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.
The Cycle framework helps arts organisations to identify areas for improvement and set a long term pathway to becoming sustainable
A strategic plan is an umbrella view, it is not an operational plan. Keep it simple
Arts organisations should be starting to plan and prepare to reopen. While dates have not been set there will be lot to do and many operational challenges created by social distancing, occupational health and safety and financial viability
Arts organisations should begin planning for a new future, a rebuild, while also planning for the next isaster
Arts organisations and galleries need to understand their ‘cash burn’ this is the monthly amount of their cash reserves they would burn to cover a deficit and provide a guide to survival timeframe
Artists and art galleries face an uncertain future as many are forced to close their doors