Strategic Plan 2020-2024

ACE OPEN

Lion Arts Centre North Terrace (West End) rt Kaurna Yarta a n. Adelaide SA 5000 aceope

ACE Open Strategic Plan 2020-2024 1 ACE Open respectfully acknowledges the traditional Contents country of the Kaurna people of the Pg 3. Vision, Mission & Values Adelaide Plains and pays respect Pg 4. Executive Summary to Elders past and present. We recognise and respect their cultural Pg 5. Strategic Context heritage, beliefs and relationship with the land. We acknowledge that Planning Context they are of continuing importance to History the Kaurna people living today. Key Issues

Artist Vibrancy

SWOT Analysis

Markets

Pg 17. Goals

Pg 23. Strategic Priorities

Pg 24. Organisational Support Planning

Management

Financial

Pg 33. Risk Management

ACE Open Strategic Plan 2020-2024 2 Vision Our vision is to understand, expand and transform our world through contemporary art.

Mission To be South Australia’s leading contemporary art space, nationally renowned for supporting artists, promoting artistic excellence and enriching audience experience. We will achieve this by: • Presenting and premiering new works from local, national and international artists • Nurturing the careers of artists to elevate their practice • Fostering conditions for critical engagement and explorations • Making art and spaces that are accessible, respectful and reflect Australia’s diversity Vision • Securing a sustainable future through strong management practices and strategic partnerships Mission Values Values Openness: We believe in making contemporary art accessible to everyone, inviting artists and audiences to experience contemporary art in an environment that is as engaging and challenging as it is welcoming.

Artistic Freedom: We respect and nurture creative and cultural processes. We believe in the rights of artists to express themselves freely, as well as the general public’s right to access artistic expressions and take part in cultural life.

Diversity: We believe in providing equal opportunities regardless of race, colour, gender, identity, sexual orientation, religion, age or disability. We are committed to making our activities inclusive and celebrating diversity in our programming, workforce and audiences.

ACE Open Strategic Plan 22020-2024020-2024 3 Executive Summary

ACE Open enters into the next five years with newly appointed co-directors and a structure that guarantees dynamic artistic vision alongside strong executive leadership. ACE Open is a new and unique institution, which has emerged from the legacy of its predecessors, the Australian Experimental Art Foundation (AEAF) and the Contemporary Art Centre of South Australia (CACSA), to serve and lead the South Australian contemporary visual arts sector into the next era.

As the flagship contemporary visual arts organisation in South Australia, ACE Open maintains a strong commitment An increased investment over the next five years from Federal to elevating South Australian artists, providing enriching and and State Governments, combined with growth in earned transformative experiences to local communities, reflecting income and project funding will allow us to expand our the diversity of our society, and connecting our local sector capacity by appointing additional staff, implementing richer nationally and internationally. The next five years will see and more accessible communications, and strengthening us grow our artistic and outreach programs for artists and stakeholder relationships. This development in key focus areas audiences. These activities will be underpinned by strong has been calculated to ensure organisational resilience by financial and operational management, as well as new encouraging greater investment in our programs, artists and partnerships and collaborations to take advantage of local and communities. international opportunities.

ACE Open Strategic Plan 2020-2024 External view of ACE Open. Photo: Josie Withers. 4 Planning Context

This Strategic Plan has been written during a period of change. Following the departure of inaugural CEO, Liz Nowell, in June 2019, a new dual-leadership structure was created to strengthen our dynamic artistic vision alongside a strong executive leadership as the organisation enters its next stage of growth. Patrice Sharkey was appointed as Artistic Director (following her commencement as Curator with ACE Open in February 2019) and Louise Dunn was appointed as Executive Director.

The new leadership team commenced in August 2019 and have therefore worked quickly to finesse their vision for the future in order to accommodate funding Strategic deadlines. They have taken a big picture view of the current strengths and weaknesses of the organisation from both an artistic and business perspective, and Context worked with the Board to map out priorities.

Since our inauguration, we have has established a strong foundation with an emphasis on artistic vision and leadership, governance, built infrastructure and a stable financial base. We are supported by government, established an investment fund and continue to build philanthropic donor relationships. We have successfully engaged past AEAF and CACSA audiences, welcomed new audiences, gained critical acclaim for our programs, and developed key partnerships and networks.

This new plan builds on the successes of the last three years and is a blueprint for the next five years. During this time we will continue to progress through consultation with our stakeholders, evaluate our progress and review our goals.

ACE Open Strategic Plan 2020-2024 5 Strategic Context cont.

History

ACE Open has a long and short history: the organisation was established in 2017 after the Australian Experimental Art Foundation (AEAF) and the Contemporary Art Centre of South Australia (CACSA) lost funding from the Australia Council for the Arts. It was decided to combine resources and create one flagship organisation in South Australia that builds on the 116-year history of its predecessors. ACE Open honours the ambitions “ACE Open is a great 2017 and intent of these two pioneering organisations through a commitment to story of resilience and fresh experimental art and support of contemporary artists. thinking. Adelaide’s newest contemporary art organisation has risen from the ashes…” ACE Open is now the only publicly funded, independent contemporary art space in South Australia. We have quickly established a prominent Gina Fairley, ArtsHub, place in the visual arts sector and are strongly backed by government, December 2017 receiving financial support from State and Federal sources throughArts SA and the Visual Arts and Crafts Strategy. CACSA operated out of a property on Porter Street in Parkside which has

ACE Open operates from our home in the Lion Arts Centre in the West now been sold. The proceeds are held in a special investment fund known as End of the city. Originally purpose-built for AEAF in 1992, the physical the Porter Street Fund, which is managed by the ACE Open Board and, as infrastructure consists of a main exhibition space, an events foyer, five outlined in the Constitution, must be utilised to better serve the artists and arts large artist studios and a studio apartment. community for whom ACE Open exists.

ACE Open Strategic Plan 2020-2024 Sera Waters, Domestic Arts, exhibition view, ACE Open, 2017. Photo: Lana Adams. 6 Funding landscape Strategic Context cont. Declining levels of Federal arts funding over the past decade, combined with decreases in State arts funding over the same period and the dismantling of Arts SA under the Key Issues new State Government, has reduced levels of government support in the art sector. While the appointment of the South Australian State Premier as Minister for the Arts Local Context suggests new opportunities to make directive decisions in Government, the newly As the only institution of its kind in South Australia, ACE Open carries a released State cultural plan is limited in scope and has no commitments to increased multitude of responsibilities to its immediate community of artists and arts investment. The City of Adelaide presents positive opportunities, as indicated by a professionals. The scale of Adelaide, Australia’s fifth most populous city, renewed commitment to investment into arts and culture led by a new Lord Mayor provides both advantages and challenges. A strength is the tight-knit and with a long history in the arts, alongside the development of a new cultural plan. New strongly invested visual arts community. A weakness is the threat of insularity partnerships have been developed between ACE Open and the City of Adelaide in the and lack of outside perspectives. We believe that, by strongly supporting local past year, strengthening opportunities for extended support in future. artists and communities, and connecting them to our national and international peers, we can create greater opportunities and more expansive contexts for art Site and location practitioners in South Australia. There has been ongoing uncertainty about the future of ACE Open’s current site over recent years. This has been exacerbated by shorter lease agreements, growing The merger of AEAF and CACSA enabled us to reflect on how broader interest from the neighbouring University of South Australia to repurpose the site, communities in South Australia were engaging with contemporary visual lack of investment in refurbishment and infrastructure upgrades. A lack of clarity arts. This is reflected in the foundational values of ACE Open which focus on from State Government about their priorities reinforces this concern. openness and accessibility in terms of ideas, communities and physical barriers.

ACE Open is situated in Lion Arts Centre precinct which was established as a Newness and History cultural precinct for small-to-medium cultural organisations. Our immediate It is rare to be able to reimagine a new contemporary art organisation in neighbours include South Australian Living Artists (SALA) Festival; craft and Australia’s small-to-medium sector. This prospect, along with ACE Open’s design organisation JamFactory; state-wide artist/craft advocacy body Guildhouse; solid foundation, affords us a distinct opportunity to define what we stand for multidisciplinary multicultural organisation Nexus; and independent screen hub and how we work. We need to establish long-term relationships and build a Mercury Cinema. Currently these connections between like-minded organisations sense of trust with our stakeholders. Our challenge is to respect and honour are under-utilised and there is a real opportunity to work together to build each previous organisation’s legacy whilst also establishing ACE Open in its relationships with artists and audiences. Greater collaboration would also reinforce own right, as a responsive organisation, relevant to the present. the strength of the precinct as an arts hub and protect against repurposing of the site.

ACE Open Strategic Plan 2020-2024 7 Strategic Context cont.

Artistic Vibrancy Exhibitions ACE Open’s exhibition program is focussed on commissioning and curating new work from local, national and international artists across all stages of their careers. Over the past three years we have presented 30 exhibitions; premiered 199 new works; and engaged 344 artists in our programs. We are committed to representing the diversity of Australian society and this is “I was encouraged to think reflected statistically in our program, which has featured 81% women artists artist and Barbara Cleveland member Frances Barratt (co-curator – Into My Arms) and 37% Aborignal artists over the last three years. big and I excitedly met that and Melbourne Museum’s Senior Curator of South Eastern Aboriginal Collections, Kimberley Moulton (co-curator – Next Matriarch). challenge; making the most of Group Exhibitions the inaugural ACE Open South We have established a reputation for mounting important shows at the nexus The reach and impact of this part of our exhibition program is demonstrated by of cultural, social and artistic discourse in Australia. Key highlights include: Australian Artist Commission the extensive media coverage collectively received across significant national and international platforms, including Radio National 1, The Guardian 2, Artforum but also growing in confidence No Black Seas (2019): an exhibition of new works by Aboriginal artists International 3 and ABC’s The Mix 3. about the future possibilities of from Ceduna, a South Australian coastal town, addressing their cultural and personal connections with the Great Australian Bight, and the impact drilling my practice.” New Solo Exhibitions for oil would have on their community and environment. The other main focus of our exhibition program is our annual South Australian Artist Commission, which results in solo exhibitions by an inter-generational mix Sera Waters, exhibition artist Waqt al tagheer: Time of change (2018): the first ever exhibition of eleven, of leading South Australian artists. To date, we have premiered large-scale bodies a collective of leading Muslim Australian contemporary art practitioners, Domestic Arts, November 2019 of new work by Hossein Valamanesh (2019), Julia McInerey and Gerry Wedd which brought attention to the diversity and versatility of Australian Islamic (both 2018), and Sera Waters (2017). experiences. This major investment in new work has seen participating artists receive Into My Arms (2018): a curatorial project and performance program that official accolades and has had ongoing benefits for their work. Valamanesh’s explored how an embrace might serve as a form of care and resilience in a commissioned installation, Enter, will now travel to the United Arab Emirates as time of political and social uncertainty. part of the Sharjah Calligraphy Biennial, April 2020; Gerry Wedd won the 2018 Don Dunstan Foundation Award for South Australian artists whose work explores Next Matriarch (2017): a group exhibition that brought together a multi- social justice themes; and Sera Waters’ exhibition, Domestic Arts, will commence generation of Aboriginal women artists to celebrate sisterhood, strength, a seven venue tour with Country Arts SA in 2020. activism and redefinitions of what it means to be female.

A key working methodology for each of these exhibitions has involved 1 ‘The fight for the Bight’, presented by Daniel Browning, AWAYE!, 2 November 2019 engaging leading practitioners based in other parts of Australia to lead, guide, 2 ‘I have a post-9/11 mentality’: creating art while Muslim in Australia’, by Steve Dow, online, 1 March 2018 3 collaborate and advocate. They include artists Yhonnie Scarce and Ryan ‘Critics Pick: Time of change’, by Eugenio Viola, online, March 2018 4‘Next Matriarch’, by Eloise Fuss, on-air TV, 29 October 17 Presley (peer artist mentors – No Black Seas); artist Abdul-Rahman Abdullah and scholar Nur Shkembi (guest curators – Waqt al tagheer: Time of change),

ACE Open Strategic Plan 2020-2024 Waqt al-tagheer: Time of change, exhibition view, ACE Open, 2018. Photo: Sam Roberts. 8 Strategic Context cont.

Public Programs From the outset we have made a strong commitment to public programming and have presented 77 events to date. Audience feedback during our first year of operations indicates a high level of satisfaction. One participant described how ACE Open’s public programs ‘... felt really unprecedented for Adelaide in terms of featuring artists and performers which are often relegated to the margins of the art world. This makes me hopeful about future events ACE Open will bring to the city.’ In 2019, this appetite is reflected by a projected total of 1800 public program visitors, one-third of our annual visitation.

In 2019 we launched Perspectives: shaping the world through visual culture. This annual series of thought-provoking lectures invites leading artists, makers and thinkers to Adelaide to engage with the compelling ideas currently shaping our world. In 2019, Iranian-Australian photographer Hoda • ‘What’s Holding Us Back? Frameworks for an artist-led future.’ Panel discussion featuring NAVA CEO Esther Anatolitis and Adelaide-based artist “The invitation from ACE Afshar presented ‘Unmaking Images: Image-making and representation’ to explore how the camera has served her as an active tool for issues of identity Elyas Alavi (June 2018). to co-curate Into My Arms and marginality; and New Zealand-based independent curator Ema Tavola • COUNTess (artist Elvis Richardson) in conversation with Mia van den Bos and was my first independent, presented ‘Is the Gallery Enough?’, unpacking power and privilege in the Ashleigh D’Antonio, co-Directors of Adelaide ARI Sister Gallery, on gender institution-level curatorial South Pacific through the lens of the art world. equity in the Australian contemporary visual art (August 2017). opportunity. It allowed me to experiment as a curator, Our artist-led workshops allow audiences to learn specialised artistic Studio Program as well as engage in-depth techniques, such as painting on copper, weaving with unconventional Each year ACE Open hosts five fully-supported, rent-free studios to South with local local artists materials and 3D modelling, as demonstrated by well-known contemporary Australian artists through our Studio Program. The well-proportioned studios, working with performance. In Australian artists, including Abdul Abdullah, Emily Floyd and Katie West. together with kitchen and break-out facilities, form a social, active and particular, it has resulted in an During Summer, we host an annual community-orientated party. For 2019, supported workplace for artists and creative practitioners. ongoing working relationship this is curated by Arts Ceduna as part of their exhibition, No Black Seas. As with Adelaide-based Sione part of our commitment to audiences living with disability, we deliver audio The selection of studio artists is led by an open call out, and based on the strength of their practice and identified need for studio space. Studio artists Teumohenga, who I am described and tactile tours of exhibitions. We also deliver public dialogues on receive professional development, including studio visits with leading local, curating into a major exhibition issues that impact arts and culture in Australia. This has included: • ‘Voice. Treaty. Truth.’ Presented as part of NAIDOC Week, 2019, and national and international curators. at Australian Centre for featuring Jack Buckskin, Clayton Cruse, Sharon Meagher and Dr Jared Contemporary Art for 2020.” Thomas. Each panellist unpacked what a treaty would mean personally, as The annual ACE Open Studio Program was established in 2019 with the well as for their broader communities. generous support of strategic partners the City of Adelaide and the Helpmann Frances Barratt, artist and co-curator Academy, and the Foundation Donors James Darling AM, Lesley Forwood of Into My Arms, November 2019 and Ministry of Clouds.

ACE Open Strategic Plan 2020-2024 Workshop with artist Sione Monu, ACE Open, 2018. 9 Strategic Context cont.

Touring and Exchange Our residential studio has enabled ACE Open to host visiting artists and curators, who present public talks, undertake research and participate in studio visits with our resident Studio Program artists. In 2019, we hosted “ACE has helped me develop artist and curator Talia Smith (NSW) and independent curator and UNSW professionally in many ways: lecturer Jasmin Stephens (NSW), amongst others. from engaging me to deliver In 2018, in partnership with Country Arts SA, we supported regional South • Next Wave X ACE Open: a mentorship and commission opportunity for an an artist-led 3D modelling Australian artist Kerry Youde to undertake an on-site residency. In 2020, we emerging South Australian visual artist, curator or collective to develop and present workshop, to meeting travelling will embark on a new exchange initiative with Kochi Biennial Foundation: new work at both Next Wave Festival and ACE Open. In 2018, the recipient was arts workers, artists and the ACExKBF Residency Exchange will support two South Australia-based artist Elyas Alavi and, for 2020, we are working with fine print – an independent curators. For me, this area of artists to undertake residencies at Pepper House (Kochi, India) and two India- online magazine focusing on critical and experimental discussion around professional practice was a based artists to undertake residencies at ACE Open. contemporary art led by Raylene Forester and Joanna Kitto. weakness, so thank you to ACE • In collaboration with Helpmann Academy, we will realise a large-scale public artwork We also facilitate off-site and touring initiatives to showcase South Australian for a SA Power networks building on Hindley Street in Adelaide’s West End in 2020. for allowing me to strengthen artists on a national platform. To date, this has included When you open your my practice and my networks.” mouth to speak, an exhibition co-commision that brought together new work by South Australian artist Kate Power and Melbourne-based photographer International Benchmarks Jess Taylor, 2019 Studio Program Phebe Schmidt, West Space, Melbourne (2018); tour of Next Matriarch We have identified the following peer organisations as role models based on their artist, October 2019 to Koorie Heritage Trust, Melbourne (2018); and Long Ballads, a solo focus and approaches to supporting artists and local communities. All understand exhibition by Julia Robinson, Artspace’s Ideas Platforms, Sydney (2017). contemporary art as both a local and global phenomenon, and develop artistic programming that is socially and politically driven as well as experimental:

Partnerships Artspace Aotearoa, Auckland: approaches their program and organisation with intent “ACE Open has made a strong, Since 2017 ACE Open has partnered with more than 30 local and national to care, support and inspire, making exhibitions that both promote New Zealand art and meaningful and ongoing like-minded organisations to enhance our exhibitions, audiences, public actively engage with voices from elsewhere. commitment to Indigenous arts programs, and support artists and artistic development. Key partnerships – practice in Australia. What’s existing and upcoming – include: Green Papaya Art Projects, Manila: the longest, independently run artist platform in more, while working with the • Exhibitions Sally Smart: The Violet Ballet (2019) and Waqt al tagheer: the Philippines that focuses on alternative and experimental art. ACE team, I have appreciated Time of change (2018) presented as part of Adelaide Festival, one of the city’s ten major arts and cultural festivals. The Showroom, London: a contemporary art space focused on collaborative their understanding of cultural • The South Australian Artist Commissions series is presented annually as approaches to cultural production within its locality and beyond. The organisation sensitivities and protocols; part of the South Australian Living Artists (SALA) Festival. works closely with community groups in its neighborhood and develops discourse an essential value set when • No Black Seas (2019) and Next Matriarch (2017) presented as part of around contemporary art practices through public programs, workshops and publishing. traversing diverse art worlds.” Tarnanthi, the Art Gallery of South Australia’s Festival of Contemporary Aboriginal and Torres Strait Islander Art. Chicago Artist Coalition: supports contemporary Chicago artists and curators by Yhonnie Scarce, artist and peer mentor • Annual lecture series Perspectives: shaping the world through visual offering residency programs, professional development and resources that enable them for No Black Seas, November 2019 culture presented in partnership with Guildhouse and The Bob Hawke to live, work and thrive in the city. Prime Ministerial Centre, University of South Australia.

ACE Open Strategic Plan 2020-2024 Elyas Alavi, I wish borders could become drunk, performance during Next 10 Wave Festival, Melbourne, 2018. Photo: Snehargho Ghosh. Strategic Context cont.

SWOT Analysis Artistic Program

Strengths Weaknesses Opportunities Threats

• One of a kind visual arts organisation in SA offering • Funding not secure long • Public programs are frequently oversubscribed, so opportunity • Art Gallery of South high quality nationally recognised programs term which limits long to expand Australia dominating • Offers a fresh voice underpinned by embedded values term planning • Public Programs output through collaboration and support contemporary art and the significant legacies of AEAF and CACSA (including the education sector) investment in SA • Under-representation • Freedom from government intervention as being a of artists living with a • Extend markets by strengthened promotion and positioning of • Competition for non-statutory authority enables us to take artistic risks ACE as a must-see, top-of-mind destination for contemporary and challenge audiences disability art audiences with festivals and major institutions in • Capacity to commission significant new work • Limited on-site gallery • Establish new partnerships with local ARI’s through mentoring SA space restricts range of role and encourage growth • Annual Studio Program enriches contemporary art practice in SA and has attracted program partners and presentation opportunities • Develop and deliver programs with Art Gallery of South • Decreasing levels of philanthropic support for artists Australia Federal arts funding

• Established partnerships with significant peer • Low level of general • Partnerships with education institutes in SA to help inform • Decrease in State arts organisations locally, regionally and nationally to professional development programs present new programs and exhibitions public awareness and funding over the past profile within the SA • Partnerships with Helpmann Academy and Carclew to support decade and dismantling • High attendance and audience engagement with community emerging artists of Arts SA public programs • Insufficient staff resources • Collaborations with City of Adelaide • Newly released • Breadth and strength of professional networks to deliver education • Extended reach and exposure through digitisation of programs State cultural plan • Sole SA member of Contemporary Arts Organisations programs limited in scope and Australia (CAOA) network • Promotion of the histories of AEAF and CACSA through no commitments to archives increased investment • Strong advocate for the value of the arts and fair pay for artists • Publishing partners to extend the reach of ACE’s investment in arts writing • High level media exposure for key exhibitions • Linking artistic programs to school curriculum to assist teachers and attract more students ACE Open Strategic Plan 2020-2024 11 Strategic Context cont.

SWOT Analysis Organisational Structure and Sustainability

Strengths Weaknesses Opportunities Threats

• Stable financial position • Insufficient resources to support • Partnerships with locations, events, and • Small / weak state economy prohibits fundraising activity industries that attract tourists increased investment • Porter Street Investment Fund provides financial security to the organisation and • Limited resources and small team due to • Partnerships with key media partners to • Lack of corporate head offices in SA 50% of interest from investment used to funding constraints strengthen media presence creates highly competitive environment fund new projects to benefit SA artists for sponsorship dominated by major • Systems and processes still being • Greater recognition of artists as cultural institutions, festivals and • Successful approach to philanthropy with established entrepreneurs and key economic MPAG’s our first initiative raising over $80,000 contributors under State Government’s through the support of PLUS 1 focus on entrepreneurialism • Losing local staff and board to bigger cities • Strong governance and diverse skill sets • Research Partnerships with universities across highly experienced staff and board • Memberships to international residency • Dual leadership model strengthens the networks capacity of the organisation • Increase funding streams through all tiers • Industry-standard policies, procedures and departments of government and practices across all operations

ACE Open Strategic Plan 2020-2024 12 Strategic Context cont.

SWOT Analysis Site & Location

Strengths Weaknesses Opportunities Threats

• Premises owned by the State Government • Current lease ends in December 2020 • Stakeholder networks to secure national • Lack of site infrastructure investment residency and exchange opportunities and provided rent free and growing land value increases threat • Need to upgrade gallery space and • Collaborations with precinct neighbours of Government selling or repurposing • CBD location in the west end refurbish offices the site • Collaborations with local socially • Situated in cultural precinct surrounded • After hours safety and access issues engaged organisations and businesses • Interest in site from educational by peer organisations institutions and businesses with greater • Expansion of ACE program at Lot • Building position hinders visibility of the power and capacity Fourteen through the State Government’s • Five on-site artists studios entrance, no street frontage activation agenda • Insecure long-term tenancy due to • Residential Apartment • Location of the site is not welcoming • New tramline extension connecting unclear State Government commitment the Art Gallery of South Australia and • Collaborative plan to strengthen the • Limited on-street parking and directional the North Terrace cultural boulevard, continuing to Lot Fourteen site and West End Creative Precinct’s value and signage for visitors Botanic Gardens positioning • Refurbishment and expansion • Offices large enough for growth and hosting peer organisations.

• Adequate spaces, indoors and outdoors for our public program delivery

• Neighbouring performance venues available for expanded programs

ACE Open Strategic Plan 2020-2024 13 Strategic Context cont. Markets

Key Stakeholders- Key Stakeholders- Current Direct Local Other Local New Audiences Internal External Audiences Competitors Competitors

• Staff • Artists Two main audience segments We will expand audiences • Art Gallery of South • University galleries: have been successfully through targeted consultation, Australia Flinders University Art • Board • Writers targeted in keeping with our programming and collaboration Museum, Adelaide Central • Volunteers • Cultural commentators 2017–19 Marketing Strategy: with a view to securing new • Samstag Museum Gallery, Light Square partnerships focussing on the Gallery and SASA Gallery • Galleries • Art as life: Visual artists, following: • JamFactory • Curators writers, curators, students, • ARIs: FELTspace, Floating academics, arts industry • Museum of Discovery Goose, Collective Haunt • Audiences • Regional communities (University of South • Students • Art as leisure: Creatives • People living with disability Australia) • High-profile touring • Academics in other fields and/or • National and International exhibitions in festival hobbyists, curious locals, audiences • Commercial galleries, e.g. contexts, e.g. Adelaide • Patrons and Sponsors tourists Hugo Michell Gallery and Festival and OzAsia • Program Partners • Digital audiences Greenaway Art Gallery • Tourists • Multi-arts organisations, e.g. • Major Funding Bodies • Independent contemporary Vitalstatistix, Nexus, The • Touring Partners • Local residents and art spaces / studios, e.g. Mill, Performance & Art businesses • Donors praxis ARTSPACE, Development Agency, Open • Non-arts consumers Fontanelle Gallery & Space Contemporary Art • CAOA organisations Studios • Lion Arts Centre Precinct • Children and young people • Families

ACE Open Strategic Plan 2020-2024 14 MarketStrategic Context cont.

Audience Development Strategies

+ Approach to leveraging our brand: • Invest more in documentation, evaluation and reporting • Produce content for a connected digital audience • Employ a digital producer • Increase online assets • Grow digital engagement and social media following • Define and implement national and international profile raising initiatives • Program ACE Open activity into select local, national and international festivals • Position ACE Open in galleries, conferences, events and festivals in local, national and international contexts • Define and implement targeted publicity strategy • Enter pertinent awards and nominations

+ Approach to growing visitation: • Position ACE Open as a must-see, top-of-mind destination for contemporary art • Capitalise on the City Tram extension linking ACE Open directly with the Art Gallery of South Australia and other major cultural institutions • Provide rewarding volunteer experience • Make all feel welcomed and valued • Provide rich ‘take-away’ experiences • Develop education packages / experiences / workshops for teachers and students • Maximise physical and digital accessibility to extend our reach

+ Approach to growing markets through partnerships/networks: • Secure national residency and exchange opportunities through our stakeholder networks • Actively seek research and partnership opportunities with universities • Join and become a key member of international residency networks • Strengthen our media presence with key media partnerships • Secure cultural commentary opportunities • Identify potential partners and collaborative projects and pursue partnerships with locations, events, and industries that attract tourists • Initiate collaboration with our local competition • Identify, consult and collaborate with local socially engaged organisations and businesses • Re-engage West End Cultural Precinct in collaborative marketing efforts

ACE Open Strategic Plan 2020-2024 Exhibition opening of Into My Arms, ACE Open, 2018. Photo: Jack Fenby. 15 “ACE Open is a pivotal platform for South Australian artists, and makes an essential contribution to contemporary art in our state and the local arts ecology.”

Rhana Devenport Art Gallery of South Australia Director November 2019

ACE Open Strategic Plan 2020-2024 16 ACE Open Strategic Plan 2020-2024 16 Goals 2020-2024 Elevate 1. Elevate artists’ practice through exhibitions, professional pathways, financial investment artists and increased visibility 2. Enrich culture in South Australia by Enrich providing local and regional audiences with new experiences, connections and learning culture in Advance opportunities South new ideas 3. Advance new ideas by fostering conditions for creative explorations and critical Australia dialogues

4. Embrace the diversity of Australian society across ACE Open’s Artistic Program, business operations and governance Embrace Build 5. Build a sustainable, resilient organisation through best practice, leadership and diversity sustainability strategic partnerships

ACE Open Strategic Plan 2020-2024 17 Goals cont.

Strategies Current Performance Measure/s Deliver a curated program of exhibitions featuring new work Situation Projected Goal 1 by living artists 2019 2020 2021 2022 Number of new works • Commission new work 51 30 30 30 Elevate artists’ • Present solo exhibitions premiered practice through • Present group exhibitions Number of exhibitions Solo: 3 Solo: 2 Solo: 2 Solo: 2 Group: 1 Group: 3 Group: 3 Group: 3 exhibitions, Provide creative opportunities and professional pathways for Number of rent free 5 5 5 5 professional artists, particularly those practicing in South Australia studios provided • Deliver an annual Studio Program which provides free studio space and pathways, financial Curator-in-Residence professional development for artists In Kind In Kind Employed Employed employed investment • Engage an annual Curator-in-Residence • Invest in mentoring opportunities for regionally-based artists Percentage of SA artists Minimum Minimum Minimum and increased 92% in artistic programs 40% 40% 40% visibility Number of mentorships for Increase visibility of South Australian artists, arts professionals, regional SA artists 2 2 2 2 writers and curators • Prioritise presentation of work by South Australian artists Number of press mentions • Increase media exposure and digital outputs that highlight South of SA artists in ACE 41 45 50 60 Australian arts, artists, and arts workers program Number of off-site • Tour exhibitions and deliver off-site exhibitions (nationally and National: 0 National: 1 National: 2 National: 2 exhibitions presented internationally) Interational: 0 Interational: 1 Interational: 1 Interational: 1

Value of project grants $139, 690 $130,00 $70,000 $80,000 Grow ACE Open’s financial investment in artists and artistic activity for artistic programs • Develop and implement the Porter Street Fund as a key initiative to Porter Street Fund support fellowships, professional development and/or prizes for South 0 Invested invested in SA artists Australian artists • Adequately remunerate artists and resource all programs appropriately (guided by NAVA benchmarks) • Increase expenditure in artistic programs to achieve greater quality and ambition

ACE Open Strategic Plan 2020-2024 18 Goals cont.

Strategies Current Performance Measure/s Invest in artistic programs that provide new experiences for Situation Projected Goal 2 audiences 2019 2020 2021 2022 Number of works premiered • Premiere work by national and international artists previously unseen in 51 30 30 30 Enrich culture in South Australia to SA • Present public programs in response to artistic programs Number of public programs South Australia 22 25 30 35 • Increase access to artistic programs through digital platforms presented by providing Number of total visitors On-site: 4,501 On-site: 5,000 On-site: 5,500 On-site: 6,000 On-line: 344,713 On-line: 350,000 On-line: 370,000 On-line: 390,000 local and regional Off-site: 0 Off-site: 2,000 Off-site: 2,500 Off-site: 3,000 Engage with Regional South Australian audiences audiences with • Develop regional strategy for partnership and engagement Regional partnership and engagement strategy Developed and reviewed new experiences, • Deliver public programs to regional communities developed connections Number of public programs and learning delivered to regional 0 2 2 2 Deliver educational and learning programs communities opportunities • Develop and implement education engagement and action plan targeting primary, secondary and tertiary groups Number of education Primary: 0 Primary: 0 Primary: 2 Primary: 4 • Deliver artist-led workshops partnerships Secondary: 0 Secondary: 1 Secondary: 2 Secondary: 5 Tertiary: 0 Tertiary: 2 Tertiary: 3 Tertiary: 4

Number of artist led Honour the history of AEAF and CACSA workshops delivered 5 6 6 6 • Deliver projects that promote the history of AEAF and CASA • Make archives accessible to public Number of projects about AEAF and CACSA history 0 1 1 1

Number of requests met to access the AEAF and CACSA 3 As required archives

ACE Open Strategic Plan 2020-2024 19 Goals cont.

Strategies Current Performance Measure/s Develop and present programming initiatives that support Situation Projected Goal 3 critical dialogues 2019 2020 2021 2022 • Present curatorial projects by guest curators Number of guest curators National: 0 National: 1 National: 1 National: 1 Advance new • Deliver speaker programs by leading artists, curators and creative thinkers engaged Interational: 0 Interational: 0 Interational: 0 Interational: 1 (e.g. Perspectives) ideas by Number of speakers events • Deliver public dialogues on issues that impact arts and culture in Australia delivered fostering 9 10 10 10 conditions Invest in arts writing Number of publications for creative 1 1 1 1 • Produce texts and publications in response to the artistic program produced explorations • Commission essays about Studio Program artists Number of essays and critical • Facilitate professional development and publishing opportunities for local published featuring 0 5 5 5 arts writers Studio Program artists dialogues Number of professional development programs Provide creative conditions for thinking, exchange and delivered for arts 0 0 1 1 collaboration writers • Facilitate studio residency exchanges with regional, national and Number of publishing 0 1 1 1 international partners (e.g. Country Arts SA, CAOA partners, Kochi partners Biennial) SA: 0 SA: 0 SA: 0 SA: 1 • Host national and international artists and curators Number of exchange opportunities National: 0 National: 0 National: 0 National: 1 • Collaborate with and co-present artistic programs with national and Interational: 0 Interational: 2 Interational: 2 Interational: 2 international partners Number of artists and National: 8 National: 8 National: 8 National: 8 curators hosted Interational: 0 Interational: 1 Interational: 1 Interational: 2

Number of co-commissioned artistic programs presented 0 1 1 2

ACE Open Strategic Plan 2020-2024 20 Goals cont.

Current Performance Measure/s Situation Projected Strategies 2019 2020 2021 2022 Ensure diverse voices are represented across artistic programs Representation of women Minimum Minimum Minimum 78% Goal 4 • Implement quotas for representation and gender diverse artists 50% 50% 50% • Partner with representative peer arts organisations / festivals (e.g. Ku Arts, across three-year period Tarnanthi, Diversity Arts Australia, Arts Access, Tutti Arts) Embrace the Representation of Minimum Minimum Minimum Aboriginal and Torres 78% diversity of 20% 20% 20% Ensure diverse voices are represented across the organisation Strait Islander artist Australian society (staff and board) Representation of culturally Minimum Minimum Minimum 23% across ACE Open • Implement a holistic Reconciliation Action Plan (including building and diverse artists in artistic 20% 20% 20% programs communications) programs, business • Implement a holistic Disability Action Plan (including building and Representation of people Minimum Minimum Minimum 0 operations and communications) who identify as disabled 1 1 1 in artistic programs governance • Introduce quotas for Board representation Number of partnerships with representative peer arts 2 2 3 3 Empower communities to share their culture and voice through organisations participation and engagement in our programs Reconciliation Action Plan Maintain and undertake • Establish protocols to guide engagement based on communities In progress In progress Implemented developed and implemented annual participating in programs evaluation • Deliver targeted public programs Disability Action Plan Undertake annual evaluation • Deliver targeted awareness training for staff reviewed and maintained

Minimum Minimum Minimum Aboriginal Board 1 representation 1 1 1

Establish, review and implement protocols to guide As required engagement with communities participating in programs

Number of targeted public programs for specific As required communities

Number of Awareness Training sessions for 1 2 2 2 staff

ACE Open Strategic Plan 2020-2024 21 Goals cont. Current Performance Measure/s Situation Projected 2019 2020 2021 2022

Strategies Grow philanthropic and $38,550 $82,550 $74,000 $94,000 Grow capacity to ensure financial sustainability and adequate sponsorship income resourcing Increase self generated $6,500 $7,500 $8,600 $9,650 Goal 5 • Establish a strong and continuing philanthropic and sponsorship program income (cash and in-kind) Build a Grow number of FTE and EFT: 4.1 EFT: 4.2 EFT: 4.8 EFT: 5.3 • Increase self-generated income through public programs and retail streams staff roles Staff roles: 5 Staff roles: 6 Staff roles: 7 Staff roles: 8 sustainable, • Grow the number of FTE staff and expand staffing structure • Manage budgets to achieve projected surpluses Achieve less than 5% resilient variation between estimated Achieved and actual budget organisation Carry out future planning and evaluation of strategic directions Projected surplus >$10,000 >$10,000 >$15,000 >$15,000 through best • Succession planning at Board and staff level Develop succession plans Developed Implemented • Strategic plan reviews and evaluation for Board and Staff practice, • Track performance measures and monitor progress Review Strategic Plan leadership and annually and track Undertake annually Support and collaborate with peer organisations and networks performance partnerships • Precinct collaborations to increase access and opportunities • Strengthen partnerships with festivals (Adelaide Festival, SALA, Number of precinct 3 4 5 5 collaborations Tarnanthi, OzAsia) • Strengthen partnerships with regional partners (Country Arts SA, Ku Arts, Number of festival 3 3 3 4 regional councils) partnerships • Participate in Visual Arts Advocacy networks (CAOA, NAVA) Number of regional 1 1 2 2 • Engage with Arts Sector Advocacy networks (Regional Arts Australia, partnerships Diversity Arts Australia, Arts Access Australia, Arts Industry Council of South Australia) Number of CAOA network 2 2 2 2 meetings attended

Number of engagements with 2 4 5 5 Build careers for South Australian arts workers arts sector advocacy networks • Employ artists in the delivery of projects for community and the sector • Create work-integrated internships for tertiary students in fine arts and Number of artists employed 6 6 8 8 in the delivery of programs associated study fields • Maintain strong Volunteer program Number of work-integrated 1 1 2 2 internships

Deliver Volunteer program Completed Embrace operational and governance best practice • Maintain evaluation and consultation strategies across Governance and staff Governance Training Undertake annually • Deliver annual Governance training to Board and leadership staff sessions • Undertake staff and Board evaluation reviews Board self-evaluation Undertake annually

Staff evaluations Undertake annually

ACE Open Strategic Plan 2020-2024 22 Strategic Priorities 2020–2024

1.Grow organisational capacity 2.Grow our international reach 3.Grow the Studio Program 4.Grow the philanthropic arm to increase accessibility to of Ace Open contemporary visual arts The stability and increased resourcing We will strengthen the Studio Program capacity provided by multi-year funding to become a flagship, nationally We will build on the solid base developed We will build on current activities to increase will allow us to drive special international renowned part of ACE Open’s in 2019 through two successful fundraising access opportunities through four new initiatives initiatives, including exhibition and programming activities. This priority campaigns: (a) The 2020 South Australian that will be supported by expanded staffing festival co-commissions, and residential area is led by the Artistic Director. We Artists Survey Plus 1 campaign raised resources and marketing resources across the exchange opportunities for artists. This will achieve this by: $44,000, matched through Creative next five years: priority area will be led by the Artistic 1. Increasing the visibility of studio Partnerships Australia’s Plus 1 program (total 1. Expand education programs targeted at Director. artists and the Studio Program, $84,000), and (b) The new Studio Program primary, secondary and tertiary students. Led e.g. annual exhibition of studio raised $33,500 through three major private by the Executive Director in 2020, the first In order to achieve this, we will invest artists, annual launch event for donors and two corporate sponsors. stage will focus on research and development, in professional development, travel and Studio Program supporters, external and developing an education engagement and research for staff to establish relationships publicity and online artist profiles. ACE Open will continue to research action plan. In 2021 staffing capacity will be with national and international peer 2. Increasing the number of curators and identify projects that appeal to the increased to include an Education Programs organisations who are similar in scale and who undertake studio visits with motivations of donors and supporters at all Officer who will help refine and test the plan programming focus. resident artists. We will provide levels of giving, build the capacity of the and continue to build partnerships directly studio artists the opportunity to organisation to steward donor relationships with schools and tertiary institutions. From We will endeavour to make this a expand their connections and and leverage relationships with existing 2022 the plan will be implemented supported sustainable part of our activities through gain critical feedback through donors to have them to act as champions of by increased resources from Government and co-funding opportunities with national studio visits with leading curators ACE Open. This priority will be led by the philanthropic funding sources. peer organisations, as well as project- based locally, nationally and Executive Director. 2. Create a new Digital Producer position specific funding streams, e.g. international internationally. in 2022 to support the Marketing and cultural funds (Goethe-Institut, Japan 3. Establishing private income base for Communications Manager in the Foundation), DFAT and other State and financial sustainability, infrastructure development of web content, primarily Federal Government Departments, Trusts resourcing (equipment and building), videos and pod-casts relating to artistic and Foundations. and capacity to deliver professional programs to make them more accessible for development opportunities for studio audiences who cannot attend the gallery. artists. 3. Enhance communications for people living with a disability by expanding visual and auditory communication options and providing accessible digital formats. 4. Provide communications in languages other than English when collaborating with artists and communities from non-English speaking backgrounds or Aboriginal language groups.

ACE Open Strategic Plan 2020-2024 23 Organisational Support Planning

Management & Planning Board and Governance The ACE Open Board consists of nine members who are selected for We provide mentorship, as well as other formal and informal points of connection their high level of expertise across a range of areas including business, for a range of South Australian arts professionals. The Curator-in-Residence finance, legal, education, arts, and government. The Board meets postition (initially provided in-kind in 2019-20 through an individual professional a minimum of four times per year and oversees the management of development grant from the Australia Council) will become an ongoing employee the organisation. Board terms run for three years, and evaluation is position from 2021. undertaken annually. The Chair oversees Board renewal and succession planning. The Board sets up sub-committees on a needs basis, currently Succession Planning active is the Investment Sub-Committee as part of the Board’s role as the The Board considers succession when planning its own membership and trustee and custodian of the Porter Street Investment Fund. annual reviews are utilised to identify skill gaps and to check the overall health of the Board. The ACE Open Board maintains a positive working relationship with management and staff, including open lines of communication and annual The creation of the dual director model aims to distribute corporate performance reviews with Directors. knowledge and ownership of the organisation, ensuring that nothing is lost when leadership staff depart. Recruitment for key roles is rigorous and wide Staff and Management reaching, with search committees developed consisting of two to three Board The recent establishment of a dual leadership team will develop organisational members, a staff representative and external arts sector leaders. Search robustness and resilience, ensuring both artistic excellence and operational committees are assisted by external recruitment consultants efficiency are supported to the highest level. We maintain a positive, collaborative and forward-thinking workplace, and seeks staff with expertise, Long term succession plans are enacted when staff provide long notice ambition and a demonstrated commitment to our core values. intentions to resign. Emergency succession plans will be developed to protect the organisation against short notice resignations By 2024 ACE Open aims to grow our staffing capacity from EFT 4.2 in 2020 to EFT 5.3 in 2022 in order to adequately support the initiatives outlined in this Volunteers Strategic Plan. The new staff roles, supported by income growth and increased Volunteers provide a valuable contribution across our operations. ACE Open funding levels, will include an Education and Public Programs Officer in 2021 maintains a robust and well-subscribed volunteers program which currently and a Digital Producer in 2022. supports twenty volunteers and offers participants a valuable experience in a contemporary art environment. Volunteers range from tertiary arts students through to retired educators, and they assist with gallery invigilation, front of house duties and public programs.

ACE Open Strategic Plan 2020-2024 24 Organisational Support Planning cont.

Organisational Structure

Board

Artistic Executive Director Director

Curator-in- Exhibitions & Marketing & Education Administrator Residence Studio Manager Communications Programs Officer Manager (from 2021)

Digital Producer Casual Volunteers (from 2022) Install Staff

ACE Open Strategic Plan 2020-2024 25 Organisational Support Planning cont.

Leadership Team

Artistic Director: Executive Director: Patrice Sharkey (EFT 1.0) Louise Dunn (EFT 0.8) The Artistic Director develops and oversees an engaging, diverse and The Executive Director develops and implements the strategic vision for ACE critically rigorous artistic program, led by exhibitions, associated public Open, and shapes the business and operational model to ensure it supports the programs and the Studio Program. The position fosters and maintains organisation’s long-term financial sustainability and meet its artistic objectives. key relationships with artists, curators, arts workers and industry on a The Executive Director is responsible for developing, implementing and local, national and international level. The Artistic Director works in advancing strategic fundraising initiatives and sourcing grants that will increase collaboration with the Executive Director to lead ACE Open. the financial vitality of the organisation. The Executive Director works in collaboration with the Artistic Director to lead ACE Open. Patrice Sharkey is a curator and writer. She completed a Bachelor of Arts (First Class Honours) majoring in Art History at the University of Louise Dunn is a veteran to the South Australian arts scene, most recently Melbourne in 2010. She was previously the Director of West Space, leading Nexus Arts as Executive Director (2012-19), where she focused on Melbourne (2015-2018) and Assistant Curator at Monash University rebuilding the organisation to become a leader in contemporary culturally Museum of Art (MUMA) (2011-2015). While at West Space, she diverse arts practice. At Nexus Arts, Louise initiated new artist development developed the organisation’s artistic program which supports local programs, increased audiences and stakeholder engagement, and more than and under-represented artists at all stages of their careers, including tripled funding levels. Louise has held multiple Board and committee positions commissioning significant solo projects by Fiona Abicare, Jason Phu, in the arts sector locally and nationally, most noteworthy as Deputy Chair and Lisa Radford and Edward Thomasson. Chair at Diversity Arts Australia (formerly Kultour).

Patrice is an alumnus of Australia Council for the Arts’ Future Leaders Program (2019). In 2020 she will undertake a curatorial residency at Fire Station Artists’ Studios (FSAS) in Dublin, and work with London’s Block Universe on their annual performance festival as a result of a Career Development Grant through the Australia Council.

ACE Open Strategic Plan 2020-2024 26 Organisational Support Planning cont.

Staff Roles Curator-in-Residence: Marketing and Communications Manager: Ray Forester (EFT 0.2) Stephanie Mitchell (EFT 0.8) A twelve-month learning and development role that provides the opportunity Responsible for the development and delivery of ACE Open’s marketing for a South Australian arts worker to gain skills and experience in the creative and communications strategy. Consults with the Artistic Director and and strategic activities of a small-to-medium contemporary art space. Contrib- Executive Director to help promote the activities of ACE Open and build utes curatorially to artistic programs and provides project management support an engaged and active audience. Supports the Executive Director in the for a range of artistic programming activities. stewardship of donors.

Education Programs Officer: Exhibitions and Studio Manager: Proposed from 2021 (EFT 0.6) Proposed from 2020 as part of a staffing Responsible for developing and reviewing the Education Engagement and restructure (EFT 0.8) Action Plan in collaboration with the Executive Director, and developing Responsible for managing the installation of exhibitions and associated and fostering education partnerships across primary, secondary, and tertiary public programs, liaising with artists and curators, planning travel and schools and institutions. The position will coordinate advisory committees, accommodation, managing transport and freight of artwork, and delivery create resources for educators, and work in partnership with peer organisations of key exhibition related events. Responsible for coordinating and sup- delivering similar education programs for extended reach of ACE Open educa- porting ACE Open’s Studio Program and associated activities. Consults tion programs. The position will also coordinate broader community education with the Artistic Director and works closely with the Artistic Director in programs in collaboration with other staff. the planning of artistic programs.

Administrator: Digital Producer: Mairead Hooper (EFT 0.6) Proposed from 2022 (EFT 0.4) Responsible for the effective management of ACE Open’s day-to-day Supports the Marketing and Communications Manager and responsible for administration. Manages the organisation’s accounts and ensures compli- producing digital experiences through ACE Open’s website and social media ance across its facilities, WHS and insurances. Manages front of house platforms. This position will write and edit content for a variety of audiences including volunteers and artist-led workshops. using web and digital channels, and utilise their expertise in search engine optimisation (SEO).

ACE Open Strategic Plan 2020-2024 27 Organisational Support Planning cont.

Financial Planning Financial stability remains at the forefront of ACE Open’s business planning for 2020–24. Financial protocols have been established to ensure we maintain a balance of government, private and self-generated income, and operate within responsible budgets.

ACE Open will work to renew our multi-year funding agreements with state and federal funders; implement a fundraising strategy in order to grow philanthropic support; increase funding from State and Federal Government and trusts and foundations for projects; and increase earned income.

The Porter Street Fund is an important source of investment with 50% of revenue earned reinvested into the fund and the remainder used for the purposes of fellowships, professional development and/or prizes for South Australian artists or such other projects undertaken by South Australian artists as decided by the Board in its discretion.

ACE Open Strategic Plan 22020-2024020-2024 28 Organisational Support Planning cont.

Income 2019 2020 2021 2022 Expenditure 2019 2020 2021 2022

Australia Council four 300,000 300,000 Fees paid to artists/ 58,950 101,643 140,719 158,650 year funding creative personnel Operational Grants Total Salaries Arts South Australia 310,000 310,000 310,000 355,000 (management/ 312,859 316,682 373,565 412,269 administrative) Visual Arts and 102,920 102,920 102,920 102,920 Crafts Strategy Exhibitions (production/ 42,300 62,550 83,600 83,900 Project Grants touring costs)

Australia Council 100,000 100,000 Visual Arts Projects Public & Education 18,480 20,800 34,755 40,255 Programs Creative Partnerships 40,000 Australia Other Program Costs 4,700 4,300 7,000 8,000 Copyright Agency 2,500 7,250 9,750 9,750 Cultural Fund

National and International 20,000 25,000 33,000 Studio Program Special Initiatives (professional 4,000 7,000 13,000 17,000 development /promotion) Other Project Grants 5,000 10,000 40,000

Private Sector Income Special Initiatives (National & 35,000 40,000 48,000 Philanthropy/Fundraising/ 38,550 82,550 74,000 79,300 International/ Porter Sponsorship/Trusts Street Fund) Porter Street Fund 15,000 15,000 15,000 Marketing Expenses 38,700 54,100 66,650 70,350 Resources Income 5,500 5,500 10,500 10,500

Event & Exhibition Income Publications 4,000 7,500 7,000 7,000 Bar Sales 3,000 4,000 4,500 5,000 Infrastructure Expenses 74,298 77,198 87,000 95,500 Program Admissions 3,000 3,000 3,500 4,000 500 500 600 650 Subscriptions/ Memberships In-Kind 118,000 147,000 148,000 150,000 Other Income 2500 2500 2750 3000 676,287 833,773 1,001,289 1,090,924 In Kind 118,000 147,000 148,000 150,000 Total Expenses

Total Income 686,470 845,220 1,016,520 1,108,120 Profit/Loss 10,183 11,447 15,231 17,196

ACE Open Strategic Plan 2020-2024 29 Organisational Support Planning cont.

Income and Assumptions

Operational Grants: Event and Exhibition Income: Program Admissions: This figure • Australia Council: Four Year Funding to take effect from 2021. remains low across the next three years as ACE Open is committed to free • Arts South Australia: Currently in receipt of three year funding from access for most of its programs. The only exception is artist led workshops that Arts South Australia (2019-2021) with the expectation that investment charge admission to support artist fees and materials. Bar Sales: Income has will grow from 2022 as ACE demonstrates strong artistic and been consistent over previous years and is expected to grow with increased operational performance. activity. Memberships and Subscriptions: ACE Associates membership • Visual Arts and Crafts Strategy: Currently in receipt of annual funding program offers discounts to workshops and special events. with the assumption this investment will remain steady across the projected period. In-Kind: The Curator-in-Residence in 2020 is supported by an individual • CPI increases have not been added to operational grant income. The professional development grant. From 2021 ACE Open will fund this role. Australia Council has advised not to include CPI in submitted budgets Programming support from partners (Tarnanthi, Next Wave, Guildhouse, and Arts SA have not confirmed a CPI increase for 2020 despite SALA, Helpmann), rent and volunteers are also recognised as in-kind income. indications it will be provided. In turn CPI increases have not been applied to wages and salaries to offset this exclusion.

Project Grants: A decrease has been projected in project funding from 2021 with Australia Council project funding replaced by Four Year Funding.

Private Sector Income: Fundraising & Donations: The 2019 Plus 1 campaign raised $84,000 to be recognised in the 2020 budget. ACE Open will continue to grow its philanthropic program over the next five years but projections are realistic, recognising that the 2019 fundraising amount was extraordinary and not achievable as an annual target in a small market. Foundations and Trusts: ACE Open will increase income from Trusts and Foundations across the next five years, focusing on building new relationships and establishing priority areas in 2020.

Resources Income: Income from Office Sublet will grow from 2021 as ACE Open plans to increase the number of peer organisations hosted in ACE Open’s offices

ACE Open Strategic Plan 2020-2024 30 Organisational Support Planning cont.

Expenditure and Assumptions

Fees paid to artists/creative personnel: The Special Initiatives (National & International/ variance in 2020 compared to 2019 is due to significant fees in 2019 Porter Street Fund): Porter Street Fund to support fellowships, being provided in-kind by Tarnanthi for the No Black Seas exhibition professional development and/or prizes for South Australian artists will and significant investment in artists fees for the 2020 South Australian commence in 2020. National and international special initiatives in 2020 Artists Survey funded through the Plus 1 campaign. Further growth includes the KBF Residency Exchange. This program to grow over the next in expenditure is projected from 2021 with increased investment from three years through new partnerships and investment from the private sector Australia Council Four Year Funding and growing private sector income. and project funding (yet to be identified) .

Total Salaries (management/administrative): Slight Marketing Expenses: Increased costs from 2020 due to greater increase from 2020 predominantly due to dual-leadership model (Artistic investment in publicity, growing marketing of the Studio Program, general Director and Executive Director replacing sole CEO in August 2019). marketing of ACE Open for brand awareness, support for more accessible Further expenditure growth from 2021 with increased funding investment communication initiatives, and increased fundraising expenses to reach private in staffing to support organisational capacity. sector income goals.

Exhibitions (production/touring costs): The increase Publications: Steady investment in publications across the period, with in 2020 compared to 2019 is due to funds raised through the 2020 Plus a small spike in 2020 for the 2020 South Australian Artists Survey. 1 campaign. Further growth in expenditure is projected from 2021 with increased investment. Infrastructure Expenses: Based on historical patterns. The only significant increase is from 2021 to allow for increased overheads as a Public & Education Programs: Increases from 2021 with result of subletting of offices to Guildhouse and SALA (offset in resources the education engagement and action plan activated, combined with income). increased documentation for digitalisation and advocacy. Profit / Loss: Minimum surplus benchmark of $10,000, growing each Studio Program (professional development / year to establish a solid reserves base. promotion): Increases from 2020 as a key program initiative to provide greater professional development opportunities, generate online artists profiles, and increase promotion of the Studio Program to raise visibility to attract private sector investment.

ACE Open Strategic Plan 2020-2024 31 Organisational Support Planning cont. Trend-line Analysis: Total Income and Expenditure 1,200,000

1,000,000

800,000 Total Income Artist Fees Wages 600,000 Production Public Programs Marketing Studio Program 400,000 Special Initiatives

200,000

0 2019 2020 2021 2022

ACE Open Strategic Plan 2020-2024 32 Risk Management

Risk Likelihood Impact Control measures/strategies · Ensure adequate remuneration of staff · Undertake constructive performance reviews · Ensure professional development opportunities are available · Ensure program is adequately resourced in terms of staffing and timeframes to minimise adverse physical and mental Loss of key personnel Medium-high High health effects · Ensure workplace environment is flexible and welcoming · Ensure succession planning strategies are in place for board and key staff · Ensure effective communication practices are in place · Maintain good records to protect against institutional memory loss

· Ensure communication pathways remain open with landlord (state government) Vulnerability of Medium High site (eviction) · Develop shared vision and participate in advocacy network for site

· Diversify funding channels including pursuing an increased percentage of private sector funding · Manage reporting and grant process effectively Loss of or reduction Medium High · Maintain close contact with funding stakeholders in expected funding · Ensure high-level visibility of ACE Open to funding and other interested bodies · Ensure efficient use of operational funds

· Ensure communication pathways remain open with government stakeholders Change in government Medium Medium · Keep abreast of national policy trends policy or priorities · Maintain membership of CAOA network in order to effectively advocate for sector · Maintain breadth and flexibility of programs

· Maintain safe work practices · Maintain first aid equipment, access to first aid facilities and ensure adequate numbers of workers are trained to give first aid Medium-low Medium Workplace accident · Continue to refine and implement OHS&W policy · Keep workplace well organised

· · Ensure ACE Open operates with a high level of professionalism, adhering to best practice · Ensure continual review and development of exhibition program · Ensure staff and Board are invested in promoting ACE Open’s vision and values to the general public and stakeholders Loss of reputation Low High · Promote public profile of ACE Open via all forms of communication · Ensure transparent lines of communication exist between internal and external stakeholders, as well as audiences · Ensure that all exhibition artists are adequately supported by ACE Open staff

ACE Open Strategic Plan 2020-2024 33 ACE OPEN

Lion Arts Centre North Terrace (West End) rt Kaurna Yarta a n. Adelaide SA 5000 aceope ACE Open Strategic Plan 2020-2024 34