Strategic Plan

The New Zealand Academy of Fine Arts

Strategic Plan 2012-2016

Executive Summary


The New Zealand Academy of Fine Arts was established in 1882 and is one of the country’s longest serving arts institutions.  In 2012 it acts to inspire and promote excellence in the visual arts from its galleries at 1 Queens Wharf in central
Wellington.  Registered as a Charitable Trust on 5 October 2007, the Academy is governed by a Board of Trustees, with a president, vice-presidents, treasurer, secretary and council of seven members.  It employs a full-time director and curator and part-time office coordinator/accounts manager.  The Academy is well supported by its members, with 20 to 40 volunteers who help with front of house and reception duties and sales, and the installation and de-installation of exhibitions. 

The Academy receives more than 36,000 visitors a year, presenting an exhibition programme committed to thematic, group and solo shows characterised by the quality of art works displayed. Integral to its programme are; (a) the Academy’s working members, (b) exhibitions that acknowledge the gallery’s history, (c) exhibitions of emerging artists and shows that consider important aspects of contemporary art, with a particular interest in issues and art practices often perceived to be at the ‘fringe’ of the art world.  The Academy is an independent and unique arts institution with a regional and national focus, responsive to the changing environment of contemporary art and working as an advocate for the development of the arts throughout all levels of the community. 

Through the services it provides in its three galleries at 1 Queens Wharf the Academy aims to be recognised as an influential, viable and sustainable arts organisation through the following services for the arts:

·        A considered and cohesive exhibition programme committed to quality and excellence, making an essential contribution to the arts in Wellington and Aotearoa New Zealand.

·        Support for its working members and membership through their participation in the gallery’s programme and services, including the sale of works of art from exhibitions and Gallery One.

·        A unique venue for functions for businesses, community groups and individuals.

·        Annual events that support the development of New Zealand art.  For example, its annual craft fair and symposium.

·        A valuation and advisory service for insurance purposes.

·        A collection of original works of art by emerging artists available for hire to Wellington businesses – profiling the work of young and promising artists in the wider community.

·         Touring exhibitions curated and toured to public galleries throughout New Zealand, profiling the work of the country’s artist to new venues. 

·        Contributing to Wellington as a leading arts institution in the Queens Wharf precinct.

·        Profiling Wellington businesses through sponsorship opportunities and an association with leading artists and arts events.

Art in New Zealand is continuing to mature and develop, evident in the programmes of   public galleries, dealer galleries and auction houses.  The re-development of a number of prominent public galleries within the past 6 years; for example the Auckland Art Gallery, Christchurch Art Gallery and Hawkes Bay Museum and Art Gallery, all represent an increased commitment from local government towards arts participation and such enthusiasm for the arts has been accompanied by the growth of activities in auction houses and dealer galleries, servicing  a client base of collectors and arts enthusiasts, knowledgeable about the works they acquire. 

Competition

Art in New Zealand in 2012 is a profession with between 15 and 20 leading dealer galleries and four major auction houses.  These institutions exhibit and sell works of art and deliver accompanying services; exhibition catalogues, valuations, recommendations and purchase advice.  In 2012, the Academy, offers similar expertise and knowledge.   The Academy’s future success resides in the uniqueness of its services:  exhibitions, touring shows, annual arts events, its relationship with its members, hire services and arts advice, as well as its support for emerging artists and the opportunity it offers collectors to preview and support up-and-coming artists.  All these services take place in a welcoming environment that encourages participation in the arts at all levels of the community.

Operations and Management Team

The Academy’s services are implemented by three staff with the appropriate expertise, knowledge and experience.  Dr. Warren Feeney was director of the Centre of Contemporary Art in Christchurch (1999-2010) and has contributed to numerous arts publications.  Curator and Gallery Manager, Jodie Dalgleish has extensive experience in the arts sector and 15 years of marketing/management experience.  Office Coordinator, Ken Drayton brings nine years experience as Office Manager at the Karori Sanctuary Trust to the Academy, and previous business management roles; finance, accounting and fundraising. 

As director, Dr. Warren Feeney oversees and manages the Academy and is responsible to the Board of Trustees for the implementation of its strategic plan, with a particular role to play in fundraising, sponsorship and staffing, reporting to the board and reviewing progress.   Jodie Dalgleish curates and implements a unified exhibition programme which provides necessary revenue for the gallery’s services.  Ken Drayton oversees office management, office systems and accounts.  He prepares accounts (income and expenditure) and processes payments and receives income. 

 

 

 

The Academy’s vision to be recognised as an influential, viable and sustainable organisation at the centre of the visual arts emerges from a period of significant challenges.  These encompass the Academy’s contribution and place in an art world in which the historical and varied roles previously undertaken by art societies have been assumed by specialist arts organisations:  Dealer galleries, auction houses, consultancy agencies, etc.  In response, the Academy seeks out new opportunities, aiming to be innovative and responsive to a constantly changing art environment.  Significant funding opportunities through central and local government exist in the present climate of the professional world. 

 

 

 

Function hire for private events at the gallery will also increase, making better use of the gallery’s resources, targeting corporates and businesses, alongside the establishment of closer business relationships with preferred caterers.  By 2016 the Academy will be holding at least two functions a week, generating $135,000 per annum from function hire.  Revenue streams will also be increased through sponsorship, fundraising and grants, as well as touring exhibitions.  A sponsorship programme will be developed over the next five years in association with the exhibition schedule.  Seeking out new sponsors and nurturing their interest in the gallery, targeting them to support specific annual events.  By 2016 the Academy will be also be generating income of $120,000 from sponsorship/funding and touring exhibitions. 

Capital Requirements

To implement this programme over the next five years, a capital investment from 2012–2016 is required.   Revenue for 2 additional part time staff and wage adjustments for existing staff are estimated to be $150,000 per annum.  In addition, a workshop and storage area needs to be installed ($40,000), a marketing campaign and development of a website ($40,000) as well as redevelopment of the office spaces and an upgrade of IT.  This makes up a total investment over five years of $255,000.  This is an investment in an organisation about to take the opportunity to make an important contribution towards the development of the arts in New Zealand. 

 

 

Financial Summary
The Academy’s five year plan will see the gallery generate a profit within two years, with increasing income as it introduces new services and raises the quality of its programming.  Sales of works of art and the hire of the gallery have traditionally been main sources of income and they will remain so as they increase over the next five years.  Critical to further revenue from exhibitions is the addition of higher value art works and development of a client base.  In addition, the Academy will schedule new artists with a national profile.  At present revenue from exhibitions per annum is $80,000.  By 2016 it will be at $120,000.

 

Contact Details

address: 1 Queens Wharf,

Wellington, NZ  

phone: 04 499 8807

email: info@nzafa.com

hours: daily 10am - 5pm

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