+art appendix

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Age well, live art

Cultural Project 2011Masters Degree in Art and Culture Management

Team members:

Julie DeclerckDalia HusseinCristina Rus

Patricia Solrzano

+Art

Appendix


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Table of contentsA. Entrepreneur group CV3B. PEST Analysis..4C. Segmentation7D. Pricing Strategy Cost cultural Programmes.9E. Communication Plan..11

F. Production Planning...17G. Contract Samples...18H. Board of Honorary Members.21I. Advising Committee21J. General Manager21K. Operational Needs Activities Production.23L. Sales Forecast24M. Evaluation Questionnaires25N. Merchandising.26


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A. APPENDIX:ENTREPRENEUR GROUP -CV

- Ms. Julie Declerck (Belgium) holds a Master in Multilingual Professional Communication from theUniversity of Antwerp and a Master in Cultural Management from the Universitat Internacional deCatalunya. Through these studies, she acquired on the one hand the necessary theoretical skills inmanagement and communication and on the other hand sensibility towards the cultural field. During

her studies she conducted an internship at OB-NC, where she was responsible for organizingcultural events.

- Ms. Dalia Hussein(Egypt) has a BA in Mass Communications and a MA in Art and Management.She has business background in multinational IT companies. She also has experience in communityservice and social inclusion programs for refugees and minorities in Egypt.

- Ms. Cristina Rus (Spain) holds a BA in Tourism, a Masters in Congress and Events organizationand a Masters in Art and Culture Management. She pursued her professional career in Cork in adance Center, where she was participating in the events organization. She worked also in a heritagecollaboration project with the Irish Government and has participated in elder development programs

for several years.

- Ms. Patricia Solrzano (Mexico) has a BA in Communications and an MA in Culture and ArtManagement. She has been involved in several projects dealing community managing andCommunication strategies, she has also collaborated with the National Council of Arts and Culture inMexico for heritage preservation projects and a contemporary art gallery in Barcelona, she hasextensive experience working with elders as a volunteer.

B. APPENDIX:PESTANALYSIS

1. Political factors:

Bodies working to develop Senior Policies in Spain:

National level:

- The Ministry of Health, Social Welfare and Equality.This ministry is responsible for:

Allowances for elderly people Programs for health and leisure Holiday program for seniors Social program of hydrotheraoy Subsidies for NGOs Government web for seniors State Council of Elderly People IMSERSO

Catalunya:

Generalitat de Catalunya. Autonomous Communities Government.- Office of Active Seniors Ajuntament de Barcelona- MAjorship Comission for the Elder


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2. Economic Factors

Catalunya had a positive increase on employment 0,1% on the last trimester of 2010 but it is not enough toreflect on the comprehensive percentage of the whole year, for 2011 there is expectation on whether or notthere will be an increase in the employed workforce. On the following chart there is a thorough revision of thestatus of employment:

One important development regarding the target group of this project is the change on the Pensions andRetirement structure in Spain. The normal age for retiring had been 65 years with 35 years of work, nowthere will be a gradual increase on the benchmark age and the work years of the employees. This was anecessary reform on the Social Security system to avoid an important deficit on the pension system on theyear 2027. The majority of the retiring workforce will be able to get a complete pension and thus maintaininga lifestyle that includes leisure activities.

3. Social Factors:

Next to the political and economic factors, there are also social and cultural factors1 linked with the elderlypopulation that will influence our business. First of all, you have the socio-economic characteristics of ourpopulation. Europe and especially Spain has an ageing population. Due to longer life-expectancy andmedical progress the age group 65+ is expected to grow from 16,7% of the total population in Spain to33,2% in 2050. This means that there is a gradual shift from a society with quantitatively dominant youngercohorts to a society in which the elderly form a solid majority. In Catalonia, 16,4% of the total population is 65years or over. This comes down to 1.183.628 persons. (p. 33). The dominant sex in later years are women.In 2007, the number of older women in Spain exceeded the number of older men with 36,1% (p. 41-42).When it comes to marital status, 57,1% of the elderly people in Spain declared themselves married

Source: 1Instituto de Mayores y Servicios Sociales. Las Personas Mayores en Espaa. Datos estadsticos estatales y porComunidades Autnomas. Informe 2008. Primera dicion 2009.


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according to the Encuesta de Poblacin Activa de 2006. Three out of ten reported to be single and about7,4% in widowhood.. While four out of five elderly men are married (79,9%), one out of two elderly womenare widows (44,5%) (p. 43). The median incomeof the Spanish elderly in 2006 was 8.798 euros per year.This income is equivalent to 73% of the average for the whole population (11.434 euros) and to 77% of theaverage income of people less than 65 years old (12.033 euros) (p. 179-180). About religion,nine out of tenseniors is classified as a member of a particular religion, of those 99,3% are Catholics, 0,3% are Protestant

and 0,4% Muslim (p. 279-280).

There are a couple of lifestyle trends that we should take into account. In 2006, only 40% of the elderlypopulation perceived their health status as good or very good. Almost one in five (18,7%) older peopleperceive their health as bad or very bad. (p. 75-76). Secondly, elderly people often need help with dailyactivities. According to the Encuesta de Condiciones de Vida de los Mayores of 2006, 31,9% of people of65 years old or over cant - or need help to - realise one or more daily-life activities. This reduced mobilityrestricts seniors the participate, because many dont leave home (12,9% cannot or needs help getting out tothe street), cant take the bus or go for shopping. This reduces their living space to their home and makesthem unable to benefit from society. But we must not forget that dependency may also not appear or only ata very advanced age. 90% of women between 65 and 74 and 77,7% of men in the same age group dont

need any assistance (p. 78). The different generations that make up the group of older people also have adiversified structure of values and beliefs, as well as different lifestyles and habits. On a scale of 0 to 10,seniors scored family at 9,72. After family they place work, with 8,03, and friends, with 7,84. They also highlyvalue their leisure time (7,23). Religion is the next most important aspect in the lives of seniors, with a 6,52average. The less valued in the older group, not exceeding 5, are the associations (4,83) and politics (3,77)(p. 280-281).

Another very important factor in our case are the intellectual, artistic and leisure time pursuits of theelderly. People now surpassing the threshold of 65 years have had a life in which it was not allowed to makechoices about their free time. This lifestyle has identified their reality and the elderly are, in many cases,unskilled in the use of their leisure time. In Spain, older people do not feel involved in the entertainment

offers, dont participate in the preparation and planning and are and feel outside of the process. Non-cultureentertainment, in addition to the socio-demographic characteristics of this group, result in a use of leisuretime that is rather limited and in many cases focused on passive leisure. That is why most outstandingactivities, being carried out among a larger number of people, are related to the media (watching TV,listening to the radio or read). When we have a closer look at the consumption patterns of cultural goodsand services of the elderly population, we see that cultural practices are also determined by socialcharacteristics and life history. The current generation of older people lived in a period where culture wasplaced in the background. With the Civil War, the economic crisis and more working hours, cultural practicesbelonged mostly to people with a higher social status. These experiences together with the socio-economicprofile of older people today result in low participation in cultural activities. Activities undertaken by olderpeople include: going to the movies (21,7%), going to the theatre (15,6%), visit museums (28,0%), readbooks (57,6%), and listen to music every day (75,6%). The music and reading activities at home are themost common among a large number of older people, while going to the movies is the outside activity withmost followers. Among the reasons for not attending a theatre performance or going to the cinema are: lackof interest first (more than 30%), high cost of activities and lack of time. Among those of 75 years and olderdifficulties for leaving home are the dominating reason (p. 276).

One last social factor is the education and literacy levels. The educational level of todays seniors remainslow. There is a 7,4% rate of illiteracy in Spain. Although this percentage has been declining in recent years.In absolute terms the number of illiterates is more than half a million elderly. It is important to note that mostof these population are women (10,1%, compared to 4,5% men). Most elderly people are between the limits

of primary education: 31,1% with incomplete primary education and 42,5% that finished it. Only 7,4% of theelderly have a higher education degree, distributed by 11,4% of men and only 4,4% of women (p. 274-275).


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4. Technological factors

Also, half of the older population (group of 65 to 74 years) using the phone as usual, a 12.8% reportedhaving ever used the computer and 7.9% Internet. When the time period is reduced to the last three months,these numbers drop to 7.5% who said he used a computer and 6.4% Internet. The use of ICT is more widespread among men than among women higher, a situation of inequality that comes from its less education

and lower availability of free time.

In the last three years the use of ICTs among the older consumers has been increasing. In 2004 a 5.5% ofgreater declared using the computer, while in 2007 the figure rose to 7.5%. Internet use has doubled inpercentage terms from 3.0% in 2004 to 6.4% in 2007. Actions policies for promoting the approach and theuse of new technologies are taking place and according to INE, Cataloniais topping the chart of the Spanishautonomous communities that make great use of new technologies:


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C. APPENDIX:SEGMENTATION

Those targeted have a good or regular perception of health, which is about 81,3% of the elderly in Spain inthis age group (see table 2.2 below). That comes down to 198.750 consumers in Barcelona. About 21,77%of the Spanish elderly regularly attend cultural activities like movies, theatre and museums. So in Barcelona,this would constitute about 53.220 people in the age group between 65 and 75.

According to Kurt Medina from Medina Associates, a consultancy specializing in the 50-plus markets, thereare different segmentations within the overall 50-plus universe. But he claims that there are three majordivisions that all marketers should be aware of. These are:

- pre-retirees (50-62);- active retirees (62-75); and- true seniors, 75 and above.

Each has its own mindset and is roughly reachable by age, even though, as life stage segments, the dateswill vary by individual. As +ART intends to work primarily with civic and private centers, our primary targetgroup will be starting at the age of 62/65, hence, the active retirees and to a lesser degree the seniors.

Active retirees are retired, but many are still working, either part time or just at jobs doing something theylove. They are reinventing themselves with new experiences and learning new things. Seniors are the olderold. They have slowed down and have a smaller circle of activities. They are more trusting and moreconcerned with health issues.2

Next to age, it is very important to take other socio-economic characteristics into account. The over 65s arean economically diverse group with unequalled disposable income. They are more individualistic and lesstribally driven then younger consumers. They have varying attitudes towards life, retirement and health. Andkey differences between groups emerge as a result of their different attitudes towards an approach to theageing process itself.3So our primary targetgroup is older consumers:

Live in Barcelona

55+ age group have a good or regular perception of health, participate in cultural activities, members of a civic or private centre or a network

Table 2.2. Health perception in Spain by ageAge group Very good to good Regular Bad to very bad55 to 64 years 52% 33,8% 14,2%65 to 74 years 44,5% 39,6% 15,9%75 and over 34,3% 43,7% 22,0%65 and over 39,8% 41,5% 18,7%*Source: Report on the Elderly in Spain. 2008

Table 2.1 Population of Barcelona by sex and age (five year groups)60 - 64 65 69 70 74 75 79 80 84 85 and over

Male 42.917 36.838 29.434 29.590 20.527 14.300Female 51.159 44.804 39.314 44.346 36.918 36.980Total 94.076 81.642 68.748 73.936 57.445 51.280*Source: National Statistics Institute

2Marketing for 50 plus. Direct Marketing (online) Available at: http://directmag.com/directtips/marketing_50plus/3Branding for Elders. Wisebranding (online) Available at: www.wisebranding.co.ukMarket research and planning company dedicated to the marketing and communication needs of the over 50s


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Pla de Casals i Espais de Gent Gran municipals de Barcelona

+Art will use the following analysis crafted by Wise Branding4 that segments the older consumers into the

following segments:EngagedSatisfied InnovatorsNo worries. Whats newActive AchieversIm OK JackZestful ExplorersMake the most of itEscapistsI dont want it to happen to meImpassiveContented acceptors

Home is my playpenRegretful & ResignedChin up and get on with itIsolatedStrugglingLife is a struggleBored & DepressedIs life worth living

4 www.wisebranding.co.uk


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D. APPENDIX:PRICING STRATEGYCOST CULTURAL PROGRAMS

The pricing strategy is based upon the costs for the operational needs for the specific cultural programs andthe end year event.

Barcelona te quiero Price/pc quantity Year 1

Materials

Photocopies 1 25 25,00Catering (fruit, water,) 4 26 104,00Internal Staff

Interactive senior session 9 1 9,00Meeting tour guide/seniorvolunteers

9 2 18,00

Logistics 9 2 18,00Outsourced services

Local tour guide 10 2 20,00Volunteers 0 1 or 2 0,00Total 194,00 37 7.098,88

Art in Action Price/pc quantity Year 1

Materials

Pen and paper 0,15 15 2,25Catering 4 19 76,00Internal Staff

Logistics and visit arrangements 9 3 27,00Outsourced services

Gallery lecture 0 1 0,00Gallery activity

(dancer/musican/...)

30 1 30,00

Volunteers 0 1 or 2 0,00Total 135,25 61 8.248,49

Tertulia Price/pc quantity Year 1

Materials

Pen and paper 0,15 15 2,25Restaurant fee 4 19 76,00Internal Staff

Logistics and visit arrangements 9 3 27,00Volunteers 0 1 or 2 0,00

Total 105,25 61 6.418,88

Documentary Price/pc quantity Year 1

Materials

Posters for University promotion 1,85 100 185,00Internal Staff

Project recipient: evaluation ofrequirements met

9 20 180,00

project recipient: distribution ofmaterial to jury

9 2 18,00

Total 383,00 1 383,00


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Event - end of the year Price/pc quantity Year 1

Venue and materials 6.000,00

Raffle prizes 635,00

Toaster ovens 14,00 5 70,00Microwaves 35,00 3 105,00Blenders 28,00 5 140,00

Flashlights 8,00

10 80,00Free activity coupons 12,00 20 240,00Other activities 147,00

Projector 40,00 2 80,00Screen 30,00 2 60,00Raffle tickets 7,00 1 7,00Total 6.782,00


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E. APPENDIX:COMMUNICATION PLAN

1. PR Actions forGalleries and Institutions

First of all it is necessary to determine the institutions and galleries that are interesting for the projects targetgroup and its proposed activities. Here is a list of some of the most relevant:

- ngels Barcelona- Carles Tach- Nogueras Blanchard- Senda

This is not a comprehensive list, but it exemplifies the types of galleries and institutions that the project isfocusing on. In order to reach them, +Artwill conduct a series of actions, such as:

1. Identify who is responsible for the special activities area in the gallery.2. Address an email directly to him/her and explain the projects objectives and benefits.3. Proceed to a follow-up call two or three days after the email is sent.4. Schedule an interview.5. Bring promotional material to the interview and leave it there for further examination by the gallery

staff. During the meeting the project will be thoroughly explained and the terms of the galleriesinvolvement will be discussed.

6. Follow-up calls to set up further conditions and proceed to an agreement.

The idea is to get galleries and institutions involved with the project so that they become hosts for some ofthe activities. Moreover the aim is to make them realize the importance of the 55+ target group for theiraudience increase and our projects role in doing so.

2. PR Actions for City Hall

It is important that City Hall and government bodies understand that our aim is to increase the participation ofelders in cultural activities in order to develop:

- Improvement on quality life- Avoid elder depression- Increase the number of visitors to cultural venues

A good relationship with the public authorities will lead to a positive perception on behalf of the Elder Centresand therefore a better possibility of coming to an agreement with them.When addressing the City Hall authorities it is fundamental to point out the social inclusion element because

this is one of the most appealing aspects of the project.

One of the important things when setting up a meeting with City Hall representatives is to make sure that wewill be able to use their logo on our printed material because this will improve the companys image.The strategy to address the City Hall and other government members has to be formal and thorough.Therefore we will have the following actions:

1. Address an email to the person responsible for social welfare and development explaining theadvantages of the program for the elders and society in general.

2. Call the office to set up a meeting after they have received the email.3. Explain with the help of visual aid the contents of the program,

a. Give some examples

b. Explain the objectivesc. Focus on how this will be positive for societyd. Relationship with civic centres is vital for the program

+Art Public Relations Campaign


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e. Economic advantages of working with us

3. PR Actions for Elders Centres:

1. Create a list with the different Elders Centres that we want to get in contact with. Identify who ismanaging each center.

2. Email the contact person to arrange a meeting with the director of the civic center in order to betterexplain our proposal. Include our website information.3. Confirm that the center has received our e-mail and arrange the meeting.4. Day of the meeting:

Bring visual support and a possible gift or promotional material of the company that will beremembered because of it originality, utility, etc.

Talk about the cultural institutions that we are working with; museums, theatres, libraries,etc. Present them the list of the sponsors that are collaborating with us.

Explanation of the activities (what they consist of, Price, location). Explain them the benefits of our collaboration, how it will affect their budget and the quality

of their program and therefore 55+ quality of life.

After presenting our Project, make sure that they have a concrete idea of our companyproposal and feels attract to our idea. Make sure that they do not perceive +ARTjust as anintermediary company.

Propose another appointment in few days time to make sure that we can get a feedback andwe can start making business.

4. PR Actions for Sponsors

It is important for +Art, to get different kinds of support from well established organizations, to help achieveits vision and humanitarian cause. In return +Artdelivers benefits, tailored to meet the Sponsors businessgoals. These may include:

Publicity: by promoting the Sponsors brand & enhancing its awareness

Ability to reach our specific demographic & target market Delivering their Corporate Social Responsibility program

There are many potential Sponsors in Barcelona who could offer +Art in kind or/and in value support.For the sake of this plan, the below example is used.

Target Sponsor Example: Nestle Sponsorship Type: in kind

The Strategy:

1. Send a personalized sponsor proposal email to the Marketing Manager in Nestle (See the SponsorsProposal Mail)

2. Attend the agreed upon meeting, accompanied with some visual aids like our brochure, and a PPTpresentation CD about our business and sponsorship benefits.

3. During the meeting, discuss their social responsibility program needs and how to maximize theirreturn on investment by sponsoring us

4. By the end of the meeting, agree to send them within 3 days, a formal sponsor proposal addressingtheir discussed business needs and matching them with our added value benefits. (Note: Theproposal will include the same information like the below proposals email, in addition to the newagreed upon tailor made sponsors benefits, discussed during the meeting).

5. Follow up by a phone call, on the proposal feedback and discuss any further questions from theirside.

6. Finalize the sponsorship agreement, and sign the contract.


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Sponsors proposal email:

Dear Mr x,

"Art still has the power to move, inspire and thrill us as we get older" (Joan Bakewell)

We firmly believe in the above quote, and thats why we are writing to you regarding a unique sponsorshipopportunity for Nestle.

This quote summarizes our mission in +Art , which is based on promoting the active aging among seniorcitizens through art appreciation and cultural participation.

Who are we?+Artis the first company in Catalonia to offer specialized cultural programs to seniors in civic& private in collaboration with cultural institutions in Barcelona (Please check our website for more infowww.masarte.com)

How can Nestle support the cause?By granting +Artin kind sponsorship in terms of catering service to our seniors activitiesNestles in kind support is highly appreciated, as we look forward to having a reputable company with wideexperience and active role in the community, like yours, to help us in promoting active and artistic aging,

among senior citizens who represent the fastest growing sector in Spain.What benefits will Nestle get?

Corporate social responsibility & PR benefits Free publicity

The sponsorship package described above will be customized to best fit your business needs in a fullpresentation. Thats why we would like to schedule a meeting with you to create a dynamic partnership thatwill fulfil your wishes and meet your marketing objectives and develop stronger community recognition forNestle in Barcelona.

Call for action: I will contact you on (date, time) to schedule a meeting to share our full presentation ofsponsorship benefits. In the meantime, please do not hesitate to contact me at (phone number/email) with

any questions.

Mr. SmithGeneral Manager, +ArtLive art, age well


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+ART will do a press campaign to get known in Catalunya and more specifically in Barcelona. Having presscoverage will give us more credibility, especially for our target group.

Steps to undertake:Write press release and press kit Gather photos and other visual material to support the campaignSend the press release to different to media Follow-upFinal memory/press clipping

Media contacts:

To qualify our media contacts, we must ask ourselves the following questions: Is this a publication I want publicity in?

Do my customers/prospects read this publication (or watch this TV show)? Does this person write about companies such as mine? Is there another writer or editor at this publication who would also be interested in +Art

+Art Press Campaign


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Newspaper:

The dramatic change of having an ageing population is generally considered as a threat and a burden for oureconomic and social systems. Many of the images about ageing are negative ones and connected with fear.However, when we look at the arts, creativity and lifelong learning, the perspective can be much morepositive. As we grow older, we continue to have much to contribute to society as well as much to gain fromparticipation. That is exactly what+Art tries to achieve by creating a cultural program in collaboration withsome of Barcelonas cultural institutions, such as XX As the General Director, XX, stated the future will be atime when programs like Age Well, Live Art are not extraordinary but quite commonplace and where the

public turns naturally and expectantly to their local Museum as a welcoming and creative place of learning anwellbeing.

In first place, the Age Well, Live Art program will be designed for the 55+ that are member of one of the civicand private centres of Barcelona that participate. Later on, also individuals will be encouraged to join theactivities. The core program consists of cultural storytelling walks through the city, gallery tours & workshopsand inspiring museum visits. Next to that there will be different stimulating workshops created together withsenior ambassadors, going from poetry cycles to interpreting collections through drama and dance. Byworking closely together with Barcelonas cultural institutions +Art aims to provide an efficient, inspiring andhigh-quality cultural program to complement the existing programs of civic and private centres.

A participant that already benefited from one of the museum activities said that it changed her live This isliving. That is exactly what Age Well, Live Arttries to achieve by encouraging the 55+ to be more than anaudience, but also creators and organisers in the cultural field.

PRESS RELEASEFor immediate release

+Artto Provide Cultural activities to the 55+ of Barcelonas Civic and PrivateCentres.

BARCELONA, January 9, 2012 +Art founded by a group of four

international cultural managers interested in spreading the appreciation of

and participation in the arts of the 55+, intends to be an intermediary

between the 55+ and the cultural field. For this purpose, the organisation will

provide tailor made cultural programs, going from fine arts over poetry to

cultural walks, with a special focus on fostering creativity in later life and

encouraging meaningful participation of the 55+ in the arts as creators,

organizers and audiences in order to improve their quality of life and

perception of themselves.


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Because we are a completely new company in the cultural sector and also in the city of Barcelona, we arepretty aware of the need of specific promotional actions to become known and to be considered as theoption for the civic and private centres in terms of cultural activities programming.As we mention before +Art is a new business with a reduced budget therefore we have decided to takeadvantage of:

Barcelonas concern of 55+(There are a vast number of associations running activities and eventsto create awareness of 55+ exclusion). Some marches and events in the city where 55+ are theactors; Rouse against the obscurity, International Seniors Day, the march called StopLoneliness, Go On Seniors!etc.

Barcelona as a national and international platform (There are national and internationalconferences and congresses related with this targeted group in the city; European congress of

gerontology and geriatric, National congress of Seniors, Fira Gran for Elders of Catalonia , The2nd International Congress on Controversies in Longevity, Health and Aging (CoLONGY), etc.Considering all these events +ART plan to take part in some of the most acclaimed ones as sponsors,lectures and supporting them professionally and with our ambassadors program.

Actions: Distribution of +Art merchandising in the popular march Stop Loneliness, Go On Seniors! that

takes place in Barcelona on the international day for seniors. We will also bring a group of volunteerswith promotional T-shirts supporting the event on +Arts behalf.

We will organize free sessions presenting our program of activities in collaboration with some 55+association that we have previously contact: (Amics de la Gent Gran, Fatec, Red Cross, Intermon

Oxfam, etc.).

Presentation of our company in the Fira Gran for Elders of Catalonia through a lecture and we will alsohave a stand in this particular fair to explain to professional and general visitors our programs contents andour company mission. We will also distribute some gifts (memory stick with company information).

Regarding individual elders +Art will design the following promotional actions:

Coupons: Included in local newspapers. The coupons will be published in the beginning of each season;they can be clipped and turned in for a discount.

Leaflets: Distributed in each neighborhood in key locations visited by elders such as:

- Pharmacies- Bars- Medical practices- Elders centers- Supermarkets- Churches-

They will include descriptive information regarding the different activities and schedules, cost and benefits.The objective is to attract our specific target group by providing them with an easy and accessible format.

+Art Promotional Actions


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F.APPENDIX:PRODUCTION

PLANN

ING


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G. APPENDIX:CONTRACT SAMPLES

As a volunteer, you are an important member of our staff and act as a representative of our organization tothe community at large. For a better understanding of what you can expect as a volunteer and what isexpected of you by our organization, we ask you to read and signthe following Volunteer Contract.

The organization will provide for you:

Beneficial and life-enriching experiences.

Comprehensive orientation and general training sessions plus any specialized training for specific jobs.

Opportunities for professional development and social interaction with other volunteers.

An opportunity to learn about history, dance, theatre and many other fields as well as a chance to learn

how museums operate behind the scenes.

To provide a specific job description detailing duties and responsibilities.

The organization asks that you:

Work an agreed number of hours on a scheduled basis that is acceptable to both you and the organization.

Choose an assignment within your abilities, interests, and time.

Attend a scheduled orientation, training classes, and tour of the organization.

Notify the organization beforehand if you will be absent or if you have arranged a substitute. Conduct yourself in an appropriate and ethical manner at all times when dealing with visitors

board members and staff.

Have fun and agree to ask questions if needed. Remember we are here for you!

By my signature I declare that I have read, understand, and agree with all parts of the Volunteer

Contract and will strive to fulfill all parts there in.

Volunteer Signature Date

+Art volunteers agreement


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This employment agreement hereby entered into between +Art, the Employer, and [name of employee], the

Employee.

Employer and Employee agree as follows:

The Employer agrees to employ employee in a part-time/temporary status, and the employee agrees to workfor the Employer in the following position [Project coordinator] in a par time/temporary status. Theemployment will commence on [date].

The duties and responsibilities of the Employee shall include:

The employee shall devote substantial working efforts and time (on a part-time basis) to the Association.During the Part-Time Employment Period, the employee agrees to comply with the standard and policies

contained in the +Art policy (the "Policy").

Both parties agree that the foregoing list of duties and responsibilities are not exhaustive and may bechanged, modified, or increased at the discretion of the Employer.

Both parties agree that the employee is totally free to be actively engage in any other employment,occupation for direct or indirect remuneration.

The Employee's work schedule will vary according to the needs of the Employer.

The Employee understands that the part-time/temporary status does not entitle Employee to any special

consideration for permanent or full-time employment.

The agreement shall be governed by the laws of the Country of [Spain] By accepting employment, you agreenot to disclose any confidential information regarding this association, any persons employed by thisassociation.

This employment is an at-will employment that may be terminated without cause and without advance notice.

The Employee starting salary will be [$] per hour. Except for increases in salary provided at the discretion ofthe Employer, the terms of this agreement remain in effect until amended in writing and signed by theEmployer.

Dated this [Day] Day of [Month], [Year]

__________________________ __________________________Employer Employee

+Art Employee part-time agreement


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Association name:

Address:

Phone number:

Event:

Date of event:

Time of event:

Description of activities:

I _____________________hereby waive __________________ its officers and employees from any liabilityof injury, loss or damage to personal property associated with activities participated in this event.

I acknowledge that I understand the waiver described in this document. Waiver is made to the maximumextent permissible under applicable law. I acknowledge that I have signed this document under my own freewill.

Name ______________ Signature ________________ Date _____________

+Art Liability waiver form


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H. APPENDIX:BOARD OF HONORARY MEMBERS

Dra. Pilar Torres Egea: Degree in Social and Cultural Anthropology. PhD from the University of Barcelona.Diploma in Nursing. Professor at the University of Barcelona.

Antnia Sanjoan Vieiro: President of the association of elderly people of la Sedeta since 2006. She is alsoa retired an active senior participating in a broad number of actions to involve seniors in a social and activeparticipation.

Dr. ngel Bartolom Puerto: Degree in Law. Ph.D. in Economics from the University of Barcelona. Mastersin Social Gerontology. Professor at the Universitat de Barcelona.

Josep Ingls: Activities coordinator in an elderly center in Barcelona city. Borne out by experience in thefield.

Rosa Mara Sard: Catalan senior actress born in Barcelona where she is currently living and working.

I. APPENDIX:ADVISING COMMITTEE

Advising Committee detailed information:Committee consisting of 3 seniors members that will help with their advice in order to implement projectscontent. (TBC) This committee will be created once the association starts its activity and some seniors jointhe membership program +Art friend, in order to choose members that are totally committed to theassociation mission.

J. APPENDIX:GENERAL MANAGER

Suggested General Manager Profile

Education

2008 / 2009: Master degree in International Relations, Security and Development, Specialty:Development; Itinerary: Research. Universidad Autnoma de Barcelona.

2007: Master in International cooperation and cultural management. Fundacin Bosch y Gimpera,Universidad de Barcelona

2001: Master in cultural management. IDEC - Universidad Pompeu Fabra, Barcelona.

2000 Degree in Art History. Universidad Autnoma de Barcelona

Work Experience

Junio 2010: FEDELATINA (Federacin de Entidades Latinoamericanas de Catalunya), Barcelona.Coordination of the area of Contemporary Culture, Cultural Cooperation and Development. Creation and

+Art General Manager


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management of cultural projects, cultural advice and actions of cultural cooperation between the Spanishand Latin American immigrant community.

Julio 2010 Up to now: Universidad de Girona. Collaboration with Ctedra UNESCO with the projectCultural and cooperation policies. Universidad de Girona.

Enero 2010 Up to now: Red Europea de Dilogo Social (REDS). Member of the project Miradas

solidarias hacia Amrica Central

Marzo - Julio 2008: QSL Serveis Culturals, Barcelona. Logistics and promotion of the projectCaixaEscena, Performing Arts program of cooperation with the Autonomous Communities of Spain,Fundaci "la Caixa".

Julio 2003 - Julio 2004: El Fil Harmnic, Barcelona. Responsible for the management and administration ofbudget and staff coordination task during the event (3000 musicians)

Marzo 2003 Mayo 2004: Fundaci Tot Raval, Barcelona. Organization of a broad variety of events asrepresentative member of the cultural commission of the foundation.

Languages

Catalan: Native speaker.Spanish: Native speaker.French: Advanced speaker.English: First certificate.Portuguese: Basic level.

Detailed job responsibilities:Develops the fundraising strategy

Responsible for the Public campaign development (establishing a network with the senior centers)

Responsible for the internal communication of the association (Maintain different departments wellinformed of the general evolution of the association and as well keep them inform about specificactions to be performed by the different committees, employees, etc.)

Responsible for the creation of specific marketing actions (creation of the board of honorarymembers and advising committee)

Responsible for +Art social image, the General Manager should act as the spokesperson for theassociation in public appearances

Responsible of developing communication objectives and implement communication plan Responsible for promotion actions (participation in fairs, conventions and other public events related

with this particular targeted group) Responsible for the for the internal and external evaluation of the association

Responsible for the administrative work Responsible of maintaining the association promotional material update (website, brochures,

membership program, etc) Responsible on maintaining a cordial relation with the association members, customers, supplier,

volunteers honorary members, advisors, etc; and any person related with +Art regular activity. Responsible of hiring staff is if needed


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K. APPENDIX:OPERATIONAL NEEDSACTIVITIES PRODUCTION

Operational need -activities

Price/pc Price minussalary*

quantity Year 1

Cultural Programs 17.011,30Barcelona te quiero 194,00 45,00 36,59 5.452,23

Art in Action 135,25 27,00 60,99 6.601,84Tertulia 105,25 27,00 60,99 4.772,23Documentary 383,00 198,00 1,00 185,00

Membership 5.145,77T-shirts 5,00 343,05 1.715,26Magazine (2/year)*** 4,00 343,05 1.372,21Member-only activity 6,00 343,05 2.058,31Merchandising 11.704,92T-shirts 5,00 397,94 1.989,70Gift vouchers 15,00 219,55 3.293,30

Photo books 6,00 343,05 2.058,31Magazine (2/year)*** 4,00 411,66 1.646,65Linen bags 9,00 301,89 2.716,97General expenses 9.632,00End-event 6.782,00Translations 2.000,00Volunteer management** 20,00 20,00 400,00Insurance 200,00Evaluation feedback forms 0,25 1000,00 250,00Total 43.494,00

*The cost of the activities is calculated by including part of the salary of the coordinators working on the

program to calculate the ticket prices. But the salary has to be eliminated again for the budget as there isalready a general salary cost.**Volunteer management includes: recruitment, training, recognition, insurance. We assume that we willhave about 20 volunteers in the first year.***The magazine will cost us about 600 a time, for a 12-page A4 magazine with an impression of 300pieces.


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L. APPENDIX:SALES FORECAST

Sales Forecastyear 1 -

individualsyear 1 -centres

year 2 -individuals

year 2 -centres

year 3 -individuals

year 3 -centres

individuals 686 1029 1705 2557 3066 4600nr of participants* 1098 1647 2727 4091 4906 7359

BU1 BCN, te quiero 366 549 909 1364 1635 2453Sale price @ unit 12,00 10,00 12,00 10,00 12,00 10,00Cat 1 TOTAL 4.391 5.489 10.910 13.637 19.625 24.532

BU2 Afternoon in themuseum 366 549 909 1.364 1.635 2.453Sale price @ unit 15,00 12,00 15,00 12,00 15,00 12,00Cat 2 TOTAL 5.489 6.587 13.637 16.365 24.532 29.438

BU3 Tertulia 366 549 909 1.364 1.635 2.453

Sale price @ unit 10,00 8,00 10,00 8,00 10,00 8,00Cat 3 TOTAL 3.659 4.391 9.092 10.910 16.354 19.625

membership fees 343 0 509 0 1024 0Sale price @ unit 30,00 30,00 30,00 30,00 30,00 30,00Cat 4 TOTAL 10.292 0 15.279 0 30.718 0

Merchandising

T-shirts 69 329 85 409 153 736Sale price @ unit 10,00 10,00 10,00 10,00 10,00 10,00

Gift vouchers 165 0 545 0 981 0Sale price extra @ unit 20,00 20,00 20,00 20,00 20,00 20,00Photo books 137 206 341 511 613 920Sale price extra @ unit 10,00 10,00 10,00 10,00 10,00 10,00magazine 69 206 102 511 205 920Sale price extra @ unit 15,00 15,00 15,00 15,00 15,00 15,00Linen Bags 137 165 341 273 613 491Sale price extra @ unit 15,00 15,00 15,00 15,00 15,00 15,00Raffle tickets 660Sale price extra @ unit

4,00Cat 5 TOTAL 11.079 10.909 16.699 16.876 30.363 30.358

Annual totals: AllCategories 34.909,73 27.375,52 65.616,85 57.788,40 121.592,44 103.952,45Annual total: per year 62.285,25 123.405,24 225.544,89


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M. APPENDIX:EVALUATION QUESTIONNAIRES

Activities Questionnaire Evaluation

Activity Name:Date:Participant Name:Activity Coordinator Name:

1. How satisfied are you with the Activity? (very satisfied- satisfied-neutral- dissatisfied- verydissatisfied)

2. What did you like the most?

3. What didn't you like?

4. How satisfied are you with +Art overall? (very satisfied- satisfied-neutral- dissatisfied- verydissatisfied)

5. How likely are you to participate in +Art Activities again? (very likely-likely-neutral-not likely-very notlikely)

6. Would you recommend +Art to others? (yes- dont know-No)

Activity Questionnaire Evaluation for the elders centers (Test sessions feedback)

Activity Name:Date:Participant Name:

1. How satisfied are you with the Activities content? (very satisfied- satisfied-neutral- dissatisfied-very dissatisfied) Can you specify by activity?

Art in action:BARCELONA, Te quiero:Cultural Tertulia:

2. Which Activity did you like the most? Why?

3. Which Activity did you like the less? Why?

4. Is there any suggestions or improvements that you consider that should be applied to theprograms? Please explain your answer


5. How likely are you to include these activities in the centers program? (very likely-likely-neutral-not likely-very not likely)Which one do you prefer? Why?


6. If you answer No to the last question, please explain the reason why. (price, activity content, etc)(yes- dont know-No)


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N. APPENDIX:MERCHANDISING

+art appendix

Documents