TOP TIPS  – BUSINESS PLANNING AND FUNDING APPLICATIONS ARTS NSW
BUSINESS PLANNING <ul><li>“ The more uncertain and shifting the environment becomes the more important it is for arts orga...
Core components <ul><li>Purpose  (or Mission) (1/2 page) </li></ul><ul><li>Executive Summary  (less than 1 page) </li></ul...
Purpose (or Mission) <ul><li>Your purpose must answer the question: why does our organisation exist?  </li></ul><ul><li>It...
Executive Summary <ul><li>The executive summary should be less than one page and cover the key messages of your plan.  </l...
Context <ul><li>This section will summarise the  strategic  issues facing the organisation having assessed the internal an...
Context - History <ul><li>This should be a  brief  overview summarising  </li></ul><ul><li>when your organisation was set ...
Context - Internal situation <ul><li>This should be a short but comprehensive evaluation of your organisation </li></ul><u...
Context - External situation <ul><li>This may be one to two paragraphs on your external situation as it is now </li></ul><...
Context -  Markets 1  <ul><li>A market is any broad collection of people who might have an interest in exchanging somethin...
Context - Markets 2 <ul><li>Define your current markets  This should be based on any research or facts.  </li></ul><ul><li...
Context - Competition <ul><li>In not-for-profit arts organisations, competition can be thought of as anything that inhibit...
Goals <ul><li>Goals should describe the impact you want (where you want to be). Clearly articulated and measurable goal st...
Key Performance Indicators <ul><li>If you measure it, it will happen. If it's important, you can almost always find a way ...
Sample goal and KPI with targets
Strategies <ul><li>Strategies are the 10 or so major initiatives you will undertake to achieve your goals </li></ul><ul><l...
Strategies - suggested format
Artistic Program/Plan <ul><li>Your artistic (or program) plan contains three main components:  </li></ul><ul><li>· a state...
Marketing Plan <ul><li>Provide a multi-year plan of the marketing goals and strategies that you intend to use to achieve y...
Financial Plan <ul><li>The financial plan provides further details of how you are going to implement your financial strate...
Management Plan <ul><li>Organisational Structure  </li></ul><ul><li>Role  of the Board (where applicable) and Governance <...
ARTS NSW – arts funding program <ul><li>NSW Government’s arts policy and funding body </li></ul><ul><li>Role of Arts NSW: ...
Ministry of Tourism, Major Events and Arts <ul><ul><ul><li>Minister:  The Hon. George Souris , Minister for Tourism, Major...
ARTS FUNDING PROGRAM <ul><li>Funding to support NSW artists and arts and cultural organisations  </li></ul><ul><li>Funding...
POLICY DIRECTIONS <ul><ul><li>The Arts Funding Program  seeks to promote: </li></ul></ul><ul><ul><li>A  creative and diver...
TYPES OF FUNDING <ul><li>There are 4 main types of funding: </li></ul><ul><ul><li>Program Funding </li></ul></ul><ul><ul><...
PROGRAM FUNDING <ul><ul><li>Annual  Program Funding </li></ul></ul><ul><ul><li>Triennial  Program Funding </li></ul></ul><...
PROJECT FUNDING <ul><ul><li>Capital </li></ul></ul><ul><ul><li>Creation and/or Presentation </li></ul></ul><ul><ul><li>Per...
ABORIGINAL ARTS AND CULTURAL STRATEGY <ul><li>Aims to improve support for NSW Aboriginal artists and arts organisations  <...
APPLICATION FORMS <ul><li>Available 6 weeks before the relevant closing date.   </li></ul><ul><li>There is a separate form...
ASSESSMENT PROCESS <ul><ul><li>Applications submitted </li></ul></ul><ul><ul><li>Applications sent to assessment panel </l...
ASSESSMENT CRITERIA <ul><ul><li>All applications are assessed against 5 criteria: </li></ul></ul><ul><ul><ul><ul><ul><li>M...
Assessment panels <ul><li>Who assesses your application? </li></ul><ul><li>Funding applications are assessed by a panel co...
ROLE OF ARTS NSW STAFF <ul><li>Providing advice to potential applicants on: </li></ul><ul><ul><li>interpreting the guideli...
WRITING APPLICATIONS <ul><li>Never assume an assessment panel knows you or your work </li></ul><ul><li>Always use plain En...
BUDGETS <ul><li>Ensure your budget is correct and reflects the activity </li></ul><ul><li>Ensure your budget is realistic ...
FOR MORE INFORMATION <ul><li>Website  – www.arts.nsw.gov.au </li></ul><ul><ul><li>Guidelines and application forms </li></...
More details <ul><li>Grainne Brunsdon,  Manager Arts Funding </li></ul><ul><li>[email_address] </li></ul><ul><li>9228 4743...
Upcoming SlideShare
Loading in …5
×

Arts NSW's business planning and grant application writing tips

877 views
751 views

Published on

Published in: Business
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
877
On SlideShare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
4
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide
  • Your business plan is the confident expression and communication of your organisation’s chosen artistic and business/operational direction. It is integral to artistic vibrancy, performance management, and influenced, but not determined, by funding. A coherent business plan will enhance the success of your organisation. Your organisation’s board and staff will regularly refer to a well-structured plan that is not too long (10–20 pages), and it will be a useful tool for monitoring your organisation’s artistic vision and outcomes, functionality and effectiveness. Your business plan is a high level document – a road map for the next three years of where you want to go artistically and organisationally. There should be only enough detail to ensure that reader understands the artistic and organisational choices your organisation has made (i.e. strategic direction underpinning your goals); what success looks like for you (your KPI’s) and the basic steps you will take to get there (the strategies).. Then each year, you will develop more detailed action plans such as an annual program, operational plan, workplans, and marketing tactics etc
  • Your organisation might prefer to use different terminology. As well you should ensure that your plan addresses the cultural policy imperatives of your funding partners, or where appropriate, those set out in legislation. You should attempt to address these policies in your plan or else make a statement why they are not relevant to your organisation. Legislation and policies may include disability, equal employment opportunities, cultural diversity, indigenous access and participation, youth, regional access and participation etc. Following are explanatory notes on each section followed by a suggested structure for key components and core elements for a marketing plan
  • It should be a simple statement in five lines or less Your organisation’s artistic vision will be central to your purpose You can include a short dot point explanation of what each value or behaviour means to your organisation “ Our purpose is to excite or challenge ….(customers) with innovative … (artistic products and services) in order to achieve …(why we exist) and operating with these …(values or behaviours)”
  • It is a distillation of analysis and research undertaken by your organisation to underpin the artistic choices you have made and the goals you will set. Draw out key issues from SWOT and other analysis which are influencing or will have an impact on strategic direction that your organisation wants to take. If planning to tour overseas, are there any issues in those markets which you need to be aware of? You can expand or refer to your contextual analysis in your financial, marketing, and organisational plans.
  • It could include a couple of stories of real impacts you have made over the last few years (e.g. a great artistic achievement, an international conference or tour, unexpected national exposure, discovering emerging talent etc)
  • It should cover any major structural strengths and weaknesses artistic reputation analysis of your organisation&apos;s current financial situation (including details of annual income and expenditure, current levels of assets and liabilities and an assessment of any existing financial risks).
  • Concentrating on positive opportunities while remembering potential threats, is important. This section also articulates the key trends and issues about the environment in which your organisation exists – now and in the immediate future. This will probably include any social, technical, environmental, economic, political, legal, cultural policy or arts sector trends, which may affect the artistic direction that your organisation chooses to take.
  • Provide a multi-year plan of the marketing goals and strategies that you intend to use to achieve your KPIs. Consider including all your markets, such as: education, specific communities e.g.: artists, sponsors, media, peers, funding bodies and philanthropists. Your marketing plan should flow logically and expand on the analysis within the context section and should take into account your unique artistic vision. Your marketing plan should demonstrate: · an understanding of target markets (current and potential); · the responsiveness of programming to target markets and segments;
  • Strategic marketing goals Describe your overall marketing goals and objectives for the next year, and the next 3 years. (You can use SWOT/TOWS for this). This should fit in directly with the broader business Goals, and indeed should support them. Target markets You can expand or refer to the relevant contextual analysis already provided in your business plan. This is a process of selecting which segments of market/clients are worth pursuing with the resources available. You may want to focus on maintaining existing markets, but may also include some new markets, or deeper penetration of existing markets. Bear in mind your resources and what is achievable and realistic, bear in mind also your products/services and artistic vision and what is achievable in your context. This is a simple statement that reinforces the Goals and need only be one or two sentences. Marketing strategies for target markets This includes developing any new programs, initiatives or products for certain target markets. Consider distribution and partners (e.g. if you want to reach more people interstate or overseas, consider what strategic partners you are working with to deliver this, and how you are going to handle your relationship with these partners). This includes any pricing strategies, product strategies, artistic strategies, distribution strategies, people strategies and also any philanthropy or sponsorship strategies.
  • Competitors should be thought of as direct or indirect competitors; think broadly, logically and laterally about where your current and future markets spend their time and money (e.g. other forms of entertainment such as watching television or playing sport, on-line communities, hobbies). Are current funding partners directing their money elsewhere? Use any research that you may already have. Bear in mind that other arts organisations may help increase the local desire for art, rather than compete for your markets’ time. Also consider threats or barriers to your target markets engaging with your organisation (e.g. poor parking or public transport, lack of marketing budget/information, other demands on your prospective markets’ time). Eg Bunnings Factor - $150 per visit – time and money…
  • Also look at your goals collectively and decide whether together they express the place you want to be in three years time. SMARTER - S pecific and M easurable, A cceptable to those working to achieve the goals, R ealistic, T imely, E xtending the capabilities and R ewarding for those working to achieve the goals
  • An effective KPI is also SMARTER. Importantly your organisation needs to have control over each KPI. These KPI’s can be extracted from your strategies and action plans. They represent the critical performance benchmarks your organisation will use to monitor achieving your goals They can be both qualitative and quantitative
  • Those strategies that can satisfy many goals are more likely to have a higher priority for you.
  • Within your plan it should clear what you expect to achieve annually, what impact and why it is an improvement on previous years (if appropriate)
  • Companion Resource: Core Elements of a Strategic Marketing Plan Purpose Products and Services What the organisation gives to, or creates for, people. Expand, restate or refer to the relevant contextual analysis already provided in your business plan. Context Expand, restate or refer to the relevant contextual analysis already provided in your business plan. · Internal – include networking skills and contacts (e.g. board members and volunteers, etc). · External – include any trends in the arts, social, technical, environmental, economic, political or legal environment which may affect the direction that your organisation chooses to take (e.g. changes to tax laws affecting philanthropy: growing trend for people to want to interact with or co-create the art they engage with; growing use of online social networking) · Include information from any market research you have done; focus groups, questionnaires, internet surveys – it’s important to show your marketing plan is based on reality, rather than just your assumptions about your market. · SWOT, TOWS matrix, Porters’ Five Forces, plus any other tools you want to use.
  • The figures in your forecast should support and demonstrate the statements made in your financial plan and throughout your entire business plan. Do not provide break-even or deficit forecasts without explanatory commentary.
  • Use people’s names – length of term on board – when the term expires etc – any expertise
  • Arts NSW is the NSW Government’s arts policy and funding body. It is a division of Department of Trade &amp; Investment, Regional Infrastructure &amp; Services– a larger ‘super-department’ Arts NSW is a separate department with about 35 staff who work across a number of arts-related areas – including funding, policy, research, evaluation and strategy . The role of Arts NSW includes: promoting the arts providing advice to the sector and to government developing and providing advice on arts policy to the Government of the day providing funding to artists and arts organisations working with the NSW cultural institutions - the Art Gallery of NSW , the NSW State Library , the Australian Museum , the Sydney Opera House , the Powerhouse Museum and the Historic Houses Trust managing a property portfolio – including The Gunnery in Woolloomooloo, Wharf 4/5, Sydney Theatre, Lilyfield, CarriageWorks and most recently Pier 2/3. The property portfolio is used to provide affordable accommodation to arts and cultural organisations of all shapes and sizes. The properties are used for a range of different purposes – office space, rehearsal, performance, exhibition and storage.
  • One of 9 new super departments (was 13). Premier &amp; Cabinet Treasury Attorney General &amp; Justice Education &amp; Communities Family &amp; Community Services Finance &amp; Services Health Trade &amp; Investment, Regional Infrastructure &amp; Services Transport
  • Each year the NSW Government provides almost $300 million to support the arts in NSW including: $240 million for the seven state cultural institutions In 2010 program year just over $48 million was through the Arts Funding Program to organisations and individuals In 2010 $8.8 million was allocated to support around 170 programs and projects in regional NSW. Arts NSW offers a range of funding categories to support artists and arts &amp; cultural organisations in NSW. Funding is available for organisations and individuals. Funding is available for all artforms including design, visual arts and craft, literature and history, museums, new media, performing arts. Funding is available for activity occurring anywhere in NSW. Funding is generally allocated through a competitive application-based process.
  • Essentially there are four main categories of Arts NSW funding: Program funding – This funding makes a contribution to an organisation’s costs of delivering its annual arts program (usually covers a 12 month period, Jan – Dec). Project funding – This funding is for one-off or time-limited activities. ConnectEd Artists in Schools (Residencies) Fellowships, Scholarships and Awards – These are opportunities for individual artists. I won’t talk about these in detail today but they include the Premier’s Literary and History Awards, which acknowledge published writers and historians, travelling scholarships for emerging visual artists and designers to undertake professional development overseas, and fellowships to allow artists to work on a specific project in areas such as theatre, dance, history, writing.
  • The Aboriginal Cultural Development Officer, Liza-Mare Syron at Arts NSW is available to provide advice to potential applicants and can be contacted by: Email on [email_address] Telephone Freecall 1800 358 594 (within NSW), 02 9228 5533 (outside NSW) , National Relay Service (NRS) 133 677.
  • Arts NSW staff are available to provide advice to potential applicants on: interpreting the Arts Funding Program Guidelines; and the types of activities that are relevant to each of the funding categories.     Arts NSW staff are not able to provide advice that may be perceived as giving an unfair advantage to one applicant over another. Arts NSW staff will be available to assist Assessment Panels by providing evidence-based advice e.g. funding history of applicants and arts sector issues. Some senior members of the Department may also sit on a number of assessment panels.
  • Most applications are assessed by panels consisting of independent peers. Peers are people with appropriate industry expertise such as a professional association with the arts or a specific artform – they are people with the knowledge and experience to make an informed assessment of an application. Sometimes Arts NSW staff are also on assessment panels. The assessment process :  Applications are submitted to Arts NSW on the due date. Straight away, the applications are processed. Once ready, copies of the applications and support material are sent to the members of the assessment panel. Each panel member scores all applications against the assessment criteria. Arts NSW collates the scores from all panel members for the panel to review at the assessment meeting. At the assessment meeting, the panel discusses each application and agrees on a final score. The panel then makes a recommendation as to whether funding should be awarded to an application. The panel’s recommendations are reviewed by Arts NSW and then sent to the Minister for the Arts for approval. At the end of the process, applicants are advised in writing if they have been successful or not. Applicants can get feedback from Arts NSW staff on their application.
  • Each application is assessed against 5 common selection criteria. Merit This criteria is about the merit of the program or project. The panel are scoring as to whether the activity is well planned and of high artistic quality. Audience development &amp; participation The panel are scoring as to whether the applicant has strategies in place to engage people in the arts. The panel would consider: Does the applicant have an understanding of the needs and expectations of the audience? Do they have strategies in place to increase participation by people who are not engaged in the arts? Are they using new approaches to engage the public? If the activity has no immediate audience, are there future strategies to bring the work to an audience e.g. performance, exhibition? Do they have appropriate measures in place to assess their success, and make changes for the future? Benefits This criteria is what benefits the activity will bring – to the applicant and the arts sector in NSW. The panel consider whether the activity: supports the development of a vibrant arts and cultural sector in NSW improves the capacity and sustainability of the arts industry provides opportunities for access to arts and cultural activities (as creators, participants and audiences) for Aboriginal, CALD, young people, people with a disability etc [THIS LINKS BACK TO THE POLICY DIRECTIONS] Capacity This criteria is about the individual / organisation’s capacity to deliver the activity. The panel would look at: Whether the applicant has the experience to deliver the activity effectively? Whether the artists, artsworkers and board are appropriate to the activity and organisation? Does the applicant has a history of appropriate financial management? (E.g. satisfactory acquittals). If it is a new organisation, they would look for evidence that the organisation is able to manage finances. Budget The panel would assess whether the budget: demonstrates appropriate use of public funds is cost effective has enough detail is realistic and achievable includes provisions of insurance and other liabilities Each criteria receives equal weighting.
  • Arts NSW staff are available to provide advice to potential applicants on: interpreting the Arts Funding Program Guidelines; and the types of activities that are relevant to each of the funding categories.     Arts NSW staff are not able to provide advice that may be perceived as giving an unfair advantage to one applicant over another. Arts NSW staff assist Assessment Panels by providing evidence-based advice e.g. funding history of applicants and arts sector issues. Some senior members of the Department may also sit on a number of assessment panels.
  • Arts NSW's business planning and grant application writing tips

    1. 1. TOP TIPS – BUSINESS PLANNING AND FUNDING APPLICATIONS ARTS NSW
    2. 2. BUSINESS PLANNING <ul><li>“ The more uncertain and shifting the environment becomes the more important it is for arts organisations to have a clear sense of purpose: to think and act strategically… That does not mean detailed and inflexible long-term plans. Nor should it be a licence for navel gazing… An organisation that lacks an animating sense of purpose risks being pushed and pulled in many directions… </li></ul><ul><li>Arts organisations operate in increasingly crowded and competitive markets, with multiple partners, with different goals and performance measures, mixing commerce and cultural creativity. In such a fluid environment, stability does not come from structure but from having an enduring sense of purpose.” 1 </li></ul><ul><li>1 Arts organisations in the 21st century: ten challenges; Charles Leadbeater, Arts Council of England 2005 </li></ul>
    3. 3. Core components <ul><li>Purpose (or Mission) (1/2 page) </li></ul><ul><li>Executive Summary (less than 1 page) </li></ul><ul><li>Context (3-4 pages) </li></ul><ul><li>Goals and KPI’s (Key Performance Indicators) (1-2 pages) </li></ul><ul><li>Strategies (2 pages including Goals/Strategy Matrix) </li></ul><ul><li>Artistic Plan /Program Plan (3 pages) </li></ul><ul><li>Marketing Plan (2-3 pages) </li></ul><ul><li>Financial Plan (1-2 pages) </li></ul><ul><li>Management Plan (2-3 pages): Organisational Structure, Governance, Succession Plan, Risk Management </li></ul>
    4. 4. Purpose (or Mission) <ul><li>Your purpose must answer the question: why does our organisation exist? </li></ul><ul><li>It should be inspiring </li></ul><ul><li>It should guide your organisation and set boundaries to minimise “mission drift” </li></ul>
    5. 5. Executive Summary <ul><li>The executive summary should be less than one page and cover the key messages of your plan. </li></ul><ul><li>It is generally the last thing you write and should encapsulate and distil the strategic direction of the document i.e. </li></ul><ul><li>where you want to go (your artistic rationale) </li></ul><ul><li>the context you are in </li></ul><ul><li>where you eventually want to get </li></ul><ul><li>how you aim to get there </li></ul><ul><li>how far down the track you hope to be in 3 years time </li></ul>
    6. 6. Context <ul><li>This section will summarise the strategic issues facing the organisation having assessed the internal and external environment to identify the organisation’s strengths and weaknesses, opportunities and challenges </li></ul><ul><li>Are there any other external (artistic, political, economic, social, technological) issues which you need to take into consideration? </li></ul><ul><li>What are the issues that underpin your artistic rationale and choices? </li></ul>
    7. 7. Context - History <ul><li>This should be a brief overview summarising </li></ul><ul><li>when your organisation was set up </li></ul><ul><li>for what reason </li></ul><ul><li>the impact of significant achievements, events and milestones that your organisation instigated or reacted to over the years - events which are influencing your strategic direction </li></ul>
    8. 8. Context - Internal situation <ul><li>This should be a short but comprehensive evaluation of your organisation </li></ul><ul><li>It should highlight strengths while acknowledging weaknesses </li></ul>
    9. 9. Context - External situation <ul><li>This may be one to two paragraphs on your external situation as it is now </li></ul><ul><li>Consider who are your local, national and international peers against whom you benchmark your organisation? </li></ul><ul><li>Who are your stakeholders? </li></ul>
    10. 10. Context - Markets 1 <ul><li>A market is any broad collection of people who might have an interest in exchanging something, coming into contact or engaging with your organisation </li></ul><ul><li>These may include artists, visitors, ticket buyers, workshop participants, clients, referrals, members, volunteers, funding bodies, sponsors and philanthropists </li></ul><ul><li>For each market segment your analysis should identify what the segment wants from the organisation (needs met and benefits) and what the organisation can offer each segment to meet those needs </li></ul>
    11. 11. Context - Markets 2 <ul><li>Define your current markets This should be based on any research or facts. </li></ul><ul><li>Describe your market segments in terms of the key common factors that bind each group (e.g. young adults who respond to the latest trends in new media). </li></ul><ul><li>Consider who creates your support base? What other markets are strategically important to you? If you have segmented your markets, include a summary of your analysis </li></ul><ul><li>Clarify what you offer your markets </li></ul>
    12. 12. Context - Competition <ul><li>In not-for-profit arts organisations, competition can be thought of as anything that inhibits or stops an organisation from achieving its goals </li></ul><ul><li>What are the competitors for each market segment? What is the competitor’s offer or services, and what is the impact on the organisation and how will the organisation respond? </li></ul><ul><li>Consider who, or what else, competes for your markets’ time, attention, interest and money </li></ul>
    13. 13. Goals <ul><li>Goals should describe the impact you want (where you want to be). Clearly articulated and measurable goal statements will make it easier to establish priorities and KPI’s within your plan </li></ul><ul><li>A good way to think of goals is to express them starting with “be” or “have” </li></ul><ul><li>Your plan will usually have no more than six goals and each should consist of one specific, clear and tangible objective </li></ul><ul><li>Goals should be &quot; SMARTER “ </li></ul>
    14. 14. Key Performance Indicators <ul><li>If you measure it, it will happen. If it's important, you can almost always find a way to measure it </li></ul><ul><li>KPI’s demonstrate how well your organisation is progressing towards achieving its Goals: both measuring success and operating as warning signals. </li></ul><ul><li>Each goal can have one KPI or more </li></ul>
    15. 15. Sample goal and KPI with targets
    16. 16. Strategies <ul><li>Strategies are the 10 or so major initiatives you will undertake to achieve your goals </li></ul><ul><li>Include the key activities that will enable your organisation to implement each strategy </li></ul>
    17. 17. Strategies - suggested format
    18. 18. Artistic Program/Plan <ul><li>Your artistic (or program) plan contains three main components: </li></ul><ul><li>· a statement about the artistic rationale which underpins your artistic choices </li></ul><ul><li>· an overview of the program for each year of the business plan (exhibitions, tours, special projects, residencies, performances, creative developments, workshops, commissions, publications etc) </li></ul><ul><li>· ways to measure artistic vibrancy, including a model for self-evaluation. </li></ul>
    19. 19. Marketing Plan <ul><li>Provide a multi-year plan of the marketing goals and strategies that you intend to use to achieve your KPIs. </li></ul><ul><li>Your marketing plan should demonstrate: </li></ul><ul><li>· an understanding of target markets (current and potential); </li></ul><ul><li>· the responsiveness of programming to target markets and segments; and </li></ul><ul><li>· evidence of market research. </li></ul><ul><li>If applicable, you may need to develop separate action plans for marketing communications or promotion, sponsorship and philanthropy. </li></ul>
    20. 20. Financial Plan <ul><li>The financial plan provides further details of how you are going to implement your financial strategies that underpin your artistic vision. It should include: </li></ul><ul><li>· an assessment of your organisation's current financial situation (where are we now) </li></ul><ul><li>· a set of financial goals, complete with strategies and KPIs (how do we get there) </li></ul><ul><li>· a vision of the financial situation at the end of the period covered by the business plan (where do we want to be) </li></ul><ul><li>You should provide a financial forecast for each year covered by the business plan. </li></ul>
    21. 21. Management Plan <ul><li>Organisational Structure </li></ul><ul><li>Role of the Board (where applicable) and Governance </li></ul><ul><li>Succession Plan </li></ul><ul><li>Risk Management Plan </li></ul><ul><li>Any ancillary plans - including disability, equal employment opportunities, cultural diversity and indigenous participation and access. </li></ul>
    22. 22. ARTS NSW – arts funding program <ul><li>NSW Government’s arts policy and funding body </li></ul><ul><li>Role of Arts NSW: </li></ul><ul><ul><li>funding NSW artists and arts & cultural organisations </li></ul></ul><ul><ul><li>promoting arts and culture </li></ul></ul><ul><ul><li>providing advice to the sector and government </li></ul></ul><ul><ul><li>working with NSW cultural institutions </li></ul></ul><ul><ul><li>managing property </li></ul></ul>ARTS NSW
    23. 23. Ministry of Tourism, Major Events and Arts <ul><ul><ul><li>Minister: The Hon. George Souris , Minister for Tourism, Major Events, </li></ul></ul></ul><ul><ul><ul><li>Hospitality & Racing, Minister for the Arts </li></ul></ul></ul><ul><li>Director General: Mark Paterson AO, Department of Trade & Investment, </li></ul><ul><li>Regional Infrastructure & Services </li></ul><ul><li>Ministry of Tourism, Major Events and Arts </li></ul><ul><ul><ul><li>Arts NSW </li></ul></ul></ul><ul><ul><ul><li>Destination NSW </li></ul></ul></ul><ul><ul><ul><li>Art Gallery of NSW </li></ul></ul></ul><ul><ul><ul><li>Australian Museum </li></ul></ul></ul><ul><ul><ul><li>Sydney Opera House </li></ul></ul></ul><ul><ul><ul><li>Powerhouse Museum </li></ul></ul></ul><ul><ul><ul><li>Screen NSW </li></ul></ul></ul><ul><ul><ul><li>State Library </li></ul></ul></ul><ul><ul><ul><li>OLGR (Office of Liquor, Gaming and Racing) </li></ul></ul></ul><ul><ul><ul><li>CLAGCA (Casino, Liquor and Gaming Control Authority). </li></ul></ul></ul>ARTS NSW
    24. 24. ARTS FUNDING PROGRAM <ul><li>Funding to support NSW artists and arts and cultural organisations </li></ul><ul><li>Funding is available: </li></ul><ul><ul><li>for organisations and individuals </li></ul></ul><ul><ul><li>for all artforms </li></ul></ul><ul><ul><li>across all of NSW </li></ul></ul><ul><li>Competitive application-based process </li></ul><ul><li>2012 AFP is for activity taking place between January -December 2012. </li></ul>ARTS NSW
    25. 25. POLICY DIRECTIONS <ul><ul><li>The Arts Funding Program seeks to promote: </li></ul></ul><ul><ul><li>A creative and diverse arts and cultural sector </li></ul></ul><ul><ul><li>Improved industry capacity & sustainability </li></ul></ul><ul><ul><li>Increased access to arts and cultural activities </li></ul></ul><ul><ul><li>Audience development and participation </li></ul></ul>ARTS NSW
    26. 26. TYPES OF FUNDING <ul><li>There are 4 main types of funding: </li></ul><ul><ul><li>Program Funding </li></ul></ul><ul><ul><li>Project Funding </li></ul></ul><ul><ul><li>ConnectEd Arts - Residencies </li></ul></ul><ul><ul><li>Fellowships, Scholarships and Awards </li></ul></ul>ARTS NSW
    27. 27. PROGRAM FUNDING <ul><ul><li>Annual Program Funding </li></ul></ul><ul><ul><li>Triennial Program Funding </li></ul></ul><ul><ul><li>Negotiated Program Funding </li></ul></ul>
    28. 28. PROJECT FUNDING <ul><ul><li>Capital </li></ul></ul><ul><ul><li>Creation and/or Presentation </li></ul></ul><ul><ul><li>Performing Arts Touring </li></ul></ul><ul><ul><li>Strategic Industry Development </li></ul></ul><ul><ul><li>ConnectEd Arts </li></ul></ul><ul><ul><li>Quick Response </li></ul></ul><ul><ul><li>Regional Conservatorium </li></ul></ul><ul><ul><li>Screen Audience Development </li></ul></ul>
    29. 29. ABORIGINAL ARTS AND CULTURAL STRATEGY <ul><li>Aims to improve support for NSW Aboriginal artists and arts organisations </li></ul><ul><li>Applications for funding with an Aboriginal arts and cultural focus must meet the objectives of the strategy: </li></ul><ul><ul><li>Direction 1: Artists </li></ul></ul><ul><ul><li>Direction 2: Visibility </li></ul></ul><ul><ul><li>Direction 3: Community </li></ul></ul><ul><ul><li>Direction 4: Jobs </li></ul></ul><ul><ul><li>Brook Andrew, Biennale of Sydney </li></ul></ul><ul><ul><li>N.B. NSW Aboriginal arts and culture is a priority under Strategic Industry Development. </li></ul></ul>
    30. 30. APPLICATION FORMS <ul><li>Available 6 weeks before the relevant closing date. </li></ul><ul><li>There is a separate form for each type of funding. </li></ul><ul><li>Delivery plans are a key part of many of the forms. </li></ul><ul><li>Forms are available as interactive PDFs. (MAC users remember to download Adobe Reader) </li></ul><ul><li>Many are also available on our new online application system: http://apply.arts.nsw.gov.au </li></ul>
    31. 31. ASSESSMENT PROCESS <ul><ul><li>Applications submitted </li></ul></ul><ul><ul><li>Applications sent to assessment panel </li></ul></ul><ul><ul><li>Individual scoring by panel </li></ul></ul><ul><ul><li>Final scoring and funding recommendations </li></ul></ul><ul><ul><li>Recommendations go to Minister for approval </li></ul></ul><ul><ul><li>Applicants receive advice </li></ul></ul>
    32. 32. ASSESSMENT CRITERIA <ul><ul><li>All applications are assessed against 5 criteria: </li></ul></ul><ul><ul><ul><ul><ul><li>Merit </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Audience development & participation </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Benefits </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Capacity </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Budget </li></ul></ul></ul></ul></ul><ul><ul><li>Each criteria is equally weighted. </li></ul></ul>
    33. 33. Assessment panels <ul><li>Who assesses your application? </li></ul><ul><li>Funding applications are assessed by a panel consisting of independent peers with appropriate industry expertise </li></ul><ul><li>Peers are people with a professional association with the arts or a specific artform who have the knowledge and/or experience to make a fair and informed assessment of a funding application </li></ul><ul><li>Applications are not assessed by artform </li></ul>
    34. 34. ROLE OF ARTS NSW STAFF <ul><li>Providing advice to potential applicants on: </li></ul><ul><ul><li>interpreting the guidelines </li></ul></ul><ul><ul><li>types of activities relevant to each category </li></ul></ul><ul><li>Providing advice to assessment panels </li></ul>
    35. 35. WRITING APPLICATIONS <ul><li>Never assume an assessment panel knows you or your work </li></ul><ul><li>Always use plain English </li></ul><ul><li>Give as much detail as possible </li></ul><ul><li>Provide appropriate support material </li></ul><ul><li>Test the online application form before you start </li></ul><ul><li>Check the closing date </li></ul><ul><li>Talk to the funding staff </li></ul><ul><li>Make sure you apply! </li></ul>
    36. 36. BUDGETS <ul><li>Ensure your budget is correct and reflects the activity </li></ul><ul><li>Ensure your budget is realistic </li></ul><ul><li>Show funding from other sources </li></ul><ul><li>Payment of fees and salaries to artists and employees should be consistent with industry standards </li></ul><ul><li>Budgets should be commensurate with the type and scale of the program </li></ul><ul><li>Give as much detail as possible – don’t use ‘ other ’ as a descriptor </li></ul><ul><li>Provide explanatory notes to the budget </li></ul>
    37. 37. FOR MORE INFORMATION <ul><li>Website – www.arts.nsw.gov.au </li></ul><ul><ul><li>Guidelines and application forms </li></ul></ul><ul><ul><li>Aboriginal Arts and Cultural Strategy </li></ul></ul><ul><ul><li>Aboriginal Arts and Cultural Protocols </li></ul></ul><ul><ul><li>Glossary and Explanatory Notes </li></ul></ul><ul><ul><li>Check the Arts NSW website for FAQs and latest news </li></ul></ul><ul><ul><li>  List of past grant recipients </li></ul></ul><ul><ul><li>Sample delivery plans </li></ul></ul><ul><li>Arts NSW staff – </li></ul><ul><ul><li> 02 9228 5533 </li></ul></ul><ul><ul><li> [email_address] </li></ul></ul>
    38. 38. More details <ul><li>Grainne Brunsdon, Manager Arts Funding </li></ul><ul><li>[email_address] </li></ul><ul><li>9228 4743 </li></ul><ul><li>Gabrielle Eade, Senior Contracts Officer </li></ul><ul><li>[email_address] </li></ul><ul><li>9228 5430 </li></ul>

    ×