UMBRELLA POLICY FRAMEWORK: COMPARISON OF CULTURAL POLICY MODELS IN AUSTRALIA AND NTERNATIONALLY
1.STATE MODELS
2.1 CREATIVE CAPACITY: ARTS VICTORIA
Introduction
Policy Framework
Reporting/ performance measures
2.2 ARTS NEW SOUTH WALES
Introduction
Policy Framework
Reporting/ Performance Measures
2.3 ARTS QUEENSLAND
Introduction
Policy Framework
Reporting/ Performance Measures
2.4 ARTS SOUTH AUSTRALIA
Introduction
Policy Framework
Reporting/ Performance Measures
2.INTERNATIONAL FRAMEWORKS
2.1 CREATIVE NEW ZEALAND
Introduction
Policy Framework
Reporting/ Performance Measures
2.2 CANADA COUNCIL FOR THE ARTS
Introduction
Policy Framework
Reporting/ Performance Measures
2.3 Arts Council England
Introduction
Policy Framework
3.CONCLUSION
UMBRELLA POLICY FRAMEWORK: COMPARISON OF CULTURAL POLICY MODELS IN AUSTRALIAAND NTERNATIONALLY
This paper aims to present a comparison of cultural policy modelsin Australia and abroad. It includes cultural policies from Arts Victoria, Arts New South Wales, Arts Queensland and Arts South Australia. In terms of the international models it includes Creative New Zealand, Canada Council for the Arts and the Arts Council England.The paper briefly outlines each policy framework, the categories it uses and how it reports against this framework using their annual reports as referencefor each state, and country. The information for this report has been drawn from the websites from each agency.
1.STATE MODELS
2.1 CREATIVE CAPACITY: ARTS VICTORIA
Introduction
Arts Victoria is the government agency responsible for “advising on and implementing arts policy. Its role includes the development of arts and cultural industries across the State and to ensure access for all Victorians”[1]. It is guided by the Arts Victoria Act 1972 which requires Arts Victoria to:
Develop and improve the knowledge, understanding, appreciation and practice of the arts
Increase the availability and accessibility of the arts to the public
Encourage and assist in the provision of facilities to enable the arts to be performed or displayed
Continually survey and access the arts and report to Parliament on potential improvements
Administer the Act and cooperate with other parts of Government and the arts industry[2]
In addition Arts Victoria oversees the following state owned cultural agencies: the Arts Centre, AustralianCenter for the Moving Image, GeelongPerformingArtsCenter, Museum Victoria, National gallery of Victoria, State Library of Victoria and the Public Records Office of Victoria[3].
Policy Framework
Arts Victoria launched its arts policy, Creative Capacity +Arts for all Victorians in 2003[4]. Its policy model identifies three major goals, and four strategies of achieving them. They are as follows:
[5]
Reporting/ performance measures
Creative Capacity +Arts for all Victorians Policy list measures for each goal.Arts Victoriareports against these stated goals using these measures in an annual publication: Art-Look. It serves as Arts Victoria’s annual report whichprovides an overview of highlights, trends for the arts and the achievements made in the arts sector. They are color coordinated and graphically represented so that a clear link is made between the documents.
Goals / Arts for all Victorians: a culture of participation / On the threshold: an economy based on innovation / Creative place: a dynamic arts sectorMeasure of progress / More Victorians from more varied backgrounds will engage with cultural activities
Access to the arts will be increased across Victoria
More Victorians will participate in arts and culture as volunteers / More jobs will be generated in the arts
More school students will engage in innovative arts activities
More Victorians will be involved in lifelong learning using arts and culture
The creative industries will continue to leverage significant funds from other sources, including box office, sponsorship, other investors and other levels of government, more than matching the State Government investment
The proportion of collections of cultural institutions available for public access through public programs (in-house & touring) and online will increase
The creative industries will continue to be finically stable and responsible / Victorian arts companies and cultural institutions will create more new works
Victorian artists and arts companies will project an image of innovation in the global marketplace
Victorian artists will receive national and international recognition of excellence and innovation
[6]
2.2 ARTS NEW SOUTH WALES
Introduction
Arts NSW is the NSW Government’s “arts policy and funding body”[7]. It is part of the Department of the Arts, Sport and Recreation. The Department was established in 2006. The new organisation brought together Arts NSW, the NSW Office of Liquor, NSW Gaming and Racing and NSW Sport and Recreation. It aims to “foster a spirited arts and cultural environment, which values our artists and our heritage, which builds community, excites our imagination and inspires our future”[8].
Arts NSW includes in its portfolio the Art Gallery of NSW, AustralianMuseum, Historic Houses of Trust of NSW, Museum of Applied Arts and Sciences (PowerhouseMuseum), NSW Film and Television office, State Library of NSW and the Sydney Opera House[9].
Policy Framework
Arts NSWpolicy framework is informed by the NSW Government state plan which was launched in 2006. The State Plan outlines a number of priorities together with measurable targets all of which fall under five themes. The main priority in the State Plan affecting arts and culture is: Priority E8: More people using parks, sporting and recreational facilities and participating in the arts and cultural activity. The targets set here are to increase visitation and participation in the arts and cultural activity by 10 per cent by 2016 which is to be measured by ABS surveys). Arts NSW is the lead agency for this priority[10].The priorities for arts and culture are outlined in the Arts NSW Strategic Plan 2007-2011. They are as follows:
Arts NSW Strategic Plan 2007-2011Our vision is to foster a spirited arts and cultural environment which values our artist and our heritage, which builds community, excites our imagination and inspires our future
Results / Strategies / State Plan areas of activity
Result 1
Effective key arts
organisations, services
and infrastructure / Recognise and support a core level of arts and cultural activity / Optimise the benefits of investment in Sate owned cultural infrastructure / Contribute to the development of the arts through the States planning and regulatory frameworks / Environment For Living E8 Growing Prosperity In NSW P
Result 2
Increased
participation and
broader access to the
arts
Result 3 A creative and diverse arts practice / Provide access to the
arts for diverse, new
and emerging
communities / Expand the role of
the arts in lifelong
learning / Support Indigenous
arts and cultural
expression / Respond to changing
modes and methods
of arts delivery and
participation / Environment For
Living E8
Rights, Respect And
Responsibility R4
Growing Prosperity
In Nsw P4
Fairness And
Opportunity F1
Result 3
A creative and diverse
arts practice / Promote the arts and
innovation as central
to the development
of the creative
economy / Advocate for the
value of the arts / Improve the
sustainability of the
arts / Environment For
Living E8
Growing Prosperity
In Nsw P1
Result 4
An efficient and
responsive
organisation / Implement a system
of regular review and
evaluation of
programs and
processes to maintain
administrative
standards / Co-ordinate policy
and planning
requirements / Delivering Better
Services S8
(Arts NSW Strategic Plan)
Reporting/ Performance Measures
The operational planlinks Arts NSW corporate results with the state plans areas of activity. It includes departmental indicators that measure performance against the strategic directions. For Example:
Our corporate results / Our strategic directions / Measuring our performance / Related State Plan area of activityCorporate result 1
Stronger community cohesion and capacity / Provide appropriate infrastructure and venues for sport and recreation and arts activities, particularly in regional areas
Engage the community and local government in delivering community-level participation
Influence urban planning processes to include consideration of community-level participation
Influence urban planning processes to include consideration of community participation in arts, sport and recreation
Maintain Government assets for which the Department has responsibility
Support the community in reducing the harm associated with abuse if of alcohol and gambling
Use sport and recreation as tools for social change for at-risk communities
Support volunteering in the arts, sport and recreation, leisure and fundraising sectors
Adopt inclusiveness as an operating principle for the Departments programs for under-represented or disadvantaged groups / Department indicators
Increase in number or venues and facilities available across the State for arts and sport and recreation activities
Increase in number of community partnerships for cultural and sport and recreational development
Community indicators
1% increase per annum in rate of volunteering in arts and in coaching, officiating and committee membership in sports
2% reduction per annum of alcohol-related crime in hotspot locations / Environment for living: Priority E8
Rights, respectandresponsibility
Priorities R1, R3 and R4
(Arts NSW Operational Plan)
Arts NSW annual report in turn reports against the corporate results as listed in the corporate plan making aligning clearly the state plan with the outcomes achieved.
2.3 ARTS QUEENSLAND
Introduction
Arts Queensland is part of the Department of Education, Training and the Arts and is a funding and advisory agency of the State Government[11]. It aims to support “Queensland's dynamic arts sector by developing and funding ongoing initiatives, supporting industry organisations, festivals, groups and individual artists. Arts Queensland is helping to build a strong arts and cultural sector which enriches the lives of Queenslanders”[12].
Arts Queensland oversees the Queensland Art Gallery, Queensland Museum, Queensland Performing Arts Centre, Queensland Theatre Company and the State Library of Queensland[13].
Policy Framework
The policy model for Queensland is articulated in Creative Queensland – The Queensland Government Cultural Policy 2002. It is the “first whole-of-Government policy which sets the directions for the Queensland Government's future investment in arts and cultural development”[14]. It provides a strategic framework involving Arts Queensland other Government agencies and the creative, arts and cultural industries to support the development of its investment areas.
The outcomes of the policy are outlined as follows:
individual and communitywellbeing, participation in the artsand access to arts and culturalevents and collections;
provide jobs and trainingopportunities in the cultural andcreative industries and foster thecreation of local content forknowledge economy enterprises; and
Strengthen community capacity andour sense of identity, foster socialcohesion, and enhance infrastructureand cultural services.
These outcomes contribute directly tothe Queensland Government priorities ofCommunity engagement and a betterquality of life, More Jobs for Queensland- Skills and Innovation - The Smart State,and Building Queensland’s regions[15]
The Strategies for achieving these goals are:
enhance lifelong learning and education through artistic and cultural activity;
foster leadership and professional excellence in the arts;
foster community capacity and renewal through cultural development;
promote cultural tourism;
enhance public places, cultural infrastructure and services;
increase employment and training opportunities in the cultural and creative industries;
promote research and development, and adoption of new technologies in the cultural industries;
enhance export and business development opportunities; and
foster growth in the creative industries[16].
The following table illustrates the link between the investment areas and the strategies in Creative Queensland:
Strategic investment areasPeople / Communities / Places, Collections and Traditions / Creative Enterprise
Creative Queensland Strategies
Lifelong Learning and Education
Leadership and Professional Excellence / Community Capacity and Renewal
Cultural Tourism / New Technologies
Infrastructure and services
Public Places / Employment and training
Research and Development
Export Development
Business Development and Creative Industries
Reporting/ Performance Measures
Creative Queensland outlines the role Arts Queensland will play in developing and implementing a plan that specifies:
the outcomes to be achieved and relevant indicators to monitor progress towards achievement of these outcomes;
a suite of integrated services and products to be delivered by agencies across Government; and
output performance measures that will monitor the efficiency and effectiveness of these services and products in delivering specified Government outcomes.
Arts Queensland’s Annual report does however not follow the framework set out in the Creative Queensland Cultural Policy. Its annual report reports against the following categories:
Building an innovative and creative State
Investing in Queensland’s vibrant arts organisations
Promoting visual arts, crafts and design in Queensland
Dynamic dance and music
Cutting-edge theatre, writing and new media
Creative Communities
Developing the creativity of children, young people and students[17].
2.4 ARTS SOUTH AUSTRALIA
Introduction
“Arts SA is a division of the Department of the Premier and Cabinet and is the South Australian government’s arts and cultural agency”[18]. Its role includes:
Developing, facilitating and administering the Governments vision and strategy for the arts and cultural sector
Advising and supporting the Minister for the Arts and the Minister assisting the Premier in the Arts
Managing the Governments funding assistance to artists and arts organisations
Supporting the development and maintenance of the stat cultural heritage collections
Recognising and promoting the strengths and needs of our states makers, presenters and collectors or art and cultural heritage[19]
It oversees the following statutory authorities the SA Art Gallery, Artlab Australia, SA Museum, SA State Library and the History Trust of SA
Policy Framework
Arts SA strategic plan is informed by the States Strategic plan which is organised around six broad, strategic objectives: Growing Prosperity, Improving Wellbeing, Attaining Sustainability - Fostering Creativity and Innovation Building Communities and Expanding Opportunity. The targets and outcome areas for Arts SA are outlined under the objective: Fostering Creativity.
OBJECTIVE 4: FOSTERING CREATIVITYT4.1 Creative industries:
Increase the number of South Australians undertaking work in the creative industries by 20% by 2014.
T4.2 Film industry:
Double the number of feature films produced in South Australia by 2014.
T4.3 Cultural engagement – institutions:
Increase the number of attendances at South Australia’s cultural institutions by 20% by 2014.
T4.4 Cultural engagement – arts activities:
Increase the number of attendances at selected arts activities by 40% by 2014.
T4.5 Understanding of Aboriginal culture:
Aboriginal cultural studies included in school curriculum by 2014 with involvement of Aboriginal people in design and delivery.
[20]Arts SA is the agency that is responsible for the implementation of the objective 4, Fostering Creativity.
Reporting/ Performance Measures
Arts SA report against each of the targets set in the annual report. In addition to the annual report they produce target fact sheets which summarizeand track progress made against each target. These are produced by the Department of Premier and Cabinet.
2.INTERNATIONAL FRAMEWORKS
This section of the paper deals with a comparison of international policy models it briefly outlines the policy framework for each agency, the categories it uses and how it reports against this framework. It includes Creative New Zealand, Canada Council for the Arts and Arts Council England.
2.1 CREATIVE NEW ZEALAND
Introduction
Creative New Zealand is acrown entity established under the Arts Council of New Zealand Toi Aotearoa Act 1994 and is responsible for the development of the arts in New Zealand[21]. It provides support for professional artists and arts organisations including funding programmes, special initiatives, audience and market development, partnerships and research. It is governed by the Arts Council and its funding decision-making bodies are the Arts Board, Te Waka Toi (our Maori arts board) and the Pacific Arts Committee.Creative New Zealand receives major funding from the New Zealand Lottery Grants Board and the Government through Vote Arts, Culture and Heritage[22].
Policy Framework
Creative New Zealand's work is guided by four strategic priorities which are outlined in their Strategic plan Te Mahere Rautaki 2007-2010. They are as follows:
-New Zealanders are engaged in the arts
-High-quality New Zealand art is developed
-New Zealanders have access to high-quality arts experiences
-New Zealand arts gain international success
The priorities outline the focus for Creative New Zealand for the next three years and they provide a framework for planning and decision-making[23].
The objectives for each priority are as follows:
Priority / ObjectivesNew Zealanders are engaged in the arts / Strong Maori Arts:Creative New Zealand will invest in Maori communities strengthening and building culutural identity through the arts
Strong Pacific arts:Creative New Zealand will invest in New Zealand Pacific communities strengthening and building cultural identity through the arts
Community Arts Participation: Creative New Zealand will support diverse, local and ethnic communities participating in and developing their art
High-quality New Zealand art is developed / Innovative quality artists: Creative New Zealand will invest in dynamic New Zealand artists, practitioners and organisations, acknowledged for innovation and quality
Innovative Work: Creative New Zealand will invest in quality art that commands attention nationally and internationally
Develop Potential: Creative New Zealand will invest in and support quality New Zealand artists, practitions to reach their potential
New Zealanders have access to high-quality arts experiences / Delivery of the arts: Creative New Zealand will invest in opportunities for New Zealanders to access quality arts experiences on a regular basis
Audience Development: Creative New Zealand will invest in opportunities for New Zealanders to experience high-quality New Zealand work that is innovative challenging and culturally diverse
Developing Potential: Creative New Zealand will invest in providers of quality arts experiences to broaden, deepen and diversify, their audiences
New Zealand arts gain international success / New Zealanders distinctive voices heard overseas: Creative New Zealand will invest in the distinct expressions of New Zealands diverse areas and culture at key international events and markets
Market development:Creative New Zealand will invest in an arts sector that generates new Zealand artists making world class work that delivers to targeted markets
Developing Potential: Creative New Zealand will invest in New Zealand artists, practioners an organisations to build their capacity, profile, relationships and work in order to have enduring overseas success.
Reporting/ Performance Measures