"The Creative Community"
An Arts Strategy for 1998-2001
Introduction & Context
The "Creative Community" Arts Strategy has been prepared following the development of Council's Cultural Plan. This summary has been made available for public information; the more detail document and background research is available from the municipal offices.
The Arts Strategy takes key objectives from the Cultural Plan and identifies opportunities for arts development in Bayside.
The strategies identified reflect issues raised through a telephone survey of local residents, ideas developed through staff and community forums and 'best practice' models for local arts development. The Bayside Arts Strategy provides an action orientated arts program to guide Council's support for arts activities across the municipality.
The arts in Bayside are experienced in a range of ways including the work of resident professional artists such as musicians, film makers and ceramicists; private galleries and craft shops; classes at the neighbourhood houses; performances at the Sandy Beach Centre; and, singing at Carols-by Candlelight. Through this Arts Strategy, Council acknowledges the important role arts activities play in the life of the community.
The integration of arts opportunities and artform expression in Council's leisure, community service, urban design, heritage, tourism and open space planning are some of the links established through this Arts Strategy.
Council's aim in producing an Arts Strategy has been:
To provide a clear framework of policy statements, objectives and actions that together express Council's commitment to the vital role of the arts in the overall strategic planning of the City.
Key Terms and Concepts
"Local Cultural Identity"
The development of this Strategy has been based on the notion that 'culture' encompasses the definition and expression of identity. The culture of a locality is comprised of elements of common identity and lifestyle. Diversity may be one of these elements, and this Strategy seeks to acknowledge and encompass diversity within the municipality rather than adopt only the values and assumptions of dominant cultural elements or influences.
"Cultural Development" & "Cultural Planning"
Community cultural development aims to enhance the opportunities for people to participate in the cultural life of their communities by supporting locally based cultural initiatives.
Community cultural development is an important partner to arts industry development by encouraging a lively community culture and high levels of participation in and support for arts and cultural activity. This can be achieved by responding to distinctive local opportunities and needs, and by considering the relationships between physical, environmental, social and cultural concerns.
The cultural concerns, issues and needs of communities benefit from a strategic approach to planning and service delivery.
"Community Arts"
The arts are one of the means by which we express our cultural values and aspirations. Community arts practice has taken many forms, but been based on two main aims:
To 'give a voice' to those sections of society that are least well represented by mainstream cultural expression by putting contemporary social issues on the arts agenda.
To explore new forms of cultural expression and challenge the relevance of tradition art forms to local communities.
"Cultural Heritage"
Cultural heritage is a term which is used to encompasses the history of people and their environment, from the earliest experiences of indigenous people through to the lives and histories of people from every background who have lived in the area. The moveable and non-moveable cultural heritage is considered in strategic cultural planning. In Bayside this embraces the research, conservation and interpretation of local heritage.
The Cultural Plan
The development of an integrated Cultural Plan has provided the context for the more specific arts related strategies proposed in this strategy.
Bayside's Cultural Plan seeks to embrace community diversity and enhance the distinct qualities of local neighbourhoods. The Plan identifies important principles and values including the creation of opportunities for all residents to be able to take an active role in the cultural life of their communities and the potential for arts and cultural activity to expand its role in local economic vitality.
Development of the Arts Strategy
The development of an Arts Strategy for Bayside has flowed directly from the development of Council's Cultural Plan. This strategy has taken the objectives and directions established in the Cultural Plan and examined the ways in which those ideals might be realised through arts development in Bayside through staff, Council and community workshops and consultation.
Strategic Objectives for Arts Development
The objectives outlined here for arts development in Bayside have been drawn from the key directions of the Cultural Plan. Each theme has specific objectives supported by strategies, key parties for implementation, an overview of resource implications and suggested indicators to measure performance. For the purposes of this summary only the objectives and priorities strategies have been identified.
Community Participation in the Arts
In recognising the role that the arts can play in bringing community together to celebrate, providing fulfilling leisure opportunities, and promoting local pride and achievements Council is committed to enhancing community access to arts opportunities. These arts opportunities will respond to the diverse and changing needs of the Bayside community and take place in a range of settings.
Key objectives include:
Ensuring the availability of accessible information regarding arts activities and opportunities in Bayside.
Supporting community based networks of artists and arts organisations.
To build the capacity of community groups and agencies to provide arts opportunities at the local level.
To facilitate equitable access to resources for local arts activity.
To integrate arts activities in community celebrations in Bayside.
To facilitate the provision of arts activities that are responsive to areas of community need.
Priority strategies include:
Resourcing the development of an accessible arts register.
Production of a seasonal calendar of events.
Integration of arts and cultural development expertise into the corporate structure.
Support for local arts initiatives through the Community Grants Scheme.
Establishment of a broad-based Arts and Culture Reference Group.
Allocation of resources for Youth Arts Programs in association with the Brighton Court House.
Resource a summer arts and performance program on the foreshore.
Artists and Arts Industry Development
Arts and cultural industries offer new economic development opportunities that build on local strengths and are compatible with the 'quality of life' values held by local residents. Bayside is home to a large number of professional artists and small 'cultural industries. This pool of expertise (paid and un-paid) is an important asset, which can for the basis for a range of economic opportunities that have positive impacts for the local community.
The City of Bayside is in the position to support arts industry development to enhance economic opportunities in the local community such as cultural tourism and small business development.
Key objectives include:
To promote achievements by citizens of Bayside in the arts.
To take a proactive role in linking the arts with cultural tourism development.
To enhance the sense of identity in local neighbourhoods through arts activity.
To recognise and support the growth of the arts as part of local cultural industries.
To enhance the economic vitality of Bayside's neighbourhoods through cultural development initiatives.
Priority strategies include:
Development of curation and acquisition policies for the City Art Collection.
Development of local heritage resources in local libraries.
Design of a web site by local media artists.
Development of a 'placemaking' program in association with urban design initiatives.
Cultural Facilities and Public Places
The environment, particularly the foreshore, public reserves and local streetscapes, are central to the identity and amenity of Bayside. The coastline has been an important attraction for residents and visitors and its management and interpretation brings challenges and responsibilities. The urban character of the City's neighbourhoods is highly valued, and the idea of 'urban villages' has strong links to local heritage, transportation and work patterns. Recognition of the indigenous heritage of Bayside brings with it a unique understanding of the qualities and significance of the natural environment.
Key objectives include:
To integrate arts opportunities in the development of public spaces in Bayside.
To plan and maintain high quality infrastructure to support arts activities.
To plan for equitable distribution of facilities for arts activity across the municipality.
To encourage the involvement of artists in the design of the built and natural environment.
To curate and manage the City's arts and cultural heritage assets.
To research and interpret the City's arts and cultural heritage.
Priority strategies include:
Development of cultural facility inventory.
Identification of meeting and workshop space for cultural groups and activities.
Review public access and use of heritage facilities.
Inclusion of heritage interpretation in public space developments.
Curation of Bayside's moveable cultural heritage.
Implementation
Many of the strategies proposed will serve to support a number of the objectives established for the Arts Strategy. The implementation of this strategy can only be achieved through cooperative relationships with local organisations and individuals. Council's Cultural Plan acknowledges the importance of these partnerships.
Many of the opportunities identified in the Arts Strategy deliberately link in with existing or proposed Council activities; others will require the allocation of additional resources.
Council's commitment to arts development is on-going and although this Strategy focuses on planning and programs over the next three years, mechanisms for evaluating progress and developing directions into the next century will need to be put in place. The commitment to community consultation and involvement will also be a vital aspect of realising the potential of the strategy.
21-Jul-2002
Arts Strategy
