Strategic Plan 2021 2026 - Kumeu Arts Centre
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Strategic Plan
2021 - 2026
Vision
“To Promote
and Foster a
Creative
Local
Community”
KUMEU ARTS STRATEGIC PLAN 3
Brand Essence
Be open,
inspire, &
engage
with the arts
community
KUMEU ARTS STRATEGIC PLAN 4
Analysis Questions
• Where are we now? • Where do we want to be
in 2026
KUMEU ARTS STRATEGIC PLAN 5
Analysis Questions
Where are we now? Where do we want to be in2026?
• In the midst of increased local population • Meeting the increased demand of a larger local
growth community
• In a strong financial position • Known more widely as a ‘destination’ for arts
and culture
• Optimistic
• Running at capacity with more arts programmes,
• Well supported by the community events and diversity of creative opportunities
• Unable to meet current demands in core • Used by a more diverse demographic of people
areas such as clay and painting
• The centre of a larger community creative ‘hub’
• In the midst of a pandemic –Are people’s
values changing? • Financially secure & more self sufficient
• The heart and soul of Kumeu. Unmoveable and
invaluable!
KUMEU ARTS STRATEGIC PLAN 6How Do We Get
There?
§ We will Identify priority
areas
§ Make a plan for each
area over the next 5
years
§ Make a task for each
area for this year
§ Refer to these plans at
AGM’s to measure
progress.
KUMEU ARTS STRATEGIC PLAN 71. Core
Business
5. Increased & 2. Sales &
diversified
Programmes
Increased
Profit
Priority
areas
3. The
4. The Online
Physical
Space
Space
KUMEU ARTS STRATEGIC PLAN 81. Core Business
1.1. Membership –
Increased & Diversified with more men, more Maori and
Pacific, more minority groups. More data/information
gathered.
5-Year plan 2021 Tasks
• Know more about our members - have better • Change the membership form in August (next
systems in place to regularly gather data date for renewal) to begin to gather more info on
• Strategies in place for appealing to a more diverse ethnicity, age, sex – or include an optional digital
range of people – E.G. targeted exhibitions, form.
collaborations with other groups, more outreach • Book an exhibition for 2022 with a minority group
• More rewards or incentives for Members? or different cultural outcomes?
• Better methods of communicating with members
- More surveys etc.
• Increased membership – 50% more by 2026
currently at 100 (2021)
KUMEU ARTS STRATEGIC PLAN 91. Core Business
1.2 – Shop and Galleries
Increase audience – especially to POD gallery. More widely known.
5-Year plan 2021 Tasks
• Both galleries to have more visitors – coming • Continue to book and focus on ‘local’ artists
especially to Kumeu Arts for exhibitions and with strong community connections whilst
events – higher numbers recorded in both inviting new ‘community groups’ or members.
galleries. • Book a school exhibition
• More people stopping en route to other local • Continue to encourage ‘artist’s talks’ at
destinations – establish ties to wineries, tours, openings or on other days (successfully done
Muriwai Arts etc. already)
• Systems in place so content is regularly • Attempt to establish connection with wineries,
uploaded online – E.G. videos, interviews, tour companies. Committee ties?
profiles etc. • Continue to upload exhibitions online
• Continue to have professional photographers
document key exhibitions and events.
• Book some different media E.G. Digital,
installation, sculpture?
KUMEU ARTS STRATEGIC PLAN 101. Core Business
1.3 – Events
Increase in events. Outdoor space utilized.
5-Year plan 2021 Tasks
• To have established successful annual • Collaborations with the Hub working
Christmas markets successfully – E.G contributing to monthly
• To have regular markets for Hub days markets
generating profit for Kumeu Arts and members • Arts In Action back – rebuild after Covid
• Kumeu Live running regularly and sustainable • Taking part in Art Week, AFOP, contribute to
for Guy and Michelle Matariki 2021
• To have more regular events utilizing outdoor • KAA successful in 2021
spaces with more – projection, sound, lighting
etc.
KUMEU ARTS STRATEGIC PLAN 111. Core Business
1.3 –Venue Hire
Increased revenue from Venue Hire
5-Year plan 2021 Tasks
• To increase venue hire - All three rooms • Advertise ‘rooms available for hire’
booked more often – 30% increase in venue • Encourage SH16 Quilters to stay on and offer
hire by 2026 (22.5K yr ending June 2019 – them exhibition space.
increase to 31.5K annually) #
• Maintain relationships with all tutors and
• To have a different rate structure? E.G regular encourage them to book more workshops.
users- honouring long term bookings vs one off
workshops etc?
# Increases to revenue streams (slides 12,13 &18) have been measured against year 2018-2019 because
Covid 19 (2020 – 2021) lockdowns affected profit margins.
KUMEU ARTS STRATEGIC PLAN 122. Sales and Profit
To generate more income in order to be more more
self-sufficient.
5-Year plan 2021 Tasks
• To increase exhibition sales by 20% by 2026 • Add another life drawing (evening) class to our
(from 26K yr ending June 2019 to 31.2K) schedule & more one off workshops such as
• To increase retail sales by 20% by 2026 14.5 ‘Stein’ workshops to generate income.
yr ending June 2019 to 17.4K • Successful Lotteries application
• To have functioning systems in place for
ecommerce – built into website, & operational
capacity to run it efficiently
• To be running more 5-10 programmes
internally –generating more income through
booking systems
• Financially comfortable with good reserves
KUMEU ARTS STRATEGIC PLAN 133. The Physical Space
3.1 Interior
To continue to improve the functionality, comfort and
look of the interior space.
5-Year plan 2021 Tasks
• To have more cupboard/storage space (new • A hallway door in place with security protocol
ones built on top of existing ones?) to • Better security systems
accommodate more programmes. • More shelving in kiln room
• To have a covered walkway between both • The ‘hallway office’ utilised well as an
galleries additional workspace with suitable storage of
• To have a more attractive front entrance files (filing cabinet organised) security of
• To have a fit for purpose kiln and clay room money and valuables – front reception kept
with suitable storage and a second kiln to tidy and free from unused paperwork
increase our capacity for clay courses. • To review the front entrance.
KUMEU ARTS STRATEGIC PLAN 143. The Physical Space
3.2 Exterior
To expand and develop the exterior space, hub area
creating more value, interest and linkage to the wider
area.
5-Year plan 2021 Tasks
• A sculpture trail developed - linking us to • Spots painted outside linking us to the shops?
Kumeu township. See Diagram 1 (next Slide). Linking Pod and Main gallery
• A permanent coffee cart on site and well used • The Art Club clay mural installed in the Hub
• Additional Pod or self-contained unit for artist • Better lighting to the exterior & back carpark
in Residence • Umbrellas used and stored effectively
• The exterior of the building repainted – unified
colours with Pod/Brand
• Better roadside signage and presence
KUMEU ARTS STRATEGIC PLAN 15KUMEU ARTS STRATEGIC PLAN 16
4. The Virtual Space
Improved and upgraded systems, content and marketing.
5-Year plan 2021 Tasks
• A new website launched with ecommerce • Website improvements to include: artist’s
facilities, more content included, video, profiles, direct links to booking system
profiles, interviews etc. (Enrolmy), more video content
• Methods to communicate events, deadlines, • Continue to use professional photographers to
etc. digitally with audience/membership (E.G. cover events.
notifications App) • Retail assistant to regularly upload artworks in
• Increased following on social media - 50% exhibition & shop to Facebook (staring to
more on Facebook and Instagram or relevant generate more online sales)
platforms. • Start adding retail items to website – Build
• Systems integrated effectively – E.G. ecommerce.
interviews, videos and online catalogues
accompanying each exhibition.
• Dedicated staff member to manage Website
and Ecommerce
• Staff trained Professional Development in
digital marketing.
KUMEU ARTS STRATEGIC PLAN 175. Increased & diversified
programmes
More range of regular classes (especially in core areas –
painting, drawing, clay) Meeting demands of community and
increasing participation.
5-Year plan 2021 Tasks
• 20% - 30% more programmes on offer in • Get a second painting course running
2021 (768 year ending June 2019 to 900- successfully – possibly find a male tutor?
1000 annually) • Get batik classes up and running
• To be able to meet demands – E.G spaces • To ensure Art Club is running sustainably with
available in painting & clay (2nd Kiln may be children returning each term
required) • To support and ensure the sustainability of
• An annual Info day for people to trial classes. Kumeu Live
• More times for members to ’drop in’ to create
work, flexibility, accessibility for members.
• A more diverse range – E.G. Including
performance, dance, youth programmes,
• For Art Club to be back to two days a week –
possibly a third ‘feeder’ class for teenagers.
KUMEU ARTS STRATEGIC PLAN 18Why Do We Need This Plan?
§Articulating a strategy and a plan
§Sharing it with our many stakeholders and funders
§Having it guide us
Þ Will ensure that we are focusing on the right things to get the impact we
want. However, we must refer to the plan in annual AGM’s as well as in
monthly meetings, particularly when deciding on how to reinvest funds.
Þ Will help us secure more members and funding
Have what we need to get there?
KUMEU ARTS STRATEGIC PLAN 19Committee & Staff strengths
§Politics & Activism
§Arts tuition & education
§PR strengths
§Accounting
§Music Industry knowledge
§Arts Industry knowledge
§Marketing and Brand Knowledge
§Community affiliations
§Heritage (Kumeu Arts History)
§Local area and networks
KUMEU ARTS STRATEGIC PLAN 20Areas for Professional Rationale
Development/staffing
More followers, online sales & presence
§Digital Marketing
Transparency. Maintaining confidence
§Accounting (Administrator) with funders.
§Video and Editing skills More & Improved content online
§New tutors in painting & clay Enable capacity to meet demands
KUMEU ARTS STRATEGIC PLAN 21Key Stakeholders
User Groups Funders
Amber Emm Painting Foundation North
Botanical Art NZ Lotteries Commission
Creative Matters Rodney Local Board
Kumeu Live Creative Communities
ABC Languages Pub charity
Kumeuknitty Group
Kumeu Photo group
Social and Community Groups Media
Goodwood Park Health Care Group The Kumeu Courier
Kindred Spirits The Gannet
KUMEU ARTS STRATEGIC PLAN 22Conclusion
Kumeu Arts remains in a valuable position
- to improve and affect the lives of many
people. Visitors come to us for creativity,
health and well-being, for social
interaction, for education, entertainment
and fun. In recent years we have made
good progress in many areas. We will
continue to reflect and strive to improve.
This plan aims to help guide us (along with
the brand identity work produced in 2019)
and identifies new goals. However, our
goals must be measured and manageable
– our reach should not extend beyond our
needs. We should consider our motivations
and avoid alienating our existing
stakeholders in pursuit of expansion. Whilst
we welcome growth we should also remain
true to our unique character, consider our
heritage and keep our values in focus.
"Change for change sake does not always
result in progress.”
KUMEU ARTS STRATEGIC PLAN 23You can also read
