arts and activation strategy 2016-2020...3 creative arts and activation strategy 2016 - 2020...

Creative ARTS AND ACTIVATION STRATEGY2016-2020

Gannawarra Shire CouncilCrEaTIVE arTS anD aCTIVaTIOn STraTEGY 2016 - 20201

g ... this Strategy reflects the Council’s commitment to regional growth and economic development and the recognition that creative arts and activity promote innovation, entrepreneurship and attract new business, residents and visitors.

Contents

2Gannawarra Shire CouncilCrEaTIVE arTS anD aCTIVaTIOn STraTEGY 2016 - 2020

g INTRODUCTION .............................................. 3

g DEFINING ARTS AND CULTURE .......................... 4

g GOALS........................................................... 5

g STRATEGIC FRAMEWORK ................................. 6

g STRATEGIES .................................................... 8

g ACTION PLAN ................................................. 10

g PRELIMINARY PROJECT CONCEPTS ..................... 15

g MANAGEMENT AND STAFFING ........................ 18

g PROGRAM ...................................................... 20

g APPENDIX A ................................................... 21


IntRoDUCtIon

Creative Arts and Activation is a new term for Gannawarra. It developed out of the Shire’s recent work in supporting arts activities across the community and its design and development of public places and spaces that spark the imagination and encourage creative activity. In particular, this Strategy reflects the Council’s commitment to regional growth and economic development and the recognition that creative arts and activity promote innovation, entrepreneurship and attract new business, residents and visitors.

This is an opportunity to define the regional and rural context in a positive light – recognising that geographic limitations are diminishing, that there is a new perception of the value of country areas and that gaining national and international recognition for excellence or innovation is not an only an urban phenomenon. The Creative Arts and Activation Strategy is designed to provide the momentum for big dreams and a ‘we-can-and-will’ attitude.

The Strategy integrates place, people and programs at a local, regional and national level as a platform for investment from within and outside the Shire that will help achieve the Gannawarra Vision.

DEFINITION:

CUltUReIn 2001 John Hawkes, of the Cultural Development Network Victoria, wrote about culture’s essential role in public planning. He recognised that the word defies precise definition. His definition suggests that it is two things – the social production and transmission of identities, meanings, knowledge beliefs, values, aspirations, memories, purposes, attitudes and understanding” as well as “The ‘way of life’ of a particular set of humans: customs, faiths and conventions; codes of manners, dress, cuisine, language, arts, science technology, religion and rituals; norms and regulations of behaviour, traditions and institutions. It is both the medium and the message.”

Importantly, it is not a decoration, added after a society has dealt with its basic needs. Culture is the basic need – the bedrock of society.

DEFINITION:

ARtsArts Victoria’s Audience Atlas recognises ten art form categories: dance, festivals, music, theatre, museums, visual arts, commercial theatre, libraries, literature and multi-art form spaces.

DEFINITION: CReAtIvIty AnD CReAtIve InDUstRIesCreativity: Creativity came to the fore in 2000 when Richard Florida wrote his book about the rise of the Creative Class noti ng that scientists, artists, entrepreneurs, venture capitalists and other self-motivated people are challenging structures and forming a class of people that drive a ‘knowledge-based’ economy - creating new ideas, new technology and new content.

The Creative Industries: this term refers to “those industries that are based on individual creativity, skill and talent with the potential to create wealth and jobs through developing intellectual property”. It includes thirteen sectors – advertising, architecture, the art and antiques market, crafts, design, designer fashion, film, interactive leisure software (video games), music, the performing arts, publishing, software and television and radio.

The CAA Strategy is based on the premise that these broader definitions of the arts, culture and creativity are more useful i n considering where Council should invest for the benefit of its community in the next 3-5 years to support sustainable growth and to enhance the viability and vitality of regional towns.


DEFINING ARTS AND CUltURe

GoAls


The goals for the CAA Strategy 2015-2019 have been derived from, and align with the Shire’s 2025 vision, its Council Plan for the period 2013-2017 and its arts and culture policy in conjunction with the strategic plans for specific and related areas. The goals are:

g 1. Positively define and differentiate Gannawarra Shire

g 2. Contribute to the economic development of the region

g 3. Contribute to community health and wellbeing

These goals are not independent of each other. As a group they ensure that the arts and culture contribute to the long-term the aspirations of the community and deliver positive results in the short and medium term. Measurement of success is critical. The measures include both inputs (have the strategies and actions been undertaken) and the outcomes (what was the result).

Proposed outcome measures are as follows:

g Arts, culture and creative activities contribute to the perception of Gannawarra as being positively ‘different’

g Arts, culture and creative activity causes Gannawarra to be showcased outside the Shire, at a State and national level

g Economic development indicators show uplift in areas influenced by arts, culture and creative activation programs

g Health and wellbeing indicators show improvement for target groups

g Rising levels of participation and inclusiveness across all sectors of the community in arts, culture and creative activation within the Shire


STRATEGIC FRAMeWoRK

1. CoMMUnIty: MAINTAIN A STRONG AND VIbRANT ARTS AND CULTURE SECTOR WITHIN THE COMMUNITY

Research by Arts Victoria demonstrates that the arts can be a powerful and inclusive way of strengthening communities. As well as providing a creative focus for communities to explore issues and aspirations they develop a sense of pride, confidence and a sense of belonging in participants and can create positive attitudes to diversity in all its forms. In particular the arts can engage hard-to- reach populations. The arts can also provide participants with skills, new career pathways and work opportunities

2. FACIlIt Ies: CREATE AND MAINTAIN A RANGE OF VENUES THAT ATTRACT USERS WITHIN AND EXTERNAL TO THE SHIRE

Research indicates that, even if the arts are not personally important to an individual, there is agreement that they are important to the community in enriching the quality of life. Facilities in which the community can participate and enjoy arts events are critical to realising this benefit. Local halls are traditionally used for this purpose, however some art forms require facilities designed and equipped to support the arts. Larger scale arts facilities, or venues that can host such activities, can attract visitation to the Shire and add to the attraction for tourists.

Gannawarra Shire will support improvements to existing infrastructure that have significance across a wider region, attracting visitation and participation from this broader population. Opportunities to activate public spaces and places across the Shire to support arts and culture projects and events will be identified and pursued.

The Strategies have been developed to reach the goals identified above. The Strategic Framework proposes 4 key categories of activity:


3. MARKetInG: INCREASE AWARENESS OF GANNAWARRA SHIRE’S ARTS AND CULTURE PLACES AND PROGRAMS ACROSS THE REGION, STATE AND NATIONALLY

Marketing channels, and websites in particular, are strategically important for all organisations. The web is not about technology, it is about opening up access to information, sharing, linking and communicating. When used strategically, it is a democratic medium. The web can be used as a channel to provide in depth ‘What’s On’ information, help artists reach a wide audience, sell tickets online, support education and outreach to places where there are few events, and provide support and services to a community of arts practitioners.

Gannawarra Shire will use the web and other digital/social media as major interactive channels to market. Actively managed and designed to be easy to use it will facilitate the flow of information across the network and connect with the wider arts and tourism markets across the State and globally. The Shire recognises that this is a rapidly evolving medium and that regular updates will be required.

4. MAjoR PRojeCts: POSITION GANNAWARRA SHIRE AS AN INNOVATIVE AND CULTURALLY RICH LOCATION TO INVEST, LIVE AND VISIT.

Gannawarra Shire sees the opportunity to invest in arts, culture and creative products that can build over time to create substantial opportunities for developing new partnerships, attracting new business and increasing the liveability of the Shire. These projects are chosen and designed to build on strengths, highlight the unique attributes of the Shire and innovate in areas where there is clear growth potential. There is also a capacity for projects that are not arts focussed to realise the benefits of creativity in applying funds to activation and to realising creative opportunities.


stRAteGIesWithin the Strategic Framework, specific strategies have been designed to achieve the goals. These will be monitored and evaluated on an annual basis to maintain relevance.


STraTEGY FraMEwOrK STraTEGIES

CoMMUnIty: MAINTAIN A STRONG AND VIbRANT ARTS AND CULTURE SECTOR WITHIN THE COMMUNITY

1. Maintain the Arts Salon Network as a means of bringing together the active arts community for information exchange and development

2. Provide administrative, marketing and network support for community driven activities

3. Maintain partnerships that inject creative production resources and opportunities across municipal boundaries (including the current partnership with Regional Arts Victoria and Swan Hill Rural City Council)

FACIlItIes: CREATE AND MAINTAIN A RANGE OF VENUES THAT ATTRACT USERS WITHIN AND EXTERNAL TO THE SHIRE

1. Review and update the 2010 Facilities Audit

2. Based on existing and potential demand, identify existing facilities that should be upgraded to support increased community use for arts and culture events and activities

3. Review, identify gaps and develop arts and culture related policies that impact on facility requirements (e.g. Council’s arts acquisition policy)

4. Program and promote the Koondrook Wharf and the River as a major venue for arts and culture events

5. Designate formal and informal ‘programmable’ space across the Shire and program activity that meets CAAS goals

6. Develop the brief and design for a ‘black box’ facility, The Showroom, in the Sir John Gorton Precinct

7. Review the programming of the Kerang Library exhibition space, to better serve the CAAS goals

MARKetInG: INCREASE AWARENESS OF GANNAWARRA SHIRE’S ARTS AND CULTURE PLACES AND PROGRAMS ACROSS THE REGION, STATE AND NATIONALLY

1. Coalesce information from the Shire website and create a new one-stop, stand alone, actively managed, collaborative site dedicated to the arts and culture in Gannawarra Shire.

2. Support the new website with social media on all relevant platforms (e.g. Facebook, Pinterest)

MAjoR PRojeCts: POSITION GANNAWARRA SHIRE AS AN INNOVATIVE AND CULTURALLY RICH LOCATION TO INVEST, LIVE AND VISIT

1. Initiate a major biannual Festival for Gannawarra focussing on photography, film and digital media (see ‘Gannawarra Exposed’ project concept)

2. Initiate a major annual program of events focussed on, and inspired by, the story of the Murray River in Gannawarra (see ‘The Murray Explored’ project concept)

3. Initiate a pilot program for a Maker Place focussing on development and sharing of skills in e.g. wood and metal work, technology based design and digital printing and support start-up and entrepreneurial activity


ACtIon PlAn


STraTEGY FraMEwOrK STraTEGIES KEY aCTIOnS

CoMMUnIty: MAINTAIN A STRONG AND VIbRANT ARTS AND CULTURE SECTOR WITHIN THE COMMUNITY, WITH A FOCUS ON YOUTH AND OLDER ADULTS

1. Maintain the Arts Salon Network as a means of bringing together the active arts community for information exchange and development

a) Formalise the Arts Salon as the key arts sector forum for the Shire: define objectives and membership, meeting dates and locations, organisation and administration

b) Survey the members to determine priorities for information exchange and to suggest key activities for the year (e.g. guest speakers etc.)

2. Provide administrative, marketing and network support for community driven activities that meet adopted Council objectives and priorities

a) Define the criteria for projects/activities that will be considered for support, with reference across all contextual plans and strategies. Determine the resources that can be allocated by Council to support activities.

b) Define dates for community activity proposals

c) Request proposals and evaluate against the criteria

d) Establish an annual program, based on the above

3. Maintain partnerships that inject creative production resources and opportunities across municipal boundaries.

a) List critical partnerships, with contacts at senior and operational levels

b) Define roles and plans annually

c) Initiate discussions regarding potential events and activities, that meet strategic goals

d) Integrate into the program



FACIlItIes: CREATE AND MAINTAIN A RANGE OF VENUES THAT ATTRACT USERS WITH-IN AND EXTERNAL TO THE SHIRE

1. Review and update the 2010 Facilities Audit

a) Review the audit

b) Revise in line with current findings and add assessment of % utilisation of each facility

c) based on the new information, evaluate facilities to inform decisions related to Strategy 2

d) Integrate with capital works priorities to determine actual investment

2. Based on existing and potential demand, identify existing facilities that should be upgraded to support increased community use for arts and culture events and activities

a) Analyse audit with attention to size, amenity, locality, existing utilisation, proposed upgrade/maintenance, cost estimates

b) Consult with local communities to assess potential utilisation improvement resulting from proposed upgrades

c) Make ‘best value’ decision to upgrade key facilities

d) Program and undertake upgrades (may be subject to grant funding – grant applications will need to be prepared)

3. Review and develop arts and culture related policies that impact on facility requirements

a) Develop policy related to acquisition of collection material based on attraction value and ability to store material long- term within existing facilities

4. Program and promote the Koondrook Wharf and the River as a major venue for arts and culture events

a) Establish an Activation Plan for the Koondrook Wharf as a venue

b) Establish venue hire policy, considering community/commercial balance

c) Research pricing and apply scaled pricing strategy

d) Investigate partnerships with users that meet business goals

e) Launch the Wharf

f) Actively market the venue/develop unique programming



FACIlItIes: CREATE AND MAINTAIN A RANGE OF VENUES THAT ATTRACT USERS WITH-IN AND EXTERNAL TO THE SHIRECONTINUED...

5. Designate formal and informal ‘programmable’ space and program activity that meets CAA goals

a) Designate appropriate space (e.g. public parks, reserves and key spaces)

b) Develop a schedule that can be used to guide programming opportunities

c) Create a process to select users and operate the space

d) Program the space

e) Communicate activities through marketing channels

6. Develop the brief and design for a ‘black box’ facility, The Showroom, in the Sir John Gorton Precinct

a) Identify range of uses for The Showroom

b) Research potential users to inform detailed design brief for space and equipment

c) Develop functional and design brief considering sustainability, economic and arts related goals

MARKetInG: INCREASE AWARENESS OF GANNAWARRA SHIRE’S ARTS AND CULTURE PLACES AND PROGRAMS ACROSS THE REGION, STATE AND NATIONALLY

1. Coalesce information from the Shire website and create a new one-stop, stand alone, actively managed, collaborative site dedicated to the arts and culture in Gannawarra Shire.

a) Create brief for new website considering purpose, content, design, usability and interactivity

b) Develop management model considering participation levels, content providers, coding and maintenance, active management and contribution of the arts and culture community

c) Develop policies governing content etc.

d) Define appropriate IT platform

e) Resource production and management and allocate responsibilities, including a dedicated web manager (may be part of another role) and production team. This may include community members and volunteers

f) Initiate production

STRATEGY FRAMEWORK STRATEGIES KEY ACTIONS

MARKetInG: INCREASE AWARENESS OF GANNAWARRA SHIRE’S ARTS AND CULTURE PLACES AND PROGRAMS ACROSS THE REGION, STATE AND NATIONALLY CONTINUED...

2. Support the new website with social media on all relevant platforms( e.g. Facebook, Pinterest)

a) Use social media platforms to support website and drive visitation

b) Actively manage and report on growth

MAjoR PRojeCts: POSITION GANNAWARRA SHIRE AS AN INNOVATIVE AND CULTURALLY RICH LOCATION TO INVEST, LIVE AND VISIT NOTE: PRELIMINARY PROJECT CONCEPTS ARE DESCRIbED bELOW

1. Initiate a major biannual Festival for Gannawarra focussing on photography, film and digital media – Gannawarra Exposed

a) Confirm and develop the concept

b) based on the concept, develop a business model, business plan and financial feasibility to establish the likely costs

c) Establish a Project Team to develop the Festival

2. Initiate a major annual program of events focused on, and inspired by, the story of the Murray River and forests, wetlands and lakes in Gannawarra


b) based on the concept, develop a business model, business plan and financial feasibility to establish the likely costs

c) Establish a Project Team to develop the Program

3. Initiate a pilot program for a Maker Laboratory focussing on development and sharing of skills in e.g. wood and metal work, technology based design and digital printing and support start-up and entrepreneurial activity - Gannawarra Maker Place


b) based on the concept, develop a Functional brief for space and equipment, a business model, business plan and financial feasibility to establish the likely costs

c) Establish a Project Team to develop the Project


1. GAnnAWARRA eXPoseD: A PHotoGRAPHy, FIlM AnD DIGItAl ARts FestIvAl

PRELIMINARY PROJECT ConCePts

RATIONALE

Photography and film cover a range of interests: Food, travel and nature photography are fast growing genres worldwide. Many festivals offer specialist sections.

Film is the most popular cultural activity: More people go to films than any other art form. The availability of good quality digital film equipment, including phone technology, and inexpensive editing software has meant that individuals and groups no longer need to resources of a major studio to produce films and other digital products. The making of short films, documentaries, music videos is increasing.

Festivals are a popular means of showcasing work at all levels and attracting visitors: There are now more than 150 annual major photographic festivals worldwide, as well as photo fairs, new photography galleries and photography competitions. Photography books, courses and self-published magazines are thriving.

This is an opportunity for regional Victoria: There are film festivals in some major cities in Australia, but few in the regions.

EXAMPLES OF PHOTOGRAPHIC AND FILM FESTIVALSLocal Example: ballarat International Foto biennale has been in existence since 2005 (held in Daylesford). BIFB saw an increase in attendance of 14% in 2013 over 2011. It has grown from 55 events in 28 venues t and 10,000 visitors to 238 events at 82 venues.

national Example: Woollahra Municipal Council Youth Photographic Award and Short Film Prize has a 21 year history. It provides opportunities for local high school students to learn and work together and have their work recognised. http://www.woollahra.nsw.gov.au/library/events/youth_photo_award

International Example: berwick Film ArtsFest has been in existence for 10 years. It aims to transform Berwick-on-Tweed into a living cinema and includes film premiers, installations, outdoor projections, hands on workshops and youth events in and around the town over 5 days. 8000 people attended in 2013. http://berwickfilm-artsfest.com

GANNAWARRA CONCEPT

The Gannawarra Photography and Film Festival will celebrate excellence and innovation, on a regional, national and international scale. It will provide opportunities for amateur and professional practitioners to come together to make, share, learn and display arts based in photography and film across multiple themes and genres. It will encourage inclusiveness and diversity in participation and product.

The Festival will include opportunities to showcase the Gannawarra region and its community. It will attract visitors from outside the region and build the regional brand. It will add to the identity of the region and build a sense of community pride and engagement.

The Festival will be a means of reaching out to the wider arts community, through local, regional and state arts organisations. It will be the basis of long term partnerships, building strong reciprocal relationships for mutual benefit. The Festival will make a purposeful contribution to the arts in Victoria and be known for its quality and innovation.

Designed to grow into a major event, from the outset, the Festival will make international connections. It may invite international experts to visit in person and virtually. It may invite international participation in competition and display.



RATIONALE

The Murray River is increasingly the focus of attention in Victoria – aspects of this include the river as a water supply, the health of the river and the river as a recreational and tourism resource There is significant research being conducted into the health and future of the Murray as an environmental resource; the Murray Darling Freshwater Research Centre is dedicated to the Murray The Murray was the focus of attention from the earliest days of settlement. William blandowski was the first scientist appointed to the new Victorian Museum in 1854. In 1856 he started out on a

scientific collecting expedition to the Murray and in the Gannawarra region. In 2016 it will be 150 years since that expedition and major cultural institutions globally have collection and research interests in the history and current status of the Murray.

The relationship of indigenous peoples to the Murray goes back far earlier than settlement and this relationship still plays a significant role today. Part of this story will be told through an artwork to be installed at the Koondrook site in 2014/15.

The Murray Region Tourism Authority sees the river as a major destination. The Destination Plan focuses on the tourism potential and the Ports of the Murray Strategy proposes that tourism product be developed that differentiates the various locations.

EXAMPLES OF RIVER INSPIRED CELEbRATIONS

International Example: White River Festival a 2 week celebration of the land, wildlife, plants, trees, streams and people who live in the areas surrounding it with the purpose of showing that the river is beautiful, important and worth visiting. It is a project of the White River Alliance, Indiana USA and has grown in participation and support since its inauguration in 2011. http://whiteriverfestival.org/about-the-festival/

International Example: Hudson River Park: Submerge. A NYC Marine Science Festival devoted to bringing awareness of NYC’s coastal waterways. In partnership with the New York Hall of Science, it focuses on ocean science while raising awareness of how people influence the local waterways. It includes presentation of new research by marine scientists, interactive demonstrations and hands-on activities. http://www.hudsonriverpark.org/events/submerge-2014

GANNAWARRA CONCEPT

The Murray Explored will be a unique means of increasing understanding of the value of the Murray River and its environment f or local, regional and national audiences. It will be a vehicle for deepening knowledge in specialist areas and across disciplinary boundaries, encouraging exploration, building awareness and inspiring action. It will be the focus of long term partnerships between specialist state and national authorities. It will attract national attention for its focus on the iconic Australian river, embracing universal themes.

In its first manifestation, Chapter 1, the Explored program will focus on natural history, history and science. In 2016 it will use the platform of the blandowski anniversary to develop a set of activities that bring locals and visitors together with experts and interest groups in the natural and cultural history of the area. For example, there may be an opportunity to work with Museum Victoria’s collections and research expertise to undertake an anniversary ‘expedition’ –a bioscan that will explore the river now and compare it to earlier times.

There may also be an opportunity to work with indigenous communities to better understand, celebrate and document their history and heritage. Students and young people will be key participants, representing the future of the river and the care and protection for the future.

In subsequent Chapters the focus may be on the aesthetic or recreational values of the river – achieving the primary aims by examining the place through different lenses.

2. tHe MURRAy eXPloReD: CHAPteR 1


RATIONALE

Gannawarra Shire wishes to reverse the decline in the working population, foster economic prosperity through diversification and provide opportunities for retaining traditional skills and earning new ones.

There is a growing interest in the population in retaining and developing skills in manufacturing, particularly in handmade and artisan goods.

‘Maker spaces’ are places that provide makers with the tools, space and skills to bring ideas to fruition. They have been developed in response to the increasing numbers of people who want to gain practical skills, understand the new technological tools that are emerging and to design make a wide variety of items.

Making activity generally involves creation of a knowledge pool, local participants and individuals from an international community, peer-to-peer learning and collaboration. They increasingly involve engagement with digital tools as part of the creative expression.

EXAMPLES OF MAKER SPACES

national Example: Footscray Maker Lab. based in a warehouse in West Footscray, Melbourne, this space provides for metalworking, woodworking and electronics. These are activities that were identified as being increasingly unavailable to most people, especially in urban environments. It is a place for collaboration and learning and a place to pursue business ideas. It fills a gap between the home workshop and a commercial facility and promotes small-scale manufacture. http://footscraymakerlab.com

International Example: ADX Portland. billed as “building a community of thinkers and makers”. ADX is a hub for collaboration where individuals and organisations make and learn, by sharing tools, knowledge and experience. It operates out of a warehouse in Portland, Oregon since 2011 ADX has incubated over 100 businesses, 200 crowd-funded projects and nurtured thousands of designers and builders. It is supported by a range of public and private sector organisations. http://www.adxportland.com

GANNAWARRA CONCEPT

The Gannawarra Maker Place will be a place where creative individuals of all ages can get together to design and manufacture objects, using equipment, tools and techniques that are not usually available in domestic settings. Participants may work with wood, metal, textiles and man-made materials on projects large and small. Digital design and manufacture will be embraced.

The results may be made for personal use, be the prototypes for a new business or products for sale to an existing market. They will be developed within a community that can share expertise, learn by doing and generate interest in skill and product development and innovation.

The Maker site will be a not-for-profit social enterprise owned and operated by its members. It will be marketed widely to draw its users from across the region and from targeted urban areas.

3. GAnnAWARRA MAKeR PlACe


MANAGEMENT AND stAFFInGThe Arts and Culture Strategy requires support for its implementation. Resources required include:

DIRECTIONThe Strategy should be influenced by the community. Whilst the outcomes cover community capacity building, creativity, tourism and economic development the primary focus over the next 5 years emphasises the role of the arts and culture in delivering the growth and innovation vision for the Shire. Performance measurement and evaluation should be undertaken at this level.

MANAGEMENT

The Strategy is made up of a number of integrated strands of activity and requires the design of new products and services, the establishment and building of long-term partnerships as well as the development and management of volunteer based implementation groups. These activities should be undertaken by a dedicated Arts and Culture Officer/Manager. This role could be part-time, or may be a shared role where the incumbent has another responsibility, or a part-time role (e.g. 3.5 days per week) or a number of weeks per year. Alternatively, the role could be delivered through a contract, rather than a permanent role, or be delivered in partnership with other agencies and groups –however, regardless of means of delivery, there must be a strong connection with community priorities and aspirations.

OPERATIONAL STAFF OFFICERThere are elements in the Strategy that should be delivered by an in-house staff member, working under the supervision of the Manager. These elements are the day-to-day administration and organisation, development and evaluation of local events requiring support, maintenance of websites and other marketing tools, development of data bases and operational communications. This could be a part time role.

SPECIALIST DEPARTMENTAL STAFFThe activities related to e.g. facilities improvement and Digital communication tools, will require inputs from staff in other areas of Council. These activities would need to be programmed and resource allocation agreed in annual budgets.

CONTRACTORS/CONSULTANTS

Some activities can be undertaken, or assisted, by contract staff or consultants e.g. business case development for the major projects, the audit review. Funding for this work will come out of project budgets.

VOLUNTEERSThe Strategy relies on support from the community, especially in key areas related to the major projects. The expertise required, the role of volunteers, the expected time commitments will be documented as part of the project initiation. The availability of volunteers will inform program development and timeframes.

nOTE: management and staffing requirements should also take account of strategic opportunities, such as a shared services approach, being pursued at a policy level. Decisions can be evaluated on a cost/benefit basis against 5 year strategic goals.


The table below would allow Council to identify the resources and budget required to deliver specific the program.

RESOURCES

sUMMARyPOSITION ROLE EXISTING/

NEWbUDGET ALLOCATION: YEAR 1

YEAR 2 YEAR 3

Executive/Council/Community

Strategic direction, project approvals, performance measurement and evaluation

Management Creative direction, structure and organisation, partnerships, programming, logistics, grant writing

Officer Day-to-day operation, creative support, community liaison

Specialist Facilities improvement and maintenance, IT support

Contractor/Consultant

Project briefs, facility briefs, business case

Volunteers Project development, project management, on-ground operation, community support and fund raising


STRATEGY ACTION ACCOUNTAbILITY PARTNER/AGENCY SUPPORT

YEAR bUDGET

This table would enable Council to prioritise the activity across the year and provide a work plan for any staff involved

PRoGRAM

APPenDIX ASTRATEGIC

ConteXt



GANNAWARRA COMMUNITY

The Gannawarra Shire is home to some 10,326 people1. In 2011 the largest group, some 17.6% of the population are parents and homebuilders, another 14.6% are older workers and pre-retirees and 8.1% are younger, but already in the workforce. 18.4% are no longer working and are empty nesters and retirees and seniors. 16.9% of the population i s of school age.

The majority are born in Australia or the UK and are English speaking.

The main employment in the Shire is in agriculture, forestry and fishing (23.9%). Retail employs around 11% of workers. Employment figures also indicate that the main c entres provide services such as healthcare and social assistance, education and training.

The community directory listings suggest that the community is especially interested in sports (52 groups). From an arts perspective interests primarily cover crafts (7 groups), music and dance (7 groups) and photography (1 group).

GANNAWARRA POLICIES AND PLANS

The Gannawarra Creative Arts and Activation (CAA) Strategy 2015-2018 has been developed in the wider context of the Shire’s vision, values, policies and plans for its community over the next 5 years, as well as its long-term 2025 vision. The Plans that form the context for the CAA Strategy are as follows:

VISION 2015-2018

Gannawarra will become a place which is positively defined by its difference.

1 AbS 2013

VALUES

The Strategy is built on the community’s values. It is:

g Collaborative: working with the community and partners

g Resourceful: responding to opportunities and employing creative solutions to problems

g Innovative: finding new ways to do things and leveraging the ingenuity of the community

g Flexible: proactive and delivering the best possible service

It will be delivered with integrity.

POLICY AND PLANS

Arts and Culture Policy. No 103This policy document underpins the arts and cultural provisions of the Shire. It confirms Council’s role in contributing to i dentity, a sense of place and civic spirit and to community well-being. It determines that the Council will:

g Celebrate identity through culture and heritage

g Actively encourage and foster an innovative arts and cultural environment

g Facilitate events and activities

g Investigate partnerships and cultural exchange with other municipalities

g Provide appropriate facilities and resources


The Council Plan 2013-2017The current Council Plan is designed to work towards the long-term vision as outlined in Gannawarra 2025. It celebrates the fact that Gannawarra Shire has some outstanding characteristics that will inform its plans for arts and culture. Its location, its environmental riches, its agricultural and forestry industries and its resourceful communities are advantages that that can be used to contribute to the vision.

The arts and creativity can make the difference that the community aspires to, and support the Strategy Platforms in the Plan. The arts are known to revitalise towns, to foster economic prosperity, to encourage lifelong learning and to facilitate local, regional and global connectivity.

In particular the arts and culture will:

g Support new tourism projects

g Involve new, start-up retail and other creative businesses

g Provide activities that improve the health and wellbeing of the community

Gannawarra Tourism Strategy 2014-2019The vision for the tourism strategy is based around celebrating the natural environment, Aboriginal culture, pioneer heritage and local produce. The target markets are nature-based tourism and outdoor activity enthusiasts as well as a secondary market in food and wine. The tourism products to be developed are mainly nature and outdoors related. The Shire has a series of heritage attractions such as historic museums and buildings.

In order to build a synergy with this vision the CAA Strategy addresses art forms that will also appeal to this market and strengthen or enrich the tourism experience.

Gannawarra Economic Development Strategy 2011-2015The economic development strategy generally focuses on strengths and key opportunities within the Shire – the dairy industry and irrigated agriculture, the environment and energy, retail and manufacturing. It acknowledges the tourism potential and sees this as an underdeveloped, growth area.

The CAA Strategy involves supporting existing industry strengths and growing tourism.

Gannawarra Environmental Sustainability Strategy 2013 -2016The Vision espoused in the Strategy is “to embrace and support opportunities surrounding environmental sustainability, turning it to our social and economic advantage”.

The Strategy recognises the value of the world-class natural heritage of the Gannawarra Shire, and the need to protect and enhance it for future generations. The rivers, lakes and swamps, the woodlands and grasslands and the wildlife they support are important from a cultural perspective and addressing this opportunity is considered important within the CAA Strategy. There are key activities related to access to the environment and the encouragement of tourism that are facilitated through arts activities.

Gannawarra Integrated Community PlanThis plan aligns and coordinates the project activity across the Shire. The CAA Strategy takes account of the projects identified in the Plans and works to strengthen the Plans and maintain alignment.

There are also Council Strategies that target specific members of the community on whom there is a special focus.

Gannawarra Youth Strategy 2010-2014The Strategy is designed to support young people in the Shire in a number of ways. Creative arts and activation activities can be particularly valuable in the area of ‘places to go, things to do’, encouraging young people to think positively about their region and provide reasons for a continued connection with the place. The Strategy suggests that providing the place, the space and arts and cultural activities for youth is a key focus.

The CAA Strategy supports youth engagement.

Gannawarra Positive Aging Strategy 2012-2015The Strategy is designed to support older residents and help people live active and fulfilling lives. In particular the arts is valuable in contributing to active participation and engagement. It recognises that the arts can facilitate social interaction, creativity, learning and the sharing of knowledge and skills between individuals and across generations.

The CAA Strategy is designed to provide significant opportunities for the participation of older residents.

The Shire has also been actioning a cultural strategy developed previously:

Arts and Culture Strategy 2008-2012This Strategy was driven by a vision for ‘lifestyle and opportunities for all’. It understandably gave rise to activities that focussed largely on the local community, local practice and cultural facilitation. The outputs and outcomes of this strategy and an analysis of the activity during 2012-14 have informed the Strategy 2015-18.

arts and culture does not stop at the boundaries of the Shire and plans for the Loddon Mallee region have also been taken acc ount of in determining strategic directions for the Creative arts and activation:

Loddon Mallee North Regional Strategic PlanThe aims to strengthen and diversify the economy, to strengthen settlements and communities and to enhance the natural environment are again themes that resonate throughout the planning frameworks for the Shire. The Ports of the Murray Strategy is of critical importance to Gannawarra and the achievement of a new wharf at Koondrook provides an opportunity for arts and culture activity which supports the overall Regional Plan. The Loddon Mallee North Strategic Plan is under review and may combine with the Plan for the South, however this can only strengthen the opportunity to connect the wider region with the Murray and areas that are the focus of this Strategy.

Loddon Mallee Regional Growth PlanThe CAA Strategy has been developed to support the aims of this Plan. In particular the infrastructure proposals consider regional needs as well as local opportunities to contribute to the living network of small towns and the sense of place that is so vital to growth.

Existing AgreementsThe Gannawarra Shire has formal agreements with Regional Arts Victoria and with the Swan Hill Rural City Council.



EXISTING GANNAWARRA FACILITIES

Arts and Culture Infrastructure Audit, 2010The Arts and Culture Infrastructure Audit, completed in 2010 suggested that there are a high number of facilities that can be used for arts and cultural purposes across the Shire. The audit analysed all the facilities - halls, exhibition spaces, museums, entertainment venues, outdoor spaces and meeting rooms and, for halls, their quality:

g In the ‘best’ category there are 4 Memorial Halls, 6 Public Halls and 8 privately owned venues (note these are generally in p ublic use).

g In the ‘average’ category there are 3 Public Halls and 10 privately owned venues

g There are 6 spaces suited to exhibitions (including a café) 3 museums, and a mix of Men’s Sheds, sporting clubs and senior citizen centres .

Few of these facilities are purpose built for arts and cultural purposes; rather they are community spaces that are used for a wide range of activities, regular and one-off. Even those in the ‘best’ category are reported as requiring upgrades.

The Audit however is no longer up-to-date and requires review.

Regional FacilitiesThere are a number of regional art galleries within a 2 hour drive from Gannawarra. Notably Swan Hill Regional Art Gallery is 65 km from Kerang and bendigo Art Gallery is 130 km away.

barham has a small performing arts space – the Faulkner Pavilion at the barham Recreation Reserve. This is under the management of the Golden Rivers Theatre Group (members from Gannawarra Shire) and is used for music and theatre workshops, school performances and community theatre.

Whilst these facilities lie outside the municipal boundaries they are none the less part of the arts and culture landscape for Gannawarra residents. The Arts and Culture Strategy respects these opportunities for visitation, participation and collaboration.

CURRENT GANNAWARRA ARTS MARKETINGSThe Arts and Culture activities are promoted on the Gannawarra Shire website under three headings:

g Arts in Gannawarra - upcoming events (primarily those at the Kerang Library)

g Local Artists – 4 artists are showcasedg Kerang MuseumA list of arts groups can be found on the Community Directory.The last entry for the Facebook page was dated 2012, visitors are directed to the website.

These channels are not currently dynamic resources and cannot deliver the levels of interaction required by users today.

MARKETSThere is clearly a large market for arts and cultural activities. The majority of people want to participate, either as visitors or as arts practitioners - hobbyists, amateurs, semi-professionals and professionals. Increasingly the arts provide opportunities to seed small business in urban and regional areas.

Arts and Culture in Victoria: A Statistical Overview 2012, Arts VictoriaThe State Government, through Arts Victoria, undertook research, published in 2012, to identify the state of the market for arts and cultural activities. The findings include:

g In Victoria 87% of people attended cultural venues in the past 12 months; 95% of young people (15-24 years) attended.

g Attendance at cinemas was by far the most popular activity (69%), followed by libraries (33%). Museums, art galleries and concerts were attended by 26-31%. Dance, classical music, and theatre were attended by only 9-17%.

g 31% of the Victorian indigenous population participated in an indigenous creative arts activity.

g Many people in Victoria participated in cultural activities as a hobby – primarily in art and craft, writing and music


AUDIENCE ATLAS, 2014This document, focussed on audiences, maps out in detail the profile of the culture market in Victoria. It notes the following:

g Victoria is a culturally active state: 94% of adults in Victoria are currently in the market for arts, culture, heritage

g Victorians spend on these activities (on average $104.55 per person per month) and many give their time (17%)

g Regional Victorians however, have lower attendances at all but craft activities, spend less and volunteer more

g 97% of all Victorians are in the museum market – 3.9 million people. This is the highest awareness and penetration into the culture market as a whole. They make multiple visi ts and expenditure is higher than the average.

g 95% are in the live music market, however many of these are lapsed making the real market smaller

g 91% are part of the visual arts market – 3.7 million people. They visit art galleries and exhibitions but awareness of all visual art venues is low eg only 47% were aware of bendigo Regional Gallery and only 8% aware of Tarrawarra Museum of Art.

g 89% of the culture market is the theatre (plays and dramas) market – 3.6 million people.

g 88% of the culture market is in the festival market – 3.5 million people. These people spend 78% more than average, they are culturally active and they also engage in other art forms.

g 75% are in the literature market, with events connected with books and writing.

g 99%, 4 million people go to commercial theatres – musicals, cabaret, comedy, pantomime etc

g 98% is in the multi-art form market and attend venues such as Geelong Performing Arts Centre and Arts House North Melbourne

The Audience Atlas also defines 8 culture segments, a new international standard segmentation, details of which can inform the implementation of the strategy.

RELEVANT MARKET TRENDSInternet and Digital TechnologiesThe Australian Communications and Media Authority research, August 2014, indicates that regardless of

where people live in Australia they are increasingly going on line and using the internet more frequently. Mobile phone use shows the biggest increase, as a complementary service to home internet connection.Across all regions Australians are diversifying their online activities. The diversification is being led in particular by growth in entertainment and blogging and online communities. This trend is most significant in reducing the tyranny of distance for more remote communities, and in many cases eliminates it, improving access for all.Digital technologies are being increasingly used in all aspects of the creative process from ideation and design to exhibition and sales. Arts discovery services such as You Tube (sharing video), Flickr (sharing photos), Spotify (sharing music), Pandora (finding music), Kickstarter (micro-donations from fans to artists), and Etsy (and online marketplace, which started small and outside the nonprofit arts have made more impact on the arts scene than any nonprofit cultural organisation. Digitisation and online collections has put the riches of the arts and cultural world at the fingertips of a global audience.Digital technology has changed the top-down nature of arts organisations audiences can become curators and even obscure, niche interests can find a community of individuals who share the passion. People do not wait to be told about what’s on, they find out from each other. A participatory culture is becoming the norm.

MakersThe ‘maker culture’ is a contemporary movement that includes traditional activities such as woodworking, metalworking and traditional arts and crafts as well as engineering oriented interests such as electronics, robotics and 3D printing. It emphasises learning-through-doing, in a social environment, emphasising informal, peer-led and shared learning motivated by fun and fulfilment.Maker spaces, often called labs or studios, to emphasise the creative nature of the work undertaken there, are emerging as unique places to develop these interests. Often associated with libraries, museums and community centres, they are giving people of all ages access to mentorship, programs and tools and encouraging self-expression and innovation. This is leading to an evolution of literally millions of people who are taking risks to start their own businesses dedicated to making and selling self-made products.

Gannawarra SHIrE COUnCIL Patchell Plaza, 47 Victoria Street, Kerang VIC 3579 PO Box 287, Kerang VIC 3579 Phone: 03 5450 9333 Fax: 03 5450 3023 [email protected]

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