Northern Rivers Arts and Creative Industries …...Northern Rivers Arts and Creative Industries...

Northern Rivers Arts and Creative Industries Strategy 2008-2012 Draft Report Prepared for Arts Northern Rivers by Positive Solutions August 08 2

Cover Image Credits

1. Garth Lena with his Spirit men sculptures. Photo by Jeff Dawson

2. Jason Campbell in Full Spin. Photo by Sean Spencer

3. Bird Homewares by Rachel Bending. Photo by Fran Flyn

4. Scarlett Macaw by Glass Artist Noel Hart

5. dirtgirlworld productions pty ltd.

6. Lantern Parade- “Yellow the sound of colour’ Lismore Lantern Parade 2005,

Photo by Sonia Friedrich. Performer Kathy McCormick

7. Splendour in the Grass Music Festival Photo by Marc Grimwade

8. Brendan Lavelle, East of Everything


Acknowledgements

ARTS NORTHERN RIVERS INC IS SUPPORTED BY ARTS NSW AND THE SEVEN COUNCILS OF THE NORTHERN RIVERS: Tweed Shire Council, Byron Shire Council, Ballina Shire Council, Kyogle Council, Lismore City Council, Richmond Valley Council and Clarence Valley Council

Funding partners

This project is supported by the seven local government authorities of the Northern Rivers region; The NSW Government, through the Department of State and Regional Development Developing Regional Resources Program; Arts NSW; and The NSW Premier’s Department.


CONTENTS EXECUTIVE SUMMARY.................................................................................................5

1. INTRODUCTION....................................................................................................7

2. MAPPING SUMMARY ...........................................................................................7

3. GAPS, NEEDS AND ISSUES ..............................................................................11

4. FUTURE STRATEGY...........................................................................................13

5. VISION STATEMENT...........................................................................................15

5.1 Principles .......................................................................................................15

6. GOALS AND STRATEGIES ................................................................................15

7. IMPLEMENTATION .............................................................................................17

8. PRIORITY ACTIONS AND RESOURCE IMPLICATIONS....................................31

9. A POSSIBLE FUTURE ........................................................................................36

9.1 Lifestyle .........................................................................................................36

9.2 Infrastructure..................................................................................................37

9.3 Our products and services .............................................................................38

9.4 Finance..........................................................................................................39

9.5 Education and Training ..................................................................................39

10. NEXT STEPS .......................................................................................................40


EXECUTIVE SUMMARY An unique opportunity The Arts and Creative Industries range from music and the performing arts, through architecture, visual arts and design to games software, advertising and the screen industries. They focus on creating and exploiting intellectual property products – objects and activities which derive from a high degree of aesthetic originality. In the last decade there has been a growing recognition of the value of the creative industries which, in Australia’s case, account for more than 6% of GDP. The NSW State Government has recently developed a State-wide creative industries strategy, which is currently being considered by cabinet. Between the 2001 and 2006 census, employment in the creative industries in Northern Rivers grew 25% faster year on year than the rest of the regional economy. This is very unusual for an area outside a capital city or major conurbation, is a distinctive characteristic of the region, and represents an area of real opportunity – especially in view of the State Government’s growing interest. Northern Rivers is recognised as the key ‘hot-spot’ for the State’s creative industries beyond Sydney. The Arts and Creative Industries Strategy for Northern Rivers is influenced by several key factors: � the strengths which are evident regionally in visual arts, festivals, education,

screen industries, professional networks, community spirit, and the distinctive environment which attracts creative workers and visitors to the region

� the opportunity to address both cultural development and economic development � the need to address a number of gaps and weaknesses – in infrastructure,

resourcing, and access to markets � the many opportunities which exist to stimulate employment, economic growth

and healthy communities Goals The following six Goals will spearhead the Arts and Creative Industries Strategy: 1. Access and lifestyle: Residents and visitors will enjoy access to the arts through

a range of strategic facilities, festivals and community engagement programs

2. Education, training and professional development: We will encourage creative practitioners and entrepreneurs to optimise their contribution to the region’s creative economy

3. Infrastructure and finance: We will plan resources cooperatively to sustain arts and creative businesses at key stages of their development

4. Innovation and product development: We will support creative innovation and the people who make it happen

5. Sales, marketing and distribution: We will enhance access to market locally, nationally and internationally for our arts and creative businesses

6. Advocacy: Both within and beyond the region we will celebrate and promote our arts and creative industries


Priority Actions Each of these Goals is underpinned by a series of strategies and action programs. The following are some of the action programs which have been identified as high priorities: 1. Prepare a regional strategy for the development of visual arts facilities 2. Review and progress recommended actions from the Regional Strategy for the

future sustainability of the Museums of the Northern Rivers 3. Establish commitment to public art and integrated artwork in all publicly funded

construction programs and encourage adoption of integrated artwork within commercial developments

4. Commission an infrastructure strategy, including review of current infrastructure, benchmarking of infrastructure in other regions, and identification of priorities for the future

5. Explore the establishment of a regional arts and creative industries marketing consortium

6. Secure funding for the Northern Rivers ‘Creative Broker’ positions for industry sub-sectors, and to facilitate linkage to markets

7. Develop a pool and database of industry mentors 8. Establish a multi-stakeholder creative industries education and training

roundtable 9. Support the development of creative industries incubators and affordable

workspace 10. Progress development of the Indigenous Arts Business Centre 11. Confirm Arts Northern Rivers’ future structure, and develop a clear service

agreement between ANR, local governments and State Government; confirm other industry representation arrangements

12. Commit to longer-term (3 to 5 year) funding agreements for key regional organisations to encourage best practice forward/strategic planning

13. Explore the establishment of a regional business sector ‘pairing scheme’ to stimulate sponsorship and other business partnerships

14. Establish modest, competitive proof-of-concept funds and early development seed funding to test commercial potential of Ci products and services

15. Explore support for sector-specific agents and brokers to connect product to wider markets

16. Develop an arts portal to enhance the arts and creative industries’ web presence The Strategy identifies lead agencies and implementation partners for each of these and the other actions proposed. The key to success will be cooperation and coordination between local, regional and State organisations and agencies. The Strategy provides a common ground on which such cooperation can be built.


1. INTRODUCTION Positive Solutions was engaged by Arts Northern Rivers to prepare a Regional Arts and Creative Industries Strategy for the Northern Rivers Region. Arts Northern Rivers is a Regional Arts Board, a not for profit association funded through a partnership with local and state government, and managed by a board representing the seven local governments of the region. The aims of the Strategy are to: • identify:

o regional priorities for cultural capital infrastructure development; o regional priorities for creative industry development; o opportunities for new market development for creative industry product; o implementation plans with funding and business models; o budgets and funding partners for regional priorities;

• provide a blue print for managed, strategic longer term engagement in the development of the creative industries in the region by industry stakeholders, the three levels of government and the business sector.

A mapping report was prepared, documenting infrastructure, employment and other aspects of the arts and creative industries in the region, and identifying perceived gaps and needs for future development. Subsequently, a series of workshops with industry practitioners and stakeholders was undertaken to develop priority strategies. The full Mapping Report is provided as a separate document. The present Regional Strategy document provides a brief summary from the mapping process, presents a vision for the future of the creative industries in the region, and proposes strategies for development of the sector. The Regional Strategy will be complemented by individualised reports for each of the seven local governments in the region. Positive Solutions wishes to acknowledge the support and inputs from members of the Steering Committee, the significant time input provided by industry practitioners, and the active and practical assistance of Arts Northern Rivers staff throughout the consulting process. A list of consultees is provided at Appendix 1. 2. MAPPING SUMMARY The Arts and Creative Industries range from music and the performing arts, through architecture, visual arts and design to games software, advertising and the screen industries. They focus on creating and exploiting intellectual property products – objects and activities which derive from a high degree of aesthetic originality. They are as old as art, as contemporary as the digital economy. In the last ten years governments, industry bodies and academic institutions have begun to recognise that growth in the creative industries has outpaced that of other sectors, and placed great emphasis on innovation and creativity in their education and industry development policies. For the purpose of this Strategy we have adopted the following clustering of creative industry sectors:


� Advertising and Marketing � Architecture, Design and Visual Arts � Film, TV and Radio � Music and Performing Arts � Publishing � Software and Digital Content A more detailed breakdown of the composition of each of these clusters is included at Appendix 2.1

Northern Rivers comprises 20,896 sq km, extending from the Grafton in the south to the Queensland border and west to the Great Dividing Range. The Region includes seven local government areas: Tweed Shire, Byron Shire , Ballina Shire, Lismore Shire, Kyogle, Richmond Valley, and Clarence Valley. The current population of the Northern Rivers is 267,4732, and is growing at a rate of over 1 percent per year. Sea and tree changers are attracted to the Region’s lifestyle opportunities and an increasingly sophisticated and well connected regional economy. The Region is expected to continue to display robust population growth and is forecast to grow by around 1.20% per annum over the next 20 years. The Mapping Report provides an overview of Federal, State and Regional strategies related

to the creative industries – largely focused on aspects of economic development. In the Northern Rivers sector-specific initiatives have been proposed for the screen industries, visual arts and music sectors as a result of earlier research studies and Arts Northern Rivers initiatives. At local government level cultural or creative industries policies have been articulated by Tweed, Lismore and Clarence Valley, and Byron Shire Council. Ballina Shire has adopted a Public Art policy. Recurring themes which emerge from the local policies include: � Place-making and distinctive identity � Access and Opportunities for Engagement � Innovation

1 It should be noted that these sectors, as defined by the CCI researchers at QUT, exclude retail elements (e.g. music shops) from their cluster, as these cannot be easily separated from department stores and other retail activities. We have reviewed Yellow Pages data for the region to assess the number of businesses involved in retail activity related to the creative industries. The results are provided in Mapping Report Appendix 2. 2 2006 census


� Public Art � Indigenous culture and product � Tourism � Culture and economics � Youth, education, training � Precincts (e.g. the proposed Lismore cultural precinct, and the Enterprise Park at

Byron) � Museums development (including the Tweed regional museum development) Infrastructure A total of 192 facilities used for arts and cultural purposes have been identified in a recent survey undertaken by Arts Northern Rivers. The three regional galleries – in Tweed, Lismore and Grafton – are a significant component in the cultural infrastructure of the Region, not only providing exhibition space, but also playing a part in nurturing local artists and stimulating audience development through their programs. There are no subsidised artists studios in the region. Elsewhere, including overseas, the provision of below market rent studio space has become a fairly common means of encouraging retention of artists, and of assisting their early period of establishment. A multi-million dollar Creative Industries village is under development by private investors in Byron Bay. There are no major purpose built performing arts centres in the region. Public venues for theatre include, amongst others: � The NORPA-managed Lismore City Hall, which has been adapted into a

performing arts space, and Star Court Theatre (former cinema) in Lismore � Byron Cultural Centre’s small new purpose built performing arts space; � Mullumbimby Civic Centre, being redeveloped into another slightly larger

performing arts space. � Tweed’s two multi purpose Civic Centres at Murwillumbah and Tweed Heads � The Clarence’s multipurpose room in the Community Centre � The Sariton Theatre, a historic cinema in Grafton, is also being adapted into a

performing arts space. � The Kyogle Memorial Institute (KMI) Hall in Kyogle, which has been refurbished

with major Arts NSW funding � In Richmond Valley, the run-down but attractive deco Civic Hall in Casino The regional Indigenous Artists Advisory Group is working towards setting up an Indigenous Arts Business Centre which will be a place of arts production and collective arts marketing for the artists in the region. The aim is to produce and supply saleable arts and crafts to commercial galleries within and outside the region. Minjungbal Cultural Centre in Tweed is the only established cultural centre in the region. There are preliminary plans in place to develop an Indigenous Cultural Centre in Byron Bay and one near Lismore (Cubawee). There has also been discussion of creating a cultural centre in the Clarence (Ulgundahi Island).


There are more than 20 volunteer run community museums and historical societies across the seven LGAs in the region. There are three larger, ‘regional’ museums: in the Tweed, in Lismore and in Grafton. The Tweed River Regional Museum is the only professionally run museum in the region. There are excellent media (digital video and music) facilities at SAE Institute as well as at Southern Cross University, Lismore (including a small studio) and at Grafton TAFE (Music and Digital Media Studios). Festivals are a significant and high profile component of the life of the region. Key arts and cultural festivals include: � Byron Bay Writers Festival � East Coast Blues and Roots Festival � FEHVA 48 Hours of Visual Arts � Jacaranda Festival, Grafton � Lismore Lantern Parade � Mclean Highland Gathering � Splendour in the Grass � Tyalgum Festival of Classical Music � Wintersun Festival The region benefits from a number of industry associations and other professional bodies Arts Northern Rivers runs a range of regional networks and time-limited projects. These include: o Visual Arts Network (VAN), o Festivals and Events Network, o Indigenous Arts Development Project & Network o Regional Museums Development Project o Creative Industries Consortium (CIC) In addition, the Creative Industries are also supported by the following industry specific support organizations: � Northern Rivers Writers Centre (NRWC) � Northern Rivers Screenworks � North Coast Entertainment Industry Association (NCEIA) Employment In order to understand the scale of various elements of the creative industries, and provide a benchmark for measuring future progress, Positive Solutions commissioned analysis of regional employment data from the ARC Centre of Excellence for Creative Industries and Innovation (CCI) at QUT in Brisbane. Between the 2001 and 2006 census, employment in the creative industries for the region as a whole increased from 1886 to 2254, an average increase of 3.9% per year, compared with 3.1% per year for the rest of the regional economy – that is, employment in the creative industries grew almost 25% faster per year than other elements of the regional economy. This is very unusual for an area outside a capital city or major conurbation, and is a distinctive characteristic of the region.


It is also important to note that these figures present a conservative estimate of the numbers employed in the creative sectors. For example: � people employed in administration, technical or financial areas will not be picked

up by the ‘occupation’ category, because their occupation is not directly ‘creative’ � QUT has excluded a number of retail components (e.g. music shops) because it

is difficult to distinguish these from people working in, for example, department or general stores, on the basis of the ABS data

� the dividing line between ‘occupation’ and other levels of engagement is blurred – a music teacher is likely to emerge from the census as a ‘teacher’, and be absent from the occupation and industry statistics

Adjusting for these factors is likely to increase the employment estimates by c.50%. The following diagram compares employment in each of the main sub-sectors as at 2006:

2006 Employment Numbers by Industry

Northern Rivers Region

Film, TV and Radio

9%

Software and Digital

Content

15%

Publishing

27%

Architecture,

Design and Visual

Arts

33%

Music and

Performing Arts

8% Advertising and

Marketing

8%

Nearly two thirds of all employment in the creative industries in the region was accounted for by architecture, design, visual arts and publishing (the latter would include writing, journalism and design professionals who identify themselves as working in the publishing industry). 3. GAPS, NEEDS AND ISSUES A range of gaps, possible needs and issues to address in the future emerged during the mapping process. Many of the gaps or ‘weaknesses’ represent opportunities for the future. These include: Infrastructure Museum and galleries � the inequitable funding of galleries across the region � one professionally-operated museum (in development), 19 volunteer-run

museums, and a lack of consistent capacity-building support for the volunteer museums


Making facilities � lack of accessible studios giving access to space and equipment for less

established practitioners (although SCU and TAFE make space and equipment available when possible)

� lack of incubator facilities to encourage start-ups and business acceleration for creative businesses. However, one is planned for Lismore, and CLIC Business Village operates in Mullimbimby, without a creative industries specialisation

Networks and industry associations � financial insecurity of industry associations and networks � the absence of any professional staffing for NCEIA � under-developed industry clusters Planning � lack of local or regional facilities/infrastructure development strategies � remaining gaps in arts, cultural and creative industries policy articulation at local

level � gaps in knowledge of some sub-sectors: e.g. software/games,

design/architecture, advertising, � need for continuing gathering of industry data to track progress and enhance

market knowledge – an opportunity may exist in SCU’s expressed desire to ‘warehouse’ data in the future

Other � unrealised cultural precincts (planned but not implemented) � lack of conference and training facilities Professional development Resources � the precarious foundations upon which industry support organisations, networking

and professional development opportunities are based – almost entirely on short-term project funding with no guarantee of continuing support. For example, Arts Northern Rivers projects such as the Indigenous Arts Development project and the Museums project have been established on time-limited project funding. The Visual Arts Network, a successful Arts Northern Rivers project has now ended due to lack of continuing funds. Similarly, Northern Rivers Screenworks and the Northern Rivers Writers Centre rely upon annual funding from State Government. The Northern Rivers Writers Centre faces uncertainty as a result of the recent Arts NSW Cultural Grants Review.

� opportunities to harness the goodwill and expertise of established practitioners and businesses

� focus and priorities – need to determine what represents a good use of limited professional development resources

� inability or unwillingness of practitioners to pay for professional development support and services; low income base amongst Ci sectors

Coordination � need for coherent linkage across agencies, partnership between industry

associations and tertiary sector providers OR


� need for centralised professional development agency � possibly, unrealised opportunities to partner neighbouring regions in professional

development interventions. For example, with Griffith University or other institutions on the Gold Coast; with QUT Creative Enterprise Australia in Brisbane – although such interstate connections may face bureaucratic barriers

Production Product development � need for more detailed analysis of production needs � unrealised product linkages between culture, heritage and tourism – and more

specifically between Indigenous culture and tourism � opportunities for building a regional brand Investment � in common with other SME-dominated industries, lack of knowledge of and/or

access to a range of financing and investment sources � Northern Rivers Screenworks, the Arts Northern Rivers Visual Arts Network and

the Northern Rivers Writers Centre have schemes to identify individuals and businesses with potential. However, there is no wider systemic capacity to pick the production ‘winners’ for investment or other support on the path to commercialisation or sustainability

� there is an opportunity to encourage private investment in the Creative Industries Marketing and market development � current weakness of regional branding beyond Byron, need to emphasise and

build upon other strengths also � untested capability for local governments to cooperate on joint Ci activity and

promotion � marketing activities parallel to those of the VAN project could apply to other Ci

sectors � absence of cooperative marketing structures (like Canberra Arts Marketing, or

commercial industries peak marketing and advocacy bodies) � low capacity of sole traders and SMEs to sustain marketing activity 4. FUTURE STRATEGY The Arts and Creative Industry Strategy for Northern Rivers is influenced by several factors: � the strengths which are evident from the preceding mapping exercise – for

example, in visual arts, festivals, education, screen industries, professional networks, community spirit and the distinctive environment which attracts creative workers and visitors to the region

� the need to address both cultural development and economic development � the dynamics and development opportunities of specific industry sub-sectors

which have been noted above � gaps and weaknesses which have been identified – in infrastructure, resourcing,

and access to markets


� the many opportunities which exist, and which could continue to stimulate employment, economic growth and healthy communities

� a sense of common values or principles The Strategy recognises that much arts, cultural and creative industries development will and should continue to occur at the local level. The aim is to explore areas where cooperation and coordination will be beneficial to the region, including initiatives which may only be possible if resources are pooled. However, it is also intended that acceptance of the principles and goals contained in this Strategy will flow on to the incremental adaptation of local plans – that local governments will seek to link their future plans to themes and proposals in this Strategy. This will not only influence the development of local arts, cultural and creative industries plans and strategies, but also influence economic development, tourism and other plans. The strategy is intended to influence and link with plans developed by NSW and Federal regional development agencies (e.g. Regional Development Australia and the Northern Rivers Regional Development Board) and to provide a Regional framework for investment This section of the Report proposes a Vision for the future, presents the underpinning principles which inform the Arts and Creative Industries Strategy, and highlights the Goals and Strategies which will drive practitioners, government and other agencies towards that Vision during the next few years.


5. VISION STATEMENT

The arts and creative industries will be accepted as a vital part of the lifestyle

and economy of Northern Rivers

5.1 Principles

The Strategy is framed by a set of principles which have been articulated by many during the consultation process: � recognition of the value of arts and creative industries to the region

� respect for local identity and distinctiveness, including our outstanding natural environment

� sustainability: cultural, environmental and financial – including assisting creative practitioners to generate a sustaining level of income

� regional efficiency and the avoidance of unnecessary duplication

� cooperation and partnership working

� commitment: including commitment to developments which may take five to ten years to realise

� practicality: prioritising what can be delivered in the short and medium-term, and being clear who will need to take a lead in making things happen

� flexibility and breadth: treating the Strategy as a framework not a straight-jacket, and recognising that opportunities and resources will arise unexpectedly

6. GOALS AND STRATEGIES The following six Goals will spearhead the Arts and Creative Industries Strategy: 7. Access and lifestyle: Residents and visitors will enjoy access to the arts through

a range of strategic facilities, festivals and community engagement programs 8. Education, training and professional development: We will encourage

creative practitioners and entrepreneurs to optimise their contribution to the region’s creative economy

9. Infrastructure and finance: We will plan resources cooperatively to sustain arts

and creative businesses at key stages of their development 10. Innovation and product development: We will support creative innovation and

the people who make it happen 11. Sales, marketing and distribution: We will enhance access to market locally,

nationally and internationally for our arts and creative businesses


12. Advocacy: Both within and beyond the region we will celebrate and promote our

arts and creative industries In this section, a brief commentary on the rationale behind each of these goals is provided, along with proposed strategies. In the following section, the strategies are supplemented with an indication of lead responsibility for implementation, resource implications, and proposed performance measures to gauge progress. Access and lifestyle: Residents and visitors will enjoy access to the arts through a range of strategic facilities, festivals and community engagement programs Rationale: The region’s lifestyle, including its natural and cultural assets, are a key reason why people choose to live here. It is important for us to keep this front of mind both in cultural and other aspects of planning. Attendance and participation at arts and cultural activities are not only part of healthy communities but, for some, the first steps on the road to professional or creative business development. The NSW State Plan places particular emphasis on participation as a promoter of social harmony and healthy communities, as do existing local government cultural plans within the region.

Education, training and professional development: We will encourage creative practitioners and entrepreneurs to optimise their contribution to the region’s creative economy Rationale: The first link in the ‘value chain’ of any industry is the development of capable individuals with an appropriate skill-set. From the first promptings at school, through specialised study at tertiary level, to continuing professional development whilst working or in business – there are a range of positive interventions which can build a stronger and more productive creative workforce. The evident success of the VAN initiatives for the visual arts can provide a foundation for similar support in other industry sub-sectors. Federal Government’s Enterprise Connect initiatives (Department of Innovation) suggest a growing interest at Commonwealth level in industry-focused business support services. Aligned with complementary State and regional policies there may be significant opportunities for region-specific initiatives in the next few years.

Infrastructure and finance: We will plan resources cooperatively to sustain arts and creative businesses at key stages of their development Rationale: With limited resources locally, regionally and State-wide it is important for us to avoid unnecessary duplication, and to focus investment and public subsidy in ways which maximise public benefit and industry sustainability. We cannot do everything, so we must invest selectively for greatest long-term impact. Partnership working will ensure we leverage our resources appropriately. More specific planning is needed to ensure region-wide acceptance of specific facility developments.

Innovation and product development: We will support creative innovation and the people who make it happen Rationale: Import substitution – the generation of work (and products) locally – is a key to a healthy creative economy, and supports the building of distinctive local culture and identity.


Stimulating and celebrating creative innovation will encourage more, and attract further enterprising individuals into the region. Previous comment on Federal Government Enterprise Connect is relevant here also.

Sales, marketing and distribution: We will enhance access to market locally, nationally and internationally for our arts and creative businesses Rationale: Many artists and small creative businesses have the idea, but not the finance. Some have the idea, the finance to start-up, but lack the connections, the marketing skills or the further capital needed to fully exploit their ‘property’. Helping to forge these connections to the market-place will sustain our creative practitioners and entrepreneurs and add to the distinctiveness of our region.

Advocacy: Both within and beyond the region we will celebrate and promote our arts and creative industries Rationale: The arts and creative industries are already a success story for Northern Rivers. They have the potential to remain so, and to be an integral part of the Northern Rivers brand. By promoting the sector we will also attract future partners and stakeholders.

7. IMPLEMENTATION The following tables present the specific strategies, break them down into more specific action programs, suggest scheduling for implementation, and identify the agency or agencies which will need to take lead responsibility for actioning each item. The action programs which are considered priorities have been emboldened. These are programs which are considered likely to have the greatest impact in developing the creative economy or enhancing community arts and cultural engagement. An indication of resource implications for each of these priority action programs has also been provided in a subsequent table. Some of the strategies call for further research. For example, while it is evident that improvements in performing arts facilities would benefit residents, visitors and creative workers or businesses, specific proposals need to be preceded by more detailed feasibility analysis and business planning than is practical within this over-arching regional Strategy. This will be needed to determine where and what form such facility improvements should take and, importantly, to present a compelling case for support to external agencies, including State and Federal Government. Where additional research or exploration is needed, this has been identified as an action program. In some cases, such as visual arts infrastructure, the case for support may already have been made – but there remains a need for a region-wide framework to avoid duplication or unhelpful competition for resources. Again, such further defining of the infrastructure requires more detailed discussion, particularly between each of the local governments, and this has been indicated in the action programs. The relative urgency of the various actions has been proposed through a ‘timeframe’ priority of A, B or C. These are broadly as follows:


A: for implementation between six and eighteen months following adoption of the Strategy B: between eighteen months and three years following adoption of the Strategy C: between three and five years following adoption of the Strategy Finally, while lead responsibility has been suggested for each of the actions, there remains the question of whether some common structure or agency will need to take overall responsibility for pressing forward with the actions recommended, for maintaining the momentum of implementation. In the case of the Western Sydney Arts Strategy, this role was effectively filled by a dedicated unit within State Government. In the case of Northern Rivers it is open to question whether it is necessary to identify an ‘implementation agency’ additional to the role which Arts Northern Rivers or the Creative Industries Consortium may play and, if so, what form that agency should take.

Access and lifestyle: Residents and visitors will enjoy access to the arts through a range of strategic facilities, festivals and community engagement programs

KPI’s (actual v target) � participation levels (local and visitor) � number of facility and public art developments

Strategies Action programs Timeframe

A, B, C Lead

Support the development and operation of a network of vibrant regional and community galleries in strategic locations

o Prepare a regional strategy for the development of visual arts facilities

o Benchmark staffing, finances, KPIs of non-metro regional galleries elsewhere nationally to establish appropriate standards for our regional and community galleries

o Maintain skills development of staff and volunteers across the network of galleries

A

A

ongoing

o ANR in partnership with local governments

o Regional Galleries Association of NSW

o Museums and Galleries NSW

Encourage best practice in museums interpretation, customer services, collection and conservation practices, where appropriate through clustering of resources

o Review and progress recommended actions from the Regional Strategy for the future sustainability of the Museums of the Northern Rivers

o Explore sharing of training and development opportunities across the network of regional and community museums

o Explore establishment of a Regional Museums Officer to provide support and advice to all the region’s museums

o Develop and adopt a joint museums marketing strategy

A

A

B

B

o ANR with local governments

o ANR with local

governments and Arts NSW Museums Program

Sustain the region’s diverse range of festivals, and reduce bureaucratic barriers

o Develop ‘how-to’ guidelines for festival managers – facilitate transfer of learning between festivals

B

o Arts NSW or Festivals Australia





A, B, C Lead

for existing and future festival entrepreneurs

o Identify nominated festival/event contacts with local government to guide through compliance and licensing requirements

o Continue ANR regional festival/events scheduling calendar to discourage date clashes

B

B

o Local government o ANR

Encourage high quality public art and informative, accessible art-trails throughout the region

o Establish commitment to public art and integrated artwork in all publicly funded construction programs and encourage adoption of integrated artwork within commercial developments

o Source training in public art commissioning and project management for relevant officers

o Commission a feasibility study and, if appropriate, development plan for regional art-trails

B

B

C

o Local governments o ANR o ANR with Tourism

NSW, and Australian Tourism Development Program

Prepare a regional strategy for the development of performing arts facilities

o Commission infrastructure strategy, including review of current infrastructure, benchmarking of infrastructure in other regions, and identification of priorities for the future

o Specifically, evaluate demand for a medium-scale performing arts centre in the region and its

B

B

o ANR with Local governments





A, B, C Lead

possible location and costs (i.e. feasibility study and business case); and address future role of NORPA and other key players

Adopt access strategies which encourage the widest attendance, participation and engagement (e.g. introduce a region-wide test-drive the arts scheme for residents and visitors)

o Source illustrations of audience development initiatives in regional and rural areas, and adopt selected initiatives locally and/or regionally

o Encourage regular profiling of audiences and visitors by galleries, museums, festivals, performing arts and other organisations – measure first-time attendances

o Explore the establishment of a regional arts and creative industries marketing consortium3

B

B

A

o ANR/Australia Council o ANR/Australia Council o Creative Industries

Consortium (CIC)

3 An arts marketing consortium is a shared resource for providing dedicated marketing services – such as training in marketing skills, commissioning local or

regional market/audience research, jointly purchasing advertising or other supplies. They have been a common feature of the arts in North America and the UK, and there are a small number of examples in Australia e.g. Canberra Arts Marketing. They are generally funded by their membership, with additional support from funding agencies.


Education, training and professional development: We will encourage creative practitioners and entrepreneurs to optimise their contribution to the region’s creative economy

KPI’s � attendance of trainees, participation levels � regional skills base, evidenced through periodic audit � employment of regionally-trained arts practitioners and creative entrepreneurs, evidenced

through destination surveys


A, B, C Lead

Develop and sustain business support and mentoring programs for creative businesses and arts organisations

o Ensure industry awareness of existing training and business support – from State and Federal Government, education institutions, industry associations

o Develop further customised flexible learning programs: on the job, after hours, on-line, one-on-one mentoring

o Secure funding for the Northern Rivers ‘Creative Broker’ positions for industry sub-sectors, and to facilitate linkage to markets

o Support creative and entrepreneurial development of Indigenous artists (see Indigenous Arts Business Centre below)

o Develop a pool and database of industry mentors (experienced and inducted)

o Establish creative industries Fellowships and internships

o Explore linkages to specialist training and business support services

B

ongoing

B

ongoing

B

B

C

o Northern Rivers Regional Development Board (NRRDB)/NSW Dept of Education & Training/SCU

o ANR/NRRDB/NSW Dept of

Education & Training o Arts NSW/NSW Dept of Education

& Training/NSW DSRD/Australia Council

o ANR with Arts NSW/ NSW Dept of Education & Training/Australia Council and local governments

o NRRDB/ANR/Federal Dept of

Innovation Industry Science & Research (DIISR)

o SCU/other tertiary providers o NRRDB


Education, training and professional development: We will encourage creative practitioners and entrepreneurs to optimise their contribution to the region’s creative economy

KPI’s � attendance of trainees, participation levels � regional skills base, evidenced through periodic audit � employment of regionally-trained arts practitioners and creative entrepreneurs, evidenced

through destination surveys


A, B, C Lead

elsewhere in NSW and in South East Queensland

o Undertake periodic research into evolving industry advice, support, training needs

biennial audit

o NRRDB/DIISR/Australia Council

Increase collaboration amongst education and training providers

o Establish a multi-stakeholder creative industries education and training roundtable

o Seek area/industry sub-sector specialisms to minimise duplication

o Clarify (for practitioners) potential pathways between High Schools, TAFE, other Vocational Providers, and careers/business start-ups in Creative Industries

A

B

B

o NRRDB/SCU/ARTS NR/NSW DET o DET with regional providers

Advocate for alignment of Federal and State Government programs to regional industry needs

o Provide periodic feedback to Government from surveys/audits and round-table discussions

o Invite Government participation/observation at round-tables

o Document case studies of Ci business developments, and their support needs

six-monthly

ongoing

C

o NRRDB/ANR o NRRDB


Infrastructure and finance: We will plan resources cooperatively to sustain arts and creative businesses at key stages of their development

KPI’s � retention and expansion of cultural and heritage infrastructure � retention and development of industry networks � leveraged resources from sources outside the Region � leveraged resources from non-government sources


A, B, C Lead

Coordinate investment in physical infrastructure across the region, including facilities for production, exhibition, performance

o Develop regional visual arts and performing arts facilities strategies, as above (Access and Lifestyle)

o Review existing public infrastructure– e.g. community halls, libraries, galleries, to identify opportunities for enhanced use of current assets, and integration or clustering of cultural facilities where advantageous

o Commission regional audit of private infrastructure to identify opportunities for enhanced use of current assets

o Support the development of creative industries incubators and affordable workspace

o Progress development of the Indigenous Arts Business Centre (business modelling, securing resources, key appointments – see IABC Business Plan 2008-2010)

o Advocate for access to broadband and e-connectivity throughout the region

A and B

B

C

A

A

o ANR with local governments o Local governments o Local governments/

NRRDB/DSRD/ DIISR o IAAG, Arts NR, DEWHA,

DEEWR o NOROC

Encourage planning and delivery alignment where practical

o Encourage all local governments to develop and adopt arts and creative industries plans

B

o Arts NSW, DSRD, ANR





A, B, C Lead

o Share cultural and creative industries staffing on a regional or sub-regional basis where advantageous

o Periodically review delivery of arts and cultural services to clarify where local, sub-regional or regional arrangements are most appropriate

C

biennial

o Local governments

Secure long-term industry representation, support, development and networking arrangements

o Confirm ANR future structure, and develop clear service agreement between ANR, local governments and State Government

o Confirm other industry representation arrangements

o Commit to longer-term funding for ANR and other agreed industry associations

A

A

B

o ANR/CIC/local governments/Arts NSW

o industry associations/CIC/

Arts NSW/local governments

o Local governments, Arts NSW

Build and disseminate regional industry knowledge

o Develop and maintain accessible industry databases (e.g. suppliers, practitioners, professional development resources)

o Commission periodic research to track progress in the development and evolution of the arts and creative industries in the region4

C

ongoing

o CIC o ANR/NRRDB

4 Key elements to be tracked in such research might include, for example: employment levels, business start-ups/retentions, public participation levels, sales

growth, new products and services





A, B, C Lead

Sustain investment in the creative industries

o Commit to longer-term (3 to 5 year) funding agreements for key regional organisations to encourage best practice forward/strategic planning5

o Explore the establishment of a regional business sector ‘pairing scheme’ to stimulate sponsorship and other business partnerships

o Explore funding models to accelerate creative businesses in the region including, for example, a micro-finance or low-interest loan scheme (see Infrastructure and Finance)6

o Deliver Ci presentations and host round-table sessions for banks and other financial institutions in the region to improve industry knowledge and understanding

B

B

C

biannual

o Local governments/Arts NSW/DSRD/Australia Council/other Federal funding

o ANR/Australia Business Arts Foundation

o DSRD/Federal Government o NRRDB

5 This would include, but not necessarily be limited to, the key regional galleries and museum, NORPA, Arts Northern Rivers, and potentially other strategic

organisations 6 What is suggested here is that separate funding (or a separate decision-making process) be identified for businesses/concepts that have evolved beyond

this stage. The levels of funding required, risk profile and terms of funding are likely to differ for this ‘acceleration’ stage, and would be more selectively applied.


Innovation and product development: We will support creative innovation and the people who make it happen

KPI’s � available workspace for creative businesses (by unit or m2) � in-migration of creative practitioners and entrepreneurs new services and products


A, B, C Lead

Support networking which brings together suppliers, investors, customers

o Host First Tuesday (or similar) events to encourage social/business networking

o Explore the establishment of an annual or biennial ‘Arts and Creative Industries Expo’ to showcase regional creative product

o Convene the Creative Industries Consortium

B C ongoing

o ANR o ANR/NRRDB

Celebrate arts and creative leadership and success stories

o Establish Arts and Creative Industries Awards to celebrate innovation

o Establish arts or Ci Fellowships (see Education/Training above)

o Encourage press, media, internet coverage of arts/Ci successes

B B ongoing

o ANR o SCU and other

tertiary providers o CIC

Focus investment strategically o Explore potential product development linkages between tourism, heritage and culture, including but not confined to, Indigenous cultural tourism development

o Establish modest, competitive proof-of-concept funds and early development seed funding to test commercial potential of Ci products and services

o Explore funding models to accelerate creative businesses in the region including, for example, a micro-

A B

o NR Tourism o DSRD, Federal

Govt DIISR


Innovation and product development: We will support creative innovation and the people who make it happen

KPI’s � available workspace for creative businesses (by unit or m2) � in-migration of creative practitioners and entrepreneurs new services and products


A, B, C Lead

finance or low-interest loan scheme (see Infrastructure and Finance)7

o Establish strategic alliances with sources of specialist Ci development expertise, e,g. national Creative Industries Innovation Centre (currently being established) to assist in investment decisions

B B

o DSRD/Federal Government

o ANR/SCU

7 Proof-of-concept/seed funding is for early (pre-production) development of an idea or business proposal. What is suggested in this action is that separate

funding (or a separate decision-making process) be identified for businesses/concepts that have evolved beyond that initial stage. The levels of funding required, risk profile and terms of funding are likely to differ for this ‘acceleration’ stage, and would need to be more selectively applied.


Sales, marketing and distribution: We will enhance access to market locally, nationally and internationally for our arts and creative businesses

KPI’s � website hits, and other web-targets � number of retail outlets for creative products, and stocking regionally–produced creative products � databank usage � consolidated arts and creative industries income generated


A, B, C Lead

Enhance connections to market o Establish local area arts and creative shop fronts to support and nurture creative opportunities

o Develop an arts portal to enhance the arts and creative industries’ web presence

o Create a centralised, evolving databank of cultural industry services and cultural audiences

o Support community radio and other local media; encourage coverage of regional product

C B B C ongoing

o ANR o ANR/CIC/RDA/

DSRD o ANR/CIC

Build marketing skills and resources o Explore the establishment of a regional arts and creative industries marketing consortium (see Access and Lifestyle)

o Support provision of sales and marketing skills development programs by training providers

o Identify regional ‘marketing mentors’ o Disseminate learning from VAN marketing initiatives –

review applicability for other sub-sectors

ongoing B B

o CIC o NRRDB/CIC o CIC o ANR


Advocacy: Both within and beyond the region we will celebrate and promote our arts and creative industries

KPI’s � adaptation of local and regional plans to incorporate cultural dimensions � media coverage � numbers of non-creative industries briefing participants(e.g. hoteliers)


A, B, C Lead

Build advocacy into our planning frameworks

o Encourage all local governments to develop and adopt arts and creative industries plans (see Infrastructure and Finance)

o Adopt cultural planning as the ‘fourth pillar of sustainability’ alongside, economic and social and environmental plans

o Explore feasibility of a biennial or triennial creative industries conference focused on non-metro Ci development

B C C

o Local

governments/ State Government

Leverage our communication opportunities

o Encourage press, media, internet coverage of arts/Ci successes (see Innovation and Product Development)

o Facilitate training in media management to promote positive stories for the region

o Creative chatter: encourage everyone to talk about arts and creative industries in the region – the taxi drivers, hoteliers, shopkeepers.

ongoing B ongoing

o CIC/Marketing

Consortium

Leverage our strategic relationships o Communicate regularly with relevant State and Federal Departments and agencies

o Explore how NOROC can assist with local government engagement and coordination

A B


8. PRIORITY ACTIONS AND RESOURCE IMPLICATIONS The following table focuses on action items which are considered to be high priority. In each case the first delivery partner identified is intended to accept a leadership role for implementing the item. Key steps or milestones in implementing the actions are also identified. Resource implications are suggested, excluding officer time and modest travel or administrative costs (for this reason, some items do not have any resource cost defined here).

Priority action programs Delivery partners Timeframe Milestones Resource implications

Prepare a regional strategy for the development of visual arts facilities

o ANR in partnership with local governments

o Arts NSW o Museums and Galleries

NSW

A o commission consultant or allocate officer time

o completion of draft strategy

o stakeholder adoption

Consulting costs c.$35,000 (one-off)

Review and progress recommended actions from the Regional Strategy for the future sustainability of the Museums of the Northern Rivers


o Museums and Galleries NSW

A o endorsement of strategy by local governments

o development of individual museum strategies

o appointment of professional staff to museum hubs

Officer or consulting time to develop individual strategies. Salaries of museum hubs staff.

Establish commitment to public art and integrated artwork in all publicly funded construction programs and encourage adoption of integrated artwork within commercial developments

o Local governments o Arts NSW

B o develop public and integrated art guidelines and case studies

o adopt guidelines o implement awareness

program amongst stakeholders

Included in costs of each development



Commission infrastructure strategy, including review of current infrastructure, benchmarking of infrastructure in other regions, and identification of priorities for the future


o Arts NSW

B o commission consultant or allocate officer time

o completion of draft strategy

o stakeholder negotiation on priorities

o stakeholder adoption

Consulting costs c.$35,000 (one off - full feasibility for performing arts facility c.$75,000)

Explore the establishment of a regional arts and creative industries marketing consortium

o Creative Industries Consortium (CIC)

A o review Australian and overseas models

o prepare options and resourcing models

Consulting costs c.$15,000 (one-off)

Secure funding for the Northern Rivers ‘Creative Broker’ positions for industry sub-sectors, and to facilitate linkage to markets

o ANR/Arts NSW/NSW Dept of Education & Training/NSW DSRD/Australia Council

B o articulate broker roles and industry benefits

o negotiate pilot program with stakeholders

Full-time, part-time or contract-based positions (between two and five, depending on scope of pilot and subsequent program)

Develop a pool and database of industry mentors (experienced and inducted)

o NRRDB/ANR/Federal Dept of Innovation Industry Science & Research (DIISR)

B o articulate mentor roles and benefits; define pro bono and fee-paid arrangements

o search and recruit within the region

o induction

Administration, coordination and expenses – $25,000 - $50,000 (per annum)

Establish a multi-stakeholder creative industries education and training roundtable

o NRRDB/SCU/ARTS NR/NSW DET

A o define terms of reference and schedule of meetings

o appoint representatives

-

Support the development of o Local governments/ A o review Australian and One-off costs range upwards



creative industries incubators and affordable workspace

NRRDB/DSRD/ DIISR overseas models o develop options/models o confirm priority areas in

the region for sector-specific incubators and workspace centres

o pilot 1 – 2 developments

o review and extend range of locations

from $500,000 for adaptation of existing building. Continuing operating costs include administration and mentoring (but may be integrated with existing organisations and proposed mentoring pool)

Progress development of the Indigenous Arts Business Centre

o IAAG, Arts NR, DEWHA, DEEWR

A o implementation of arts development program

o funding of Indigenous Arts Business Manager for 2009 and beyond

o implementation of business and marketing program

o establishment of workshop facilities

Salary for continuation of Indigenous Arts Development Officer Salaries or fees for Indigenous Arts Business Manager, Consultants and Administrative Trainee

Confirm ANR future structure, and develop clear service agreement between ANR, local governments and State Government Confirm other industry representation arrangements

o CIC/ANR/industry associations/local governments/Arts NSW

A o develop options for ANR’s scope and that of other associations

o explore alliances, co-location and alternative inter-agency structures

o confirm medium term objectives for ANR and other agencies

-



o select preferred option o review best practice

agreements for service agencies

o draft agreement

Commit to longer-term (3 to 5 year) funding agreements for key regional organisations to encourage best practice forward/strategic planning

o Local governments/Arts NSW/DSRD/Australia Council/other Federal funding

B o integrated with previous item

Not a proposal to increase level of funding, but to make longer-term commitment

Explore the establishment of a regional business sector ‘pairing scheme’ to stimulate sponsorship and other business partnerships

o ANR/Australia Business Arts Foundation

B o review national and regional models from Australia and UK

o prepare options and preferred option

o confirm local and regional investment into scheme

o pilot

Would require match-funding from local, regional or State sources. However, matching ratio and total fund level can be pre-determined.

Establish modest, competitive proof-of-concept funds and early development seed funding to test commercial potential of Ci products and services

o DSRD, Federal Govt DIISR

B o review similar creative industries investment models in SE Qld, Tasmania and NZ

o develop model o confirm local and

regional investment into scheme

o pilot

Suggested budget of $30,000 - $50,000 per annum



Develop an arts portal to enhance the arts and creative industries’ web presence

o ANR/CIC/RDA/ DSRD

B o confirm purpose, scope and functions

o confirm arrangements for maintenance and update

o pilot o promote

$10,000 - $15,000 to establish customised website, plus hosting and maintenance costs

Northern Rivers Arts and Creative Industries Strategy 2008-2012 Draft Report Prepared for Arts Northern Rivers by Positive Solutions August 08

9. A POSSIBLE FUTURE A series of ‘visioning workshops’ was held during the consultation process to develop the Strategy. Practitioners, entrepreneurs, educationalists and others shared their views on how they wanted to see the arts and creative industries developing in the region. This led to the production of a Vision paper which was critiqued at a second series of workshops. A copy of the Vision paper is included at Appendix 3. The following is an edited summary. It provides a scenario of what the arts and creative industries in Northern Rivers could look like in the future. The ideas and illustrations included are not endorsed proposals – they are hypotheticals, an indication of what is possible in the longer term. Each section of the ‘possible future’ is accompanied by a statement of implications or issues.

9.1 Lifestyle

Lifestyle will continue to be a key strength of the Region. The arts will contribute significantly to the distinctiveness of that lifestyle – through nationally and internationally renowned festivals; through three high quality, professionally-curated public galleries (including the new Margaret Olley Arts Centre in Lismore), dynamic community galleries and a number of commercial and artist-run spaces; and through NORPA, one of only two regionally-based theatre production companies in the country. The State’s leading Indigenous Arts Centre will be based in Lismore, and include a workshop and marketing centre for quality Indigenous creative products from across the region. The celebrated Tweed Regional Museum will be linked to a network of community museums with important hubs in Lismore, New Italy, Yamba, Grafton, Kyogle and Casino, as well as the new Arakwal Indigenous Cultural Centre in Byron Bay. Festivals and creative markets continue to draw high-spending interstate and international tourists. Each of these elements will play its part in a healthy and growing tourism economy. Bundjalung Cultural Tours will have become a well-established and valued part of the cultural tourism landscape, The region will accommodate a cluster of ‘art trails’, and gain a reputation as one of the world’s focal points for art in the environment. Implications: � quality lifestyle, combining beautiful natural environment with easy access to

major facilities, and a powerful sense of community, was stressed by many consultees. It drives population growth and attracts creative practitioners. Preserving and building upon this strength needs to figure in all aspects of regional planning

� arts and cultural facilities and activities are an increasingly important part of this lifestyle, perhaps especially amongst recent migrants into the region – but there are gaps and weaknesses which remain to be addressed


9.2 Infrastructure

People, networks and communications will be highly valued. The region will boast creative residencies and Fellowships (one based out of SCU, and one linked to the Region’s Adult Community Education (ACE) Colleges), which emphasise the importance of experience and leadership, which celebrate professional success, and which provide the post-holders with two-years’ support to develop ideas and initiatives. One of the residencies will be quarantined for a manager or entrepreneur in the creative sector. The region will be possibly the only non-metropolitan location to host regular First Tuesday networking events – where practitioners, small business owners and venture capitalists come together to exchange notes and explore possible links. These rotate between three regional locations. Alongside these relatively informal events, more high-energy one-to-one pitching and matchmaking sessions will take place, building upon the early experiences of the Visual Arts Network project. Arts Northern Rivers, will be re-badged, perhaps as Northern Rivers Creative, and will have a remit to provide support, advocacy and industry development services across the arts and creative industries, although architecture, planning, advertising and marketing will continue to be serviced by their dedicated professional associations. Five industry specialists will head up the different sections of Northern Rivers Creative, which will have secured support from all three levels of Government, and which will generate income from professional development services. Northern Rivers Creative will also facilitate communication and interaction between industry practitioners, through electronic forums, dedicated web rooms, and regular round-table sessions. Four of the region’s smaller local governments will share two cultural development officer staff and an assistant. There will be monthly round-tables between all the CDOs in the region, quarterly joint meetings with economic development and tourism staff, and six-monthly progress reports to the General Managers. There will be several sector-specific incubators and physical clusters in the region. The IT/games software sector is supported by an enterprise centre, which not only provides accommodation for over a wide range of small businesses, but also provides a suite of mentoring and business acceleration services. The centre houses post-production companies, and has close links with the Gold Coast’s film industry. A joint bid by several of the centre’s tenants has secured a contract for the adaptation of games software for museum and gallery interpretation which has a potential world-wide market – but it’s being trialled in the region’s galleries and museums. Byron Bay’s creative industries estate will accommodate a design and visual arts incubator which, in turn, houses several retail outlets – including fashion businesses -- and a new exhibition space. The curatorial program and a residency scheme will be managed through partnerships with the regional galleries in the region as well as other contemporary arts centres in Sydney and Brisbane.


Implications: � professional isolation – a natural consequence of working away from major

conurbations - is a constraint on the skills development and access to market of many creative practitioners. Connecting such practitioners to each other and to sources of support (and customers) will need to be prioritised in future strategy

� the region’s industry associations need to be consolidated to maximise their longer-term prospects for survival. These service agencies have proved an essential part of network building and business skills development, but they lack critical mass

� lateral thinking and a high degree of cooperation will be needed to ensure that the smaller local governments benefit from and contribute to the region’s creative strengths

� globally, specialised incubators and affordable, managed workspaces have stimulated industry growth – including in the creative industries. Government, education institutions and the private sector all have a role to play in securing such infrastructure

9.3 Our products and services

The Region will become known for its high quality clothing, accessories, crafts and design retail outlets – with a particular emphasis on sustainable products and practices. A region-wide signage scheme draws the visitor to these retail outlets. However, the majority of customers are outside the region, served through retailers keen to stock Northern Rivers product, and through online sales, via the virtual shop and linked e-commerce sites on the region’s creative industry web portal. The Region will continue to be home to a large number of successful visual artists. Their presence is a strong attractor, not only for the cultural tourist, but also for many younger artists who benefit from interaction with established practitioners through the tertiary sector, and the professional development programs run by Northern Rivers Creative and other agencies. NORPA will link with tourism interests and the museums sector to create two productions drawing on the recent and not so recent history of the region. These small-scale shows are targeted at the visitor, and designed to be performed in a wide variety of informal spaces. They are being recorded for high-definition on-demand screening at a number of regional locations – as well as at international tourism expos. Design, advertising and marketing, software development and writing (in its many forms) continue to be the most significant areas of creative employment in the Region. Increasingly, the interactions between the ‘growth’ sectors and other significant areas of the creative industries – including music and the performing arts, film and tv, and the visual arts and crafts – are recognised as a mutual dependency. The creative ‘ecology’ also both builds upon and fuels the tertiary sector and a range of business support services. Implications: � the region’s brand can be built across a range of dimensions – including gaining a

name for specialist product areas


� there are significant opportunities for cultural tourism development – the challenge will be to harness existing assets, particularly in the performing and visual arts, heritage and Indigenous cultural fields

9.4 Finance

Government funding will remain as competitive as it has ever been. However, there are three new sources of finance. First, the region’s seven local governments and the NSW government have agreed a joint-funding program to meet the core costs of Northern Rivers Creative for the next six years, linked to biennial performance reviews. This has provided stability, enabling Northern Rivers Creative to establish a strong team of staff and mentors. Industry membership has doubled under this scheme and local businesses/practitioners have reduced dependence upon government funding. Secondly, through a partnership with one of the major banks a regional micro-finance scheme has been established, providing low-interest loans to small creative businesses. The micro-finance scheme looks set to be replicated in a number of other sectors. Third, there is strong investment in of hard and soft CI Infrastructure from the Federal Government. Implications: � support from Government will be essential for building and maintaining cultural

infrastructure, but a high degree of dependence on public sector funding for other aspects of creative industries development is unrealistic and undesirable. The region’s key agencies will need to explore a range of alternative financing mechanisms

� industry support associations with a strong service delivery brief will continue to need public support – their activities are inherently uneconomic, even if their aim is to help their customers and members become commercially successful

9.5 Education and Training

Southern Cross University (SCU), the North Coast Institute of TAFE, SAE, the network of ACE Colleges, and other education and training providers will work to operate collaboratively. Six-monthly round-table meetings between education and training providers, State Government and Northern Rivers Creative occur to monitor industry trends and needs, and to respond to these. Cooperative links will also occur with Griffith and Bond Universities on the Gold Coast, QUT Creative Enterprise Australia in Brisbane, and UTS, in relation to media, music, business and other sector and skills needs. SCU part-underwrites the letting of several spaces within the Byron Bay and Tweed Heads incubators, to provide temporary start-up space for their most promising creative entrepreneurs. Implications: � the education sector has invaluable human and other resources to benefit the

arts and creative industries. Greater communication between education and training providers, and between them and arts and creative industry practitioners, will unlock these resources more effectively

� building regional strength in this area will benefit the education institutions as well as the creative industries


10. NEXT STEPS � Circulation to key stakeholders for comment (local government, agreed regional

bodies, State government departments/agencies, Creative Industries Consortium) � Meeting with local government GMs and Creative Industries Consortium � Preparation of local government individual reports Positive Solutions PO Box 765 New Farm QLD 4005 Phone/Fax: ++ 617 3891 3872 Email: [email protected]

Website: www.positive-solutions.com.au

Northern Rivers Arts and Creative Industries …...Northern Rivers Arts and Creative Industries...

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