STRATEGIC PLAN

2024-2026

VISION

A celebrated and prosperous creative sector is integral to regional wellbeing.


PURPOSE

Building the connections, capability and advocacy that enables a thriving creative community.

 

PRIORITIES

Connections

Capability

Advocacy

 

VALUES

Collaboration

Inclusivity

Diversity

Empowerment

Manaakitanga

Courage

Integrity

Elevation

Accessibility

 

A commitment to Te Tiriti o Waitangi is at the heart of our mahi

POU AND MAHI

1. Connections

Be the conduit through which our creative community flows – the individuals, groups and organisations.

Understand our local sector and communicate the strength in unity and collective empowerment across it.

Identify barriers to effective communication and cooperation within this community.

Enhance connectedness and foster new collaborations.

  • Complete our Creative Ecosystem map: refine it, consult on it, disseminate it.

  • Superpower the website: newsletters (our own and intraregional); contact details for key individuals and complementary organisations; links to relevant social media channels.

  • Forge strong connections through social media, via a bespoke strategy that celebrates who we are, what we do, and how we boost our community.

  • Generate and facilitate a minimum of two social events per year for Taranaki’s creative community and/or its vectors, to encourage these connections to form.

  • Compile and share a minimum of two regional databases: venues and skills.

2. Capability

Grow the strength, character and capacity of our organisation, and those we support.

Build Creative Taranaki’s capacity and capability.

Enhance capability of existing creatives and entities.

Support the development of emerging/aspiring creatives.

  • Our oxygen mask first: seek opportunities to extend the Trust’s resources and knowledge bank – via The Wheelhouse, Creative New Zealand and our RAO affiliates.

  • Augment the numbers on our Trust and the voices we represent.

  • Attend CNZ wānanga, RANA [Regional Arts Network of Aotearoa] hui and maintain positive, productive affiliations with Venture Taranaki, NPDC and the region’s Councils, Ministry of Culture and Heritage and Taranaki’s creative organisations.

  • Generate and facilitate a minimum of three workshops per year – responding to the needs of our community, and working in association with them.

3. Advocacy

Be the conduit through which our creative community flows – the individuals, groups and organisations.

Elucidate and communicate the importance of arts advocacy to the creative community and those currently outside it.

Optimise existing and potential relationships so our community knows who we are and what we stand for.

Advocate for a regional arts strategy. Then lead it!

  • Join the discussion; guide and influence the outcome: proactive and reactive submissions and feedback to relevant organisations.

  • Seek audiences with local MPs and community groups to raise our voice and amplify our cause.

  • Activate a kōrero with NPDC regarding a regional arts strategy and identify key stakeholders, timeframes and support mechanisms.