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2010-2012 Plan Queensland Arts Industry Sector Development Plan Evaluation How do we focus the vision for 2010-2012? lawn A dancenorth and Brisbane Powerhouse co-production with Sash Waltz and Guests. Choreography: Splintergroup. Touring: Performing lines. Photo: Time Page The vision – Strength and sustainability • AQ’s vision is to: ‘build a strong arts sector that celebrates Queensland’s unique identity and cultural heritage, drives a thriving creative economy, develops the creative capital of Queensland communities, and enriches the lives of Queenslanders’. • A ‘strong’ and sustainable sector was a key theme of the evaluation • Overarching vision for the 2010–2012 Plan to focus on strength and sustainability Platform for sustainability The platform for sustainability would be founded on 5 key planks: – Quality artistic and cultural products, processes and services – Deepening and diversifying audiences for and participation in the arts and culture – Viable business models for artists and arts and cultural organisations including: • sound governance • strong financial management • strategic marketing, market development • purposeful partnerships – Fit-for-purpose built infrastructure in which to develop, present and participate in arts and culture – Continuing the commitment to build professional skills and knowledge The way forward – Refining the goals •2007-2009 Plan: 38 goals, 149 strategies and over 300 actions •2010–2012 Plan to reduce 38 goals to 5 goals common to all artforms – Great arts and culture – Actively engaged audiences and communities – Strong and diverse creative economy – Creative spaces and places – Arts and cultural sector committed to ongoing learning • Goals derived from 5 key planks for a sustainable arts sector Goal 1 – Great arts and culture Denis Nona, mould for Apu Kaz sculpture at Urban Art Projects, Brisbane. Photo courtesy of artists and The Australian Art Print Network Goal 1 – Great arts and culture • Great arts and culture are high quality, relevant, valued and embrace the diversity of Queensland communities • They inspire us, bring us together, and teach us about ourselves and the world around us • They span traditional as well as evolving contemporary forms and practices • At their foundation is a resilient and vibrant arts ecosystem • We will work closely with the organisations we fund so that arts and cultural organisations can honestly assess their own success and conduct peer reviews • The value of public funding for arts and culture is to enable the conditions that encourage innovation, enterprise, risk-taking and generate great arts and culture • It’s important that quality and excellence include an aim to encourage audiences’ wider and deeper engagement with arts and culture Goal 2 – Actively engaged audiences and communities Brisbane Writer’s Festival 2008. State Library of Queensland. Photo: Justine Walpole Goal 2 – Actively engaged audiences and communities • Building a sustainable arts and cultural sector involves broadening, deepening and diversifying audiences and participation • Arts and culture can act as catalysts for community renewal, foster a sense of belonging and collective identity, build resilience and tackle local issues • Participation might involve: – attending workshops with artists or cultural workers – collaborating with professional artists to devise performing arts events or stage exhibitions – volunteering to produce local arts and cultural festivals – preserving collections in local museums or cultural heritage centres – actively selecting, staging and providing feedback on touring product • Audiences and communities can also be actively involved in feedback to artists within the creative process and in the critical review of work Goal 3 – Strong and diverse creative economy Remember Me, dancenorth. Photo: Fiona Melder Goal 3 – Strong and diverse creative economy • The creative output of artists and arts and cultural organisations is at the core of the creative economy • There is also need to strengthen the capacity of the arts and cultural sector to make an impact and benefit from the creative economy • Digital technologies and new media platforms have led to changes on a global scale for the creative economy and arts and cultural industries • There are new modes for creation, presentation and distribution as well as new markets and audiences • New partnership opportunities are emerging with other industry sectors including tourism, manufacturing and human services. This means consideration of new business models • To be viable, arts organisations need to be resilient and effective businesses, have a strong capacity for innovation and renewal, and understand their place in the globally mediated value chain Goal 4 – Creative places and spaces Col Henry, Lifesaver, lifesaver, Swell Festival 2008. Photo: Ruth Bella Goal 4 – Creative places and spaces • Culturally vibrant communities are characterised by interesting built and natural physical environments, arts and cultural facilities which are: – relevant and appropriate to community needs – accessible spaces for artists and arts and cultural organisations • Creative places and spaces include: – – – – – – – performance spaces heritage sites museums and galleries archives and libraries Indigenous art centres outdoor public precincts virtual environments • Well managed assets and quality infrastructure in major cities and regional areas play an integral role in sustaining the development, presentation and experience of arts and cultural works and access to public programs, cultural heritage and collections Goal 5 – Sector committed to ongoing learning Character by Liquid Animation for Test Drive the Arts flash animation. Goal 5 – Sector committed to ongoing learning • Resilient and thriving industries make an ongoing investment in research and development • The ongoing capture, analysis and strategic use of data are vital to drive quality assurance, strategic positioning and advocacy and to target investment effectively • Leadership, succession planning and developing the current and future talent pool is essential for building the sustainability of the arts and cultural sector • Support for mentorships or well-timed professional immersion opportunities can act as critical catalysts in individuals’ career development and in arts organisations’ evolution • Connecting artists with schools contributes to quality arts education and enables students to explore leisure and career options in traditional and contemporary arts and creative industries Clarifying Arts Queensland’s role Paradise presented by Backbone Youth Arts and Breakthrough, 2007. Photo: Dom Costello What is Arts Queensland’s role in the Plan? •Invest in the development of the arts via grant programs for artists and arts organisations, as well as strategic initiatives for capacity building and skills development. •Partner with the broader arts portfolio and the arts and cultural sector in implementing the Sector Development Plan. Also with local, state and federal governments and industry to further develop the arts and cultural sector in Queensland. •Advocate to the three tiers of government, the private sector and the community about the intrinsic and instrumental benefits of arts and culture. Arts Queensland’s advocacy is informed by research and evaluation. •Communicate, share data analysis and research outcomes on regular basis and act as a government interpreter for the sector. Arts Queensland also initiates and informs public discussion about the profile, role and value of arts and culture and how to participate. How can you help shape the 2010-2012 Plan? Topology. Photo: Justin Nicholsa. Key elements of the 2010-2012 Plan We would like to see a revised 2010–2012 Plan that will: • Establish an over-arching aim and common goals across all artforms • Goals will articulate the five drivers for building sustainability • Consolidate progress and deliverables underway • Consider a limited number of new initiatives • Clearly articulate the roles and responsibilities of stakeholders responsible for leading the implementation or partnering in delivery of the Plan. They include: – – – – – Arts Queensland Arts statutory authorities Major performing arts organisations Signature festivals Other arts organisations • Include outcome measures and key performance indicators. Shaping the 2010-2012 Plan • The involvement of artists, arts and cultural organisations and the wider community is essential to ensure the future success and sustainability of the arts industry Queensland Your input is vital to this process • Arts Queensland will undertake consultation across the arts and cultural sector commencing in the second quarter of 2009 • It will include arts industry briefing sessions and key stakeholder workshops which are anticipated to be held in May and June 2009 • Your feedback is welcome on the proposed vision, future direction and goals for the 2010–2012 Plan outlined in this document • You may like to consider ways in which the arts industry collectively, and your organisation in particular, can exercise leadership and help to realise the potential of this arts industry framework Shaping the 2010-2012 Plan • Artform specific discussion questions to be inserted here Key dates and contacts 31 July 2009 Consultation process closes October 2009 Planned release of 2010-2012 Plan To provide your comments to Arts Queensland: Email Post [email protected] Arts Queensland, GPO Box 1436, Brisbane, QLD 4001 Download the feedback template from: www.arts.qld.gov.au/policy/sectordevplans.html Download consultation document from: www.arts.qld.gov.au/policy/sectordevplans.html Or contact Arts Queensland 07 3224 4896 or 1800 175 531.