Queensland Arts Industry Sector Development Plan

1. Evaluation Report Queensland Arts Industry Sector Development Plan

2. What is the Queensland Arts Industry Sector Development Plan? Scott Redford, The High/Perpetual Xmas, No Abstractions at the Queensland Arts Gallery, 2008.

3. The 2007-2009 Plan • First Queensland Arts Industry Sector Development Plan signalled a new, collaborative approach to Government and the arts industry working together • Developed through extensive state wide consultationwith arts industry partners • A three year plan to develop arts and culture in Queensland from 2007 to 2009 • Outlined an industry development framework and set a clear direction for Government and the sector • Released by Arts Queensland in February 2007

4. The Strategic Priorities for 2007-2009 Zen Zen Zo Physical Theatre Sub-Con Warrior 2.0 Photo: Morgan Roberts

5. 6 Strategic Priorities 2007-2009 • Fundingreform – Developing flexible funding models to support emerging policies and priorities • Regional–Increasing infrastructure and support for regionally based artists and art organisations • Audiences– Enhancing audience development and focus on the arts • International – Increasing international touring and exhibitions of Queensland artists and companies and export of Queensland product • Indigenous arts and culture – Promoting stronger Aboriginal and Torres Strait Islander arts and culture • Strengthening the sector – Strengthening the viability and growth of the arts sector

6. What does this presentation cover? The Boat People. Photo: Sylvana Macarone

7. Presentation outline • Why review the Plan? • How did we review the Plan? • What has the Plan achieved so far? • What did our stakeholders tell us needs to change? • What are the key issues and opportunities from 2010 to 2012?

8. Jill Chism, Chi for Goia, mangroves at Cape Tribulation Beach. Photo: Jill Chism Why review the Plan?

9. Reasons for reviewing the Plan • Public commitment made by Arts Queensland in the Plan to: • Provide progress report after 12 months (released September 2008); and • Conduct evaluation after two years of implementation • Consider how to consolidate and maximise the outcomes of early successes from the implementation of the Plan including: • Backing Indigenous Arts initiative • Press Play: Contemporary Music Strategy • Coming to a Place near You: Touring Strategy • arts culture + me: Children and Young People Strategy. • Need to remain relevant and responsive to the current challenges: • global financial picture • shifting audience demographics and consumption patterns • Arts Queensland’s commitment to working collegiately

10. How did we review the Plan? Jill Chism, Gaia #2, former mangrove swamp Cockle Bay, Magnetic Island. Photo: Jill Chism

11. What we looked at in the evaluation Arts Queensland examined: • The arts and cultural sector’s understanding/engagement with strategic priorities and direction outlined in the Plan • Sector feedback on implementation of key initiatives and programs • Identifying key issues and opportunities for the sector in the next three to five years • The progress made under the Plan’s six strategic priorities.

12. Our approach to evaluating the Plan • Conducted over 4 months from mid-August to mid-December 2008 • Key evaluation activities included: • An online survey of 570 stakeholders • A progress report and consultation questions • Face-to-face interviews with key stakeholders in the broader arts portfolio • Phone interviews with key partners in local, state and federal government • The evaluation team also analysed: • Arts Queensland data sets • grant acquittals • project reports • annual reports of the organisations across the arts portfolio

13. Survey Frame ``

14. Rating the implementation of the Plan

15. What has the Plan achieved? Koiki, The Dreaming Festival 2007. Photo: Jason Henry

16. Strategic priority 1 – Funding reform RRRRSignificant progress made • Arts Queensland completed the redesign of all grant funding programs • The s2m Program and Industry Development Initiatives have reduced funding ‘lock-up’ and seen successful new entrants. • Over the last three years, Arts Queensland has provided double-digit funding growth to the arts sector (overall funding growth of $29 million)

17. Strategic priority 2 - Regional RR Some progress made • Local council amalgamations brought some uncertainty to regional communities - redeveloping local cultural plans presents opportunities to reinvigorate arts and cultural support, programming and infrastructure. • New approaches to service delivery currently being piloted via Industry Development Initiatives with Arts Queensland in partnership with the Australia Council.

18. Strategic priority 3 - Audiences RR Sound progress made • Audiences for organisations funded under the previous Cultural Infrastructure Program, the major performing arts organisations and at the Cultural Centre have increased over the last 3 years.

19. Strategic priority 4 - Indigenous arts and culture RRRR Significant progress made • Focus on increasing support and infrastructure for Indigenous arts and culture under Backing Indigenous Arts in Far North Queensland. • Need to leverage additional funding to expand the building skills and opportunities program to other parts of the state.

20. Strategic priority 5 - International RRR Good progress made • Progress in artform areas of: • Contemporary music • Design • Indigenous visual arts and crafts • Since the Plan’s release, Arts Queensland has invested over $1 million in international activities and almost $630 000 in national activities

21. Strategic priority 6 - Strengthening the sector RR Some progress made • New initiatives to build skills in securing philanthropy and to strengthen governance in place • Evidence of strong partnering within and between stakeholders in the arts and cultural sector • In the context of the economic downturn, there is an ongoing need to enhance support programs to ensure effective arts business models

22. More detail online For more detail from the complete evaluation report including vignettes from funded arts organisations visit: www.artsqld.gov.au/policy/sectordevplans.html

23. What did stakeholders Say needs to change? Julie Eckersley in The Window. Photo: Fiona Cullen

24. Key feedback themes • Artistic quality and vibrancy is a foundation stone for sustainability • Built infrastructure is a key element of a vital arts and cultural sector • The redesign of funding programs and streamlining grants administration • Support for arts and culture in regional Queensland • Local government – impact of amalgamations and potentialpartnershipsfor arts and cultural development • Positioning Queensland in national and international contexts • Increasing participation in arts and culture • Clarifying Arts Queensland’s role • Build shared understanding and leadership in the rollout of the Plan

25. What the feedback said Indigenous Music Workshop and Showcase. Photo: david Campbell

26. Sector feedback On artistic quality and vibrancy“Stakeholders said:” • Current Plan does not articulate the importance of artistic quality and vibrancy for sustainability • Building the sustainability of the arts and cultural sector needs inter-related drivers of: • supporting quality and innovation in artistic work and services • growing audiences and community participation • enhancing organisation’s operational efficiency • strengthening financial viability • Need for artistic quality and excellence to be defined for different contexts/artforms • ‘Quality’ should not exclude new artists, creative processes, and audiences

27. Sector feedback On built infrastructure“Stakeholders said:” • Plan needs to better articulate the role of state-owned arts and cultural infrastructure in delivering the Plan • Role of arts statutory authorities, major performing arts organisations, signature festivals as sector leaders and key partners is not articulated • Significant unrealized capacity to be leveraged from the broader arts portfolio to deliver strategic priorities • Advocacy for capital infrastructure funding to maintain, upgrade or build regional cultural infrastructure essential for vibrant and healthy sector

28. Sector feedback On grants and funding“Stakeholders said:” • Enhanced grant amounts and rolling cycle for Career Development Grants provided timely funds for emerging opportunities • New Industry Development Initiatives Program was seen as offering flexibility and a responsiveness to meet emerging priorities • Renewal of the small to medium sector was necessary and welcomed new entrants • The reform process was hampered by its cost-neutral implementation • AQ to advocate for increased funding underpinned by robust evidence • Need to simplify grant application and acquittal processes • Greater transparencyin the assessment process and role of industry experts with more feedback on unsuccessful applications

29. Satisfaction with service - s2m program

30. Sector feedback On arts and culture in regional Queensland“Stakeholders said:” • There is a need for strong partnerships to enhance support and service delivery in regional, rural and remote Queensland • Issues and opportunities identified included: • need for improved information sharing on funding opportunities and services • improving artists’ access to professional development and networking • need to build local community capacity to support arts and cultural development • support for and skilling of volunteers

31. Sector feedback On local government amalgamations/partnerships“Stakeholders said:” • Local council amalgamations had impacted the awareness and rollout of the Plan and created differing degrees of traction in different regions • Opportunity to refresh and better align local cultural plans following council amalgamations • Opportunity for Arts Queensland to forge partnerships with councils to focus on outcomes and engage local government in implementation of the Plan

32. Sector feedback On positioning Qld nationally and internationally“Stakeholders said:” • The key theme of ‘Queensland stories’ in the current Plan is too narrow, prescriptive and parochial • Shift focus to ‘stories from and by artists and communities in Queensland’ to include diversity and migrant histories • Emphasis on ‘Queenslander-ness’ undercuts more important tasks of national/international market development and profiling of Queensland artists • Advocacy for programs to facilitate exchanges and residencies between Queensland and international artists and arts organisations

33. Sector feedback On increasing participation in arts and culture“Stakeholders said:” • Plan needs to reflect/strategize cultural heritage and collections role • A more comprehensive articulation of ‘creative communities’ is needed • Emphasised importance of investing in more rigorous models ofcommunity engagement • Called for increased recognition of and funding forpro-amateur arts and cultural activities • Enhanced support forfestivals • Stronger links between artists and education institutions to increase participation

34. Sector feedback On clarifying Arts Queensland’s role“Stakeholders said:” • Need for Arts Queensland to clearly explain its role as: • funder • partner • advocate • government interpreter for the arts and cultural sector Clarify Arts Queensland’s capacityto undertake and share findings of: • strategic research • data analysis • evaluation

35. Sector feedback On the rollout of current plan“Stakeholders said:” The implementation of the Plan would be significantly improved by: • a feedback loop as part of AQ’s consultation with the sector • improved ongoing communications with the sector • inviting representatives from the sector to share the leadership and oversight for implementing the Plan

36. What are the issues and opportunities? Expressions Dance Company at the Test Drive launch. Photo: Phil Hargreaves

37. Issue 1 - Impact of the global economic downturn Economic challenges • negative impact of the global economic downturn • discretionary spending slows • corporate sponsorship, philanthropy and volunteering thins out • increased competition for new investment from government • relatively small decreases to revenue streams = big impact on arts organisations Creative challenges • arts and culture can have a key role to play in ‘hard times’ • bring meaning and enjoyment to people’s lives • facilitate self-expression & encourage people to reflect on the world • opportunitiesand demand for high quality, accessible and affordable community arts and touring productions

38. Issue 2 - Demographic changes in Queensland Demographic challenges • rapid population growth in SEQ • population declinein parts of rural Queensland • a range of impacts in mining communities Infrastructure challenges • pressures on existing built arts infrastructure • lack of access/affordabilityfor artists to studio spaces and for arts and cultural organisations to facilities Opportunities for the arts and cultural sector • to profile arts-led policy responses in tackling of social issues • inform government infrastructure/capital works projects to leverage outcomes for creative precincts and arts and cultural spaces

39. Issue 3 - Partnerships and advocacy The challenge of relevance • Demonstrating how creativity and the arts and cultural sector can contribute to : • social inclusion and community well-being • innovation and building a strong economy • visioning environmentally sustainable futures • Building a stronger evidence base to demonstrate instrumental values and outcomes Opportunities for building stronger partnerships • Council amalgamations create an opportunity to strengthen positioning of arts and culture to: • lead the delivery of local agendas • enhance the provision of quality arts and cultural experiences • Need to expand/strengthen partnerships across government and establish partnerships with the corporate and community sectors