delivery, and a relatively small potential market.


Creative Partnerships’ capability focus since 2014 has been the implementation of technology and digital infrastructure that would enable the agency to grow the ACF, without increasing administrative staffing levels, and to implement an agency-wide data capture and stakeholder feedback strategy. This investment means the agency is well placed to capitalise on the exponential growth of the ACF, to offer its programs and services to a wider, more diverse audience, and to use data to develop and share sector insights and to improve programs.

Queensland Symphony Orchestra. Photo courtesy of QSO

Financial Context Capability

In 2016–17 Creative Partnerships will create a new role, Partnerships and Events Manager, to enable Creative Partnerships to better leverage collaborations with the business, arts and philanthropic communities. This role will have a business development focus, for the ACF and also across Creative Partnerships’ sector development activity, and the annual awards.

Although it is expected that some additional staffing resource will be required to support the ACF over the duration of this Corporate Plan, Creative Partnerships does not anticipate any other changes to its staffing in order to achieve its performance objectives.

28 Risk Management and Oversight

We have an established risk management policy that has been endorsed by our Board.

Responsibility for risk oversight is defined within the risk management policy. The Board is responsible for determining the agency’s 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:• Our 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 as part of the Board’s, via the Audit and Risk Committee, quarterly review of the agency’s risk profile

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


Restless Dance Theatre, Jianna Geogiou. Photo: Shane Reid

• While Creative Partnerships’ risk management capability is appropriate for its operating environment and currently supports the agency’s 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.

Risk Managementand Oversight

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

Front cover: Pepa Molina, Bush Bailando. Photo: Tom Holland

http://creativepartnershipsaustralia.org.au

corporate plan 2016–20 · 2016 nps: +77 maintain and report annually 2b digital resources and...

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