Musical Theatre New Zealand Inc.

Strategic Plan 2015 – 2020

March 2015

Document Overview

The Strategic Plan provides a framework and timeframe to perform key functions by:

• Signalling to all stakeholders our future plans. • Identifying areas that need attention to ensure our

continued success. • Guiding the Executive and operational planning

activities. • Setting goals and targets against which Musical

Theatre NZ can report to its members and

stakeholders.

Vision Connecting communities creatively.

Ko te Pūtaketanga Te huihuinga mai i ngā hapori wairua auaha.

Musical Theatre NZ Strategic Plan 2015 -2020

Mission One voice to educate, support and advocate; enriching all aspects of theatre in our community.

Ko te huarahi Kia kotahi ai te whakaaro hei whakaora ai te iwi whare-tapere.

Musical Theatre NZ Strategic Plan 2015 -2020

Values - Ngā Uaratanga

Commitment - to support our community with dedication and pride; valuing diversity. Me ngakau nui – Tautokohia tō tātou hapori, kia manaaki, kia tiaaki, kia whakapakari.

Teamwork – stronger together – one voice, one goal. Me mahitahi – Kia kotahi ai te whakaaro.

Musical Theatre NZ Strategic Plan 2015 -2020

Values - Ngā Uaratanga

Integrity – safety, trust and respect. Me whakapono – Me mau ki te pono, te aroha, te manaaki. Belonging – an inclusive environment sharing a common passion. Me hono – hei āhurutanga te ngakau aroha.

Musical Theatre NZ Strategic Plan 2015 -2020

Musical Theatre NZ Current State 2014

Finance and Governance • Financial sustainability heavily reliant on subscriptions • Inability to get funding • Competing for the entertainment dollar • Insurance and building compliance with venue owners • Committee members not understanding their liabilities if things go wrong • No annual survey

Communication • General Manager’s office effective communication and knowledge • Engaging schools very difficult at both national and local level • Website needs to be more user friendly • Social media engagement • Spotlight newsletter popular • MTNZ Profile – Musical Theatre NZ or MTNZ? • Engagement with other national bodies

Musical Theatre NZ Current State 2014

Training and Education • Health and safety compliance and education more emphasis required • On going technical training opportunities increasing with ETNZ • Directing schools and workshops well supported • Skills Active/ETNZ Qualifications work in progress

Participation • Community engagement at all levels • Conferences , directing schools, workshops well supported • Societies working together to form consortiums • Zone meetings current format and logistics inconsistent nationally • Volunteer base struggling in some areas ie. committees and backstage crew • Lack of youth engagement • Annual recognition awards well received • A demand for consortiums for smaller venues – guidelines and leadership

Musical Theatre NZ Future State 2020

Finance and Governance

• Financial sustainability – 20% member subscriptions 80% external funding

• 80% of Societies in the Group Insurance Scheme

• Annual survey 90% return rate

• Executive model with succession plan in place

• Health and safety and legal compliance 100% of all members

Communication

• General Manager’s office succession plan in place

• Website user friendly aligned to industry standards and fit for purpose

• High levels of social media engagement

• A leadership role with other creative national bodies

Musical Theatre NZ Future State 2020

Participation

• Community engagement increased by 25%

• Create opportunities for local communities to engage with, and participate in local theatre

• Enable NextGen to engage and participate

• 300 attendees at annual conference with the registration fee no greater than 2015

• Structured show consortiums for all venues in our communities

Training and Education • Health and safety compliance is seen as the number one priority for our members

• Health and safety education and training conducted annually

• A leader in identifying candidates to pursue New Zealand qualifications for the Entertainment and Event Technology Industry

• The appointment of a part time training coordinator to develop and implement training programmes in all aspects of theatre

Finance and Governance Key Initiatives - 2015 - 2020

2015 – 2016 2016 - 2017 2017 - 2018 2018 - 2019 2019 - 2020

Financial sustainability – 60% member subscriptions 40% external funding

Financial sustainability – 50% member subscriptions 50% external funding

Financial sustainability – 40% member subscriptions 60% external funding

Financial sustainability – 30% member subscriptions 70% external funding

Financial sustainability – 20% member subscriptions 80% external funding

50% Societies in Group Insurance Scheme

55% Societies in Group Insurance Scheme

60% Societies in Group Insurance Scheme

70% Societies in Group Insurance Scheme

80% Societies in Group Insurance Scheme

Two surveys – one per production and one annual return

70% survey return rate

Two surveys – one per production and one annual return

75% survey return rate

Two surveys – one per production and one annual return

80% survey return rate

Two surveys – one per production and one annual return

85% survey return rate

Two surveys – one per production and one annual return

90% survey return rate

Review constitution around Executive structure and Governance compliance

Present to the AGM a recommendations for any amendments

Implementation of recommendations

Updating succession planning and assistance if required for Zone Representatives

Executive structure and constitution in place

80% health and safety; legal compliance by all members

85% health and safety; legal compliance by all members

90% health and safety; legal compliance by all members

95% health and safety; legal compliance by all members

100% health and safety; legal compliance by all members

Communication Key Initiatives - 2015 - 2020

2015 – 2016 2016 - 2017 2017 - 2018 2018 - 2019 2019 - 2020

Risk management assessment of the General Manager’s stored information

Implement risk management plan

Risk management plan in place

Review of General Manager’s job description and develop succession plan

General Manager’s office succession plan in place

Website Project – scope, seek funding and appoint contractors

Revised website live stage one

Revised website live stage two

Website user friendly, aligned with industry standards and fit for purpose

Website user friendly, aligned with industry standards and fit for purpose

Assess which social media market segments we want to participate in

Implement and set targets for social media marketing

Review targets and reassess current social media environment

Review targets and reassess current social media environment

High levels of social media engagement

Engage and socialise with other national bodies

Collaborate in areas of mutual interest

Look for opportunities to propose key leaders in our community for national industry roles

To advocate for our industry at other national creative forums as required

A leadership role with other creative national bodies

Participation Key Initiatives - 2015 - 2020

2015 – 2016 2016 - 2017 2017 - 2018 2018 - 2019 2019 - 2020

Community engagement increased by 5%

Community engagement increased by 10%

Community engagement increased by 15%

Community engagement increased by 20%

Community engagement increased by 25%

Workshops for local artist and technical development

Workshops for local artist and technical development

Workshops for local artist and technical development with a focus on disabilities

Workshops for local artist and technical development with a focus on migrant communities

Create opportunities for local communities to engage with, and participate in local theatre

Musical theatre workshops for young people (NextGen) - segment 15 - 19

Musical theatre workshops for young people (NextGen) - segment 20 - 29

Musical theatre workshops for young people (NextGen) - segment 15 - 19

Musical theatre workshops for young people (NextGen) - segment 20 - 29

Enable NextGen to engage and participate

250 attendees at annual conference and the registration fee capped at 2015 level

Seek funding for the appropriate event management software

260 attendees at annual conference and the registration fee capped at 2015 level

270 attendees at annual conference and the registration fee capped at 2015 level

280 attendees at annual conference and the registration fee capped at 2015 level

300 attendees at annual conference and the registration fee capped at 2015 level

Workshop the structure and a code of conduct for all consortiums

Evaluate all venues into workable consortium categories

Formally establish consortiums based around venue criteria

Produce consortium shows at the full range of venues available in New Zealand

Structured show consortiums for all venues in our communities

Training and Education Key Initiatives - 2015 - 2020

2015 – 2016 2016 - 2017 2017 - 2018 2018 - 2019 2019 - 2020

Appoint a Health and Safety Advisor to the MTNZ Executive and adopt a Health and Safety Plan

Health and Safety Guidelines and templates on line resource for all members

Taking a leadership role in the industry

Ongoing education and monitoring

Review the MTNZ Health and Safety Plan

Health and safety compliance is seen as the number one priority for our members

Regional workshops to update legislative and compliance requirements

AGM workshop to update legislative and compliance requirements

Regional workshops to update legislative and compliance requirements

AGM workshop to update legislative and compliance requirements

Health and safety education and training conducted annually

Working with ETNZ and SkillsActive to establish a framework for certifying current competence for technical practitioners

Talent identification criteria to assess current skill base level for the opportunity to advance qualifications

Supporting qualification workshops

Supporting qualification workshops

A leader in identifying candidates to pursue New Zealand qualifications for the Entertainment and Event Technology Industry

Assess the MTNZ Training Plan and resource capability

Seek funding and appoint a part time MTNZ Training Coordinator

Review outcomes of year one training programme based on a funded resource

Action review The appointment of a part time training coordinator to develop and implement training programmes in all aspects of theatre