NOTES: If Launcestonians were to compare and contrast what happening in their city and a city elsewhere they could expect to be informed of things they didn’t get to see at home. Ald. Gibson is reported in The Examiner as having been the only Alderman to seriously question the proposal for a ‘Cultural Strategy’ that involves the QVMAG. In this case this strategy involves a substantial 'community owned' cultural asset that Lasuncestonians have invested a great deal in over a very long time.
However, Launcestonians need to be very, very thankful to have 'bureaucratic betters' available to them to:
In fact it is reported that:
- The estimated dollar value of QVMAG collections: $230-40 Million;
- The cost of keeping the institution openand there is approx. $40.00 plus per person per attendance;
- The attendance per annum is approx. 144,500 - averages approx. 400 per day;
- The total number of employees is approx. 78 – Effective Full Time = 46
All this adds some perspective to management's proposed Cultural Strategy – and a perspective that all too often gets glossed over.
Clearly the report – essentially a management initiative – downplays the fiscal implications of the initiative – and they will be many. This is so despite Ald. Gibson's questioning and concerns. Alarmingly, the report was adopted without amendment with the ten Aldermen present voting virtually ‘on the voices’ for its adoption. Nevertheless, Ald. Gibson characterised it as being confusing.
Given that this is the case, a Council interested in due diligence and accountability would have deferred the decision until outstanding questions are resolved and further information was provided. Indeed, a Council alert to its maxim, 'Progress With Prudence', might well have voted differently to the way they did but it seems that Prudence was not present.
In wondering about what has been missed these things stand out
- Try as one might there does not appear to be a clear statement of the propose ... That is the unit advancing the strategy’s PURPOSE!!
- Neither does it appear that there is any kind of articulation in regard to a CLEAR set of Strategic Objectives for the proposed unit!!
- Thus, one might well wonder about the set of rationales that are informing and driving this strategic initiative!
- Thus, the strategy/iers implied in the document do NOT seem to fit a PURPOSE and any consequent OBJECTIVES – if and when they are articulated!
So, how could any effort that is being expended be regarded as being purposeful? If something is not purposeful why do it all?
More to the point, given the lack of meaningful community consultation or community participation, have any of the Aldermen, except Ald. Gibson, asked any of these questions so far?
- Is a Cultural ‘Unit’ a viable idea and is it Core Launceston Council Business? If so why so?
- Would such an initiative be more relevant in a regional context?
- If there is a 'Launceston City need' where is there a strong case put for such an initiative and in what context?
- Are the Aldermen (QVMAG Trustees?) only just now being engaged in this matter – a proposition of, and an initiative of, management?
- Indeed, where is the QVMAG Governance Advisory Board’s involvement and/or engagement in this process?
- If this 'advisory body' isn't being involved, or hasn't been engaged in the process, why not and indeed what is its purpose?
In fact, is there such an urgent need to progress this initiative put forward by 'management' before such questions can be adequately answered out in the open? That is, with the constituency, the people who will be called upon to pay for any outcome, being fully involved and engaged?
Then there is the 'report' from Robyn Archer that is for whatever reason being kept confidential.
Then there is the 'report' from Robyn Archer that is for whatever reason being kept confidential.
- What could it possibly contain that could not stand public scrutiny?
- Might transparency of process here not only be prudent, perhaps it might also reveal that 'the report' lacked an adequate brief to measure its recommendations against?
- If that is the case what real value or relevance might ‘the report’ have – and might any of this be assessed?
However, Launcestonians need to be very, very thankful to have 'bureaucratic betters' available to them to:
- Blow into to town from time to time to deem 'cultural value' ;
- Tell them what is actually what in the 'cultural arena';
- Tell them about 'their culture' and what they value and how much; and
- Reap a hefty reward for their efforts and 'cultural expertise' before moving on.
•••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••••
PAGES 121 to 128
21. 2 Development of a
Cultural Strategy for Launceston
FILE NO: SF3547
AUTHOR: Richard Mulvaney
(Director QVMAG)
GENERAL MANAGER: Michael
Stretton (General Manager)
DECISION STATEMENT:
To receive a progress report
against the Strategic Actions outlined in the Minutes of the Council Meeting
held on 24 April 2017 - Towards a Cultural Strategy for Launceston.
PREVIOUS COUNCIL
CONSIDERATION:
Council - 24 April 2017 -
Agenda Item 21.1 - Towards a Cultural Strategy for Launceston
RECOMMENDATION:
That Council notes progress
against the Str ategic Actions outlined in the M inutes of Council Meeting held
on 24 April 2017 - Towards a Cultural Stra tegy for Launceston.
REPORT:
The City of Launceston is
working to establish a Cultural Strategy that reflects the higher value placed
by the community on the City’s cultural assets and which develops coherent,
integrated strategies to leverage these ass ets more effectively, strategically
from an economic and social perspective.
The Cultural Strategy will
inform the manner by which the Council and the community take advantage of the
unique arts and cultural capacity to bring further renown to the City.
A key element will be to
showcase the City’s cultural assets in a coordinated manner that integrates and
professionally presents a quality offering as a major part of the City’s
tourism attractions.
The Cultural Strategy is
predicated upon establishing the Queen Victoria Museum and Art Gallery (QVMAG)
as the centrepiece of a vibrant, dynamic cultural strategy that brands the
City, engages its residents and becomes a cultural destination for tourists. In
the absence of a comprehensive and integrated cultural and arts strategy, it is
questionable whether investigating QVMAG separately will take the Council and
the community to its desired destination in terms of valuing and utilising its
culture. It wo uld appear that a strategy for positioning QVMAG must
necessarily sit within a broader context for culture and the arts established
and adopted by the Council.
21.2 Development of a
Cultural Strategy for Launceston …(Cont’d)
At its M eeting on 24 April
2017, Council endorsed the following strategic actions necessary to progress
the development of a Cultural Strategy for Launceston:
1. C onfirm the vision - this
is central to all that follows.
2. U ndertake an Economic
Feasibility Study for all elements of the strategy.
3. E ngage in dialogue with
the University of Tasmania around the role certain buildings at Inveresk, local
companies and changes to the curriculum can play in the revitalisation of the
site and the building of Launceston's reputation as a Un iversity City.
4. C larify a series of
priorities, dependent on funding outcomes arising from the feasibility studies,
including renewed and expanded assistance for artists, companies and community.
5. M ake public the final
strategy/vision.
6. C reate an app ropriately
senior ongoing role of Strategic/Creative Lead for the ongoing advocacy and
overview of implementation of the Cultural Strategy.
7. C reate a dedicated Arts
and Culture Unit within the Council, with the Unit establishing a new grants
program whic h it runs.
8. U ndertake research for
multiple innovative interactive information installations, and signage on
trails.
9. E nsure that arts and
cultural festivals are properly supported both in their funding model, and in
the personnel entrusted with their lively and sustainable carriage.
10. U ndertake research to
prioritise investment in other key entities owned by the Council, such as
Design Tasmania.
11. C reate an environment
which will foster new ideas for ongoing enrichment of the cultural landscape as
well as the ephemeral things like festivals.
12. U ndertake research to
reveal the most effective marketing tools for the promotion of arts and culture
in Launceston and the region.
13. U ndertake research into
and planning for the public transport networks required to make cultural exploration
of the City a genuine possibility.
This report outlines the
progress that has been made to date against these 13 actions:
Confirm the vision - this
is central to all that follows.
A vision for a Cultural
Strategy, which was authored by Robyn Archer AO , for the Council Workshop on 5
December 2016, was subsequently endorsed by Council's decision on 24 April
2017. The Vision's core call to action for Council was summarised as having:
… not only a commitment to
the bright and sparkling infrastructure centrepieces, but to an approach which
embraces the boutique and eschews futile event - driven competition with larger
places which can more easily afford the spectacular. Trust the boutique
instinct and back it wholehea rtedly: a strategy which cares as much, if not
more, about the ongoing quality of cultural life for citizens as it does about
the tourists. It also demands a commitment to the region’s First Peoples as
vital to the culture of the place. Investment is req uired to join up the cultural
riches of this city. The key elements of this wealth are:
21.2 Development of a
Cultural Strategy for Launceston …(Cont’d)
Indigenous Heritage and
connection to the land;
Artists of the region and
their work;
The City ’s collections
and architecture;
The unmatched quality of
natural food and wine;
The potential of UTAS ’
northern campus.
These elements have profound
interwoven connections and each will be a part of the other. The main plank of
this cultural strategy will be the way in which we draw all of those elements
together to create the great narrative.
An Arts and Culture Unit was
established within the General Manager's Office in September 2018 with the
secondment of an Executive Offi cer Arts and Cul ture from the QVMAG
Directorate. Since this time the Executive Officer has held many internal
stakeholder meetings held to build internal relationships and establish
effective mecha nisms to best deliver the Arts and Culture Unit's outcomes
without replica ting existing services.
In October 2017 a Project
Plan was developed which involved the establishment of a Project Control Group
to oversee the completion of the Council's 13 actions. The Project Control
Group comprises the General Manager, Directors of QVMAG and Development Services
Director ate and Executive Officer Arts and Culture.
Undertake an Economic
Feasibility Study for all elements of the strategy.
An initial eco nomic
feasibility study is currently being completed to examine the opportunities
available to best position the QVMAG as the centrepiece of a vibrant, dynamic
cultural strategy that brands the City. It is estimated that this project will
cost $50,000.
A t this stage a project
brief has been prepared and an exhaustive consultant identification process has
been completed to provide a short list of suitable professionals to complete
this specialist study. It should be noted that there is only a handful of s
uitably qualified and experienced people within Australia to complet e this
work of this nature. A R equest for Quotation Package (RF Q) has been forwarded
to the shortlisted consultants with three confirming that they will be
submitting proposals and two co nducting site visits.
As there was no budget
allocation for the Feasibility Study an internal reallocation of funding has
occurred as follows:
50% from the General
Manager’s Budget; and
50% from the QVMAG
budget.
21.2 Development of a
Cultural Stra tegy for Launceston …(Cont’d)
Engage with the
University of Tasmania to establish an integrated approach for Inveresk
precinct and the proposed Inveresk Contemporary Hub.
Several meetings have been
held between the General Manager, QVMAG Director and David Adams, U niversity
of Tasmania's (UTAS) Pro Vice Chancellor and Mark Sayer, Acting - CEO of
TasTAFE.
The outcome of these meeting
s is a common understanding of the Council and UTAS priorities and an
acknowledgement that further progress of discussions around Inveresk Precinct
in terms of UTAS and QVMAG and future opportunities around partnerships and
collaborations will continue once the outcomes of the QVMAG Feasib ility Study
are known. Given the UTAS Inveresk Precinct Redevelopment Masterplan is a cr
itical component of how the City engages with UTAS and the makeup of
"resident" organisations in this precinct. The outcome of the
Feasibility Study is essential to establish a clear direction for the Queen
Victoria Museum's future - the meetings held to date have both unanimously
confirmed this.
It is because of the major
influence that UTAS has on the broader social and economic ecology of
Launceston that the outcomes of the Feasibility Study could have a significant
impact on the direction the Inveresk Precinct Redevelopment Masterplan takes.
It follows therefore that this will impact the direction the Cultural Strategy
for Launceston.
Clarify a series of
priorities, dependent on funding outcomes arising from the feasibility studies,
including renew ed and expanded assistance for artists, companies and
community.
This action will be completed
once the current feasibility study is completed.
Make public the final
strategy/vision.
This action will be completed
once the Cultural Strategy is develope d in its draft form.
Create an appropriately
senior ongoing role of Strategic/Creative Lead for the ongoing advocacy and
overview of implementation of the Cultural Strategy.
Create a dedicated Arts
and Culture Unit within the Council, with the Unit es tablishing a new grants
program which it runs.
The General Manager has
teleconferenced with Robyn Archer AO to review work carried out to date,
confirm her retainer agreemen t to provide advice and “cut - through” as
required, for representations to governme nt and/or other stakeholder groups as
required. Given timeframes involved, consideration will be given to employing a
consultant to drive community consultation and cultural strategy process in
collaboration with the Arts and Culture Unit.
21.2 Development of a Cultural
Strategy for Launceston …(Cont’d)
The staffing resources for
the Arts and Culture Unit will remain in place for the creation of the Cultural
Strategy and will be finalised once the scope of the strategy is agreed by the
Council. I t is anticipated that the Arts and Culture Unit will have oversight
over Service Level Agreements with City of Launceston assets such as The
Princess Theatre, Earl Arts Centre, Albert Hall and Design Tasmania. It will
also continue its role for MOFO festivals and develop improved relationships
with other cultural providers such as Tasdance, Stompin and Junction Arts
Festival.
U ndertake research for
multiple innovative interactive information installations, an d signage on
trails.
This action item has not been
formally activated to date pending clarification around the Arts and Culture
Unit's ongoing areas of responsibilities, funding and program.
The overarching Wayfinding
Strategy and Guidelines has been dev eloped and led by Major Projects - City
Heart Project. Action under this item needs to be informed by and synergistic
with this.
Ensure that arts and
cultural festivals are properly supported both in their funding model, and in
the personnel entrusted with their lively and sustainable carriage.
Part of the City Deal
timeline articulated securing the MOFO festival for the next three years. The
successful delivery of Mona Foma mini - festival, MOFO 2018 has gone a long way
to achieving this and subject to Mona Foma receiving State funding, planning
has commenced for the next three festivals.
The successful delivery of
MOFO mini - festival was the first evidence of how the Arts and Culture Unit
can foster and facilitate the delivery of this Action Item.
The Executive Officer Arts
and Culture has an established relationship with the Chair of Junction Arts,
Liz Frankham, Creative Director, Greg Clarke, Frith Loone (Acting General
Manager) and Brigitte Trobbiani (Marketing Manager) and collaborated with the m
during the lead up to MOFO.
While the groundwork is
completed and relationships in place, this action item has not been formally
activated to date pending clarification around the Arts and Culture Unit's
ongoing areas of responsibility, funding and prog ram.
21.2 Development of a Cultural
Strategy for Launceston …(Cont’d)
Undertake research to
prioritise investment in other key entities owned by the Council, such as
Design Tasmania.
While relationships in place
with Design Tasmania, The Princess Th eatre, Earl Arts Centre and Albert Hall,
this action item has not been formally activated to date pending clarification
around the Arts and Culture Unit's ongoing areas of responsibility, funding and
program.
Create an environment
which will foster new ideas for ongoing enrichment of the cultural landscape as
well as the ephemeral things like festivals.
This action item has not been
formally activated to date pending clarification around the Arts and Culture
Unit's ongoing areas of responsibility, fundi ng and program.
Undertake research to
reveal the most effective marketing tools for the promotion of arts and culture
in Launceston and the region.
This action item has not been
formally activated to date pending clarification around the Arts and Cultu re
Unit's ongoing areas of responsibility, funding and program
Undertake research into
and planning for the public transport networks required to make cultural
exploration of the City a genuine possibility.
This action item has not been
formally activated to date pending clarification around the Arts and Culture
Unit's ongoing areas of responsibility, funding and program
Next steps in the delivery of
the Strategy
The tenders will be received
by 28 February 2018 and assessed and successful tender to be appointed by the e
nd of the first week in March. The Feasibility Study is due by the end of May
2018. The Feasibility Study will provide the direction around what the optimal
model for QVMAG should be and how it relates to UTAS Inveresk Precinct R
edevelopment Masterplan providing clarity to move ahead with the community
consultation program and the Cultural Strategy development. Once known, the
next stage will be engaging with the final report's recommendations and shaping
the next phase of activi ty, a component of which will be the development of a
cultural strategy.
21.2 Development of a
Cultural Strategy for Launceston …(Cont’d)
The Cultural Strategy is one
of the deliverables agreed to in the City Deal. Its Key Delivery Milestones
are:
Milestone
|
Completion Date
|
Status
|
Feasibility Study on QVMAG
|
May 2018
|
In progress
|
Community Consultation
|
Sept 2018
|
Commencing soon
|
Cultural Strategy R eleased
|
Sept 2018
|
In progress
|
The Cultural Strategy will be
informed by authentic engagem ent with the local community - specifically,
consultation with the cultural sector and related industries such as tourism,
education and business. Given the delivery timeframes involved, it is anticipated
that an experienced consultant will be engaged to d rive the consultation
process and develop a Cultural Strategy for Launceston.
The City of Launceston is
committed to delivering the Milestones on time, but not at the expense of
getting the consultation and cultural strategy right. It is therefore critic al
that this community engagement process continues beyond the strategy document's
formal release and into its delivery phase so that Council and the City of
Launceston is seen to be genuine and committed to its outcomes.
ECONOMIC IMPACT:
Not considered relevant to
this report.
ENVIRONMENTAL IMPACT:
Not considered relevant to
this report.
SOCIAL IMPACT:
Not considered relevant to
this report.
STRATEGIC DOCUMENT REFERENCE:
City of Launceston Strategic
Plan 2014 - 2024
Priority Area 2 - A city
where people choose to live
Ten - year goal - To promote
Launceston as a unique place to live, work, study and play
Key Directions -
4. To promote Launceston's
rich heritage and natural environment
[PAGE128] 21.2 Development of a
Cultural Strategy for Launceston …(Cont’d)
BUDGET & FINANCIAL
ASPECTS:
A budget revision request is
required as none of these undertakings have been funded. To date funding has
been secured for the Feasibility Study, salary of Executive Officer and Consult
ant for Community Consultation and Cultural Strategy.
DISCLOSURE OF INTERESTS:
The officer has no conflict
of interest in this item.
No comments:
Post a Comment