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APA 5 Year Plan 2013 - 2018Summary
Planning into Action
Creating a sparkCreating a spark Ab
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Creating a SPARK2
Planning into ActionOver the winter of 2012-13, Aberdeen Performing Arts (APA) held a
programme of workshops, one-to-ones, team discussions and meetings
to engage the whole organisation in exploring “how we do business
around here” and involve all our stakeholders in plans for
taking APA from good to great
The process provided insights that helped shape :
• APA 5 Year Plan 2013-2018 • The APA Way
This document summarises the outcomes.
Full details are available in our APA 5 Year Plan.
The APA Way:Rights & Responsibilities
I HAVE THE RIGHT TO… I HAVE A RESPONSIBILITY TO…COMMUNICATION AND ENGAGEMENTBe informed • seek information and ask questions • share information sensitively and appropriately • be open to receive information
be involved • participate • be proactive • involve others
be listened to • speak up • listen to others • make constructive contributions
honesty • give and receive feedback constructively • refl ect on lessons learned • be willing to challenge yourself • be open and honest
WORKING TOGETHERBe respected • respect others • understand others’ position • warrant respect
be supported • ask for help • accept help • support others
be treated fairly • treat others fairly • include everyone equally • not judge or discriminate
be valued • value others • celebrate success • say thanks
work in a positive environment • be positive at work • take pride in your work • be ambassadors for the company
BEHAVIOURMake mistakes • accept mistakes and not blame others • fi x mistakes • learn from mistakes • not repeat mistakes
take risks • calculate risk • minimize risk • mitigate against risk
be safe • act in a safe manner • be aware of your environment • take appropriate preventative action • observe Health and Safety procedures
grow and develop • take responsibility for your development • seek and take opportunities for growth
• challenge yourself
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APA 5 Year Plan2013 - 2018
3Creating a SPARKCreating a SPARK
The APA Way:Code of ConductWe want to work in an open and honest culture…where individuals are respected and treated fairly…where we trust each other to get on with the job and help each other out: “I’ve got your back” We want to work in a positive environment with friendly colleagues. A smile, a nod, a warm welcome go a long way, with each other and customers.
It’s the kind of place where people show real commitment. We’re here because we want to be. We love the job and take personal responsibility to sort issues in the moment. We enjoy hard work and a bit of fun. We all pull our weight. We’re happy to be accountable for our work and we’re prepared to be refl ective – “how did that go?” (And we expect a courteous, constructive and honest response.)
“Treat others as you’d like to be treated” is a motto that works for us. So is “lead by example”.
We’re a learning organisation so we share knowledge, skills and experience.
Most of all, this is a creative organisation – every part of it. Ideas are welcome. Bring solutions not problems please. Let’s inspire each other.
We don’t just want to be good. We want to be great. In fact we want to leave the world a better place. That’s how ambitious we are.
With team spirit, we can do it.
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Creating a SPARK
Mission and Vision Mission
Creating a SPARK
Vision a vibrant, cultural hub at the heart of city life
inspiring exploring engaging through live performance and creative projects
4
The APA Way: ValuesThe APA Way is our guide to how we do business around here.
It was developed in workshops with 150 staff. It is made up of our Values, our Code of Conduct and Rights and Responsibilities.
Creating a SPARK
VALUESBring a SPARK to the job:
cuRiosity
oPtimismloyAlty
reSilience
teamworK
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Creating a SPARK
Planning andReportingTo set the destination for APA and help us achieve our creative ambitions
we have:
3 Strategic Goals – the aim of our work
3 Enablers – the constants that underpin our operation
3 Themes – the current focus to improve how we work.
✔ Each Strategic Goal is expanded into a number of Development
Priorities.
✔ Development Priorities are expanded into team Action Plans with
*SMART objectives.
✔ Progress on plans is monitored monthly by Senior Management Team.
✔ Creating a Spark reports help the Board monitor performance.
5
*SMART = Specifi c, Measurable, Achievable, Resourced, Timebound
Creating a SPARK
The APA Way
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3 Strategic GoalsPRESENTING AND PRODUCING A DISTINCTIVE ARTISTIC PROGRAMMEWe’re increasing our producing and commissioning role in music, theatre and
dance. We’re supporting artists to create work in the North East. We’re producing
and creating distinctive programmes for each of our three venues. We’re continuing
to build our reputation for touring and presenting small to large-scale theatre,
music, and dance, unique APA promotions and curated programmes, international
projects and imaginative collaborations.
TALENT DEVELOPMENT AND CREATIVE LEARNINGWe’re investing in talent and providing an inspirational and inclusive creative
learning resource in the North East for youth theatre, music-making and dance.
We want to push the boundaries of youth theatre with a regional, national and
international outlook and impact. Music making and appreciation programmes for
young people will deliver exceptional learning and performance opportunities and
provide a focus for community engagement.
Talks, tours and workshops will provide a context for our cultural programme.
We’ll be the hub for professional development in the performing arts for artists and
arts practitioners in the North East.
CITY VISION CREATIVE NATIONWe will grow our role as contributors to the city vision and fi rmly place ourselves
on the map of creative Scotland. We’ll develop APA’s leadership role and potential
to act as a creative hub for the artistic community in the North East. We’ll work with
partners in the city to articulate the cultural offer and promote this on a national
and international stage, developing the cultural tourism offer.
Creating a SPARK6
Creating a SPARK
Annual Planning CycleThere’s a natural rhythm and cycle to the year.
15
SPRING SUMMER AUTUMN WINTER
APA Board Meeting APA Board Meeting APA Board Meeting APA Board Meeting and AGM’s
Team Meetings Team Meetings Team Meetings Team Meetings
Appraisals Planning & Review Planning & Review Workplans agreed
Customer Service Bi-Annual Staff Survey Excellence Assessment
Internal Audit External Audit Audited Accounts
Quarterly Management Quarterly Management Quarterly Management Quarterly Management Accounts Accounts Accounts Accounts
Company meeting and Company Meeeting and Company meeting and Summer Season Autumn/Winter Spring Season Briefi ng Season Briefi ng Briefi ng
Governance
PerformanceReview
FinancialPlanning
CreativeProgramme
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Creating a SPARK
3 EnablersOur 3 Enablers are WAYS OF WORKING, not tasks.
They are the constants that underpin our operations and help us to work more
creatively, effi ciently and effectively.
1. PEOPLEAny organisation is only as good as its people - and the processes that support
the team to grow and deliver. At the heart of everything we do, we are a learning
organisation, striving to improve standards of governance, management and
organisational development. We promote ‘creating a spark’ among staff: encouraging
ideas, being solution-focussed, taking the initiative and modelling best practice.
2. SERVICESOur driver is providing a unique cultural service.
Our creative choices and programming are supported by income from ticket sales,
catering and bars, conferencing and events.
High priorities are growing audiences and developing our customer base, great
customer service and high quality branding and marketing.
3. INFRASTRUCTUREOur 3 venues are home and we are an open house with a warm welcome.
Our restored and renovated historic Matcham theatre sets the standards for
redevelopment plans already underway for the Music Hall and The Lemon Tree.
We are developing business systems alongside a comprehensive IT strategy.
We constantly question how we enable access to our organisation, our venues, our
programme and we test ideas.
Health and safety rules.
Creating a SPARK7
Creating a SPARK
Planning FrameworkThe APA 5 Year Plan recognises national and regional priorities
NATIONALOBJECTIVES
REGIONAL & LOCALOBJECTIVES
APA 5 YEAR PLAN PRIORITIESAND OBJECTIVES
DEPARTMENTAL ANDTEAM ACTION PLANS
PERSONAL OBJECTIVES: IDENTIFIED THROUGH ANNUAL PERFORMANCE REVIEW
Scottish Government Creative Scotland Visit Scotland Event Scotland
Aberdeen City Council Chamber of Commerce City and Regional Partnerships Universities and Colleges
APA Board APA Management APA Staff
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3 ThemesOur 3 Themes are our critical success factors. They are areas for improvement that
impact on our ability to achieve our goals.
1. COMMUNICATIONStrong brand values and communication shape perceptions, profi le, reputation.
Having the right information to do the job and the opportunity to contribute to
planning builds ownership and morale, developing a resilient, robust workforce. We
encourage stakeholders to speak up, challenge and support. We nurture trust so
customers, funders, sponsors and partners will take risks with us.
2. LEADERSHIPGood leadership inspires passion, pride and personal responsibility. We share the
vision and live the values. We’re creating a dynamic, motivated, delivery-focussed
working environment. We encourage ideas and promote a healthy, positive company
culture.
3. SUSTAINABILITYWe don’t just want to survive, we want to thrive.
Exciting programming, careful planning, smart thinking, inspired marketing,
thoughtful stewardship, environmental awareness, a sharp focus on fi nancials – all
will contribute to our long term sustainability.
Creating a SPARK8
Creating a SPARK
EXTERNAL
Artists and Creatives Artists, directors, producers, promoters, managers and organisations; national
companies like National Theatre and Scottish orchestras; national festivals, City Moves. APA drama groups, Youth Theatre the Federation of Scottish Theatre and more.
Audiences 450,000 paying customers a year: audiences and visitors. Friends, Matcham members.
Local Community Individuals, families, children and young people, schools, students, groups, volunteers,
tour guides, older people – all communities in the area.
City and Region Funders and investors: Aberdeen City Council and a range of organisations and
businesses across the north east: Visit Aberdeen, Aberdeen City & Shire Economic Future, Aberdeenshire Council, Chamber of Commerce.
National Funders and investors: Creative Scotland, Visit Scotland, Scottish Enterprise, Event
Scotland, SCDI; audience development agency Culture Republic; Trusts and Foundations, national sponsors.
Infl uencers Art critics, reviewers, reporters and bloggers comment on us. Networks and umbrella
groups can be great ambassadors. Customers who comment on Trip Advisor and social media infl uence others’ decisions.
We like to help them make informed comments.
Suppliers Providers of IT, catering, print, technical and all manner of goods and services help our
venues tick.
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Development PrioritiesTEAM PRIORITIESDevelopment Priorities cover all aspects of APA’s operation.They are summarised by Team below. Further details are available in the APA 5 Year Plan and Team Action Plans.
Creating a SPARK
CHIEF EXECUTIVE• Develop the Board and succession planning• Build organisational capability to deliver fi ve
year plan• Improve internal communication• Develop leadership and management in APA• Work with partners to shape the the city’s
cultural offer and promote this nationally and internationally
• Lead redevelopment of the Music Hall
FINANCE & CORPORATE SERVICES• Improve fi nancial performance and reporting• Promote a culture of continuous
improvement and ensure a programme of performance management is in place
• Develop staff relations and ensure staff wellbeing
• Grow catering business• Review ICT strategy and implement systems
OPERATIONS & PRODUCTION• Develop cost-effective maintenance plans• Develop an environmental sustainability plan• Develop quality housekeeping service• Develop our role as a production training hub• Develop staff and inter-venue team working• Champion a health & safety culture
PROGRAMMING & CREATIVE PROJECTS• Develop APA’s producing and commissioning
role• Develop touring and presenting• Develop creative learning• Improve professional development
opportunities• Develop community engagement
COMMUNICATION & MARKETING• Develop ticketing systems to improve market
share• Build audiences including for niche and
curated strands• Increase new media engagement• Maximise media coverage• Develop customer service practices• Develop a company-wide approach to access• Develop APA’s strategic brand direction
9Creating a SPARK
StakeholdersBelow are the governance and management arrangements of the organisation.Our structure is still evolving: changing to meet the needs of the changing environment.
INTERNAL
APA Board APA’s Chair and Directors of the Board are appointed for 4 year periods. They bring skills and expertise to support and guide APA on policy and strategy. The
Board sets up Sub-Committees and short-life working groups as needed.
SMT SMT or Senior Management Team meets fortnightly and leads the organisation. SMT is made up of APA’s Chief Executive and 4 Directors: Director of Finance & Corporate Services Director of Marketing & Communications Director of Programming & Creative Projects Director of Operations & Productions
EMT EMT or Extended Management Team meets monthly and ensures operations are on
track. EMT is made up of all managers.
Team APA 220 people - full-time, part-time, seasonal - working across 3 venues in departmental
teams and project teams.
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Creating a SPARK
Measures of Success✔ We think about outcomes at the start.
✔ We ask how we’ll know what good looks like.
✔ We set goals.
✔ We monitor and evaluate outcomes.
✔ We feed results into planning.
✔ We feed learning into training.
A virtuous cycle
GOAL 1: ARTISTIC PROGRAMME Presenting, producing and creating a
distinctive, high quality artistic programme
GOAL 2: TALENT DEVELOPMENT + CREATIVE LEARNING Investing in talent and providing an
inspirational creative learning resource
GOAL 3: CITY VISION, CREATIVE NATION Contributing to the city vision and a creative
Sample measuresRange, quality and diversity of programmeNumber of tickets soldAmount of earned incomeBreadth of audiencesAudience satisfactionCustomer Service Excellence ratingArtist experience
Sample measuresNumber and range of participants in creative learningNumber and range of opportunities to engageOutcomes for participantsInvestors in People rating
Sample measuresLevel of engagement with stakeholdersRange of opportunities for engagementPartnerships developedCo-creation projects with partnersFunding and investment attracted
*SMART = Specifi c, Measurable, Achievable, Resourced, Timebound
10Creating a SPARK
Operational StandardsOur 4 Operational Standards help us prioritise training and development to ensure that our employees are equipped and empowered to make the right decisions and judgement calls:
HEALTH& SAFETY
COURTESY
THE SHOW!
EFFICIENCY
look out for our customers, colleagues, suppliers and contractors, create wellbeing in APA
respect our customers and colleagues, build trust and create team-spirit
always look for a better, smarter way… we love ideas
5 star programmes and productions
Thanks to this approach, APA was the fi rst and remains the only arts organisation in Scotland to have achieved Customer Service Excellence. This rigorous customer standards scheme is a hallmark of quality and is a trademark of the Cabinet Offi ce.
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