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Queensland Arts and Cultural Sector Plan

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Queensland Arts and Cultural Sector Plan Powered By Docstoc
					 What is the Queensland Arts and
 Cultural Sector Plan 2010–2013?
• A four year industry development plan for
  supporting arts and cultural development
  across Queensland
• A shared vision for the future developed in
  consultation with 1400 members of arts
  and cultural sector
• A plan consisting of an overall aim, five
  goals and five priority areas
           What is the aim of
           the Sector Plan?
• Build a strong and sustainable arts and
  cultural sector

 Note the Sector Plan likens the arts and cultural
 sector to a natural ecology whose ongoing
 health is founded on its diversity,
 interdependence, growth and renewal.
         What are the goals?

1. Great arts and culture
2. Engaged audiences and culturally active
   communities
3. Strong and diverse creative economy
4. Creative spaces and places
5. Commitment to ongoing learning
      What are the priority areas?

1.   Grow and promote quality
2.   Capitalise on digital technology
3.   Partner with local government
4.   Partner with other sectors
5.   Strengthen independent artists and arts
     and cultural workers
Will current programs continue and
   are there any new initiatives?
• A list of ongoing programs, major projects
  and new initiatives is provided in the
  Sector Plan appendices (p64-66)
• Additional programs and initiatives may be
  developed as new opportunities and
  resources are identified
          Are there any
    new opportunities emerging?
• Further investment in Aboriginal and Torres
  Strait Islander arts and cultural development
  across the state
• Nurturing whole-of-career support for individual
  artists and arts and cultural workers
• Exploring partnership opportunities for
  developing infrastructure with other levels of
  government, the private sector and the
  community
 What is Arts Queensland’s role

• Invest in the development of arts and
  culture
• Partner with the Arts Portfolio, the sector,
  government and industry
• Advocate the value of arts and culture
• Communicate ideas, information and
  research
  Who is responsible for delivering
          the Sector Plan?
• Delivery is a shared responsibility
• The Sector Plan provides a snapshot of each
  artform area, including the current state of play,
  issues and opportunities and suggested next
  steps
• Some actions will be sector driven, some led by
  AQ, and some will be implemented through
  partnerships which may also involve other
  sectors or levels of government
          NARPACA as key partner

• Key network of arts and cultural infrastructure
• Provide access to diverse performing arts experiences for your
  communities
• Provide support and professional development opportunities for
  small scale venues in your jurisdiction

• Potential to stimulate support for engagement projects in your
  community – eg: Regional Stages in Gold Coast, Toowoomba and
   Bundaberg – $100 000 a year for 3 years to 3 venues to deliver
   production services to their local performing arts community
• Participate in ADVICE project – detailed market information supports
  future arts and cultural planning
      What does Sector Plan offer
             NARPACA?
• 5 goals and 5 priority areas relevant to NARPACA –
  especially G1 (great arts and culture), G2 (audiences
  and communities), G4 (creative spaces and places) and
  P3 (partner with local govt)

• Opportunity to build regional partnerships servicing own
  discrete region as well as potential to service other
  regions

• Options to participate in AQ programs
                               Programs

• Development & Presentation Grants – can apply for any art form
    as long as delivering against focus areas
•   THEATRE – Projects that demonstrate a strong local national or international
    partnership with a venue, artist or company who are recognised leaders in their field

• Regional Stages
• Touring Program – for selection and presentation of product as
  well as access to flexible touring funds to support discrete projects -
  eg: moving product within a niche regional touring circuit; bussing in
  remote communities to your venue; partnering with other venues to
  bring performer or resident artist to your communities
• RADF – deliver on council arts and cultural policy – potential for
  residencies, partnerships and productions
         NARPACA role in delivery

• Participation in Touring Think Tank (part of Qld Touring Showcase)
• Data collection – through ADVICE, arTour database and specific
  projects identified with NARPACA executive officer position
• Market research and evaluation
• Develop capacity of smaller ‘associate’ venues
• Delivery of quality arts and cultural experiences and engagement
  opportunities
• Community and audience involvement
• Place-based approaches to regional arts development in regions
• Learning through collaboration
Potential expanded role for NARPACA

• Develop the role of producer of local product
• Provide a ‘host’ relationship with producers from both
  Queensland, interstate and international
• Develop niche touring circuits for your regions
• Strong audience knowledge (of those who attend your
  venue and those who don’t) so that you are able to
  negotiate the development and delivery of suitable work
  for your community with producers
    Sector Plan artforms 2010–2013

                           Page                                Page

•   Classical music        30-31   •   Major Performing Arts   44
                                       Organisations
•   Collections and        32      •   New media               45
    heritage
•   Contemporary music     34-35   •   Public art              46-47

•   Creative communities   36-37   •   Theatre                 48-49

•   Dance                  38-39   •   Touring                 49

•   Design                 40-41   •   Visual arts and craft   50-51

•   Festivals              42-43   •   Writing                 52-53

•   Indigenous arts                •   Youth arts              54
      Creative spaces and places

• Recognise importance of arts and cultural infrastructure (ACI) –
  spaces for public to see work that challenges and inspires as well as
  spaces for artists to create

• State Govt supports ACI in partnership with federal govt and local
  councils
• Investment decisions must be informed by community needs,
  regional planning studies, demand and feasibility
• 2009 statewide audit of publicly owned ACI. Findings indicated:
o   Viability of touring to some regional communities reduced due to lack of standardised
    infrastructure in performing arts centres around the state
o   16 venues opened prior to 1991
                 2010-11 budget

• $4M over 4 years for arts and cultural capital
  infrastructure for regional communities
• $1M over 2 years to develop business case for
  redevelopment of Qld Museum South Bank campus
• $2.5M for detailed planning of Cairns Cultural Precinct
  and transfer of state owned Port Authority Land valued
  at $40M
• $10M over four years for art+place, Queensland Public
  Art Fund
• NOTE: $200k pa for Grittier Places to continue
        Infrastructure funding

• $4M in capital grant funding over 2010-11 to
  2013-14
• Focus areas for funding may change from year
  to year
• Funding to local governments in a bid to
  strengthen galleries, museums, NARPACA and
  other performing arts venues
• Funding co-contribution is essential element of
  this program – TBC: AQ to provide up to 50%;
  AQ contribution to maximum of $250k
            Infrastructure funding

• Critical that targeted investment in infrastructure enhances range
  and quality of touring product available to communities

• Maintenance and compliance works in facilities will not be funded

• AQ will consider:
 Upgrades to presentation / performance infrastructure
 Lighting, audio, and staging equipment upgrades
 Performance-based electrical and mechanical machinery, and stage
  infrastructure
 Rehearsal and workshop spaces
 Upgrades which provide greater access to digital technologies
                       Next steps

• Consultation with NARPACA
• AQ to develop infrastructure policy framework

DRAFT timelines for infrastructure funding program:
• Mid-August 2010 – Grants open
• Mid-October – Grants close
• Mid-Nov – Inform successful applicants
• Mid-Dec – Execute grant agreements
• 31 Jan 2011 – Funding released
• 31 Oct – Works completed
• 31 Dec – Funds acquitted

				
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posted:6/26/2012
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