Top Banner
THE PUSH STRATEGY 2019-2021
20

the push strategy

Jan 09, 2023

Download

Documents

Khang Minh
Welcome message from author
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
Page 1: the push strategy

THE PUSHSTRATEGY

2019-2021

Page 2: the push strategy

ABOUT THE PUSH

The Push is a statewide youth music organisation in its 30th year of incorporation. At the forefront of emerging trends and innovations, we deliver a range of programs that are relevant and responsive to Victoria’s future music industry leaders and audiences. For 30 years, our programs and events have engaged more than 700,000 young people across Victoria. We are uniquely positioned as the connection between the music industry of today and the music creators, professionals and audiences of tomorrow.

Page 3: the push strategy
Page 4: the push strategy

The Push Strategy 2019-2021

4

VISIONThe Push is relevant and responsive to Victoria’s future music industry leaders and audiences.

PURPOSEAs a Victoria-wide youth music organisation, The Push connects the music industry of today with the music creators, professionals and audiences of tomorrow.

Page 5: the push strategy

The Push Strategy 2019-2021

5

GOALS1. Deliver high-profile all-ages events and youth

audience development

2. Strengthen and define Victoria’s music industry pathways

3. Evolve and enhance the FReeZA program

4. Be at the centre of a representative and celebrated youth music community

5. Position the organisation to expand nationally in a sustainable and responsible manner

6. Define and represent best practice in our operations, governance and sector development

VALUESThe Push is committed to fostering a dynamic and connected Victorian youth music community. To achieve this, our work is underpinned by values of being:

• Representative

• Creative

• Innovative

• Relevant

Page 6: the push strategy

The Push Strategy 2019-2021

6

STRATEGIC CONTEXT Young people are integral to the vibrancy and depth of Victoria’s creativity, both today and into the future. They are amongst the most exciting musicians on our stages and the most innovative recording artists and producers in our studios. They are the live music audiences at our festivals and events. They are the songwriters of the most streamed songs across the globe, and are the game changers in developing new business models and ways of working in a rapidly evolving digital landscape.

But an industry that’s representative of all young people doesn’t happen by accident – it requires all levels of government, communities and businesses to work together to provide opportunities to learn, celebrate and connect. The Push is uniquely positioned to play this role as the leaders of youth music programming and audience development, while delivering across broader social policy objectives and societal benefits.

The role of The Push in Victoria’s contemporary music industry

The Push is an established and respected voice in Victoria’s music sector. However, changes in the way young people are consuming, creating and engaging with music means The Push needs to reimagine our programs and operations by bringing younger and emerging voices to the forefront, creating new industry pathways and delivering innovative all-ages initiatives that are reflective of all young people. Through widespread consultation with young people and key industry stakeholders, we have identified a number of challenges that we will address over the next three years:

Delivering high-profile all-ages events and youth audience development

Over the past 15 years, there has been a steady decline in the number of all-ages live music events held throughout Victoria. This is reflected across all music genres, with a majority of promoters and artists focusing on over-age events in licensed premises. To address this, The Push will reinvigorate the all-ages music community and support the music industry to deliver viable all-ages events and deliver new approaches to fostering our future live music audiences.     

Responding to changes in music making, consumption and employment pathways

Digital advancements are rapidly changing the way in which young people create, consume and engage with music. Younger digital natives are dominating the market with music consumption through streaming platforms, as well as leading trends in embracing new ways of creating and releasing music, and using data to find and connect with audiences across the world. To remain relevant in this environment, The Push must be constantly evolving and embrace new and innovative ways of working across the digital landscape and transcend geographical boundaries.  

Updating FReeZA to reflect Victoria’s future creative industries

The Victorian Government’s FReeZA initiative has been operating in Victoria for 21 years. The program currently funds 80 local providers to convene committees of young people to deliver local events in their community. The program is supported by The Push, which delivers the FReeZA Support Service. The Push provides targeted support, training and industry development resources to these providers. While FReeZA has been highly successful in engaging young people across the state, technological and cultural shifts in music creation and consumption have fundamentally changed the operational environment for the program. There is a need to refocus and align the program to the ways in which young people are now engaging with music, as well as a need to ensure the program is lean, relevant and sustainable.

Page 7: the push strategy

The Push Strategy 2019-2021

7

Be at the centre of a representative and celebrated youth music community  

Music and creative arts programs often struggle to engage underrepresented communities including, but not limited to, people who are newly arrived, people of colour, First Nations communities and the LGBTQIA+ community. To date, The Push has focused on providing generalist youth music programs. Too often, underrepresented communities have not been engaged in these programs because The Push does not have the expertise to deliver tailored, specialised programs that embed cultural practices and build meaningful connections with trusted community institutions. This strategy will ensure The Push is more representative – amplifying all voices, and forge new program models that ensure the organisation reflects and celebrates the community that it serves.  

Maximising our impact

To ensure the sustainability of The Push, the organisation must grow its funding base and diversify its income streams. The Push currently relies predominantly on the Victorian Government to fund its programs. However, there are ample opportunities to access funding from the philanthropic sector, corporate partnerships and payments for services and products. To do this, The Push must go beyond the state-based boundaries and engage with new partners who operate on a national and international scale. The Push also has significant opportunities to expand the depth and scope of our outcomes measurement across the organisation. Moving forward, it is essential that we are able to fully capture and measure the impact and benefit of our programs and events, enabling the organisation to clearly identify outcomes as well as our effectiveness and value across the sector.

Positioning The Push to become a national organisation

For 30 years, The Push has delivered programs and events across Victoria. Throughout this time, the organisation has been unique, with no other comparable youth music organisation in Australia. However, the challenges The Push seeks to address over the next three years are seen across the country. The Push’s demonstrated experience, track record and success means it is positioned to deliver a national approach to youth audience development and youth music programming. This strategy provides a framework to pursue this ambition.

Kate Duncan CEO, The Push Inc

November 2018

Page 8: the push strategy

The Push Strategy 2019-2021

8

1. DELIVER HIGH PROFILE ALL-AGES EVENTS AND YOUTH AUDIENCE DEVELOPMENTObjective Outcome

1.1 - Reinvigorate the Victorian all-ages music scene and encourage the music industry to deliver viable all-ages events

1.1.1 - Address the challenges that are impeding all-ages programming across Victoria by providing financial incentives to venues, artists and promoters

1.1.2 - Build on the success of existing youth audience development programs such as New Slang and Live At The Steps

1.1.3 - Curate a new youth music performance space at the Collingwood Arts Precinct

1.1.4 - Pilot a new approach to engaging FReeZA committees across Victoria to ensure that artists meet audience demand

1.1.5 - Engage directly with regional venues and promoters to deliver an annual program of all-ages live music initiatives

Page 9: the push strategy

9

Page 10: the push strategy

The Push Strategy 2019-2021

1 0

Objective Outcome

2.4 - Provide young and emerging electronic music makers with access to industry standard tools, networks, training and development opportunities

2.4.1 - Establish an electronic music incubator hosted at the Collingwood Arts Precinct to help young and emerging Victorian artists learn, create and share

2.4.2 - Deliver a suite of innovative programs that help young electronic music makers develop skills, connect and transition to sustainable careers

2.4.3 - Deliver safe, inclusive programs and events for women and gender non-binary electronic music makers that break down barriers to participation

2.5 - Deliver a range of innovative music industry education and training packages for young people

2.5.1 - Employ dedicated staff to develop a suite of innovative education workshops, tools and resources

2.5.2 - Develop and implement a series of education workshops, tools and resources that can be accessed and delivered online and across education providers

2. STRENGTHEN AND DEFINE VICTORIA'S MUSIC INDUSTRY PATHWAYSObjective Outcome

2.1 - Support young and emerging music industry practitioners with the direct networks and knowledge to access employment opportunities

2.1.1 - Partner with industry to develop an accredited employment program, supporting priority groups including First Nations young people, young people of colour, young women, non-binary young people, young people with a disability and LGBTQIA+ young people to be employed across the contemporary music sector

2.1.2 - Research and implement a framework that supports the organisation to deliver targeted employment referral services for both music sector employees and employers

2.2 - Provide mentoring by established industry leaders for young and emerging practitioners

2.2.1 - Maintain and improve a sustainable and responsive mentoring program that is respected as a pathway into Victoria’s contemporary music sector

2.3 - Co-deliver CHANGES as a forum for provocative discourse and progressive thinking about the future of the contemporary music industry

2.3.1 - Provide a pathway for young and emerging artists to engage with industry professionals from across Victoria, Australia and internationally to interrogate ideas, set the agenda and craft the future of the contemporary music industry

2.3.2 - Showcase young and emerging Victorian artists to drive business outcomes for Victoria

Page 11: the push strategy

1 1

Page 12: the push strategy

The Push Strategy 2019-2021

1 2

3. EVOLVE AND ENHANCE THE FREEZA PROGRAMObjective Outcome

3.1 - Remodel FReeZA to meet the changing landscape of the contemporary music industry

3.1.1 - Undertake a comprehensive review of the FReeZA program to identify trends surrounding the changing music landscape, and embed ongoing monitoring and evaluation systems into the program

3.1.2 - Present a comprehensive set of recommendations to the Victorian Government, outlining key reforms for the FReeZA program

Page 13: the push strategy

1 3

Page 14: the push strategy

The Push Strategy 2019-2021

1 4

4. BE AT THE CENTRE OF A REPRESENTATIVE AND CELEBRATED YOUTH MUSIC COMMUNITYObjective Outcome

4.1 - Foster representative programs that ensure greater engagement of young people from all backgrounds, experiences and perspectives

4.1.1 - Identify communities that are underrepresented in youth music and commit to developing artists from those communities, in ways that are culturally sensitive and accessible

4.1.2 - Deliver tailored programs that embed cultural practice and build meaningful connections with trusted community institutions

4.1.3 - Support new and emerging artists from underrepresented communities, through delivering a series of songwriting workshops, recording and industry skill development programs, with an emphasis on transferable skills

4.1.4 - Ensure The Push embeds broad representation of the Victorian youth community in all components of our youth engagement processes, including the Youth Advisory Committee and The Push Board

4.2 - Authentically represent young people from across Victoria

4.2.1 - Foster greater engagement with First Nations young people

4.2.2 - Foster greater engagement with young people of colour

4.2.3 - Foster greater engagement with young people with disability

4.2.4 - Foster greater engagement with LGBTQIA+ young people

4.2.5 - Foster greater engagement with young people from newly arrived communities

Page 15: the push strategy

1 5

Page 16: the push strategy

The Push Strategy 2019-2021

1 6

5.2 - Diversify income opportunities and establish new partnerships

5.2.1 - Build our organisational capacity and ability to generate new revenue through donations, training, service fees, resources and products

5.2.2 - Prioritise and work collaboratively with corporate, philanthropic and government partners to deliver programs and events that are mutually beneficial and meaningful to both the contemporary music sector and young people

5.2.3 - Employ a Strategic Partnerships and Fundraising Manager to lead a range of successful fundraising campaigns and partnership opportunities

5. POSITION THE ORGANISATION TO GROW IN A SUSTAINABLE AND RESPONSIBLE MANNERObjective Outcome

5.1 - Position The Push as the leader of youth music programs across Australia

5.1.1 - Actively provide leadership and advocacy across the youth music space nationally

5.1.2 - Remain an indispensable and trusted resource to Local, State and Federal Governments through informing all levels of government of emerging industry trends and issues

5.1.3 - Develop a proposal to examine the opportunity for The Push to become a national organisation, including program models and funding sources

Page 17: the push strategy

1 7

Page 18: the push strategy

The Push Strategy 2019-2021

1 8

6.5 - Celebrate and amplify our story with clarity and impact

6.5.1 - Develop and implement a new organisational digital content and online marketing strategy, inclusive of The Push website and social media channels

6.5.2 - Ensure The Push’s marketing and branding is cohesive, relevant and reaching a national youth audience

6.5.3 - Promote The Push’s outcomes and impact across all marketing and promotional channels

6.4 - Effectively capture and demonstrate the impact and outcomes of all our programs and events

6.4.1 - Develop and implement a series of standardised data collection tools across all programs, capturing outputs, impact and outcomes

6.4.2 - Develop and implement a standardised evaluation framework across all programs

6.3 - Firmly establish ourselves at the Collingwood Arts Precinct

6.3.1 - Build new relationships and cross-artform collaborations with organisations at the Collingwood Arts Precinct

6.3.2 - Develop and implement a youth engagement strategy for the Collingwood Arts Precinct

6.2 - Improve our internal communications and operations

6.2.1 - Benchmark, review and implement a new suite of internal communication tools and systems across board, staff, volunteers and stakeholders

6. REPRESENT AND DEFINE BEST PRACTICE IN OUR OPERATIONS, GOVERNANCE AND SECTOR DEVELOPMENTObjective Outcome

6.1 - Continuously improve our governance, leadership and operations

6.1.1 - Ensure the governance framework of The Push represents best practice in relation to both music industry and youth sector principles

6.1.2 - Review our current staffing structure and resource allocation to ensure the optimum support and delivery of our current and future priorities

6.1.3 - Ensure young people have a voice in the decision-making processes across the organisation

6.6 - Connect with and celebrate our unique role and history in the Victorian music community

6.6.1 - Connect with, engage and champion The Push’s program alumni

6.6.2 - Implement and deliver a public facing organisational ambassador program

Page 19: the push strategy

1 9

Page 20: the push strategy

www.thepush.com.au www.facebook.com/thepushinc

www.instagram.com/thepushinc www.twitter.com/thepushinc