musicnt...musicnt is one of the most progressive arts organisations in the territory and this plan...
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MUSICNTTHE CATALYST FOR A THRIVING TERRITORY MUSIC SCENE
STRATEGIC PLAN2017 – 2020
MUSICNT
CONTENTSEXECUTIVE SUMMARY 3
OUR STAKEHOLDERS 6
CONTEXT ANALYSIS 8
SCOT ANALYSIS 11
STRATEGIC OVERVIEW 12
OUR MARKETS 13
OUR STRATEGY 14
OUR FOUR KEY OUTCOME AREAS 15
OUTCOME AREA ONE: Territory musicians thrive 16
OUTCOME AREA TWO: The Territory is known for its dynamic music industry 18
OUTCOME AREA THREE: Local, national and international audiences engage
with exceptional Territory music 20
OUTCOME AREA FOUR: MusicNT is a strong and viable organisation 23
FINANCIAL OVERVIEW 24
GOVERNANCE AND MANAGEMENT 26
ORGANISATIONAL STRUCTURE 27
SUCCESSION PLANNING 28
EVALUATION 28
SUPPORT FOR GOVERNMENT 29
RISK MANAGEMENT 30
1
EXECUTIVE SUMMARYMusicNT has been nurturing and
advocating for Northern Territory
(NT) music since 1996 and in
that time has achieved significant
outcomes to strengthen the music
and musicians from this region.
Existing to support the growth
and development of contemporary
music in the Northern Territory,
MusicNT is a not-for-profit
peak body working across the
Territory and operating offices
in it’s two major centres, Darwin
and Alice Springs. This strategic
plan for 2017-2020 is focused
on the development of a more
stable financial base that is less
susceptible to the fluctuations in
Government funding.
MusicNT exists to:
• Improve the quality of the
NT music industry, and to;
• Increase awareness among
industry and audiences of
NT music
MusicNT’s program balances
strong regional and remote
initiatives with nationally
significant major events. The
contemporary music sector in the
Northern Territory is emerging,
therefore this plan is focused on
providing a suite of programs
that will increase the skills of
Territory musicians and raise
awareness of the music industry.
Undertaking this level of activity
requires strategic partnerships
and in 2016 alone, MusicNT
partnered with over 65 different
organisations and businesses
to support contemporary music
outcomes across the Territory.
Increasing and managing this level
of partnership engagement is
also a distinct focus of this
strategic plan.
Nationally, contemporary
music has been recognised as a
significant economic and social
contributor with major reports
identifying that live music events
have higher attendance than
sports. There is a gap in data
focused on the Northern Territory
and MusicNT intends to address
this in 2017 through a major
initiative to assess the economic
impact of the Northern Territory
Live Music sector.
MusicNT is the most significant
organisation in the Northern
Territory dedicated to delivering
social, cultural and economic
outcomes through contemporary
music. At its core is a drive to
sustain and develop MusicNT as
a strong, vibrant and responsive
organisation and foster
contemporary music from across
the Northern Territory. The
organisation maintains a high
calibre of Indigenous and non-
Indigenous staff and board and
is part of a national network of
music industry bodies (Australian
Music Industry Network).
2 3
“IMPROVE THE QUALITY OF THE NT MUSIC INDUSTRY, AND TO;INCREASE AWARENESS AMONG INDUSTRY AND AUDIENCES OF NT MUSIC”
Key achievements during the last
three-year planning cycle include:
• The National Indigenous Music Awards (NIMAs) secured a free-
to-air television partnership to
broadcast the event nationally.
• The intune workshop series
brought industry level
workshops to musicians and
the music industry across the
Territory expanding the reach
of the intune conference.
• Bush Bands has worked with
almost 200 aspiring musicians
over the past three years
providing a unique skills
development opportunity for
musicians from the Central
Desert region. Highlights of the
program include bands securing
festival performances in WA,
TAS and Vic.
• Sista Sounds continues to grow
into a whole-of-region program
supporting the engagement
and development of young
Indigenous women into the
music industry.
• NT Song of the Year celebrates
the diversity and talent of
the Northern Territory music
industry. Showcasing the
original songwriting from across
the region the program is a
platform for NT songs
and songwriters.
MusicNT Is one of the most
progressive arts organisations
in the Territory and this plan
firmly places MusicNT’s future
on solid ground to continue
delivering landmark programs and
supporting the Northern Territory
music sector.
4 5
OUR STAKEHOLDERSWe exist for the Northern Territory music industry, with musicians,
infrastructure providers and audiences at the core. The diagram
below identifies the important relationships with other stakeholders
necessary to achieve outcomes for the music industry.
*Note: Infrastructure providers include music managers, publicists, promoters and labels.
EDUCATION & TRAINING ORGANISATIONS
MEDIA CHANNELS (RADIO, TV, PRINT,
ONLINE)
RETAIL, HIRE & SERVICES
FUNDERS & SPONSORS
PARTNERS
INDUSTRY BODIES & REGULATORS
FESTIVALS/REMOTE COMMUNITY EVENTS
VENUES
MUSICIANS, AUDIENCE &
INFRASTRUCTURE PROVIDERS*
OVER THE PAST THREE YEARS MUSICNT’S BUSH BANDS PROGRAM HAS WORKED WITH ALMOST 200 ASPIRING MUSICIANS
6 7
CONTEXT ANALYSISREMOTENESS
Remoteness is a significant barrier
in the continuing growth of
musicians and the music industry
– remoteness of the Northern
Territory from the rest of the
country as well as remoteness of
musicians writing and performing
in small communities across a
vast region. Technology, including
access to the National Broadband
Network (NBN), and music
development initiatives targeting
remote communities contribute
to addressing isolation, however
the costs and resources needed to
ensure access can be significant.
Great songs can emerge from
anywhere and the success of
Territory acts such as Gurrumul
and Resin Moon demonstrate this.
As well as providing a platform for
emerging musicians and aspiring
professionals, music activity in
communities generates positive
social outcomes and supports
the ongoing role of music as a key
community connector.
According to Music Australia, live
music sells more tickets than all
sporting events combined, and is
second only to cinema attendance
in terms of quantitative audience
engagement with the arts.
There has been growth within
regional and remote festivals in
the Northern Territory and they
continue to provide supportive
platforms for emerging and
established musicians. Recent
funding uncertainty has worked
against their sustainability.
Conversely, the broadening of the
scope of national festivals to move
beyond traditional folk and world
music genres has opened up new
opportunities nationally for bands
seeking exposure into these new
markets.
Touring is one of the key income
streams for working musicians.
Recent partnerships including
the AMIN-negotiated Virgin
Musicians’ Baggage Allowance
have provided support for
travelling musicians, as have
connections grown through the
intune music program and the
increased touring of national
bands to the Northern Territory.
THE ECONOMICS OF THE MUSIC INDUSTRY
According to the Australian
Music Industry Network (AMIN),
most individual musicians earn
less than $10,000 per year from
their work, and this figure is
likely to diminish in the future
unless innovative solutions to
our current challenges can be
collectively generated with the
support of government. Ninety
nine per cent of Australia’s music
and performing arts businesses
turnover less than $2 million per
annum, and some 88 percent
are micro businesses, turning
over under $200,000 per annum1.
In other words, almost the entire
industry is built on independent
or small to medium-sized
organisations.
The Live Music Office report The
Economic and Cultural Value of Live Music in Australia 2014 showed
that the Northern Territory’s
live music sector is worth over
$73 million. This is a significant
amount for a small region.
EARNING A LIVABLE INCOME
Audience and consumer behaviour
are influencing how musicians can
earn income from their art. Online
music piracy and the dominance
of streaming services like Spotify
are having a significant negative
impact. Today’s musicians seeking
to make a living will need to find
income in other places, and for
many, it’s found in touring and
playing live shows.
LIVE PERFORMANCE AND TOURING
The 2015 Live Performance
Australia Report (LPA Ticket Attendance and Revenue Survey)
shows that contemporary music,
excluding festivals, continues
to be the biggest revenue
category ($1.4 million) in the
live performance industry. And
the Northern Territory was the
only state/territory to record a
revenue increase.
Studies into the venue-based live
music industry (predominantly
clubs and pubs) have found this
sector injects $1.2 billion annually
into the Australian economy. It
also supports close to 15,000 jobs.
FROM RECORDED MUSIC TO DIGITAL
The recorded music sector is
adjusting to major change driven
by digital technology, with
Australian sales declining by
11 per cent in 2013 (ARIA). Falling
record sales have required rapid
adaptation, with an increased
emphasis on live music and
on digital distribution. Digital
music is now the fastest growing
industry segment, accounting
for 39 per cent of 2013 global
industry revenues. In Australia, as
elsewhere, subscription services
are proliferating, and in 2013
digital sales overtook physical for
the first time (IFPI Digital Music Report 2014).
From Apple Music to SoundCloud,
musicians can release their music
directly to fans via technology –
from the source to consumer in
the same step. Streaming is here.
The global trade revenue for
music sales in 2014 was
$14.97 billion, in 2005, this figure
was $20.7 billion. In less than
10 years, annual music sales
have dropped by over $5 billion
(International Federation of the Phonographic Industry).
1 Valuing Australia’s Creative Industries, Final Report Creative Industries Innovation Centre, December 2013.
8 9
SCOT ANALYSIS
STRENGTHS CHALLENGES• High-levels of engagement and participation of
Indigenous musicians across all initiatives delivered
by MusicNT
• A stronger Territory music scene based on good
community and industry support
• High levels of artist satisfaction with the work of
MusicNT
• Growth in live music performance in the Northern
Territory compared to other states and territories
• Significant national respect for the programs and
initiatives of MusicNT
• Positive long-term partnerships across all programs
• The geographical vastness of the Territory and
the high level of resources required to service
the area
• Managing succession and staff burnout in a
small team
• Operational funding uncertainty in an unclear
policy environment
• Lack of resources and inability to adequately
compensate puts pressure on retaining highly
skilled staff
• The Northern Territory’s small population
base means significant non-government
partnerships are difficult to secure.
• Balancing industry development with
community development
OPPORTUNITIES THREATS• Certainty of program funding for five years provides
security to seek partnerships and corporate support
to expand program reach
• Renewing current programs and initiatives will
ensure musicians are best placed to navigate the
complex opportunities and risks of the social,
technological and economic transformation
impacting the music industry
• National excitement around the music coming from
the Territory and growing international interest in
Indigenous and other Australian music
• More acts from the Territory will be export ready
during the next four years
• Lack of awareness in some parts of the
industry about the NIMA’s governance
arrangements
• Contemporary music’s value is poorly
understood across government
• Lack of significant increases in resources is
placing strain on the ability to continue to grow
programs
• Holding a national awards event in Darwin
makes engagement with the East Coast
industry particularly difficult
• The downturn in the Territory economy has the
potential to impact the creative sector
10 11
OUR VALUESACCESS AND EQUITY
We deliver services with a focus
on equity of access regardless of
location, to provide supportive
opportunities for musicians across
the region.
ENGAGEMENT
We foster open dialogue with our
members: the local, national and
international music industry; and
our other stakeholders.
INNOVATION
We recognise the importance of
using new technology and creative
approaches to facilitate access
to music across the Northern
Territory, and to deliver Northern
Territory music in the rest of
the world.
POWERFUL PARTNERSHIPS
We work together with musicians,
government, industry and
other stakeholders to develop
connections and powerful
partnerships that provide
opportunities and music
experiences in the Northern
Territory.
TRANSPARENCY
We respect good practice and
are transparent in our decision-
making processes.
FINANCIAL SUSTAINABILITY
We acknowledge the importance
of income generation for
musicians and the need for
MusicNT to think commercially
to ensure organisational
sustainability.
STRATEGIC OVERVIEW
OUR VISIONA thriving and connected Northern Territory music industry
OUR MISSIONTo support the growth and development of the Northern Territory music industry
OUR MARKETSMusicNT engages a community
building strategy for the
promotion of our programs,
services and our role within the
Northern Territory arts sector.
This includes a cross-platform
social media and web content
approach to communications
and a focus on leveraging and
developing existing communities
to share information. We play
a central role in the Northern
Territory arts sector and are
heavily involved in the national
music industry and use these
relationships to market MusicNT
services and content. MusicNT
is heavily engaged with social
media and creating shareable
cross-platform content to
engage target audiences. To
grow our reach, and to best
service our audience, we tailor
our communications to specific
target groups.
MUSICNT TARGET MARKETS INCLUDE:
• Northern Territory musicians and music industry to provide
support and information to
established and emerging
musicians and those who work
in areas that support and
develop the NT music sector
• Indigenous musicians in remote communities of the Northern Territory and the organisations that support them to provide
information and support for the
development of music in remote
areas of the NT
• Northern Territory and national media organisations to increase the reach of our
communications strategies,
increase awareness and engage
a wider audience
• National music industry representatives and organisations to develop
partnerships that support and
grow opportunities for NT
musicians and industry
• Northern Territory community organisations, youth groups and arts industry to build
community capacity for arts
and leverage off existing
relationships
12 13
OUR STRATEGYThe strategy of MusicNT over the course of the next three years is
one of continued growth balanced with developing clear strategies
to protect the organisation from funding uncertainty. Stability is key
in this environment. Through the implementation of this plan and the
achievement of its strategic goals, MusicNT will balance sustained
growth with organisational stability.
OUR FOUR KEY OUTCOME AREAS
1. TERRITORY MUSICIANS THRIVE
2. THE TERRITORY IS KNOWN FOR ITS DYNAMIC MUSIC INDUSTRY
3. LOCAL, NATIONAL AND INTERNATIONAL AUDIENCES ENGAGE WITH EXCEPTIONAL TERRITORY MUSIC
4. MUSICNT IS A STRONG AND VIABLE ORGANISATION
14 15
OUTCOME AREA ONE: TERRITORY MUSICIANS THRIVEMusicNT recognises that people
create music for a diverse range
of reasons and therefore success
is subjective. For some it involves
exploring their own stories,
for others its about sharing
their talent and passion with an
audience, and for others it’s being
able to eventually make a living
from their music. MusicNT exists
to guide and support musicians on
their journey for success.
Recognising the inherent
challenges and opportunities
of working remotely and cross
culturally, MusicNT supports
skills development, performance
opportunities and industry
connections.
Songs that make people feel
something are the foundation
of good music. MusicNT helps
musicians hone their craft through
workshops, online tutorials and
links to useful resources so that
musicians can create the best
music they can.
Networking is especially valuable
for musicians or emerging music
industry professionals seeking
financial success. MusicNT
helps connect musicians with
each other, with music industry
professionals such as managers,
agents, labels, or publicists and
with other industry bodies such
as APRA AMCOS and AMRAP
(Australian Music Radio
Airplay Project).
HIGH LEVEL STRATEGIES KEY INITIATIVE
1. Increase skills and promote excellence in song
writing of NT songwriters and musicians• NT Song of the Year
2. Recognise the systemic barriers faced by
Indigenous people in the music industry by
providing skills development opportunities and
pathways for emerging and aspiring professional
musicians particularly those living in remote
Northern Territory communities
• Bush Bands Program
• Indigenous Women’s Music Programs (Sista Sounds, Desert Divas)
• RAMP (Regional Arts Music Program)
3. Facilitate and broker skills development,
commercial capacity building and network
opportunities for musicians
• intune workshops
• Bush Bands Business
• Business mentoring
4. Provide infrastructure support, advice and
referral to musicians about music industry related
issues
• Rehearsal space
• MusicNT office space
• Website Green Room
KEY PERFORMANCE INDICATORS 2017 2018 2019 2020
Increase in delivery of professional development
opportunities by 25 per cent over four years10% 15% 15% 25%
Increase in musicians and infrastructure providers
participating in MusicNT professional development
opportunities by 25 per cent over four years
20% 20% 20% 25%
Grow membership by 30 per cent over four years 15% 20% 25% 30%
CASE STUDY: ELEANOR DIXON
“I’ve grown so much and I feel more confident, I feel more passionate and I feel like this is what I’m supposed to do… As a young woman from a small community where there’s no jobs and I have two kids and for me I think being a mentor it really helps… I feel good about being a mentor.” Eleanor Dixon, Sept 2015
MusicNT first engaged with Eleanor Dixon at the 2013 MusicNT Barkly Divas program in Tennant Creek.
Since then MusicNT has worked with Eleanor and her band Rayella through a number of initiatives including
the Bush Bands program and through ongoing artist support and networking opportunities. MusicNT has
employed Eleanor as a mentor for Sista Sounds music workshops, and her band Rayella have performed at
the Bush Bands Bash in 2014 and 2015. Rayella has since been selected for the Country Arts WA SandTracks
tour, invited to perform at the Folk, Rhythm and Life, Festival, MONA Museum and Nannup Music Festival.
16 1716
CASE STUDY: Dave Crowe
MusicNT first engaged with
Dave Crowe as a delegate at the
2011 intune Alice Springs music
conference. Since then MusicNT
has worked closely with Dave –
supporting him through an epic
five years. MusicNT’s scaffolding
opportunities included:
• 2013 MusicNT NT Song of
the Year winner for ‘Aloft’ and
winner of Folk Song and Best
Electronic Song.
• Selection for a mentoring
program in partnership with
MusicNT and Footstomp Music
in 2014 with his band Shadows
on Blue.
• 2014 MusicNT Song of the Year
winner for best Country Song.
• 2014 was heavily involved in the
MusicNT Original Recipe Music
Festival.
• Throughout 2014-2015 Dave
was engaged to run songwriting
workshops for MusicNT and
also established the Alice
Springs Songwriters Collective.
• 2016 NT Song of the Year
winner, as Resin Moon: Overall
NT Song of the Year and
winner of the Electronic/Dance
category.
As a producer, Dave won an
Australian Independent Music
award for best electronic song and
has set up his own record label,
music licensing and production
studio, Sing Hum.
OUTCOME AREA TWO: THE TERRITORY IS KNOWN FOR ITS DYNAMIC MUSIC INDUSTRYNorthern Territory musicians
need access to industry
infrastructure to support them
on their pathway to success.
With a relatively small population
base spread over a vast area,
access to Territory based music
managers, publicists, promoters,
producers, studios and labels
is limited. MusicNT will seek
resources to establish an office
incubator for emerging music
industry professionals and other
creatives. The incubator will be
a supportive space that offsets
costs and brokers collaborations
and mentoring opportunities.
The NIMAs will continue
to recognise the important
contribution Aboriginal and
Torres Strait Islander musicians
make to the music scene and to
our country’s cultural identity.
Over the next four years the
NIMAs Indigenous Reference
Group will continue to make key
decisions about the NIMAs and
provide recommendations about
future governance arrangements.
MusicNT will continue to
represent the music industry to
advocate for improved regulatory
and licensing conditions in
collaboration with the Federal
Live Music Office, AMIN and
sister organisations.
HIGH LEVEL STRATEGIES KEY INITIATIVE
1. Provide office space for musicians, music industry
infrastructure providers and other creative
industries to nurture collaboration and support
small business sustainability
• Creative industries incubator/hub
2. Build connections between Territory musicians
and music industry infrastructure providers locally,
nationally and internationally
• intune workshops
3. Deliver flagship events that bring the national
music industry to the Northern Territory and
showcase the Territory scene
• NIMAs
• NT Song of the Year
• Bush Bands Bash
4. Maintain connections with the local, national and
international music industry• Delegations and presentations at industry
events
5. Advocate for policy and legislative reform
to support the growth and sustainability of the
Territory music industry
• Music Industry Council
• Chamber of Arts and Culture NT
KEY PERFORMANCE INDICATORS 2017 2018 2019 2020
Increase in the number of acts showcasing
at national and international markets5 6 7 10
Increase nominations for the NIMA’s by 30 per
cent over four years640 675 700 730
Increase NT Musicians APRA royalties 8 per cent
over four years2% 4% 6% 8%
“The geographic isolation of being an NT-based artist has become an advantage rather than a challenge. MusicNT has played a huge role in creating opportunities for me to develop my craft and build my career locally and beyond the Northern Territory.” Dave Crowe, 2015
18 1918
OUTCOME AREA THREE: LOCAL, NATIONAL AND INTERNATIONAL AUDIENCES ENGAGE WITH EXCEPTIONAL TERRITORY MUSICMusicNT will support Territory
musicians to get their music to
more people via more avenues
than ever before. With the
significant and continued
downturn in the sale of recorded
music, MusicNT will broker
opportunities and increase artist’s
capacity to make the most of
digital distribution platforms.
It can be hard to make the
economics of remote touring add
up, however most musicians and
groups enjoy touring and find it
worthwhile. We will work with
the Live Music Office to
encourage venues and spaces to
support live music in the Territory.
We will conduct venue audits and
support and promote ‘networked
venues’ to increase opportunities
for innovative remote music
touring across the Territory in
partnership with Tourism NT and
other agencies.
Musicians unearthed through
MusicNT initiatives such as Sista
Sounds, Desert Divas and Bush
Bands will be supported through
partnerships with other key
organisations such as remote
media centres to enable continued
opportunities for performance
and development.
HIGH LEVEL STRATEGIES KEY INITIATIVE
1. Encourage Northern Territory venues and spaces
to support the Territory live music scene and touring
opportunities
• Live music sector audit
• Industry advocacy
2. Increase national and international audience
reach through online platforms
• FreshMiNT monthly Soundcloud link
• MusicNT’s website and Social Media Networks
3. Actively engage with partners to broker national
and international development and performance
opportunities for musicians
• Sounds Australia partnership
KEY PERFORMANCE INDICATORS 2017 2018 2019 2020
Increase interstate attendance at the NIMAs by
40 per cent over four years20% 25% 30% 40%
Increase growth in Facebook likes across
MusicNT’s programs by 30 per cent from 10,688
likes to 13,894
12,200 12,800 13,340 13,894
Increase the FreshMiNT distribution list by 40 per
cent from 238 to 333270 290 310 333
Increase overall social media audience by 30 per
cent over four years5% 15% 25% 30%
20 2120 21
OUTCOME AREA FOUR: MUSICNT IS A STRONG AND VIABLE ORGANISATIONMusicNT’s capacity to generate
non-government income is
one of the greatest challenges
facing the organisation. Board
recruitment over the past few
years has intentionally included
commercial thinkers to lead new
approaches toward sustained
income generation and growth.
New initiatives will be
developed and existing
programs will be interrogated
to identify opportunities for
sales, sponsorships and
fees-for-service without
compromising the integrity of the
organisation and its programs.
HIGH LEVEL STRATEGIES KEY INITIATIVE
1. Implement Board protocols and annually measure
performance• Board Charter
2. Develop and implement an income diversity
strategy that considers corporate partnership,
earned income, fees-for-service, sponsorship etc
• Income diversification strategy
3. Engage and support a highly skilled team of
people, including active recruitment of Aboriginal
and Torres Strait Islander people
• Ongoing operational
4. Maintain positive organisational culture, effective
communication and work processes across
MusicNT offices
• Ongoing operational
5. Actively engage stakeholders to inform strategic
planning and continuous improvement• Annual Round tables
KEY PERFORMANCE INDICATORS 2017 2018 2019 2020
Increase self-generated income to 50 per cent of
the total income of the organisation.
25% of
the total
income
30% of
the total
income
39% of
the total
income
50% of
the total
income
Increase partnerships by 20 per cent over the
four years.5% 10% 15% 20%
Staff performance reviews conducted annually yes yes yes yes
Board audit conducted annually yes yes yes yes
22 2323
FINANCIAL OVERVIEWMusicNT has undergone
considerable growth as an
organisation over the past six
years. With this growth has
come new partnerships with
funding bodies and an increase
to the organisation’s overall
financial position. MusicNT
has successfully secured
multi-year funding for a number
of our programs and operations.
This means we can take a more
strategic approach to meeting the
needs of industry whilst securing
significant partnerships with
the corporate and philanthropic
sector. The chart on the right
shows the significant growth in
self-generated income over recent
years. This focus on generating
non-government partnerships
has enabled MusicNT to work
through a difficult period and
establish a stronger, more
sustainable financial position.
2011 2012 2013 2014 2015 2016$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
Self-Generated Income
Other Government
Commonwealth Government
Arts NT Project Funding
Arts NT Core Funding
INCOME BY SOURCE
24 25
GOVERNANCE AND MANAGEMENTTHE BOARD
MusicNT is governed by a
voluntary board that brings
together a skill set necessary to
strategically manage a Territory
wide music industry body. This
skill set includes:
• Corporate and commercial skills
• Music industry knowledge and
experience
• Education and training
New board members will
complement this existing skills
mix. New board members sign a
Code of Conduct which clearly
states that board members
must declare as soon as possible
any current, perceived or
potential conflict of interest.
All board members undergo an
induction process.
As outlined in the constitution,
MusicNT meets at least six
times per year. The positions
of Chair, Vice-chair, Secretary,
Public Officer and Treasurer are
appointed following each Annual
General Meeting.
MusicNT’s policy and procedures
manual ensures the organisation
adheres to good organisational,
human resources and risk
management practice.
THE NIMAs’ REFERENCE GROUP
The purpose of the reference
group is to provide advice to the
MusicNT Executive Director on
matters related to the hosting of
the NIMAs. The reference group
comprises members from across
the country and represents
high-level industry, performance
and governance backgrounds.
The reference group does not
attempt to represent all groups
of Indigenous peoples. The
work of the reference group is
characterised by the following
principles:
• Recognition of the diversity of
Aboriginal peoples and their
cultures
• Recognition of the diversity of
Aboriginal cultures and Torres
Strait Islander cultures
• Recognition of the NIMAs being
one activity within a larger
MusicNT Program
THE BUSH BANDS REFERENCE GROUP
The Bush Bands Reference Group
(BB RG) exists to support and
guide the elements of the Bush
Bands Program: Bush Bands
Business and Bush Bands Bash.
With a strong sector focus,
members of the BB RG represent
organisations that work year
round in the development of
Indigenous music and include:
Angata Productions, Barkly
Regional Council, CAAMA Music,
Charles Darwin University,
Country Arts WA, Ngaanyatjarra
Media (Ng Media) and PAW Media.
BB RG meetings are held monthly
between February and November.
THE INDIGENOUS WOMEN’S MUSIC REFERENCE GROUP
Formed in 2016, this reference
group was established to provide
culturally appropriate guidance
and advice for MusicNT’s
initiatives to support Indigenous
women in music, namely the Sista
Sounds and Divas programs. The
group is comprised of female
Indigenous musicians who have
experience of the programs as
participants and/or mentors.
STAFF
MusicNT has a small staff team of
3.8 FTEs across the Darwin and
Alice Springs offices. The team’s
commitment to the industry
means their achievements
reach well beyond the financial
investment in human resources.
All staff and board members are
involved in strategic planning,
ensuring the vision and strategic
intent has broad ownership across
the organisation.
Volunteers are also critical
for MusicNT, particularly in
supporting the delivery of key
events such as the NIMAs and
Bush Bands.
ORGANISATIONAL STRUCTUREThe table below represents the organisational structure of MusicNT both currently
and desired by 2020. The funding of an Operations Manager and Central Australian
Manager will provide the organisation with capacity to support the continued growth
of our programs as well as improving internal stability and succession planning within
the organisation.
MUSICNT BOARD OF MANAGEMENT
Operations Manager
EXECUTIVE DIRECTOR
Bush Bands Program Manager
Indigenous Womens Music
Manager
Executive Administration
Officer
Marketing Manager
Finance Officer
Artist Development
Officer
Indigenous Music
Development Officer
Central Australian Manager
= desired positions
26 27
SUCCESSION PLANNINGSuccession planning in a small
organisation is challenging and
at the same time essential. In
2014 the position of Operations
Manager was created as a more
sustainable way to manage the
organisation and to also enable
a more realistic approach to
succession planning by sharing
corporate knowledge across
the organisation.
Planned succession – The two
positions likely to have the
most significant impact on the
organisation is the departure
of the Executive Officer (EO) or
Chairperson. The most probable
scenario is a planned departure
rather than an emergency
departure of the people in these
roles. This is largely due to the
high-level of commitment and
integrity of the people currently
filling these positions. Therefore,
a three-month notice period
and a one-month hand-over
period is built into the EO’s
position description. The forward
budget also includes a one-
month payment period for two
simultaneous EO’s.
The Board charter includes a
three-month transition period for
the Chairperson.
Emergency succession –
Whilst the probability of a
sudden departure of the EO or
Chairperson is low, the impact
would be high. In the event that
a sudden departure occurs, then
the following risk mitigation
processes are in place:
• Collaborative planning
and review
• Clear role definition
• Documented project plans
and progress reports for key
projects
• A network of contractors who
can step in if needed
EVALUATIONMusicNT undertakes ongoing
evaluation across all programs as
well as across the organisation
as a whole to assess its delivery
as a peak body for contemporary
music. Utilising a number of tools
including post-event surveys,
media monitoring, responsive
individual questionnaires and
regular interaction with the
members, MusicNT ensures that
all programs and services meet the
industry’s needs.
SUPPORT FOR GOVERNMENTMusicNT has initiated a strong focus on advocacy and working with
government at both a local, Territory and national level to support
the Northern Territory music industry. A collaborative approach with
government provides MusicNT with the opportunity to support the
development of a strong and vibrant contemporary music industry.
The following initiatives will engage MusicNT and the wider industry in a
collaborative approach to benefit the sector as a whole.
ACTIVITY TIME FRAME
Continued participation in the Music Industry Council Ongoing
Continue MusicNT’s annual industry survey Ongoing
Undertake an economic impact study of the live
music sector2017
Undertake the live music census 2017
Advocate for the establishment of a music office
within the Northern Territory Government2018
Advocate for contemporary music plans for
regional councils in the Territory2018
Advocate for a contemporary music strategy in
partnership with the Northern Territory Government2020
28 29
RISK MANAGEMENTNATURE OF RISK PROBABILITY /
IMPACTPOTENTIAL RESULT RISK MINIMISATION
FINANCIAL RISKS
Reduced and/or
loss of government
funding Medium / High
Inability to continue
operation
Ensure MusicNT delivers on
agreed outcomes with funding
bodies and continue to explore
additional and alternative
income streams
Inefficient
management of
financial health Low / High
Inability to deliver on
agreed outcomes
Ensure that MusicNT Board
and Management support staff
to develop the skills required to
manage and monitor budgets
effectively
Loss due to litigation
against MusicNTLow / High
MusicNT enters into
time-consuming,
expensive public
proceedings
MusicNT activities are
currently covered by insurance
Inefficient
management and
maintenance of
MusicNT assets and
capital goods
Low / High
Inability to fund
or source updated
equipment or
unnecessary loss of
assets
Internal audit process to be
implemented with regular and
detailed financial reporting to
the MusicNT Board
MANAGEMENT RISKS
Risk of unreliable or
irrelevant manager or
coordinator decisions Low / Medium
MusicNT could be
committed to an
inappropriate direction
or initiative
Ensure that ongoing
monitoring and review of
strategic plan is undertaken
through effective reporting to
and scrutiny by MusicNT Board
Loss of key board
membersLow / Medium
Manager struggles with
inexperienced members
Opportunities for succession
planning and board
understanding of governance
processes
Loss of manager
and/or key staffMedium / High
Workload of MusicNT
staff and Board
increases until a
replacement is found
Procedures manual and
succession plan implemented
including regular reviews of
staff remuneration
NATURE OF RISK PROBABILITY / IMPACT
POTENTIAL RESULT RISK MINIMISATION
OPERATIONAL RISKS
MusicNT ceases to
meet the needs of
its membership and
broader stakeholdersLow / Medium
MusicNT risks its reason
for existence
Continual strategic
consultation with members
and the Northern Territory
music industry more broadly
and delivery of high quality and
relevant services
Health and safety
violation Low / Medium
Staff or clients are
placed in compromising
circumstances
Implement workplace health
and safety policies
ENVIRONMENTAL RISKS
Insecurity of office
premises with
changes to office
location and current
leasing /rental
agreements
High / High
Inefficient work
practices due to
insecurity of office
space
Actively secure long term
premises
Competition from a
similar organisationLow / Medium
MusicNT loses funding
or status and may have
to reassess its role
Continuing awareness of
Northern Territory music
industry needs and delivery
of high quality services
Natural or
manufactured
disasterLow / Medium
MusicNT enters into
time-consuming,
expensive public
proceedings
Insurance policies
Regulatory changes
Low / Low
Inability to fund
or source updated
equipment or
unnecessary loss
of assets
Ensure there is sufficient
expertise within staff and
support of MusicNT Board
30 31
STRATEGIC PLAN CREDITS
Plan developed by MusicNT Board and Staff in
conjunction with Fieldworx
Photos by Amy Hetherington for MusicNT
Printing by Whirlwindprint
GOVERNMENT FUNDING PARTNERS
Indigenous Languages and Arts
ACKNOWLEDGMENTS
MUSICNT
www.musicnt.com.au
DARWIN OFFICE
STREET Level 1, 29 Cavenagh Street, Darwin NT 0800
POSTAL PO Box 4016, Darwin, NT 0801
P (08) 8981 1995
ALICE SPRINGS OFFICE
STREET 67 Bath Street, Alice Springs NT 0870
POSTAL PO Box 8545, Alice Springs 0871
P (08) 8952 0322