attachments under separate cover - …...2016/02/02 · town of gawler corporate and community...
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Town of Gawler Corporate and Community Services
Committee Meeting Agenda 2 February 2016
ATTACHMENTS UNDER SEPARATE COVER
Item 7.2 – Arts and Culture Strategy
ATTACHMENT 1 Gawler Arts and Culture Strategy
ATTACHMENT 2 Gawler Arts and Culture Strategy Background Information
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Item 7.2 – Arts and Culture Strategy
ATTACHMENT 1 Gawler Arts and Culture Strategy
ATTACHMENT 2 Gawler Arts and Culture Strategy Background Information
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GAWLERARTS & CULTURE STRATEGY2016 – 2025
ATTACHMENT 1
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1Arts and Culture Strategy 2016 – 2025
CONTENTSSECTION ONE: INTRODUCTIONMayors Message Page 3
A message from Aunty May Turner Page 4
Executive Summary Page 5
SECTION TWO: STRATEGIC FRAMEWORKVision Page 7
Strategic Framework Page 8
SECTION THREE: DETAILED STRATEGYIdentity and Values Page 11
Strategic Aim Page 13
Council’s Role Page 15
Action Plan Page 16
Funding and Resourcing Page 19
Please note: Further background information gathered during the development of this
Strategy is contained in a separate document and is available at www.gawler.sa.gov.au.
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2 Arts and Culture Strategy 2016 – 2025
SECTION ONE: INTRODUCTION
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3Arts and Culture Strategy 2016 – 2025
A MESSAGE FROM THE MAYOR Gawler has a thriving arts scene with a broad range of activities, programs and events already taking place. There are many individuals and groups driving arts and cultural development within the Town. The arts can be a wonderful tool for engaging community and helping facilitate social change and growth. It plays a significant role in contributing to the community’s overall health and wellbeing and can assist people to contribute to their community in positive and active ways. The Town of Gawler values the role the arts play in promoting community spirit and pride. It supports its community in developing their creativity through providing avenues to showcase their work, skills and talents and supports the development of various programs and events for the community. Gawler has a rich cultural heritage encompassing, firstly, the Kaurna people, the original inhabitants of Adelaide and the Adelaide Plains, and more recently in the 1830’s, European settlement which can be seen in Gawler’s amazing streetscapes, cottages, homesteads, and of course, the nationally significant Gawler Heritage Collection. The Arts and Culture Strategy outlines Council’s commitment to the arts over the next ten years, under the themes of: development and investment in people; activation of and investment in places; development and investment in activity. The Strategy highlights a vision that promotes the arts as being accessible to everyone, connects people, places and perspectives, and builds a welcoming and vibrant community. I encourage all artists and the broader Gawler community to engage with this Strategy and to build on our vibrancy as a regional arts hub.
Mayor Karen RedmanTown of Gawler
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4 Arts and Culture Strategy 2016 – 2025
A MESSAGE FROM AUNTY MAY TURNERGawler holds an important significance for Aboriginal people past and present. It has always been a meeting place for the Kaurna Peramangk and Ngadjuri people to practice and share culture.
Today Gawler has a great opportunity to flourish as a Hub for Aboriginal culture and the arts. By acknowledging culture and its important role in our shared history we build a sense of pride and positive wellbeing in our people’s lives. By strengthening the participation of culture and arts our children and young people will grow up in Gawler feeling connected back to their country and culture.
Aunty May TurnerKaurna Narungga Ngarrindjeri Elder
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5Arts and Culture Strategy 2016 – 2025
The Town of Gawler is entering an exciting time of growth, development and consolidation as a thriving regional centre. The arts community of Gawler is strong, motivated and enthusiastic and an opportunity exists to develop a strong identity for Gawler as an Arts and Cultural hub. The natural and built landscape and rich history of the town and its people provide the perfect setting for developing Gawler as a community that embraces and values Arts and Culture; and where participation and a sense of belonging for community members is strong.
A broad breadth of Arts and Cultural activities, events, places and spaces are already available and there are many existing groups and individuals driving arts and cultural development. Many opportunities have been highlighted to further drive awareness, participation and appreciation of the arts in Gawler and celebrate its culture.
Better communication around opportunities to be involved in Arts and Culture activities will increase participation and sustainability of programs, help to connect people and make them feel a part of the community.
Flexible shared spaces (both indoor and outdoor) are needed to support participation. Activation of existing spaces that are currently underutilised and partnerships with Council, other levels of government, philanthropists, community groups, businesses and individuals will be critical in terms of delivering much needed resources.
Gawler continues to evolve from its early days as a small country town to being a regional commercial centre with growing residential and visitor populations.
The Town of Gawler local government area records a population of around 22,000 people with projections of growth in the next 10 years of a further 10,000 people. At the same time, resident populations in neighbouring areas who rely on Gawler for key services and are often active in ‘the Gawler community’, are planned to continue to grow.
Initiatives proposed aim to create opportunities for interaction and integration between ‘old’ and ‘new’ residents and allow the identity of Gawler to continue to evolve as these populations grow and demographics change.
EXECUTIVE SUMMARY
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6 Arts and Culture Strategy 2016 – 2025
Its history and heritage, both Aboriginal and non-Aboriginal, its industrial background, the beauty of its natural landscape and its role as a significant regional centre in close proximity to Adelaide; all provide the backdrop for understanding the culture and the identity of the town.
The importance of keeping a separate township identity is important to Council and the people of Gawler. The preservation of its historical architecture and buildings, the celebration of its Aboriginal and European history and the people of Gawler; and the documentation and telling of the collective stories is also extremely important; not just for the purposes of preservation but also to affirm and build the identity of Gawler now and into the future.
This Strategy presents a vision that promotes Arts and Cultural activity that is accessible, creates a vibrant place to live and work and connects people to each other and the heritage of Gawler. The already strong community spirit, commitment, energy and enthusiasm of the Gawler community; coupled with Council’s commitment to Arts and Culture via this Strategy will ensure that this vision becomes a reality.
Where will Arts
& Culture in Gawler be in
10 years time?
Arts & Culture in Gawler is thriving
Gawler is a destination of choice to live and visit.
Where is Arts
& Culture in Gawler at right now?
Great potential
No clear identity
What needs to happen?
Better utilisation / activation of space
Increase activity & engagement
Establish partnerships, funding & investment
Partners:
Community members & groups. Council, State
Government, local businesses, services,
clubs, schools, artists, local
media
EXECUTIVE SUMMARY
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7Arts and Culture Strategy 2016 – 2025
SECTION TWO: STRATEGIC OVERVIEW
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8 Arts and Culture Strategy 2016 – 2025
VISION
Gawler is a healthy, vibrant and engaged community that celebrates arts, culture and heritage.
It focuses on creativity and expression to drive the growth and development of people, places and activity.
The culture of a community is reflective of its people, their environment and how they live. Arts and Cultural activity and the care and management of the spaces in which activity occurs are dependent on the innovative and creative ideas, energy, enthusiasm and teamwork of community members.
In developing this Strategy, the community was asked to contribute their knowledge, experience and ideas for the future of Arts and Culture in Gawler.
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9Arts and Culture Strategy 2016 – 2025
STRATEGIC FRAMEWORK
Gawler is a healthy, vibrant and engaged community that celebrates arts, culture and heritage. It focuses on creativity and expression to drive the growth and development of people, places and activity. Heritage
COUCIL
Sports &Recreation
Leader
Service Provider
Regulator
Owner Custodian
Advocator
Facilitator
Business
Community
Vibrant ContemporaryCountry Town
The NaturalEnviroment
COMMUNITY
CommunitySpirit
Leader
Initiator
Supporter
Participant
Creator
Audience
Government
Commercial & Other Services
CULTURAL VITALITY FOR THE TOWN OF GAWLER
Activation of and investment in
PLACESFor audience and
participants
For community and professional arts practice
Activating existing indoor and outdoor spaces
Acknowledgement of Shared European and Aboriginal History
Development of and investment in
ACTIVITYExpression and creativity
Nurturing creative industries
Events showcasing history and community
Cultural Tourism
Building a connection to place
Development of and investment in
PEOPLECultural Community Builders
Active participation and investment
Connected people who communicate
and share
VALUES
BelongingTrust
Respect
CREATIVITY
ImaginationInnovationExpression
CONNECTEDNESS
RelationshipsCommitment
Networks
SUSTAINABILITY
TraditionAnticipationResilience
ENGAGEMENTInteractionEnrichmentInvolvement
PROSPERITY
InvestmentIncomeSupport
VIS
ION
ST
RA
TE
GIC
AIM
ST
RA
TE
GIC
TH
EM
ES
WH
YH
OW
WH
AT IDENTITIES & VALUES
ROLES
PARTNERS
CONTEXT
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10 Arts and Culture Strategy 2016 – 2025
SECTION THREE: DETAILED STRATEGY
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11Arts and Culture Strategy 2016 – 2025
HERITAGEGawler’s past is very much entrenched in its present, through the buildings and landscape and by the various organisations that work to celebrate and preserve the stories, artefacts and traditions of previous generations. The shared history of Europeans and Aboriginals is reflected throughout the community with many individuals and organisations actively demonstrating its value and importance.
Heritage helps to build a community’s collective identity and enable people to better connect to and understand a place. The preservation and sharing of stories is critical to the preservation of heritage and incorporating these stories into community activity can inform the future and encourage a sense of belonging. Heritage plays a role in the creation of art, education and in the development of community infrastructure.
COMMUNITY SPIRITRelationships, networks, familiarity and commitment all play a role in the community spirit of Gawler.
The capacity for members of the community to look after each other and band together both in crisis and in celebration is an indication of a strong community spirit. The size of Gawler and the nature of its residents encourage neighbourly behaviour and friendliness – people like to walk down the street and see faces they know and are familiar with.
A strong culture of volunteering, places and occasions that encourage people to come together and opportunities for people to get involved and take an interest in the community provide a sense of community spirit.
THE NATURAL ENVIRONMENTWith the Para Rivers (North and South) threading through the town, green corridors, wide streets, mature trees and the vista of the hills to the east, Gawler people identify strongly with the natural environment.
Residents interact with the natural environment through parks and pathways with groups who actively work to preserve and develop the green characteristics of the community.
The sense of space and the tree-lined streets are an important visual characteristic for the residents and represent the “country town” characteristic, which is an important part of the local identity.
The following six pillars reflect the cultural identity of Gawler, as described by the community during consultation on this Strategy: Heritage, Community Spirit, the Natural Environment, Commercial and Other Services, a Vibrant Contemporary Country Town and Sport and Recreation. These things represent what is familiar, respected, valued and worthy of investment by the people of Gawler. Implementation of the Arts
IDENTITY AND CULTURAL CONTEXT
and Cultural Strategy relies on the capacity for the community to relate to the activities and programs that emerge from the Strategy. If these are developed in the context of an identity that key stakeholders and the community can relate to, there is a much greater chance of participation, support and investment. Activities that emerge from the Arts and Culture Strategy should be developed in the context of the community’s identity.
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COMMERCIAL & OTHER SERVICESThe commercial and service delivery offering in Gawler has developed significantly over time. As such these sectors within Gawler now service not only Gawler residents but also residents of neighbouring towns as far away as the mid-north of South Australia.
Key government and health services and a range of large and small retail businesses provide a lure for the significant number of people who visit Gawler regularly.
There are many benefits to this growth including economic and social (in terms of availability and range of services and goods) however there are also many challenges; such as traffic management, parking and congestion.
The balancing of these benefits and challenges are key considerations in the ongoing management and development of Gawler’s cultural identity.
A VIBRANT CONTEMPORARY COUNTRY TOWNOriginally developed as a rural hub 42km from the centre of Adelaide, Gawler values its “country town” roots with community members enjoying the self-contained nature of the township and its green corridors. Maintaining its identity as a country town, separate from Adelaide, remains important to the people of Gawler.
In contemporary society however, the expectations of the community in relation to services, entertainment, retail and industry have increased and balancing the style of a country town with the present-day needs of its residents is important.
Retaining the country town feel and balancing that with a desire to be progressive, encourage economic growth and deliver community sustainability are key considerations for Gawler.
SPORT AND RECREATIONLike many rural communities sport and recreation are a significant part of the lifestyle in Gawler with many investing in sporting culture as supporters, volunteers and participants.
Along with encouraging health and wellbeing, sport and recreation in Gawler bring people together and link the community to the national sporting culture.
The rivalries between groups is strong but so too is the sense of mateship and camaraderie that involvement in sport provides and the number and quality of sporting facilities demonstrate its importance to the Gawler community.
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13Arts and Culture Strategy 2016 – 2025
CULTURAL VITALITY IS….
VALUES: Belonging, trust & respect Principles of behaviour that relate to worth, merit, importance and meaning and reflect what is important in life.
CREATIVITY: Imagination, expression & innovation The process of generating original ideas that stimulates new ways of thinking, believing and doing.
CONNECTEDNESS: Relationships, commitment & networking The links between individuals, their community and their surroundings.
ENGAGEMENT: Enrichment, involvement & interaction The process of participating.
SUSTAINABILITY: Tradition, anticipation & resilience The capacity for the community to endure, adapt and predict diverse cultural, social, environmental and economic conditions.
Whilst not listed as a key characteristic of Cultural Vitality, prosperity is another important reason why we invest in Arts and Culture. The Creative Communities Network Cultural Impact Framework also enables the capacity to measure prosperity by the investment, income and support.
STRATEGIC AIM
The strategic aim of the Arts and Cultural Strategy is to achieve cultural vitality.
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14 Arts and Culture Strategy 2016 – 2025
In fulfilling the Arts and Culture Vision for Gawler it is important to understand the value and role of Arts and Culture in the community and why it is important to invest in Arts and Culture.
The benefits of Cultural Vitality are significant and it is the key driver for arts and cultural activity. In aiming to be culturally vital, Gawler can achieve its vision to be a healthy, vibrant and engaged community that celebrates arts, culture and heritage.
The Creative Communities Network of South Australia through their Cultural Indicators Pilot Project has identified the key characteristics of cultural vitality.
The Arts and Culture Strategy will foster these characteristics and through the Creative Communities Network Cultural Indicators Framework these can be effectively measured.
CULTURAL VITALITY FOR THE TOWN OF GAWLER
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15Arts and Culture Strategy 2016 – 2025
SERVICE PROVIDER: Direct – Responsible for funding and providing a service to the community.
Partner – Contributes funds and/or other resources towards a service or initiative that is delivered in partnership with other organisations.
Agent – Provides a service funded by or on behalf of others which involves hosting or other use of Council resources to fill particular needs of the community.
E.g. Providing seed funding / project funding / sponsorship/ program delivery / resources to support Arts and Culture; cultivating and managing creative initiatives; presenting and/or producing creative content; collaborating with community and key stakeholders; supporting groups to be sustainable and successful; developing partnerships to deliver on the Strategy; and helping organisations and people to develop partnerships.
COUNCIL’S ROLE
REGULATOR:Required by legislation to fulfil a particular role or function in the best interest of the public. This requires Council to perform / discharge statutory powers, functions and duties.
OWNER CUSTODIAN:Council owns and/or manages community infrastructure, community facilities, reserves, parks and gardens.
E.g. Providing access to places and spaces for Arts and Cultural activity and preserving, maintaining and exhibiting cultural artefacts.
ADVOCATOR:Represents the interest of the Gawler community by lobbying other tiers of government and private sector for improved services and amenities.
E.g. Advocating for new initiatives and assistance; mentoring groups in accessing funding and driving policy and planning that supports Arts and Culture.
FACILITATOR:Brings together or connects people and groups to pursue issues, opportunities or shared interests.
E.g. Bringing groups together; supporting local artists and Arts and Culture groups; empowering the community; encouraging self-development of programs and activities; encouraging community engagement; activating public places and spaces; kick-starting events and activities; providing the frameworks to work with; and promoting initiatives.
LEADER:Provides leadership and guidance to the community in the pursuit of a vision, goals and opportunities.
E.g. Leading initiatives; leading by example; and applying an Arts and Culture lens to ‘the way we do things’.
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16 Arts and Culture Strategy 2016 – 2025
THEME ONE:Development of and Investment in People
• A strong cohort of creative community builders embedded across a range of sectors including government, health, education, community and business
• A community which identifies with its cultural identity and actively participates and invests in Arts and Cultural activity
• Well connected Arts and Cultural drivers with the capacity to promote initiatives community-wide
STRATEGIC ACTION PLAN
ACTIONS COUNCIL’S ROLE PRIORITY LINKS
Encourage Arts and Cultural groups to collaborate and develop knowledge and skills.
FacilitatorLeader
High • Gawler Community Plan 3.6: Encourage the development of the Arts
Support existing Arts and Cultural organisations to be more sustainable.
Service Provider Facilitator
High • Gawler Community Plan 5.4: Create and sup-port community partnerships that contribute to the implementation of this Plan.
Facilitate the distribution of Arts and Cultural information through a central point.
Service Provider
Facilitator
High • Gawler Community Plan 1.4: Create a vibrant
and active, event filled Council area.
Encourage mentoring through Council Arts and Cultural activities supporting the development of arts community volunteers and leaders.
Service Provider Medium • Gawler Community Plan 5.1: Support and encourage community teamwork.
• Gawler Youth Development Plan Goal Two: Gawler’s youth are leaders today and in the future
Nurture strong community partners and support the development and retention of Arts and Cultural volunteers (e.g. through Northern Volunteering).
Service ProviderFacilitator
Medium • Gawler Community Plan 3.4: Recognise, respect, support and advocate on behalf of volunteers
• RDAB Roadmap Priority 9: Health and Well-being
Encourage collaboration on Arts and Cultural initiatives and foster relationships between artists, arts organisations, schools, businesses and health and community organisations.
Service Provider Facilitator
Medium • Gawler Community Plan 5.4: Create and sup-port community partnerships that contribute to the implementation of this Plan.
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17Arts and Culture Strategy 2016 – 2025
THEME TWO:Activation of and Investment in Places
• A range of places where people can meet and enjoy a range of Arts and Cultural activities as both participants and audience members
• Accessible spaces which cater to the needs of community and professional based arts activities
• Active outdoor, urban and natural spaces that are utilised for formal and informal gatherings
• Acknowledgement of places which are significant to the history of both Aboriginal and Non-Aboriginal people
STRATEGIC ACTION PLAN
ACTIONS COUNCIL’S ROLE PRIORITY LINKS
Activate urban and recreational spaces through the implementation of a public art policy and encourage investment by business, community and government.
Service Provider Owner Custodian Facilitator Leader
High • Gawler Community Plan 1.1: Maintain a clearly defined township, one that is distinct from neighbouring areas.
• Gawler Community Plan 2.5: Manage growth through the real connection of people and places.
Activate community spaces and develop a guide to facilitate “ease of use” and access to community facilities.
Owner CustodianFacilitator
High • Gawler Community Plan 1.4: Create a vibrant and active, event filled council area.
Establish a dedicated flexible space in Gawler that is suitable for community and professional local and touring exhibitions, workshops and performances.
Service ProviderOwner Custodian AdvocatorFacilitator
High • Gawler Community Plan 2.1: Physical and social infrastructure to match population growth.
• Gawler Community Plan 3.6: Encourage the development of the Arts.
• RDAB Roadmap Priority 10: Infrastructure for Sustainable Populations
Acknowledge and promote shared non-Aboriginal and Aboriginal history in public places through planning, signage and public art.
Service Provider
Facilitator
High • Gawler Community Plan 1.4: Create a vibrant and active, event filled Council area.
Adopt a Council-wide cultural policy that makes cultural vitality the responsibility of all departments.
Advocator Leader
High • Gawler Community Plan 5.2: Be recognised as
‘best practice’ Local Government organisation.
Streamline policy and processes that regulate festivals and events.
Leader Medium • Gawler Community Plan 1.4: Create a vibrant and active, event filled council area.
• Gawler Community Plan 2.5: Manage growth through the real connection of people and places.
Support the community to deliver activities in community spaces and provide a practical arts and events resource kit.
Service Provider Regulator Facilitator
Low • Gawler Community Plan 1.4: Create a vibrant and active, event filled council area.
• Gawler Community Plan 5.1: Support and encourage community teamwork.
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THEME THREE:Development of and Investment in Activity
• Programs developed with the community that enable expression and creativity across a range of art forms
• Strong creative industries and retail opportunities for artists
• A range of events both small and large that showcase Gawler and provide opportunities for the community to acknowledge and celebrate shared values and heritage
• Arts and Cultural activities that support the health and wellbeing of disadvantaged and marginalised people
• Culturally diverse activities which attract visitors to the region
• Programs that enhance public spaces and build connection to place
STRATEGIC ACTION PLAN
ACTIONS COUNCIL’S ROLE PRIORITY LINKS
Strengthen the capacity of heritage-based organisations to preserve and celebrate of heritage in collaboration with community members.
Service Provider Facilitator
High • Gawler Community Plan 1.2: Build a local community that is proud of Gawler
• Gawler Community Plan 1.3: Protect and promote Gawler’s unique heritage
Ensure sustainability for the future and cultivate young artists through engagement in Arts and Culture as creators, organisers and audience members.
Service ProviderFacilitator
High • Gawler Community Plan 3.6: Encourage the development of the Arts
• Gawler Youth Development Plan Goal Three: Celebrate young people, their diversity and creativity.
Stimulate creative industries and arts business development relating to Gawler’s cultural vitality.
Service Provider Facilitator
Medium • Gawler Community Plan 1.4: Create a vibrant and active, event filled council area.
• Gawler Community Plan 2.6: Local economic activity to create local job opportunities and generate increased local wealth.
• RDAB Roadmap Priority 5: Economic Diversity
Strengthen existing events, identify opportunities for growth and support the establishment of an Events Support and Development Network.
Facilitator Medium • Gawler Community Plan 1.4: Create a vibrant and active, event filled council area.
• Gawler Community Plan 5.1: Support and encourage community teamwork.
Develop Community Arts and Cultural Development partnership projects that focus on improvement of health and wellbeing issues.
Service Provider Facilitator
Medium • Gawler Community Plan 3.1: Health and social wellbeing services in Gawler to meet growing regional community needs.
• Gawler Community Plan 3.6: Encourage the development of the Arts
Equip artists, organisations, Council and businesses to implement the principles of cultural tourism and develop strategies for digital engagement.
Facilitator Medium – Low
• Gawler Community Plan 2.6: Local economic activity to create local job opportunities and generate increased local wealth.
• RDAB Roadmap Priority 4: Tourism Growth
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Funding and resourcing sustainable Arts and Cultural activity in a local government setting requires a diverse approach. The following principles can be considered in relation to the implementation of the Arts and Culture Strategy.
FUNDING AND RESOURCING
FUND AND SEEK FUNDING FROM A FOUNDATIONAL PERSPECTIVE. Funds should be expended on initiatives that have the potential to add to the knowledge, resources, expertise or budget of the Arts and Culture eco-system in Gawler. For example, leadership programs that have the capacity to develop cultural leaders who will help to drive Arts and Cultural activity; or provide access to venues (at existing concession rates) and resources for organisations and individuals to grow Arts and Cultural activities.
SEEK TO PARTNER WITH NON-ARTS ORGANISATIONS WHENEVER POSSIBLE.Look to fund Arts and Culture projects with funding targeted at health, education, regional development etc. Aim to align projects with the strategic objectives of other organisations.
ANNUAL ALLOCATION OF COUNCIL FUNDING.Allocate a specific percentage of Council’s annual operating and capital budgets to be expended on Arts and Cultural programs, projects and initiatives.
GET GOOD AT GRANT FUNDING.Apply well, apply often and teach others to do the same. Maintaining a bank of evidence which can be used for funding applications is also important.
USE CORE COUNCIL EXPENDITURE MORE INNOVATIVELY ON ARTS AND CULTURE. For example rather than purchase street furniture “off the shelf” work with artists to create unique items that have both functional and aesthetic benefits.
NURTURE BENEFACTORS THROUGH TARGETED PROJECTS.Trends in Australian Arts Funding are pushing towards private, philanthropic and corporate sources for further investment. These types of funding are difficult for Councils to access, however support for the development of an Arts Foundation or equivalent could encourage others to access funds in this way – leveraging support provided by Council and using the Australian Cultural Fund to encourage Tax Deductible contributions.
LOOK AT WHAT IS SAVED OR GAINED RATHER THAN INCOME.Often Arts and Cultural initiatives cost more money than they are able to generate in income but there may be other financial benefits – particularly in terms of community health and safety.
COMMIT TO PROGRAMS LONG TERM.Don’t assume that if something doesn’t work the first time that it won’t work at all. Some things take time to grown and gain a reputation. Start small if necessary.
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20 Arts and Culture Strategy 2016 – 2025
USE CORE FUNDING TO GET MATCHED FUNDING WHEREVER POSSIBLE.Always seek to leverage funds with other partners – for every dollar invested in Arts and Cultural programming or project delivery, aim to bring in the equivalent from other partners.
DEMONSTRATE POTENTIAL THROUGH INTRODUCTORY PROGRAMMING – ACTIVITY BREEDS ACTIVITY. In the development of spaces both indoor and outdoor, programming activities demonstrate the nature of a space and how it can be used by others. This helps gather momentum and encourages further activity generated by others.
CAPITALISE ON OTHER CAMPAIGNS, MOVEMENTS OR PROGRAMS.Movements such as Totally Locally or nationally recognised days/weeks such as Harmony Day and History Month come with promotional collateral, recognised brands and resources.
CONSISTENTLY REINFORCE THE VALUE OF ARTS AND CULTURE WITH THE COMMUNITY. If the community value the arts they will be more inclined to personally invest in terms of donations, ticket prices, admission fees etc.
FUNDING LINKS
The Australia Council for the Artswww.australiacouncil.gov.au/funding/new-grants-model/
Arts SA www.arts.sa.gov.au/arts-sa-funding-grants-2015-review/
Country Arts SA www.countryarts.org.au/support-funding/grants-3/
Creative Partnerships Australia www.creativepartnershipsaustralia.org.au/how-we-can-help/programs/
Australian Cultural Fundwww.creativepartnershipsaustralia.org.au/how-we-can-help/australia-cultural-fund/
Festivals Australiawww.australiacouncil.gov.au/funding/new-grants-model/ festivals-australia-regional-festivals-project-fund/
Carclew – Youth Artswww.carclew.com.au/Funding-Scholarships-Awards
National Program for Excellence in the Artswww.arts.gov.au/nationalexcellenceprogram
Copyright Agency – Cultural Fundwww.copyright.com.au/culturalfund/
Philanthropy Australiawww.philanthropy.org.au/seek-funding/
Our Community – Online Funding Resource Newsletterwww.ourcommunity.com.au
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GawlerArts and Culture Strategy2016 – 2025
Developed in 2016 by: Maz McGannPlay Your [email protected] 807 973
Leonie BoothbyLeonie Boothby & Associates Pty [email protected] 296 767
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Gawler
Arts and Culture Strategy 2016 – 2025
Background Information
ATTACHMENT 2
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CONTENTS
I. A Cultural Future Page 3 II. Identity and Values Page 4
III. A Great Cultural Experience Page 5 I. What Informed Our Thinking Page 6
II. Consultation Report Page 8 III. An Ideas Bank Page 11 IV. Arts and Culture Groups Page 15 V. Arts and Culture Activities Page 16
VI. Arts and Culture Events Page 17
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A CULTURAL FUTURE
Arts & Culture in
Gawler right
now? No clear identity: Rapid changing culture
Experiencing growth and surrounded by growth areas
No clear point of difference
Young people leave or go outside of Gawler to find things to do
Visitors don’t stay long enough
Great potential: Arts & Cultural activity
happening but no one knows about it.
Big arts community - “Creative underbelly”
Lots of potential.
Good community spirit
Minimal resources.
What needs to happen?
Better utilisation / activation of space: Find ways to activate existing spaces; both
indoor and outdoor; public and privately owned
Create more shared spaces that are flexible, accessible and affordable
Restore heritage places in a sustainable way
Increase activity, creativity & engagement: Create partnerships to deliver new
initiatives
Support local artists & strengthen Arts and Culture community groups
Create more public art, exhibitions, performances, workshops and classes
Improve communication about what already exists
Celebrate Gawler history & heritage and make it a drawcard.
Establish partnerships, funding & investment: Ongoing commitment by Council to
development of Arts & Culture
Develop community and business partnerships
Where will Arts & Culture in
Gawler be in 10 years’ time? Gawler is a destination of choice to live and to visit:
Strong sense of identity, capitalising on natural beauty, history and heritage
A vibrant place where people come together to engage in Arts and Cultural activity
Events and festivals draw people to Gawler; celebrating its history, heritage, traditions, Arts and Culture
Arts and Cultural / heritage tourism are economic drivers
Arts & Culture in Gawler is thriving: Activity is ever evolving; connects people,
promotes happiness, enjoyment, thinking, creativity and fun
Arts & Cultural spaces created / activated
Arts & Culture is visible (public art, buskers, live music, exhibitions, festivals, events, workshops, classes) and inclusive; and participation is high
Community capacity of Arts & Culture organisations is strong
Sustainable and successful partnerships and ongoing resources are in place.
Partners: Community members & groups, Council, State Government, local businesses, service clubs, schools, artists, local media
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IDENTITY AND VALUES
Demographically speaking…. Taken from the Australian Bureau of Statistics and The Social Atlas of Australia: Local Government Areas Public Health information Development Unit (PHIDU) University of Adelaide
41.1 Square Kilometers in size
Population of 21,828
1.9% Aboriginal and Torres Strait Islanders
19% Residents born outside of Australia
32% Aged 24 years and under
38% Aged between 25 and 54 years
30% Aged over 55 years
Median Age is 40 years
Median weekly household income $960
61% identify as religious
11.6% aged over 18 living with disability (mild to profound)
18.5% of people aged 15 and over volunteer
Manufacturing, retail and health care are the three largest
employment industries (39% of the workforce)
10% increase in population projected in the next 10 years
18.2% jobless families with children under 15 years
31% of households suffering from financial stress from
mortgage or rent
42.7% of the population feel safe or very safe walking
alone after dark
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A GREAT ARTS AND CULTURAL EXPERIENCE
Along with striving for Cultural Vitality, when planning Arts and Cultural activities it is important to know what makes these sorts of experiences great. The people of Gawler look for the following things in their Arts and Cultural experiences
“Inspiring, uplifting and immersive”
“Creative, vibrant and
fun”
“Spontaneous, celebratory, and joyous”
“Being part of something bigger than
yourself”
“Once in a lifetime and exposure to something
different”
“Unity and belonging, united
common interests”
“Inclusive and sharing
culture – town pride”
“Honouring history and traditions”
“Wow Factor, stunning and
engaging”
“Affordable with lots of
people”
“Unique and authentic”
Expression and creativity
Nurturing creative industries
Events showcasing history and community
Cultural Tourism
Building a connection place
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WHAT INFORMED OUR THINKING
The Australia Council for the Arts The Australia Council for the Arts is the Federal Government’s National Arts Agency. It released its five-year strategic plan, A Culturally Ambitious Nation in August 2014. In the absence of a national cultural policy, the Australia Council’s strategy and its funding program provide insight into priorities for the Arts and Cultural sector nationally. Aligning Arts and Cultural development with the Australia Council strategy increases opportunities for funding and collaboration with other leading artists and arts organisations. http://www.australiacouncil.gov.au Strategic Goals
Australian arts are without borders - focusing on international arts initiatives.
Australia is known for its great art and artists – focusing on the development of artists and new art.
The arts enrich daily life for all – focusing on arts engagement with community and developing arts experiences for children and young people.
Australians cherish Aboriginal and Torres Strait Islander Arts and Culture – focusing on indigenous arts.
http://www.australiacouncil.gov.au/workspace/uploads/strategic-plan.pdf The Australia Council has also developed a range of evidence documents regarding Arts and Culture participation.
Arts Nation: An Overview of Australian Arts http://www.australiacouncil.gov.au/workspace/uploads/files/research/arts-nation-final-2-march-551882b596938.pdf
Arts in Daily Life: Australian Participation in the Arts http://www.australiacouncil.gov.au/workspace/uploads/files/research/aca_221751_research-fact-sheet-54911b235537d.pdf
Cultural Development Network
The Cultural Development Network (CDN) is the leading service organisation in Australia for the Arts and local government. In 2013 the Cultural Development Network was funded through the Australia Council’s National Strategic Development Initiative to develop the National Local Government Cultural Forum, which brings together the State, Federal and Local Government. The Forum aims to develop a national perspective on stronger cultural development practice in local government across Australia. http://www.culturaldevelopment.net.au/projects/nlgcf/ The Cultural Development Network has developed a range of resources for local government and conducts research initiatives relating to the value and impact of Arts and Culture in local government.
Cultural Development Planning for Victorian Councils http://www.culturaldevelopment.net.au/projects/cultural-development-planning-local-government-australia/
Building Civic Engagement Through the Arts http://www.culturaldevelopment.net.au/projects/generations-2/
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Creative Communities Network
South Australia The Creative Communities Network (CCN) SA is an informal group that brings together local government Arts and Cultural staff and representatives from leading Arts and Culture agencies in South Australia. With funding assistance from the Local Government Association of SA the CCN developed Creative Communities – Guidelines for developing and maintaining an Arts and Cultural policy. http://www.lga.sa.gov.au/webdata/resources/files/Arts_and_Culture_Project___Guidelines_pdf1.pdf
Cultural Indicators Framework As referenced earlier in the strategy Creative Communities Network is also working on the Cultural Indicators Framework. Stage two of the development of the framework is expected to be finished in November 2015. It will provide a detailed toolkit for local government to measure the impact of local government activity on cultural vitality. The Cultural Indicators project is being funded by the Local Government Association of South Australia Research and Development Fund with five local councils participating in the pilot including the Barossa Council, the City of Marion, the City of Unley, the City of Payneham, Norwood & St Peters and the City of Holdfast Bay. The Gawler Arts and Culture Strategy has been developed to align with the Cultural Indicators Framework and will facilitate the evaluation and measurement of the Gawler Community’s Cultural vitality. The framework will provide a methodology to consistently collect information regarding the provision of Arts and Culture including how much is invested in it by Council, partners and the public. It also enables the capture of information associated with participation and people’s perception of activities and if it helps to build cultural vitality.
Regional Galleries Association SA Mapping Project:
More than Pictures on Walls More than Pictures on Walls provides a guide to regional galleries in South Australia and provides an overview of management models for public and community galleries. The document includes a range of case studies and outlines the value of Galleries to regional and remote communities. http://rgasa.org.au/mapping-project/
National Arts & Health Framework The Institute for Creative Health developed the National Arts and Health Framework in 2013 after it was initiated by the Meeting of Cultural Ministers. Every state and federal Arts Minister and Health Minister has endorsed the framework. The Framework provides an overview of arts and health practice and the nature of the field in Australia and includes an extensive list of arts and health resources and projects. http://mcm.arts.gov.au/national-arts-and-health-framework http://instituteforcreativehealth.org.au
Other References / Resources The Creative Community Builder’s Handbook
By Tom Burrup with partners for Livable Communities
Growing Communities – Arts and Culture In Local Government Community Arts Network Western Australia
Cultural Tourism Victoria - http://www.culturaltourismvictoria.com.au/index.php
Museums Australia - http://www.museumsaustralia.org.au/site/
The Platform - http://theplatform.com.au
Creating Australia principles of Community Arts and Cultural Development -
http://creatingaustralia.org.au/resources-2
Regional Development Australia – Barossa (RDAB) Road Map Regional Development Australia – Barossa services four local government areas including Gawler, Barossa, Mallala and Light. Each year they produce a Regional Road Map which is a strategic document that informs the federal government, and others of the regional priorities and areas of attention. It is relevant when considering development on a regional level and aligning with the strategies of both state and federal government – culturally, economically, socially or environmentally. http://www.barossa.org.au/regional-roadmap/
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CONSULTATION REPORT
Approach
Key stakeholders and members of the general community were consulted using a number of mechanisms to gather information regarding Gawler culture and
identity, arts activities and the needs of the community in relation to Arts and Culture for the future. Consultation included a range of one on one and group
consultation sessions as well as an online survey.
Objectives of consultation:
Measurement of community expectations
Providing opportunities to share ideas, aspirations and provide feedback on existing Arts and Cultural activities and resources
Respond to goals in the Community Plan
Encouragement for community members to get involved in Arts and Cultural activity, civically engage and feel more empowered
Education around the value of Arts and Culture and its connection with economic growth and health and well-being
Education in relation to Council's capacity to support Arts and Cultural facilities and programming both now and into the future
Consultation undertaken:
One-on-one consultation sessions:
Karen Redman, Mayor Town of Gawler
Henry Inat, CEO Town of Gawler
Steve Saffell CEO & Anthony Peluso Director, Community Engagement Country Arts SA
Anne Moroney, CEO, Regional Development Australia Barossa
Barbara Palmer, Creative Edge
Brian Thom, Chairman Gawler History Team Inc.
Rebecca Kimlin, Gawler Reconciliation Action Group
Louise Drummond, Chair Gawler Business Development Group
David Tucker, Chairman National Trust SA Gawler Branch
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Cr Adrian Shackley, Town of Gawler & Gawler Environment & Heritage Association Chairman
Joan & Mike Dennison, Anglican Church
Nigel Venning, Partner Prince Albert Hotel
Key stakeholder group consultation sessions:
Town of Gawler Officers
Town of Gawler Corporate & Community Services Committee
Town of Gawler Library & Community Services Team
The Gawler Community Gallery Inc.
Gawler Business Development Group
Gawler Arts Society
Gawler Youth Advisory Committee
Gawler & District College & Xavier College (representatives attendance at public consultation session)
Gawler Community Services Forum
Gawler Local Service Clubs (combined invitation)
‘Open Public Consultation’:
Two public consultation sessions were held (one evening and one morning) and two manned display (‘street talk’) sessions were held on a weekend to seek the
views of those potentially not usually engaged in Arts and Culture.
Online survey
An online survey was held from 23 July to Sunday 16 August 2015 and received 114 responses.
Findings
The consultation provided information, views and insights from a range of Gawler and non-Gawler residents and from people who are extremely engaged in Arts
and Culture in Gawler, some who are engaged to a point and some who are not engaged at all. The cross-section of views provided a balanced view of what the
current ‘culture’ of Gawler looks like, how people are currently engaged with Arts and Cultural activity and what they would like to see happen in the future.
The information and insight provided has been presented back or has influenced each aspect of this strategy. Additional information gathered is represented
below.
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Gawler identity:
Impact of Growth / Town & Country feel:
Not a little town anymore but still a nice place to
live.
“40% of residents in Gawler in 2014 weren't here 4
years ago”.
Big community. Much busier than it used to be –
less country. Parking is a challenge
Concerned re bypass Road – Gawler may become
isolated – people won’t come here. (Alternative
argument is that more people will come here to
shop etc. because there is less traffic congestion).
Verging on city feel with new buildings not in
keeping with character – losing that character
Change in landscape – used to have to go through
Gawler to get to Barossa (‘gateway’) – no longer
have to do so – how do we get people to come to
Gawler now?
Three people own the majority of the buildings in
the Main St - high rent and low maintenance
Amenity:
Accessibility to Adelaide & proximity to Barossa and North of the state
Natural environment, rivers, green spaces, topography, parks
Peaceful; lovely place to live.
Good cafes, good stopping point
Pubs / live music / festivals
Close to everything
Affordable
Good education system
The People:
Strong community spirit (banding together)
Sporting culture
Nice people – lovely community, very welcoming
Community feel, supportive, feel part of community
Friendly place. Arts place, culturally rich, diverse, alive again
Community – people are close and know each other
Passionate people
Laid back
History & Heritage:
Heritage architecture
Family history, multi-generational
Heritage preservation – requirements are too hard and expensive – properties degrade
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AN ‘IDEAS BANK’ In addition to providing an initial ‘audit’ of existing Arts and Cultural places, spaces, people, groups and activities; the consultation also provided a significant ‘Ideas Bank’ from which Council and the community can draw in implementing this strategy.
Activities
Festivals & Events:
Better communication, promotion (e.g. screens in Coles and Woollies to advertise events) and timing of events
Create a hallmark event / revamp existing events / create new events
Create stimulating events - community driven and relevant - leverage off /
complement existing events Fringe, Heritage Month, Gourmet, SALA
Mural festivals
‘Re-invent’ Gawler Show – more meaningful connection with kids / more relevant / events like ‘live kids master chef’, reinvent old events, develop new events e.g. cooking workshops
Church hall organ festival (link with Tanunda)
Music / Cultural Festival on Goose Island
Chamber music festival similar to the Four Winds Festival
More outside events that are easy for disabled people to access
More band competitions
Big event with Aboriginal performer such as Archie Roach
Busking and live music festival
Small events, often that are well coordinated
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History & Heritage / Cultural Tourism:
Connecting people to history: Telling stories and honouring history (people, places and buildings) through Arts & Culture
Gawler’s fashion history: Used to be big in Gawler 1944-1978 Timer Fashion. Linking Kapunda and Gawler – manufacturing history
Create interactive experiences: Capitalise on website ‘Gawler Now & Then’. Look at developing an app that uses GPS coordinates / QR codes (plaques on buildings) to connect to photos on website.
Heritage trails like ‘Willunga Walks’.
Make heritage more visible, accessible and engaging
Build up knowledge bank: Need more research done on stories behind the places and people. Create audios of stories.
Youth Focus:
Lack of opportunities for youth who don’t play sport (other than Skate Park).
Need to get students more involved in local community
Non mainstream activities for youth – visual arts / street art / circus skills / skate workshop – things kids currently need to go outside Gawler for
No bus services to get youth to where the services are (e.g. Gawler Sport & Community Centre)
Need the right equipment in the youth centre – what do they want?
Review opening times for the pool
Link to the schools better particularly the year 11s and 12s – exhibiting their work each year
Live Performances / Entertainment:
Concerts for residents of aged care facilities etc.
More live music
Movies, music in the park, family friendly activities
Concerts - Classical - also travelling to small communities
Street theatre
Classes / Workshops / Exhibitions:
Poetry options outside of the pub
More art workshops and classes
More 'Learn to do' workshops e.g. knitting
Touring shows coming to Gawler
Public Art:
Projection art – light shows on old buildings
Street art / Chalk art
Space in Gawler that members of the public can be involved in upgrading e.g. painting of stobie poles
Community public arts spaces – examples in Prospect (giant chair in the park that you can sit on but it is also public art), Payneham St Peters, Bowden Brompton, Oakbank
Sports:
Gawler could be a hub for more varied sports
Competitions:
Gawler Art Prize
Indigenous Focus:
Yarning circles
Indigenous history & traditions activation & connection
Acknowledgement of Aboriginal culture throughout the Gawler region. Its history as a go-between place
Acknowledgement of shared heritage and sites in Gawler such as Dead Man's Pass and various other places along the river
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People / Groups / Resources:
Council:
Engagement with residents – many are itinerant (travel to town on train to work)
Assistance for community Arts & Cultural groups (sustainability, new activity)
More library staff to be more involved in Arts & Cultural activity
Other Community Groups / Individuals:
‘Guerrilla’ Groups – Community garden –
edible gardens – tidy up other areas
Engage service clubs further in arts based
activities as they are interested in health,
welfare and wellbeing of the community
Build a strong cohort of connected arts
and heritage leaders
Resources:
Arts resource / officer / coordinator
Seed funding and grant writing support
Transportable infrastructure – look at what is needed to support groups with activities and events
Places & Spaces:
Community Space:
o Better use of Sport & Community Centre e.g. using stage and sound system in Youth Shak
o “Free space” to be
o Space for Indigenous people to create, to interact and to be – cultural space – outdoor and indoor
o Library:
Space for workshops / music / literacy / craft
Flexible, open space e.g. for 'artists in residence' (scheduled and informal)
Accessible space during library hours
Display space to promote community groups / notices
Outdoor Places:
Park amphitheatre (e.g. Goose Island, Clonelly Park, Pioneer Park) as an alternative space for outdoor performances (permanent access to power etc.)
Community gardens, bush tucker paths
Natural heritage / outdoor space that generates Arts & Cultural activity e.g. build your own cubby house (reflecting that lots of kids would have nowhere to create / play at home)
Develop the other side of the railway line and have people park over there and then develop the eastern side for Arts
Economic Development:
Restaurant (top class) / ‘cultural based’ restaurant
Cafes and shops in Main St open more hours
Cafes on the river (current face of Julian Terrace is quite ‘industrial’)
Cafes open after 3pm – need to bring people to the Main St
Pop up shops in empty spaces
A renew campaign for Gawler to see the empty shops used
Getting business involved – developing opportunities for investment
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Activation of Existing Spaces:
Activation of spaces (think outside the square) – outside of just Council owned
Pop-up venues, links to the river
Essex House (privately owned) - has been empty for 5 years (needs work). Could be a regional art gallery. Gawler Business Development Group are keen to convert into an artists’ bazaar. Encourage an EOI process to see who may be interested in investing in it?
Performance Space:
Theatre space needed. Needs to be accessible for amateurs to perform - flexibility of space (flat floors, tiered seating). Needs to be affordable with decent amenities
More band rehearsal space
More options for live music performances
Art Spaces:
Need more flexible art space for workshops and exhibitions e.g. pop-ups
Provide a professional visual arts space that is adequate for touring and performing arts - bring “Shows on the Road” to Gawler
High quality exhibition space available for the public to use that is co-located with other facilities.
Great combination of high end gallery with community space and a retail area.
A craft / arts / makers market retail type space combined with studio space
Venue to exhibit works in Main St
Retail & workshop (artist in residence) spaces
Could convert current Visitor Information Centre to be a regional gallery
Shared venue for Gawler Community Gallery and Art Society - a home!
History & Heritage:
Sense of heritage is maintained and celebrated
History activation & connection.
Sustainable preservation: Current requirements around preservation of heritage creates challenges – empty shops – some large and some empty for quite some time.
Arts activation of buildings. Create links between heritage and contemporary arts
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EXISTING PLACES & SPACES
Community Facilities: Country Women’s Association of Australia
Gawler Community House
Girl Guides Hall
Willo’s Men’s Shed
School Halls
Sports Clubs
Gawler National Trust Museum
Outdoor Spaces: Carpark rooftop (multi-storey car park)
Community Kitchen Garden – Gawler Community House
Laneways
Market Venues
Open Gardens
Skate park
Heritage: Heritage buildings (churches, halls, walls, residences, businesses)
Gawler Heritage Collection
Businesses: Art & craft suppliers
Cafes / hotels / food businesses
Gawler & Barossa Jockey Club
Photography / Framers
Mosaic Studio (Kaleidoscope Studio)
Parks & reserves:
Clonlea Park
Apex Park
Reid Reserve
River Junction Park
Goose Island
River trails
Council Owned Facilities:
Gawler Sport & Community Centre
Evanston Gardens Library & Community Centre
Town Hall & Institute
Gawler Aquatic Centre
Elderly Centre
Art Spaces:
Gawler Community Gallery
The MacKillop Arts Theatre (St Brigids Catholic School)
Performance / Entertainment:
Gawler Cinema
STARPlex
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EXISTING PEOPLE & GROUPS
Council: Youth Development Officer
Community Development Officer
Arts Groups: Arts Alliance
Craft Groups
Creative Edge Group
Gawler Heritage Committee
Gawler Art Society
Arts Action
Theatre / Music / Dance Groups: Folk Music Club Gawler Town Band
Gawler Irish Dance Club
Gawler Theatre Company
Youth Theatre Group
Written Word Groups: Adelaide Plains Writers Group
Book Clubs
Chapter & Verse Writers Group
Gawler Poets of the Pub
Library – Writing Groups
Other Community Groups: Girl Guides Local Service Clubs
Churches
National Trust SA Gawler Branch
Gawler History Team
Gawler Environment & Heritage Assoc.
Gawler Regional Natural Resource Centre
Media: Community Radio The Bunyip
Artists & Performers: Buskers, Musicians
Commercial artists, Street artists Gamers
State Government: Country Arts SA
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EXISTING ACTIVITIES
Festivals & Events:
Anzac Dawn Services / Youth Vigil
Australia Day Breakfast
Blue Light Disco
Cancer Council Biggest Morning Tea
Carols / Christmas Events
Change Original Music Festival
Country Music Festival
Markets: Farmers Market / Railway Station
Festival of Words
Fringe Festival
Gawler Gourmet & Heritage Festival
Gawler Jazz Festival
Gawler Show
Gawler Youth Film Festival
History Festival
NAIDOC Week
Reconciliation Week
Original Song Festival
Refugee Association Event
Religious music events
Scouts Rally
Spoken Word Festival
Sustainable Living Festival
Textile Arts Festival
Village Fair
Classes / Workshops:
Art school
Cultural workshops
Dance Schools
Embroidery
School holiday programs
Quilting
Mosaic classes
Textile art
University of the Third Age activities
'Learn to do' (Community House / Natural Resource Centre)
Library:
Craft workshops
Poetry events
Meet the Author
Competitions:
Gawler Art Prize
Art Award
Band Championships
BMX Championships
Country Swimming Championships
Gawler Prize Architectural Merit
Skate Park competitions
Street Banner competitions
Library:
Short story competitions
Poetry competition
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Sports:
Baseball
Basketball
Billiards
Bowls
Cricket
Cycling
Football
Hockey
Little Athletics
Netball
Petanque
Soccer
Swimming
Tennis
Volleyball
Live Performances / Entertainment:
Hotel / pubs entertainment / live music
Open mic sessions
Outdoor Cinema
Short film screenings
School productions
Aboriginal Programs:
Yarning Circles
Elders Art
Visual /performing arts,
Library - Aboriginal linked programs / workshops / performances
Public Art:
Multi-storey Car Park murals
Gawler Fringe
Christmas display at riverbank
Monuments & memorials
Mosaic wildlife trail
Statues
Exhibitions:
Gawler Community Gallery Exhibitions
Quilting exhibition
SALA Art Trail
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Gawler Arts and Culture Strategy 2016 – 2024: Background
Developed in 2015 by
Maz McGann
Play Your Part
0438 807 973
and
Leonie Boothby
Leonie Boothby & Associates Pty Ltd
0418 296 767
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