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is proactive, ensuring that your organisation continues to have the skills and expertise necessary to achieve your Goals.

Ideally, your plan should contain Strategies to:

Address any issues identified with the Context section (Consider if there any gaps in your organisation’s skill set);

Recruit or develop Board members and staff with any new skills and expertise required to achieve your Goals;

Ensure that your Board has the necessary marketing, legal, financial, fundraising, business, government and community relations skills and expertise;

Ensure a regular turnover of Board members (Longstanding Boards can stagnate even though their corporate knowledge may seem invaluable – times, contexts and environments change, and personnel need to change with them); and

Minimise the disruption caused by the sudden or planned departure of key Board members and staff.

It maybe valuable to encourage Aboriginal and Torres Strait Islander employment within your organisation, or to support existing Aboriginal and Torres Strait Islander employees to develop relevant skills that allow them to contribute to the Goals and build successful long-term careers within the organisation/industry.

Risk Management Plan

Identify the major obstacles to achieving your business plan and Goals (not risks to your organisation as such). Consider what could go wrong and whether you are making assumptions that could be proven to be incorrect.

Provide a comprehensive plan that demonstrates:

probability of all potential risks;

impact of all potential risks; and

Strategies to mitigate potential risks.

As a guide, some risks to consider include:

Environmental/external risks (that is, beyond the control of your organisation) – consider whether any of your income sources have the potential to be affected by significant economic changes. Think about whether your funding likely to be affected by changes in government or government policy.

Financial risks – consider whether your organisation can afford the Goals and/or Strategies and look at your organisation’s level of exposure or financial commitment.

Marketing and reputation risks – consider whether your organisation has adequate safeguards in place to monitor impacts on credibility and maintain positive stakeholder relationships.

Management risks – consider whether your organisation has the expertise to manage new strategies and what would happen if key people left your organisation.

Operational risks – consider whether your organisation can implement the changes in the business plan.

Sample Business Plan Components

Figure : Sample Goals and Strategies matrix

Strategies

Goals

Nationally recognised exhibitions of innovative visual art & interdisciplinary art forms

More people experience and, understand the value of contemporary art

Diversified income streams to ensure financial sustainability

Organisational processes continue to enhance Purpose

Present 12 exhibitions per annum with an emphasis on the development and presentation of new work

YES

YES

 

 

Produce and distribute high quality publications

YES

YES

 

 

Review communications strategy

YES

YES

YES

YES

Develop fundraising strategy

 

 

YES

YES

Develop secondary schools program

 

YES

 

 

Review operational systems and policies

 

 

YES

YES

Recruit marketing and financial expertise on the Board

YES

YES

YES

YES

Figure : Sample Goal and KPI set

Annual Targets

 

Current Situation

2008

2009

2010

More people experience and understand the value of contemporary art

Increase attendances by 10% each year

40K

44K

48K

53K

Biennial audience survey demonstrating 80% of participants have increased understanding

 

Survey in August

 

Survey in August

Publication sales and circulation grows by 10% each year

5K

5.5K

6K

6.7K

Diversified income streams to ensure financial sustainability

Increase earned income from 20% to 25% of total income by third year

$160K

$173K

$199K

$226K

Generate at least a 2% surplus each year

$16K

$16.5K

$17K

$18K

Figure : Suggested format for Strategies

Responsibility

Present 12 exhibitions per annum with an emphasis on the development and presentation of new work

See Artistic Program

1

Major exhibitions May, August, November.

Curator

Produce and distribute high quality publications

Produce exhibition catalogues of a high quality per annum, three full colour, bound, minimum 48 page, publications published

2

May, August and November each year

Publications Manager with support from Designer and Curator

Produce one artist monograph per annum

3

August each year

Curator with support from Designer and Publications Manager

Produce one theoretical text every two years

3

Dec 2008 and Dec 2010

Curator with support from Designer and Publications Manager

Create a new national distribution network

2

Mar 2008 and distribution completed within three weeks of publication

Publications Manager with support from Gallery Assistant

Review communications strategy

See Marketing Plan

1

June 2008

CEO

Figure : Suggested financial forecast template

 

Year 1

Year 2

Year 3

Income

 

 

 

Grants

 

 

 

Australia Council Recurrent

 

 

 

Australia Council Other

 

 

 

State Arts Recurrent

 

 

 

State Arts Other

 

 

 

Other Grants

 

 

 

Total Grant Income

 

 

 

Earned Income

 

 

 

Sponsorships, Donations, Fundraising

 

 

 

Sundry (Other Earned) Income

 

 

 

Income Total

 

 

 

Expenditure

 

 

 

Fees paid to artists/creative personnel

 

 

 

Other Salaries and Wages

 

 

 

Total Salaries, Wages and Fees

 

 

 

Production/Program/Direct Costs

 

 

 

Marketing and Promotion

 

 

 

Administration Overheads

 

 

 

Expenditure Total

 

 

 

Surplus/Deficit

 

 

 

 

 

 

 

Reserves

 

 

 

Figure : Suggested format for Board information

Name of Director or Committee Member (list all members)

Special Responsibilities, Qualifications and Experience

Years on Board

Terms Ends

Person A

Special responsibilities: Chairperson

5

2008

Person B

Special responsibilities: Company Secretary

3

2009

Person C

Special responsibilities: Treasurer, Convenor, Finance Committee

3

2009

Products and Services

What the organisation gives to, or creates for, people. Expand, restate or refer to the relevant contextual analysis already provided in your business plan.