the king south east - jalal nono (the reading strategies book TXT) 📗
- Author: jalal nono
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Ideally, your plan should contain Strategies to:
Address any issues identified with the Context section (Consider if there any gaps in your organisation’s skill set);
Recruit or develop Board members and staff with any new skills and expertise required to achieve your Goals;
Ensure that your Board has the necessary marketing, legal, financial, fundraising, business, government and community relations skills and expertise;
Ensure a regular turnover of Board members (Longstanding Boards can stagnate even though their corporate knowledge may seem invaluable – times, contexts and environments change, and personnel need to change with them); and
Minimise the disruption caused by the sudden or planned departure of key Board members and staff.
It maybe valuable to encourage Aboriginal and Torres Strait Islander employment within your organisation, or to support existing Aboriginal and Torres Strait Islander employees to develop relevant skills that allow them to contribute to the Goals and build successful long-term careers within the organisation/industry.
Risk Management PlanIdentify the major obstacles to achieving your business plan and Goals (not risks to your organisation as such). Consider what could go wrong and whether you are making assumptions that could be proven to be incorrect.
Provide a comprehensive plan that demonstrates:
probability of all potential risks;
impact of all potential risks; and
Strategies to mitigate potential risks.
As a guide, some risks to consider include:
Environmental/external risks (that is, beyond the control of your organisation) – consider whether any of your income sources have the potential to be affected by significant economic changes. Think about whether your funding likely to be affected by changes in government or government policy.
Financial risks – consider whether your organisation can afford the Goals and/or Strategies and look at your organisation’s level of exposure or financial commitment.
Marketing and reputation risks – consider whether your organisation has adequate safeguards in place to monitor impacts on credibility and maintain positive stakeholder relationships.
Management risks – consider whether your organisation has the expertise to manage new strategies and what would happen if key people left your organisation.
Operational risks – consider whether your organisation can implement the changes in the business plan.
Sample Business Plan ComponentsFigure : Sample Goals and Strategies matrix
StrategiesGoals
Nationally recognised exhibitions of innovative visual art & interdisciplinary art forms
More people experience and, understand the value of contemporary art
Diversified income streams to ensure financial sustainability
Organisational processes continue to enhance Purpose
Present 12 exhibitions per annum with an emphasis on the development and presentation of new work
YESYES
Produce and distribute high quality publications
YES
YES
Review communications strategy
YES
YES
YES
YES
Develop fundraising strategy
YES
YES
Develop secondary schools program
YES
Review operational systems and policies
YES
YES
Recruit marketing and financial expertise on the Board
YES
YES
YES
YES
Figure : Sample Goal and KPI set
Annual Targets
Current Situation
2008
2009
2010
More people experience and understand the value of contemporary art
Increase attendances by 10% each year
40K
44K
48K
53K
Biennial audience survey demonstrating 80% of participants have increased understanding
Survey in August
Survey in August
Publication sales and circulation grows by 10% each year
5K
5.5K
6K
6.7K
Diversified income streams to ensure financial sustainability
Increase earned income from 20% to 25% of total income by third year
$160K
$173K
$199K
$226K
Generate at least a 2% surplus each year
$16K
$16.5K
$17K
$18K
Figure : Suggested format for Strategies
ResponsibilityPresent 12 exhibitions per annum with an emphasis on the development and presentation of new work
See Artistic Program
1
Major exhibitions May, August, November.
Curator
Produce and distribute high quality publications
Produce exhibition catalogues of a high quality per annum, three full colour, bound, minimum 48 page, publications published
2
May, August and November each year
Publications Manager with support from Designer and Curator
Produce one artist monograph per annum
3
August each year
Curator with support from Designer and Publications Manager
Produce one theoretical text every two years
3
Dec 2008 and Dec 2010
Curator with support from Designer and Publications Manager
Create a new national distribution network
2
Mar 2008 and distribution completed within three weeks of publication
Publications Manager with support from Gallery Assistant
Review communications strategy
See Marketing Plan
1
June 2008
CEO
Figure : Suggested financial forecast template
Year 1
Year 2
Year 3
Income
Grants
Australia Council Recurrent
Australia Council Other
State Arts Recurrent
State Arts Other
Other Grants
Total Grant Income
Earned Income
Sponsorships, Donations, Fundraising
Sundry (Other Earned) Income
Income Total
Expenditure
Fees paid to artists/creative personnel
Other Salaries and Wages
Total Salaries, Wages and Fees
Production/Program/Direct Costs
Marketing and Promotion
Administration Overheads
Expenditure Total
Surplus/Deficit
Reserves
Figure : Suggested format for Board information
Name of Director or Committee Member (list all members)
Special Responsibilities, Qualifications and Experience
Years on Board
Terms Ends
Person A
Special responsibilities: Chairperson
5
2008
Person B
Special responsibilities: Company Secretary
3
2009
Person C
Special responsibilities: Treasurer, Convenor, Finance Committee
3
2009
What the organisation gives to, or creates for, people. Expand, restate or refer to the relevant contextual analysis already provided in your business plan.
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