16 20 S T RATEGIC V ISION
THE EXECUTIVE
A SUMMARY
Shopfront has been creating socially relevant, youth-led, multi art form work since its inception in 1976. Working primarily in Western and Southern Sydney, and the only organisation of it’s kind in Southern Sydney, Shopfront is a unique resource that’s committed to providing opportunities for young people and early career artists to realise their full creative abilities, and will continue to provide them with the necessary skills to succeed in the creative industries. Shopfront’s impact on art in Australia is the result of 39 years of innovation; a history that has shaped the lives of many young people who have been front and centre of extraordinary, bold creative endeavour, and have gone on to shape the cultural landscape as artists, arts workers and audiences. As Australia’s largest and longest running youth-led arts cooperative, we recognise renewal and innovation to be at the core of ensuring we remain vibrant and relevant within a national and international cultural landscape. The 2016 – 2020 program embodies these ideals of renewal and innovation as we set out to supercharge already successful programs and work with young people with and without disability, young people from culturally diverse backgrounds and those at risk of disengaging from their communities to make exceptional, youth-led art and performance. It will guide and build on Shopfront’s core activities; developing culturally aware young people through multi-disciplinary artforms, enriching the daily lives of all and fostering creative excellence in a national and international sphere, all while laying the foundation for an independently sustainable financial future. Shopfront intends to maintain its position a leader of youth-led practice in Australia, and continue to be internationally recognised for our unique social / cultural hybrid arts model, building on the work that is already being created here and extending our reach nationally and internationally.
This document will outline plans for redefining and improving Shopfront’s infrastructure, sharing it with other creative organisations to provide an opportunity for sustainable future growth, to ensure that we continue to add to the rich and vibrant cultural fabric of the Southern Sydney community and its young people. Shopfront’s strategic vision is built not solely on the foundation of artistic and commercial sensibility. Thoughtful consideration has been given to ensure that the organisational vision and subsequent action plan aligns with the Australia Council for the Arts 2014 – 2019 Strategic Plan; A Culturally Ambitious Nation, and the NSW Government Trade and Investment strategic goals of excellence, access and strength, as outlined in the NSW Arts and Cultural Policy Framework. The financial requirements of the organisation have been critically assessed, and it is clear that investment in the organisation in the medium term will be key to achieving a sustainable independent financial future. To ensure objectives are met, 2016 will be a year of consolidation for Shopfront, with ambitious programming and artistic growth the core focus from 2017 onward. Shopfront is deeply committed to achieving its goals for the community and contributing to a greater vision for its major supporters, including the Australia Council for the Arts.
In our 40th year and onwards, we look forward to delivering a program with a proud place in the Australian arts.
STATEMENT
OF
VISION
THE ARTISTS OF TOMORROW THE YOUNG MAKERS, DREAMERS AND CREATIVE
RIS K TAK E R S OF OUR W O R LD -
HONE THEIR SKILLS TODAY. Shopfront contributes to building a culturally ambitious nation by fostering
We are known and respected for daring, adventurous work developed
culturally aware young people, and the artforms and artists of tomorrow.
through strong partnerships. We have forged a great reputation in youth arts, resulting in high levels of both participation and access.
At Shopfront, everything is created with and by young people. Their imaginations are brought to life as we test and combine forms to create
Our work reflects our community of truly diverse young people, and it is
works that celebrate and challenge our diverse artistic community with
critical that we continue to evolve as our community grows and develops.
socially relevant work. Allowing young people to explore their artistic practice in a safe creative space provides us with the new artforms and artists of tomorrow.
O STATATEMENT OF PURPOSE
Shopfront fosters culturally aware young people, and the art-forms and artists of tomorrow. Shopfront has a role as a key cultural institution and industry leader working with young people, and is committed to maintaining and building on its 40 year history to continue to engage young people in the arts. Shopfront develops young people into artists and creative thinkers. Shopfront exists to nurture the artistic journeys of young people, now and into the future, by: • Maintaining our position as the only youth arts organisation in Southern Sydney • Ensuring our premises and programs are accessible to all young people • Partnering with other organisations locally, nationally, and internationally • Facilitating organisational structures that encourage and promote genuine youth leadership and contribution • Facilitating arts programs that foster true skills development • Encouraging autonomy, faculty and the right to make decisions We exist as the only organisation to provide this important platform in the Southern Sydney area. Our reach extends
beyond this area to connect our young artists locally, nationally and internationally through creative partnerships. We believe that the ability to creatively express leads to a more positive and healthy society, and that creative expression and artistic practice should be open to all young people, not just those with financial or physical means. We don’t believe that one artform is more powerful than any other, and will continue to provide opportunities for young people to explore creative pursuits that are matched to their point of interest or need at that period of their development. Our work reflects our community of truly diverse young people. Shopfront is an organisation with groundbreaking Outreach and Accessibility programs led by specially trained artists. Young people living with disability or who are at risk of disengaging from their communities can utilise art as a
form of expression, confidence building and healing. They have a valid artistic viewpoint and can contribute to the cultural fabric of our society. We develop all creative young people into early career artists by nurturing their skills and by acknowledging artistic expression as valid and important to our society. We are committed to providing opportunities for early career professional artists to realise their full creative abilities, and will provide them with the skills and networks to survive in the creative industries. We work with other professional and youth arts organisations both nationally and internationally to create meaningful partnerships that provide value to our young people, our space and the Australian arts ecology.
STRATEGIC
A GOALS
A 1: GOAL
SHOPFRONT WORKS WITH YOUNG PEOPLE TO CREATE GREAT
ART AND NURTURE THE ARTISTS OF TOMORROW The greater the number of lenses that we’re invited to look through, the better. It’s about being able to see things from a variety of perspectives, and in terms of the artists contributing to the ecology, it’s important that whatever we put on stage is representative of who we are as a culture. Marion Potts, Artistic Director, Malthouse Theatre. Arts Nation: An Overview of Australian Arts - October 2015
We will showcase our artistic identity to diverse audiences and communities, presenting socially engaged and responsive theatre, performance, dance, movement, digital and visual arts driven by the imaginations of young people and facilitated by professional artists. The core of Shopfront’s existence is youth-led artistic exploration, which ultimately leads to artistic excellence. From 2017 onward, ambitious programming will be Shopfront’s core focus to ensure we continue to create great art and strive for artistic growth. We will continue to nurture early career artists, while consolidating our partnerships across the arts, community and cultural sectors.
CHAMPION ALL YOUNG PEOPLE AS ARTISTS WHO CREATE VIBRANT MULTI-ART FORM WORK: Provide opportunities for young people to engage in creative expression Build on existing skills development programs to include production design, playwriting and screen writing. Increase number of skills development focused engagements Continue providing opportunities for presentation of creative work by young people
CONTINUE ENSURING THE VIBRANCY OF OUR ARTISTIC PROCESS AND OUTPUT: Maintain a vibrant core artistic team of diverse practising professional Artists Expand our Artistic team to include an Artistic Associate to lead the Artistic team in the lifetime of this plan Provide skills exchange opportunities for young artists within the organisation Partner with other arts organisations to provide a diverse artistic approach for young people Continue to strengthen quality of existing programs through assessing young people’s evaluation and feedback
NURTURE EARLY CAREER ARTISTS: Provide focused skills development in self-presentation, producing and aesthetic development Facilitate an open early career artists network for sharing practice and on-going support Continue providing opportunities for the presentation of new work and industry exposure
Cultural activity is estimated to make up around 4.0 percent of Australia’s GDP ABS 2014, Australian National Accounts: Cultural and Creative Activity Satellite Accounts, Experimental, 2008–09 (cat. no. 5271.0), 10 February
Through maintaining a vibrant core artistic team of diverse practicing professional artists, we will continue to facilitate skills development and prepare young people for their creative futures. We will apply appropriate resources to evaluate our program, ensuring effectiveness and relevance within the Australian arts ecology. By providing supported creative development opportunities for early career artists, such as the presentation of new work and industry exposure, we will continue to champion artistic vibrancy and contribute towards building our culturally ambitious nation.
The creative industries and creative work in other industries, have emerged as one of Australia’s strongest performers, with employment growing by a steady 2.8 percent a year from 2006 to 2011, 40 percent faster than in the economy as a whole – based on the latest Census data. The growth is attributed largely to the digital revolution, and the rising demand for digital and design services across the whole economy. Creative industries represent 5.3 percent of the national workforce. Shopfront will continue to equip its young people with the skills and assets to gain meaningful employment in the arts and creative industries, and continue to diversify across multi-disciplinary artforms.
A 2: GOAL
SHOPFRONT IS A LEADER IN ACCESS AND ENGAGEMENT
FOR YOUNG PEOPLE IN THE ARTS
Australians born in non-English speaking countries are less likely to creatively participate in the arts or attend arts events (38% and 64%) compared to Australians overall (48% and 71%). Australians with disability are also less likely to attend arts events than all Australians (59% compared to 71%). However, they are now just as likely to creatively engage with the arts. Arts Nation: An Overview of Australian Arts - October 2015
Shopfront is a youth-led cooperative, with its mandate founded on equal access and opportunity for involvement in artistic practice and governance. Shopfront has become a leader in this space over the past 40 years, and it’s critical that the organisation continues to evolve and adapt to maintain its unique position in the Australian arts ecology. South Sydney is a culturally diverse region, with 39% of people in Rockdale LGA coming from countries where English is not their first language. This is 11% higher than the greater Sydney region, and continues to increase over time. Additionally, in 2011 the age group with the highest net migration to Rockdale City was persons aged 18 to 24 years. Shopfront is a key pillar of the South Sydney community and a critical asset in the Australian arts ecology in ensuring equitable access to participation in the arts for all young people.
ENSURE EQUITABLE ACCESS TO PARTICIPATION IN THE ARTS FOR ALL YOUNG PEOPLE: Address the support needs of young people with disability in accessing our programs Address the needs of culturally and linguistically diverse young people, which may present barriers to access or participation Address the needs of young people at risk through tailored programs Provide opportunities for young people experiencing financial hardship to have access to skills development programs Continue developing individual career pathways for young people with support needs toward professional practice Enhance our access evaluation framework to monitor the success of our access and engagement strategies
Shopfront is an organisation with groundbreaking Outreach and Accessibility programs led by specially trained artists. Arts are made accessible to all young people, through acknowledgement of individual support needs. The Outreach program Shopfront delivers is widely regarded as best practice in addressing the needs of culturally and linguistically diverse young people and youth at risk. The program responds directly to the needs of young people, placing arts at the centre of resolving community and youth issues. Our social / cultural hybrid arts model empowers young people at risk to articulate their realities through creative expression, and is unique in Australia. Shopfront’s Outreach program has a long and successful history in both Sydney metropolitan and regional areas alike, with Southern and Western Sydney as key focus areas. As Southern Sydney is the home of Shopfront, and with 47% of Greater Sydney’s population based in Western Sydney, with this
population anticipated to double in the next 20 years, these are areas of major consideration for both the NSW Government and local communities. As outlined in the 2015 NSW Arts and Cultural Policy Framework, there are a number of challenges facing Western Sydney that the creative industries may assist in overcoming. Shopfront will continue to deliver and expand on our Outreach programs in Southern and Western Sydney. Shopfront is currently working with a number of local public schools to deliver a pilot program that addresses the support needs of young people with a disability, with outcomes to inform a large scale, accredited schools program. From 2016 onward, Shopfront’s vision is to develop a NSW Board of Studies accredited program that will be rolled out across the state in selected schools in the following years.
A 3: GOAL
SHOPFRONT HAS THE STRATEGIC RESOURCES TO
ENSURE A STRONG AND VIBRANT FUTURE
To deliver our vision, we require the best people and the most efficient systems to support our plans. Good governance and strong financial management, effective use of resources and innovative means of diversifying our revenue streams support our plans for business agility moving forward. With the right people and the right processes in place, we will be better placed to adapt to emerging trends and market conditions, while remaining focused on delivering our core activities.
ACHIEVE IMPROVED FINANCIAL STABILITY AND GROWTH TO MINIMISE RELIANCE ON GOVERNMENT ASSISTED FUNDING: We will engage business development personnel to ensure that meaningful partnerships are made with like-minded people and organisations, aligning with the vision of the organisation Increase structured sponsorship opportunities Maintain and grow strong cash reserves within the organisation Develop additional earned income and social enterprise strategies
ENSURE THE CONTINUING PROFESSIONAL DEVELOPMENT OF SHOPFRONT STAFF AND BOARD MEMBERS: We will provide opportunities for staff to further develop their practice as artists and cultural facilitators We will provide opportunities for board members to further their skills in organisational governance within an arts context
IMPROVE THE ORGANISATION’S MARKET POSITION WITHIN THE COMMUNITY AND THE WIDER ARTS INDUSTRY: We will engage marketing personnel to ensure clean recognition of brand and artistic product We will develop partnerships with other creative organisations for co-production and presentation We will cement and define Shopfront’s place as an industry leader in Youth Arts and Arts Access
Shopfront will implement new processes to make the organisation increasingly financially stable and independent with a focus on sustainable business practices. Corporate social engagement and philanthropic support will play an integral role in strengthening Shopfront’s future. Professional development of Shopfront staff and Board members is critical to maintaining the organisation’s unique role in the community. We will empower our people to achieve artistic and cultural excellence by giving them a clear and focused purpose, with supporting plans and tools for reflection and evaluation. Wages will be maintained in line with industry standards, and we will continue to leverage the diverse skill sets of our highly engaged staff and Board members.
Shopfront’s processes must be flexible and rigorously tested on a regular basis to ensure that we operate at the centre of an axis of creative excellence, sustainability, community engagement and youth leadership. Shopfront aims to affirm the organisation’s place as an industry leader in youth arts. We will continue to grow existing relationships across our three local Government areas, and develop innovative new relationships with organisations who share aligned objectives. Through partnerships, Shopfront will reinforce its position in the Australian arts ecology as a leader in youth-led artistic excellence.
A 4: GOAL SHOPFRONT IS A HUB OF
ARTS AND CULTURE
IN SOUTHERN SYDNEY Well-designed cultural facilities contribute to an energised public domain and are an essential part of liveable cities and places NSW Arts and Cultural Policy Framework
The revitalisation of Shopfront’s facilities will place it as one of NSW’s premier arts facilities, demonstrating best practice in terms of accessibility and commercial sensibility, while supporting the vision of the creative industries in Australia. Shopfront recognises that 40% of Australia’s creative industries are employed in NSW, and multi-disciplinary spaces are required to continue to train and develop our early career artists and retain NSW’s position as a leader in the creative industries. Initial funds for this work have already been secured and the first stage of works commenced in 2015.
DEVELOP, MAINTAIN AND IMPROVE EXISTING INFRASTRUCTURE: To provide first class equipment and space to the young people who create art within our facility
INVEST IN RE-DEVELOPMENT: The Shopfront facility, to create an iconic arts and culture centre; a key piece of infrastructure for Southern Sydney and its communities
SECURE PARTNERSHIPS: Partnerships with professional arts companies to work with our young artists and to make Southern Sydney their home; incorporating new office spaces for five professional resident companies into the new facility
PROVIDE A PROFESSIONAL AND ARTISTICALLY VIBRANT ENVIRONMENT: For local, national and international artists to make excellent art in collaboration with young people
As an organisation whose mandate prioritises accessibility, Shopfront’s infrastructure development plan will ensure our facilities are accessible to all, and provide a safe and comfortable space for young and early career artists to work. Shopfront will engage site operations personnel to support the requirements of the facility. As a part of the key business development initiatives, Shopfront will extend the current building infrastructure to incorporate new office spaces for five professional resident companies, with project completion due by December 2018. The revitalisation of premises will also include spaces that foster
new artforms, including a wet-room for visual artists and the upgrade of the existing recording studio to be a fully operational creative music space. The revitalisation of Shopfront’s most important commercial asset supports business development initiatives and strengthens the organisation’s position in the Australian art sector. Shopfront’s facilities will be a leading example of design excellence that will strengthen arts and cultural participation in the Southern Sydney area, and attract interstate and international visitation.
A 5: GOAL
SH OPFR ONT H A S A N ENGA GED COMMUNI TY OF
AUDIENCE, SUPPORTERS & PARTICIPANTS Young people are more creatively engaged in the arts than other Australians. ArtFacts, Australia Council for the Arts, 2015
Youth engagement is at the core of Shopfront’s purpose. At Shopfront, all of our creative work is created with and by young people, but youth-led governance is the key defining factor that positions the organisation as unique in the Australian arts ecology. Continuing to build the Voice of Shopfront (VoS) Youth Council as a critical part of cooperative governance and management is at the forefront of the vision. Additionally, the organisation will develop the Friends of Shopfront (FoS) Committee into a strong volunteer support network that serves the needs of our youth led cooperative, while continuing to serve the broader community. In 2015, the organisation refreshed its cooperative strategy with revised rules, continuing to strengthen avenues for our members to have their say. Shopfront has consolidated and contemporised its governance framework to ensure that the organisation upholds its commitment to being a genuinely youth-led artistic organisation, which enriches daily life through equal access and engagement with the arts. In 2014, Shopfront attracted almost 8,000 attendees to its work throughout the year. Engaging with the key markets for the artistic output of Shopfront will continue to build on these figures and engage new audiences.
REVIEW EXISTING MARKETING STRATEGIES: Assess their effectiveness in meeting organisational goals
REINVENT THE SHOPFRONT BRAND: Ensuring clean and up-to date brand recognition in line with our objectives
DEVELOP THE SHOPFRONT AUDIENCE: Creating a loyal membership base and community within the region and the industry
As a key part of the Shopfront 2020 Strategic Vision, Shopfront will maximise participant engagement in the cooperative, through clear and concise communication regarding participation opportunities, the Voice of Shopfront (VoS Youth Council) and Friends of Shopfront (FoS) committee, as well as devising tactical promotional campaigns aimed at maximising sales to ticketed programs and performances. We will continue to grow and develop our audience through creating fully accessible work and ensuring Shopfront membership strategies are aligned
with the organisation’s objectives. Under the guidance of the incoming Marketing Manager, Shopfront will develop a membership model that aims to maximise participation and encourage new audiences to become involved in the organisation at varying tiers of commitment. We will continue to develop relationships with schools and other non-arts youth interfaces to provide arts access that leverages their existing platforms and continues to maximise the reach of the Shopfront brand.
KEY PERFORMANCE
A INDICATORS
GOAL 1: SHOPFRONT WORKS WITH YOUNG PEOPLE TO CREATE GREAT ART AND NURTURE THE ARTISTS OF TOMORROW KPI PRESENT 2016 2017 2018
2019
2020
Art Workshops delivered for young people
41
Maintain
53
58
62
Maintain
Presentation opportunities for the creative work of young people
21
Maintain
25
28
30
Maintain
Supported creative developments and mentorships delivered by early career artists
6
Maintain
12
15
19
Maintain
Presentation opportunities for new work by early career artists
3
Maintain
5
6
8
Maintain
Partnerships with other local, national and internation arts organisation to co-produce work or exchange skills
1
Maintain
2
3
3
Maintain
2019
2020
62
Maintain
GOAL 2: SHOPFRONT IS A LEADER IN ACCESS AND ENGAGEMENT FOR YOUNG PEOPLE IN THE ARTS KPI PRESENT 2016 2017 2018 Delivery of programs specifically tailored for young artists with disability
1
Maintain
53*
58
Informal in-schools pilot program
Work with schools and researchers to develop program
BOS approval completed and program implemented in 1 school
Implementation in 2 schools
Maintain
Implementation in additional 2 schools
Delivery of programs specifically tailored for youth at risk
23
Maintain
24
25
26
Maintain
No. of CALD young people engaged in Shopfront programs
288
Maintain
300
310
330
350
2019
2020 $287k
Development and delivery of Board of Studies approved school-based program for young people with disability
GOAL 3: SHOPFRONT HAS THE STRATEGIC RESOURCES TO ENSURE A STRONG AND VIBRANT FUTURE KPI PRESENT 2016 2017 2018 Philanthropic and fundraising income increased
$75k
$171k
$171k
$171k
$233k
Maintain reserves throughout construction process at minimum 15% and grow reserves year on year following the completion of building works
26%
27%
19%
17%
17%
Increase staff wages in line with industry standards
N/A
New income generating strategic programs developed and delivered
N/A
Opportunities Scoped
2
3
Maintain
5
* This significant jump is due to changes in the structure of our work, to ensure that every program we deliver is designed to suit the support needs of young artists with a disability, making every program accessible.
GOAL 4: SHOPFRONT IS A HUB OF ARTS AND CULTURE IN SOUTHERN SYDNEY KPI PRESENT 2016 2017
2018
2019
2020
500k secured
1m total
1.25m total
Works complete
Project and Tenancy Scope Completed
Expressions of Interest for space completed
5 tenants contracted
5 tenants occupy permanent creative spaces
Maintain
Maintain
Number of external hire days of rehearsal and theatre spaces by external arts organisations
15
15
20
30
40
50
Number of external hire days of rehearsal and theatre spaces by community organisations
5
5
10
15
20
25
2019
2020
"Outstanding finances raised for capital works through partnerships and fundraising Resident company tenants secured for the new facility
GOAL 5: SHOPFRONT HAS AN ENGAGED COMMUNITY OF AUDIENCE, SUPPORTERS & PARTICIPANTS KPI PRESENT 2016 2017 2018 Total number of young people engaged across all Shopfront programs
1794
Maintain
1850
2000
2200
Maintain
Total audience numbers for Shopfront presentations
7773
Maintain
8000
8200
8400
Maintain
0
Maintain
1
2
2
Maintain
329
Maintain
340
360
380
390
4
6
10
15
Maintain
Maintain
Number of new online platforms set up to distribute work of young people as part of specific programs Number of Co-operative members Number of Voice of Shopfront participants attending more than 4 meetings per year
STRATEGIC
CONTEXT A ANALYSIS
ARTISTIC VIBR A NCY REFLECTION
At Shopfront, young people are encouraged to push their creative boundaries, under the tutelage, safety and guidance of practising professional artists. This, in combination with a time-honoured culture of youth-led practice and fostered skills development, is part of what comprises Shopfront’s unique and vibrant aesthetic. We represent the voices that do not readily have access to expression through arts, and therefore have developed specific processes to ensure the genuine, active engagement of young people who may otherwise “fall between the cracks”. Local young people, young people at risk of disengaging from community, and young people with disability and mental health diagnoses, are all acknowledged as artists in our space. The creative contributions of our young people are not only respected, but form the very basis of our work. Our multi-artform approach to making art is another key factor in ensuring our vibrancy. Not only are we able to meet young people at their individual points of artistic need, but we are offering a broad spectrum of means for expression. Combining these multi-artforms in our work, especially in our public presentations, has been fundamental to our style. Shopfront’s
expertise for creating large scale interactive performance events has burgeoned in the last three years, increasing in digital complexity and pushing traditional boundaries of theatre. Projects such as 2014’s Citadel saw up to 100 young people from Southern Sydney create an interactive tour of Hurstville, with the building of a specialist tablet interface, and youth-led responses to place. The Accessibility Program’s 2014 production Out of Line, engaged 30 young people with and without disability in four groups working three days a week for nine months. The resulting performance was a spectacular! And encompassed all of the offerings of the young people involved during the process, in alignment with our commitment that all young people are producers of their “product”.
Pushing boundaries, and challenging perceptions of what is achievable in the arts by young people of all backgrounds, is what Shopfront’s vibrancy is all about.
SECTOR AN A LYSIS
Shopfront is the only arts organisation in the Southern Sydney and Illawarra region dedicated to the artistry of young people - a unique resource. Our work reflects our community of truly diverse young people. Shopfront is an organisation with groundbreaking Outreach & Accessibility programs led by specially trained artists. These programs have been proving their importance within the Australian arts ecology, earning their place at the forefront of this specialist arts field. Shopfront’s Outreach program has been running for over 20 years and Shopfront’s Accessibility program for 6 years.
P E STL
The New South Wales arts landscape holds a national and international reputation for artistic excellence and diverse programming, which will be further reinforced under the NSW Government’s Arts and Cultural Policy Framework over the next ten years. Shopfront maintains excellent relationships with its key stakeholders and the local community. Shopfront continues to work with several important partners including the Australia Council for the Arts, Arts NSW, Local Government Councils, the NSW Department of Family and Community Services and a number of key community organisations.
Shopfront intends to achieve its 2020 Strategic Vision subject to funding certainty. However, we do recognise that current funding uncertainty may have significant impacts on our ability to do so, including on commitment to programming and employment security for existing core staff. Confirmation of approved ArtsNSW funding 2016 – 2018 has provided the beginnings of this certainty.
AUDIENCE AND COMMUNITY RELEV A NCE
Young people are the primary purpose for Shopfront’s existence. Everything is created with and by young people. Their imaginations are brought to life as we combine forms to create works that celebrate and challenge our diverse artistic community. Shopfront’s members are at the core of all Shopfront activities. Shopfront’s primary audience of young people is segmented on a needs and outcomes basis. All young people at Shopfront are connected by the pursuit of art, cultural participation and community, however their personal circumstances and objectives for participation vary widely. The core audience of youth members are;
• YOUNG PEOPLE SEEKING A CAREER AS ARTISTS or who want to learn how to be creative members of society • YOUNG ARTISTS WITH A DISABILITY who are seeking a career as artists or who want to learn how to be creative members of society • YOUNG PEOPLE AT RISK of disengaging from their communities or entering the juvenile justice system • EARLY CAREER ARTISTS looking for somewhere to nurture their practice or to extend their knowledge. Shopfront provides a place for skills development to happen, mentoring for these artists and opportunities to present their work
Shopfront’s unique position in the Australian arts landscape is supported by the fact that it is the only arts organisation in the Southern Sydney and Illawarra region dedicated to the artistry of young people. Additionally, it is a not-for-profit organisation with a focus on multi-disciplinary artforms and practice. Shopfront is a creative playground for early career artists, many of whom will proceed to undertake work within the creative industries and create excellent, vibrant work throughout their artistic careers.
It is this rare social / artistic hybrid model that differentiates Shopfront from other youth arts organisations. The community impact is significant, and the sense of ownership that comes from the partner organisations that Shopfront regularly collaborates with lends the organisation to strong community partnership opportunities. A snapshot of Shopfront’s broader stakeholders include:
• COMMUNITY SERVICES, SCHOOLS AND LOCAL GOVERNMENT, who rely on Shopfront as the only arts and culture organisation in the region to interface with their programs or projects and provide meaningful artistic engagement. • KEY ARTS ORGANISATIONS or venues who want to partner to create youth led work utilising new/fresh art forms. Shopfront collaborates with similar arts and social organisations in co-production to deliver upon its vision. • SMALL TO MEDIUM SIZED ARTS ORGANISATIONS requiring both artistic support, as well as short and long-term venue hire, including rehearsal studios and office / administrative space. • CORE FUNDING BODIES who are committed to youth arts and culture in Australia. • RTO’S AND CORPORATE ORGANISATIONS seeking a professional perspective on arts training or supporting Shopfront through social enterprise opportunities such as AV presentations, cultural training, and production resource engagement. • CORPORATE PARTNERS AND PHILANTHROPISTS committed to social and artistic enterprise and the development of culturally aware young people.
COMPETITOR AN AALYSIS
Given Shopfront’s unique artistic / social hybrid model, and the breadth of art forms utilised in the creation of Shopfront artistic product, there are few comparable organisations that can compete within a similar space. Shopfront’s closest youth arts competitor could be identified as the Australian Theatre for Young People, but the scope of artistic programming cannot be compared, as ATYP’s focus is purely on theatre. PACT could be considered a competitor in the same sphere, however with their focus primarily on early career artists, and primarily in theatre, this too is not an ideal comparison.
Shopfront’s key competitors exist in an international arena, with Graeae in the UK championing the artistic/social hybrid model which Shopfront delivers. Shopfront continues to build international relations and collaborate with these like-minded organisations, with the intention of delivering coproductions and sharing knowledge between organisations in the future. Shopfront’s greatest competitors can largely be identified as social, cultural or political events that impact the arts. Competition regarding spend of discretionary income, perceptions of the arts, accessibility for youth and unemployment levels are the biggest core influences on Shopfront’s Strategic Vision.
SWOT
STRENGTHS
WEAKNESSES Rich and long 40 year history Strong stakeholder relationships Strong community partnerships New 2015 management team Ownership of premises
Premises require significant maintenance Premises require significant capital works Past reliance on government funding Few corporate and philanthropic partnerships
Leverage of ownership of premises Corporate and philanthropic partnerships
Government funding uncertainty Failure to secure capital improvement grant Perception of youth arts within the wider industry
OPPORTUNITIES
With an almost forty-year history supporting its relevance and positioning in the community, Shopfront is a leading example of the intersection of artistic excellence, cultural vibrancy and social responsibility. The four major program streams: Skills Development, Outreach, Accessibility and Emerging Artists, demonstrate a genuinely cooperative arts organisation in practice - one that is founded on the importance of, and potential for, creative expression by young people. Shopfront maintains strong relationships with our key stakeholders and the broader community, including local Government, the Department of Education and other key community organisations. A new management team in 2015, combined with a highly dedicated volunteer Board with diverse areas of expertise, provides the impetus and drive for a renewed commitment
THREATS to achieving Shopfront’s vision within the Australian arts and cultural sector. There are opportunities for Shopfront to strengthen and advance its unique position in the market both nationally and internationally. Thanks to the long-term vision of our earlier members, Shopfront owns our premises, giving us a commercial advantage that is rare in the arts sector. However, the premises have been under-performing with regard to utilisation in previous years. The premises require significant capital works to be undertaken to remain the premier arts and cultural facility of the South Sydney precinct and to meet Shopfront’s long-term commercial sustainability objectives. The revitalisation of Shopfront’s facilities supports all of the goals set out in the 2020 Strategic Plan, from achieving artistic vibrancy and excellence in the practice of its young artists through to ensuring a stronger, more independent future in an
increasingly competitive environment. Should Shopfront not undertake these works, the long term impact is anticipated to be significant. Shopfront has always operated on a lean and robust budget, continually streamlining processes and operations to create efficiencies across the board. However, the cultural environment has changed over the years, and Shopfront recognises the need to diversify and move away from such heavy reliance on Government and arts organisation funding as the core revenue driver in the coming years. It is critical that Shopfront diversifies its revenue streams. Shopfront’s Strategic Vision is aimed at decreasing dependency on Government investment over the coming years, with a focus on business development and marketing initiatives and increasing corporate and philanthropic investment in its activities.
HISTORY AND SUCCESS
E STORI S
Over the last 40 years, Shopfront has served generations of young people, through a locally-focused, ambitious program of stories told by young people, through theatre, digital arts and multi-platform events. ANDREW UPTON current Artistic Director at Sydney Theatre Company, and renowned writer internationally, honed his writing skills over a three year period at Shopfront as a young person, taking part in the Young Playwrights Conference, which at that time was held at Shopfront annually.
PAUL CAPSIS (performer/singer) developed his skills and confidence joining Shopfront at 13 years of age and stayed with the co-operative until he was 22, becoming a leading Australian artist across cabaret, performance and film.
DEBBIE LEE (current Head of ABC Comedy) joined Shopfront as a young person and has gone onto a distinguished career in broadcasting, crucially broadening Australians’ access to new stories told by Indigenous and multicultural communities.
ERIC AVERY, who joined Shopfront when he was 13 years, is now a NAISDA graduate and resident Indigenous Educator, working with mentor, Helen Cameron at the Australian Ballet. Eric continues to work with Shopfront and has passed on the tools of his recent development in movement to current members.
SARAH EMERY, award winning community arts and cultural development leader, joined Shopfront as an emerging artist-in-residence before going on to employment with the co-operative, extending Shopfront’s Outreach program over five years (2009 – 2013) into a wide-reaching, nationally recognised program that increases access to the arts for more young Australians experiencing disadvantage or at-risk of exclusion from economic, social and cultural access.
TREVOR ASHLEY made his big-budget musical theatre debut creating the role of ‘Miss Understanding’ in the world premiere production of Priscilla Queen of The Desert – The Musical, playing over 600 performances in Sydney and Melbourne. He followed this with a string of incredible successes. Before all of that, as a young person, he was at Shopfront for almost 12 years. Trevor is currently playing the coveted role of Monsieur Thenadier to high acclaim in the Australian production of Les Miserables.
THEATRE DOWN IN CARLTON WAS AMAZING. MUM “SHOPFRONT WOULD DROP ME THERE ON A FRIDAY AFTERNOON AND I’D COME HOME ON A SUNDAY NIGHT ALMOST. THERE WAS SO MUCH THERE TO LEARN AND DO. IT GAVE ME AN ENORMOUS AMOUNT OF FREEDOM TO LEARN ALL DIFFERENT FACETS OF THEATRE, WHICH I THINK HAS HELD ME IN GOOD STEAD FOR MY CAREER. SYDNEY MORNING HERALD, 15TH MAY 2015 “SECRET SYDNEY: LES MISERABLES’ TREVOR ASHLEY”
ORGANISATIONAL
SUPPORT
PL A NNING
Shopfront’s organisational planning works alongside our artistic strategy to ensure that we have the resources to support and achieve our artistic vision. We adopt best practice governance and strong financial management to support the achievement of this strategic plan and our artistic and organisational goals. Our strategy hinges on investment in building our organisational capability, especially in business development and marketing, and re-developing Shopfront’s facilities, which will in turn strengthen diversification of our income streams.
PEOPL E AND STRUCTURE
Shopfront is led by our Executive Director / Chief Executive Officer, Daniel Potter, together with our core artistic team, Margot Politis (Accessibility), Hannah Grant (Outreach) and Hannah Strout (Workshops and Early Career). We also engage a range of professional artists to facilitate our workshop program, and employ a qualified book keeper. By 2018, Shopfront will expand our organisational capacity and capability to increase staff salaries in line with industry norms and engage expertise in business development and marketing. We are governed by a diverse volunteer Board currently comprised of seven non-executive Directors:
Elizabeth Hristoforidis (Chairperson), Nadia Lindop (Deputy Chairperson), Glenn Murray (Treasurer), Michael Webb (Secretary), Viv Rosman, Scott Parker, Samantha Crome, and one executive director Daniel Potter (Executive Director / Chief Executive Officer).
SUCCESSION PL A NNING
Shopfront recognises the importance of succession planning and ensuring organisational capacity and capability in all elements of its business, including artistic and management. Our revised Cooperative Rules clearly articulate our primary activities to:
• enable creative expression by young people through providing artistic resources, guidance and a theatre • produce creative works realised by young people, and • provide equitable, inclusive access to all young people to participate in artistic and cultural activity.
This ensures that Shopfront’s legacy in fostering culturally aware young people, and the art-forms and artists of tomorrow is embedded in our past, present and future. Notice periods in our ongoing employment contracts for key personnel promote smooth transition in the need of replacement - both for planned departures, as well as unplanned disruptions or unforeseen changes - as follows: EXECUTIVE DIRECTOR / CHIEF EXECUTIVE OFFICER - our inaugural Executive Director / Chief Executive Officer commenced employment in January 2015 following an organisational re-structure. The core artistic team is intimately involved in shaping
the direction of the cooperative, including having had the opportunity to design and drive the artistic strategy in the 2020 Strategic Vision. One of these team members could potentially step into the role if it were to be vacated pending a formal recruitment process. In addition, with the introduction of business development and marketing expertise, there may be greater scope to ensure adequate succession for this position, and CORE ARTISTIC TEAM - while there is a reasonable risk that one of our core artistic team could leave Shopfront, it would not be impossible to replace them by with one of a range of professional artists who facilitate our workshop program. Shopfront’s emerging artist program and emphasis on skills development promotes the employment of early career artists and arts workers in the creative industries, including at Shopfront in the future.
A PLANS GOVERNANCE AND FINANCIAL
Shopfront is a cooperative registered in New South Wales. In 2015, we revised our rules emphasising our commitment to this organisational structure as a base for realising our youth-led artistic and organisational strategy. We operate within the provisions of our Rules, and in accordance with the Co-operatives (Adoption of National Law) Act 2012 and Co-operatives National Law (NSW) and Co-Operative NSW Regulations 2014, and a best practice governance framework that addresses principles of good governance for not-for-profit organisations enunciated by the Australian Institute of Company Directors, including roles and responsibilities, Board composition, Board effectiveness, financial management, and risk recognition and management.
E AND RESPONSIBILITIES ROLES
To ensure clear delineation between the role of a governing Board and management responsibilities, Shopfront maintains a governance framework, which clearly outlines the responsibilities of Board and staff, as well as cooperative members. In particular, Shopfront’s governance framework outlines the Board’s role in setting the organisation’s strategic direction and vision (and monitoring performance against it), financial and risk management, appointment of Executive Director / Chief Executive Officer (and monitoring of their performance), and legal compliance. It also recognises the Board’s role in driving fundraising and philanthropic support, as well as advocating for Shopfront, promoting the cooperative positively to protect and enhance our image and reputation.
With the introduction of a new organisational structure, and specifically, an Executive Director / Chief Executive Officer position, we are in the process of finalising a Board Charter, supported by delegations and a statement of matters reserved for the Board and for the Executive Director / Chief Executive Officer. This will reinforce the different roles of governing oversight and management with clarity. To inform the Board’s decision-making in the best interests of cooperative members, the Board relies heavily on consultation with the Voice of Shopfront and Friends of Shopfront subcommittees. The Board also relies on the work of an Infrastructure Development Subcommittee and Fundraising Subcommittee to assist it to pursue priorities in these areas. These consultation forums and subcommittees each have their own Board approved Charters and Board representatives report back to each Board meeting where they have met in the intervening period.
BOARD COMPOSITION AND APPOINTM E NT
We are committed to ensuring diversity of composition on the Board, and to adhere to our Board Composition and Diversity Policy. This policy aims to ensure that Board members bring different skills, knowledge and experience, including in: • • • • • • • • •
Leadership, HR and change management finance, accounting and risk management legal and governance work health and safety marketing, sponsorship, fundraising and philanthropy the arts the disability sector education and/or community arts and cultural development cooperative membership representation—both young people over the age of 18, as well as parents/caregivers.
One employee is also able to be a Board director at any time. This is presently our Executive Director / Chief Executive Officer. We appoint new directors through open, transparent recruitment processes or expressions of interest among our cooperative
membership, based on the particular expertise, qualifications and/or experience sought at given times. Advertising on a range of relevant websites (e.g. Australian Institute of Company Directors, Women on Boards, ArtsHub and Creative Foyer) is followed by interviews conducted by a Board appointed selection panel and formal nomination by the Board on the recommendation of the selection panel. Conflicts of interest are declared on appointment to the Board and, at the commencement of each Board meeting as a standing agenda item, there is a call for declaration of additional actual or perceived conflicts of interest. Where conflicts of interest arise, Board members are excused from meetings during relevant discussions. For example, the Executive Director / Chief Executive Officer is excused from Board discussions about their performance or remuneration. Directors are encouraged to pursue professional development, including in directorship. While Shopfront can cover the full or partial cost of such development where budget permits, directors are supported in applying for scholarships where appropriate.
BO A RD EFFECTIVENESS
To promote Board effectiveness, Shopfront strives to ensure that its Board has the appropriate skills, capability and capacity having regard to our primary activity and purpose. Shopfront’s Rules allow for no more than nine directors at one time. Each Director retires every two years under the Rules, in rotation of five and four Directors per year, and is eligible for re-election without nomination at the
relevant Annual General Meeting. This staggered approach ensures that there is an appropriate balance between regular refreshment and replenishment of Board experience and expertise, including of the Board Chairperson, and adequate stability and consistency across decision making so that there is limited disruption to organisational activities.
A FINANCIAL MANAGEMENT
Unless a decision has been made otherwise for a specific strategic reason, Shopfront sets a balanced (or surplus) budget each year approved by the Board each December (Shopfront’s fiscal period is Jan to Dec), and has a track record of managing it effectively over our history through careful monitoring by management, coupled with regular Board consideration at each of its meetings of budget variance against actual income and expenditure (through provision of profit and loss statement, balance sheet, project budgets and cashflow statements by the executive). Mid-year budget reconsideration by the Board allows for re-forecasting if required.
We are also in the process of introducing the reporting of specific financial performance indicators to Board meetings to better assess administrative efficiency (e.g. ratio of administrative expenses to total expenses), program efficiency (e.g. ratio of program expenses to total expenses), fundraising efficiency (e.g. ratio of fundraising expenses to funds obtained as a result), grant efficiency (e.g. ratio of grant submission hours to grants obtained), and general financial performance (e.g. revenue growth).
A TRENDLINE ANALYSIS
This chart shows the projected increase in philanthropic giving, and support from other funding sources in relation to government support. A strong push will be made to increase this support with the engagement of a Business Development Manager in early 2016. Note the slow decrease in government support. Additional significant declines are expected in the years following the completion of this plan.
PLEASE NOTE THAT 2015 FIGURES ARE ESTIMATES ONLY. 2016 – 2020 FIGURES ARE FORECAST ONLY AND DO NOT REPRESENT AN ACTUAL OR NECESSARILY CONFIRMED FUNDING FIGURE
Please note that infrastructure funding (expected 2016) for major capital works has been excluded from these forecasts to ensure integrity of trendlines. Detailed figures of this one off income and associated projections can be found in the 2016 budget document
Government grants steadily decline over the life of this plan. Additional significant declines in reliance on government funding are expected in the years immediately following this plan.
PLEASE NOTE THAT 2015 FIGURES ARE ESTIMATES ONLY. 2016 – 2020 FIGURES ARE FORECAST ONLY AND DO NOT REPRESENT AN ACTUAL OR NECESSARILY CONFIRMED FUNDING FIGURE
Through the engagement of business development and marketing expertise it is expected that we will be able to build stronger relationships with foundations, sponsors and supporters to increase financial support of our programs. Forecast data has been based on information provided by similar organisations and historical Shopfront data.
The significant spike shown in 2016 is attributable to the (anticipated) leveraging of our 40th birthday as a platform for raising funds. We will be making a concerted push for support off the back of these celebrations, and expect Sponsorship to increase as media attention increases during this time.
PLEASE NOTE THAT 2015 FIGURES ARE ESTIMATES ONLY. 2016 – 2020 FIGURES ARE FORECAST ONLY AND DO NOT REPRESENT AN ACTUAL OR NECESSARILY CONFIRMED FUNDING FIGURE
Social Enterprise initiatives for and by young people, along with purely commercial initiatives are expected to provide a significant boost to income over the course of the 2020 strategic plan.
PLEASE NOTE THAT 2015 FIGURES ARE ESTIMATES ONLY. 2016 – 2020 FIGURES ARE FORECAST ONLY AND DO NOT REPRESENT AN ACTUAL OR NECESSARILY CONFIRMED FUNDING FIGURE
A BUDGET FORECAST - 2016 - 2019
ITEM
2016
2017
2018
2019
2020
0
250000
250000
250000
250000
140000
105000
105000
90000
90000
Other Commonwealth Government funding
0
0
0
0
0
Other State or Territory Government funding
62000
62000
62000
72000
72000
Local Government funding
10350
30000
30000
30000
30000
Event income
80153
81550
86760
96100
96100
Other activities and income
15000
35000
66500
93500
93500
Cash sponsorship
34000
15000
20000
20000
20000
In-kind support
10000
10000
10000
10000
10000
Donations
21500
11000
21000
21000
21000
Fundraising
13500
10000
12500
16000
16000
Foundations
198017
150000
200000
250000
250000
$584,520
$759,550
$863,760
$948,600
$948,600
Australia Council Funding Arts NSW Multiyear Funding
TOTAL INCOME
ITEM
2016
2017
2018
2019
2019
Salaries, wages and fees – Performers, artists, artsworkers, creative, technical
323042
336643
360500
378306
378306
Salaries, wages and fees – Management and administrative
154797
172175
196244
244861
244861
Production, exhibition and touring
57189
73192
77522
80000
80000
0
57150
81650
84350
84350
Marketing costs
6700
21840
24340
24340
24340
Infrastructure expenses (Administration costs)
46673
98472
122772
125000
125000
TOTAL EXPENSES
$588,401
$759,472
$863,028
$936,857
$936,857
SURPLUS / DEFICIT
-$3,881.00
$78.00
$732.00
Other programs and expenses
$11,743.00 $11,743.00
THIS FORECAST IS SUBJECT TO CHANGE, BUT FORMS THE BASIS OF THE FINANCIAL MODEL UPON WHICH THIS STRATEGIC PLAN IS BASED
A RISK RECOGNITION AND MANAGEMENT
Shopfront identifies, assesses and manages risks in accordance with the principles and guidelines outlined in International Standard ISO 31000:2009 Risk management - Principles and guidelines as part of our commitment to best practice governance and financial management. As part of our risk management plan, we identify risks, and assess the likelihood of risks eventuating and their impact, or consequence if they do. Based on this analysis, we have identified the following strategic and operational risks that may impact the delivery of this strategic plan, and the control measures and strategies we have put in place to mitigate these risks.
NO.
1
2
3
4
5
6
7
DIMENSION
RISK
Financial (Strategic)
Cooperative is subject to change of government policy, with subsequent loss of core funding (e.g. funding reductions or significant changes in funding policy) Note: This risk is exacerbated by the recent changes to funding brought about by the 2015 Budget announcements affecting the Australia Council
Management (Strategic)
Lack of capacity and capability to facilitate company growth
Management (Operational)
Loss of key personnel (e.g. Executive Director / Chief Executive Officer or core artistic team leave or become incapacitated)
RISK RATING
High L: Likely C: Extreme
Medium L: Likely C: Major
CONTROL MEASURES AND STRATEGIES • Timely and accurate reporting • Maintain strong relationships with key funding partners, including regular meetings and continuous disclosure of significant strategic and staff changes and results • Executive Director / Chief Executive Officer has regard to budget constraints in organisational and artistic programming decisions • Diversify income sources (e.g. philanthropic support) and increase earned income • Reduce expenses wherever possible • Introduce expertise over time in business development and marketing, in particular • Provide professional development where possible
Medium L: Possible C: Major
• Maintain appropriate conditions and competitive salary structure • Maintain succession plan • Provide professional development where possible
Reputation (Strategic)
Cooperative sustains negative exposure or feedback
Medium L: Possible C: Major
• Maintain good relationships with all stakeholders, especially funding partners and sponsors • Ensure artistic credibility with a focus on vibrancy
Competition (Strategic)
Cooperative is subject to genuine competition
Medium L: Possible C: Moderate
Building/Asset management (Operational)
Loss of assets or data, lack of building maintenance
Low L: Possible C: Moderate
Legal and regulatory (Operational)
Complaint or case brought against cooperative, or employee, volunteer or audience member injured
Medium L: Possible C: Major
• Keep abreast of competitors through regular environmental scanning • Ensure artistic credibility with a focus on vibrancy • Collaborate with potential competition where possible • Ensure all insurances are up-to-date and adequate • Maintain assets register • Ensure computer files are backed up regularly • Ensure computers and equipment are maintained and replaced as necessary • Establish Community Partnerships for the ongoing maintenance of our building • Ensure all insurances are up-to-date and adequate • Ensure all employees function under an agreed employment contract • Regular reporting to the Board on workplace health and safety, with all incidents reported • Maintain culture of compliance, with ‘zero tolerance’ for intentional breaches and all stakeholders comfortable to be ‘whistleblowers’ if needed