This document provides guidance on business planning and funding applications for arts organizations in New South Wales, Australia. It outlines the key components of a successful business plan, including an executive summary, context, goals, strategies, and financial, artistic, marketing, and management plans. It also describes Arts NSW, the primary funding body, and the types of funding available, application process and assessment criteria. Business plans should demonstrate an organization's purpose, strengths, opportunities and plans to achieve measurable goals that benefit audiences and the sector.
The document provides an overview of training on building a business plan, with a focus on social business plans. It discusses the objectives of the training, which are to understand the differences between business plans, project proposals, and social business plans. It also reviews how to understand the basic parts of a business plan step-by-step. The document then outlines the key sections of a business plan, including the business description, market analysis, operations plan, financial management, and appendix. It emphasizes that the financial plan is the primary evaluating tool, and stresses the importance of making conservative financial projections with defendable assumptions.
The document discusses a program called Artist Inc. that aims to help artists develop business skills and a strategic plan for pursuing art as a financially viable career. The program covers topics like strategic planning, marketing, finances, legal issues, and technology needs of artists. Artists who participate will gain knowledge of resources, learn how to develop a strategic plan and long-term network, and leave with a completed artist business plan. The program emphasizes the business and financial aspects of being an artist.
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The document outlines key points about securing funding for projects through various funding bodies. It discusses designing projects to match funding criteria, finding the right funding bodies, and writing strong applications that clearly address the fund's aims and criteria. Attendees are guided to develop project ideas and plans, seek support, and learn assessment processes so applications have the best chance of success. Exercises help applicants practice designing projects and identifying suitable funding programs.
The document provides guidelines for planning a series of art exhibitions in China and Milan in 2022. It outlines key considerations for defining exhibition objectives, organizing committees, conducting market research, developing exhibition programs, marketing strategies, operational planning, evaluation, and management reviews. Checklists are provided to ensure all tasks are addressed for successful strategic planning and delivery of the exhibition series.
The document summarizes the key discussion points from an arts summit about creating a regional cultural plan. It identifies stakeholders to involve from diverse arts organizations, communities, businesses, governments, and education. It discusses creating a plan with clear goals and timeline, identifying leadership and a representative steering committee. The plan would create a unified cultural identity, foster connections and partnerships between arts and other groups, and ensure transparency and accountability through leadership and reporting of goals.
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This document provides an overview of strategic marketing planning and the marketing planning process. It discusses defining marketing and strategy, and outlines a basic strategic management cycle of defining purpose and aims, establishing decision-making mechanisms, implementing decisions, and reviewing results. The document also discusses the benefits of marketing planning, including clarifying organizational aims and objectives. It provides a typical format for a marketing plan, including sections on objectives, market background, SWOT analysis, marketing strategy, marketing mix, sales forecasts, and control/evaluation.
The document provides an overview of training on building a business plan, with a focus on social business plans. It discusses the objectives of the training, which are to understand the differences between business plans, project proposals, and social business plans. It also reviews how to understand the basic parts of a business plan step-by-step. The document then outlines the key sections of a business plan, including the business description, market analysis, operations plan, financial management, and appendix. It emphasizes that the financial plan is the primary evaluating tool, and stresses the importance of making conservative financial projections with defendable assumptions.
The document discusses a program called Artist Inc. that aims to help artists develop business skills and a strategic plan for pursuing art as a financially viable career. The program covers topics like strategic planning, marketing, finances, legal issues, and technology needs of artists. Artists who participate will gain knowledge of resources, learn how to develop a strategic plan and long-term network, and leave with a completed artist business plan. The program emphasizes the business and financial aspects of being an artist.
This document provides guidance on developing a business development plan (BDP). It outlines the key components of a BDP including an introduction, production plan, management plan, environmental analysis, marketing plan, financial projections, assumptions, and conclusion. The introduction section describes the business, objectives, strategy, and uniqueness. The production plan outlines equipment, materials, and production processes. The management plan details the organizational structure and human resources. The environmental analysis evaluates strengths, weaknesses, opportunities, and threats. The financial projections include investment needs, sales forecasts, costs, cash flows, and profitability analysis. The conclusion states whether the project is technically and financially viable. The document emphasizes the importance of a well-researched, comprehensive BDP.
Chaptr 12 meeting, convention and event managementBean Malicse
The document defines MICE tourism as meetings, incentives, conventions, and exhibitions tourism. It describes the various types of meetings like lectures, seminars, conferences, and workshops. Expositions and conventions bring larger groups together, while incentives are for employee rewards. Meeting planners are responsible for venue selection, catering, production, transportation, lodging, and conference services to plan events. Convention and visitor bureaus promote local conventions and tourism. A career in event planning requires skills in organization, project management, communication, and budgeting.
The document outlines key points about securing funding for projects through various funding bodies. It discusses designing projects to match funding criteria, finding the right funding bodies, and writing strong applications that clearly address the fund's aims and criteria. Attendees are guided to develop project ideas and plans, seek support, and learn assessment processes so applications have the best chance of success. Exercises help applicants practice designing projects and identifying suitable funding programs.
The document provides guidelines for planning a series of art exhibitions in China and Milan in 2022. It outlines key considerations for defining exhibition objectives, organizing committees, conducting market research, developing exhibition programs, marketing strategies, operational planning, evaluation, and management reviews. Checklists are provided to ensure all tasks are addressed for successful strategic planning and delivery of the exhibition series.
The document summarizes the key discussion points from an arts summit about creating a regional cultural plan. It identifies stakeholders to involve from diverse arts organizations, communities, businesses, governments, and education. It discusses creating a plan with clear goals and timeline, identifying leadership and a representative steering committee. The plan would create a unified cultural identity, foster connections and partnerships between arts and other groups, and ensure transparency and accountability through leadership and reporting of goals.
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An event can be a public gathering for celebration, education, marketing or reunion. Events are classified by size, type and context. Event management includes planning, marketing, producing and evaluating events and can be used as a powerful promotional tool. The purposes of events include marketing, rewarding employees, team building, introducing strategies, addressing competition and launching or building brand awareness.
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This document provides guidance for event organizers on creating an event business plan. It recommends including sections on event background and history, an overview of plans for the current year, a development plan for future years, event requirements, a marketing and communications plan, and financial projections. The business plan helps communicate the event's vision and strategy, illustrate its viability, help secure funding, and measure success. It should demonstrate that the event is financially achievable without being overly complex.
The document provides an overview of Artist Trust, a nonprofit organization that supports individual artists in Washington State through various grant programs. It outlines the common components of grant applications, including application forms, letters of interest, budgets, work samples, and descriptions. Key details are provided about Artist Trust's Grants for Artist Projects (GAP) program, including eligibility requirements, selection criteria, and examples of funded art projects.
.The Outline is due Sunday Night…..Submit an outline of yo.docxmercysuttle
.
Solve each equation.
1) -7(3n - 7) = -8(2n - 6) + 6
2) -2n +
5 n = -
3
5
18
Solve each inequality, write its solution set in interval notation, and graph the solution set on a number line.
3) 3(1 + 5m) > -(5 - 7m) - 8
4) -
1 x -
3
3 > - 65
2 24
Solve each compound inequality, write its solution set in interval notation, and graph the solution set on a number line.
5) -17 £ 4m + 7 £ -9 6) -3 < - 5 x £ 7
6 6
Write the standard form of the equation of the line described.
7) through: (-3, 2), perpendicular to y = 6 x + 4
5
Rewrite the equation in slope-intercept form and then use the slope and y-intercept to sketch a graph of the line with the given equation.
8) 5x - 2 y = -6
Worksheet by Kuta Software LLC
Show all work as you solve the linear modeling problem below.
9) There were 6205 CVS stores in the US in 2006 and 7380 CVS stores in the US in 2011. Write a linear equation in slope-intercept form that models this growth. Let x stand for the number of years after 2006 and let y = the number of CVS stores in the US.
Simplify. Your answer should contain only positive exponents.
10) 3x4 × 4 y3 × 3 y4
11) -
4 x 4 y 0 × 2 x 3 y -4
3x-1 y3
12) (3x2 y-1)3 13) (-2b4)2 × -2a-3b5
Perform the indicated operation and simplify.
14) (2x2 - 5x3 - 7x) - (x2 + 4x3 - 3x)
Multiply as indicated and simplify.
15) (3x - 7)(3x2 - 5x - 4)
Solve the equation by factoring.
16) 4v2 + 35 = 33v
Solve the equation by completing the square.
17) k2 + 4k - 62 = -6
Kuta Software LLC
Solve the equation by use of the quadratic formula.
18) 5m2 - 2m = 9
State the excluded values for the following expression. Then simplify the expression.
(
2
)19) x - 12 x + 35
x2 - 3x - 28
Solve the equation and show the check of the potential answer(s). If any answers are excluded values, state this on your answer sheet.
20) 1 = 6 - 1
b - 2
b2 - 8b + 12
Simplify the radical expressions.
21) 150x4 y2 z3 22) ( 3 + 2 2 )(2 3 - 3 2 )
Solve the equation and show the check of the potential answer(s). If any answers are extraneous solutions, state this on your answer sheet.
23) n = 3 + 25 - 6n
Show all work as you solve the following problems and write complete answers, including appropriate units.
24) A diesel train left Seoul and traveled toward the outer-most station at an average speed of 30 km/h. A freight train left four hours later and traveled in the same direction but with an average speed of 40 km/h. Find the number of hours the diesel train traveled before the freight train caught up.
25) Rebecca put $39,000 in an education account ...
Can Systems Evaluation Be Simple and Elegant?TCC Group
Media serves two roles in communities, providing direct impact on viewers and indirect impact through partnerships. Such endeavors (and their evaluations) can be highly complex. This deck, presented at the AEA 2015 Evaluation Conference, shares key activities and methods, prioritization and timing of measurements, opportunities and pitfalls, and of course, how to effectively "toot your horn" with stakeholders.
The document discusses the entrepreneurial dimension of cultural and creative industries (CCIs), particularly small and medium enterprises (SMEs). It defines CCIs as industries that produce and distribute goods/services conveying cultural expressions. CCIs include film, music, performing arts, visual arts. Creative industries use culture as an input for functional outputs like architecture, advertising, design. The document examines CCIs through an entrepreneurial lens, discussing SME characteristics, challenges like access to financing, and recommendations to better support CCIs through skills/career development and targeted funding.
This document summarizes an agenda for a business planning session hosted by the Wharton Small Business Development Center. The agenda includes reviewing homework from the previous session, finalizing the business plan, finding expert advisory boards, and accessing additional resources from the SBDC. Participants will work on bringing all parts of their business plan together and discuss next steps for completing and using their plan.
This document discusses four methods for measuring the economic benefits of arts and culture organizations: economic impact assessment, economic footprint analysis, contingent valuation, and social return on investment. It provides an overview of each method and guidance on which may be most appropriate based on an organization's goals, resources, and characteristics. Economic impact assessment measures direct, indirect, and induced economic impacts through spending, while the other methods aim to assign monetary values to wider social and cultural benefits.
This document provides guidance on strategic planning, grant writing, and summarizing a proposal for a nonprofit organization called CASA that aims to promote permanency planning for children. It discusses assessing an organization's long and short-term goals, staffing needs, and developing a concise grant proposal that establishes need, goals, methods, budget, and evaluation plan for a project in 3 pages or less.
The document provides guidance on developing a business plan. It discusses key components of a business plan including an executive summary, introduction, product/service description, industry and market analysis, marketing plan, operational plan, organizational plan, and financial plan. The introduction should present the business concept, opportunity, industry, target market, key people involved, and financial requirements. The marketing and operational plans should address the 4 P's and 4 M's respectively. The financial plan shows funding needs and projections. Appendices include additional supporting documents.
The document provides guidance on developing a business plan. It discusses key components of a business plan including an executive summary, introduction, product/service description, industry and market analysis, marketing plan, operational plan, organizational plan, and financial plan. The introduction should present the business concept, opportunity, industry, target market, key people involved, and financial requirements. The industry and market analysis sections involve researching the relevant industry and target market. The marketing plan outlines how to reach and retain customers. The operational plan details how the business will function. The financial plan shows funding needs and projections. Developing a comprehensive business plan can help in planning, financing, operating, and selling a new business idea.
The document discusses several topics related to museum administration and funding, including:
1. Sources of funding for museums can include public funds, sales of goods/services, grants, contributions, and investments. Funding sources have been shifting with public funds declining as a proportion of income.
2. Organizational worth can be determined by reviewing financial documents like the balance sheet which shows assets and liabilities.
3. Annual budgets can be planned through incremental or zero-based budgeting. The process involves estimating costs, comparing to available funds, and implementing the approved budget.
4. Income and expenditures are managed through cash or accrual accounting systems with regular financial reporting and controls.
This document summarizes discussions from a regional arts summit about creating a cultural plan for the Kansas City region. Key points included:
- Identifying stakeholders from across geographic areas, demographics, and arts/non-arts sectors to provide input
- Creating clear and achievable short- and long-term goals for the plan over a 2-5 year timeline
- Establishing leadership structures like a small steering committee and larger subcommittees to guide the process
- Developing strategies to foster collaboration between arts organizations, partnerships with businesses, and cultural opportunities for all residents
- Ensuring transparency and accountability in both celebrating successes and addressing challenges along the way
Cirque du Soleil is considering expanding into Asian markets like China through touring shows, limited-run shows, resident shows, and partnering to develop resorts. A resort in Shanghai is recommended to diversify revenue and tap new opportunities in emerging Asian markets with strong economic growth and an increasing affluent population. Financial projections estimate the Shanghai resort partnership could generate over $100 million in annual profit within 5 years.
26744270 Amcv2220 Joint Proposal With Globe LetterheadRashida Amahtullah
This document provides guidance on strategic planning, writing short and full grant proposals, and evaluating grant writing success. It discusses identifying organizational goals, assessing staff and board strengths, documenting community needs, outlining project methods and budgets, and evaluating project impact. The document aims to help organizations strengthen grant applications by developing strategic plans and addressing common proposal elements.
I Got the Job! Five Tips for Developing a Killer ResumePenny McKinlay
This document provides 5 tips for developing an effective resume: 1) Show your abilities through keywords and concrete examples of your skills and strengths; 2) Use action verbs and provide specific examples of your achievements; 3) Tailor your resume to the specific job description using the employer's terminology; 4) Stand out from other applicants by including recommendations, changing the resume format, or creating a portfolio; 5) Pay close attention to formatting, spelling, grammar and consistency. An appendix provides a list of common resume keywords organized by skill area.
This document provides information about investment promotion strategies for local governments. It discusses preparing investment briefs and guides to attract investors to priority projects. The objectives are to learn about investment promotion and select appropriate policies to market, attract, retain and expand investments. It outlines gathering data on assets, priority sectors, and target markets. It also describes identifying projects for packaging, and preparing briefs that include a project title, location, description, proponent details, costs, and financing options. The goal is to create a positive image to raise awareness among investors and encourage existing businesses to maintain and expand.
Margaret Thompson, Community Heritage Grants, National Library of AustraliaMuseums & Galleries NSW
Margaret Thompson has worked at the National Library of Australia since 2005 as part time Assistant to the Community Heritage Grants program, assisting the Coordinator in the administration of the program. Prior to that she has had a career as a Librarian, both at the NLA and various government, special and public libraries in Canberra and interstate.
Community Heritage Grants
The Community Heritage Grants program is a federally funded annual program, administered by the National Library of Australia, which provides grants of up to $15,000 to assist in the preservation of Australian cultural heritage collections of national significance.
Not-for-profit community organisations, such as historical societies, regional museums, galleries and Indigenous and migrant groups, are eligible to apply. Applications for 2017 have now closed, but will re-open again next year in March 2018. This presentation will provide further information for potential applicants on the wide range of eligible projects, tips on preparing your application, and how to navigate the online application process.
Andrew Trump Heritage Project Officer NSW Office of Environment & Heritage.Museums & Galleries NSW
Andrew Trump has worked as an arts manager (New England Theatre Company, Q Theatre), an events and celebrations manager (Australia Day Council of NSW, NSW Centenary of Federation Committee), and a local government cultural planner (Gold Coast City Council). He is currently responsible for the design, development, implementation and management of a new three year grants program, part of the Heritage Near Me initiative of the NSW Office of Environment and Heritage.
Heritage Near Me Program
The Heritage Near Me incentives program is part of an initiative announced by the then-Minister for Heritage in 2015. Heritage Near Me is an innovative new program that empowers NSW communities to protect, share and celebrate their local heritage. The program has three funding streams: Local Heritage Green Energy Grants; Local Heritage Activation Grants; and, Local Heritage Strategic Projects. This talk will outline the applicant guidelines for each stream, the current priorities for funding, and provide examples of recent successful applicants.
For more information: http://www.environment.nsw.gov.au/Heritage/heritage-support.htm
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The document discusses program logic modeling and its application to evaluating grant funding for Barbados' Cultural Action Fund. A logic model depicts the components, activities, target groups, and short and long-term outcomes of a program. It helps communicate the program's goals and rationale, and identifies key evaluation questions. The Cultural Action Fund logic model outlines the program's inputs, activities, outputs, and outcomes, with the goal of developing entrepreneurs in cultural industries to increase national economic activity.
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This document outlines a marketing research group project for students to conduct for the Pittsburgh Cultural Trust. The goal is to help the Trust target younger donors aged 25-45 and identify how to attract this demographic. Students will use secondary research tools to analyze the target market and make recommendations, including developing and distributing an online survey. Key deliverables are a 15-minute presentation of recommendations to the Trust and a written report following the marketing research process discussed in class. The project aims to provide strategic recommendations to help the Trust attract more young donors.
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.The Outline is due Sunday Night…..Submit an outline of yo.docxmercysuttle
.
Solve each equation.
1) -7(3n - 7) = -8(2n - 6) + 6
2) -2n +
5 n = -
3
5
18
Solve each inequality, write its solution set in interval notation, and graph the solution set on a number line.
3) 3(1 + 5m) > -(5 - 7m) - 8
4) -
1 x -
3
3 > - 65
2 24
Solve each compound inequality, write its solution set in interval notation, and graph the solution set on a number line.
5) -17 £ 4m + 7 £ -9 6) -3 < - 5 x £ 7
6 6
Write the standard form of the equation of the line described.
7) through: (-3, 2), perpendicular to y = 6 x + 4
5
Rewrite the equation in slope-intercept form and then use the slope and y-intercept to sketch a graph of the line with the given equation.
8) 5x - 2 y = -6
Worksheet by Kuta Software LLC
Show all work as you solve the linear modeling problem below.
9) There were 6205 CVS stores in the US in 2006 and 7380 CVS stores in the US in 2011. Write a linear equation in slope-intercept form that models this growth. Let x stand for the number of years after 2006 and let y = the number of CVS stores in the US.
Simplify. Your answer should contain only positive exponents.
10) 3x4 × 4 y3 × 3 y4
11) -
4 x 4 y 0 × 2 x 3 y -4
3x-1 y3
12) (3x2 y-1)3 13) (-2b4)2 × -2a-3b5
Perform the indicated operation and simplify.
14) (2x2 - 5x3 - 7x) - (x2 + 4x3 - 3x)
Multiply as indicated and simplify.
15) (3x - 7)(3x2 - 5x - 4)
Solve the equation by factoring.
16) 4v2 + 35 = 33v
Solve the equation by completing the square.
17) k2 + 4k - 62 = -6
Kuta Software LLC
Solve the equation by use of the quadratic formula.
18) 5m2 - 2m = 9
State the excluded values for the following expression. Then simplify the expression.
(
2
)19) x - 12 x + 35
x2 - 3x - 28
Solve the equation and show the check of the potential answer(s). If any answers are excluded values, state this on your answer sheet.
20) 1 = 6 - 1
b - 2
b2 - 8b + 12
Simplify the radical expressions.
21) 150x4 y2 z3 22) ( 3 + 2 2 )(2 3 - 3 2 )
Solve the equation and show the check of the potential answer(s). If any answers are extraneous solutions, state this on your answer sheet.
23) n = 3 + 25 - 6n
Show all work as you solve the following problems and write complete answers, including appropriate units.
24) A diesel train left Seoul and traveled toward the outer-most station at an average speed of 30 km/h. A freight train left four hours later and traveled in the same direction but with an average speed of 40 km/h. Find the number of hours the diesel train traveled before the freight train caught up.
25) Rebecca put $39,000 in an education account ...
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Media serves two roles in communities, providing direct impact on viewers and indirect impact through partnerships. Such endeavors (and their evaluations) can be highly complex. This deck, presented at the AEA 2015 Evaluation Conference, shares key activities and methods, prioritization and timing of measurements, opportunities and pitfalls, and of course, how to effectively "toot your horn" with stakeholders.
The document discusses the entrepreneurial dimension of cultural and creative industries (CCIs), particularly small and medium enterprises (SMEs). It defines CCIs as industries that produce and distribute goods/services conveying cultural expressions. CCIs include film, music, performing arts, visual arts. Creative industries use culture as an input for functional outputs like architecture, advertising, design. The document examines CCIs through an entrepreneurial lens, discussing SME characteristics, challenges like access to financing, and recommendations to better support CCIs through skills/career development and targeted funding.
This document summarizes an agenda for a business planning session hosted by the Wharton Small Business Development Center. The agenda includes reviewing homework from the previous session, finalizing the business plan, finding expert advisory boards, and accessing additional resources from the SBDC. Participants will work on bringing all parts of their business plan together and discuss next steps for completing and using their plan.
This document discusses four methods for measuring the economic benefits of arts and culture organizations: economic impact assessment, economic footprint analysis, contingent valuation, and social return on investment. It provides an overview of each method and guidance on which may be most appropriate based on an organization's goals, resources, and characteristics. Economic impact assessment measures direct, indirect, and induced economic impacts through spending, while the other methods aim to assign monetary values to wider social and cultural benefits.
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The document provides guidance on developing a business plan. It discusses key components of a business plan including an executive summary, introduction, product/service description, industry and market analysis, marketing plan, operational plan, organizational plan, and financial plan. The introduction should present the business concept, opportunity, industry, target market, key people involved, and financial requirements. The industry and market analysis sections involve researching the relevant industry and target market. The marketing plan outlines how to reach and retain customers. The operational plan details how the business will function. The financial plan shows funding needs and projections. Developing a comprehensive business plan can help in planning, financing, operating, and selling a new business idea.
The document discusses several topics related to museum administration and funding, including:
1. Sources of funding for museums can include public funds, sales of goods/services, grants, contributions, and investments. Funding sources have been shifting with public funds declining as a proportion of income.
2. Organizational worth can be determined by reviewing financial documents like the balance sheet which shows assets and liabilities.
3. Annual budgets can be planned through incremental or zero-based budgeting. The process involves estimating costs, comparing to available funds, and implementing the approved budget.
4. Income and expenditures are managed through cash or accrual accounting systems with regular financial reporting and controls.
This document summarizes discussions from a regional arts summit about creating a cultural plan for the Kansas City region. Key points included:
- Identifying stakeholders from across geographic areas, demographics, and arts/non-arts sectors to provide input
- Creating clear and achievable short- and long-term goals for the plan over a 2-5 year timeline
- Establishing leadership structures like a small steering committee and larger subcommittees to guide the process
- Developing strategies to foster collaboration between arts organizations, partnerships with businesses, and cultural opportunities for all residents
- Ensuring transparency and accountability in both celebrating successes and addressing challenges along the way
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This document provides information about investment promotion strategies for local governments. It discusses preparing investment briefs and guides to attract investors to priority projects. The objectives are to learn about investment promotion and select appropriate policies to market, attract, retain and expand investments. It outlines gathering data on assets, priority sectors, and target markets. It also describes identifying projects for packaging, and preparing briefs that include a project title, location, description, proponent details, costs, and financing options. The goal is to create a positive image to raise awareness among investors and encourage existing businesses to maintain and expand.
Similar to Arts NSW's business planning and grant application writing tips (20)
Margaret Thompson, Community Heritage Grants, National Library of AustraliaMuseums & Galleries NSW
Margaret Thompson has worked at the National Library of Australia since 2005 as part time Assistant to the Community Heritage Grants program, assisting the Coordinator in the administration of the program. Prior to that she has had a career as a Librarian, both at the NLA and various government, special and public libraries in Canberra and interstate.
Community Heritage Grants
The Community Heritage Grants program is a federally funded annual program, administered by the National Library of Australia, which provides grants of up to $15,000 to assist in the preservation of Australian cultural heritage collections of national significance.
Not-for-profit community organisations, such as historical societies, regional museums, galleries and Indigenous and migrant groups, are eligible to apply. Applications for 2017 have now closed, but will re-open again next year in March 2018. This presentation will provide further information for potential applicants on the wide range of eligible projects, tips on preparing your application, and how to navigate the online application process.
Andrew Trump Heritage Project Officer NSW Office of Environment & Heritage.Museums & Galleries NSW
Andrew Trump has worked as an arts manager (New England Theatre Company, Q Theatre), an events and celebrations manager (Australia Day Council of NSW, NSW Centenary of Federation Committee), and a local government cultural planner (Gold Coast City Council). He is currently responsible for the design, development, implementation and management of a new three year grants program, part of the Heritage Near Me initiative of the NSW Office of Environment and Heritage.
Heritage Near Me Program
The Heritage Near Me incentives program is part of an initiative announced by the then-Minister for Heritage in 2015. Heritage Near Me is an innovative new program that empowers NSW communities to protect, share and celebrate their local heritage. The program has three funding streams: Local Heritage Green Energy Grants; Local Heritage Activation Grants; and, Local Heritage Strategic Projects. This talk will outline the applicant guidelines for each stream, the current priorities for funding, and provide examples of recent successful applicants.
For more information: http://www.environment.nsw.gov.au/Heritage/heritage-support.htm
As Manager for Inspiring Australia (NSW), Jackie finds interesting and creative ways to bring scientists together with community members through collaborative projects. She develops partnerships between community organisations, the cultural sector and research institutions to promote the relevance of science and innovation to everyday life and was instrumental in establishing Sydney Science Festival.
Inspiring Australia
Inspiring Australia is the national strategy for community engagement with science, technology, engineering and math’s – the STEM disciplines. The initiative offers many funding streams of interest to the museums and galleries sector and also connects STEM stakeholders in with other sources of support in order to reach a broad audience. Jackie Randles will give an overview of current and upcoming STEM funding opportunities.
This document provides information about various grant programs administered by Museums & Galleries of NSW (M&G NSW) for museums and galleries in NSW. It outlines funding available for volunteer museum grants including Leg Up Grants up to $500, Small Grants up to $2000, Skills Initiative Grants up to $4000 and Project Development Grants from $2500 to $7500. Eligibility requirements and examples of previously funded projects are provided for each grant type. Additional programs described include the Building Improvement Program, Audience Development Fund, and Dobell Exhibition Grant. Application tips and contacts for further information are included.
Successfully obtaining funds for your museum or gallery requires knowledge and creativity. Access to Funding is a workshop delivering specialist knowledge to make accessing funds a reality.
Margaret Thompson, Community Heritage Grants, National Library of AustraliaMuseums & Galleries NSW
The document provides information about Community Heritage Grants, which are cash grants of up to $15,000 available to assist not-for-profit organizations in preserving and providing access to nationally significant heritage collections. Eligible projects include conducting significance assessments, preservation needs assessments, and conservation activities. The application process and assessment criteria are outlined, with examples provided of funded projects involving collections management, digitization, rehousing, and training.
Successfully obtaining funds for your museum or gallery requires knowledge and creativity. Access to Funding is a workshop delivering specialist knowledge to make accessing funds a reality.
Successfully obtaining funds for your museum or gallery requires knowledge and creativity. Access to Funding is a workshop delivering specialist knowledge to make accessing funds a reality.
Successfully obtaining funds for your museum or gallery requires knowledge and creativity. Access to Funding is a workshop delivering specialist knowledge to make accessing funds a reality.
Keynote Address: Ray Christison, President, The City of Greater Lithgow Minin...Museums & Galleries NSW
Successfully obtaining funds for your museum or gallery requires knowledge and creativity. Access to Funding is a workshop delivering specialist knowledge to make accessing funds a reality.
Ambitiously the $10.5 million MAMA has been constructed to be the Murray region’s most significant contemporary art and cultural destination. In the short 5 months since opening, over 55,000 people have visited MAMA, with attendance consistently five times more visitors per day now than had been recorded within the old facility. The type of visitor has also changed, with a consistent equal split between women, men and children, completely different from the previous gallery visitor. This presentation outlines what has worked and what hasn’t, and how we are reaffirming Albury as a cultural destination and MAMA as unexpected, unique, exciting and fun.
This document outlines initiatives from the NSW Government's 10-year arts and cultural policy framework called Create in NSW. It provides funding and professional development opportunities for artists in regional NSW, including 100 Young Regional Artist Scholarships over 4 years and Regional Arts Fellowships. It also discusses support for the regional galleries network and partnerships between state cultural institutions and regional organizations.
Sally Watterson - Amalgamations, Proclamations…. Innovations – Arts and Cultu...Museums & Galleries NSW
LGNSW is the peak industry association that represents the interests of all 152 NSW councils, 12 special purpose councils and the NSW Aboriginal Land Council. In January 2016 the NSW Minister for Local Government commenced 35 council merger proposals, involving 75 local government areas. This
paper will address the local government reform package, LGNSW’s position and recent research into arts and culture service provision that all raise issues around how regional and public cultural institutions can position themselves in a dynamic environment.
Kristina Tito - Developing Arts and Disability Practice in the Regions!Museums & Galleries NSW
This document provides information about Accessible Arts, an organization that aims to promote excellence in arts and disability practice. It discusses Accessible Arts' vision, mission, and strategic objectives of facilitating best practices. It also highlights some examples of current partnerships and programs between arts organizations and disability communities, and emphasizes the importance of ethical relationships and disability-led practices. The document concludes by listing additional resources provided by Accessible Arts.
Literature indicates that a high proportion of change initiatives are unsuccessful. This is often because change is embarked upon with great enthusiasm but tails off because of time pressures on leaders, resistance by employees or stakeholders, and leaders losing sight of the original vision. Management theory and coaching models provide invaluable help in planning and managing change yet are rarely consistently used. Louise will talk about; the most effective ways leaders can plan and implement change, managing the emotional impact of change, and working with people to help them be more resilient and accepting of changes.
The AGNSW has a record of strong engagement with regional SW. However more can be done to enhance and extend our relationship with regional partners and audiences. In support of the NSW government Create in NSW policy, AGNSW have developed a Regional & Western Sydney Engagement Plan. This ambitious plan was informed by regional engagement forums held across the state with significant contributions from partners in regional galleries. This presentation will share key themes that emerged through consultation, the Gallery’s engagement strategy towards 2021 and case studies of hugely successful projects such as Art Pathways and the Home Aboriginal Art project.
This document discusses cultural tourism and art gallery tourists. It defines cultural tourism as visiting activities like museums, galleries, festivals or experiencing Aboriginal culture during a trip. Cultural tourists seek new knowledge and experiences. There are different segments of cultural tourists from those on a road trip to serious art enthusiasts. Art galleries attract tourists seeking social experiences or to learn about exhibits. Cultural tourism generates economic benefits through visitor spending and jobs. Regional art galleries are popular destinations but compete in a busy cultural tourism market. More research is needed to understand tourist decision making and how social media impacts cultural tourism.
Brett Adlington - Rethinking scale: the continued push for a new gallery for ...Museums & Galleries NSW
This document discusses the history of planning for a redevelopment of the Lismore Regional Gallery since 1999. It outlines various plans that have been developed over the years including business plans, concept master plans, and architectural plans for a new facility called the Margaret Olley Arts Centre from 2007-2010. The proposed redevelopment would greatly expand exhibition space, include a dedicated permanent collection gallery, event space, and artist studio. It is estimated to have significant economic benefits by increasing visitation and jobs. The project budget and various funding sources are outlined.
Troy Green and Susi Muddiman - The impact of Tweed Regional Gallery’s Margare...Museums & Galleries NSW
In 2015 the Tweed Regional Gallery Foundation Ltd commissioned a Visitor Research Report which highlighted the Gallery’s potential economic impact and provided a demographic snapshot of its visitors. The Margaret Olley Art Centre has been a success since opening in March 2014, significantly increasing the number of visitors to 122,746 in its first full year of operation. Importantly, three quarters of these visitors were from outside the Tweed Shire, contributing a conservative $7.38M to the Tweed economy.
This document provides an overview of how to use Twitter, including what Twitter is, how to create an account, how to follow others and participate in conversations, how to structure tweets within the 140 character limit, how to use hashtags and handles, and basic etiquette for interacting with others on Twitter. Key aspects covered include how to retweet, reply, and favorite other tweets as well as best practices for engagement.
AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
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Tired of chasing down expiring contracts and drowning in paperwork? Mastering contract management can significantly enhance your business efficiency and productivity. This guide unveils expert secrets to streamline your contract management process. Learn how to save time, minimize risk, and achieve effortless contract management.
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
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'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 & Investment, Regional Infrastructure & 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 & Cabinet Treasury Attorney General & Justice Education & Communities Family & Community Services Finance & Services Health Trade & Investment, Regional Infrastructure & 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 & 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 & 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.