Many art orgs are creating digital content – for free – their next challenge is to develop capacity for generating revenue, and shifting expectations of their audience away from free content. The hybrid arts organisation of the future will be different to the organisation pre-Covid.
Public art is an essential element in creating a community identity that encourages people to live nearby and to visit. Public art creates proven social and health impacts as well as economic impact. Creating public art should be a partnership between government, the artistic community and the broader community.
Arts organisations should stop talking about money and instead talking about their long term artistic program
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