+art business plan

8/13/2019 +Art Business Plan

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Age well, live art

Cultural Project 2011

Masters Degree in Art and Culture Management

Team members:

Julie DeclerckDalia HusseinCristina RusPatricia Solrzano

+Art


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I. Contextual basis of the project

+Art is a project created by four experienced entrepreneurs that seeks to create a bridge betweencultural activities and the 55+ population by providing tailor made programs and addressing theirneeds to foster a closer relationship between this age group and culture.

1.1. Mission, Vision, Objectives

Mission: Foster creativity in later life and encourage meaningful participation of elders in the arts ascreators, organizers and audiences to promote active aging in order to improve their quality of life andtheir perception of themselves.

Vision: Within three years become a reference on the market for elderly cultural activities in the city ofBarcelona, catering to individuals, civic and private centers on the organization of customized culturalprogram logistics for the ageing community while exporting the model to Mexico City. Within sevenyears be able to export the model internationally.

General Objectives:- Increase the cultural participation for our target group- Generate programs by seniors for seniors- Promote their social integration- Offer differentiated cultural activities-Encourage intergenerational relations

1.2. Origin & Inspiration background

This project focuses on elder population as a growing demographic sector. Factors like an increase inlife expectancy, better quality of life in elder years and a bigger cultural offer within urban areas havecreated the awareness that specific activities that consider this population sector can become arelevant social asset.

+Artemerged as a creative concept that intends to generate cultural awareness through interestingcultural activities for the 55+ collective. The different activities of the project will include ready-madeprograms for cultural centers and individuals that can also be modified to suit the needs of a specificparty. This project is based in the premise that a better offer of cultural activities for 55+ citizens canbe created through their integration into the creative process and the focus on their interests andneeds; by doing so +Artintends to promote the social wellbeing.

Different sectors will benefit from the development of this project:

55+ Individuals: Cultural Organizations: Society:

- Explore new cultural fields-Stimulate curiosity- Space for personal reflection-Increase in personal

capacities-Better self-esteem-Social interaction- Isolation prevention-Knowledge exchange

- Intergenerational relations

- Catalyst for social action-Creation of learning

communities- Address of a growing target

group-Sustainable audience

development-Volunteer commitment-Target based programs

- Give value to elders- Intergenerational dialogue- Positive role models for

young people- Social cooperation within

different sectors- Increase educational level- Public consciousness of

elderly issues


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1.3. Business Model

+Art is a market leader in catering dedicated cultural services with social added value to elderscenters and individual seniors. To maintain this market edge, +Artadopts the below business models:

Value Proposition Model: +Art acknowledges the need for a differentiated cultural service thatpromotes active aging and cultural wellbeing for individual seniors plus a specialized cultural agentthat offers tailor made, fair priced and hassle-free service, for elders centers.Market Segment Model: +Art targets the unprecedented yet marginalized growth of seniorspopulation and its cultural needsInteraction Model: +Arthas a cultural interactive approach that enables seniors to have active roles indesigning & implementing their own cultural programs.

1.4. Micro environment

+Artexamined its micro-environment, identified its needs and accordingly designed the Activities tomatch those needs.

Clients:

- Elders centers (Private and public): field visits & interviews indicate lack of innovative, interactiveand diversified cultural offerings;o They serve multi purposes and seniors activities are just one of many activities they doo They lack the know how & the direct channel with cultural institutionso Extra logistics & operational burdens to achieve the above, while with +Artit is hassle free

-Cultural Institutions (museums, galleries, theatres... ):interviews & researches indicate high interestin attracting new markets of seniors audience to increase their customer base;o With the public funding cuts lately, they are unwilling to pay extra costs to target new seniors

audience.o They have no direct channel with elders centers or seniors in general

- Funding Entities (Ajuntament de Barcelona, Existing foundations, corporate sponsors...)o +Arts mission appeals to public entities, due to its social integration and cultural dimensions.o Enrichment of seniors cultural life and promoting active aging in Barcelona, are attractive

objectives to public funders & existing foundations that support culture.o Corporate social responsibility is a strategic Public Relations tool that is highly used by

corporate companies and its agenda easily fits +Arts mission.

Consumers:

- Individual seniors: Interviews with seniors show their interest in tailor made cultural programs thatpromote active aging & participation from their side ;o There are no specialized cultural programs, targeting seniors.o There is a need for new & different cultural activities, to fill their free timeo There is a need for a sense of belonging and motivationo There is a need for social networking & making new friends while learning a new thing

1.5. Entrepreneur group

+Artis being developed by a group of four young and dynamic entrepreneurs interested in spreadingthe appreciation and participation in the arts by seniors. These four international cultural managershave a specific focus on social integration issues and life quality improvement strategies; the projectat hand represents a comprehensive approach to their interests and commitment to society.(Rsums available in Appendix A)


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II. Market & Industry analysi

2.1. Business Environment A

Through a comprehensive analywill conduct its operations, the fo

Low risk of new entrants: Pestablished distribution channelscreating a pricing advantage for

High substitution risk: Eldersoffer cost effective, well differenti

2.2. Macro-environment Anal

Political Facts:

There are different bodies respoelders in the country. Particulanumber of associations, speciathrough this entities to facilitate a

Highlights on the situation of the- The international conve

application to the elderly- Pension reform. Increa

sustainability of the pens- Law for the Promotion of

Economic Facts:

In the aftermath of the economforecast of 4,4% for 2011 whicountries. In the euro zone thiscrisis in the Arab world along wyear.

1

Ley 39/2006, de 14 de diciembre, de Pdependencia. 2006.

s

nalysis

sis of the business environment affecting the spllowing information was discovered:

Low competition: +Art introducemarket with no direct competitorleader.

Low bargaining power of suppli

cultural institutions and activities innumerous cultural options, conmonopoly over the market.

Low bargaining power of cdifferentiated product since it focuwith affordable costs.

ssible competitors could emerge, however +A, experience and customer loyalty. New entrantsustomers who wish to switch to a new supplier.

enters relate directly to cultural institutions, theated and tailor-made cultural activities.

ysis (PEST)

nsible for the development and implementationly in Catalonia there is a strong seniors movl elders centers for seniors, social and culturnd promote seniors social active participation.

projects target group:ntion on the Rights of Persons with Disabiliti

. October 2010ing the retirement age from 65 to 67 in ordion system. 2011Personal Autonomy and Care for dependent pe

ic crisis that affected world markets since 200ch is mainly accountable to growing econopercentage is rather low (1,5%) and stability isith natural disasters that have taken place in th

omocin de la Autonoma Personal y Atencin a las persona

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ctrum in which +Art

new cultural services to a; therefore it is a market

rs: The supply consists ofBarcelona, where there aresequently, they hold no

stomers: +Art offers ases on unique experiences

rt will already havewill have to focus on

efore +Artneeds to

of policies related toement with a greatl programs develop

es and its potential

r to guarantee the

ple.1

9, there is a growthies and developingsubject to importante first months of the

s en situacin de


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The National Statistics Institute (INE for its name in Spanish) reports an increase in life expectancy of78 to 81 years from 1997 to 2007. There is also a decreased birth rate, which will create a negativeratio of active workforce in relation to retired individuals. Nowadays this ratio is of 4 work-capableindividuals to one retired individual and it is foreseen that for 2040 the retired workforce will amount to50% of the population, thus creating a deficit on the pension and health care systems. 2

Social Factors:

Europe and especially Spain has an ageingpopulation, in Catalonia 16,4% of the total population is65 years or over whose income is equivalent to 73% of the average of the whole population. 3 InSpain, older people do not feel involved in the entertainment offers, dont participate in the preparationand planning and feel excluded from creative processes. Non-culture entertainment, in addition to thesocio-demographic characteristics of this group, result in a use of leisure time that is rather limitedand in many cases focused on passive leisure.

That is why most outstanding activities, being carried out among a larger number of people, arerelated to the media (watching TV, listening to the radio or reading). Among the reasons for not

attending a theatre performance or going to the cinema are: lack of interest (more than 30%), highcost of activities and lack of time. Among those of 75 years and older, difficulties for leaving home arethe dominating reason4

One last social factor is the education and literacy levels. Most elderly people are between thelimits of primary education: 31,1% with incomplete primary education and 42,5% that finished it. Only7,4% of the elderly have a higher education degree, distributed by 11,4% of men and only 4,4% ofwomen.5

Technological & Communications Factors:

The situation of the Spanish older consumers in frequency of Internet use compared to other

European countries is above average. Surveys show that 36.0% of older consumers in Spain haveaccess to internet.

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As for TV & Radio, older consumers watch TV during the weekdays more than over the weekends.Preferred television programs viewed by Spanish older consumers are the news or generalinformation (28.4%). Radio is also widely used according to INE (National Statistics Institute), with apercentage of 70.7% listening to the radio with average time spent in a day amounts to 128.6minutes. Reading newspapers is also common among older people.7

(Appendix B)

2Anlisi de levoluci de leconomia catalana i el seu entorn. Bullet trimestral. Generalitat de Catalunya. 2011

3Instituto de Mayores y Servicios Sociales. Las Personas Mayores en Espaa. Datos estadsticos estatales y porComunidades Autnomas. Informe 2008. Primera dicion 2009.4Idem p. 2765Idem p. 274-2756According to the latest data from the Survey on Equipment and Use of Information Technology and Communication inhouseholds (INE, 2007)7Source: Instituto de Mayores y Servicios Sociales. Las Personas Mayores en Espaa. Datos estadsticos estatales y porComunidades


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2.3. SWOT

Strengths Opportunities

- Experience working with seniors- Highly motivated with diverse backgrounds

- International perspective-New innovative concept- Offering customized programs specific for

older consumers- Cause related mission appealing to public

entities

Low cultural activity offer for elderly people No competition in the market

Specialized product Increasing age group Increasing interest of volunteering in

Catalonia.

Weaknesses Threats

- No contacts in Catalonia- Target group is difficult to address-Personal liability

Sedentary lifestyle and preferences oftarget group

Low income of the elderly segment.

New law extending the retirement age, lessspare time for elders.

Solutions

Bring someone on board who has Catalan contacts and language Create a committee of seniors Address elders centers and private entities devoted to elderly activities Customized association statutes and activity waiver to avoid legal conflicts with costumers.


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III. Definition of the project Conceptualization

+Artidentified its target audiences needs and accordingly designed the following projects in order tomeet them.

Strands of the program:Hospitality: every visit, tour and creative workshop includes refreshments of tea, cakes and fresh fruit,with time to chat and become acquainted.Volunteers: A loyal number of committed and enthusiastic volunteers build positive relationships withboth groups and individuals.Quality: The +Art program is about a quality of experience. This can only come from working withsmall groups, offering a warm welcome, giving attention to each individual and making every one ofthe participants feel cared for and special.Flexibility: Necessity to respond to the interests of different groups through developing a variety of artoptions that will engage a range of different needs.

3.1. Project 1 BARCELONA, Te Quiero

What?

A short cultural walk focused on one barrio of Barcelona that encompasses the barrios culturalheritage & seniors own memories with the barrio with a local Tour Guide & catering provided. It is amix of social and cultural experience that integrates seniors in designing & implementing part of theactivity.In preparation for this activity +Artwill be conducting an interactive session with seniors at their eldercenter venue (2 weeks prior to the walk) to call for senior speaker volunteers & get their suggestionsfor the walk & feedbacks on previous ones, if any.

General information

Duration 2 hours including 2 breaks

Inside/outside Outside

Location Different barrios in Barcelona

Max. amount of participants 25

Frequency Variable dates throughout the year

+ArtTicket Price 12

3.2. Project 2 Art in Action

What?A gallery program introducing the seniors to different exhibitions. After a one-hour explanation fromthe gallery staff or the artists themselves about the art works, the overall theme, style, etc, there willbe one of the following interactive workshops:

- Dance: interactive workshop using paintings to encourage expressive and reasonable physicalactivity. A specially devised gallery/museum tour focussed on the line and rhythm in the paintingsas inspiration for an exploration of movement and dance.

- Drama: interactive workshop using the paintings to stimulate the imagination to encourageparticipants to stage their own interpretations of what they saw in the pictures. Participantsexamine portraits in the gallery/museum, through discussion, build up a character study of thefigure depicted and using these studies, they will develop and perform short monologues of

imagines moments in the lives of their chosen portraits subjects.


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- Music: gallery/museum tour with a musical theme, entertaining program of well-known songs to beperformed against a changing backdrop of musical scenes from the paintings.

General information

Duration 2h

Inside/outside InsideLocation Gallery

Max. amount of participants 15

Frequency Depending on changes in exhibitions

+ArtTicket Price 15

3.3. Project 3 Tertulia

What?

La Tertulia became very popular during the 20

th

century, considered a social gathering to sharecultural creations. Based on this idea +Artproposes 4 different Tertulia programs to implement therole of 55+ as creators and organizers.

- Multidisciplinary Tertulia: Gathering to be hold in an emblematic restaurant where the participantsafter a group dynamic (warming up game) are asked to present their cultural creations (music,poetry, dance, paint, etc) the intention is to create a relaxed atmosphere where everybody cancomfortably participate. (Price includes snack & drinks)

- Dance Tertulia: Barcelona is internationally known as a hub for contemporary dance. With theDance Tertulia +Art wants to approach 55+ to the last dance tendencies, through a culturalsession composed by a dance performance + a practical lecture in contemporary dance by aprofessional in this field.

- Spring festival Tertulia: In order to bring closer other cultural trends, +Art proposes to itsparticipants a guided tour to the LOOP video art fair + a lecture on video art together with a snackand drinks.

- Literary summer Tertulia: Poetry for beginners, +Art wants to bring to its members differentconcepts in poetry creation through Haiku, a short form of Japanese poetry consisting in threelines of poetry. Participants will be guided in Haikus creation after a group dynamic (warming upgame). (Price includes snack & drinks)

General information

Multidisciplinary

Tertulia

Dance Tertulia Spring festival

Tertulia

Literary

summerTertulia

Duration 2h TBC 2h 2h

Inside/outside Outside Outside Outside Inside

Location El Gran Caf TBC Loop Fair Civic center

Max. amount ofparticipants

15 15 15 15

+ArtTicket Price* 10 10 + entrance 10 + freeentrance

10

*The price for +Artactivity itself will be stable but it will change depending on the entrance ticket ofthe Tertulia proposed (participants need to pay occasionally for ticket fees to attend a show)


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3.4. Project 4 Documentary

What?

Create a documentary film contest for students in the last years of university studies that requests 2films featuring interviews with people involved in the civil war and who experienced exile through

personal experience or someone they were related to. The contest will receive materials based on thestory for the people in Spain and the people who left to Mexico with the purpose of focusing andcontrasting both sides of the story and their implications.

Broad description

Proposed method, approach, and methodology: the documentary would be based in Barcelona andMexico exploring the two sides of exile. It will review the experiences of exile victims who saw theirfamilies torn apart by political unrest and warfare. The idea is to create a collaborative environmentamong film students and older people who experienced this period in history, the students would haveto submit a documentary project following certain guidelines for a contest. The prize would be thepossibility to showcase their film internationally (in Spain and Mexico) in public venues such as civic

centres and the yearly event carried out by the association.The event is intended as the ground basis for future expansion in Mexico. +Art is built with aninternational perspective and the exposure that this project can provide will impact create a positiveimage for the expansion plans in the upcoming years.

Duration 10 months

Location Mexico City and Barcelona

Max. amount of participants 10 interviews per city

Frequency Once

IV. Marketing & Communication

4.1. Segmentation & Target Costumers

+Artwill cater to the cultural needs of citizens that are 55 years or older, therefore, for the purposes ofthis organization the target group will be identified as 55+.8

TARGET GROUP Justification Number

55+ consumers - 55+ with good perception of health- Active amongst other elder consumers- Cultural active participants (visits tomuseums, attending theatre and danceperformances, etc.)

53.220 senior consumers in Barcelona

8A variety of terms have been used to describe consumers in the older age-group such as: older consumers, oldsters, seniorcitizens, the elderly, old-agers, geriatric population, retirees, and maturities. Many of these terms are either patronizing or

simply inappropriate given the nature of many people in this section of the population, and particularly those at the younger endof this age spectrum. (Gunter,1998.)


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TARGET GROUP Justification Number

Centers for

elderly people

- Providers of cultural activity programs(required by law)-Meeting point for seniors

49.000senior members of these centersin Barcelona

58casals de gent gran and municipalspaces

10 clubs for retired people, (CaixaCatalunya)

13Esplais for elders provided by Caixafoundation

These centers are a key connection point between +Artand seniors, once established a partnership,the association aims to reach a much larger number of potential users. In the first year +Art istargeting 7 elderly centers in 5 neighbourhoods:

La vila de Gracia El camp den

grassot i gracia

nova

Sant Gervasi

Galvany

El Putget i

el Farr

Sant Gervasi-

La Bonanova

Espai de gent

granCasal GGMontmany.Casal GG Grcia.Grcia. Siracusa

Espai GG LaSedeta.

Casal GG CanCastell

Espai GG ElPutget

Espai GG VillaFlorida

(Appendix C)

4.2. Positioning

+Artpositions itself as a unique and specialized intermediary link between elders centers/ individualseniors and cultural institutions, offering differentiated and dedicated cultural solutions that ensureseniors cultural wellbeing and social integration.

Towards Seniors +Artis the trusted expert in designing differentiated cultural offerings that

promote their cultural and social wellbeing in a new way.Towards Elders

centers:+Artis a strategic partner who offer hassle free, specialized and tailor madecultural offerings, that suit their own needs

Towards Funding

Entities+Artis a crucial cultural advocate that has a social cause worth funding andadmiring.


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4.3. Marketing Mix

Product Strategy:

Is based on being innovative, specialized and multi-dimensional approach, as they are new anddifferentiated from the typical cultural offerings available in the market. The products are speciallymade to match seniors needs, and they have both cultural and social dimensions.

Pricing Strategy:(Appendix D)In order to accommodate our target audience needs, +Artbases its pricing strategy on being bothcost effective & good value for money to our target audience. This is done as follows:

+Artcultural activities average price is 12 Membership prices (30, only for individual seniors) are good value for money, as members

enjoy an exclusive package of benefits for a whole year (like free event invitation, +Artbranded T-shirts and a 2-yearly magazine).

Merchandising prices are good value for money (Appendix N)

Distribution Strategy:

In order to make our cultural services and activities accessible to our target audience, +Artstrategy isbased on availability approach. This is done through the different below outlets:

All targeted elder centers

+Artoffice venue +ArtWebsite (for items like Memberships & Gift vouchers)

Promotion Strategy:

+Artadopts the Below the Line promotional strategy in order to reach out to the audience in moreways than one and create a higher brand recall and connect. This is done through Direct mailcampaigns & newsletter to elders center, merchandising and sales promotion like the below:

Gift vouchers (20): are present certificate ideas valid for 1 year, purchased for a friend or aloved one, and redeemed by enjoying a free cultural activity (including a photo memory). Giftsvouchers are promoted at sponsors venues, elders centers and on +Artwebsite

Elders centers get a 20% group discount on all activities.

Product Price Distribution Promotion

3 cultural activitiesDifferentiated andinnovative approach

1 documentary

Cost effective pricingstrategy and goodvalue for money

12,5 average price

OnlineElder centers

Below the line


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4.4. Communication plan

Purpose

The purpose of this communication plan is to support the strategic objectives and provide action itemsfor the organizational communication of the cultural organization +Artfor the next year/months. Thisplan serves as a guiding map for all internal and external communication, such as the presscampaign, the PR campaign, promotional actions and the social net campaign.

Overall communication goals:

Company launch: make the organization known to the public and the relevant stakeholders. Building positive relationship with stakeholders, such as civic and private centres, the city hall,

cultural institutions and sponsors.

Key Themes/ Messages

Elders Centers: communicating how +Art is a strategic partner who offers cost effective, hassle freelogistics, specialized and tailor made cultural offerings, that suit their own needs.

Cultural institutions (galleries, theatres, museums): communicating how +Artshares their objectivesof promoting culture, and how it could be a strategic partner that would help them increase theircustomer base an invite different target audience, that represents the fastest growing sector in Spain.We need to identify the specific people in the galleries or institutions and personalize the message forthem, using letters, phone calls, etc.

Sponsors (for example Nestle, Gaes): +Artis a crucial cultural advocate that has a social cause worthfunding, in return, they would get a package of benefits that include free publicity, corporate socialresponsibility delivery.

City hall: +Artis a crucial cultural advocate that has a social cause that match their public goals insocial integration of seniors and promoting their cultural wellbeing.

Communication Channels:

+ArtOfficial Website Targeting: Elders Centers, Sponsors, City Hall,individual seniors

Media (Newspaper Press Release) Targeting: Elders Centers, Sponsors, City Hall

Leaflets & Newspaper coupons Targeting: Individual seniors

Budget

Item Quantity Description Total PriceBusiness Cards 2000 B&W Size: 8,5 x 5,5 160,00

Brochures 500 150,00

Memory sticks 50 255,00

Website design & Hosting 1 once (Professional & basic) 1.000,00

Leaflets 2000 268,00

Newspaper coupons 100 5discount on activities 623,00

TOTAL 2.456,00

(Appendix E)


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V. Project production/Operational Plan

5.1. Production Planning

+Arts strategy for production is described in the following timeline. Amongst others it contains actions

like gaining support and credibility, creation and testing of the cultural programs, etc. (Appendix F).


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VI. Organization structure

6.1. Legal Aspects

+Art is a not-for-profit association and will be registered on December 15, 2011, according to theCatalan law 4/2008, de 24 dabril, del llibre tercer del Codi civil de Catalunya, relatiu a les persones

jurdiques; la Llei orgnica 1/2002, de 22 de mar regulation associations rights in Catalunya +Artwas founded with the aim of promoting and encouraging 55+ participation in later life through specificcultural actions (Appendix G).

FactsGeneral Assembly: +Art members are requested to meet once a year to be informed about therunning of the association.

Directive Board: representative body, responsible for the association management andrepresentation, its faculties can be extended, generally, to all acts related to the aims of theassociation. As stated in the association's statutes, the general assembly will not require authorization

from its members for general operating activities of the association. The Directive Board will becomposed by the four project managers and the General Manager, all five with equal voting rights.

Not-for-profit association: +Artwill be founded as a not-for-profit organization which seeks a socialimprovement taking into account the cultural involvement of seniors. In time the association willlaunch a profit seeking company that manages the commercial activities simultaneously with +Artssocial endeavours.

Insurance+Art will have a general insurance (general civil responsibility insurance) covering all of its activities.Next to that the organisation will also have a waiver for every customer to sign when participating inthe cultural activities.

6.2. Human Resources Structure

6.2.1. Organization chart

6.2.2. Job descriptions

The structure of +Artconsist of a full-time general manager who will be reported by all the existing

departments and committees.

:

1

:

2

:

3

:

4


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The Board of Honorary Members:Consisting of 5 professionals with different backgrounds; geriatricdoctor (Pilar Torres Egea); cultural involved 55+ (Antnia Sanjuan Vieiro) (Josep Ingls); senioractress (Rosa Mara Sard); senior with management and law background (ngel Bartolom Puerto)These members will contribute with their life experience knowledges and their social credit, vital foran starting association. Its members are unpaid and requested to meet once a year. From time to

time they will be asked to participate voluntarily in some of the events organized. (See Appendix H)

Advising Committee:Made up of three 55+ members providing advice on the existing activities andsuggesting possible ideas to be apply to +Art programs. Meetings with this committee will beschedule a minimum of twice a year (Appendix I).

General Manager: Visible head of the company and PR, The GM will provide information to thecenters (programs of activities), keep board of directors inform and organizing activities were the BDcan participate and promote the company (social responsibility). The GM will be a part time employeepreferably Catalan native speaker (Appendix J).

Projects Coordinator: Each project created by +Artwill be assigned to a Project Coordinator. (Julie

Declerck, Dalia Hussein, Cristina Rus and Patricia Solrzano)These will be part time positions. Eachproject coordinator will be responsible of the process of organization, execution and evaluation of theactivity. The Project Coordinator position will require an active participation and involvement with thetargeted group. The project coordinator will continuously report to the GM.

Volunteers: +Artwants to create a group of volunteers attached to the company mission of providingculture to the 55+. These members will be required to sign a volunteer agreement in order to beprotected. The volunteers will be active members of +Artand the will be required for the developmentof some activities (Appendix G).

Outsourced team: Accountant, web designer, tax and law advisor, tour guide, drama professor,

dance professor.

6.2.3. Internal communication strategy

The internal communication strategy will be centred among the four project managers and the generalmanager, since the project managers will work from different locations, internet based communicationwill be fundamental.

Communicating parties Form Frequency

General Manager with 4 projectmanagers

Facebook private group andemail

Every week

General Manager and 4 projectmanagers with Board of HonoraryMembers

Reunion Twice a year

General Manager with volunteers Training sessions As required

Project Managers with volunteers Training sessions As required

General Manager with Accountingservices

Email and phone call Monthly information exchange

General Manager with web siteservices

Email and phone calls As required

General Manager with Legal

advisor

Email and phone calls As required


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6.3. Staff Budget Indications

Staff price year 1 year 2 year 3

+Artmanagement team

General manager 1200/month 14.400,00 24.000,00 27.000,00

Activities coordinator BU1 9/h 3.563,30 19.200,00 19.200,00Activities coordinator BU2 9/h 3.563,30 19.200,00Activities coordinator BU3 9/h 3.563,30Documentary coordinator 9/h 2.250,00Pay roll tax (20% of Gross wage) 5.760,00 17.280,00 26.160,00Advising team

members of the advising committee 0,00 0,00 0,00 0,00members of the board 0,00 0,00 0,00 0,00Outsourced staff 0,00 0,00 0,00Accounting 400,00 400,00 400,00 400,00legal advisor 300,00 300,00 300,00 300,00

web designer 1.000,00 1.000,00 1.000,00 1.000,00Volunteers

volunteers at activities 0,00 0,00 0,00 0,00Total 34.799,89 62.180,00 93.260,00

In the first year, the +ArtManagement team will work part-time (piece work contract) as the amount ofwork is not that big yet. The general manager will be working 3 days a week, the activitiescoordinators (autonomous) will work on average 400 hours or 6/7 weeks. The documentarycoordinator will only need about 250 hours to finish this specific project.In the second year, all the organisation of the all the different programs will go to one activities

coordinator, full-time. Together with the general manager, there will be two people working full-time onthe project. The other coordinators will go and try to export the model to other places, like Mexico. Inthe third year, the project will need two full-time activities coordinators to match the amount of work.

The salary of the general manager will go from 1200/month in the first year, over 2.000/month inthe second year, to 2.250/month in the third year. From the second year onwards, the activitiescoordinators will be paid 1.600/month.


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VII. Infrastructure & technical requirements

+Arthas will mainly work from an office offered to the organisation by the Ajuntament de Barcelona.As the activities coordinators only work for 300 hours in the first year, they will work from home, usingtheir own computer. They will be paid for their telephone and internet expenses and any otherexpenses related to the work.

7.1. Capital needs

+Arthas only a few capital needs related to the office. As the staff will work from home/in a sharedoffice the first years, the organisation doesnt need any furniture, but only some technologicalnecessities. Related to the activities, +Art doesnt need to do any capital investment in material orfurniture as we relate on our partners for those necessities (partners such as the galleries, therestaurants, civic centres, etc.)

Capital need Price/pc Quantity Total cost Dep. rate Year 1

Computers 500 1 500 4 125Mobile phone (free with contract) 0 4 0 2 0

Photo camera 270 1 270 4 67,5Print/scan/copy/fax 150 1 150 5 30Client relationship management database 500 1 500 4 125Total 1420 1420 347,5

7.2. Operational needs

+Artdistinguishes two different operational needs:- Related to the activities production; it includes costs of all services, materials and spaces used

for the production of the different activities. A detailed overview of items needed for each actionand their cost is (See Appendix K)

- Related to the office; it includes general costs, such as telecommunication expenses, office

supplies, etc. excluding all the start-up costs that are mentioned under capital needs.Operational need - office Cost/Year

Rent 3.000Phone and internet expenses 2.400Office supplies 300Utilities 145Incorporation/legal costs 100Total 5.945

Operational need - activities Cost/Year

Cost activities 23.793,30Membership 5.145,77Merchandising 11.704,92Translations 2.000,00Volunteer management 400,00Insurance 300,00Evaluation feedback forms 250,00Total 43.494,00


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VIII. Economical & financial

8.1. Sales Forecast

When looking at the number ofnamely La Vila de Gracia, El Ca La Bonanova and El Putget itwith a fair household income (sgo to a cultural activity, this mea

La vila d

Graci

65 and older 10.72

culture-minded(21,77% of Spanish

elderly)

2.33

Sales Forecast

(15%)

46

Household income

(BCN = 100)

100,

We assume that we can reachgroup of 55 to 65 is not included

year. In the second year we wiloutreach to other barrios in BarcAnd finally within three years, webe able to gain on average 3potential market in the regionSarria-Sant Gervasi and Hortathat we also want to start a simiin the future in Mexico City. Hofirst of many international actialso assume that about 20%participants will become a mem

participants either wont becom(20%) or are already a memberor private centre (60%).

We will mainly generate incomefees and merchandising prograoverheads and depreciation. Oupromotion, etc. (Appendix L)

management

the 55+ in Barcelona, we decided to focus onp den Grassot I Gracia Nova, Sant Gervasi-G

l Farr. All of these barrios have a high amounte table) Knowing that 21,77% of the Spanish ols we have a potential market of 8.576 seniors.

e

a

El camp

den grassot

i gracia

nova

Sant Gervasi

Galvany

El Putget

i el Farr

2 7.419 10.326 5.611

4 1.615 2.248 1.222

7 323 450 244

7 102,6 187,1 149,1

bout 20% of that group in every barrio in the fiin these numbers, we consider this as a fair pe

ll go for 30% of our potential market in this relona.expect to% of ours Gracia,. Next tolar projectefully theities. Weof all theer. Other

memberof a civic

from our different cultural programs, but also fr. Our cost structure will include fixed costs su

r variable costs will include the operational cos

0

1000

2000

3000

4000

5000

6000

7000

8000

9000

1 2 3

+Art

17

ive different barrios,lvany, Sany Gervasiof elderly inhabitantslder people regularly

Sant

Gervasi La

Bonanova

Total

5.317 39.395

1.158 8.576

232 1.715

177,5

rst year. As the agercentage for the first

ion and think about

om our membershipch as salaries, rent,s for each program,

/


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+Art

18

8.2. Sources of income

+Artis financed through three sources of income:- Self-generated income is achieved through different economical activities: activity tickets,

merchandising and membership fees. +Arts goal is to achieve 70,6 % of self generated revenuesduring the next year by continuously increasing the numbers of participants and members and by

introducing sequential program offers. The following years, the organisation expects this number togrow 85 % in year 2 and 95 % in year 3. Self generated income needs to cover the operationalcosts of the activities and part of the salaries.

- Public bodies include the Ajuntament de Barcelona which covers the operational costs for theoffice, the venue for the end-event and the PR and promotion in kind. The strategy is to obtain17,3 % of total revenues from public bodies.

- Sponsorships are divided into in-kind (voluntary work, service and material) and in-value(corporate sponsors giving financial support). +Art runs a diversified sponsorship strategy, tryingto involve a lot of smaller partners. The organisation beliefs that it is easier to find sponsors thatare willing to invest lower amounts of money as a starting company. Sponsorship only accounts for6,4% of the budget.

Self-generated revenues YEAR 1

Concept Amount () % Inc

Sales BU 1 BCN, te quiero 9.879,89 15,5%Sales BU 2 Art in Action 12.075,42 18,9%Sales BU 3 Tertulia 8.050,28 12,6%Sales Memberships 10.291,55 16,1%Sales Merchandising 23.600,46 36,9%NET SALES 63.897,59 100,0%

costs to produce BU 1 5.452,23 8,5%costs to produce BU 2 6.601,84 10,3%

costs to produce BU 3 4.772,23 7,5%costs for memberships 5.145,77 8,1%costs for merchandising 11.293,26 17,7%Costs for end-event 6.782,00 10,6%COST OF GOODS TO BE SOLD 40.047,34* 62,7%

GROSS PROFIT 23.850,25 37,3%

*This is the cost of goods to be sold, meaning that it equals the operational needs for the activitiesminus the general expenses in that figure.

Sponsorship/Donations description budget () target

Public funding partners

Documentary 50% of the total cost for thisprogram

1.217,50 Ramon Llull,Ministry ofForeign AffairsMexico, FONCA

operational needs - office free office space, including costsof utilities, telephone,

5.945,00 Ajuntament deBarcelona

event venue/material free location, material andpublicity

6.000,00 Ajuntament deBarcelona

PR and promotion 2.456,00 Ajuntament deBarcelona

TOTAL 15.618,50


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+Art

19

Sponsorship partners

In kind - material & space

Printed material 20% discount on printing ofmagazine, photo books, businesscards, t-shirts,

1.080,80 Print shop

Restaurant fee 15% discount on restaurant costs

BU3

422,94 El Gran Caf

Gift vouchers printing and promotion 419,99 Danone

Raffle objects 635,00 Mir

In kind: voluntary work

Web designer 1.000,00 Noha Husseinlegal adviser 300,00 C. RivadullaIn value: corporate

Cash 500,00 NestlCash 500,00 GAESCash 500,00 Danone

Cash 500,00 BavrusTOTAL 5.858,73

Sponsorship Benefits:

Corporate social responsibility; as a crucial part of PR strategy to build positive brand image &improved customers relationship.

Ability to reach our specific demographic & target market Free publicity on t-shirts, events, promotional material, etc.

8.3. Budget Forecast

YEAR 1 YEAR 2 YEAR 3

Concept Amount () % Inc Amount () % Inc Amount () % Inc

self-generated income 63.897,59 70,1% 123.405,24 84,7% 225.544,89 95,6%sponsorships 5.858,73 6,4% 6.011,58 4,1% 1.264,03 0,5%public money 15.618,50 17,1% 16.200,00 11,1% 9.000,00 3,8%Total income 85.374,82 93,6% 145.616,82 100,0% 235.808,92 100,0%Staff 34.799,89 38,2% 62.180,00 42,7% 93.260,00 39,5%operational needs -office 5.945,00 6,5% 5.945,00 4,1% 5.945,00 2,5%operational needs - activities 43.494,00 47,7% 67.775,46 46,5% 121.415,91 51,5%Advertising and PR 2.456,00 2,7% 2.000,00 1,4% 3.000,00 1,3%Contingency (5%) 4.155,38 4,6% 7.368,87 5,1% 11.840,50 5,0%

capital needs - depreciation 347,50 0,4% 347,50 0,2% 347,50 0,1%Total expenditures 91.197,77 100,0% 145.616,82 100,0% 235.808,91 100,0%Profit/loss -5.822,95 -6,4% 0,00 0,0% 0,00 0,0%

+Art's compensation*

own investment: voluntary work1st year

5.822,95 6,4% 0,00 0,0% 0,00 0,0%

NET PROFIT (LOSS) BEFORE

TAXES0,00 0,0% 0,00 0,0% 0,00 0,0%

*The +Art team is partly compromising their fees in order to successfully start up the project. Giventhat this is their first big project, the team will benefit from great learning and create a network for

future projects.


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+Art

Evaluation Process

Evaluation is to be conducted every 6 months, for the purpose of measuring whether theimplementation of the project plan successfully achieved its goals and objectives. Evaluation isdivided into external (clients, consumers & social impact related) and internal (+Art internalperformance related)

Evaluation Methods Used:- Preliminary criteria and comparing its results with the initial set of objectives- Collecting and analyzing feedback from clients and consumers (via questionnaires & interviews)- Internal observation and monitoring by managers

Evaluation criteria for elders centers

Number of memberships Number of activities purchased by each civic center Turnover from activities purchased in each civic center Turnover from merchandising in each civic center Level of service satisfaction (via questionnaires to be filled out by the elders centers

management)

Evaluation criteria for cultural institutions:

Number of cultural institutions involved in our activities Number of actively engaged institutions ( in terms of providing special prices & offers for +Art) Level of service satisfaction (via questionnaires to be filled out by the cultural institutions

management)

Evaluation criteria for individual seniors:

Number of individual memberships Number of activities purchased Turnover from the activities purchased Turnover from merchandising

Level of service satisfaction (via questionnaires to be filled out by individuals, after activityparticipation)

Evaluation criteria for each Activity:

Number of participants Level of seniors active participation (via the Activity Coordinator feedback form) Level of satisfaction (via questionnaire to be filled out by attendants, after each activity

participation)

Evaluation criteria for Social Impact & the immediate community:

Level of awareness (measured via: media features, increased number of participants,increased activities demand)

Diversity level of participating seniors (measured via social & cultural backgrounds

information) Shift of attitude & motivation in participating seniors (via interviews)

Internal Evaluation Criteria1. Economic Level: Level of adjustment to estimated budget Number of public entities sponsoring +Art Number of corporate sponsors Satisfaction of funding entities (Public & Private)

2. Organizational Level: Level of adjustment to the planned actions & timeline Level of employees satisfaction

(Appendix M)

+art business plan

Documents