CORPORATE PLAN - Australia Council for the Arts · participating in nearly 160 panel meetings during the past two years. January 2017 marks the commencement of contracts for arts

C O R P O R AT E P L A N2 0 1 6 -2 0 2 0

The Australia Council for the Arts is pleased to present our Corporate Plan 2016-2020 as required under paragraph 35(1)(a) of the Public Governance, Performance and Accountability Act 2013 (the PGPA Act) and Section 45 of the Australia Council Act 2013 (the Act).

Cover image: Carnival of the Animals Circa 3, APAM 2016Credit: Rob Maccoll

CONTENTS

INTRODUCTION................................................................................................................1

FUNCTIONS OF THE AUSTRALIA COUNCIL .............................................................4

STRATEGIC GOALS ......................................................................................................... 5

GOAL ONE -

AUSTRALIAN ARTS ARE WITHOUT BORDERS .................................................... 6

GOAL TWO -

AUSTRALIA IS KNOWN FOR IT’S GREAT ART AND ARTISTS ................................................................................... 7

GOAL THREE -

THE ARTS ENRICH DAILY LIFE FOR ALL ................................................................9

GOAL FOUR -

AUSTRALIANS CHERISH ABORIGINAL AND TORRES STRAIT ISLANDER ARTS AND CULTURE ............................................... 11

CORPORATE PRIORITIES .............................................................................................13

OUR OPERATING ENVIRONMENT ............................................................................ 14

FINANCIAL PROJECTIONS ..........................................................................................15

REVIEW OF COUNCILS PERFORMANCE .................................................................16

KEY PERFORMANCE INDICATORS ............................................................................17

RISK MANAGEMENT ......................................................................................................18

VALUES ..............................................................................................................................19

CULTURAL ENGAGEMENT FRAMEWORK .............................................................. 20

C O R P O R AT E P L A N 2 0 1 6 - 2 0 2 0

1

OUR VISION A C U LT U R A L LY

A M B I T I O U S N AT I O N

OUR PURPOSETO C H A M P I O N A N D I N V E S T I N AU S T R A L I A N A R T S

I N T R O D U C T I O N

The Australia Council has a unique leadership role in building an artistically vibrant arts sector,

upholding freedom of expression in the arts, and promoting the role of the arts in the lives of Australians. This is achieved at arm’s length through: a peer assessed grants program which supports Australian artists and organisations to deliver arts practice that is recognised for excellence; multi-year funding for organisations; management of the Major Performing Arts Framework and Visual Arts and Craft Strategy; strategic research and analysis which strengthens the evidence base for the arts; advocating for the arts and leveraging opportunities for new arts investment; and national and international strategic activity which develops partnerships, markets and audiences for Australian work.

Between 2014 and 2016 the Council implemented the most significant reforms of its grant programs and structure in its nearly 50 year history. This reform responded to the 2012 Australia Council Review and sustained national consultation which called for greater flexibility and accessibility in the funding structure, and greater diversity and transparency in the peer process. The new integrated grants model has now been fully implemented, though with a lower level of investment than originally intended. The Council’s new approach to arts funding was designed to promote participation in the arts by providing more opportunities for artists and audiences to create and

consume art. The final elements of this reform will be delivered during 2016-2017, including the refresh of our pool of peer assessors and the beginning of four year funding contracts for small to medium organisations.

The Council is charged with supporting Australian arts practice that reflects the diversity of Australia. One of the ways we achieve this is by increasing the accessibility of our support across Australia’s vibrant and evolving arts community. Since the new model was implemented in early 2015 every grant round has enabled new artists and arts organisations to access funding, with nearly 20% of successful applicants not having previously applied to the Australia Council. The success of the model is also seen in the significant investment in regional arts, with 24% of our funding in this period going to artists and organisations in regional and remote Australia. For the first time, the Australia Council considered all applicants for multi-year funding across all areas of arts practice at the same time. This is a key piece of the Council’s structural reform, and enabled a more holistic, national approach to funding Australia’s small to medium sector.

Changes in our operating environment in 2015 necessitated major revisions of Council’s plans: six year funding was reduced to four year funding, a cap of $300,000 per year was introduced and successful companies are now restricted from accessing future project funding;

2

C O R P O R AT E P L A N 2 0 1 6 - 2 0 2 0

the scale and frequency of project grant rounds was reduced; and the Council’s strategic work was reshaped within the context of the new Commonwealth arts funding framework.

We have seen that the model works and is delivering on our strategic intent. However, demand for Australia Council funding continues to exceed the funds available. Fewer than two in 10 applications receive support through our regular grant programs with a significantly larger number deemed worthy of funding by peer assessors. The flexibility of the new grants model has already demonstrated that it can be optimised quickly and effectively should further funding be made available.

In late 2016, our peer pool will be refreshed for the next three years of assessment meetings, starting from March 2017. This will ensure that our peer assessors reflect Australia’s diverse artistic practice and communities. The pool currently includes more than 650 sector experts and has provided us with 419 peer assessors participating in nearly 160 panel meetings during the past two years.

January 2017 marks the commencement of contracts for arts organisations receiving Four Year Funding. We will invest $112m over four years to support 128 small to medium arts companies to create and deliver a range of arts activities for audiences nationally and internationally. We will work with those organisations whose multi-year funding contracts conclude in December 2016 as they plan for 2017 and future funding options.

While this change has been challenging for some organisations, it has opened up funding to the broader small to medium sector. A third of the successful organisations are new recipients of multi-year funding. The funding is distributed with a national perspective, including quarter of the funding going to arts organisations based in regional and remote areas. It also reflects our mandate to support Aboriginal and Torres Strait Islander arts practice, with a 100% increase in multi-year funding for organisations led by First Nations peoples. Access and audiences are well supported with 48%

of successful organisations identifying a specific diversity group as a target audience.

Our approach to arts investment and strategic activity is underpinned by a strengthened research and knowledge management function. This will enable us to provide a body of public evidence that demonstrates the impact of the Council’s work and reinforces our role as the Australian Government’s source of expert advice about the arts. It is also a critical advocacy tool for both Council and the arts community as we promote increased appreciation, knowledge and understanding of the arts.

The Council recognises and celebrates the significant contributions made by leading artists in a range of ways. The Australia Council Awards and the National Indigenous Arts Awards are critical to this work and both have been expanded in recent years. Under this Corporate Plan the Council will continue to develop these programs and increase their impact.

The reforms of the last three years have been driven by sustained consultation and engagement with the sector. The Council is committed to continued dialogue with the arts community, ensuring we remain responsive to changing way that art is made, presented and experienced. This Corporate Plan outlines the activities the Australia Council will deliver to realise the goals of our strategic plan, A Culturally Ambitious Nation.

This plan will be reviewed annually and extended on a rolling four-year basis.

Rupert Myer AOChair

Tony GrybowskiChief Executive Officer

July 2016

3

Courtney Barnett at SXSW, United States of America. Image credit: Pooneh Ghana

C O R P O R AT E P L A N 2 0 1 6 - 2 0 2 0

4

F U N C T I O N S O F T H E A U S T R A L I A C O U N C I L

The Australia Council has the following functions, as set out in the Australia Council Act 2013, s.9:

(a) to support Australian arts practice that is recognised for excellence;

(b) to foster excellence in Australian arts practice by supporting a diverse range of activities;

(ba) to support Aboriginal and Torres Strait Islander arts practice;

(bb) to support Australian arts practice that reflects the diversity of Australia;

(bc) to uphold and promote freedom of expression in the arts;

(bd) to promote community participation in the arts;

(c) to recognise and reward significant contributions made by artists and other persons to the arts in Australia;

(d) to promote the appreciation, knowledge and understanding of the arts;

(e) to support and promote the development of markets and audiences for the arts;

(f) to provide information and advice to the Commonwealth

Government on matters connected with the arts or the performance of the Council’s functions;

(g) to conduct and commission research into, and publish information about, the arts;

(h) to evaluate, and publish information about, the impact of the support the Council provides;

(i) to undertake any other function conferred on it by this Act or any other law of the Commonwealth;

(j) to do anything incidental or conducive to the performance of any of the above functions

Innovation Arts Lab, Sydney Conference and Training Centre 2016

5

S T R AT E G I C G OA L S

These goals, actions and measures underpin the four goals of our Strategic Plan 2014-2019.

G OA L O N E

A U S T R A L I A N A R T S A R E W I T H O U T B O R D E R SArt is a language which transcends borders, enabling artistic and cultural exploration, collaboration and exchange. We provide a wide range of national and international support for artists and arts organisations to work across borders through our grant programs, strategic initiatives and through our support of the Major Performing Arts Companies.In 2015-2016, we supported more than 250 artists and organisations to work

internationally and reached more than 50 different countries. More than 100 projects we funded involved activity in more than one state or territory. On average each year, multi-year funded major and small to medium arts organisations stage more than 1,300 performances in regional Australia and reach more than 4 million people across the country. The companies also stage more than 900 international performances each year, helping to bring Australian work to global audiences.Our strategic initiatives support artists and arts organisations in taking up the creative, economic and cultural opportunities to work locally and nationally.During the life of this Plan, Council will:

EXPLORATION : ENAB LE ARTISTS TO DISCOVER AN D DEVELOP ACROS S BORDERS

Support artists and arts organisations working internationally through our grants programs and strategic initiatives

Through our International Development Managers in Europe, North America and Asia, build intelligence, share insight and support the sector to work internationally

Lead outbound delegations of Australian artists and arts workers at key international events and markets

Deliver an international residencies program

The new Australian Pavilion. Image credit: Allessandra Bello

C O R P O R AT E P L A N 2 0 1 6 - 2 0 2 0

6

RECIPROCIT Y: STRENGTH EN COLL ABORATION AN D PARTN ERSHIPS NATIONALLY AN D INTERNATIONALLY

Support artists and art organisations to collaborate nationally and internationally through our grant programs and strategic initiatives

Deliver the Tri-Nations Exchange program that brings together First Nations artists and arts workers from New Zealand, Canada and Australia

Convene All Jurisdictions Meetings that bring together State and Territory funding agencies

Share data and information generated through our funding programs

Collaborate with the Ministry for the Arts, the Department of Foreign Affairs and Trade, Austrade, and other partners

STIM U L ATION : CAPTIVATE GLOBAL AU DIENCES WITH DIVERSE AUSTRALIAN WORK

Support projects that involve international presentation outcomes

Assist Major Performing Arts companies to present work internationally

Manage the Australian exhibition and associated program of events in Venice, Italy, for the 57th and 58th Art Biennale in 2017 and 2019

Support key market events held in Australia, including the Australian Performing Arts Market

Offer tailored support for First Nations artists at key market events

EXPANSION : GROW TH E PROFILE OF AUSTRALIAN ART

Deliver the annual Australia Council Awards and associated events

Deliver inbound delegations of international curators, programmers, publishers and buyers to Australian platforms

Work with international partners to develop opportunities to showcase leading Australian work in local and international spaces

Optimise exposure and advocacy for Australian artists and arts overseas through the International Development Managers

WE WILL M EASU RE OU R PERFORMANCE BY:

The number of artists and arts organisations collaborating across borders nationally and internationally

The demand for Australian work internationally

The international profile of Australian artists

The prominence and influence of Australian artists and cultural leaders in international events and organisations

7

GOAL TWO

AUSTRALIA IS KNOWN FOR ITS GREAT ART AND ARTISTS

Australia is increasingly known for great art made by a diverse range of artists experimenting and pushing boundaries in an environment that supports freedom of expression.Since inception, more than 14% of the grant funding allocated through our programs has gone to culturally and linguistically diverse groups. In 2015- 2016, $3.1m was awarded to artists and arts organisations who identify as belonging to culturally and linguistically diverse groups.

In line with our Cultural Engagement Framework, ensuring artists from all backgrounds have access to grants and other support is critical to ensuring that our artistic voices reflect the diversity of Australia.Over 8 in 10 Australians say it is exciting to see new styles and types of art1. Of the projects funded through our grant programs in 2015-2016, 27% involved experimental practice. Experimentation and risk taking are central to fostering innovation and ensuring the continuing vibrancy of Australian art.Through the Australia Council Act 2013 we are charged with upholding and promoting freedom of expression in the arts, and do so through our peer assessment process, operating at arms-length from Government.Since introducing the peer pool in early 2014, 27% of our peer assessors have come from regional and remote areas and 15% have identified as being culturally and linguistically diverse. The diversity of our peer assessors ensures that our decisions are informed by a wide range of expertise and knowledge, enabling us to support a broad variety of great art.

During the life of this Plan, Council will:

EXCELLENCE : SU PPORT ARTS ORGANISATIONS TO LEAD IN IN NOVATION , COLL ABORATION AN D DEVELOPM ENT OF ORIGINAL WORK

Manage the Major Performing Arts Framework and Visual Arts and Crafts Strategy in partnership with the Commonwealth, State and Territory Governments

Support organisations through the transition from Key Organisation funding contracts that conclude in December 2016

Through our Arts Practice Directors, manage relationships with organisations in receipt of Four Year Funding

Provide ongoing guidance and sector development through pre-application advice and post-application feedback

Deliver the Governance for Arts Organisations capacity building program

1 Australia Council for the Arts, Arts in Daily Life: Australian Participation in the Arts, May 2014, p. 31

Australia Council Awards 2016. Image credit: Maja Baska

C O R P O R AT E P L A N 2 0 1 6 - 2 0 2 0

8

DIVERSIT Y: FU EL DIVERSE PRACTICE FROM ARTISTS OF MANY DIFFERENT BACKGROU N DS

Build on the 14% of funding allocated through our grant programs to projects by people from culturally and linguistically diverse groups

Deliver the February 2017 round of Arts and Disability Funding

Embed the Cultural Engagement Framework in all elements of our work

Deliver the Accelerate leadership development program for First Nations Peoples in partnership with the British Council

ADVENTU RE : FOSTER EXPERIM ENTATION , RISK-TAKING AN D FREEDOM OF EXPRES SION IN ALL ART FORMS

Ensure the experience, knowledge and diversity of our peer assessment panels is suitable to assess experimentation and risk taking

Champion the development of, and access to, a diverse range of new arts forms

Through our Arts Practice Directors, closely monitor developments in innovative artistic practice and creative expression

Continue to provide dedicated funding for experimental projects assessed by the Emerging and Experimental Arts peer panel

STRENGTH : BUILD TH E CAPACIT Y OF ARTISTS TO MAKE EXCELLENT WORK

Deliver the annual Australia Council Fellowships

Continue to award more than 70% of funding through our grant programs to projects that involve the creation of new work

Conduct and publish the sixth economic study of professional artists in Australia, the Individual Artists Survey

Promote use of the Artistic Vibrancy Framework by Major Performing Arts companies and small to medium arts organisations

Deliver the Future Leaders Program, the Arts Leaders Program and mentoring and secondment capacity building programs


The profile and status of funded Australian arts and artists

The proportion of funding towards innovative work produced by artists and organisations

The level of audience engagement with excellent diverse work

The proportion of funding awarded to culturally diverse artists and organisations who specifically identify diverse target audiences

9

G OA L T H R E E

T H E A R T S E N R I C H DA I LY L I F E F O R A L LAustralians know that the arts enrich our lives and our communities. Over 8 in 10 believe the arts make for a richer and more meaningful life2. We are dedicated to giving a more diverse range of people the opportunity to engage with the arts.To date, more than 30% of artists and organisations funded through our grant programs nominated access and participation or audience engagement as the primary outcome of their project. In 2015-2016, 48% of

the 128 organisations awarded four year funding identified specific diversity groups as target audiences. The Australia Council is committed to enabling access, participation and high quality arts experiences for Australian children and young people. In 2015-2016, more than 144 projects supported by the Australia Council included working with, or producing work for, young people. 13 of the 128 organisations supported through Four Year Funding for Organisations indicated that younger people were the primary audience for their work.Working in partnership with the private sector, we will seek new opportunities and funding partners to promote the inclusion of arts in daily life. We remain committed to supporting national mobility across regional Australia through Playing Australia, the Contemporary Music Touring Program and the Contemporary Touring Initiative. During the life of this Plan, Council will:

ABU N DANCE : IN FUSE EVERYDAY LIFE WITH ARTS AN D CU LTU RE

Convene targeted nationwide grants information sessions in collaboration with local and state governments

Support the presentation of 4,500 works each year as a result of Australia Council funding

Support the National Local Government Cultural Forum to focus on artistic and cultural opportunities

Encourage Four Year funded organisations to develop new audiences and engage with diverse communities

2 Australia Council for the Arts, Arts in Daily Life: Australian Participation in the Arts, May 2014, p. 12

Arts Learning Forum, Footscray Community Arts Centre 2015.

C O R P O R AT E P L A N 2 0 1 6 - 2 0 2 0

1 0

INCLUSION : ENSU RE MORE AUSTRALIANS HAVE ACCES S TO AN D ENGAGE WITH TH E ARTS

Deliver three rounds of the Regional Touring Programs each year

Reach more than 10 million audience members each year through funded organisations and individual artists

Deliver the national Arts Marketing Summit

Measure public attitudes and participation in the arts by conducting and publishing the longitudinal Participation in the Arts survey

Lead partnership development across spheres of government and the private, social and community sector

Assist Major Performing Arts companies to deliver community engagement programs

A N EW GEN ERATION : STRENGTH EN ARTISTIC EXPERIENCES BY, WITH AN D FOR CHILDREN AN D YOU NG PEOPLE

Continue to award more than 30% of funding allocated through our grant programs to projects with, by and for young people

Assist Major Performing Arts companies to deliver programs for young people

Deliver the 2016 Youth Arts Summit

Include young people and those with youth arts experience in our pool of peer assessors

LEVERAGE : INCREASE PU B LIC AN D PRIVATE INVESTM ENT IN TH E ARTS

Deliver a co-investment plan

Partner with Creative Partnerships Australia to increase the profile and support of the Australian Cultural Fund

Collaborate with Creative Partnerships Australia, Philanthropy Australia, and other partners to build the capacity of arts organisations to raise additional funds from non-government sources

Issue peer endorsement letters to high quality projects that we are unable to support due to lack of funds


The average audience numbers for Australia Council funded projects

Participation in the arts increasingly reflects Australia’s diversity

The number of artistic experiences by, with, and for children and young people

The level of funding and support for the arts from new private sources

1 1

G OA L F O U R

A U S T R A L I A N S C H E R I S H A B O R I G I N A L A N D TO R R E S S T R A I T I S L A N D E R A R T S A N D C U LT U R E

Australia is home to the most enduring art and culture makers on earth: Aboriginal and Torres Strait Islander people. We aim to make cultural expressions of our First Nations people a source of pride for all Australians. During 2015-2016, we invested $2.2m in 58 projects delivered by First Nations people and organisations. Of these, 78% involved the creation of new work by First Nations artists.Our investment in organisations led by First Nations people doubled through the Four Year Funding Program with

13% of the 128 organisations identifying as being led by First Nations people. In the same program, 43% of funded organisations identified some component of their arts practice relates to First Nations artistic and cultural expression.Since 1993, we have been recognising and celebrating the achievement of First Nations artists through the Red Ochre Award, now a focal point for the annual National Indigenous Arts Awards delivered by the Australia Council.Our Aboriginal and Torres Strait Islander Arts peer assessment panel ensures that First Nations people are making decisions on funding allocations to First Nations artists and arts organisations.Australians have a growing interest in First Nations arts and culture; however, access to this work is not meeting this increasing demand3. Furthermore, research shows almost all First Nations people want to participate more in cultural activities.We will continue to develop the knowledge base around market and audience engagement with First Nations arts to build capability and increase opportunities for presentation.

During the life of this Plan, Council will:

EN RICH M ENT: EM POWER ABORIGINAL AN D TORRES STRAIT ISL AN DER ARTISTS AN D CU LTU RAL PRACTITION ERS TO B E AT TH E CENTRE OF AUSTRALIAN ARTS

Continue First Nations led decision making via the Aboriginal and Torres Strait Islander peer assessment panel

Continue the high representation of peer assessors (16%) identifying as First Nations peoples

Facilitate greater collaboration and partnership between First Nations artists and the wider national and international arts landscape

3 Australia Council for the Arts, Arts in Daily Life: Australian Participation in the Arts, May 2014, p. 17.

Tjintu Desert Band rocking Music NT’s Bush Bands Bash on the Sand Tracks tour presented by Country Arts WA and Act-Belong-Commit in Alice Springs 2015. Image Credit: Carla Steele.

C O R P O R AT E P L A N 2 0 1 6 - 2 0 2 0

1 2

Publish and promote research including Building Audiences: Aboriginal and Torres Strait Islander Art and Showcasing Creativity: Indigenous Performing Arts Programming

Support First Nations artists and arts mediators in national and international markets

Deliver the Venice First Nations Development Program in 2017

Deliver the annual National Indigenous Arts Awards, including The Red Ochre Award and Dreaming Award

B RILLIANCE : INVEST IN ARTISTICALLY EXCELLENT SIGNATU RE WORKS OF SCALE

Broker partnerships to increase First Nations artistic collaborations

Deliver Building on Story: Innovation Lab, a program to help First Nations artists realise works of scale

Explore investment opportunities to ensure new works are created

Deliver the Tracey Moffatt exhibition at the 2017 Venice Biennale

B ELONGING : INCREASE AUSTRALIANS’ EXPERIENCE OF ABORIGINAL AN D TORRES STRAIT ISL AN DER ARTS AN D CU LTU RES

Continue to award more than 50% of funding allocated through the Aboriginal and Torres Strait Islander Arts panel to projects that include the presentation of work

Develop and implement an evidence-based audience and market development strategy for First Nations work

Build market and audience development capacity for First Nations arts in both First Nations organisations and amongst other organisations and presenters

Deliver reciprocal programs for First Nations artists and arts mediators

JOU RN EY: SU PPORT INTERGEN ERATIONAL TRANSFER OF ARTISTIC AN D CU LTU RAL KNOWLEDGE FOR ABORIGINAL AN D TORRES STRAIT ISL AN DER COM M U NITIES TO PRACTISE AN D EXPERIENCE TH EIR CU LTU RE

Extend the successful CHOSEN program to facilitate intergenerational transfer of artistic and cultural knowledge

Deliver the annual Dreaming Award recognising an inspirational young artist and providing them with a mentor


The level of participation of First Nations people in the arts, including in arts leadership roles

The number of new works created by First Nations artists and arts organisations

The level of audience engagement with and appreciation of works by First Nations artists

The diversity of sources of funding and models in support of First Nations arts

1 3

C O R P O R AT E P R I O R I T I E S

Key priorities for the Australia Council Board, Executive and staff are:

SECTOR ENGAGEM ENT

The realisation of our Strategic Plan relies on the expertise of our staff and a deep understanding of the sector through continual engagement with peer assessors, artists and arts organisations. While we work closely with funded organisations and artists we are committed to engaging across the broader arts community in support of a vibrant national arts sector.Ongoing and sustained sector engagement is a key tool for us to understand the needs of the sector and underpins our commitment to high quality service delivery. We will continue to increase the accessibility of our information and staff through enhanced use of digital platforms.

SERVICE DELIVERY

We strive to continually improve service delivery to our clients, including applicants, peer assessors, grantees and other stakeholders. We have improved communication with clients via our website, social media and live streaming information sessions, and will continue to optimise the use of digital channels. Having introduced a centralised Artists Services Division, we will focus on a review of our pre-application and post application feedback processes to identify opportunities to improve this crucial service offered to the sector. To complement detailed client satisfaction surveys we will introduce short response questionnaires following key interactions with the Australia Council. We will continue the ongoing surveys of our peer assessors to identify potential improvements in our peer assessment process.

KNOWLEDGE AN D ADVOCACY

The Council has a unique leadership role in building an artistically vibrant arts sector and promoting the role of the arts in the lives of Australians. Strategic research and analysis helps us strengthen the evidence base for the arts, supporting advocacy and leveraging opportunities for new investment.We are committed to analysing and sharing our data and will move towards an open data policy within the time period covered by this plan. We will continue to commission significant sector research projects including the Individual Artists Survey and the Participation in the Arts survey.Under the banner of Arts Nation, this work will provide the sector with a comprehensive evidence base for better understanding the arts and the role they play in Australian life. Advocacy is implicit in the functions defined in the Australia Council Act 2013 and is reflected in the goals of this plan. We will identify ways to:

drive attitudinal change towards the arts

influence the direction of policy that impacts the arts

increase investment in the arts

promote artistic freedom and diversity of expression and participation.

C O R P O R AT E P L A N 2 0 1 6 - 2 0 2 0

1 4

O U R O P E R AT I N G E N V I R O N M E N T

In order to realise our vision and mission and to continue to fulfil our statutory functions, the Australia Council will address key existing and emerging issues in the dynamic current and future operating environments. The drivers that will impact our planning and the realisation of our goals over the coming four years include:

Changes to resourcing:

The cumulative reductions of funding to the Australia Council over the 2014-2015 and 2015-2016 Federal budget cycles have required us to substantially revise our activities and operations. We will continue to advocate for the arts and ensure that our arm’s length processes are efficient, transparent and responsive to the changing demands of the arts sector.

Changes in policy:

We are committed to helping the sector navigate the Commonwealth arts funding landscape and will continue to evaluate and monitor the impact of the revised funding environment.Our evaluation and monitoring work will help to build an evidence base to inform future policy decisions and inform our own operating models and sector engagement.

Arts Marketing Summit, National Wine Centre, Adelaide 2016.

1 5

F I N A N C I A L P R O J E C T I O N S

The table below is from the Australian Government’s Portfolio Budget Statement 2016-17 released in May 2016.

Comprehensive income statement (showing net cost of services) for the period ended 30 June

2015-16 2016-17 2017-18 2018-19 2019-20

Estimated Budget Forward Forward Forward

actual estimate estimate estimate

$’000 $’000 $’000 $’000 $’000

EXPENSES

Employee benefits 13,463 12,905 12,943 13,067 13,195

Suppliers 10,239 10,651 10,078 10,679 9,457

Grants 171,180 169,725 172,453 179,012 176,090

Depreciation and amortisation 830 830 830 830 830

Total expenses 195,712 194,111 196,304 203,588 199,572

LESS: OWN-SOURCE INCOME Own-source revenue Interest 1,300 1,300 1,300 1,300 1,300

Rental income 201 387 401 415 158

Other 400 1,000 400 1,000 400

Total own-source revenue 1,901 2,687 2,101 2,715 1,858

Total own-source income 1,901 2,687 2,101 2,715 1,858

Net (cost of)/contribution by services

(193,811) (191,424) (194,203) (200,873) (197,714)

Revenue from Government 193,176 191,424 194,203 200,873 197,714

Surplus/(deficit) attributable to the Australian Government

(635) - - - -

CAPITAL EXPENDITURE

Funded from government appropriation 1,150 700 700 700 700

Funded from donated funds - - - - -

Total purchases of non-financial assets 1,150 700 700 700 700

Average staffing level 112 110 109* 108* 108 *

*Australia Council projection, not included in the 2016-217 Portfolio Budget Statements

C O R P O R AT E P L A N 2 0 1 6 - 2 0 2 0

1 6

R E V I E W O F C O U N C I L’ S P E R F O R M A N C E

As required under paragraph 45(3)(g) of the Australia Council Act 2013, the table below reviews Council’s performance since the start of the year previous (2015-2016) to the year in which this plan has been prepared.The Australia Council’s performance targets included measures of programs and activities that the Council intended to deliver prior to the release of the 2015-2016 budget.The indicators for 2015-2016 have not been achieved in all instances due to the change in Council funding for 2015-2016.

PERFORMANCE INFORMATION

Year Performance criteria Targets (a)

2015-16 Engage, educate and inspire – continue to increase engagement with national and international visitors through innovative exhibitions and programs that are accessed in a variety of ways.

• 12.5m attendances at Australia Council supported arts activities, against a target of 15.5m.

• 0.55m visits to the Australia Council website, against a target of 0.78m.

• 170 culturally diverse projects/ events funded, against a target of 300, with total funding of $10m provided against a target of $11.5m.

Lead and collaborate – continue being leaders in the sector and fostering long-term relationships through partnerships and collaborations with key stakeholders and similar organisations/institutions nationally and internationally.

• 7,900 new Australian artwork projects supported against a target of 7,000 with total funding of $7.7m provided against a target of $7.5m.

• $1.1m total funding for research and development projects, against a target of $1.5m.

Managing resources – continue managing resources and infrastructure effectively to support core cultural work.

• Expenditure mix (as a % of total expenditure) comprised as follows:

• 89.5% of total expenditure on programs/projects, against a target of 91.1%;

• 6.0% of total expenditure on labour costs, against a target of 5.3%;

• 3.9% of total expenditure on other expenses, against a target of 3.4%.

Australia Council specific performance criteria

• 5,700 artistic works exhibited, performed, published against a target of 6,400

• 35 initiatives that strengthen ties with other countries against a target of 30

• 50 countries presented in against a target of 60

1 7

K E Y P E R F O R M A N C E I N D I C ATO R S

Work is underway to establish baseline data related to the measures set out throughout this corporate plan. These baselines will be established during the 2016-2017 year and interrogated to test their effectiveness. In total, more than 30 measures have been identified for tracking. Taken together, we believe these measures will provide staff, the Board, the Minister and stakeholders with a clear overview of our performance in the coming years.These measures complement those identified in the Portfolio Budget Statement:

PERFORMANCE INFORMATION

Year Performance criteria Targets

2016-17 Engage, educate and inspire – continue to increase engagement with national and international visitors through innovative exhibitions and programs that are accessed in a variety of ways.

• 11m attendances at Australia Council supported arts activities.

• 0.55m visits to the Australia Council website.

• 135 culturally diverse projects/ events funded with total funding of $9.3m.


• 5,700 number of new Australian artwork projects supported with total funding of $7.5m provided.

• $1m total funding for research and development projects.


• 4,500 artistic works exhibited, performed, published.

• 30 initiatives that strengthen ties with other countries.

• 50 countries presented in.

2017-18 and beyond

Engage, educate and inspire – continue to increase engagement with national and international visitors through innovative exhibitions and programs that are accessed in a variety of ways.

• 10m attendances at Australia Council supported arts activities.

• 0.55m visits to the Australia Council website.

• 150 culturally diverse projects/ events funded with total funding of $9m.


• 5,500 number of new Australian artwork projects supported with total funding of $7.3m provided.

• $1m total funding for research and development projects.


• 4,500 artistic works exhibited, performed, published.

• 30 initiatives that strengthen ties with other countries.

• 50 countries presented in.

C O R P O R AT E P L A N 2 0 1 6 - 2 0 2 0

1 8

R I S K M A N AG E M E N T

Risk management is integral to achieving our goals. The Australia Council is committed to a strategic, consistent and structured enterprise-wide approach to risk management in order to achieve an appropriate balance between realising opportunities for gains and minimising losses. The Risk Management Policy and Framework reflects the key principles for managing risk as outlined under the PGPA Act and the Commonwealth Risk Management Framework. Our risk management functions are realised through a range of structures and procedures including, but not limited to, the Audit and Finance Sub-committee of the Board; the Nominations and Appointments Sub-committee of the Board; the Risk Management Policy and Framework, Objectives profile; an annual Risk Management Plan, Risk Register and Business Continuity Plan; and Fraud Control Policy and Plans. Independent internal audits of key business functions are performed throughout the year and the findings reported to the Audit and Finance Sub-committee of the Board.

1 9

C O L L A B O R AT I O N

We actively work with one another and our

stakeholders to realise our shared purpose

S E R V I C E

We are reliable and engaged with our clients

and communities, and pride ourselves on the

pursuit of excellence in all our endeavours

R E S I L I E N C E

We are flexible, adaptable and responsive to our

dynamic environment in pursuit of a sustainable arts and cultural sector

D I V E R S I T Y

We respectfully embrace individual and collective

differences

I N T E G R I T Y

We are trustworthy, ethical and accountable in all

situations

L E A D E R S H I P

We advocate our vision and inspire its achievement

through our shared knowledge and sector

engagement

VA L U E S

How we interact with one another, our clients and stakeholders is defined by our values:

C O R P O R AT E P L A N 2 0 1 6 - 2 0 2 0

2 0

C U LT U R A L E N G AG E M E N T F R A M E W O R K

The Cultural Engagement Framework (CEF) is a framework for change, and a mechanism to ensure that our vision, processes and outcomes recognise and reflect diversity. In response to changing population demographics, the inclusion of older people as a priority area within the CEF is a new addition in 2016.

CEF priority areas:

First Nations peoples

Children and young people

Cultural diversity

Older people

People with disability

Regional and remote Australia

In the first year of this plan we will focus on reviewing the Reconciliation Action Plan and Disability Action Plan while scoping further priority work.

The CEF delivers measurable outcomes across the following key areas:

Inclusion – People from diverse backgrounds are considered and included in the development of our policies and programs on an ongoing basis

Empowerment – Artists and cultural producers from diverse backgrounds and diversity-led arts organisations are fittingly supported to access our funding, programs, initiatives and services

Access and Equity – Our programs and processes are designed for accessibility and best use by a diverse demographic

Artistic Excellence – Our programs recognise diversity as a vital element of artistic excellence and pursue the cultural understanding and rigour to recognise this excellence

Leadership – Artists and cultural producers from diverse backgrounds and diversity-led arts organisations are supported as cultural leaders to create, and empower others to create, great art and audience experiences

australiacouncil.gov.au

Documents

CORPORATE PLAN - Australia Council for the Arts · participating in nearly 160 panel meetings during the past two years. January 2017 marks the commencement of contracts for arts