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Musical Theatre New Zealand Inc.
Strategic Plan 2015 – 2020
March 2015
Document Overview
The Strategic Plan provides a framework and timeframe to perform key functions by:
• Signalling to all stakeholders our future plans. • Identifying areas that need attention to ensure our
continued success. • Guiding the Executive and operational planning
activities. • Setting goals and targets against which Musical
Theatre NZ can report to its members and
stakeholders.
Vision Connecting communities creatively.
Ko te Pūtaketanga Te huihuinga mai i ngā hapori wairua auaha.
Musical Theatre NZ Strategic Plan 2015 -2020
Mission One voice to educate, support and advocate; enriching all aspects of theatre in our community.
Ko te huarahi Kia kotahi ai te whakaaro hei whakaora ai te iwi whare-tapere.
Musical Theatre NZ Strategic Plan 2015 -2020
Values - Ngā Uaratanga
Commitment - to support our community with dedication and pride; valuing diversity. Me ngakau nui – Tautokohia tō tātou hapori, kia manaaki, kia tiaaki, kia whakapakari.
Teamwork – stronger together – one voice, one goal. Me mahitahi – Kia kotahi ai te whakaaro.
Musical Theatre NZ Strategic Plan 2015 -2020
Values - Ngā Uaratanga
Integrity – safety, trust and respect. Me whakapono – Me mau ki te pono, te aroha, te manaaki. Belonging – an inclusive environment sharing a common passion. Me hono – hei āhurutanga te ngakau aroha.
Musical Theatre NZ Strategic Plan 2015 -2020
Musical Theatre NZ Current State 2014
Finance and Governance • Financial sustainability heavily reliant on subscriptions • Inability to get funding • Competing for the entertainment dollar • Insurance and building compliance with venue owners • Committee members not understanding their liabilities if things go wrong • No annual survey
Communication • General Manager’s office effective communication and knowledge • Engaging schools very difficult at both national and local level • Website needs to be more user friendly • Social media engagement • Spotlight newsletter popular • MTNZ Profile – Musical Theatre NZ or MTNZ? • Engagement with other national bodies
Musical Theatre NZ Current State 2014
Training and Education • Health and safety compliance and education more emphasis required • On going technical training opportunities increasing with ETNZ • Directing schools and workshops well supported • Skills Active/ETNZ Qualifications work in progress
Participation • Community engagement at all levels • Conferences , directing schools, workshops well supported • Societies working together to form consortiums • Zone meetings current format and logistics inconsistent nationally • Volunteer base struggling in some areas ie. committees and backstage crew • Lack of youth engagement • Annual recognition awards well received • A demand for consortiums for smaller venues – guidelines and leadership
Musical Theatre NZ Future State 2020
Finance and Governance
• Financial sustainability – 20% member subscriptions 80% external funding
• 80% of Societies in the Group Insurance Scheme
• Annual survey 90% return rate
• Executive model with succession plan in place
• Health and safety and legal compliance 100% of all members
Communication
• General Manager’s office succession plan in place
• Website user friendly aligned to industry standards and fit for purpose
• High levels of social media engagement
• A leadership role with other creative national bodies
Musical Theatre NZ Future State 2020
Participation
• Community engagement increased by 25%
• Create opportunities for local communities to engage with, and participate in local theatre
• Enable NextGen to engage and participate
• 300 attendees at annual conference with the registration fee no greater than 2015
• Structured show consortiums for all venues in our communities
Training and Education • Health and safety compliance is seen as the number one priority for our members
• Health and safety education and training conducted annually
• A leader in identifying candidates to pursue New Zealand qualifications for the Entertainment and Event Technology Industry
• The appointment of a part time training coordinator to develop and implement training programmes in all aspects of theatre
Finance and Governance Key Initiatives - 2015 - 2020
2015 – 2016 2016 - 2017 2017 - 2018 2018 - 2019 2019 - 2020
Financial sustainability – 60% member subscriptions 40% external funding
Financial sustainability – 50% member subscriptions 50% external funding
Financial sustainability – 40% member subscriptions 60% external funding
Financial sustainability – 30% member subscriptions 70% external funding
Financial sustainability – 20% member subscriptions 80% external funding
50% Societies in Group Insurance Scheme
55% Societies in Group Insurance Scheme
60% Societies in Group Insurance Scheme
70% Societies in Group Insurance Scheme
80% Societies in Group Insurance Scheme
Two surveys – one per production and one annual return
70% survey return rate
Two surveys – one per production and one annual return
75% survey return rate
Two surveys – one per production and one annual return
80% survey return rate
Two surveys – one per production and one annual return
85% survey return rate
Two surveys – one per production and one annual return
90% survey return rate
Review constitution around Executive structure and Governance compliance
Present to the AGM a recommendations for any amendments
Implementation of recommendations
Updating succession planning and assistance if required for Zone Representatives
Executive structure and constitution in place
80% health and safety; legal compliance by all members
85% health and safety; legal compliance by all members
90% health and safety; legal compliance by all members
95% health and safety; legal compliance by all members
100% health and safety; legal compliance by all members
Communication Key Initiatives - 2015 - 2020
2015 – 2016 2016 - 2017 2017 - 2018 2018 - 2019 2019 - 2020
Risk management assessment of the General Manager’s stored information
Implement risk management plan
Risk management plan in place
Review of General Manager’s job description and develop succession plan
General Manager’s office succession plan in place
Website Project – scope, seek funding and appoint contractors
Revised website live stage one
Revised website live stage two
Website user friendly, aligned with industry standards and fit for purpose
Website user friendly, aligned with industry standards and fit for purpose
Assess which social media market segments we want to participate in
Implement and set targets for social media marketing
Review targets and reassess current social media environment
Review targets and reassess current social media environment
High levels of social media engagement
Engage and socialise with other national bodies
Collaborate in areas of mutual interest
Look for opportunities to propose key leaders in our community for national industry roles
To advocate for our industry at other national creative forums as required
A leadership role with other creative national bodies
Participation Key Initiatives - 2015 - 2020
2015 – 2016 2016 - 2017 2017 - 2018 2018 - 2019 2019 - 2020
Community engagement increased by 5%
Community engagement increased by 10%
Community engagement increased by 15%
Community engagement increased by 20%
Community engagement increased by 25%
Workshops for local artist and technical development
Workshops for local artist and technical development
Workshops for local artist and technical development with a focus on disabilities
Workshops for local artist and technical development with a focus on migrant communities
Create opportunities for local communities to engage with, and participate in local theatre
Musical theatre workshops for young people (NextGen) - segment 15 - 19
Musical theatre workshops for young people (NextGen) - segment 20 - 29
Musical theatre workshops for young people (NextGen) - segment 15 - 19
Musical theatre workshops for young people (NextGen) - segment 20 - 29
Enable NextGen to engage and participate
250 attendees at annual conference and the registration fee capped at 2015 level
Seek funding for the appropriate event management software
260 attendees at annual conference and the registration fee capped at 2015 level
270 attendees at annual conference and the registration fee capped at 2015 level
280 attendees at annual conference and the registration fee capped at 2015 level
300 attendees at annual conference and the registration fee capped at 2015 level
Workshop the structure and a code of conduct for all consortiums
Evaluate all venues into workable consortium categories
Formally establish consortiums based around venue criteria
Produce consortium shows at the full range of venues available in New Zealand
Structured show consortiums for all venues in our communities
Training and Education Key Initiatives - 2015 - 2020
2015 – 2016 2016 - 2017 2017 - 2018 2018 - 2019 2019 - 2020
Appoint a Health and Safety Advisor to the MTNZ Executive and adopt a Health and Safety Plan
Health and Safety Guidelines and templates on line resource for all members
Taking a leadership role in the industry
Ongoing education and monitoring
Review the MTNZ Health and Safety Plan
Health and safety compliance is seen as the number one priority for our members
Regional workshops to update legislative and compliance requirements
AGM workshop to update legislative and compliance requirements
Regional workshops to update legislative and compliance requirements
AGM workshop to update legislative and compliance requirements
Health and safety education and training conducted annually
Working with ETNZ and SkillsActive to establish a framework for certifying current competence for technical practitioners
Talent identification criteria to assess current skill base level for the opportunity to advance qualifications
Supporting qualification workshops
Supporting qualification workshops
A leader in identifying candidates to pursue New Zealand qualifications for the Entertainment and Event Technology Industry
Assess the MTNZ Training Plan and resource capability
Seek funding and appoint a part time MTNZ Training Coordinator
Review outcomes of year one training programme based on a funded resource
Action review The appointment of a part time training coordinator to develop and implement training programmes in all aspects of theatre