Effective funding submissions lie at the heart of remaining viable and sustainable. A submission should tell your story and show how you will use the funds to create a positive impact.
Arts organisations maintain a balancing act between safe and risky artistic program. Playing safe doesn’t make an organisation safe. Risk avoids boring art.
The arts sector is missing in action when it comes to advocating to government, especially to the Commonwealth
Strategically managed arts organisations plan how they will work within their environment and engage all parties in collective decision making around a common vision and direction.
For growing arts organisations an operations manager can help implement growth strategies. We outline 5 ways to improve operations.
It is time to Raise the Curtain. as arts organisations, galleries and museums reopen to the public. Ideas for managing costs and marketing.
A business continuity plan has become essential for all arts organisations as a result of our experiences with the Coronavirus pandemic
A culture-led renewal may pay dividends greater than any investment and compares to investment in sport and business.
The 4P’s marketing mix of product, price, place and promotion help guide marketing by arts organisations, A key element of The Cycle organisational model.
Carriageworks in Sydney NSW has been placed into voluntary administration in an effort to survive the Covid-19 inspired shutdown of the arts sector. Analysis of recent financial reports illustrate underlying issues prior to Coronavirus. Mapping of operations against The Cycle organisational framework show the basics were not being attended to.
Marketing is a key activity within The Cycle model for viable and sustainable arts organisations
Arts organisation management teams should take time to look over the fence from time to time and compare the art they offer with the art offered by others. When art is all the same, art becomes boring.