Frankston_Arts_Strategy.pdf - Frankston Arts Centre

land...sea...Living on the Edge...Image: John Gollingcity...bush...Image: Steve BrownTORQUE P/L

CONTENTS5 INTRODUCTION TO THE ARTS STRATEGY7 FRANKSTON’S CULTURAL CONTEXT9 CONSULTATION FINDINGS11 ARTS STRATEGY FRAMEWORK12 PROGRAM DIRECTIONS13 ACTION PLAN15 CONCLUSIONFrankston Arts CentreImage: Dan Magree© FRANKSTON ARTS STRATEGY 2011–2015 | 3

The arts deepen our understandingof who we are…interpret and challengewhere we are…strengthen our judgment of where wewant to be…inform our identity…and assist us to gaina new sense of our future…

INTRODUCTION TO THE ARTS STRATEGYFrankston City Council, in developing an Arts Strategy Plan forthe municipality of Frankston, has established a planning anddevelopment framework that articulates the community’s visionand objectives, the future arts program directions and the keypriorities for Council’s strategic action.Integral to the development of the arts strategy was aconsultation process with key community stakeholder groups.The community’s expressed need and interest is highlighted inthe outcomes of the consultation where the arts were identifiedas key community action driver to nurture creativity, supportartists, activate community engagement, align new businessin arts partnerships and also propose the arts play a role in therenewal of the City’s Central Activities Area (CAA) and cityenhancing the civic and community identity of Frankston. Inaddition, key Council Reports such as Frankston City Council’sCouncil Plan 2011-2015 and the Frankston City CouncilEconomic Development Strategy 2011 provided importantbackground information and assisted the strategic positioningof this Arts Strategy.Frankston Council Plan (2011-2015)The Council Plan has six key strategic objectives: WellGoverned; A Safe City; A Vibrant and Healthy Community; AWell Planned; Well Built and Well Maintained City; A Clean andGreen City; and a Place of Business Prosperity that valuesLearning. These six objectives and what they embrace allsupport the notion of a City that is also artistically and culturallyvibrant and one that can support creative endeavour as wellas providing a broad range of enriching arts and culturalexperiences for the broader community. In addition to theseobjectives, a set of core values articulated in Council policy;Community, Respect, Excellence, Accountability, Teamwork,Integrity and Sustainability will help Council achieve the overallcommunity vision. These values provide an important contextin which to develop the Arts Strategy.Economic Development Strategy 2011Central to Council’s Economic Development Strategy 2011 isto provide structure for the achievement of Council’s EconomicVision for the City. As such, four themes have been identifiedby Council to support this strategy: Sustainable Economy;Innovative Economy; Inclusive Economy; and a PreferredPlace to live, learn, work, visit and invest. These four themesprovide an important context in which to position strategies tosupport arts and cultural development; strategies that can notonly support community engagement in arts and culturalexperiences, but strategies that can also directly supportcreative innovation utilising new technologies and supportingnew creative enterprises.Frankston Arts Centre Strategic Plan 2009-2013The Frankston Arts Centre’s mission is to provide and inspirecreative experiences that engage and enrich communities,and in line with its vision, be recognised throughout Australiaas a major contributor to enriching its community through thearts. This Plan is guiding the breadth of a well managedoperation with strong leadership, committed staff and Board,and a coordinated funding and sponsorship approach that isdriving a balanced program and events as both internal andexternal projects. During consultation, the communitycommended Council on the positive achievements of theFrankston Arts Centre.Additional ReportsOther documents that were referenced in the planning processare:• Frankston TAFE to Bay Structure – Frankston City Council(2005)• Arts and Cultural Development Strategy Plan (2009-2012)• Art and Ideas – 10 years of Public Art in Frankston (2001)• Integrated Urban Art Strategy (2001)• Coastal Arts Discovery Trail (2006)• Frankston Community Profile (ABS 2006).© FRANKSTON ARTS STRATEGY 2011–2015 | 5

Below: Bea Edwards, Dreaming Trail,George Pentland Botanical GardensAbove:The Hermit, Frankston(John Maddox)La Trobe Picture CollectionState Library of VictoriaCentre: Eel trap, Lake Condah, Western DistrictMuseum VictoriaBelow: Marion Mahony GriffinNational Library of Australia

FRANKSTON’S CULTURAL CONTEXTFrankston has a rich cultural past that can inform the future.There are many significant resources, sites and assets thathave and still continue to give meaning and value toFrankston’s cultural context and identity. These tangible andintangible memories and associations provide a strong senseof connection and attachment for local community and visitors.The following themes are presented as a reminder of whatFrankston is proud of.Indigenous Heritage – the Bunurong and Boonwurrungtribal heritage, Peter Pan Rock Middens, Sweetwater Creek,Kananook Creek and the Carrum Swamp…Environmental Heritage Legacies – Davey’s Bay,Moorooduc Quarry, Olivers Hill (Fisherman’s Cove), GrimwadeClock Tower, Kananook Creek…Built Form Heritage – Frankston Pier, Ballam ParkHomestead, Yamala Mansion and Modernist Precinct Gull’sWay, Mechanics Institute, Mulberry Hill, Cruden Farm, OliversHill...Artistic Leaders – Walter Burley Griffin and MarionMahony’s Gumnut residence, Edna Walling, Roy Ground’sRound House, Sir Daryl & Lady Joan Lindsay, Rick Amor andthe McClelland family…The Bohemian Spirit of the 1930’s – Palm Court,Long Island…Memories of the Past – the fishing village, coastal life,flora and fauna reserves and wetlands, the ti-tree foreshores…Adopting a locally-based planning workshop approach hasenabled community groups to think strategically about the useand application of the artistic and cultural assets andresources of Frankston. These meetings, conducted as opendiscussions, linked the arts to aspects of economic,environmental and social features and considerations, tocommunications planning and to ways of creating newcollaborative opportunities in urban planning, urban design,community engagement and identity-building.The following local community planning was undertaken asparticipatory workshops and encompassed:• mapping Frankston’s diverse arts assets to provide afoundation for future programming and to identifypotential cross-sectoral partnership developments• analysing the natural and built assets to positionopportunity for enhancing Frankston’s identity as well asto broaden community engagement• identifying new links, ideas and program priorities for allthe arts and across the broader creative industries.This Arts Strategy proposes an integrated planning approachthat endeavours to unlock Frankston’s creative resourcecapacity and capability, at the same time addressing newforms of creativity and innovation such as:• artists and communities working collaboratively to createnew forms of social dialogue and engagement• the arts being practised in diverse ways to activate thecommunity to reflect, interpret, celebrate and build anew vision for a shared new image and identity• the arts working with new partners addressing agendasin health, wellbeing, education, ageing population, youthand families with socially positive outcomes.© FRANKSTON ARTS STRATEGY 2011–2015 | 7Mrs V Grounds and Walter Gropius outside the Henty House, Oliver’s Hill, 1954(Roy Grounds, Architect). Collection: Conrad HamannThe blue lady (Nan McClelland)by Ernest BuckmasterCollection: McClelland Gallery +Sculpture ParkOliver’s Hill and thePioneer Fisherman’ CoveFrankston Library Service

… an interactive city is where peoplecan engage positively with their neighbours,link up with diverse networksand form new partnerships to buildstronger and dynamic communitieswith a life of meaning and hope…Image: Paul DanylukImage: Mark Chew

CONSULTATION FINDINGSThe locally-based consultations enabled our community tothink strategically about the application of the arts and culturalresources in Frankston.Workshop processes aligned ideas to strategic priorities andthis highlighted how linking the arts to other aspects ofeconomic and social life can be instrumental in creating newopportunities and new partnerships.Frankston ArtsThe arts in Frankston present a diverse range of players andstages that incorporate arts organisations, artists across arange of art forms, community organisations that work in thearts, arts businesses, arts education and training providers andindoor and outdoor venue operations. The community is proudof the major flagships in the Frankston’s Arts Centre and theMcClelland Sculpture Park & Gallery. These are wellrecognised as leaders in their field both locally and nationally.The Asset Map highlights the wealth and breadth of resourcesand talents that can be aligned, re-ignited and celebrated in acoordinated strategic action plan for the arts. Meeting withCouncillors, FAC Board members, staff, sponsors, and withmore than 50 community leaders representing over 2,000members, showed clearly that the arts are alive, are committedto collaboration and are ready for action.Frankston Core StrengthsThe natural beauty of Frankston’s environment was referred toas a major key strength in all consultation meetings andworkshops – the beach, the bush, the creek, the pier. The assetmap was seen to highlight the diversity of the arts, the rangeof arts activities and the depth of experience. Leadershipcapability was also recognised as a significant and ready assetthat already exists in Frankston but is an asset that needsfurther harnessing to support the development of the arts. Allthose consulted saw the level of artistic capacity and capabilityas a major strength for the Council to build on.Frankston’s Public Art program was seen as a major contributorto the arts locally and it was recommended that a broadbasednew public art program continue into the future. The strongUrban Design principles adopted by Council was seen as apositive way to guide the future CAA (Central Activities Area)redevelopment agenda. The other compelling attribute clearlywitnessed in the consultations was local people’s readiness forchange. The Arts Strategy is occurring at the right time.Arts OpportunitiesThe key identified opportunity in all consultation meetings wasthe need to find a systematic way to coordinate all the artsactivities that take place in Frankston. The creation of a webportal whereby all groups could communicate online wasrecommended. The idea of “celebrating Frankston” was seenas a major opportunity with reference being made to the needto recognise and capitalise on Frankston’s key points ofdifference.One of the key points of difference identified was Frankston’s“edginess” and the need to support the notion of asubculture… “the underdog” or “fringe dwellers”. Anothermajor opportunity discussed was the need to build advocacyfor the arts in Frankston by programming activities as anongoing calendar of surprises… discoveries… delights.Image: Dan Magree© FRANKSTON ARTS STRATEGY 2011–2015 | 9

ARTS STRATEGY FRAMEWORKVISION – Frankston’s Arts Strategy aims to:PRINCIPLES – underpinning the Arts Strategy’s framework are principles of:• nurture community creativity and encourageartists’ creative development and innovation• activate community engagement and aligneducation, training and leadership initiatives• align new arts and business partnerships andenterprise developments• renew the City’s Central Activities Area• enhance the civic and community identity forthe city.“Folly” Seaford Foreshore ReserveCreativity – nurturing the inherent creativity of local peoplethrough strategic arts programs that can:• activate artists and community to respond to, interpretand express the diversity of art-forms and culturalcontext• aid community participation projects / events andaudience development programs• enhance the uniqueness of Frankston’s built and naturalenvironments• encourage artists’ training and development, internshipschemes and marketing / communication initiatives• facilitate programs that reflect and celebrate culturaldiversity• support new talent and skills sharing initiatives.Engagement – increasing access, participation andopportunity for all people to engage, enjoy and celebrate thearts to create:• projects which involve and inspire families, children andyouth initiatives• social networks for dialogue and the brokerage ofbusiness enterprise• community building activities with arts projects whichreflect, interpret and celebrate Frankston’s “sense ofplace”• integrated programming across whole of governmentunits.Collaboration – cooperative planning for local artsinitiatives can facilitate:• cross-sectoral and business partnerships• skill exchange, knowledge and resource sharing• brokerage of partnerships across industries withmentorships and cross-subsidies• integrated management which links the diversedisciplines both in Council and the community.Innovation – promoting the diversity of art-forms, culturalinfluences and distinctive local lifestyle can:• build a new dynamic civic identity for Frankston• align economic drivers in digital media + art / designtechnologies• access a networked culture in digital media environmentas innovation• activate new knowledge partnerships and leverbusiness ventures as innovation investments.© FRANKSTON ARTS STRATEGY 2011–2015 | 11

PROGRAM DIRECTIONS1234OBJECTIVEThe Arts – Building Identity• all community• build on what is• changing programs for surprise… discovery• link… align... collaborate… host...The Arts – Activating Engagement and Learning• community outreach• coordination key to new programs and marketing• strong art and design principles• youth actionThe Arts – Fostering Partnerships and Enterprise• coordination – liaison – community action• business partnership in arts leverage• the invisible becoming visible• web-based applicationsThe Arts – Value-adding Creativity and Innovation• capitalise on talent• collaboration and partnerships as key• broker opportunity• new media and digital technologies integrationPROGRAM DIRECTIONS1.1 Design and deliver a FRANKSTON ARTS ALIVE program of activities to include:• extend the public art program as site-specific art, ephemeral art and street art animations• adopting a public art developer scheme as percentage for art model• building programs with nature stage for arts at wetlands, beach, parks• establishing exhibitions in shops and cafés to showcase artists• extending the live music programs with use of portable stages and amphitheatre spaces• exploring a street art program1.2 Explore marketing and communication plan ARTS LIVING ON THE EDGE – city... bush... land... sea...1.3 Attract and host a series of significant showcases at FRANSTON ARTS CENTRE andMcCLELLAND SCULPTURE PARK & GALLERY2.1 Design and grow the ARTS and COMMUNITY OUTREACH PROGRAM2.2 Establish ON-LINE ARTS HUB with artist booking system and calendar of events marketing2.3 Foster further ART and URBAN DESIGN collaborations fully integrated within the design philosophy of thebuildings themselves, artistic signage, banners / flags and bollards2.4 Research YOUTH ARTS opportunities as community-based youth engagement in suburban hubs2.5 Investigate the feasibility of a HERITAGE VILLAGE and ARTISAN initiative3.1 Seek BUSINESS PARTNERSHIPS for the arts/creative industries3.2 Support further PUBLIC ARTS AS HIGHWAY, BOULEVARD and LANEWAY site art markers3.3 Develop an ARTS and NATURE TRAIL (McClelland Sculpture Park & Gallery and Bicycle Victoria)3.4 Extend COMMUNITY GARDENS sites and align high quality ART / CRAFT MARKETS3.5 Seek external funding for a dedicated ARTS and EDUCATION RESOURCES4.1 Review the potential of an arts curated celebration eg FLOATING ART FESTIVAL – as a foreshore celebration4.2 Continue to activate CAA by dedicated ART PRECINCTS – Music Village, Gallery Lane, Innovation Hub4.3 Broker CROSS-SECTORAL PARTNERSHIPS IN THE ARTS and align mentors4.4 Investigate the development of a CREATIVE INDUSTRIES INNOVATION HUB / INCUBATOR12 | © FRANKSTON ARTS STRATEGY 2011–2015

CONCLUSIONThe arts are central to a city’s identity and to the community’svitality, pride and quality of our life. Council’s built amenities,the natural and built environs and the myriad of creative talentscan provide diverse stages and players for creative action.Communities and artists can work together to encourage,create, interpret and respond to artistic expressions thatrepresent our deepest thoughts, dreams, ideas, whimsy,parody and creativity. Community culture can create a newresonance in Frankston as part of the culture of daily life. It canbe experienced as interactions with neighbours, citizens,visitors, peers and can animate community meeting placesand socially creative spaces that are uniquely Frankston.The Arts Strategy can establish and guide the linking andactivation of new connections, inter-relationships andinterfaces that can focus Frankston’s identity and new senseof citizenship. Frankston has the opportunity to bring togetherthe wealth of talent that already exists to create a new senseof belonging and possibility, thereby nurturing the culturalneeds of all citizens. There is now a need to prioritise the actionplan presented in this document, that can support the ongoingcultural vitality of Frankston. There is also the possibility ofpotential partnership arrangements to support the action planpresented in this document.The future Arts action plan, through facilitation, can alignstrategic leadership from Council and community leaders by:• activating a range of community leaders to share theirknowledge and experience• aligning leaders as mentors to provide ‘real world’coaching, interaction and internship• identifying the range of multi-dimensional skills ofleaders that can be aligned to different communityinitiatives• the consideration of a Council Arts and CommunityOutreach resource.The Arts Strategy presents a structured program to assist:• building strategic actions that enable creativity andinnovation to flourish• supporting artists, creative entrepreneurs andcommunity practitioners to share their talents and skills• empowering creativity in all citizens in Frankstonextending partnership and leadership in broad-basedcollaborative arts networks• establishing a learning city with inter-generational waysof training and knowledge creation• positioning Frankston as creative and innovative bylinking arts, culture, business and social enterprise.This Arts Strategy has been developed with a focus onintegrated strategic planning and highlights how action-basedcommunity arts can enable communities to unlock theircreative capacity. Through creative methods, communitiesimagine, express and address new forms of local democracywhere the power of creativity activates community resilience,hope and belonging, and is underpinned by the followingpositions:• the arts can be a powerful vehicle for communityrevitalisation and urban renewal• communities working collaboratively with artists cancreate new forms of dialogue and a range of positivesolutions• diversity can be a vital stimulus to entrepreneurship,opening up new partnerships, enterprises and creativemarkets• cultural content is at the centre of the knowledge societywith actions such as ‘productive diversity’ – a strategicway forward.© FRANKSTON ARTS STRATEGY 2011–2015 | 15