CORPORATE PLAN

Transcription

1 CORPORATE PLAN

2 THE RIVERSDALE MASTERPLAN WILL SEE THE CREATION OF A GALLERY ENABLING THE TRUST S ART COLLECTION TO BE DISPLAYED TO THE PUBLIC AND APPROPRIATELY STORED. 2

3 1. INTRODUCTION As the accountable authority of Bundanon Trust, we present the Corporate Plan, which covers the periods through to , as required under paragraph 35(1) (b) of the Public, Governance, Performance and Accountability Act 2013 (PGPA Act) and prepared in accordance with the PGPA Rule It is supported by the Trust s Strategic Plan , in development by the Board and staff, and a range of other guiding documents. Bundanon Trust is responsible for several contiguous properties situated on 1100 hectares of bush and farm land on the Shoalhaven River near Nowra, NSW. Our headquarters, education and public program facilities are located at Riversdale, our Artist in Residence, collection storage, Boyd studio and heritage precinct are at Bundanon. This Corporate Plan heralds the 25th anniversary of the Trust marked by the announcement of the first grant for our Riversdale Masterplan from the NSW Government s Regional Cultural Fund. This ensures the commencement of construction for major new infrastructure, steering the Trust s planning over the next four years. The programmed development at Riversdale will see the creation of a significant gallery and visitor hub, with attendant accommodation, education and conferencing facilities. With its realisation the Trust s tourism potential will be maximized, Bundanon Trust will become a major driver of the economy in the Shoalhaven region and a significant player in the arts agenda in New South Wales and across Australia. The Trust s important art collection will have an appropriate international platform and its unique education programs, which are currently at capacity, can continue to flourish. The Trust s ability to support innovation in environmental management, scientific research and artistic experiment will have a more sustainable platform as the new infrastructure is further established. In the period of this Corporate Plan our overarching goal is to secure the balance of the required funding for the entire Riversdale development; to complete construction and open the doors of a transformed site to the public by While there will be a period of disruption through the building phase, the Plan seeks to retain the majority of operations for the duration of the construction. INTRODUCTION 3

4 2. PURPOSE a place for the community to enjoy the bush and the river, and a place to be used as a forum where those from every facet of the arts and sciences could get together Arthur Boyd on Bundanon Bundanon Trust s purpose is to be an outstanding custodian of the artworks, landscape and heritage infrastructure gifted by Arthur and Yvonne Boyd to its care; to make the Bundanon properties, and their significant Indigenous, colonial, art historical, agricultural and environmental narratives, accessible to all, and to support research and creative excellence. Bundanon Trust was established in 1993 to own and manage the properties and art collection donated by Arthur and Yvonne Boyd as a means of a gift to the nation. It is a wholly owned Commonwealth Government company limited by guarantee and operates its business as outlined in the Deed of Gift, Deed of Assignment and Constitution of the Bundanon Trust. The property held by the company is subject to a charitable trust. The company is therefore required to deal with the property in accordance with the purposes specified at the time the gift was made. 3. MISSION The Trust s mission is to operate the Bundanon properties as a centre for creative arts and education, to support the development of arts practice across all disciplines and to enable public access to the arts and to the landscape. 4. VISION To promote creativity and learning based in a unique cultural and natural landscape. 5. GUIDING VALUES & BEHAVIOURS CREATIVE RISK: We encourage creativity, experimentation and inquiry. SUSTAINABILITY: We actively care for and share the cultural and natural assets in our stewardship. INCLUSION: We advance access and equity. ACCOUNTABILITY: We base our governance and management on a commitment to integrity. PURPOSE 4

5 6. ENVIRONMENT An environmental scan outlines the company s current operating context, opportunities and challenges. It identifies that the Riversdale Masterplan will drive new sustainable income streams. The Masterplan also addresses the Trust s capacity issues proposing a transformed hub for Bundanon s education, arts and visitor activities. This hub will provide a destination experience, enabling more people to stay on site at Riversdale, and mitigates the significant risk faced by our collection by providing industry standard display and storage spaces. These factors address declining government grants and the geographic isolation of our sites. FACTORS SHAPING OUR ENVIRONMENT Greater Influence Partial Influence Less Influence The development of an effective fundraising strategy to attract the remaining funding for the Riversdale Masterplan Strong management to deliver the Masterplan on budget and continue operations during the build Position the company as a centre for innovation through the delivery of world-class artist in residence, education and public programs Ability to establish outstanding partnerships and collaborations with education, arts, research and environmental organisations Creation of specialist programs for Indigenous communities, people with a disability and young people at risk Ability to find efficiencies in business operations through increasing digitisation and renewable energy sources Timing of construction will affect planning and program delivery The loss of continuity in programs may erode long term customer base Existing heritage and modern infrastructure requires funding injection to prevent deterioration Additional, specialist, staff and new programs will be required once the Masterplan is complete Growing natural resources programs, alongside arts and education programs, remains a challenge Historically low investment in marketing and development will need to be addressed for the future Declining core funding from the Australian Government Loss of program funding in arts and community programs The site s exposure to extreme weather events such as bush fires and flooding Low socio-economic base in the region presents challenges to philanthropy Timing and determination of Board appointments is outside the control of the Trust and can lead to a lack of continuity Current legal status restricts the company s sustainability and opportunities for growth and creates some compliance imposts disproportionate to the scale of the company ENVIRONMENT 5

6 ADVANCE BUNDANON AS A POWERFUL CULTURAL, ARTISTIC AND EDUCATIONAL DESTINATION.

7 7. PERFORMANCE 7.1 ART & ACTIVATION OBJECTIVE ADVANCE BUNDANON AS A POWERFUL CULTURAL, ARTISTIC AND EDUCATIONAL DESTINATION Activity Develop an innovative annual program of events and experiences for audiences that draw on Bundanon s Artists in Residence (AIR) program and legacy of artistic practice integrating the Trust s cultural and natural ecology. Maintain Bundanon as the pre-eminent national and international artistic residency destination for emerging and established artists and thinkers from all disciplines, by invitation and application. Maintain and develop Bundanon s support for Indigenous artists and integrate the celebration of Indigenous cultural heritage and contemporary practice across the organisation. Maintain a distinctive residential and day education program for students of all ages which draws on Bundanon s unique cultural and natural assets. Provision of greater public amenities through the Riversdale Masterplan providing a more attractive environment for visitors. Measures Music, arts, science and environmental events staged at Bundanon and Riversdale (Minimum 8 per annum). International call for applications (Minimum 150 applications received per annum). National and international partnerships established and maintained (Minimum 7 per annum). Source ongoing funding for the AIR program by Indigenous artists and thinkers represented in residencies and public programs (Minimum 5 per annum). Indigenous community members engaged in designated arts and education programs (Minimum 3 events or programs per annum). Education programs delivered to primary, secondary and tertiary education institutions. Minimum 5,000 students per annum. Return visitation to 40,000+ following the completion of the Riversdale Masterplan. PERFORMANCE 7

8 7.2 COLLECTION OBJECTIVE: CONSERVE AND SHARE BUNDANON S ART COLLECTION AND BOYD ARCHIVE ACTIVITY Provide public access to the Bundanon Trust collection by displaying key components on-site, developing exhibitions for national tour, supporting scholarship and facilitating loans and copyright. Ensure Bundanon s art collection and archive are appropriately stored, conserved and digitised and provide access to them for the arts industry and researchers. MEASURES Collection housed in new, internationally benchmarked, gallery through the realisation of Riversdale Masterplan by One exhibition on display at Bundanon, one touring nationally and one in development per annum. Respond to all loans and copyright requests. Amount reported annually. The creation of new, industry standard, collection and archive storage and back of house facilities, through the Riversdale Masterplan by Continue conservation of artworks in response to need and digitise a further 2% of the collection. PERFORMANCE 8

9 PROTECT AND SHARE BUNDANON S UNIQUE HERITAGE

10 7.3 BUILT & NATURAL ENVIRONMENT OBJECTIVE: PROTECT AND SHARE BUNDANON S UNIQUE CULTURAL AND ENVIRONMENTAL HERITAGE ACTIVITY Conserve and maintain the colonial and contemporary architecture on the Bundanon Trust properties guided by heritage and architectural experts. Design and develop an Interpretation Strategy incorporating signage, print, sound, and other contemporary tools to better inform visitors of Bundanon s cultural and environmental offer and to present fresh readings of the heritage site. MEASURES Total Asset Management Strategy updated annually. Heritage management plan for Bundanon revised and Conservation Management Plan commissioned for Riversdale by FYE Walking tracks and interpretive signage in place by FYE Installation of a complete new suite of signs for the Riversdale Masterplan by Through the Landcare Living Landscape environmental initiative maintain existing partnerships, secure new resources and develop long-term business strategies to secure the Trust s investment in its landscape. Pursue actions which conserve the flora and fauna across the Trust properties and support initiatives which protect and enhance the environment in Bundanon s care. Secure an ongoing partnership with local Indigenous groups to support the ongoing management of our natural resources. Two partnerships retained per annum and a minimum of one other revenue stream initiated by Minimum 42,000 trees retained FYE Support one research project by FYE Partnership established by FYE 2019 and maintained through the period of the plan. PERFORMANCE 10

11 7.4 SUSTAINABILITY OBJECTIVE: SECURE THE FUTURE OF BUNDANON TRUST THROUGH EFFECTIVE MANAGEMENT ACTIVITY Secure remaining support needed for the Trust s Riversdale Masterplan and undertake robust planning to ensure business continuity through the construction phase. Identify new, and retain existing, public and private funding partners, grow self- generated revenue streams and philanthropy to support the Trust s programs and ensure ongoing financial viability. Develop effective communication strategies which target Bundanon s unique position as an internationally significant cultural institution located in regional Australia. Utilise digital business and communications tools to meet the operational needs of Bundanon. Develop new operation plan and associated staffing and recruitment plans for when the Riversdale Masterplan is completed. MEASURES Secure capital funding from public and private sources to ensure the Riversdale Masterplan commences FYE Business interruption planning tools and strategy developed by FYE Maintain existing partnerships and retain 2017 levels of self-generated revenues. Launch a capital campaign for the Riversdale Masterplan by FYE Retain six existing, formal, partnerships and secure one additional partner per annum throughout the time of this plan. Engage high level public relations and communications expertise to leverage Bundanon s unique message of artistic relevance and regional renewal. FYE 2019 and ongoing. Identify current and future digital business and communications requirements and invest in appropriate infrastructure by FYE Operational and Staffing Plans complete by end Recruitment commences PERFORMANCE 11

12 8. CAPABILITY Bundanon Trust s current capability to deliver this plan is described below as well as details of how our capability needs will change over the term of the Corporate Plan. 8.1 GOVERNANCE The Trust relies substantially on advice and input from its highly skilled, voluntary Board of Directors. It will continue to draw on external expertise for leadership and advice in key areas, incorporating external stakeholder input as required, particularly in relation to the development of the Riversdale Masterplan. The following additional governance structures, drawing on business, government and community involvement, are currently in place. Masterplan Sub committee Masterplan Project Control Group Landscape Futures Sub committee Audit and Risk Sub committee 8.2 WORKFORCE PLANNING The Trust will maintain its current operational and management structure for the initial period of this plan It will engage in a workforce planning exercise to be completed by June 2019 to address: business disruption during the period of the Riversdale Masterplan development new staffing structure for post development operations The Trust anticipates development of capacity and capability in the following areas for effective operations once the Masterplan is complete Curatorial Management Visitor Services Marketing and Development 8.3 CAPITAL INVESTMENT The major capital investment anticipated is the Riversdale Masterplan The Trust will maintain an ongoing program of capital investment in maintaining its current built assets, both contemporary and heritage 8.4 ICT CAPABILITY The Trust anticipates a complete transformation of its digital, security and information systems to be brought online with the completion of the Riversdale Masterplan, including its website CAPABILITY 12

13 9. RISK OVERSIGHT & MANAGEMENT The identification, analysis, treatment, monitoring and review of risk are processes embedded into the operational and governance structures of Bundanon Trust. The Trust has a vigorous enterprise-wide Risk Management Plan in place that is overseen on an ongoing basis by its Audit and Risk Committee and the Board. The Plan identifies the key strategic and operational risks faced by the Trust, mitigation strategies in place and the remaining residual risks. These include risks related to funding shortfalls for both operations and the Riversdale Masterplan, risks related to natural disasters such as fire and flood, impacting on both human life and the Trust s collection. With new Directors joining the Board and the imminent commencement of the Riversdale Masterplan, the Trust has committed to refreshing this Plan via a series of risk workshops with the executive team and the Board in In addition to the overarching Risk Management Plan, the Trust develops a specific plan for each of its major public activities such as Siteworks, Riversdale Concerts and Field Day. Plans are also in place for ongoing activity such as our education program and commercial hires. RISK OVERSIGHT & MANAGEMENT 13

14 10. GOVERNANCE & MANAGEMENT The Trust s Board of Directors and its Chairman are appointed by the Australian Government s Minister for the Arts. The company s current directors are listed below. BOARD OF DIRECTORS Jennifer Bott AO, Chairman, Bowral NSW Holly Bryant, Melbourne VIC Tony Emery, Nowra NSW Anne Flanagan, Sydney NSW Mark Tucker, Canberra ACT Prof. Paul Wellings CBE, Wollongong NSW EXECUTIVE Deborah Ely AM, CEO John Baylis, Head of Arts Programs Doris James, Finance Manager Atul Joshi, Company Secretary and Manager, Corporate Services Richard Montgomery, Head of Operations AUDIT & RISK SUBCOMMITTEE David Willcocks, Independent Chair, KPMG Mark Tucker Prof. Paul Wellings CBE MASTERPLAN SUBCOMMITTEE Gerard Sutton AO, Chair Jennifer Bott Brian Elton Tony Emery Anne Flanagan MASTERPLAN PROJECT CONTROL GROUP Anne Flanagan, Chair Craig Limkin, Create Infrastructure Mark Tucker David Willcocks LANDSCAPE FUTURES SUBCOMMITTEE Mark Tucker, Chair Terry Bailey Jason Carson, South East Local Land Services Tony Emery Pam Green Shane Norrish, Landcare Australia IMAGE CREDITS: Cover: The Boyd Education Centre at Riversdale. Photo: Keith Saunders Page 2: Architect s render of the Riversdale Masterplan s new gallery, Kerstin Thompson Architects Page 3: Architect s render of the Riversdale Masterplan, Kerstin Thompson Architects Page 5: VADEA Conference at the Boyd Education Centre. Photo: Joel Tonks Page 6: Saskwatch performing at the Riversdale Summer Concert series. Photo: Bundanon Trust Page 7: The Doonooch Dance Company at Bundanon. Photo: Bundanon Trust; Bundanon Local program Planet Nowra. Photo: Heidrun Löhr Page 8: Kangaroo by Arthur Boyd (detail); Butterfly Man in Fitzroy by Arthur Boyd. Photo: Bundanon Trust Page 9: Singleman s Hut at Bundanon. Photo: Keith Saunders Page 10: Arthur Boyd s studio at Bundanon. Photo: Keith Saunders Page 11: Architect s render of the Riversdale Masterplan, Kerstin Thompson Architects Back Cover: The Bathers by Guy Boyd. Photo: Rob Little GOVERNANCE & MANAGEMENT 14

15 ABN Riversdale Road, Illaroo, NSW 2540 POSTAL ADDRESS PO Box 3343 North Nowra, NSW 2541 T E admin@bundanon.com.au GOVERNANCE & MANAGEMENT 15