Ausdance planning QUT April 2012

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Undergrads have been briefed on what a strategic plan is prior to this one hour talk.

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  • QB annual plan shows clear structured plan Melbourne Arts shows clear understanding of the true needs of artists and the community; as big as BCC’s but much more accessible and inclusive. PH Museum – a well written planMBC the public version of the larger document – for stakeholders eg parentsUQ diagrammatic version – many people engage visually including potential investorsBCC 2026 complex and enormous…DET demonstrates how to illustrates alignment with gov’t objectives
  • Why do a plan? To make life much easier for everyone.Direction / Cohesion - Group activity of any sort is easier when all the objectives are agreed and the expectations of how to get there are agreed and then there are people assigned tasks and an agreed time to meet up and check to see if things are finished/getting done.Stability – where you have funders and members, people counting on your product/output, you can remain stable when you deliver what you agree to do. Key Performance Indicators (KPIs) are a way of keeping on track and satisfying those you are responsible to.Elimination – a chance to get rid of things that are no longer aligning you with your audience / funders / members
  • Take as long as possible.. Rush and you will find yourself repeating the process too soon.Form a picture slowly, don’t assume everyone will give you the same attention and be as informed as everyone else.Lots and lots of prep is needed. Severalprior opportunities to give lead up info so people get informed of issues, ideas, stats gradually..Ausdance Qld board were given data etc at 5 progressive board meetings in 2011 as we progressed toward 2012 planning session.
  • Really important stuff can take very little time if everyone is on the same page as you go into the meeting.
  • In just 20 minutes, we were clear on the first point and knew from that where our focus areas were.In this meeting we decided that as we were clear on the SWOT info generally from previous discussion at board meetings, we moved straight to Why (purpose) what we could do realistically and we talk a bit about how NOTE SWOT can take a whole day if you let it.. Or it can be done progressively prior, informally.NOTE This is an organisation with 20 years behind it, the board members have been on for between 2 months and 8 years.This is not for a start up.
  • This purpose was discussed as a general ‘what do we do for whom with what resource’ as we identified the focus areas and as we went through brainstorming. The actual wording was done later. DON’T GET STUCK IN TRYING TO PERFECT THE WORDING OF IT. You can have a go at emailing a good idea of it around and get feedback at the next meeting or just via email.
  • Massive input from the board meeting – which was sorted into these headings post meeting (3 slides). We left the financial stability discussion for a focus meeting with the treasurer later.
  • Keep it simpleSee handout example strat plan
  • If you are gov’t funded they will be tracking you too, if not you will need to make time to stop and check inDon’t beat yourself upAlways write reports after events – even a dot point one-pager with a database
  • Ausdance planning QUT April 2012

    1. 1. Ann McLeanExecutive Directorwww.ausdanceqld.org.au@ausdanceqld@thelmascooterPrevious responsibilities:Manager Strategic Planningwww.topologymusic.com QUT April 2012Marketing Coordinatorwww.flyingarts.org.au 50 mins: 10 slidesCoordinator and ‘Zine AD + 3 for example contentYogurt: Youth Culture + one hand outConnect Youth Enterprise
    2. 2. Strategic PlanningExamplesPurposePreparationProcedureStrategic PlansImplementation
    3. 3. Examples• Queensland Ballet• Melbourne Arts• Powerhouse Museum• Moreton Bay College• UQ• BCC 2026• Dept. Education and Training
    4. 4. Purpose CohesionElimination Stability Direction external internal
    5. 5. Ausdance Planning Prep HistoricalResearch the Resources vs Surveys, meetings Stakeholder successes and Future visioning sector needs and interviews discussions failures
    6. 6. Procedure• All participants, Board, AD – group prepared• Facilitator nominated & resourced – Purpose, model, focus areas (20 mins) – Brainstorming and collation (2.5 hours) Post meeting – Sifting and prioritising (up to 2 days) – Aligning  PLAN MADE for approval (1 week)
    7. 7. KEY DISCUSSION• Ausdance Qld – Is not a conventional service organization? – Is an artist development model?  NEW PLAN• The best investment required in Dance is in • Resources • Producers • Capacity building• Ausdance Qld will continue to engage with Political leaders, potential funders.. QB, EDC, QUT, Ed Qld, NARPACA, Brisbane Powerhouse, QTC, JWCoCA, Artslink..
    8. 8. PURPOSE• ADVOCACY• MAKING• CAREERS• STABILITYAusdance Queensland advocates for and directly supports the making of independent dance and career pathways for dancers.
    9. 9. Advocacy• Policy & Govt Initiatives• Playing Australia fund for dance as genre• Contribute to Dance Action Plan• Work with Arts QLD to stream funding into key development areas• Funding agencies to establish programs/initiative that support sector better• Dance industry mapping project/s•• Partnerships• Approach the big guns to hit Advocacy, Making and Career Pathway: Arts Council,• QB, EDC, QUT, QLD Ed, NARPACA, Venues, QTC, LaBoite• Liaise with industry leaders to identify gaps in education and ongoing training• Work with Major companies to fulfill KPI of supporting independents• Touring partnerships – Indie dance makers tour with a big company• Libraries and Councils – local/state• Work with QUT creative industries + QUT dance• QB/QUT/EDC: Call for one night/week to offer a studio for free• Incentives for venues to provide space in-kind for creative development/WIP• MOUS between dance educators• Set up sector think tanks – education presentation etc Information Platform• Connecting private studies to indie dance• Promotion MEAA Dancer Award – teaching fees• Promote and Market Dance – word of mouth, publicity, networks Value of your practice – producing + Art• Promote dance to the audience = career• Talk to potential givers to dance Membership value - what you get - what• Advocate for ‘ex-company’ dancers in key roles as advisors you contribute• Promote case studies of dance in QLD Dance forums• Use the board
    10. 10. Making• and libraries – existing possible support• Spaces • Touring models and options – info and how to• Choreographer in residence – AQ funded • Professional development workshops• Artist run studio space • Provide connections between various resources relevant to• Season of works (across venues?) dedicated to dance. Indi dance – comp & all stuff in between Dance Week on ACID? • Access to experts form other fields (advice/feedback) eg• Amazing warehouse space: performance venue writers, visual artists• Rehearsal • Audience development initiative• Small offices to rent for dance business/collective • ADD relevant and useful content to web site. FAQ’s;• The Dance Hub Contacts• Residencies – branded to imply quality • Establish ‘leg up’ funding initiative• Places to meet, make, discuss, show work in progress • Artists relationship with local businesses• Arrange partnership with venues and major cos to provide • Life after Creative Development space • Resources to go and see work, to know all about the• Encourage partnerships between dance companies and current VOICES in dance Indie artists • Visiting experts to inform and activate artists• Regular meet to share, grieve and celebrate. You are not • alone……. • Audience Development, Sector participation/stewardship• • Ausdance reviews blog – feedback mechanism for dance• Information and Professional Development works• Clinic with reps – producing, tech, funding • Monthly online resource –• Producing skills/labs: Tech shows, auditions, grants, residencies, etc with links can contribute• Networking • Case studies – success stories• Resource kit ‘How to guide’ self-producing templates. Online hardcopy • Platform event for artists – CD, Networking, Discussions• Updated info on WHO can help provide space/resources •• MAP – how to get from point A to B to C • Services of ADQ• Dancer – so your trained, now WHAT? • Facilitate insurance cover for projects• Motivation to Participate • Access to reduced fee physio sessions, massage etc etc• Up-skilling of sector participants in ‘business’ – • 2 hours free advice per year to member then consider grants, career planning payment value after that• Relationship building – artist relationships with councils •
    11. 11. Career Pathways•• Visualising Opportunities • Leading and Connecting• Alternate career outcomes. Not ‘just’ a dancer • Networking – how to make and maintain• Understanding business and markets connections?• Dancer – choreographer – teacher/producer • Connections to producers, musicians, set• Diversity in practice makers, technicians• Understand pros and cons of independent • Mentorships in numerous roles for a wide versus company proactive range of skills – choreographer, dancer, producer• • Mentoring program for junior/emerging artists• Career Progression Resources • Internships in companies• Career transition program/fund •• Dancer – how to get a company job? O/S? • Professional Tools How to do an audition tour?• Awareness of research in this area – Throsby • Maintaining focus and drive after graduating report • Contracts – Experience, what to look for?• Case studies of success stories • Superannuation – planning long term• Supported learning for regional artists – • Health and injury management remote access • Professional development in making dance• Life long learning all stages have training business audiences – connections associated with them• Post grad studies forums
    12. 12. Making sense of itWHY  Purpose / missionWHAT  Goals and actions KPIsWHO  Staff resources tagged to focus areas and actions (HR expertise needs?)WHEN  Delivery of KPIs by when (year)?WHERE  Geo location / external providers?
    13. 13. IMPLEMENTATION• Keep it moving, allocate leaders• Share it – let people know• Engage people – spread the load• Prioritise and review and prioritise• Link all activities to daily tasks
    14. 14. EVALUATION• Set milestones• Use the KPIs as targets• Track how you are going• Learn from past and adjust• Celebrate/Reward milestones

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