2010–13 Strategic Plan - Creative New Zealand

• funding for artists, practitionersand arts organisations• capability-building forartists, practitioners and artsorganisations – for example,leadership and governanceworkshops for members of thearts community, and resourcesto assist arts organisations todevelop their audiences• advocacy for the arts – forexample, submissions on issuesaffecting the arts, carrying outresearch, and making the casefor the public value of the arts.We will monitor and comparewhat we are achieving througheach of these three services tounderstand where we obtain thegreatest benefit. Our measures ofsuccess are detailed in our annualStatement of Intent.FundingCreative New Zealand fundingsupports individual professionaldevelopmentopportunities, as wellas the creation and presentationof art.Creative New Zealand has fourmajor funding programmes:Recurrent Funding, ContestableFunding, International Fundingand the Creative CommunitiesScheme. Eighty percent of CreativeNew Zealand’s approximately$40 million budget is distributedto the community through fundingor grants. Creative New Zealandis recognised as having expertisein running funding processes andusing its knowledge and skills tomake sound decisions.Capability-buildingWhile most of our resourcesare dedicated to funding, weare reviewing where we mightoffer more capability-buildingopportunities for individualsand organisations. Our currentprogrammes have been wellattended, and we want to knowwhere there is a need for otherskills-development opportunities.As we will be operating ina constrained economicenvironment, we will havesome difficult choices to makebetween funding programmes andcapability-building programmesof equal merit. However, byworking in partnership withlocal government, communityorganisations and the privatesector, we aim to continue toprovide development opportunitiesfor artists, practitioners and artsorganisations.Advocacy for the artsOur role as an advocate forthe arts and arts developmentbecomes increasingly importantin the current economic climate.Advocacy can be a means to enableartists and the arts of New Zealandto access resources and supportfrom sources other than CreativeNew Zealand. While all our staffadvocate for the arts every day, wewill develop an advocacy strategyduring 2010 to build support forthe arts sector from communityorganisations, local government,the business sector and theNew Zealand public.Through an advocacy strategy weare seeking to position ourselves asa leading voice for the arts. As partof this strategy we will identify whoour key partners will be for the nextthree years, how we will developour relationships with them, andhow we can facilitate informationsharingand networking betweenthose arts organisations that have astrong advocacy focus. We will alsoseek to inform the work of othersectors and encourage them tobuild strong relationships with thearts sector.From 2010 Creative New Zealandwill conduct regular surveys of thearts sector aimed at identifyingissues and opportunities relevantto specific artforms or activities.The feedback will inform CreativeNew Zealand’s decision-making.We will also seek regular feedbackfrom clients and customers ofCreative New Zealand about thequality of the services we provide.Arts Council of New Zealand Toi Aotearoa Strategic Plan 2010–2013 9