Penrith Performing Arts & Visual Arts Ltd
PP&VA IS A UNIQUE AUSTRALIAN ORGANISATION PROVIDING DYNAMIC, INSPIRATIONAL PERFORMING AND VISUAL ARTS - BALANCING THE TRADITIONAL AND CONTEMPORARY - PROVOCATIVE, EDUCATIONAL AND ACCESSIBLE TO ALL.
PROGRAM AREA #1
The programs offered by PP&VA are diverse, stimulating and relevant.
Longer Term Goals:
Longer Term Goals:
The PP&VA program strikes a practical and creative balance between its own production and the work of others, and between popular, accessible work and more controversial risk-taking work.
|1.1.1||An Artistic and Programming Policy provides the basis of annual program selection, development and delivery, and achieves an appropriate balance of production content.|
|1.1.2||Guidelines drawn from this policy and specific to each of PP&VA’s artform activities provide coordination and balance between activities developed in-house and imported activities.|
|1.1.3||These guidelines also ensure a blend of popular, accessible works and more challenging works dealing with community and social issues.|
|1.1.4||Market research undertaken regularly identifies issues of community relevance which inform and enhance program design.|
PP&VA possesses the means and skills for proactive program development and production.
|1.2.1||An established PP&VA skills development program provides staff with opportunities for training and professional development.|
|1.2.2||The establishment of networks with other professionals and institutions engaged in similar artform activities contributes to the professional development of PP&VA staff.|
|1.2.3||A Program Staff Plan setting out numbers, skills and employment costs reflects the needs of PP&VA’s Artistic and Program Guidelines Policy, as an element of a wider organisational staff plan.|
There is a strong and growing audience base for PP&VA’s work, founded on its relevance to the community.
|1.4.1||Exciting, stimulating programs of quality enrich the experience of communities and attract repeat and growing patronage.|
|1.4.2||There is an adequately-funded marketing strategy incorporating regular audience research and designed to increase PP&VA’s audience base in all artform activities.|
|1.4.3||Marketing Plans drawn from that strategy attract new audiences from a range of demographics, and audiences.|
|1.4.4||Programming is relevant to community needs, issues and interests as determined through regular research, and the value of that programming is widely recognized within the community.|
|1.4.5||Programs are developed which are targeted specifically to ages 0-5, seniors, and people with disabilities.|
|1.4.6||PP&VA presents cultural and educational programs, which attain consistently high standards and attract national and international recognition and acclaim.|
PROGRAM AREA #2
PP&VA is renowned as a national centre of education excellence offering both formal and informal education in the fields of visual and performing arts.
Longer Term Goals
Nationally accredited course structures, providing skills development in visual and performing arts, and integrated with the broader programs of the institution, are implemented.
|2.1.1||PP&VA has specified and adopted accreditation standards for all its courses, and there is regular performance benchmarking of these standards.|
|2.1.2||Complimentary and synergistic courses have been developed and are offered within each of PP&VA’s artform activities.|
|2.1.3||An Education Staff Plan setting out numbers, skills and employment costs reflects the needs of PP&VA’s Artistic and Program Guidelines Policy, as an element of a wider organisational staff plan.|
The institution’s education and skills development programs complement and operate in conjunction with appropriate institutions, and are strongly linked to community organisations with similar interests.
|2.2.1||Educational and skills development activities complementary to academic course work and programs are jointly developed by PP&VA and UWS, and arrangements for use of PP&VA facilities by UWS students add value to the programs of both institutions.|
|2.2.2||Cooperative programs conducted regularly with the Department of Education and Training and other appropriate organisations offer local students opportunities to participate in cultural development programs not generally available elsewhere.|
|Local cultural organizations regularly utilise PP&VA resources for the development of skills and programs.|
PROGRAM AREA #3
PP&VA engages with a wide range of local communities in both the Penrith LGA and surrounding areas and encourages their participation as audiences and artistic contributors.
The people and organisations of the region are increasingly aware of the benefits PP&VA’s cultural programs and facilities can provide.
||The cultural and community value of PP&VA’s programming is widely recognized in the community as a result of its relevance, effective promotion and structured interaction with the community.|
||Awareness of PP&VA and its activities is increasing among the communities of the City and broader region as an outcome of the range of marketing and promotion activities conducted or joined.|
||Awareness of PP&VA and its activities is increasing among specifically targeted groups such as seniors and new arrivals to the region as a result of increased emphasis on those groups in marketing plans.|
Local and regional communities are encouraged to participate regularly in the growth of PP&VA and development of its activities.
|3.3.1||Community awareness of the opportunities for engagement with PP&VA is increasing as a result of targeted annual programs.|
|3.3.2||A component of program content is chosen for the opportunity it provides to attract participation from particular communities.|
PROGRAM AREA #4
FINANCE, MANAGEMENT AND MARKETING
A robust financial, management and marketing framework that ensures its sustainability and the effective delivery of its strategic objectives and core activities supports PP&VA.
Longer Term Goals
A business plan, with a four-year horizon, that addresses key organisational imperatives including expectations of and obligations to Council, financial sustainability, program development and delivery, customer base and activity marketing provides the basis of annual management planning and of performance measurement.
|4.1.1||A rolling four-year program to advance PP&VA’s principal objectives and longer-term goals, supported by a four-year funding analysis is adopted as the basis for developing annual management and business plans.|
Annual activities are selected and planned and annual funding allocations are made within a business-planning template designed to deliver and measure progress towards attainment of strategic objectives
|4.1.3||PP&VA’s activities and programs are consistently selected and delivered with progressively prepared and adopted service specifications.|
|4.1.4||Annual Management Plans systematically advance PP&VA’s selected strategic objectives and longer-term goals.|
Systems are in place to ensure compliance with all corporate governance programs, including those required by Council, funding bodies and all statutory requirements.
|4.2.1||Council reporting as required.|
|4.2.2||Funding acquittals as required.|
Systems are in place to ensure that business and management plans seek opportunities for maximising revenue from both external sources and commercial activity.
|4.3.1||A comprehensive analysis of the potential to utilise the Company’s assets to generate revenue from activities other than cultural and educational programs has identified opportunities and included these in annual programs.|
|4.3.2||An assessment of sponsorship opportunities conducted in conjunction with the preparation of the Business Plan and program planning is yielding both general sponsorship and sponsorship of specific program elements.|
|4.3.3||Funding to assured levels over nominated rolling funding periods is received from State and Federal Funding agencies according to funding guidelines.|
Adequate staff and other resources secure PP&VA’s preferred artform activities and education programs.
|4.4.1||PP&VA staff work under a staffing plan that addresses total numbers, required skills and remuneration of in house staff, casual staff and contracted staff, and are able to make a vital, effective and efficient contribution.|
|4.4.2||PP&VA’s staffing plan includes the resources needed to provide support to its mainstream activities, including management staff, maintenance staff and event management staff.|
A high level of awareness of PP&VA’s activities exists across the whole range of its client groups and audiences.
A marketing strategy and implementation plan is contributing to:
PROGRAM AREA #5
A robust relationship exists with Council founded on a secure understanding of PP&VA’s purpose, its contribution to Council’s goals, and respect for its operational independence; and guaranteed funding arrangements are in place which allow its viable operation.
Arrangements are made with Council which
- Ensure that Council’s expectations of PP&VA are met
- Guarantee PP&VA’s independence of operation and its freedom to program provocative, controversial, risk-taking works.
|5.1.1||A Service Specification with Council defines Council’s expectations of the services to be provided by PP&VA.|
|5.1.2||Council formally acknowledges the need for PP&VA to select develop and present program content from time to time which might involve commercial risk or generate controversy within the community.|
|5.1.3||A charter, agreed with Council and prepared in consultation with the community advisory committees, sets out a public statement of PP&VA’s programming practices and policies.|
PP&VA’s activities are contributing to the Council’s vision and goals for the City.
|5.2.1||Regular consultation with Council’s social, city marketing and strategic development staff when preparing the annual program ensures consistency with Council’s goals and strengthens Council appreciation of the contribution being made by PP&VA.|
|5.2.2||PP&VA’s regular participation in Council’s promotion and cultural development activities assists Council to distinguish the City|
|5.2.3||Council’s city marketing regularly features the activities of PP&VA and contributes to greater awareness and appreciation of the company’s activities across the wider Sydney area.|
|5.2.4||The work of PP&VA is regularly exposed to national and international audiences through events and promotions associated with Council’s city marketing activities conducted locally, elsewhere in Australia and abroad.|
Council provides funding adequate to provide a viable, ongoing operating base for PP&VA.
|5.3.1||Annual program and operational funding from Council is guaranteed to a minimum level over a four-year rolling funding period, based on agreed and adopted service specifications and service delivery.|
|5.3.2||Council provides annual funding Council based on agreed principles for an annual subsidy and an agreed process to review the more detailed subsidy arrangement at least biennially.|
Physical, transport and financial subsidy arrangements for PP&VA facilitate the widest possible access to its facilities and programs.
|5.4.1||PP&VA works with Council to implement a prioritised plan of building rectification and transport improvement, based on an audit identifying physical and transport constraints, in order to remove impediments to participation.|
|5.4.2||A policy of subsidising access, determined with Council and recognized in funding arrangements with Council, ensures that economically disadvantaged people are better able to participate in PP&VA activities.|
An Occupation Agreement with Council clearly defines the respective obligations of PP&VA and Council with respect to