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The Australia Council‘s Arts Development Division is responsible for three areas: Research and Strategic Analysis, Market Development and Marketing and Audience Development. The division delivers programs to increase our knowledge about the arts and to enable the arts to reach more audiences, nationally and internationally. The division also supports the sector via skills and capacity building and the development of relationships and networks. This plan identifies the goals, strategies and programs to best support the visibility and viability of our sector.
Table of contents
Australia Council mission, vision, strategic priorities and values 1. 2. 3. 4. Australia Council mission Australia Council vision Australia Council Strategic Priorities Australia Council values 4 4 4 4 4 5 5 5 5 6 6 7 7 10 16 17 18 18 18 20
Arts Development vision and goals 1. 2. 3. 4. 5. 1.1 1.2 1.3 1.4 Vision Goals Definitions Goals and Strategic Priorities Context for this plan Goals Strategy matrix Program description Sector outcomes
Part 1 – Research and Strategic Analysis
Part 2 – Market Development Plan 2.1 Background 2.2 Context 2.3 Market Development goals and strategies Market Development strategies by artform 3. Theatre and Dance 3.1 Context 3.2 Sector issues 3.3 Strategy matrix 3.4 Program description 3.5 Sector outcomes
21 21 21 22 24 25
4. Music 4.1 4.2 4.3 4.4 4.5 5.1 5.2 5.3 5.4 5.5 6.1 6.2 6.3 6.4 7.1 7.2 7.3 7.4 7.5 8.1 8.2 8.3 8.4 8.5 9.1 9.2 9.3 9.4 Context Sector issues Strategy matrix Program description Sector outcomes Context Sector issues Strategy matrix Program description Sector outcomes Context Sector issues Strategy matrix Program description Context Sector issues Strategy matrix Program description Sector outcomes Context Sector issues Strategy matrix Program description Sector outcomes Context Sector issues Strategy matrix Program description
27 27 27 28 29 30 31 31 31 32 32 33 34 34 34 35 35 36 36 36 37 37 38 39 39 39 40 40 40 41 41 41 42 42 43 43 45 45 45 44 46 47
7. Aboriginal and Torres Strait Islander Arts
8. Community Partnerships
9. Visual Arts
10. Venice Biennale 10.1 Strategy matrix Part 3 – Marketing and Audience Development 11.1 11.2 11.3 11.4 11.5 Context Sector issues Goals Strategy matrix Program description
Australia Council mission, vision, strategic priorities and values
1. Australia Council mission The Australia Council enriches the lives of Australians and their communities by supporting the creation and enjoyment of the arts.
2. Australia Council vision The Australia Council‘s vision is to: enable Australia's arts and its artists to pursue excellence preserve, maintain and develop the distinctive features of Australia's culture ensure all Australians have the opportunity to engage with the arts and to enjoy a rich cultural life shape a future in which the arts play a meaningful and vital role in everyday life.
3. Australia Council Strategic Priorities The Australia Council‘s Strategic Priorities are: • • • • Cultural leadership Realising the potential of broadband Innovative practice Diversified models for support.
4. Australia Council values The Australia Council‘s values are: • • • • • • collaboration respect integrity service diversity leadership.
Arts Development vision and goals
1. Vision To increase the visibility and viability of Australian arts – nationally and internationally. We do this via strategic investment in: Research and knowledge and connecting arts, markets and audiences. 2. Goals The Arts Development goals are: Research and Strategic Analysis Goal 1 Conduct and communicate practical and influential research to inform a vibrant future for the arts. Goal 2 Build an evaluative culture within the Australia Council.
Market Development Goal 1 Develop national and international markets for Australian arts to reach more audiences. Goal 2 Build Market Development expertise in the sector to ensure more arts and artists reach more audiences.
Marketing and Audience Development Goal 1 Increase participation in the arts. Goal 2 Ensure the Australia Council is a visible and credible source of information about the arts.
3. Definitions Research and Strategic Analysis: Provides research, information and resources about the arts for artists and arts organisations. Market Development: Develops national and international markets and supports programs to enable Australian arts to be seen by a broader audience. Marketing and Audience Development: Provides accessible information about Australia Council programs and audiences to help engage and increase those audiences.
4. Arts Development goals and Australia Council’s Strategic Priorities Ensure the Australia Council is a visible and credible source of information about the arts.
Cultural leadership Realising the potential of broadband Innovative practice Diversified models for support Smart Council
Conduct/communicate practical and useful research to inform a vibrant future for the future for the arts
Build an evaluative culture within the Australia Council
Develop national and international markets for Australian arts to reach a broader audience
Enhance the sustainability and support for Australian arts companies and individuals
Increase the profile and commercial success of the Australian arts
Increase participation in the arts
Ensure the Australia Council is a visible and credible source of information about the arts
5. Context for this plan This plan unites the three different areas: Research and Strategic Analysis, Marketing and Audience Development and Marketing and Audience Development under a single vision: to increase the visibility and viability of Australian Arts – nationally and internationally. This is a rolling plan. Current programs have been overlaid with the issues and aspirations of sector plans to determine the program for 2011. This plan is intended to be read in sections. It is ordered by Arts Development stream and artform. It is envisaged that the planning process is ongoing. We will continue to discuss our programs with the sector and artform boards to inform next year‘s plans.
RESEARCH AND STRATEGIC ANALYSIS PLAN
1.1 - GOALS
Goal 1: Conduct and communicate practical and influential research to inform a vibrant future for the arts.
The council has a national and international leadership role in undertaking, commissioning and making robust research, data, analysis and information available to inform strategic planning, monitoring, evaluation and advocacy work by the council and the arts sector. Research feeds into the strategic planning process by providing factual information. It helps frame the appropriate methodologies for data collection and analysis that feeds into robust monitoring and evaluation of council programs. The role of RSA is to: identify gaps in knowledge and develop research opportunities promote collaboration on research projects demonstrate to the sector the practical application of research findings in planning and decision making provide access to reliable information for advocacy by the sector. Communication and dissemination of research is essential and it is where the development of the council‘s Research Hub strategy is crucial. Conduct and communicate rigorous evidence, analysis and interpretation to: a) increase audience participation in the arts b) support the arts sector to achieve operational and artistic excellence. The RSA team has delivered significant research projects. The challenge is to ensure that the research is highly relevant to the council and the sector. Research ideas are most effective when developed in partnership with internal stakeholders and based upon the council‘s Strategic Priorities. External research partnerships are essential. They inform the RSA‘s work and enable the team to connect with leading arts researchers. In 2011, the RSA has 12 ARC partnerships with six different universities around Australia. This plan invests in better management of these projects, so that the outcomes will deliver on our expectations, as well as proactively seeking new information and sharing it with others. Optimise engagement and sharing: a) ensure Australia council research is visible in the sector b) promote discussion and debate about key issues c) maintain the Research Hub as the public face of the Australia Council research team. There is an opportunity for RSA to be more visible in the sector and to promote discussion and debate around key issues.
The Research Hub is the public face of the research team and its re-development was a major achievement of the past year. Its design was informed by a survey of stakeholders which showed that arts marketers and academics are seeking to develop better connections with the RSA team. It demonstrates: the sector sees research as important for the sector the Research Hub and the network built around it provides an opportunity to improve collaboration and practical outcomes for the sector. This means that the RSA team has the credibility and mandate to lead arts research. The survey found that successful development of the Research Hub was expected to create a range of benefits. Research was seen as important for the development of the arts sector, and the research hub was viewed as an opportunity to improve collaboration and practical outcomes for the sector. The potential benefits that could flow from the hub were identified as improved: o identification of research opportunities o collaboration on research projects o practical application of research findings – including in terms of planning and decision making o access to reliable information for advocacy. The Research Hub is primarily an externally facing initiative. However, there is an opportunity to engage council staff in generating content, interpretation and opinion. To achieve this, council needs to establish a more effective way for employees to share information that is unpublished, confidential or proprietary with each other in a systematic way. This plan invests in the library as the focal point for this work, leading the way in the use of social media (e.g. Wikis) to address this opportunity. Goal 2: Build an evaluative culture within the Australia Council. By embedding research and evaluation into work practices, the Australia Council will be positioned to make the most of the data and information that it collects. This requires a stepped approach: training on the value of research and evaluation and how it can be used, followed by skills development to enable staff to conduct their own research/evaluation projects. The evaluation framework supports this approach. Context The RSA team undertakes research that places the Australia Council at the forefront of knowledge about the arts. The production and communication of research relevant to understanding the economic, social and cultural impact of the arts positions the Australia Council in position of influence. The RSA team provides leadership in research, helps others conduct research and analysis and through the delivery of priority projects for council. Internal environment The RSA team must provide leadership to ensure that council planning and decision making is based on solid analysis and the latest evidence.
The value of research is that it provides knowledge to underpin the development and delivery of effective programs. Organisations that value knowledge and use it well become more effective and skilful at adapting to a changing environment. To best achieve this outcome, research and analytical work should be built into the planning cycle. A significant opportunity exists for the RSA team to enhance the way it works within council. This plan invests time and resources in the capacity of the Australia Council staff to think analytically and to embed research and analysis into the operating culture. External environment The Australia Council has an opportunity to further develop its leadership role with stakeholders in the arts research community. This plan invests resources in the active management of our ARC projects and the development and marketing of the Research Hub as a focal point for information sharing, discussion and debate (both online and offline).
1.2 - STRATEGY MATRIX - Research and Strategic Analysis
Strategy Conduct and communicate practical and useful research to inform a vibrant future for the arts. Program Community relevance (Artistic Vibrancy) KPI Develop a framework for articulating community relevance. Pilot community relevance with two Major Performing Arts (MPA) organisations in partnership with MPA Board (MPAB). Develop a community relevance tool-kit for arts organisations. Support organisations to implement the tool-kit. Audience Impact (Artistic Vibrancy) Enable performing arts organisations to measure their impact on audiences. Indigenous works Develop the market for Indigenous works. Board performance Develop a strategy to build the capacity of Key Organisation boards. Get Reading! 2011 Evaluation of the campaign. Develop audience impact tool-kit for arts organisations in partnership with MPAB. Support organisations to implement the tool-kit. 11/12 Budget
Demonstrate the relevance of the performing arts to today‘s Conduct and communicate rigorous communities. evidence, analysis and interpretation to:
TBC with MPAB
a) Increase audience participation in the
b) Support the arts sector to achieve
operational and artistic excellence.
TBC with MPAB
Scope a survey with producers and venues which program Indigenous works in partnership with Aboriginal and Torres Strait Islander Arts (ATSIA) Survey board chairs in partnership with Arts Organisations. Survey consumers to measure the impact of the Get Reading! campaign.
Cultural Engagement Framework Evaluation of the 2010/11 Cultural Engagement Framework (CEF)
Produce a 2010/11 report on the implementation of CEF using the Grant Management System (GMS) Work with CEF champions so analysis is used in strategy development. Work with Community Partnerships (CP) to ensure that the systems are developed to support accurate CEF data collection. Work with CP to simplify and if possible automate regular reporting. Staff time
KPI Further analysis of data from More than Bums on Seats and Artist Careers so as to develop policy recommendations. Second wave of the longitudinal survey of YEA‘s completed.
11/12 Budget $10,000
Conduct outstanding research to inform a Supply and demand vibrant future for the arts. Conduct high level analysis of Artist Careers and More than Bums on Conduct and communicate rigorous Seats reports evidence, analysis and interpretation Longitudinal research study to: Measure the impact of grants on the a) Increase audience participation in the careers of young and emerging arts, artists. b) Support the arts sector to achieve operational and artistic excellence.
*Innovative funding pilot Improve efficiency and diversity of funding decision A project to research pilot and making and models. evaluate new funding models for the arts. User satisfaction survey Recommendations as to how the Australia Council might A survey of applicants for Australia improve the application process. Council funding to determine how satisfied applicants are with the current funding process.
$40,000 Strategic Priority $40,000 Marketing Communic ations
Arts on the Map ‐ Stage 2
Work with marketing and Audience Development to raise A demonstration digital mapping and the national profile of the Australia Council. storytelling system showing the national reach of Australia Council funding. Australian Research Council Linkage projects Actively manage ARC partnerships so that research outcomes deliver on our expectation. Sydney University: Cultural Asset Mapping - analyses vital data about creativity, development and productivity in regional Australia. Queensland University of Technology - The games and the wider interactive entertainment industry in Australia: an inquiry into sources of innovation.
KPI University of Melbourne – Negotiating Cultural Insecurity – Multiculturalism, Cultural Indicators and Arts Policy. With CP Queensland University of Technology – How can we evaluate the artistic community and economic impact of publicly funded co-creative media initiatives? University of Melbourne – Towards an integrated evaluation framework for intrinsic and instrumental benefits of community-based arts. RMIT University - The Circus Oz Living Archive: developing a model of online digital engagement for the performing arts.
11/12 Budget $11.500
Conduct outstanding research to inform a Australian Research Council Linkage projects vibrant future for the arts. Actively manage ARC partnerships Conduct and communicate rigorous so that research outcomes deliver on evidence, analysis and interpretation our expectations. to: a) Increase audience participation in the arts, b) Support the arts sector to achieve operational and artistic excellence. Women in theatre In partnership with Theatre Board and MPAB, undertake a review of the issues affecting omen directors and writers in theatre.
(Paid in 2010/11)
Paper for Theatre Forum in September 2011. $30,000
Art facts Analysis and interpretation of the key statistics in the arts to facilitate capacity building Optimise engagement and sharing a) Ensure Australia council research is visible in the sector, b) Promote discussion and debate about key issues, c) Maintain the Research hub as the public face of the Australia Council research team. Research Hub Creating research hub content and managing social media assets to spark engagement and sharing. Establish the Research Hub brand, including visual identity. Further development of tools on the hub.
work with stakeholders to identify topics of interest identify new data sources and analyse data write fact sheets presenting key statistics on topics of interest. The council becomes the centre of a network of arts practitioners and researchers connecting people and ideas. 15,000 10,000
Strategy Optimise engagement and sharing a) Ensure Australia council research is visible in the sector, b) Promote discussion and debate about key issues, c) Maintain the Research hub as the public face of the Australia Council research team.
Program Developing the Research Hub Community Continue to develop an arts research community to encourage collaboration and knowledge transfer between academic researchers and the sector. This involves: a) Six research workshops, in partnership with state agencies and others in capital cities to promote dialogue and collaboration, b) National arts research forum to establish agreed research agenda for the sector [Note: this will also help frame Council research activities for 2012-14]. Connecting://arts audiences online Presentation of workshops to the sector to encourage the best use of the information on online behaviour in building audiences for the arts. Publications Design and production of council research reports delivered online. Library - books, serials, database.
KPI integrated national arts and cultural policy research agenda, collaborative research projects between the sector, academy and arts funding agencies.
More effective use and integration of online resources to deepen engagement with audiences and increase attendance.
KPI all staff complete training in evaluative thinking the evaluation plan template is widely used for all projects managers are given expert advice on evaluation monitor and report on the council‘s evaluation activity. selected staff complete training in research and analysis skills. provide managers with expert advice on research projects monitor and report on the council‘s research activity. Add value to the artform board planning process.
Build an evaluative culture within the Australia Council. Evaluation Build capacity to use evaluative thinking and conduct robust and useful evaluations.
Research Embed research and analysis into our work culture. Promote the integration of research into our decision-making. Sector plans Provide analysis and interpretation of artform data to each of the boards at the beginning of the sector planning process.
National Cultural Policy Add value to the development of NCP.
Provide research analysis to feed into the development of the National Cultural Policy as it develops.
Quality assurance - Improve the quality of research and evaluation.
Develop and promote templates for surveys and evaluations
1.3 - PROGRAM DESCRIPTION - Research and Strategic Analysis
Artistic Vibrancy Community relevance
The community relevance project speaks to one of the most important challenges for the arts – demonstrating relevance as a sector to the community. The research involves consultation with MPA organisations and experts in the field followed by the development and implementation pilot reflection tools with two MPA organisations, development of a tool-kit and its implementation. As part of the artistic self assessment initiative we have developed a survey tool that allows companies to explore the intrinsic impact of performances on audiences. Also being developed is a methodology for companies to test their community relevance. Partnership with US company Wolf Brown. A four year tracking study, starting in 2010, of young and emerging artists looking at the key factors that influence the development of their careers. This is the second year of a four year program. Conduct high-level further analysis of Artist Careers and More than Bums on Seats research to extract the full richness of the data for the sector. In partnership with Theatre Board and MPAB, undertake a review of the issues affecting women directors and writers in theatre for launching and discussion at the Theatre Forum. Reporting on the implementation of council‘s Cultural Engagement Framework through analysis of 2010/11 data on grant applications. Develop the market for Indigenous works through a survey of producers and venues who program Indigenous works in partnership with ATSIA Board. A survey of applicants for Australia Council funding to determine how satisfied applicants are with the current funding process. A demonstration digital mapping and storytelling system showing the national reach of Australia Council funding. To support better management of the 12 ARC Linkage projects in which the Council is currently engaged. PROJECTS WILL CONTINUE FOR 2-3 YEARS Develop a strategy to build the capacity of Key Organisation boards. Conduct a survey of a sample of board chairs in partnership with Arts Organisations. A project to research pilot and evaluate new funding models for the arts. Presentation of workshops to the sector to encourage the best use of the information on online behaviour in building audiences for the arts. Creating Research Hub content and managing social media assets to spark engagement and sharing. Establish the Research Hub brand, including visual identity. Further development of tools on the hub. Further develop an arts research community to encourage collaboration and knowledge transfer between academic researchers and the sector. Design and production of council research reports delivered online. Build capacity to use evaluative thinking and conduct robust and useful evaluations. Embed research and analysis into our work culture. Promote the integration of research into our decision-making. Provide analysis and interpretation of artform data to each of the boards at the beginning of the sector planning process. ANNUAL Add value to the development of NCP through provision of research analysis. Improve the quality of research and evaluation. ONGOING
Artistic Vibrancy Audience Impact Longitudinal study of young and emerging artists Supply and demand Women in theatre Cultural Engagement Framework Indigenous works User satisfaction survey Arts on the Map ‐ Stage 2 ARC Linkage projects Board performance Innovative Funding Pilot Connecting://arts audiences online Research Hub Developing the Research Hub community Publications Evaluation Research Sector plans National Cultural policy Quality assurance
1.4 - SECTOR OUTCOMES - Research and Strategic Analysis
Program description Community Relevance (Artistic Vibrancy) Audience Impact (Artistic Vibrancy) Indigenous works Board performance Get reading 2011 Cultural Engagement Framework Supply and demand Longitudinal research study Innovative funding pilot User satisfaction survey Arts on the Map ‐ Stage 2 Australian Research Council Linkage projects Women in theatre Art Facts Research Hub Developing the research hub Community Connecting://arts audiences online Publications Library Evaluation Research Sector plans National Cultural Policy Quality assurance Robust evidence base Sector development Professional development Improved program delivery Improved planning & evaluation Relationships/ networks
MARKET DEVELOPMENT PLAN
2.1 - BACKGROUND
The Market Development plan connects Australian contemporary arts with domestic and global markets and audiences. This plan identifies that markets are developed via different methods: arts delivery, relationship building, collaborative projects and market development skills.
2.2 - CONTEXT
Domestic markets and audiences Delivery of Australian arts nationally Market Development aims to increase the delivery of Australian arts in the domestic market. These programs aim to assist: audiences, through access to a diversity of arts experiences presenters, through enabling a diversity of programming options that can connect to their communities producers through extending the life of works, diversification of income and increased capacity for artist income and employment. Relationship building and collaborative projects Relationship and collaborative programs have been identified as a great way to open new opportunities and markets. Market development invests in building relationships and collaborative partnerships with key national industry partners to support sector driven issues, initiatives and priorities. Market development skills A skills focus aims to build market development plans and capability in the arts sector. This includes work with Indigenous performing arts and the identification of arts managers. Market development skills are addressed through: Market development skills workshops, utilising a peer-to-peer learning process, delivered through existing conferences and events (such as Australasian World Music Expo - AWME) and special one-off events organised by Market development in partnership with the sector. Market development skills development through support of ‗on-the-job‘ experience and peer-to-peer networking. These include: o networking meetings alongside key arts events such as Melbourne Art Fair, the Visiting International Publishers program (VIPs), AWME, and APAM o peer engagement initiatives such as the Roadwork consortium o mentorships such as the Emerging Indigenous Producer Mentorships.
Global markets and audiences Delivery of Australian arts globally Market Development offers a series of international delivery programs to ensure Australian artists can access key global markets. In 2011-2012 these include Going Global, Artfare, Hopscotch, Booked and Live on Stage. We recognise market development is rarely achieved in the short term – and limited budget requires clear choices in selecting international markets for more focused long term market development initiatives. The criteria to determine international markets for specific strategies and initiatives include requirements for: 1. a clear ‗fit‘ between the Australian work and the Global market segment 2. a strong arts delivery and/or distribution infrastructure within the international country 3. economic and political stability. Australian artists and companies have been working globally with great success for many years. While we encourage artists and organisation to reach a broad global market, over the last three years Market Development has tailored specific initiatives in focus markets: Asia, European Union and North and South America. This focus will continue in 2011/12. Asia: the Republic of Korea European Union: western and eastern Europe and the United Kingdom North and South America: USA, Canada, Mexico and Brazil. (final year of three year agreement) Relationship building and collaborative projects For some Australian artists/companies, partnerships and collaborations provide opportunities to work in new ways, with new partners for new audiences. For example, the International Network for Contemporary Performing Arts (IETM) and the Republic of Korea with the Korean Arts Management Services (KAMS) projects provide a deeper connection as well as access to new ways of working. Market development skills The market development skills of Australian artists, companies and other representatives is driven by access to the global marketplace through programs enabling attendance and/or showcasing at art fairs, book fairs, performing arts markets and international festivals. With distance and limited funds impacting on the market development activities of artists/companies, these events provide strategic exposure, access to networks and sales in an efficient way.
2.3 - MARKET DEVELOPMENT GOALS AND STRATEGIES
Goal 1: Develop national and international markets for Australian arts to reach more audiences. Strategies 1. support the delivery of Australian arts nationally and internationally. 2. broker and maintain strong relationships with presenters, producers and supporting networks to enable more arts to reach more audiences 3. ensure supporting infrastructures, such as touring networks, are established 4. assist artists and companies to use collaboration as a tool for market entry or consolidation 5. increase the profile and commercial success of the Australian arts. Goal 2: Build Market Development expertise in the sector to ensure more arts and artists reach more audiences. Strategies 1. develop skills for Australian companies to build market readiness. 2. provide relationships, market knowledge and supporting programs to enhance Australian companies‘ market readiness
MARKET DEVELOPMENT STRATEGIES BY ARTFORM 3. THEATRE and DANCE
Market Development aim: Enable Australian theatre / dance artists and companies to extend their national and international market reach. 3.1 - CONTEXT The market development plan 2008-2011 focussed on increasing audiences and markets for theatre/dance nationally and internationally via touring programs, performing arts markets, collaborations and relationships and through targeted investment in peak bodies, agents, presenters and producers as well as programs to develop professional skills in the sector. The 2011-2015 plan will continue to support these areas in a deeper and more focussed way. In particular, it will provide increased support for international partnerships and collaborations and skills development to enable producers to work internationally. Working with ATSIA the Arts Development team will make programs more accessible to Indigenous theatre and dance companies. 3.2 - SECTOR ISSUES THEATRE we need better communication, networking and advocacy within the sector the sector will benefit from structures that can create opportunities for artists complexity of national touring poor career prospects for independent producers increase opportunities for Indigenous producers to develop and sell work. DANCE there are a limited number of high quality contemporary dance works being toured nationally and regionally there is capacity for growth in programming of Australian contemporary dance by many venues and festivals audiences for contemporary dance still need to grow. Initiatives such as Dance Massive and Spring Dance provide new models to achieve this more producing and management support is needed for the independent dance sector a more strategic approach is needed to provide skills and professional development support for emerging producers marketing capacity and capability needs to be improved – particularly in the independent and smaller companies.
3.3 - STRATEGY MATRIX - Theatre & Dance
Strategy 1.1 - Support the delivery of Australian arts nationally and internationally. 1.2 - Broker and maintain strong relationships with presenters, producers and supporting networks to enable more arts to reach more audiences. Program IETM-Australia Council Collaboration Project (2011-14) KPI Increase Australian Performing Arts engagement in Europe through supporting: attendance at IETM meetings; delivery of three selected producer mentorships; seed funds for artistic collaborations for up to eight selected artists/companies. Increase Australian Performing Arts Engagement with Korea through: selection of three collaborative projects, delivery of one professional development workshop in Sydney for all program participants and the creation of an evaluative framework to assess outcomes. APAM, delivered with Arts SA and APA, will deliver: a pre APAM road-show; at least 500 registrations, a minimum of 50 spotlights and searchlights, participation of at least 50 key international presenters and tastemakers, a program of professional development, creation of the Connect Space for Australia Council to conduct sector meetings. Australia Council is currently managing a request for tender process for APAM 2014, 2016 and 2018. Two new Australian performing arts productions of scale for Australia's major international arts festivals commissioned per year. Support at least 15 Going Global applications each year. Support five international presenters to see Australian work on tour overseas. Provide $200,000 for four key organisations with demonstrated international reach over three years. PlayWriting Australia delivers: two to three incomegenerating international writing opportunities; international database established, two producers visit Australia; five Australian playwrights sent overseas; CD Rom promoting Australian playwrights distributed. 11/12 Budget
1.3 - Assist artists and companies to use Australian Performing Arts collaboration as a tool for market entry Market 2012 or consolidation. .
Major Festivals Initiative
Going Global International Go See Fund International status Playwriting Australia International Script Strategy 2011/12 - $26,250 2012/13 - $16,750 2013/14 - $29,250
* Dance International Performing Arts Market Travel Fund (incl. IETM, PAMS and IPAY). Note that this figure covers dance and theatre.
Support at least 12 Australian artists/company managers and producers to attend Australia Council priority markets and artist/company identified markets.
Program * Dance International visitors program For example festivals and events such as Dance Massive Roadwork Go See Fund for Presenters Performing Arts Touring Alliance
KPI Work with Dance, Arts Victoria and Dance Massive Consortia to develop the list of international visitors for 2013 and the program of activities. Support two Australian tours each year for adventurous Australian Work. Support up to 100 presenters to see Australian contemporary arts. PATA is self-sustaining by January 2012. Grant program developed and delivered by April 2012
11/12 Budget *from 2013 Budget $90K $60K $19k $250k Strategic Priority
2.1 - Develop skills for Australian companies to build market readiness.
Independent Producers‘ Initiative
Market Ready workshops/online tool-kits (Australian artists/company managers and producers develop skills in national and international market development). *Go See Fund for Presenters
Up to six market-ready workshops delivered and evaluated. $50K
Support up to 100 presenters to see Australian contemporary arts.
3.4 - PROGRAM DESCRIPTION - Theatre & Dance
Program International Performing Arts Markets and Networks Description The International Performing Arts Market Travel Fund supports Australian independent producers, managers and/or company and artist representatives to attend key international performing arts markets and events. The Performing Arts Touring Alliance (PATA) is Australia‘s peak body for the performing arts touring sector. Performing Arts Touring Alliance (PATA) PATA is a voluntary alliance between key peak bodies within the touring sector: APACA, IPA, RAA and associates and the Association of Major Performing Arts Groups (AMPAG). These key groups identified a need for a coordinated central voice for policy development, advice and benchmarking to the sector and, after a number of years of conversations, developed an MOU in 2009. This initiative aims to strengthen and develop the business models of independent producers. Funds are available for producers to develop their business models via touring, professional development and business needs. In 2009 Market Development developed a partnership with the International Network for Contemporary Performing Arts (IETM), the EU‘s primary performing arts network, to increase engagement between the Australian and European performing arts communities, and to build relationships between Australian performing artists and this network. APAM was established by the Australia Council for the Arts in 1994 to ―increase international and national touring opportunities for Australian contemporary performing arts groups and artists‖ (Australia Council Audience and Market Development Division 2002). Currently we are working on: the delivery of APAM 2012 with partners Arts SA and Arts Projects Australia (APA) - a tender process for the delivery of APAM 2014, 2016 and 2018. The purpose of this fund is to enhance international touring opportunities for Australian contemporary performing arts to: increase artists‘ income levels and diversify their income streams facilitate the demand triggered through market development initiatives managed by the Australia Council, such as APAM, international buyers programs and Australian delegations at key performing arts markets - extend the life of Australian contemporary works - maximise visibility, audience knowledge and appreciation of Australian contemporary performing arts worldwide. Provides travel assistance to professional Australian presenters to attend performances by Australian artists. Through this quick-response fund, presenters can travel to view live work. The program increases access to live work, enables presenters to develop their knowledge and awareness of Australian performance works, increasing the touring of Australian performance works in all regions of Australia. This project supports regional presenters to program adventurous work for audiences across Australia. Funding is used to market work. This money is administered by Performing Lines (Dance, Theatre). An Australian government initiative to support the commissioning, development and showcasing of new Australian performing arts productions of scale for Australia's major international arts festivals. It supports new works across the artforms of music, theatre, dance, and hybrid performance. Only member festivals of the Confederation are eligible to receive MFI funds. Market Development has formed a partnership with the Korean Arts Management Service (KAMS) to support collaborations between performing artists and companies from Australia and Korea. It is envisaged that these projects will encourage long-term creative exchanges and to build market knowledge, expertise and networks for artists, companies and producers in both regions.
Independent Producers IETM – Australia Council collaboration project Australian Performing Arts Market (APAM)
Go See! Fund
Major Festivals Initiative (MFI)
Australia – Korea Collaborations Fund
3.5 - SECTOR OUTCOMES - Theatre & Dance
Program description Market Ready workshops/ online tool-kits to develop skills in national and international market development Independent Producers Initiative Road Work - develop touring circuit for theatre and dance that is out of the box Performing Arts Touring Alliance Australian Performing Arts Market Go See Fund for Presenters IETM-Australia Council Collaboration Project International Collaborations Seed Fund Australia/Korea Collaborations Fund **Producing Producers mentorships/placements for Australian producers at key international festivals and venues Going Global **Frequent Flyers International Go See Fund International Status Support for four theatre companies and one dance company for their international activities over three years Sales generation Income diversification Sector development Professional development Increased audiences Critical review Relationships /networks Partnerships
Program description Playwriting Australia International Script Strategy 2011/12 - $26,250 2012/13 - $16,750 2013/14 - $29,250 International Performing Arts Market Travel Fund (incl. IETM, PAMS and IPAY) International visitors program E.g. international presenters to Dance Massive US Agents Strategy Latin America Export Strategy **OzNet Touring consortium for Australian work in North America
Market Development aim: Enable Australian artists to expand into international markets and achieve sustainability. 4.1 - CONTEXT Market Development‘s International Music Strategy 2008-2011was developed in consultation with the music sector. This strategy responds to the strong global interest in Australian music, in particular, rock/pop and the unique voices of Indigenous Australian musicians. The strategy supported the promotion of Australian music and the development of new markets internationally to better facilitate and meet the current demand and interest. In 2011-2015 we will continue support for Australian music internationally and build on programs established in 2008-11. Continuing support for Sounds Australia initiative will see increased activity at international music markets across a broader range of genres. Continued support for the delivery programs Live On Stage and International Pathways will allow Australian artists to capitalise on opportunities created at the these markets. Three-year support for the Australasian World Music Export will continue to promote Australian Indigenous music and create national and international opportunities for Indigenous musicians. 4.2 - SECTOR ISSUES Music Sector plan 2011 Live performance is essential to creative and audience development. However the enabling infrastructure that supports live performance – particularly for emerging artists – is inconsistent on a national level, and has been destabilised by changes to local planning and licensing regulations. Indigenous musicians and composers face significant and unique barriers to their career development. As a result their work is underrepresented on stage, on record and on air. There is a need for better research and consolidated information about the music sector. There is strong international interest in Australian work of all types but significant assistance is required to develop and exploit that interest.
4.3 - STRATEGY MATRIX - Music
Strategy 1.1 - Support the delivery of Australian arts nationally and internationally. 1.2 - Broker and maintain strong relationships with presenters, producers and supporting networks to enable more arts to reach more audiences. 1.3 - Ensure supporting infrastructures such as touring networks are established. 1.4 - Assist artists and companies to use collaboration as a tool for market entry or consolidation. 2.1 - Develop skills for Australian companies to build market readiness. Sounds Australia build a ‗whole of nation strategy‘ centralise efforts across national, state and territory funding agencies raise the profile and visibility of Australian artists and industry in key international markets facilitate the introduction of buyers and sellers of music. Program Live On Stage KPI At least 26 Australian artists showcasing at international markets/festivals 11/12 Budget
2.2 - Provide relationships, market knowledge Australasian World Music and supporting programs to enhance Australian Expo companies’ market readiness.
Deliver outcomes for indigenous and world music groups based in Australia, and Pacific region in relation to profile, network development and income and market diversification for artists.
4.4 - PROGRAM DESCRIPTION - Music
Sounds Australia is a partnership between the Australia Council, APRA/AMCOS, state/territory agencies and the Australian music industry. As a central unified brand, Sounds Australia supports Australians‘ activities in key international markets. Initiatives include organisation around trade fairs and music festivals, expert coaching and advice, the usage of new technologies to increase awareness of Australian music and partnering with entertainment related companies that can give Australian exporters wider exposure. This partnership is contracted until 2015.
Australasian World Music Expo (AWME)
The Australasian World Music Expo (AWME) is an international Indigenous, roots and world music conference and showcase event. It profiles the Indigenous music and cultures from the Australasian and Pacific regions to key national and international buyers. AWME brings together musicians, industry representatives and festival audiences from across Australia and around the globe for three days of the finest Indigenous and world music from the region. The Australia Council committed to support AWME and the promotion of Indigenous Australian music, as part of its three-year International Music Strategy 2008-2011. This investment was linked to council‘s support to promote and showcase Australian Indigenous music at WOMEX and the World Music Expo, including a booth presence, delegation, showcasing and promotional activities.
This program is part of the Australia Council's Market Development‘s international music strategy 2008-2011. It responds to the current global interest and demand in rock/pop and Indigenous music from Australia and the ongoing growth of a strong and vibrant live music scene. Live on Stage Live on Stage provides travel assistance for professional musicians and their manager/ representative selected to showcase at key international music markets or international festivals. The program is designed to offset costs incurred by independent Australian musicians in developing international markets and audiences through live one-off ‗careerdefining‘ performances.
4.5 - SECTOR OUTCOMES - Music
Program description Sales generation Income diversification Sector development Professional development Increased audiences Critical review Relationships /networks Partnerships
Sounds Australia: Use key music markets to connect Australian artists and companies to strategic international agents, producers and presenters.
Australasian World Music Expo: connect Australian artists and companies to strategic international agents, producers and presenters.
Live On Stage: connect Australian artists and companies to strategic international agents, producers and presenters.
Market Development aim: To connect Australian publishers with international markets and develop an audience for contemporary Australian literature.
5.1 - CONTEXT The market development plan 2008-2011 focussed on supporting publishers to make connections with international publishers by attending international markets and providing the opportunity to meet with international publishers in Australia. The plan also focused on developing audiences for Australian literature. The 2011-2015 plan will continue to support publishers and to build audiences for Australian literature. Focus will be on working closely with literature to find new initiatives that will develop the industry and help it transition to digital sales and markets internationally and nationally. 5.2 - SECTOR ISSUES The Literature Board acknowledges that the Australian publishing industry is experiencing rapid change, brought about by the introduction of digital technology and the e-reader. As a step towards improving its support of the publishing industry, from the beginning of 2012 the board will fund publishers through program grants, rather than by individual title. This will enable publishers to use Australia Council funding in their areas of greatest need.
5.3 - STRAEGY MATRIX - Literature
Strategy 1.1 Support the delivery of Australian arts nationally and internationally. 1.1 Assist artists and companies to use collaboration as a tool for market entry or consolidation. 1.2 Increase the profile and commercial success of the Australian Arts. Program Visiting International Publishers Program (VIPs) Booked KPI A curated program for up to 15 international publishers to meet with the Australian industry to generate relationships and networking and sales. A program designed to support publishers to promote their work in key international markets to generate sales for Australian artists. Increase sales of books included in the ‗50 Books you Can‘t Put Down‘ guide throughout September 2011 and beyond. 70 per cent of titles in ‗50 Books You Can’t Put Down’ guide by Australian authors. 11/12 Budget $100K
5.4 - PROGRAM DESCRIPTION - Literature
Program Visiting International Publishers Program (VIPPs) Description The Visiting International Publishers (VIPs) program is an industry program to promote rights sales of Australian titles into overseas markets and to strengthen the links between Australian and overseas publishing. The program is delivered alongside Sydney Festival (in 2011) and Adelaide Writers Week (2012). The program switching between Sydney and Adelaide will be reviewed and a decision made about the best timing and festival to place the event alongside will be made by August 2011. Booked provides travel support to Australian publishers and literary agents to: promote Australian literary works and authors overseas and develop international demand for Australian literary works and authors sell international rights to Australian titles consolidate existing, and build new relationships with international markets. Given limited resources and based on industry recommendation in regard to market fit, priority is placed on the three major international book fairs - Frankfurt, London and Bologna.
Get Reading! is a $2 million government funded, month long nationwide campaign to promote books and reading. It is an Australian Government initiative administered by the Australia Council for the Arts and was developed through the Australian Government‘s Book Industry Assistance Plan. The centrepiece of the month-long Get Reading! campaign is a free guide listing 50 books handpicked by an independent selection panel for quality, broad appeal and cultural diversity. The panel is required to select at least 70 per cent Australian content for the guide.
5.5 - SECTOR OUTCOMES - Literature
Program description Sales generation Income diversification Sector development Professional development Increased audiences Critical review Relationships/ networks Partnerships
Booked and VIPS: Use key performing arts fairs and festivals to connect Australian publishers and agents to strategic international publishers. **Work on new initiatives with Literature to assist with development of digital markets.
Market Development aim: Work with Inter-Arts to develop opportunities to extend the life of new Australian art work and create partnerships to assist live artists to link into the performing arts and venue network.
6.1 - CONTEXT The market development plan 2008-2011 worked closely with Inter-Arts and started the Hopscotch initiative 2011. The 2011-2015 plan will build on this relationship to continue to support Inter-Arts to extend the life of new Australian live art work. 6.2 - SECTOR ISSUES increased support for new work/research grants for individual interdisciplinary artists developing audiences for interdisciplinary arts and incentivising institutions to present interdisciplinary artists new avenues of support for interesting collaborations between artists and professionals in other (non arts) sectors including opportunities for development, creation and allied employment. increased participation, collaboration and exchange between interdisciplinary artists, festivals and artistic labs nationally identifying effective and productive links for interdisciplinary artists and the design sector.
6.3 - STRATEGY MATRIX - Inter-Arts
Strategy 1.1 - Support the delivery of Australian arts nationally and internationally. 1.2 - Broker and maintain strong relationships with presenters, producers and supporting networks to enable more arts to reach more audiences. 1.4 - Assist artists and companies to use collaboration as a tool for market entry or consolidation. 2.1 - Develop skills for Australian companies to build market readiness. Market Ready workshops/online toolkits (Australian artists/company managers and producers develop skills in national and international market development) Up to six market-ready workshops delivered and evaluated. Hopscotch Program KPI Assist at least 10 inter-arts practitioners to tour nationally and/or internationally each year. $50,000 11/12 Budget
6.4 - PROGRAM DESCRIPTION - Inter-Arts
Program Description Market Development partnered with council‘s Inter-Arts team to develop Hopscotch as a tool to support the touring activity, nationally and internationally, of live art work. There has been limited investment in this area to date and Hopscotch provides a useful pilot program exploring the impact of this type of initiative on the sector. This initiative supports national or international tours of innovative Australian live art. Work must be tour-ready have confirmed tour presentation spaces.
Market Development aim: Enable Australian artists to expand into international markets and achieve sustainability.
7.1 - CONTEXT In late 2009 the Australia Council for the Arts identified a need to develop a market development strategy for Indigenous performing arts, specifically dance and theatre. The Indigenous market development strategy will support and develop national and international market opportunities for theatre and dance work created and performed by Australia‘s Indigenous artists. 7.2 - SECTOR ISSUES indigenous artists not equipped with skills to market themselves or the sector further national and international market intelligence/research is required market development and export ready tool-kits / workshops required increase capacity and capability for artists.
7.3 - STRATEGY MATRIX - ATSIA
Strategy 1.1 - Increase the delivery of Australian arts nationally and internationally. 2.2 - Provide skills development opportunities to enhance the sustainability of Australian arts companies and individuals. Program The establishment of the National Indigenous Touring Consortium Emerging Indigenous producers mentorships KPI Develop a national touring consortium, develop a touring circuit, and deliver three tours of contemporary Indigenous work by the end of 2014. Four emerging producers working with organisations for 18 months to develop skills in producing. Build notational and international networks and gain on the job touring experience. Up to six market-ready workshops delivered and evaluated. $50K 11/12 Budget $95K
Market ready workshops/online tool-kits (Australian artists/company managers and producers develop skills in national and international market development)
7.4 - PROGRAM DESCRIPTION - ATSIA
Program Emerging Indigenous Producers Mentorship Description Research conducted in 2010 identified the lack of Indigenous producers as a key issue for the development of the Australian performing arts sector. To address this issue, a skills development project will deliver four strategic mentorships with benchmark organisations experienced in touring Indigenous performing artists. The selected organisations include Queensland Theatre Company, Queensland Performing Arts Centre, Performance Space and Urban Theatre Projects in partnership with Belvoir St Theatre. This project grows infrastructure by the establishment of a National Indigenous Touring Consortium by a benchmark organisation that is experienced in developing touring circuits and working with Indigenous performing artists. The project will include a skills development component featuring a strategic mentorship for an Indigenous tour coordinator. Performing Lines was recently selected as the delivery organisation. Market Development and ATSIA are committed to overcoming the skills gap in market development planning and also marketing. Market Development will create and deliver a range of skills develop workshops and tools to assist artists in being more market ready.
National Indigenous Touring Consortium
Market ready workshops
7.5 - SECTOR OUTCOMES - ATSIA
Program description Sales generation Income diversification Sector development Professional development Increased audiences Critical review Relationships /networks Partnerships
Emerging Indigenous producers mentorships.
Residencies with international Indigenous performing arts institutions, i.e. The Banff Centre, Canada. The establishment of the National Indigenous Touring Consortium. Bringing out international presenters to key Indigenous festivals and to see Indigenous works.
8. COMMUNITY PARTNERSHIPS
Market Development aim: deliver a collaborative approach and deep partnerships to foster market development opportunities. 8.1 - CONTEXT The 2011-2015 Plan will continue to support Community Partnerships from two perspectives. By supporting collaborative partnerships we aim to build a robust marketplace and audience opportunities. 8.2 - SECTOR ISSUES While the sector practice and process is generally of a high standard, it could benefit from greater national and international market development. Career development opportunities for new and mid-career community arts and cultural development (CACD) practitioners need to be reconsidered. The sector‘s strength in partnership development and brokerage needs to be supported and expanded to assist the CACD sector access both increased resources and support. The sector has initiated artistic partnerships with other sectors of the Australian arts which have lead to artistic, cultural development and aesthetic benefits for all parties and we need to encourage growth in this trend. There has been a significant increase in evaluation, research and documentation of projects and it is a priority that this is made more accessible to the sector and the arts and broader community. CACD practitioners demonstrate resilience in pursuing their practice and projects. However there are issues of longer-term career sustainability. There are a range of innovative and emerging companies which represent the underlying strength of the sector and there are issues of how these organisations can achieve greater security to assist in their longer term development.
8.3 - STRATEGY MATRIX - Community Partnerships
Strategy 2.1 - Develop skills for Australian companies to build market readiness. 2.2 - Provide relationships, market knowledge and supporting programs to enhance Australian companies’ market readiness. Program Cultural Places KPI Partner with state and territory departments and agencies to deliver a pilot project in at least two communities. Ensure partnerships have a strong audience and market development plans. Deliver training programs in all states. $200K 11/12 Budget
8.4 - PROGRAM DESCRIPTION - Community Partnerships
Program Description A program partnering with local and state government departments and agencies to promote greater local planning for arts and culture enabling whole-of-community benefit.
8.5 - SECTOR OUTCOMES - Community Partnerships
Program description Sales generation Income diversification Sector development Professional development Increased audiences Critical review Relationships/ networks Partnerships
9. VISUAL ARTS
Market Development aim: To connect Australian galleries and artists with international markets and develop an audience for contemporary visual artists.
9.1 - CONTEXT The Australia Council for the Arts has supported the international market development activities of galleries and industry associations since the International Visual Arts and Craft Funding Program (IVACF) began in 2005. In 2010 the Australia Council launched Art Fare: Australian Art Export – an international fund to enhance artist representation at international art fairs. Art Fare aims to extend the market reputation, position and income diversification of Australian contemporary visual artists and galleries. The 2011-2015 plan will continue to support galleries and industry associations to build audiences for Australian contemporary visual artists. Focus will be on working closely with visual arts to identify new initiatives that will further develop links between visual artists and markets internationally and nationally. 9.2 - SECTOR ISSUES The Visual Arts Board acknowledges that the Australian visual arts industry is experiencing a range of impacts, in regard to market development, such as: addressing the rising costs of touring exhibitions internationally and nationally and to urban, remote and regional areas the need to improve the career paths for Indigenous and independent curators increasing international opportunities for— and recognition of— Australian visual artists and arts workers.
9.3 - STRATEGY MATRIX - Visual Arts
Strategy 1.1 - Support the delivery of Australian arts nationally and internationally. Program Art Fare KPI Number of galleries and artists represented and their sales A curated program to support up to five international visual art buyers, curators and/or tastemakers to meet with the Australian industry to generate relationships, networking and sales. 11/12 Budget
1.2 Support the delivery of Australian arts nationally and
internationally. 1.3- Assist artists and companies to use collaboration as a tool for market entry or consolidation.
Visual arts international program
9.4 - PROGRAM DESCRIPTION - Visual Arts
Program Description Art Fare: Australian Art Export provides funds to support Australian contemporary visual arts, public and private, galleries to attend international visual art, design and craft fairs. This ensures Australian contemporary artists are able to develop new markets and audiences, internationally. Art Fare Art Fare provides a contribution to the overall project costs and includes travel, accommodation and other art and craft fair related expenses to assist public and private art galleries to achieve the goals of income diversification for contemporary living Australian visual artists and craftspeople and enhanced market reputation and demand for Australian contemporary visual arts worldwide. The Visual Arts International Visitors program is delivered in partnership with the key visual arts organisations to ensure that the market development strategies of key events enable greater connection between Australian galleries, visual arts organisations and the artists they represent with key international buyers, curators and tastemakers.
Visual arts International Visitors Program
10. VENICE BIENNALE 10.1 - STRATEGY MATRIX - Venice Biennale
Strategy Ensure the Australian representation at the Venice Biennale achieves its full potential. Program support the selection process and the development of the selected artist develop evaluation framework to measure success of project in achieving ADD/Marketing Development goals Australia representation in Venice-public appeal/accessible facilitate audience engagement with the exhibition publish collateral to support the exhibition and provide historical documentation develop a public / private partnerships ensure the exhibition accurately profiles the current state of Australian contemporary art. KPI measure development of careers (commercial and critical success) of artists who have been represented at Venice measure audience engagement with the exhibition measure media coverage of Australia in Venice maintain the catalogue as a serious art publication that serves the artists future career and the Australia Council provide a successful program of event that champion s find fulfilling and ensures ongoing relationships ensure the exhibition is a quality Australian product. ensure Venice exhibition tours to at least one venue in Australia to increase Australian audience involvement/ownership of the exhibition explore opportunities for international tour host visit to Australia by Venice Biennale / other biennale directors professional development program facilitating passes for Australian arts workers providing introductions to European networks awareness of the international calendar of arts events. 11/12 Budget Australia Council direct funding 2010-11 $370K per annum + project staff costs
Extend and leverage opportunities and strategies.
extend the exhibition past the Biennale increase exposure for Australian artists by advocating for Australian artists to be involved in curated exhibition at Venice (and possible other biennales?) leveraging Venice to increase opportunities for Australian visual arts sector in general opportunity to use digital media for greater audience exposure develop the professional development program-find specific sponsorship develop digital media for greater audience exposure.
Strategy Develop long-term processes and planning models (Venice blueprint).
Program Develop private/public partnership model Develop a 5 year strategic plan covering VBXIII – VBXV.
KPI review and analysis of VBXI resourcing budget work plan media coverage.
Effectively manage pavilion project.
Build new permanent structure to ensure sustainability/longevity of Australia at the Venice Biennale.
EOI and tender process to select architect.
$100,000 per annum towards admin
PART 3 – MARKETING AND AUDIENCE DEVELOPMENT
11.1 - CONTEXT The Marketing and Audience Development teams were integrated in May 2011. This change provides an opportunity for a holistic approach to audience development and profile building. In 2001/12 the Marketing and Audience Development teams will focus on improving the delivery of information, maximise opportunities to profile sector excellence and develop a plan for future audience development projects. 2011 programs will be streamlined and in some cases brought online to maximise resources. During 2011/12 this newly integrated team will focus on planning and scoping future opportunities for audience development and profile building initiatives. 11.2 - SECTOR ISSUES all sector plans identify the requirements for marketing skills development and building audiences. A new strategy for Audience Development will be produced to address cross council objectives highlighting intersections with marketing and communications. 11.3 - GOALS GOAL 1: Increase participation in the arts.
Strategies 1.1 Assist organisations to increase audiences via the collection of and access to audience data. 1.2 Increase participation in the arts via the development of sector expertise and skills development.
GOAL 2: Ensure the Australia Council is a visible and credible source of information about the arts. Strategies 2.1 Ensure communications with the arts sector are stakeholder/audience driven.
11.4 - STRATEGY MATRIX - Marketing and Audience Development
Strategy 1.1 Assist organisations to increase audiences via the collection of audience data. 1.2 Contribute to sector expertise via skills development. ADVICE Program KPI increase number of clients to ensure that dataset is representative of the sector on a national level provide effective and regular professional development opportunities for clients develop a sustainable business model for the ongoing delivery of the program. ensure summit content and program delivery meets the demands of the sector maintain levels of attendance and continue to broaden appeal. ensure annual report, funding guide, corporate brochure are designed, printed and distributed on time and on budget. map audiences and stakeholders to determine best communication methods develop online communications process and templates migrate artery to an effective online communication platform Arts Yarn Up printed on time and on budget ensure presentation materials and collateral are maintained according to style guide. ensure funding and other sector forums are held in key cities in association with relevant local state or government organisation. limited advertising where required. conduct a study into user/client satisfaction and communicate results. ensure service level agreements are maintained for internet and intranet. results reported in a timely way. website is maintained, accessible and serviced in a timely way training and support available across council. results reported in a timely way. registration quota met sponsorship quota met stakeholder relationships well managed. Total: $270,000
Corporate publications 2 Ensure the Australia Council is a visible and credible source of Stakeholder information about the arts. communications
Events Advertising User satisfaction study Online hosting Media monitors Website updates Social media monitoring World Summit
$30,000 $15,000 $20,000 $23,000 $72,000 $11,000 $12,000
11.5 - PROGRAM DESCRIPTION - Marketing and Audience Development
Program Description The Marketing Summit provides arts marketers with ideas, insights and strategies to strengthen the sector‘s capacity to engage with existing audiences and reach potential audiences for the Australian performing arts. This project provides audience research and data collection, management and analysis software to track audience and visitor data for the Australian arts sector. The program is administered by the Australia Council in conjunction with various state and territory arts funding agencies. The project will become self sustaining over the next three years – while $350,000 is committed for the 2011/12 financial year, this will reduced over the following two years. Sector communications Corporate communications Sector communications include electronic and printed material. For example artery, Arts Yarn Up and ongoing communications. Corporate publications provide a credible and accurate information source. Publications include the annual report, corporate plan and funding guides.
The Australia Council hosts a number of events to facilitate face-to-face dialogue with the arts sector.
5th World Summit on Arts and Culture
The only international event of its kind, the World Summit on Arts and Culture brings together arts policy makers from around the world, providing a platform to exchange experiences and ideas about key issues affecting public support for artists and the arts at a national and global level. This summit is a triennial event, managed by the International Federation of Arts Councils and Culture Agencies (IFACCA).
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