I love strategic plans. The reason? I've seen so many organisations successfully navigate change, some even benefiting from the unexpected impact of a crisis as they change their operating model, and others achieve their dreams faster than they could have imagined because they began to focus on the road ahead.
I founded J9 over a decade ago because I felt culture was undervalued in Australia. I'm not an artist, but I had set up several organisations and new models in the education and training sector, so I thought I could apply that experience to the arts - how to partner with business, grow philanthropy, look for new commercial opportunities, and change internal culture. After working with organisations like Belvoir, Sydney Writers’ Festival, and Sydney Dance Company, I decided to set up J9 so that I could have a broader impact on the sector.
Over that time, I've learned that the cultural sector operates like no other. It has winds blowing its way that often we don't see coming, and unlike other businesses, when it comes to developing a strategic plan, it's led by an artistic vision, not maximising profit. So strategic plans for the arts need to balance artistic vision, financial sustainability, and impact on our communities. That's an interesting juggle, but one that you can achieve - as long as you have a plan.
A strategic plan for the arts is about defining your cultural purpose, balancing artistic vision with financial sustainability, and creating a roadmap that benefits both your community and your art form. It provides clarity around why your arts organisation exists.
You may have amazing creative ideas, but can you afford to make them or present them? Will your vision leave you constantly looking for project funds so that your organisation can continue? A roadmap means that everyone can become part of your journey, and everyone benefits from your success.
Strategic planning helps you align artistic vision with operational reality and builds compelling cases for funding and support. It helps navigate the tension between purpose and profit, strengthens board and stakeholder engagement, and enables long-term sustainability beyond crisis management. Most importantly, it maximises limited resources for greater artistic impact while demonstrating accountability to funders and community.
Vision means imagining a world where funding and resources were no barrier. Can you imagine your organisation in 20 years' time? What does it look like?
Purpose defines the why and what of your organisation - why you exist and what you do to achieve your vision.
Values underpin all of your decisions and the behaviour of your team. When you have a crisis, these are your anchor points that guide your decision-making. If you stay true to these, you can change how you operate while retaining your artistic vision.
Start with external factors: changes in government and shifts in funding priorities, economic pressures like cost of living, social changes such as aging demographics, technological advances like AI, legal considerations around IP and workplace legislation, and environmental factors including climate change impacts on festivals and presentations.
Then examine internal factors: financial health and revenue diversity, staff capacity to deliver on your vision and mission, board engagement, facilities and equipment needs, and stakeholder loyalty.
Conduct a SWOT analysis to assess what your organisation is doing well and should develop further, challenges that need addressing, opportunities for development, and external threats that are out of your control but can impact your organisation.
Step 3: SMART Goals
Set goals that are Specific (clear artistic and organisational outcomes), Measurable (quantifiable impact on audiences, revenue, programs), Achievable (realistic given your resources and capacity), Relevant (aligned with mission and community needs), and Time-bound (clear deadlines that align with seasons and funding cycles).
I worked with a 10-year-old festival that wasn't sure how they got to where they were. When developing their business plan, digital was a low priority and international was high. When COVID came, they kept their goals but changed priorities - digital moved to the top. They were ready to shift direction and became early adopters, which actually accelerated their growth because this approach fed into their longer-term plan.
Step 4: Measurement and Impact
The "M" in SMART goals stands for measurement. You need to check your progress and provide evidence that you can achieve your goals through KPIs (key performance indicators) and impact measurement - showing the difference you're making and how you're contributing to change.
There's no point developing a plan and pulling it out in three years. Constant review is essential. Your board can use it to guide decision-making, checking what's on track and what isn't. If something isn't working, ask why - is it still relevant? Adjust as needed, adapting to changing circumstances while keeping aligned with your vision and mission.
Strategic planning isn't just about survival in the arts - it's about thriving while staying true to your artistic vision and making a lasting impact on your community.
