The art of writing a compelling strategic plan

In a highly competitive marketplace, the arts company that can convince funding bodies of its uniquely placed vision for the future is well-positioned to attract support.

The Australia Council for the Arts, soon to be Creative Australia, recently advised organisations that had expressed interest in the next four-year funding round if they were eligible to go forward with an application. The Stage 2 applications were offered to a small proportion of the original cohort – just the 28% or so that met the criteria – and are due on 2 August.

Miles speaks of the content of any plan being based on the values of the organisation. ‘You need to be unique and authentic,’ she says, mentioning a general arts response to COVID: ‘I saw some companies respond very quickly to the pandemic because they went back to who they were and their core values, which guided them to make the right decisions. Those whose values were not so clear floundered – and the same is true of a strategic plan,’ she explains.    

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Suzannah Conway is an experienced arts administrator, having been CEO of Opera Queensland, the Brisbane Riverfestival and the Centenary of Federation celebrations for Queensland. She is a freelance arts writer and has been writing reviews and articles for over 20 years, regularly reviewing classical music, opera and musical theatre in particular for The Australian and Limelight magazine as well as other journals. Most recently she was Arts Hub's Brisbane-based Arts Feature Writer.