NECOM Stategic Plan 2022

STRATEGIC PLAN

Vision statement

NECOM believes that every individual has the right to experience and celebrate the joy of music because to do so enriches and builds communities.

Mission statement

To provide leadership and expertise in the delivery of outstanding music education and performances.

To grow and enrich creativity

To foster inclusivity & diversity

To encourage joyful life-long learning

To strive for excellence

1 To build and maintain quality programs that meet diverse community needs

2 To develop and broaden community engagement, accessibility, and diversity in NECOM programs

3 To attract and retain quality people and create a strong and positive workplace culture

4 To provide a safe, secure, and well-resourced environment and engage in an ongoing process of planning, development, and management of the physical resources of NECOM

5 To ensure NECOM engages in best-practice in governance

6 To raise awareness of NECOM as the leading provider of music education and performance in our region

VALUES GOALS

New England Conservatorium of Music

New England Conservatorium of Music (NECOM) is a highly respected cultural institution, founded on the belief that high-quality music education and music performance embedded in a regional community gives it unique cohesion, economic, and social capacity.

A significant contributor to the identity of Armidale and the New England, the Conservatorium delivers 29,000 hours of classroom, ensemble and instrumental programs each year through a unique ‘Conservatorium without Walls’ model connecting 7500 students across the Northern Tablelands.

The Conservatorium also functions as a local concert presenter, with an annual program of events featuring visiting and local artists. Total audience numbers exceed 19,000 – a significant achievement for a regional centre with a population of only 30,000.

NECOM opened its doors in 2004 and has grown exponentially since then to provide an outstanding and diverse range of music education and performance programs in the Armidale and broader New England region. NECOM extends far beyond Armidale to remote locations such as Mungindi, Ashford, Delungra, Warialda, Bingara, Moree, Narrabri, Ben Lomond, Dundurrabin, Ebor and Walcha.

NECOM’s offerings are diverse from early childhood to music therapy and from individual tuition to orchestras. These have received significant recognition with the 2013 national APRA/AMCOS Art Music Award for Excellence in Music Education for New England Sings!, the 2014 Armidale Dumaresq Council Australia Day Cultural Award and the 2015 APRA Art Music Award for Excellence in a Regional Area.

Executive summary

Over the next three years, NECOM will continue to focus on broadening community engagement and delivering equitable access to the arts and supporting the community by delivering high-quality education and performance experiences contributing to community strength and cohesion.

NECOM was established in 2003 as a public company (limited by guarantee) and ever since has resided in the Crown Lands’ State heritage registered building Armidale Teachers’ College (formally known as CB Newling Building) with building management recently transferred to the Department of Education.

NECOM will celebrate 20 years of operation in 2024 as a unique ‘Conservatorium without Walls’ establishing inclusive and collaborative programs with community music teachers, school teachers and community organisations. NECOM is one of 17 regional conservatoriums under the NSW Regional Conservatorium Grants Program to deliver on the Premier’s State Priorities and Department of Education’s strategic outcomes.

NECOM board and management have identified six strategic goals for the next three years, derived from NECOM’s mission to provide leadership and expertise in the delivery of outstanding music education and performance. With a significant history of financial viability, NECOM maintains a working capital ratio of 3:1 and net cash flow of 34 weeks with the ability to be sustainable now and into the future. NECOM receives triennial funding as part of the NSW Regional Conservatorium Grants Program forming 30% of its overall revenue. Despite the recent effects of bushfires, drought and COVID-19, student enrolment figures have surpassed pre-COVID levels in 2022, seeing the highest number of student enrolments recorded to date.

NECOM has developed a risk matrix as part of its risk management policy and introduced risk as a recurring item on the quarterly board meeting agenda. In addition, NECOM maintains a comprehensive suite of policies reviewed annually.

Looking forward, NECOM will continue to deliver regional cultural experiences and be a leader in music education.

Glen Innes

Tamworth

Gunnedah

Inverell

Narrabri

Moree Warialda

Mungindi

Organisational structure

NECOM is a registered charity under the Australian Charities and Not-for-profits Commission with deductible gift recipient status under Section 30-15 of the Income Tax Assessment Act 1997. NECOM is a registered public company limited by guarantee under ASIC with ABN 16 104 329 446.

NECOM is governed by a dedicated and skills based non-executive Board of Directors and the executive management structure includes a shared CEO role with the Artistic Director and Business Director and 32 highly qualified, experienced, and dedicated staff members.

BOARD MEMBERS

Gregory Moin Chair

Caroline Downer OAM Vice Chair

Brett Constable Treasurer

Dr Alana Blackburn

QUALIFICATIONS

• Principal Solicitor, Moin Morris Schaefer Lawyers

• LL.M (Sydney), BA (UNE) GradDipEd

• Executive Director, Arts North West

• MA Hons (Museum Studies) (UMelb), BA (Hons) (UMelb), BMus (Hons Performance) (UMelb), PGradDip Art Curatorship (UMelb), AdvDipBusMgt (UNEP)

• Principal - Business Services, Forsyths Financial Services

• BComm ACA

• Senior Lecturer in Music, UNE

• PhD (UNE), MArtsMgt (UNE), MMus (Performance) (USyd), BMus (Conservatorium van Amsterdam), BMus (Hons) (Performance) (USyd), LMusA, AMusA

• Committee rep, Armidale Symphony Orchestra

Matthew Hobbs

Melita Roache

Dr Erica Smith

• Director Educational Leadership, Armidale Principals Network, DoE

• BTeach (UNE); MIL (UMelb)

• Senior Leadership Team, O’Connor Catholic College

• BMus

• President, Armidale Music Teachers Association

• Associate Professor of Chemistry, UNE

• PhD (Chem), MSc (D) BSc (Hons), SFHEA, CChem

• Chair, Armidale Youth Orchestra Committee

Auditors

NECOM

BOARD OF

DIRECTORS

Business Director (Co-CEO)

Administration Officer

Bookkeeper

ICT Consultants

Artistic Director (Co-CEO)

Communications & Events Officer

Project Manager (Building)

Head of Wind & Brass Teachers

Early Childhood

Total Admin staff: 6

Salaried Admin staff: 5 (FTE4.6)

Contracted Admin staff: 1

MEMs

AMTA

Music Program Officer

Head of Keyboard & Voice

Choral Program

TOTAL NECOM FTE: 12.5

TOTAL TEACHING HOURS PER YEAR: 29,000

Eisteddfod

ASO MusicaViva Commitee

Schools

Head of Strings

CMIS Co-ordinator

Music Therapy

Total Teaching staff: 26

Salaried Teaching staff: 10 (FTE6.25)

Casual Teaching staff: 11 (FTE1.6)

Contracted Teaching staff: 5

Management team

The management team oversees the day-to-day operations, staff and resources of the New England Conservatorium of Music

NAME & POSITION

Corinne Arter, Co-CEO Artistic Director

Sophie Williams, Co-CEO Business Director

Christine Davidson Music Program Officer

Emily Evans Bookkeeper (Contractor)

Ashley Flint Communications and Events Officer

Nicola Price Administration Officer

RESPONSIBILITIES

• Management of music education and student programs

• Partnerships with schools

• Professional concert series and events

• Financial management

• Risk management

• Administration

• Venue operations and logistical support

• Program administration and resources

• Music library and instrument management

• Maintenance and management of accurate financial records

• Marketing and communications

• Website and social media

• Concerts and events

• Reception and customer service

• Enrolments, fee invoicing and database management

• Studio and instrument hire

Strategic priorities 2022-2025

The 2022-2025 Strategic Plan has a number of key focus areas based on our current operating and educational environment which is presented in six sections:

1 2

To build and maintain quality programs that meet diverse community needs

To develop and broaden community engagement, accessibility and diversity in NECOM programs

3

To attract and retain quality people and create a strong and positive workplace culture

4 5 6

To provide a safe, secure and wellresourced environment and engage in an ongoing process of planning, development and management of the physical resources of NECOM

To ensure NECOM engages in best-practice governance

To raise awareness of NECOM as the leading provider of music education and performance in our region

KRA3

KRA4

KRA5 Financial management

KRA6 Governance and compliance

KRA7 Continuous improvement

KRA8 Risk management

EACH STATEGIC PRIORITY REFERENCES THE DEPARTMENT OF EDUCATION NSW REGIONAL CONSERVATORIUM GRANTS PROGRAM KEY RESULT AREAS (KRA’S)

KRA1 Music education, training and performance programs

KRA2 Strategic partnerships and clients, including schools

Access and equity of service provision

Resource management, human and physical

KEY RESULT AREAS

2 KRA 3

KRA 7

To build and maintain quality programs that meet diverse community needs

Expand programs in music composition

Develop a growth strategy for under subscribed instruments including wind/brass, voice and endangered instruments

Develop strategy to support instrumental and vocal tuition and performances

Expansion of piano and accompaniment programs to cater for increased demand

Expand Mini Minstrels (MM) services

• Development and implementation of contemporary song writing and HSC composition courses

• Increase participation in wind/brass by 20%

• Implement a Beginner Voice Program and track growth

• Engage a Head of Voice

• Development and implementation of new accompaniment program

• Engage an additional piano teacher/ accompanist

• Development and Implementation of a Transition to School Program

• Provide at least one workshop per annum by MM staff for Early Childhood Providers and Educators to improve capabilities

• Design and renovate a new MM space to allow for increased class sizes

• Artistic Director

• Artistic Director

• Business Director

• Artistic Director

• Artistic Director

• Artistic Director

• Business Director

✓

✓

Expand Music Therapy services with addition of Supported Music Lessons program for neurodiverse clients

• Development and implementation of Supported Music Lessons program in piano, ukulele and guitar.

✓

• MM staff ✓ ✓

• Artistic Director

• Music Therapist

✓

G1

To build and maintain quality programs that meet diverse community needs continued

DRIVE QUALITY PEDAGOGY IN ALL AREAS OF EDUCATIONAL ACTIVITY

Develop strategies to support continued growth and improvement as educators

• Each department to conduct annual review of their PD needs and work to include PD in at least 4 department meetings per year

• Develop an instrument for staff reviews to identify areas of professional development need and interest developing mentoring opportunities for junior staff and adopt a ‘buddy’ system

•

Develop strategies to support excellence in student achievement

• Increase student participation in masterclasses and workshop programs for high achieving students by 20%

• Collect data on students who have completed an A.Mus.A or above whilst studying at NECOM for recognition on a new Honour Board

• Artistic Director

RESPOND TO THE MUSIC EDUCATION NEEDS OF THE REGION’S INDIVIDUAL SCHOOLS THROUGH THE DEVELOPMENT AND ADOPTION OF NEW PROGRAMS

Working closely with school principals, teachers, AMTA, PAMTA and to continue and expand existing services in schools in the region

Diversify delivery of the Chamber Music in Schools (CMiS) presentation into a digital delivery 6-week program culminating in a performance at the school

Explore strategies for collaborative ‘cluster school’ workshop days for remotely located schools

• Establish NECOM activity in 5 new schools

• School ensemble and curriculum services return to pre-COVID levels

• School services KPM targets

• Establish CMiS Co-ordinator position

• Two thematic CMiS 6-week programs designed which align with NSW NESA K-6 curriculum

• Deliver CMiS presentations in 10+ schools per semester

• Increase the number of remotely located students participating in music education activities delivered by NECOM by 15% over the period 2022-2025.

• Artistic Director

• Artistic Director

• CMiS Co-ordinator

• Artistic Director ✓

G2

To develop and broaden community engagement, accessibility and diversity in NECOM programs

DEVELOP

FOR GROWING AND ENGAGING NEW AND DIVERSE STUDENTS AND

Develop contemporary music industry workshops and shortcourses

Develop new programs for Aboriginal and Torres Strait Islander (ATSI) students on developing skills in song writing and recording production

Develop partnerships with multi-cultural groups to support those with language backgrounds other than English

Expand music therapy delivery to service providers in the community including aged care services

Expand Early Childhood music services into regional Early Childhood Centres and preschools

Explore strategies to engage more adult learners

• Deliver at least 2 workshops/short-courses in sound production and recording per year

• Deliver song writing course

• Establish delivery partnership with Mad Proppa Deadly (MPD) Studio

• Deliver 2 x MPD Studio Pilot Programs in Beginner Digital Music Production and Songwriting, Recording and Performance

• Establish a Ezidi Mums and Bubs group

• Provide Music program support at ASC Intensive English Centre

• Deliver intergenerational programs in local nursing homes for clients with dementia in collaboration with Mini Minstrels program

• Music therapy programs in aged care facilities returns to pre-COVID levels

• Establish a Mini Minstrels Co-ordinator position

• Delivery of MM programs to 2 new service providers

• Establish an adult acapella vocal ensemble along the lines of Soulfood

• Provide social ensemble workshops for adult learners suited to all stages of development

• Establish a listening room for music appreciation/score reading sessions.

• Artistic Director

• Contemporary music staff

• Artistic Director

• Contemporary music staff

• Artistic Director

• MM staff

• Instrumental staff

• Artistic Director

• Artistic Director • MM Co-ordinator

• ✓

✓ ✓ ✓

G2 To develop and broaden community engagement, accessibility and diversity in NECOM programs continued

DEVELOP STRATEGIES FOR GROWING AND ENGAGING NEW AND DIVERSE AUDIENCES

KRA 1

KRA 3

KRA 4

Develop regional concert opportunities that attract and cater for audiences outside Armidale eg. Heritage Homestead series, Inverell concert series, Waterfall Way concert series.

Expand our audience reach via digital delivery

• Deliver Heritage Homestead concert series each year in different rural locations in the NENW

• Deliver at least 1 x concert per year in a New England town outside Armidale

• Establish partnership with Australian Digital Concert Hall (ADCH)

• Submit grant application for digital infrastructure to improve capabilities of the ATC Auditorium

• Deliver program and professional concert series to outreach audiences

• Artistic Director

• Marketing and Comms Officer

• Instrumental Staff

• Business Director

• Artistic Director ✓

Ensure delivery of 3 x professional concerts each year with diversity of style and instrumentation (Pinchgut Opera, SIPCA)

Increase participation of NECOM students and ensembles in community and civic events organised by:

• Armidale Regional Council

• RSL

• Aboriginal Cultural Centre and Keeping Place

• NERAM

• Armidale Care for Seniors

• Friends of the Teachers College

• QUOTA

• ZONTA

• Other community organisations

• Secure contracts to deliver at least 3 professional concerts per year

• Deliver at least at least 3 professional concerts per year in Armidale

• Increase performances by 15%

• Business Director

• Artistic Director

• Artistic Director

• Ensemble staff

✓ ✓ ✓

✓ ✓

G2 To develop and broaden community engagement, accessibility and diversity in NECOM programs continued

CONTINUE TO DEVELOP EQUITY-BASED PROGRAMS FOR LOW SOCIO-ECONOMIC SCHOOLS AND FAMILIES

KRA 3 KRA 4 KRA 5

Fund outreach programs to deliver NECOM activity into rural and remote schools

• Delivery of school cluster workshops, CMiS, NE Sings

• Budget allocation

Expand fee relief packages for families in need

Explore opportunities and partnerships with philanthropic organisations to provide equipment to support music education in low SES schools

• Increase in bursary applications and full expenditure of funds

• Budget allocation of 2.2% of revenue

• Supply 1 x school per year with musical equipment

EXTEND AND DEVELOP RELATIONSHIPS WITH OTHER ARTS AND COMMUNITY ORGANISATIONS FOR COLLABORATIVE PROJECTS

KRA 2 Establish and strengthen partnerships with:

• NERAM

• Aboriginal Cultural Centre and Keeping Place

• ADFAS Armidale

• Musica Viva Armidale

• Armidale Care for Seniors

• Friends of the Teachers College

• U3A Armidale

• ZONTA Armidale

• Fiori Musicali

• Armidale Playhouse

• Mad Proppa Deadly

• Formal partnerships in place (where appropriate)

• Collaborative programming and communications

• Key stakeholder feedback on level of engagement

• Artistic Director

• Marketing and Comms Officer

• Instrumental Staff

• Business Director

• Artistic Director

• Business Director

• Artistic Director

To develop and broaden community engagement, accessibility and diversity in NECOM programs continued

KRA 2 Establish and strengthen relationships with:

• Sydney Youth Orchestra

• Gondwana Choirs

• Australian Chamber Orchestra

• Sydney Symphony Orchestra

• Pinchgut Opera

• Opera Australia

• The Song Company

• Muisca Viva Australia

• Sydney International Piano Competition

• Australian Digital Concert Hall

• University of New England (UNE)

• Sydney Conservatorium

• Griffith University

• ANU

• Elder Conservatorium

• Melbourne University

• Collaborative projects in place (where appropriate)

• Key stakeholder feedback on level of engagement

• Artistic Director

G3

To attract and retain quality people and create a positive workplace culture

ENSURE NECOM IS AN EMPLOYER OF CHOICE

KRA 4

• Utilise networks to attract staff from a wide network base

• Develop competitive and transparent salary banding process

• Reinvigorate staff onboarding process

• Acknowledgment of staff professional qualifications in NECOM communications

• Formalised relief teacher process to allow sick leave entitlements to be honoured

• Formalised process to increase guaranteed hours of service (loading)

• Implement travel time allowances for outreach service delivery

• Review human resource needs annually to deliver quality outcomes

• High-quality staff recruited

• Competitive salaries budgeted and offered

• Every new staff member receives onboarding process

• Teacher qualifications on NECOM website

• Staff and student showcase in NECOM communications

• Staff able to utilise sick leave entitlements when needed

• Loading Variation Policy in place

• Established procedure for travel time allowance

• Quality teaching

DEVELOP AN ORGANISATIONAL CULTURE AND ENVIRONMENT THAT PROMOTES THE RETENTION OF STAFF

KRA 4

• Appoint a Staff Social Officer

• Organise social events for staff to promote collegiality in an informal setting

• Review salary banding process and implement a process of annual performance and salary reviews

• Measure staff departures and carry out exit interviews

• Develop one page outline to clarify service obligations and professional expectations of all NECOM staff

• Christmas morning tea, Easter morning tea, faculty dinners with visiting presenters and to acknowledge Eisteddfod, AMEB exams etc.

• Schedule of annual performance reviews and professional development plan for each staff member

• Annual salary increases budgeted

• Retain 80% of current staff year on year

• Expectation outline disseminated to all staff

• Business Director

• Staff Social Officer

•

G3

To attract and retain quality people and create a positive workplace culture continued

DEVELOP LEADERSHIP CAPACITY OF STAFF

KRA

KRA

• Develop HoD duty statements to clarify leadership and mentoring roles

• Identify potential leadership roles for staff progression eg. Mini Minstrels Co-ordinator, Ensembles Co-ordinator

• Identify resources needed to carry out role more effectively in annual performance review

• Each HoD duty statement in place

• Progression goals as part of annual performance review

• Annual resource budget allowance

• Artistic Director

• Business Director

✓ ✓

INCREASE PROFESSIONAL DEVELOPMENT OPPORTUNITIES FOR STAFF LEADERSHIP, EXPERTISE AND PEDAGOGY

KRA

KRA 4

KRA 7

• Review current programs to identify areas of professional need and improvement

• Initiate staff workshops as needed i.e. time management, professional boundaries, tax planning, conflict resolution, Music Monitor training

• Support staff training opportunities as they arise

• Implement an annual PD plan for staff

• 2 x PD opportunities per year per FTE1.0 staff member

• Annual budget for PD utilised

• Artistic Director

• Business Director

PROVIDE TEACHING STAFF WITH ANNUAL OPPORTUNITIES TO PERFORM

KRA 1

KRA 4

KRA 7

• Provide opportunities for staff to curate and coordinate concert programs for NECOM delivery i.e. Heritage Homestead Series, Inverell concert series

• Offer of at least one staff performance opportunity per year

✓ ✓

✓ ✓

✓ ✓

• Artistic Director ✓ ✓ ✓

To provide a safe, secure and well-resourced environment and engage in an ongoing process of planning, development and management of the physical resources of NECOM

CONTINUE TO SEEK SECURITY OF TENURE IN ATC PREMISES

KRA 4

• Develop a Board Action Plan regarding NECOM tenancy at ATC

• Work with Department of Education and local Member of Parliament to negotiate new long-term lease agreement

• Board Action Plan in place

• Letter of intention from DoE Infrastructure by July 2022

• Lease by 2023

DEVELOP AND MAINTAIN NECOM’S PHYSICAL RESOURCES TO MEET THE EXPANDING NEEDS OF THE ORGANISATION

• Annual strategic investment in instrument and equipment purchases

• Annual needs analysis of instruments and resources

• Annual capital expenditure budget allocation

• Board of Directors

•

KRA

• Ensure NECOM has equipment and teaching resources in good working order

• Create a child safe homework hub with free and secure WIFI access for students

• Ensure functional and safe teaching and rehearsal spaces i.e. WIFI access, appropriate access and safety features

• Develop fit-for-purpose studios for Early Childhood and Music Therapy programs

• Develop Vocal department studios to meet growth

• Apply for infrastructure grants to upgrade the ATC Auditorium into a stateof-the-art concert and performance space for the community

• Annual maintenance budget allocation

• 10 students utilise hub per week in first year, building to 20 per week

• Invest SCCF infrastructure grant funds on studio upgrades

• Invest SCCF infrastructure grant funds on studio upgrades

• Vocal Department completed Dec 2022

• Apply for 1 x infrastructure grant per year

•

To provide a safe, secure and well-resourced environment and engage in an ongoing process of planning, development and management of the physical resources of NECOM continued

INVESTING IN EXPANSION OF DIGITAL CONNECTIVITY AND OPERATIONAL EFFECTIVENESS

• Maintain and monitor security cameras

• Engage new ICT provider

• Invest in greater ICT capacity i.e. WIFI in all studios, interactive whiteboards, live streaming capabilities, sound/lighting upgrades, digital teaching hub

• Establishment of a dedicated ‘zoom room’ for online delivery

• Investigate supply of managed devices to teaching staff for greater security and protection i.e. laptop/ipad per FTE1.0 teacher

• Offer flexible payment and enrolment options with development of new website

DEVELOPING A CONCEPT PLAN

• Investigate funding opportunities and develop concept plan for potential new site for NECOM

• Bi-weekly surveillance of footage

• New provider in place by Dec 2022

• Annual ICT budget allocation

• Completed by Dec 2022

• Pilot with 2 x teaching staff

• Rollout 2024

• Online payment options in place

LONG TERM NEEDS AND

• Undertake feasibility study if ATC is not feasible or secure

Director

•

•

•

• Maintain financial viability

•

efficiencies via systems i.e. Music Monitor uptake, efficiencies (training), processes and procedures

• Review operational expenditure

• 2

• 1

digitally broadcast performance per year (170 tix)

• 2.2% of revenue invested into bursary programs annually

• Meet DoE financial guidelines annually

• Budget allocation for systems training and software

• Target of 47% of fixed operating costs

WHS AND CHILD

• Development of risk matrix in

• Robust policies and procedure documents

• Revisit Child Protection policy and Code of Conduct policies to maximise risk mitigation and develop clear processes

• Maintain best practice in response to COVID-19 environment

• Review level of insurance

EMBED

• Board Charter and terms of reference for sub-committees

• CEO delegations’ policy

• Development of board skills matrix

• Risk matrix included in policy • Risk as regular item on board agenda

• Annual review of policies

Engage Bravehearts ‘Child Protect’ audit

•

Child Protection staff training

• Clear process in case of an incident •

•

• Clear and precise delegations to CEO’s

G6

To raise awareness of NECOM as the leading provider of music education and performance in our region

DEVELOP AND IMPLEMENT MARKETING STRATEGIES THAT DEVELOP NECOM’S PROFILE IN THE COMMUNITY AS AN ORGANISATION OF EXCELLENCE KRA

KRA 1

KRA 7

• Redevelopment of NECOM website to ensure ease of accessibility and enhance engagement

• New staff profiles on NECOM website

• Improve visibility, usability and functionality of the website

• Website to provide all necessary information to reduce phone inquiries

• Comms and Events Officer ✓

DEVELOP STRATEGIES FOR BRANDING NECOM AS A LEADING PROVIDER OF MUSIC EDUCATION AND PERFORMANCE

KRA 7

• Develop mechanisms for recognising excellence and achievement by NECOM staff, students and alumni

• Implement a social media marketing plan to recognise achievement and excellence

• Collect data on students who have completed an A.Mus.A or above whilst studying at NECOM for recognition on a new Honour Board

• Engage alumni each year as part of NECOM’s professional performance program, including those at tertiary institutions and professional careers outside of Armidale

• Showcasing our top students in community concerts

• Delivering professional concert series with both visiting artists and NECOM staff/ community musicians

• Artistic Director

• Comms and Events Officer

✓

G6To raise awareness of NECOM as the leading provider of music education and performance in our region continued

MAINTAIN AND BUILD RELATIONSHIPS WITH KEY

KRA

KRA 4

KRA 5

• Working closely with school principals, teachers, AMTA, PAMTA and to continue and expand existing services in schools in the region

• Work closely with MEM’s to increase opportunities

• Build relationship with other regional conservatoriums particularly those in close proximity to Armidale through shared information and collaborative projects.

• Maintain and extend relationship with tertiary institutions to create networks for our students and increase the profile of NECOM as a leading regional training ground for musicians

• Explore opportunities for increased participation of NECOM students and ensembles in civic events through Armidale Regional Council

• Explore opportunities for increased participation of NECOM students and staff with local cultural institutions and community groups (eg. NERAM, Aboriginal Keeping Place, Inverell Art Gallery, Fiori Musicali, Armidale Care for Seniors, Armidale Symphony Orchestra, FOTC, ZONTA, ADFAS Armidale, Rotary)

• Formal partnerships in place (where appropriate)

• Collaborative programming and communications

• Key stakeholder feedback on level of engagement

• Develop a mechanism to annually evaluate NECOM programs and performances

• Develop mechanism to track NECOM impacts i.e. social, cultural, economic and ATSI, multicultural, location, disability)

• Track student attrition data

• Survey Monkey focus questionnaires for annual program evaluation

• Post-concert surveys implemented

• Data graphs and Venn diagrams designed from data collected

• Allocate resources for data analysis annually

• Artistic Director

• Business Director

• Business Director

• Comms and Events Officer