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Association of ADFAS Strategic Plan 2020-2026: ‘Embracing the Arts, enriching Australia’
Opportunities Threats
o Increase target audience and society numbers. o Increasing costs/declining financial income.
▪ Target younger potential membership groups to increase o Ageing membership.
membership and revenue (staying “in-tune” with the o Decreasing volunteer commitment.
Facebook/Instagram generations).
o Increased competition – physical and virtual.
▪
EXTERNAL Environment o Develop and fund a marketing plan.
Statistically, the best scope for growth in Societies and
o Changing “face” of volunteering. Time pressures on volunteers.
Members could focus on SA, Victoria, WA and NT.
o Improve brand awareness.
o Develop partnerships/collaborations with other arts related
organisations.
o Increase philanthropic awareness internally and externally.
o Develop sponsorships.
o Upskill volunteers.
o Develop and improve IT, E-Commerce and Social Media.
o New avenues for financial income.
➢ Aggregate of 6,120 members nationally as at mid- 2020
6.2 Additional ‘Elephant’ Risks (COVID-19 impact: down from 6,614 members in 2019).
➢ By mid-2020, the pandemic in turn resulted in a recession in
• Elephant Risk #1: Fallout from (2019/2020) natural disasters within Australia.
Australia: fires, Drought, Floods. Economic downturn in regional ➢ The COVID-19 impact on ADFAS is not going to be temporary.
areas and flow-on impacts. For example, the present indication (late Oct. 2002) is for no
• Elephant Risk #2: Fallout from the COVID-19 virus rapidly causing a normal commercial flights between Australia and UK/USA
world-wide pandemic. before late 2021.
➢ This immediately disrupted the long-standing and successful
ADFAS business model largely based on TAS lecturers from
the UK covering three Australian Circuits in a well-coordinated
manner, as well as attendance at public meetings being
banned or at least requiring physical distancing. (Different
restrictions applicable in each Sate/Territory).
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