1. Executive summary
1. This business plan presents the an overall strategic plan for the The Albany Theatre in order to enable it to deliver its core value into the community and improve both artistic and managing managerial quality over the yearbetween 2012-14 by reviewing the past footprints.
2. The Albany Theatre has been open since 1899. The Albany focuses on working with diverse local communities and providing culturally diverse performing arts. The Albany is currently at a critical momentpoint in its history, re-establishing itself as a significant London arts venue, and building its reputation as a home and seeding ground for creative development in both the performing and digital arts1.
3. The key things areas planned consist of: has contained
Reviewing The basic information about the Albany with a review of its current activities in terms of artistic, business and financial fields using SWOT analysis.
Reviewing new business plans of proposed by the Arts Council and Lewisham Council, the overall cultural environment, and the cultural sectors’ new needs for the next planning cycle will be forecasted.
Through aAnalysing the Albany’s performance in producing terms of artistic production, community projects and education programs, the complementary measures cshould be planned as a artistic objectives for the upcoming year cycle.
Developing nNew marketing and business strategies will be shown by analyzing the demography of Lewisham and audience pattern data.
Providing a Financial financial overview and brief future budget will be provided by reviewing the past financial reports.
4. The core values of Albany are
Creativity and cultural diversity Artistic quality and excellence
CommunityCommunal- friendlinessy Nurturing new talent and diverse-back grounded artists from diverse back grounds
1 The Albany, Background information,
High quality of customer service3 5. Services provided
Theatre / Café / Rehearsal rooms, workshop Workshop and meeting Meeting rooms / Digital Arts Facility / Participatory and Community Projects / Licensed Office Space
6. Our new development goals Goals and aspirations during the next planning cycle are: To increase the range and quality of performances.
To create culturally diverse work through diversifying working partnerships working.
To Maintaining maintain and cultivateing artistic education programs. To widen its reach of audience reach
To produce free cultural events in public spaces in collaboration with Lewisham Council and local businesses. To ensure good management and governance by annual research and communication with local residents To improve the marketing strategy
To increase private investment To diversify its income streams
7. This Business plan sets out the annual plans and specific steps for a three months periods to implement its core values and to accomplish the continuing objectives of the last planning cycle.
9. An appendix to this business plan includes detailed information about the Government’s artistic strategies and the demography of Lewisham.
2 The Albany, Basic Aims and Objectives,
2. Introduction / Background
2.1 Information about Albany As a local landmark in Deptford for over a decade, the Albany has been a vibrant creative hub. This multi cultural arts venue promotes innovative and diverse works of arts which include allranged the whole genres of the performing arts. The Albany ultimately pursues a thriving and intensely creative community through arts activities and being a source of local pride in Deptford4.
In collaboration with other exceptional arts organizations, Lots lots of acclaimed programs are have been designed or collaborated with other exceptional arts organizations to foster a family friendly atmosphere family friendliness of the arts and improve the interconnectedness among the community and different generations.
The Albany has continuously contributed to energetic and creative cultural exchange and community self-esteem. This community-based performing performance and digital arts centre has developed high quality programs of various genres of performing program with high qualities for the local audience with affordable ticket prices and has provided various educational and participatory programs for local people to nurture their artistic talent and creativity.
2.2 The overall cultural environment in the UK
The needs of entrepreneurship in the process of governing arts organization Along with a drastic cut of governmental funds toward arts sectors, arts organizations, which have generally been dependent on public funds, face a big challenge in the process continuance of their art projects. According to the new Arts Council business plan from 2011 to 2015 of Arts Council’s business, it seems clear that theyir focus is on the sustainable business models in arts organizations to liberate them in from financiale problems. To take an entrepreneur modeling in their governance raiseing more income through a diverse range of
4 The Albany,BackgroundAlbany, Background information, https://learn.gold.ac.uk/mod/resource/view.php?id=22490 (May 2012) entrepreneurial modelsfrom diverse streams is an essential task for all organizations5.
Although the Albany has achieved 55 percent independent income from box- office and other resources, the more entrepreneurship entrepreneurial and creative methods should beare needed6.
Diversity, Accessibility and Artistic excellence
The issues of diversity, accessibility and excellence have caused a dispute in the sphere of culture. Considered to be core these values as the most crucial tasks for cultural sectors, many arts venues as well as governmental agencies have struggled to find the best solutions to follow these ideals7. Especially,The upcoming international festival, the London 2012 Olympic Games in London, is an ideal venue to encourage cultural sectors to participated in this mainstream of idea.
As a representative community-based cultural venue, the Albany has historically sought diverse and accessible culture with of high quality. However, the continuous efforts to develop its theatre programs and artistic projects should be carried out for the future success as a London’s one of London’s the finest multi cultural venues.
2.3 Local context
The Lewisham Council desirably plans to regenerate the area of Deptford socially and culturally. According to the document Local Economic Assccessement 2012 from Lewisham Council, it clearly shows that the Council has a step-by-step action to develop Deptford high High street Street as a major visitor tourist area and business destination8. Furthermore, through the support and encouragement of the cultural and creative sectors in this area, the council wants to strengthen regional identity, economy and creative skills.9 These specific plans for the Deptford area will also influence positively on the Albany’s governance and artistic projects. The growing creative sector clustered around Goldsmiths, Trinity Laban Conservatoire of music and dance and Lewisham College can provide the Albany much more chance to get develop creative partnerships and collaborations with them. In addition, the
5 The Arts Council London, The Arts Council Plan 2011-2015 6 The Albany,BackgroundAlbany, Background information, https://learn.gold.ac.uk/mod/resource/view.php?id=22490 (May 2012) 7 The Arts Council London, The Arts Council Plan 2011-2015 8 The Lewisham Council, London Borough of Lewisham Local Economy Assessment March 2012 9 The Lewisham Council, Lewisham Arts Strategy 2009-2015 transportation infrastructure, which is well organized and makes this area highly accessible from all over the London area, and new collaborations with Canada Water Library and Deptford Lounge, represents the potential for the Albany to widen its reach of audience reach and to grow into an international cultural venue.
2.4 A brief timeline : Past milestones
The Albany has existed in Deptford for over 100 years playing a crucial role in promoting promoting the cultural index in this area. Past milestones
1894 established as The Deptford Fund by a group of philanthropically minded people to improve the plight of people in this area 1899 The building of the Albany institute Institute was officially opened by the Duchess of Albany 1940 Along withDuring the Second World War, the Albany played as an integral part of in the local war effort10. 1966 By director Director Paul Curno, renamed the Albany institute became the Albany and started to focused on social issues of importance to local people 1968 The Combination, a touring fringe theatre group, became the first full time residency. This was the beginning of a fusion between community work and the arts. 1970s Rock Against Racism (RAR) gigs as a part of a national anti- racism campaign, which brought different ethnic background musicians together in a series of music concerts across the country 1978 The Albany was damaged by fire along with its project on racism 1981 the new building was completed 2003 By a new Chief Executive, Gavin Barlow, encouraged the Albany to once more began begin to develop its own arts programme.
10 The Albany, History,
2.5 SWOT Analysis12
Strengths Weaknesses
The Albany has: Difficult to achieve the high quality of cultural production The Albany owns theOwn-building because of its local community and land and does not need to spend friendly characteristics (e.ge.g.) money on rent fee Opera, classical music and ballet)
Location based in the community Relatively small scale stage – cannot bring big entertain cultural Accessible and involving involved in works programs which can attract a diverse ( They can have their limitation in audience expressing cultural work effectively ) Innovative programming by collaborating with diverse residence Building ( Unwelcoming for arts organizations audience )
Maintaining key partnership with Lost money on Café ACE and London Borough of Lewisham and securing funding from No presence on New Cross Rd. and
11 The Albany, Albany History,
Charity, which means no tax Low private givingSmall donations [ only 1000 pounds ] Contributes to the regenerate regeneration of the Deptford area Location [ there is a negative perception about this area ] Different system from other arts organizations to and is able to cooperate easily with other residence local artists
Co-orperation with Canada water Water and Deptford Lounge in accessing more audience all over the area of London
Opportunities Risk of threats
The high rate percentage of people Reduction in Governmental fromof diverse ethnic backgrounds funding toward cultural sectors – (Migrants groups tried to find sense of Especially ACE funding kinship through cultural events) Increase in unemployment in the To Ddevelopingment potential Lewisham audience from organisations on their (Generally, people who are doorstep ( e.ge.g.) Goldsmiths and unemployed does not enjoy cultural other arts organisations ) events)
Local based. And, the effort of Short contract with Deptford Lewisham council to improve this lounge Lounge and Canada Water area culturally. Library (Six months contract is too short a Development of relationship with period to show a visible outcome) Canada water Water extends organization’s reach Changing cultural habits in the young generation– Increasing use of To play a crucial role in raising the internet Internet and other digital level of educational aspirations and media achievements. Uncertainty to in extending Potential partnership with arts organizations reach to surrounding organization surrounded surrounding areas such as New Cross the Albany (GoldsmihtsGoldsmiths college College failed to regenerate and New Arts Council funding develop the surrounding areas) programme The image of area Lewisham Council’s city strategic development Inability to secure better building (New cultural strategy and fully and facilities in the short term integrated cultural/ arts support service) Insufficient information to prospective audience and This area’s needs to have more unpractical impractical community projects as the increase of advertisement of performance and young generation and diverse ethnic events groups increase in number Loss of public advocates Development of new facilities or regeneration area Insufficient service and lack of information toward membership Technical innovation in artistic (The system dealing with production (Can provide different membership clients is ineffective approaches toward the arts) and slow)
Web-based communication and marketing
3. Policy
3.1 Mission Statement
The Managing Trustees’ vision for the Albany encompasses the following aspirations for its future development:
The Albany seeks to fulfil its role as an important artistic and community resource through providing an evolving, multifunctional, accessible space where creative and cultural diversity flourishes.
It seeks to support activities and events relevant to the communities it serves and that to challenge them to participate in, as well as enjoy, creative excellence. The Albany seeks to provide a space where new talent is nurtured and exposed to ideas from across the world. The Albany seeks to provide a place where people learn new skills for their own, and their communities’ cultural, social and economic benefit. It aims to provide a creative centre for lifelong learning within the community welcoming and accessible to all13.
3.2 Aims
• The Albany seeks to fulfil its role as an important artistic and community resource through providing an evolving, multifunctional, accessible space where creative and cultural diversity flourishes.
13 The Albany, the Mission,
• The Albany seeks to provide a space where new talent is nurtured and exposed to ideas from across the world.
• The Albany seeks to provide a place where people learn new skills for their own, and their communities’ cultural, social and economic benefit14.
3.3 Artistic Policy
The Albany, as a representative community based cultural centre, has shared its cultural footprint with the local community for around more than 100 years. As its characteristics, the priority of Albany production generally targets a family audience and local community. To provide a cultural channel for local people to easily access high quality of arts and experience diverse artistic genres is the priority in Albany’s artistic policy. Albany has also emphasized on community projects and educational programs where new artistic talent can be discovered and be nurtured. Using various cultural productions, Albany pursues to transform this area more positively in terms of economicaeconomicl, social and cultural spheres.
Albany also provides the its various performances with high quality dealing with diverse cultural ideas from all over the world. Through diverse artistic productions collaborating with various artists, Albany seeks to communicate in a creative way and encourage the audience to have a deeper understanding about of social exclusion. Great emphasis is placed on the process by which creative and diverse works are created. Collaboration with resident organizations, new partnerships with innovative artists from all over the England and new talented artists in surrounding educational institutes can be a driving force to establish its reputation in the sphere of diverse cultural productions. Although the Albany emphasizes on the local community and social cohesion, the artistic productions should be based on the best quality collaborating collaborations with highly qualified artists. It pushes the artistic boundaries and attempts to combine different genres of arts to put an innovative performance on the stage15.
14 The Albany, Basic Aims and Objectives,
4. Artistic Strategy
4.1 Evaluation & Critical Feedback
Performance There were 23,039 people attending 266 performanceperformances during the 2010/2011 year and more than 50,000 people attended workshops, community projects and courses. The overall amount size of the of audience can be expected to be around 125,00016. According to the Graph representing 2010/2011 performance status, the overall capacity for shows is 46 percent. But a comparisonng between the percentage of capacity in 2010 and 2011,2011 shows there seems to be increasing audiences who charge the shows fromwhich have increased from 38 percent to 54 percent17. Our The average net ticket yield is £ 4.60. The genres of performance can be divided into around eight art forms; Family, Music, Theatre, Spoken Words, Comedy, Dance and Circus, FlimFilm, Literature and Special. In terms of genres of performance held on the stage of the Albany, Theatre and Family genres occupyies more than half of the total number of performances which can be clearly shown from the Appendix 1. During the past year, three joint productions of the theatre production, Desert Boy, 8Sixteen32 and A night on the tiles, were run successfully at first in the UK. In terms of family events, Family Sundays, which was produced by the Albany get gained a high reputation in terms of the quality of children’s theatre with over 80% of capacity. Albany also has high qualitya good reputation of for the spoken word programs produced in collaboration with ed by Apples @ Snakes. Especially Tthe Rooted festival in November and monthly Story Slam events are also popular. As well as its great theatre programs, the Music program showed offered diverse a wide range of artists stage from gigs to hip-hop. In addition, the Albany participated in the London Africa Music Festival and collaborated with Goldsmiths by putting some music concerts on the stage as a part of the festival ‘Gold’18.
Participatory and Community Projects
As a local based theatre, the Albany has produced a range of participatory arts projects, often in conjunction with other partners to bring about community
16 The Albany 2001 Company Limited, Trustee’s Report and Financial Statements for the year ended 31 March 2011 17 The Albany, 2010-2011 Audience Figure Idem, 2011-2012 Audience Figure 18 The Albany 2001 Company Limited, Trustee’s Report and Financial Statements for the year ended 31 March 2011 cohesion. EspeciallyIn particular, they hold informal arts classes for local people such as dance, painting and academic sessions. This year the Albany has carried out Hilal Dance classes, Mathematics and Spelling sessions and belly dance classes19.
Education program
‘Uncover’ is the representative education project in the Albany for those aged from 13 to 19 years old who are interested in learning new artistic skills in theatre, music, spoken word and technical production. By taking workshops or short projects, young people can get involved in the process of artistic production process.
This project is divided into three specific courses: Try it, Make it and Produce it. TRY IT is a free drama workshop for local young people which is run by professional artists and members of Dig Deptford Youth Theatre at the Albany. MAKE IT is the a project for young talented people to get an opportunity to create their own performance. Dig Deptford is a free youth theatre which is part of the Make it project. Currently, it holds the an outdoor performance in Flame weekend 2012. PRODUCE IT is run by Uncover Theatre Company and they created an exciting performance piece, ‘Found’, in the last session20.
Apart from the theatre project, the Albany also sets up specific courses dealing with diverse genres. EspeciallyIn particular, the music course is famous for its high quality of live music and club night. It gives the young with artistic talent an opportunity to participate in artistic programs. The rate of commitment and engagement of the young generation has increased and innovative artistic productions has have been produced through these projects. This program also can nurture creative new talents and develop new partnerships within London.
Residents Artists The Albany has provided a number of office spaces to a range of arts organisations;
Art of Regeneration, Community Drug Education Project, Community Outreach Project, Lewisham music Music Service, Drake Music Project, Entelechy Arts, Futures Theatre Company, Head for Business, Heart n Soul, Irie!, Lewisham Speaking Up, LBL Street Trading Section, Lewisham Education Arts Network (LEAN), Montage Theatre Arts, Next Step Care Management.
19 The Albany, Project and Course,
4.2 Artistic strategy objectives
1. To increase the range and quality of performances22
Current artistic productions in Albany tend to emphasize on the family programs and theatre, which can be clearly shown from theseen in Appendix 1. As a locally-basedlocally based theatre, it seems natural to mainly perform family- targeted programs and theatre programs. However, its this creates an imbalance in the type of programs offered and so unbalanced programs can attract merely the limited audiences are limited and fail to does not match its reputation as a representative of a multi-cultural venue in this area.
The report ‘Arts engagement Engagement in Lewisham’ also represent states that the ‘somewhat engaged’ group, who comprise of more than half of the audience, prefer entertaining programs such as live music or circus23. As the Albany relatively has relatively less music and circus genres, to increase these minor genres will would be an effective method to attract more a wider audience.
In addition, giving local audiences opportunities to experience more various a greater variety of high quality cultural productions with high quality in their local-based theatre can could encourage the local community to attain a high higher cultural level of culture. The effort to have a greater diversitye of genres of in their programs could consequently upgrades our the Albany profile and can positively affect positively on fundraising activities.
Target Action Resources Researching the genres of 2012 performance that the audience wants Programing to experience in the Albany through research team Researching audience handouts and interviews after every needs about the artistic performance. production of the Searching for a new artists and arts Budget for Albany researching organizations, which deal with Making new diverse genres especially live music partnerships with and cabaret.
21 The Albany 2001 Company Limited, Trustee’s Report and Financial Statements for the year ended 31 March 2011 22 Northants Touring Arts, Business Plan 2009-2012, February 2009 23 Audiences London and The Lewisham Council, Arts Engagement in Lewisham artists who can put Contacting with selected artists and Website perform new genres building a new relationships. development and of performance Setting out the to meeting with the and support with high quality artists in order to put new and for the online innovative performances on the questionnaire stage. Based on new partnerships, to have 2013 a greater variety of genres on stage Results from planning more performance on the the research To balance the genres stage dealing with diverse genres. about the of performedance Using the stage during the performances
afternoon for the special performances which targeted housewifehousewives or unemployed Increased people. budget for the performance Allocating a balanced of genres of directing for performances for the nextperformances next year Continuous monitoring and researching of audience opinions Contacting artists and arts directors 2014 from various arts organizations and inviting them to some of Albany’s To set up a monitoring representative programs. system in terms of the Contact list of quality of performance Organizing the specific dates for of monthly meetings with artists, arts the artists or through the meeting arts directors with leading artists and directors and audience to monitor the audience quality of performance. Providing a chance for local Space for the audiences to talk freely about arts workshop production with artistic directors with from different organizations with refreshments refreshments. PFor the people who are involved in membership of the Albany can feel a sense of belonging Additional and can participate in promoting budget for the Albany’s programming. workshop Maintaining the meetings with the audience and arts directors to have a good partnerships within the local community. Furthermore, regular meetings with other artistic directors can improve not only the cultural exchange, but also future collaboration in artistic productions. 2. To create culturally diverse work through diversifying partnerships24
There is no doubt to say that the excellent arts are based on the cultural diversity. The importance of cultural diversity in cultural sectors is clearly seen from the Arts Council’s business plan for 2011-2015 years and the report ‘Arts engagement Engagement in Lewisham’25. Especially, along with Tthe big international festival, the London 2012 Olympics, offers a chance to to deal with more culturally diverse arts work can which would develop the profile of the Albany and provide the foothold to step forward into the international market.
Although the Albany has already achieved a certain level of cultural diversity in their arts productions with diverse resident arts organizations such as Heart and Soul, Headway and StoneCrabsStone Crabs Theatre, its programming should be extended into a broader range in collaboration with new partners from all over the world.
Target Action Resources Searching for creative and skillful 2012 artists from diverse backgrounds Support from through the internetInternet, To search for diverse Goldsmiths international arts workshops or college College background artists and different cultural centers in the UK. organizations or other arts Holding performances dealing schools in with diversity through collaborating London with Goldsmiths students from the various backgrounds along with involvement in the London Olympic Support from season. the official Participating in various foreign international cultural events and Foreign festivals in the Europe and finding cultural innovative artistic productions. Cultural (E.g. Edinburg Fringe Festival) center Center located in Holding a forum about diversity London and inviting famous artists or scholars. Based on the relationship with Support from 2013 cultural centers of different nations the official in London, planning cultural foreign To plan festivals festivals within close partnerships. Foreign
24 Northants Touring Arts, Business Plan 2009-2012, February 2009 25 Ibid. The Arts Council London, The Arts Council Plan 2011-2015
celebrating on cultural To fix the exact date and invite arts cultural diversity and inviteing groups. Cultural artistsinvite artists from Advertising this event effectively center Center various cultural various with through online, posters, online located in back-groundsed artists and other and media London Running it successfully. Additional funding Maintaining Hilal Dance classes, 2014 which are based on the music and movements of African and Arabic To create various Arabia as well as Belly Dance classes Additional community participatory from Egypt. funding classes to provide a Researching the level of channel that where satisfaction and effects about of this Research team anyone can learn about course. diverse cultures Searching for the interesting cultures from the different nations Budget for and trying to contact experts in researching London who can teach it them to the local residents Contact list of Setting out the classes with the teachers teachers, who have much a lot of knowledge on in this field, with reasonable tuition fees. Monitoring its quality (and satisfaction) through satisfaction research 3. Maintaining cultivating artistic education programs
As theWith a drastic increase of in the younger generations in the area of Lewisham (Appendix 2), the artistic education is crucial for the area of Lewisham.
The Albany has already had successful education programs titled ’Uncover’ and tried to develop young people’s various artistic talents. To maintain thisIf this successful education course is improved and taughting its process more effectively and extending its rangescope is extended into more various fields such as design or media can it would be possible to encourage more young people to get involved in diverse creative sectors. EIn particularspecially, by providing mentor programs for the young, who want to work for arts sectors in the future, the Albany can give them an opportunity to gain learn more practical work experience with the professionals. And, goodWell trained students can get paid internship opportunities being paid.
Target Action Resources Setting out the research to know Research 2012 young people’s needs. budget and team To create a variety of Holding a forum with artists and more various education professors to find the new educational programs approaches toward artistic Budget for with education experts education and to maximize its holding a positive effects on their future. forum about Dividing educational programs education into different levels according to the with a contact different age groups as the Young list of artists Vic Theatre did while maintaining and the a successful system26. educational professors Creating new educational projects to learning new genres of arts. Searching for experts or university 2013 students who can teach young Research team people the specific skills in the Inviting experts in the and additional course. budget new specialisedfic fields. (Can find educational interns to work voluntarily in this field) Putting the outcomes of Space and these educational Holding an annual event for them to show their outputcomes and budget for the projects on the stage or event getting them to work for having a party with refreshments a practical market after this event Highly qualified productions can be introduced to other arts organizations for with the aim of going on tour.ing The new project’s outcomes output such as designed products or designed T-shirts can be sold on online market27. Maintaining this course successfully and monitoring it Making internship programs for 2014 young people who want to work Contact list of professionally in the arts sector. Encouraging thoseem the arts who are taught in the Connecting the young who finish organizations Albany to work in the an educational course in the which provide Albany to thewith professionals who internship
26 Yong Vic Theatre, Corporate Membership, < http://www.youngvic.org/taking-part/young-people> (Accessed May 2012)
27 HustleBucks, 3 Year Plan for the Development of HustleBucks- A Youth Enterprise, 2011 practical areas work in practice. programs Creating ‘Mentor programs’ for the young to learn the artistic skills by man-to-man relationships. Contact list of the Encouraging them to create professional artistic productions in collaboration staff working with the professional artists and in the arts putting it them on the stage. sectors for the Inviting memberships or local mentor residents to theseis events for free programs Monitoring continuously its process and outcomes.
4.3 Performance indicators
1. To increase the range and quality of performances Target Performance indicator
2012
Researching audience Apart from the existing partner artists or resident needs about the artistic artists, finding ten new artists or touring companies production of the Albany in the new seasons.
Making new partnerships with artists who can put perform new genres of performance with high quality
2013 To increase the average output of performance To balance the genres of from 14 for the 2010-2012 to 25 for the upcoming performedance year cycle. In particular, the performances Especially in music, cabaret and dance, the number of performance should be increased.
2014 Continuously inviting ten leading artists or artistic To set up a monitoring directors to the every Albany’s every performance. system in terms of the quality of performance through meeting with Holding a meeting once a month with these leading artists and invited artists or artistic directors. audience
2. To create culturally diverse work through diversifying partnership working Target Performance indicator
2012 Finding one new artists dealing with uncharted arts in every season. To search for artists from diverse cultural backgrounds artists and organizations
2013 To plan festivals (Being combined with objective 2 in the marketing celebrating on cultural and business section) Producing a big cultural diversity and inviteing festival in the Deptford area in collaboration with various back-grounded Lewisham Council in 2014. artists from a range of cultural backgrounds
2014 To create various community participatory Maintaining the existing community projects and classes to provide creating two more classes with affordable tuition channels that where fees. anyone can learn about diverse cultures
3. Maintaining cultivating artistic education programs 2012 To create more variousa After research, creating one more educational variety of educational program (Design course). programseducational programs with educational experts
2013 Inviting experts in the new specialisedfic fields. Finding professional teachers for the new course. Putting the outputscomes of these educational Once a month, holding an exhibition and projects on the stage or performance for the an educational project like a getting them to work for a festival for the young generation. practical market
2014 Encouraging thoseem who Selecting two students and providing them with are taught in the Albany to internship programs in a practical area or work in practical areas mentoring programs.
5. Business / Marketing Strategy
5.1 Demography of Lewisham
Increasing population especially in the young generation
The number of young population in Lewisham is higher than other generationgeneration and that is comparable to the age profile of England. The young and middle-aged generations are the major groups in the area of Lewisham, which can be seen from the Appendix 228. The Albany’s high quality of educational programs seems to have caught up with this growing trend of the young generation.
High rate of different ethnicity In terms of different ethnicity, the proportions of people, who have different ethnic backgrounds, have considerably increased especially with regard toin the percentage of the population from non-white ethnic groups. 59.5 percent of the population is white and 40.5 percent are from minority ethnic communities, compared to 66 percent and 34 percent respectively in 2001. Black Caribbean 13.0 percent and Black African 11.4 percent are the two largest minority groups29. Although this diverse cultural background can result in social exclusion and racism, it can also have cultural dynamics, which can bring about creativity and diversity in the cultural sectors. The Albany has played a crucial role in building social inclusion especially for the different ethnic groups by dealing with diverse cultures.
High rate of unemployment and low income level There is a low rate of business survival and high rate of unemployment. The overall income level in Lewisham is the lowest, compared to the average income level of inside and outside of London (Appendix 3). This low economic level has an enormous effect on the level of engagement in art events. From the Lewisham’s document ‘Arts Eengagement in Lewisham’, it seems clear that 87 percent of Lewisham residents who are in the averagely low- income level, are involved in the ‘somewhat engaged group’ or ‘non-engaged
28 The Lewisham Council, London Borough of Lewisham Local Economy Assessment March 2012 29 Ibid. p.45 group’ in terms of the arts events, while the highly engaged group comprises merely 13 percent of Lewisham residents30.
30 Audiences London and The Lewisham Council, Arts engagement in Lewisham 5.2 Audience development in Lewisham
The Audience London and Lewisham council’s Council’s research highlights that there tends to be is only 13 percent, or 13,500 households tend to be highly engaged in the arts events in this area, while the rest of the households seem to be involved in the ‘somewhat engagement’ or ‘non-engagement’ groups31. As Albany’s historical core value of ‘local friendly theatre’, it is essential for them to make accessible the theatre more accessible and to encourage more local residents to attend arts events are crucial task for the Albany. (Before you wrote ‘engaged’ now you write ‘engagement’ do you want to change this?)
Somewhat engaged
Audiences involved in ‘somewhat engaged’ are a major proportion (74%, or 77,000 households) of Lewisham’s households. They tend to be ethnically diverse young people and families, who are not rich groups, but are potential audiences being liable toas performances can be aspirationalinspirational for their children and themselves. They tend to infrequently attend arts events infrequently except only for special occasions. They usually attend mainstream tasted performances such as live music, theatre and musicals.
The Albany has already had family events, which can easily attract this type of audience. However, in to improveing its service and to make the eventinto more enjoyable, it isan effective way would be to have a to set out new service ‘good night out’ service, which would is combined with performance and dinner for enjoyable time. In addition, the programs tend to focus on the theatre programs, which seem to require artistic understanding. To balance the programs by producing more music and entertaining artistic programs may be essential to attract this type of people. In terms of different ethnic groups, they have a tendency to emphasize on cultural connection within the arts, therefore more diverse cultural programs (even though it has they have already been existed) can draw the major part of their prospective audience32.
Non engaged The ‘non engaged’ group (13% or 13,000) tend to earn low salary salaries or are unemployed. Instead of engaging withgoing to arts events, they generally spend time on watching TV, drinking at the pub or at home. Some of them may not have time by for such events with a full time routine jobs and as well as caring for their children. They are lack both time and inclination to get involved.
To attract this ‘non-engaged’ group may need much many resources and long term/ flexible steps. To encourage this group to participate in attending artistic
31 Ibid. 32 Ibid. p.7-9. events, approaching them with fun, entertainment and family or community based arts activities may be effective. In particularEspecially, holding free events in the high street, parks, shopping centers, which tend to be more informal and and an un-patronizing forms of communication, would be effective33. Based on these results of this research paper, there should be the Albany’s more commitment by Albany in of audience development by promoting accessible cultural events in public spaces and changing the overall perception toward arts.
5.3 Business / Marketing strategy objectives
1. To widen its reach of audience reach
In terms of brand-image of the Albany, despite of its it’s a record of high quality arts programsworks, the its profile is comparatively low. The image of the Albany seems to be just a local-based cultural center. To reach a wider audience across the London and England, there should be a commitment to improve its brand-image by changing its logo, brochure and achieving an international profile. OThe one of the effective ways to change the external image of the organization is to change its representative logo. In collaboration with design students, making a new brand-image may contribute to a further step forward to becoming London’s representative arts venue and not just a locally-basedlocally based one. Furthermore, the way to distribute information should be changed, as the main audience of the Albany is middle-aged generation and are, who do not get used to booking on online. Generally, the Albany normally arranges their brochures in the lobby and the audience usually comes by the center and books in person. Considered its audience-booking pattern, to send Sending brochures directly to their address and improveing its online booking system might be useful.
Target Action Resources Inviting the public or students who Budget 2012 specifically study design in universities to allocation for join the competition for designing the logo advertisements To raise the of the Albany brand-image of Budget for the Albany Selecting the best logo and making a awarding of contract with the winner for its copyright this competition Making souvenir products of the Albany Support from with its new logo with creative designs design taken from designs developed in educational
33 Ibid. p. 10-12. educational course works. design courses Additional budget for Making the space for selling designed producing the products in the café area and selling it with products them at a reasonable price Collecting audience’s home addresses Address list of 2013 through card records which areis used membership or when they purchase tickets on online or customers Distributing offline from the brochures Making attractive monthly brochures with booking effectively by information sending it them its the new logo providing information directly to the about the stories of artists who is Increased print addresses of plannedare due to perform or cultural news run people involved Not just allocating brochures at the lobby Budget for the in membership of the Albany, sending it them to the home increased print or those who addresses of membership and audience for have registered them to easily look through the whole new
seasons programs in new season Developing its the contents and distributing itthemdistributing them effectively Planning new arts performances by 2014 meeting with residents artists Support from To participate in Planning specific details about arts form, resident arts international artists and storystories organisations cultural festivals Starting to practiceing and putting on the Budget for new by producing stage of at the Albany at first arts innovative arts productions productions Applying for international festivals Budget for the with residents touring artists
2. To produce free cultural events in public spaces in collaboration with Lewisham Council and local businesses
According to the report about the level of audience engagement into arts in the area of Lewisham, it says that the people who are in the ‘not engaged’ category can be fascinated by arts events through free cultural events in public areas and more entertaining arts productions34. This coming year cycle, Lewisham council Council also plans to regenerate the area of Deptford by improving the High street Street area and New Cross35. In collaboration with Lewisham Council, to
34 Ibid. p.12. 35 The Lewisham Council, London Borough of Lewisham Local Economy Assessment March 2012 create diverse public events in the Hhigh street Street can encourage the unengaged audience to participate in interesting free arts events and to recognise arts’ positive effects on their lives. Above all, holding various public arts eventsart events can play an effective role in not only revitalizing the Deptford area as a representative tourists’ attraction, but also increasing the Albany’s artistic profile. The free arts events should get supports from local businesses and media to advertise it effectively across London and outside of the London area.
Researching the public’s specific interests 2012 in the field of arts Budget for Researching research people’s artistic Setting out the exact target, theme and genres that can be held in the public spaces interests and Support from planning the Lewisham Contacting interesting arts organizations main theme and Council details which fits audience interests (As well as grants, the Meeting with Collaborating with Lewisham council process should Lewisham Council in the process of creating events Council be worked regularly to together) monitor its progress and collect creative and effective ideas
Setting out the ranges of arts and arts 2013 venues or spaces which will be held Support from Planning details Collaboration with local schools and the local schools, of events Albany’s educational project team universities Collaboration with Goldsmiths college and arts venues College and Laban cConservatory of music Music and danceDance Confirming the date, place and participatory organisations Advertising it on Deptford Town 2014 Talk(http://www.deptford.towntalk.co.uk/) Support from and Time outOut, Evening standard the local Creating Standard newspaper interactive newspapers events with the Monitoring it through meetings with and websites public Lewisham council Council and local Budget for businesses advertisement To give the public a chance to visit the Budget for the Albany through free tickets or café tickets arts projects and services Committed effort to continue the positive effect of public events 3. To ensure good management and governance by annual research and communication with local residents36.
As a publicly funded organization, to monitor the performance is a crucial task. Whether the performance of the Albany pursues public value or not should be observed through open communication with local residents and art directors. Through continuous meetings, the Albany can be an interactive cultural venue as a part of the Deptford community.
To create the a blog and improve the 2012 Facebook page to keep in touch with a Website To improve the young audience development channel for the To provide questionnaires to evaluate the support open Albany’s performance communication Research team about the To hold an informal party in the café area Budget for the Albany’s providing free drinks and exchanging social parties performance opinions and building relationships with local residents
Collecting opinions and about taking our course
Planning annual attendance at Board 2013 meetings Support from Ensuring strong Putting a specific mechanism - such as an the members Board scrutiny annual delivery plan - to deliver a business of the Board plan such as annual delivery plan Annual review meeting and revision of action plan Continuous monitoring through BoarderBoard meetings Hiring or entrusting external freelancers 2014 with the financial management Support from Effective Produce annual budget with professionals finance team budgeting And and Producing and reviewing monthly financial financial management accounts management
4. To improve the marketing strategy
36 Refer to Northants Touring Arts, Business Plan 2009-2012, February 2009
There should be more commitment to the branding the Albany. As With a lack of advertisements and its local-based characteristics, the profile of the Albany is comparatively low in the whole area of London area. To overcome this these weaknesses, along with the first objective ‘To widen its reach of audience reach’, the an improved marketing strategy should beis needed. The A different, more creative approach of advertisement ofin advertising the Albany should beis needed in creative ways. In addition, the existing online booking system on online can be improved into a customized booking process. These changes can increase the number of online bookings from online and can attract a more diverse audience across London.
Using Wall posters in the tube stations as 2012 a method of advertisement Marketing To develop Advertising on in Time-outOut, Evening team support Albany the standard Standard and websites that advertisements generally deal with cultural events of the Albany Additional Improving social networks pages budget for the To advertise (Facebook and tweeterTwitter) and advertisements performances creating online events to attract more and events more prospective audience effectively about Creating special off-line events in for Café the performance customers such as providing free tickets on and events online events
Based on the new logo of the Albany, 2013 holding a contest to collect find a new Website To improve the innovative website design development online booking Choosing the best design of for the support system more website comfortably Hiring a freelance web designer Budget for Applying a customized booking system development into the website for those who do not have of the website much knowledge about arts Researching people’s needs (e.ge.g. 2014 changing the food in the Café, ambiance and Budget for To advertise so on) researching room hiring and Setting out more specific services for room other events hiring or holding private partiesy in the people can Albany Marketing engage in team support Making a booking system with enough information on online Getting feedback from customers after the service
5.4 Performance indicators
1. 1. To widen its reach of audience reach Target Performance indicator
2012 5% increase in Net profits (Service/Box- office) To raise the brand-image of Albany
2013
Distributing brochures 5% increase in the rate of bookings (increase effectively by sending it them in Box-office income) directly to the addresses of people who areinvolved in membership or registered
2014 Increase the profile of the Albany in London To participate in international after the festival cultural festivals by producing innovative arts productions with residents artists
2. 2. To produce free cultural events in public spaces in collaboration with Lewisham Council and local businesses Target Performance indicator
2012
Researching people’s artistic Successful Festival in 2014 in collaboration interests and planning the with Lewisham Council main theme and details Meeting with Lewisham Attracting a total of 100,000 visitors Council regularly to monitor its their progress and collect creative and effective ideas After the festival, an increase of 5 percent of from the general audience especially from the groups who are do not generally attend the arts events.
2013 Planning details of events
2014 Creating interactive events with the public
3. To ensure good management and governance by annual research and communication with local residents Target Performance indicator
2012 To improve the channels for the open communication about the Albany’s performances Regular Board meetings
Regular social party parties with residents 2013 Ensuring strong Board scrutiny Increase the Net profit
2014 Effective budgeting And and financial management
4. To improve the marketing strategy Target Performance indicator
2012 To develop the advertisement of the Albany advertising (As already mentioned,) 5% increase in the rate of bookings (increase in Box-office To advertise income) performancesandperformances and events more effectively Increase by 5 percent of online booking about the performance and events Increase in the number of customers who want to hire spaces
2013 To improve online booking system more comfortably
2014 To advertise room hiring and other events people can engage in
6. Financial Strategy
6.1 Overview
Looking at the financial status at the standard ofon the 31st of March 2011, The Albany’s current financial status is £2,407,060. This figure includes the owned Comment [m1]: Check this number building and land property, which cost £2,418,209. Compared to the figure of for Formatted: Highlight the 2010 year, the turnover has increased to a total of £1.4 million total. It certainly shows that the projects of theatre, its creative development and the centre operations have ultimately achieved its an increase in surplusprofits.
6.2 Current financial environment
Income
Income, which is comprised of regular grants from the Arts council Council and London Borough of Lewisham, is spent on delivering Albany’s charitable productions; Theatre, Creative development (Community project / Educational programs) and Centre operation (Room hiring / Café surplus profits).
Grants There was a public announcement that stated the Arts Council England will continuously fund the Albany giving the increased grant from £160,373 in 2011/12 to £175,000 in 2012/13. The ACE confirmed grants level are;:
2012/13 :13: £175,000 2013/14 :14: £179,025
2014/15 :15: £183,68037 Lewisham has regularly funded the Albany but they do not determine the exact amount of grants. As Due to its positive effect and track record of regeneration in this area, the Albany expects to get the continuous grants from the Lewisham Council.
Furthermore, in collaborationve application withcollaboration with Rich Mix in Tower Hamlets, the Albany will also received £120,000 investment over three years from Arts Council England, Heritage Lottery Fund and the Department for Culture, Media and Sport (DCMS) through the new Catalyst funding programme. The aim of the fund is to enhance artistic activity with diverse audiences and to demonstrate how fundraising partnerships can work in practice38.
50% of earned income
Compared to other arts venues, the Albany has achieved a relatively high independent income, which almost comprise of 55 percent. Along with the Government’s emphasis on the entrepreneur modeling in arts venues, this figure is very crucial for its total financial status and its future financial forecast.
In terms of the theatre programme, they totally achieved £209,720 in the year 2011. This figure is relatively lower than the lastpreviousthe previous year (£323,088), especially in the figure offor the income from the Box-office, Recharged recharged cost and Grantsgrants. However, its loss in Theatre programs are filled up inwas compensated for by the section of creative learning, which contains workshops, community projects and educational classes. There was a drastic increase in grants for the creative learning section from £178,165 to £352,809, which is was almost doubled the figure in the year 2010.
Apart from these two sections, room hires, service and the café are also major income resources showing the growth in its their incomes. The service charge contribution represents £187,096 amount of income in comparison with the
37 The Albany, News & Jobs, http://www.thealbany.org.uk/news/Albany-Receives-Increase-in-ACE-Funding (May 2012) 38 The Albany, “The Albany and Rich Mix Awarded Catalyst Funding”, 2012,
Overall, the total incoming resources especially in grants of for creative learning projects, service and room hires showed a the rises of in profitsincreased. On the other hand, there was a sharp drop in profits in terms of important sectors, which are the Boxbox-office, theatre bar and Café.
What about expenses – it seems you should write about these also Formatted: Highlight
39 The Albany 2001 Company Limited, Trustee’s Report and Financial Statements for the year ended 31 March 2011 6.3 Financial objectives
1. To increase private investment
Along with the The increasing need for artts organizations to get develop a sustainable and resilient business modeling by with the drastic cuts of in funds from the government, to be independent finance status is required by all arts organizations40. From this point of view, the private funding should be increased to achieve finance financial independence and a sustainable cash flow. However, the current private funding in of the Albany is below £1000. To increase the Comment [m2]: so low? please check private funding from corporatescorporations, the Albany’s fundraising team Formatted: Highlight should continue their effort to approach as many corporationes as they can. Moreover, the service and strategy should be diverse and improved being able to customize value to each corporation,porate41 so that. It gGivinges them a chance to be engaged deeply in the Albany projects would be an attractive option for them. The Tate & Egg project can be ais a good example.
Target Action Resource Searching for new partners or companies 2012 Setting new strategies and various To reach new services so that company companies can Research team potential partners get more involved in the Albany’s projects searching for Confirming the new strategies new partner Making customized services for corporates companies corporations Effective disseminating of the Albany’s mission, plan and new strategies which Fundraising shows clearly the potential benefits that a development company can have support
Planning monthly social party parties 2013 To hold social Inviting potential clients and companies’ Contact list of party parties to staffs corporates provide informal Maintaining its relationships through communication continuous social partying and staying in Budget for channels contact social partiesy Consolidating the new partnerships
40 The Arts Council London, The Arts Council Plan 2011-2015 41 Yong Vic Theatre, “Corporate Membership”, http://www.youngvic.org/support-us/corporate-engagement/corporate- membership (assessed May 2012) Setting out the new project with partner 2014 companies (e.ge.g. Tate & Egg) Support from To increase Creating various events such as projects, the corporate funds campaigns, donations, events and fundraising by improving mentoring services in collaboration with team for the organized partner corporatescorporate / new strategies services corporations according to the To extend its partnership to different Additional amount of companies budget for the funding Planning more diverse projects (can be new project used in public arts events) Monitoring through regular meetings
2. To diversify its income streams
In addition to the increased private funding to accomplish the Albany’s financial independence, using the café and other spaces wisely can be another effective method to raise income. Along with the new brand-image project, to produce design products with a new brand logo of the Albany by collaborating with designer students can raise its income. And, individual funds can be raised through improving the membership system and making diverse membership schemes42. Since the Albany has lots of resources to raise more independent income such as the café, studio space, workshop space and residents artists, they havethehave the potential to raise more income from these facilities if they utilizeing it well.
Target Action Resources Researching the uncomfortable aspect Formatted: Font: Not Bold, Highlight 2012 of membership strategy that should be Budget for To innovatively complimentedTargeting the best researching improve candidates for membership membership Comment [m3]: please check this change membership Innovating membership service with strategy Formatted: Font: Not Bold, Highlight strategy new services and various strategies Formatted: Highlight innovatively Creating a department to manage membership service Support from the Improving the process of managing business membership effectively development Monitoring it membership through team continuous communication with members in by social networking and gatherings
42 Young Vic Theatre, “individual giving” < http://www.youngvic.org/support-us/individual-giving> (Accessed May 2012) Inviting the public or students who 2013 specifically study design in universities To sell Albany to join the competition for designing the logo printed logo of Albany logo Support from the products to Collaborating with design school design school collect public students to make Albany souvenir investment products of Albany with its new logo Budget for and creative style. producing Through exhibitions, selling the souvenir products as a way of raising private products funding Selling it continuously and for a Space membership, giving it as a souvenir as a part of membership service Planning the specific design with 2014 experts to renovate the café area Making lobby and Renovating the café area into a flexible Budget for café a more Bar in which theaudiencethe audience renovating the welcoming place can enjoy beverages before or after the café area and to hold various performances creating events and Organizing open concerts or performance utilizing it fully to exhibitions collaborating with generate more Goldsmiths students income Improving the service for people to have party parties in the café and lobby area Creating different types of room-hiring services which can provide not only a borrowing place / serving foodcatering service but also creating specific decorations, special music, live bands and so on
6.4 Performance indicators
1. To increase private investment Target Performance indicator
2012 To reach new potential partners
2013 To hold social party To increase the amount of private funds from parties to provide below £1000 to £5000 till by 2014. informal communication channels
2014 To increase corporate funds by improving organized service according to the amount of funds
2. To diversify its income streams Target Performance indicator
2012 To innovatively improve membership strategy innovatively 2013 To sell Albany logo printed products to collect public investment Increase 5% of income from service sectors by 5%
2014 Making the lobby and café more welcoming places to by holding various events and utilizing it them fully to generate more income
6.5 Financial forecast
2012/13 2013/14 2014/15
Income (in pounds) Formatted: Font: Not Bold General donation and grants Arts Council London 175,000 179,025 183,680 The new Catalyst funding 40,000 40,000 40,000 from Arts Council / DCMS / Heritage lottery fund London Borough of 264,660 260,300 260,000 Formatted: Font: 12 pt, Font color: Auto Lewisham Formatted: Font color: Auto Arts Festival Funding – Formatted: Font: 12 pt, Font color: Auto Lewisham Formatted: Font color: Auto Private funding Formatted: Font: 12 pt, Font color: Auto
Formatted: Font color: Auto Expenditure (in pounds) Formatted: Font: 12 pt, Highlight Project: Designing new logo of the Albany Formatted: Highlight Advertisingsement the competition 43 Comment [m4]: you need numbers here or Poster design 80 to delete these categories 44 Producing poster 2.99 per poster x 200 598 Formatted: Font: 12 pt, Highlight
Formatted: Highlight Banner and Newsletter 50 +40 for a month45 90 advertisement Advertisement fee in tube Tube ads at Borough 312 station Station for a month46
43 http://www.receptivemedia.co.uk/flyerdesign.html 44 http://www.posterpigeon.co.uk/poster-printing/sizes/a0-posters 45 http://www.firstwriter.com/advertising/
Progressing the eEvent expenses Hiring professional 200 x 2 400 designers (A selection committee) Award 500 Producing souvenir products Producing products47 Cups 0.99 x 100=99 Notepads 0.89 x 200=178 Bag 0.64 x 100=64 Eco Pen 0.29 x 300=87 Post-it 0.34 x 200=68 518 Pocket 0.44 x 50 =22
Total 2498 Formatted: Font: 12 pt, Bold Formatted: Font: Bold Formatted: Font: 12 pt, Bold
Formatted: Font: Bold
46 http://www.teamlondonbridge.co.uk/Dealcard-Advertising-CBS-Outdoor-fantastic-offers-on-tube-advertising-at- London-Bridge-and-Borough-stations-1502zzznzzz.aspx?m=21&mi=185&pmi=&ms= 47 http://www.igopost.co.uk
7. Risk Analysis
Potential Risk Likelihood Impact Steps to Mitigate Not enough budget for Low High Searching for new programming Grants / private funds Appropriate artists Having enough who have diverse Low Medium information about ethnic backgrounds international artists by not found for new researching on online programming Good relationship with governmental cultural centers of from different countries in London and getting the list of artists who can perform in London The new educational Enough research about programs not Low Medium young people’s needs successfully Creating more diverse accomplished and interesting educational classes (Learning deejaying / Hip- hop dance and so on) The new logo of the Advertising the Albany logo not Medium High competition well and in recognized as the long-term attractive compared Improving rewards for toas the original one the winner Grants not raised for Raising funds from the the festival in 2014 Low High private companies that from the Lewisham want to be involved in the Council festival (Advertisement/Support) The result of festival Preparing lots of not accomplished as Medium High entertaining programs expected at More effective firstdoesn’t produce advertisements the results expected
Not enough budget for Medium Medium Creating cheap but improving effective advertising advertisements methods (Introducing programs on tissue / Online advertisements) Appropriate partners High Medium Wider distribution of the not achieved for Albany’s brochure private funding Improved benefits that for partner companies can get Comment [m5]: NOTE: Maybe good to put Appendix 1 in the actual percentages here
Formatted: Highlight Formatted: Highlight
2010/2011 Performance Genres
Family Theatre
Spoken Word Music Film Literature / Poetry
2011/2012 Performance Genres
Theatre Family Music Spoken Words Comedy Circus Dance Other
Appendix 2
(Using graph 20th ONS Mid-Year Population Estimates 2010)
Appendix 3