CREATIVE DAREBIN - Darebin Arts
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CREATIVE
DAREBIN
A plan for a thriving creative community
D A R E B I N A R T S S T R A T E G Y 2 0 1 4 -–- 2 0 2 0
1. Creative Darebin – A Plan for a Thriving 2 5. What will success look like? 22
Creative Community 5.1 Social inclusion: Reducing barriers to 23
Vision and Mission 3 participation in the arts
2. Purpose and Approach 4 5.2 Economic impact: Enterprise 23
2.1 Purpose of the Strategy 5 5.3 Design impact: Infrastructure and amenity 23
2.2 Role for local government 5 5.4 Social cohesion: Community connectedness 24
2.3 International Context; Global Cities, the Arts 6 5.5 Cultural impact: Artistic vibrancy 24
and Urban Regeneration 5.6 Sector impact: Best practice 24
2.4 Primary Goals 6
2.5 Our Values; Council Plan 2013-2017 6 6. Guiding Principles 26
6.1 How will we get there? 27
3. Current Context 8 6.2 Who will collaborate with us to make it 27
3.1 Background: Darebin Now 9 happen?
3.2 Our changing city: Predictions + trends 2020 10
3.3 Our unique assets: Diverse community, artists 11 7. Milestones 2014-2020 28–29
and infrastructure
3.4 Snapshot: What We Currently Provide 13 Appendices 30
Appendix 1. Consultation Process 31
CONTENTS 4. Creative Darebin Arts Strategy: Key Focus
Areas & Priority Actions 2014-2020
14–15 Appendix 2: Key Demographic Data relevant
to the Arts Strategy 2014-2020
32–34
4.1 Inclusive – Increase access and participation 16 Appendix 3. Policy Context: Federal and State 35–38
in the arts for priority communities
Appendix 4. Supporting Darebin Council Plans 39
4.2 Enterprising – Make Darebin the home of 17 and Strategies
choice for artists and creative industries
Acknowledgements 40
4.3. Regenerative – Develop creative spaces and 18
Bibliography & Links 42
places
Footnotes 43
4.4. Connected – Create connections across 19
communities and between generations
4.5 Vibrant & Visionary – Lead by example and 20
commit to best practice principles
“Another goal of governments could be to
create a nation of individuals and communities
enriched through their participation in the
Acknowledgement of Darebin’s Aboriginal and Torres Strait Islander Community arts adventure.”1
Darebin City Council acknowledges the Wurundjeri people of the Kulin Nation as the traditional landowners and the historical and
contemporary custodians of the land on which the City of Darebin and surrounding municipalities are located. Hugh Mackay, social commentator, Artshub 2013
Council recognises, and pays tribute to, the diversity of Darebin’s Aboriginal and Torres Strait Islander community, valuing the unique and
important role Aboriginal and Torres Strait Islander community members and organisations play in progressing reconciliation, respect
and the building of mutual understanding across the City, amongst its people, and in the achievement of shared aspirations. Council also
recognises and pays tribute to, and celebrates, Darebin’s long standing Aboriginal and Torres Strait Islander culture and heritage.
1
OUR VISION OUR MISSION
A City brimming with creative To create the ideal environmental
possibilities. conditions for creativity to thrive
Imagine a City where art and creative activity is in our City.
experienced in every corner, with vibrant arts The Darebin Council Plan 2013-2017 (Darebin,
precincts across our suburbs in which artists the Place to Live) has set an ambitious agenda
make their work, inspiring local residents to of transformational change within the City of
participate and create their own. Darebin. A key pillar within the Council Plan is
A City that honours and is inspired by its the goal of achieving A Thriving and Creative
history and, at the same time, encourages new Culture (Goal 4), which sets out a wide
creative interpretations of culture that reflect range of strategies and actions to enhance
our current ways of life. the creative life of our City. This involves
many departments of Council that have not
A City that respects and celebrates Aboriginal historically been associated with a cultural
and Torres Strait Islander arts and culture. agenda – departments such as economic
1 A City where the arts have a genuine impact
for everyone, creating enduring, meaningful
connections between our diverse communities
development, planning and community
safety, to name a few. An integrated, whole-
of-Council approach to fostering a creative
CREATIVE and across generations.
Where there are no barriers to full participation
in the arts for those who experience economic,
culture is emerging, and the aspirations of
our community in this area are being listened
to and acted upon. Fostering a Thriving and
DAREBIN
Creative Culture is not only the responsibility
physical, family or language barriers. of those working directly in the arts and
A City where artists and creative industries are culture field.
welcomed and valued as a unique industry To support the Council Plan and deliver what
sector, and recognised for the employment it promises to the community, a refreshed
A PLAN FOR A THRIVING and economic benefits they bring to each Darebin Arts Strategy has been developed; one
neighbourhood and the community at large.
CREATIVE COMMUNITY that reflects the complexities of our community
A City with diverse dynamic festivals today, predicts as best we can the future needs
and permanent art in our parks and public of our City and sets a dynamic agenda for
spaces, integrating artistic thinking into best practice contemporary arts and creative
the consideration of how new suburbs are practice in a community setting.
designed for the future.
A City that makes the processes of making
art easier; supporting a thriving creative
community.
Creative Darebin.
2 3
2.1 Purpose 2.2 The role for local government
The purpose of the new Arts Strategy is to Local government has a complex role to play in
set a new direction for the way Council thinks fostering a city’s creative culture.
about the comprehensive role of the arts in
In relation to the arts and creative culture,
civic life.
Council has a primary responsibility
Historically, local government arts and culture for understanding and articulating the
plans have focussed almost exclusively on the community’s values and desired future, for
provision of community celebrations, festivals providing opportunities for cultural learning
and events, with outcomes linked primarily to and creative expression, and for effectively
community wellbeing measures. The Darebin addressing local needs through creative
Arts Strategy builds on this foundation but programs. This approach needs to be
puts the focus firmly on the interrelationship adaptable in order to respond to the span of
between the arts, creativity, media, and more needs identified for
permanent areas of planning such as urban
—the
— recreational arts-enthusiast,
design, public realm and amenity, economic
prosperity and jobs growth, placemaking, —the
— community in need of an arts focus to
retail activity centre success, as well as bring them together, and
improvements in social and health indicators. —the
— needs of the professional artist and
2 It is the aim of the Darebin Arts Strategy
2014-2020 to create the ideal environmental
conditions for creativity to thrive and be
creative entrepreneur whose livelihood
depends on Council’s understanding of how
their business operates.
PURPOSE AND sustainable in our City: for creativity to touch
every part of our lives.
To do this effectively requires striking a healthy
balance between taking the lead as a Council
by initiating new projects and capital works
APPROACH programs for long-term impact, whilst also
understanding when our involvement may act
as an impediment to the community being
able to simply get on with the business of
making art and making a business out of art.
We have endeavoured to consider these
aspects of Council’s role – when to take the
lead, when to act as an enabler and when
to step out of the way – in all discussions,
consultations and workshops conducted in the
development of this Strategy.
Through numerous community and
stakeholder consultations (refer Appendix 1),
as well as a comprehensive policy review (refer
Appendix 3) with appropriate local, national “The fundamental purpose
and international benchmarking, a significant of governance is to work
opportunity has been identified to develop a towards a healthy, safe,
contemporary, responsive, participation and
enterprise-focused approach to arts activity,
tolerant and creative
cultural engagement and planning in the City society.”2
of Darebin.
Culture: Fourth Pillar of
Sustainable Development
4 5
2.3 International Context: Global cities, 2.4 Primary goals – Quality of life and
the arts and urban regeneration community relevance
Cities as diverse as Newcastle-Gateshead The primary goals for the Darebin Arts
(UK)3, Sydney(AU)4, Newark, New Jersey Strategy 2014-2020 relate to enhancing quality
(USA)5, Berlin (DK)6 and, locally, the cities of life and community relevance.
of Yarra (VIC)7 and Newcastle (NSW)8 are
The three goals are to;
focusing on arts and artists in social and
commercial enterprises and programs that 1. Improve social cohesion, wellbeing and
address wellbeing and economic indicators connectedness through arts and creative
through a progressive approach to arts experiences for those who live, work, study
participation and artistic practice. or play in the City of Darebin
Research into international best practice has 2. Create the environment and conditions
produced a number of landmark case studies that encourage creative endeavour and
wherein the arts have taken a lead role in enterprise to proliferate
community regeneration9. This is a global 3. Set the strategic agenda for facilitating
trend that has also been documented by the the growth of a creative culture across the
Organisation for Economic Cooperation & Northern Metropolitan region
Development (OECD)10, the Executive Bureau
of United Cities & Local Governments11, along 2.5 Our values: City of Darebin Council
with organisations as diverse as the American Plan 2013-2017
Urban Planning Association12 and the newly-
The Council Plan 2013-2017 Darebin, the
formed Arts Participation Incubator at Deakin
Place to Live has a mission to Work with our
University13.
diverse community to build a sustainable and
A growing body of international research liveable city. The Darebin Arts Strategy will
documents the impact engagement in the intersect with all six Council Goals to ensure
arts has in promoting connectivity and achievement of:
pro-social behaviours within a community.
—a— vibrant and innovative economy
Families14, schools15, youth, diverse multicultural
communities and other groups experiencing —healthy
— and connected community
barriers of access to cultural participation all “There are three (3)
—sustainable
— and resilient neighbourhoods
benefit when the arts ‘steps up its game’ with measureable dimensions of
“What better way of digital, intergenerational, inclusive and creative —thriving
— and creative culture
fostering a sense of
cultural vitality; the presence
programming. —excellent
— service, and
community, promoting of opportunities for cultural
It is therefore the right time to be bold and —openness
— and accountable governance and
mental health and well expansive in the strategic focus for arts and democracy
engagement, participation
being, and reducing the creative culture in the City of Darebin, as well
Each of the Key Focus Areas and Priority
by residents in viewing and
as to embed a culture of evaluation and best
pressures of a competitive, Actions of the Darebin Arts Strategy (see contributing to cultural
practice.
materialistic society Chapter 4) are in direct alignment or response production, and systems of
than by encouraging to these six Council Goals.
support that develop and
widespread participation maintain artistically – and
in the arts.”
culturally – rich urban
The Role of the arts & culture environments.”16
in planning practice, American
Planning Association Making Great Culture and Regeneration, Arts Research
Communities Happen Digest, issue 37
6 7
3
CURRENT
CONTEXT
3.1 Background: Darebin Now A significant percentage of the population is
In 2013, Darebin is a city of over 144,000 impacted by disability in some way. 5.9% of
residents, with an average annual growth the population in the City of Darebin report
rate of 1.21% per annum. The population is needing help in their day-to-day lives due
projected to grow to over 160,000 residents by to disability. Combined with the number
2021 (refer Appendix 2 for key demographic of residents involved in full or part-time
data in this chapter). carer responsibilities, at least 14% of the
population is coping with disability and its
The Aboriginal and Torres Strait Islander effect upon family and work life. The City also
census population of the City of Darebin in has a relatively high level of socioeconomic
2011 was 1,165: 5.8% of all Aboriginal and Torres disadvantage compared to other LGAs
Strait Islander Melbournians live in the City of in Victoria18.
Darebin. Our City is well-known for its cultural
diversity: indeed, it is one of the most diverse
communities anywhere in Australia. Just over
38% of our population speaks a language other
than English at home, with 29% from a non-
English speaking background and over 33%
born overseas. These percentages are higher
than those for Greater Melbourne17.
8 9
Predicted trends facing our city in the next six
years include an upswing in population growth
in the central corridor, particularly in Preston
and Reservoir; an increase in the percentage
of lone households22; a dynamic and changing
multicultural mix23; a need for constructive
youth participation24, a growing gap in income
levels within the City25 (the haves and the
have nots); changes to the face and nature of
our primary industries26; and an extraordinary
influx of professional artists and creative
industries to Darebin27 in the current cultural
precinct of Northcote/Thornbury/Preston along
the High Street spine, and now extending into
Reservoir.
Population growth creates additional pressures
upon existing infrastructure, programs, the
3.2 Our changing city: Predictions + environment, roads and services on the one
hand, while providing potential for growth in the
trends 2020
city’s economy and community on the other.
The City of Darebin faces important
demographic and social challenges in the next With an increasing number of new arrivals
six years, with population growth and related from India and China, the City’s language
impacts upon rental affordability and city groups are predicted to diversify even further
services being of primary concern. Given its in the years ahead28. In terms of age, the
geographic position in the northern region of population of Darebin over 65 will increase
Melbourne, the City of Darebin has a major role by 8.7% in 2020 to comprise 14% of the
to play in providing affordable housing for our total population29. At the same time there
proportion of the additional one million people is an equally significant projected growth 3.3 Our unique assets: Diverse design community forming, evidenced by the
in the under 15 age group and the largest community, artists and infrastructure increasing popularity of weekend markets and
who are expected to live in Melbourne over the
proportional increase by 2020 will be in 50-54 The City is well-known for its live music scene, pop-up shops selling locally designed wearable
next thirty years.
year olds. acting as a magnet for musicians, composers, art and fashion.
By 2020, a significant segment of the promoters, recording and music venues,
In response, the new Arts Strategy has In addition, Darebin is home to a number
population will be entering retirement age20, particularly in Northcote and Thornbury.
sharpened its focus, to ensure our programs of well-known Australian performing
whilst a new generation of our City’s young Businesses supporting the theatre industry
have direct impact upon improved amenity artists, arts workers, designers, film-makers,
people will enter their twenties at a time of have always congregated in our suburbs,
and economic health, as well as for improving photographers, visual and digital artists, along
high youth unemployment nationally and as have a range of visual arts cooperatives,
community wellbeing and social cohesion. with social and cultural entrepreneurs. We are
internationally21. youth arts companies and arts access the home of celebrated Australian artists such
organisations. The cultural and demographic as Adam Elliott, Clare Bowditch, Ed Kuepper,
mix within Darebin is rich and multifaceted. Denise Scott, Jordie Lane, Daniel Crooks, Bill
The opportunity for intercultural dialogue and Henson, Christos Tsiolkas and Patricia Cornelius
intergenerational learning arising from such among others equally prolific but less publically
“Artists and art galleries diversity is exciting. well-known.
are flocking to Thornbury Recent years have seen an increase in
individuals and businesses focusing on film
and Preston in ever-
production and online game design moving
increasing numbers”19 into the City. Concurrently, we have seen
Preston Leader, 30 April 2013 a steadily growing hand-made craft and
10 11
3.4 Snapshot: What We —Development
— of ongoing community arts
Currently Provide projects such as N-Scribe magazine.
In 2013 Council delivered the following —Exhibition
— partnerships with NMIT and
programs and activities as part of its Creative Northern Support Services.
Culture services to the community.
Cultural Infrastructure
Arts Programs & Exhibitions —Professionally
— managed performing arts and
—An
— annual season of approximately ten functions venues at Northcote Town Hall and
community festivals and events; from one Darebin Arts and Entertainment Centre for
day events such as Darebin Community and commercial and community hire.
Kite Festival, Koorie Pride Youth Festival and
Home Cooked Comics Festival to the two —Professionally
— managed, public art gallery at
week long Darebin Music Feast, Homemade Bundoora Homestead Art Centre, member of
Food and Wine Festival and True North – PGAV and Museums Australia accredited.
Reservoir Arts Festival. —Management,
— conservation and promotion
—Arts
— Partners programs at Northcote Town of the Darebin Art and History Collections.
Hall and Darebin Arts and Entertainment
Leadership & Advocacy
Centre with the independent artists’
—Collaborations
— with other Council
community, festivals and arts companies.
departments to develop and deliver
These include the Darebin Arts Speakeasy
Artists gather where there In terms of creative places and spaces, Darebin Meanwhile, Darebin Arts & Entertainment the Paint The City program of street
program for the development and
currently manages three significant cultural Centre (DAEC) plays host to local dance art (Community Safety) and Active
are other artists and creative presentation of new performance work at
facilities; Northcote Town Hall, Bundoora schools, business conferences and culturally Spaces Vacant Shop program (Economic
thinkers. Encouraging and Homestead Art Centre and Darebin Arts & diverse celebrations, showcasing local and
Northcote Town Hall, and the Darebin Arts
Development).
strengthening clusters of Loudmouth program for kids and families at
Entertainment Centre (DAEC). international talent in performances all year
Darebin Arts & Entertainment Centre during —Advocacy
— through acquisition, exhibition and
creative industries, which Northcote Town Hall has emerged in more
long. DAEC’s revitalisation is a crowning
school holidays. promotion of high quality local artwork.
in turn attract creative aspiration for the future, to make a statement
recent years as a strong community asset by
for the arts and culture along the Bell Street —Annual
— programming of contemporary —Regular
— promotion of Council and
individuals, will reap cultural, increasing its focus as an artistic incubator
retail and industrial corridor. art exhibitions and community access community run arts events through the
economic, community for the development of new artistic works
programs at Bundoora Homestead Art fortnightly What’s On e-newsletter.
from Melbourne’s vibrant independent artists’ In future, we see the new Islamic Museum and
and employment benefits community. City of Darebin Library network as important
Centre, including the Darebin Art Show and —Advocacy
— on issues affecting local artists and
in ever-widening circles permanent historical interpretation of the the creative community to Council and other
cultural sites for innovation and inclusion in
Bundoora Homestead Art Centre continues building.
throughout Darebin. to balance a fully curated contemporary visual
arts initiatives as well. levels of government.
arts program and a social history and heritage Public Art Commissions In 2013 Council invested approximately $2.6
focus, and is increasingly becoming a cultural —A
— major permanent public art commission million in delivering these services. Each
destination for groups travelling from as close for a public space every two years. year Business Plans are developed with an
as the local schools and longer day trips from ongoing aim of reducing the per head subsidy
regional Victoria. Community Partnerships by increasing attendances and improving the
—Support
— of local community arts groups reach and relevance of our services for our
such as the Preston Symphony Orchestra ever-changing community.
and Darebin Brass Band through Community
Grants or annual service agreements.
—Collaborative
— partnerships with community–
run festivals such as Melbourne Magic
Festival.
12 13
4
CREATIVE
DAREBIN
ARTS STRATEGY
Building on this solid foundation and 5 Key Focus Areas are;
KEY FOCUS AREAS & PRIORITY recognising the dynamic period of growth,
4.1 Inclusive
demographic change and urban development
ACTIONS 2014-2020 Darebin is entering, the Arts Strategy 2014- —Increase
— access and meaningful participation “In thinking about
2020 identifies 5 Key Focus Areas requiring in the arts for priority communities government’s role
investment in people and resources to achieve in stimulating and
4.2 Enterprising
Council’s goal of a Thriving and Creative
—Make
— Darebin the home of choice for artists supporting the arts, we are
Culture.
and creative industries in danger of overlooking
4.3 Regenerative a simple yet crucial point:
—Develop
— Creative Spaces and Places the greatest value of the
arts – to individuals and
4.4 Connected to local communities – is
—Create
— connections across communities and
between generations through participation in
them, rather than merely
4.5 Vibrant & Visionary being exposed to them as
—Lead
— by example and commit to best
spectators.”30
practice principles in all our work
Hugh Mackay, “Are the Arts Good
for Us?” Artshub
14 15
KEY FOCUS AREA 4.1 KEY FOCUS AREA 4.2
4.1 Inclusive – Increase access and We Will Continue to: 4.2 Enterprising – Make Darebin the We Will Continue to:
meaningful participation in the arts for —Review,
— refresh and renew our Festival home of choice for artists and creative —Manage
— and promote artist development
priority communities program each year to ensure broad industries and presentation programs at Northcote
Embedding a respect for diversity and participation opportunities for all our As Darebin moves from a manufacturing base Town Hall, DAEC and Bundoora Homestead
inclusiveness in our actions ensures the arts communities to a knowledge economy, attracting artists Art Centre
are reflective of contemporary Australia, —Ensure
— there are low cost or free options to and creative businesses to put down roots, live —Give
— priority to high quality Darebin
facilitating multiple perspectives in our work. access and participate in all Council Festivals, and work with us, generates not only cultural artists when programming the Bundoora
Events and venue programs benefits but economic ones too. Homestead Art Centre Access Gallery
This Strategy will remain responsive to
changes in community needs throughout its —Ensure
— Council promotional strategies for Creating business and arts clusters, this Strategy —Support
— local visual artists through Darebin
lifetime, but at the time of writing we believe the arts meet best practice communication will generate increased levels of investment in Art Show and artwork acquisitions
the Darebin communities of standards to increase access and the City by individuals and companies looking to
—Collaborate
— with Economic Development on
participation from diverse communities establish and grow their creative enterprises.
—Aboriginal
— and Torres Strait Islanders the Active Spaces empty shops program
community —Develop
— annual business plans for all cultural We Are Enterprising – Priority Actions —Seek
— input from the Darebin Arts
—People
— with a Disability and their carers venues that support the aim of increasing
We Will: Ambassadors and create annual
access, diversity and participation levels
—Culturally
— and Linguistically Diverse (CALD) 1. Develop and promote a new Creative opportunities for new members to join
communities, and Industries support function to inform, —Provide
— employment for local artists to
educate and facilitate new creative perform or make work as part of Council’s
—Young
— People
businesses and individual artists in the Festivals and Events program
—Older
— People processes of Council; including establishing
—Present
— an annual DIY Arts Business Seminar
are priority groups that need greater support relevant industry networks and information
series
to participate more fully in the arts in our City. sharing, and expanding the DIY Arts
Business seminar program
We Are Inclusive – Priority Actions 2. Establish low-cost rehearsal and studio
We Will: spaces for Darebin artists in retail Activity
1. Establish a Council funded Arts Participation Centres
Initiative to collaborate with organisations 3. Increase amount available for applications
working with priority communities, to to the Arts and Culture category of Council’s
increase active and innovative participation Community Grants and enable individual
in arts and cultural opportunities artists to apply
2. Develop programs that support, profile 4. Conduct a cultural mapping project and
and celebrate the arts and culture of the develop a Cultural Tourism Strategy,
Aboriginal community including a focus on Aboriginal Cultural
3. Develop a Disability Action Plan for our Heritage, in collaboration with partners and
stakeholders
“…[a] City can support
cultural venues and programs
“Schools that value the creative industries
4. Establish an Artists in Residence program 5. Research feasibility of establishing a
creativity and innovation workshop space to provide space and skills-
through support for
with local primary and secondary schools;
lead the way in cultivating creating projects between professional sharing for visual, design and craft artists clustering activities
the well-informed and artists, students and parents 6. Investigate establishing micro-loans to together, sharing resources
active citizens Australia’s 5. Expand the creative application of digital support creative enterprises (space, equipment and
future demands.”31 and online tools in arts programs, including 7. Advocate for existing use rights for arts and knowledge)”32
digitising the Darebin Art, History and Public entertainment businesses
National Education and the Arts Art Collections City of Sydney Cultural Policy
Statement (2005) Discussion Paper, 2013
16 17KEY FOCUS AREA 4.3 KEY FOCUS AREA 4.4
4.3. Regenerative – Develop Creative We Are Regenerative – Priority Actions 4.4. Connected – Create connections
Spaces and Places We Will: across communities and between
Darebin is experiencing rapid growth and 1. Conduct a feasibility study for a redeveloped generations
changes to land-use across multiple sites. Darebin Arts and Entertainment Centre With social isolation becoming a recurring
Ensuring that the needs of the community’s theme in community consultations, the
2. Establish a Public Art resource service within
cultural and creative life are taken into account Arts Strategy aims to ameliorate this trend
Council to assist property developers in
in the early planning and design process will with every action we take. Communities,
the commissioning of public art in private
lead to a more liveable city for our residents in temporary and ongoing, form through
developments
the future. Urban design also impacts us daily active participation in the arts. This Strategy
on a neighbourhood scale. It includes what 3. Introduce a ‘percentage for art’ compulsory provides numerous options for a great range
we see and experience as we travel to work contribution from major property of community members to gather together
or walk to the local shops. Permanent and developments and form relationships across cultural and age
temporary public art, street art and welcoming, differences.
4. Commission a feasibility study for the
creative public spaces are key to creating the
creation of a large-scale mixed-use Arts We will support and initiate programs that
kind of neighbourhood we like to live in and
Colony in Darebin incorporating rehearsal, encourage different communities to connect
feel proud to show off to visitors.
workshop studios, office and storage space with each other through art, and for multiple
This Strategy takes a stronger position for artists and creative businesses in a generations within and across communities to We Will Continue to:
than previous strategies on the inclusion creative cluster; including research into participate in shared activities together. —Adopt
— a cross-Council approach when
of arts related considerations in all Council where additional cultural facilities will be researching and developing new arts
deliberations around infrastructure required in urban growth areas for future We Are Connected – Priority Actions initiatives
development and land-use decisions. communities We Will: —Program
— opportunities for intergenerational
5. Commission major public art works to be 1. Redesign the entrance and foyer of Darebin and inter-cultural skills sharing at all Council
installed at primary gateways into the City Arts and Entertainment Centre into a festivals and through Bundoora Homestead
welcoming community gathering place and Art Centre’s public programs
6. Commission a Masterplan for the completion
“Much of the writing develop a program of free daytime cultural
of the original Arts Precinct vision around —Create
— welcoming places and opportunities
activities
on creative industries Northcote Town Hall, old Northcote Police to gather and connect
and cultural quarters Station, Civic Square and Carnegie Library 2. Strengthen our online community in line
spaces to create a contemporary community with the Darebin Digital Strategy
acknowledges the role of
cultural asset and artistic hub 3. Increase Council’s connection and interaction
artists and other creative
with local primary and secondary schools
people in early stages of We Will Continue to:
by creating partnerships with the school
an area’s redevelopment —Commission
— a major permanent art work for
community for arts programs
public spaces every two years
and the fact that 4. Research options for an inter-cultural
‘successful’ regeneration —Continue
— to own and manage Darebin Arts
community arts project celebrating the role “This country has such
and Entertainment Centre, Northcote Town
can lead to their migration has played in Darebin
Hall and Bundoora Homestead Art Centre; a high life expectancy,
displacement, unless there undertaking continuous improvement to 5. Increase the amount available for the arts people are living a long
is a policy or financial provide relevant and affordable cultural and culture category of the Community
services for our communities Grants to support a greater range of
time, and we were new
mechanism to enable them
intercultural and intergenerational arts to Australia and we were
to stay.”33 —Continue
— to maintain our Public Art assets
projects in the community hungry to know older
Graeme Evans and Phyllida Shaw, people, to have those
“Culture and Regeneration” Arts relationships with them.”34
Research Digest, Issue 37, summer
2006 Darebin resident
18 19KEY FOCUS AREA 4.5
4.5 Vibrant & Visionary – Lead by We Are Vibrant & Visionary –
example and commit to best practice Priority Actions
principles in all our work We Will:
Darebin is a City known for the quantity, range 1. Establish an effective evaluation framework
and quality of its artistic community, and that measures specific benefits of the
for the enthusiasm with which the broader Priority Actions
community embraces arts and creative
2. Embed assessment of Cultural Impact as a
expression. By providing extraordinary
core requirement of every Council Report
experiences and a variety of diverse activities
and in consideration of services across
and genres to choose from, overall arts practice
Council such as Masterplans, Structure Plans,
is enhanced. Performances and programs
Building Use and Public Space initiatives
that are unique, reflect innovative thinking, or
represent something distinctive about our City, 3. Review the Arts Strategy and renew the
support development of the arts sector itself. Priority Actions in its third year; including
a public forum to report back to the
In order for Darebin to establish itself as an
community on the Strategy’s progress
exemplar of creative strategic leadership, the
commitment to best practice and continuous 4. Provide a coordinated approach to
learning must be embedded in the people and promoting arts and cultural opportunities
systems that will deliver this Strategy. and services, and tailor the method
of communication to reach diverse
communities
5. Focus on professional development for
Council teams in order to deliver aligned and
innovative programs for the community
6. Advocate for a regional approach to arts
and cultural planning across the Northern
metropolitan Councils
We Will Continue to:
—Identify
— and consolidate core Program
Services and ensure that Council Officers
have the key competencies to deliver them
—Develop
— annual business plans that focus
on improving the customer and participant
experience
—Focus
— on best practice for art in community
programs
—Conduct
— public forums to remain connected
“People get to know to our community
“(We need to keep up with) the new ways people are engaging with each other and form —Support
— the making and presentation of
culture, eg. shareable, social, participatory, mobile, distributed, relationships in the course great art experiences for our community
multi-sensory, fragmented and with mass personalisation.”35 of celebrating the arts”36
Jesse Rosen, “Provocative Choices for Orchestras”, Huffington Post Artswave.org, Cinncinati
20 215
WHAT WILL
We will know we are successful
when the Community says
Creative Darebin is an Arts Strategy designed 5.2 Economic impact: things like;
SUCCESS
to have long-term impact and demonstrable Enterprise “I’ve never been to one of
outcomes. Progress toward achieving our
Indicators the Darebin arts festivals
goals will be measured against the following
indicators: —#— of new creative businesses setting up or before. It’s usually too
LOOK LIKE? 5.1 Social inclusion:
Reducing barriers to participation
—%
relocating to Darebin p.a.
— new creative enterprises “satisfied with
Council and Council’s processes for doing
hard with Mum in her
wheelchair. But we both
felt included and had great
in the arts business”
fun. We’ll definitely come
Indicators —%
— of local labour force identifying as back next year.”
—%— respondents describing arts programs as professional art and media practitioners or
“inclusive and welcoming for all members of arts workers
We will know we are successful
our community”
5.3 Design impact: when Artists and Entrepreneurs
—%
— respondents describing arts programs as say things like;
Infrastructure and amenity
“easily accessible” “I chose to set up my
Indicators
—Level
— of cultural engagement by race/
—%— of new urban developments including new
business here in Thornbury
ethnicity, age, socioeconomics, and largely because so many
geography public art
—%
— of developers who agree “public art adds
other artists were living in
—%
— of participants who describe Darebin Arts the area. And the Council
programs as “a place for me” value to our development”
—%
— of community who agree “the City has has some innovative
much-improved Visual amenity” business support programs
—%
— of community who agree “the new public which really helped me
spaces, art works and infrastructure make get started. They made it
me feel happy to live in Darebin” really easy.”
22 235.4 Social cohesion: 5.5 Cultural impact:
Community connectedness Artistic vibrancy
Indicators Indicators
We will know we are successful —%— of participants who describe feeling —%— of audiences and participants that
when the Community says “more connected to their neighbours and agree they were highly absorbed in the
things like; the Darebin community” as a result of their performance or program (Captivation)
“All the new buildings and involvement in the arts
—%
— of audiences and participants that agree
open spaces in Darebin are —%
— of participants who “learned something they felt mentally and emotionally engaged
really inspiring. The City new about the experiences of other in the performance or program (Intellectual
feels like a place I want to generations” through the arts programs of stimulation and emotional response)
Council and/or partners
stay for many years.” —%
— of audiences that agree there is a good
—%
— of participants who “learned something balance between tradition and newness in and
We will know we are successful new about another culture” through their within the full program (Aesthetic growth)
when the Community says involvement in the arts
—%
— feedback from respected industry peers We will know we are successful
things like; —%
— residents reporting new relationships saying we are contributing to development when Artists, Audiences and
“It was so great to spend attributable to arts involvement within the of artistic practice Industry Peers say things like;
past year
time with some older —%
— positive critical views for arts programs in “You have to check
people learning about the media out what’s happening
how they’d arrived in 5.6 Sector impact: Best Practice in Darebin. I saw the
Melbourne in the 60’s. —%
— residents describing “increased trust in most amazing outdoor
My kids don’t see their Council and its arts programs”
We will know we are successful when the Community and Local Government Peers say things like;
installation in Preston
grandparents much and it —#
— of external presentations and papers last week and it was so
“I’m so impressed with the cultural changes in our city.”
was wonderful to see them delivered by Council staff surprising and challenging,
making friends across the —#
— of partnerships with other Northern region “The City of Darebin Arts team has developed a very progressive plan for I thought about it for days
age gap.” LGAs the future. We should have one of their staff come and present to us” afterward.”
24 256
GUIDING
PRINCIPLES
6.1 How will we get there? —Professional
— Excellence: Best practice in arts
The development of any new strategy participation and cultural development
challenges us to consider some important —Continuous
— Learning: Research, evaluation
questions: and review of our programs to ensure their
—What
— is our desired future? continuing relevance
—How
— can we make a lasting difference for —Environmental
— Sustainability: A commitment
future generations without compromising to embedding sustainability measures into
the present? all activities
—How
— can we ensure success for the new — Who will collaborate with us to
—6.2
plan? make it happen? “Excellence in culture
Therefore, the Darebin Arts Strategy defines For the strategy to be a success, strategic occurs when an experience
some key guiding principles to ensure the partnerships will be essential. The complexity affects and changes an
plan itself is achievable, workable, sustainable, of our City’s current and future needs, and individual... An excellent
measurable, and moves inexorably toward its those of our constituency can not be addressed cultural experience goes to
primary goals and desired outcomes. This will without cooperation and collaboration. We
happen through a systemic commitment to: will commit therefore to the creation of robust the root of living.
—Equity:
— A non-negotiable expectation of and mutually beneficial strategic partnerships
with community, tertiary, arts and commercial Excellence is about
diversity in practice and inclusiveness for
community organisations who share our vision and goals. experience and good
Through the life of this Strategy we will build practice is what leads it.”37
—Organisational
— Alignment: A whole-of-
Council approach with collaborative dialogue on these partnerships and establish new ones Brian McMaster, Supporting
at every level that enable us to reach our strategic goals. Excellence in the Arts (UK, 2008)
26 277.1 Timeline
Actions begun by 14–15 15–16 16–17 17–18 18–19 19–20
Establish Arts Participation program ●
Disability Action Plans for venues and programs ●
School partnerships programs incl Artists in Residence ●
Digitise Art Collection ●
Develop Creative Industries Support role ●
Establish low-cost rehearsal and studio spaces ●
Increase Community Grant pool ●
Develop Cultural Tourism Strategy ●
Investigate micro-loans for artists and creative industries ●
Establish Public Art resource service ●
Masterplan for mixed-use Arts Colony and creative clusters
7
●
Public Art at Gateways ● ● ●
Commission feasibility of completing Northcote Arts Precinct vision ●
MILESTONES Conduct feasibility study for redevelopment of
Darebin Arts & Entertainment Centre
●
Redesign public spaces at DAEC ●
Strengthen online communications ●
Establish effective evaluation framework ●
Review the Arts Strategy in its 3rd year ●
Ongoing Actions
Develop programs with the Aboriginal community ● ● ● ● ● ●
Coordinated approach to promotions and communications to ● ● ● ● ● ●
reach diverse communities
Focus on professional development for Council Officers and ● ● ● ● ● ●
community members
Conduct research into future needs for cultural facilities and services ● ● ● ● ● ●
Advocate for existing use rights for arts and entertainment businesses ● ● ● ● ● ●
Expand the creative application of digital and online tools ● ● ● ● ● ●
Advocate for a Northern metro regional approach ● ● ● ● ● ●
28 29APPENDIX 1.
CONSULTATION PROCESS
The consultation process for the six year
Creative Darebin Arts Strategy involved
open, targeted and forum consultations
with over 240 residents and key community
stakeholders. The outcomes of these numerous
sessions were documented, analysed and
distilled to five focus areas that now underpin
the strategy.
Phase 1:
Open Community Consultation:
April 2013
The City of Darebin conducted three initial
community consultation meetings at Northcote
Town Hall, Darebin Arts & Entertainment
Centre and the Reservoir Civic Centre in April Phase 4:
2013. What’s Your Big Idea? Public Forum with
Julia Zemiro August 2013
Phase 2:
APPENDICES
A significant public forum in relation to the
Targeted Stakeholder Consultation: 2014-2020 Arts Strategy was held on 15
May-July 2013 August 2013. The program was hosted by
The Manager Creative Culture and team Julia Zemiro along with guest speakers Ajak
conducted an additional series of over twenty Kwai, David Campbell and the Bamford-
external stakeholder consultations in May- Caleo family. This event was curated to
July 2013, including with local commercial, ensure the Darebin community was given
community and arts partners. a further opportunity to contribute to the
Creative Darebin Arts Strategy and to respond
Phase 3: meaningfully to the emerging focus areas
Research & International Benchmarking and directions for planning. The City received
February-July 2013 an excellent response to this invitation,
From February to July 2013, the Creative with over 150 local area residents attending
Culture team also reviewed recent City of the event at Darebin Arts & Entertainment
Darebin survey data and conducted wide Centre. A lively discussion ensured the voices
desktop research into comparable local Council of the community can now be heard clearly
policies in Victoria, national capital city plans throughout this Strategy.
(Melbourne 2010-2013), Sydney (City of Sydney
Cultural Discussion paper, March 2013), City of Phase 5:
Auckland and international case studies (as Draft Strategy Community Consultation
noted in Chapter 1) to ensure the new Strategy The Draft Arts Strategy was widely distributed
can be considered best practice. through community groups and Council
Advisory Committees for further comment and
written submissions.
30 31APPENDIX 2. A4.5 Relative Disadvantage A4.6 Changing Industries
SEIFA: The SEIFA index is derived from Between 2006 and 2011, Manufacturing as an
KEY DEMOGRAPHIC DATA RELEVANT TO attributes that reflect disadvantage such as employer fell from 16.6% of all jobs in Darebin
THE ARTS STRATEGY 2014-2020 low income, low educational attainment, high to 13.2%. The highest employers are Education
unemployment, and jobs in relatively unskilled and Training (14.4%) and Retail (14.4%).
A2.1 Population occupations.
In 2031, the population of City of Darebin is A4.7 Changes in Household Structure:
A higher score on the index means a lower
forecast to be 173,980, an increase of 40,340 The main changes in household type between
level of disadvantage. A lower score on the
persons (30.19%) from 2006 2006 and 2021 are forecast to be:
index means a higher level of disadvantage.
Area name 2006 2011 2016 2021 2026 2031 The City of Darebin scores 990 on the SEIFA The largest increase is forecast to be in Group
index of disadvantage in 2011 and was ranked households, which will increase by 1,001
City of Darebin 133,640 143,057 152,075 160,031 166,900 173,980 households, comprising 6.8% of all households,
39th most disadvantaged LGA in the state.
In 2006 it had a score of 972 and was ranked compared to 6.3% in 2006.
A2.2 Changing Ageing Demographics A4.3 Indigenous Residents 24th most disadvantaged in the state. In 2001 Lone person households are also forecast to
In 2006, the most populous age group in City The Aboriginal and Torres Strait Islander it had a score of 966. increase by 1,574 households, to comprise
of Darebin was 30-34 year olds, with 12,401 Census population of the City of Darebin in 25.6% of all households in 2021, compared to
persons. In 2021 the most populous forecast 2011 was 1,165. Total indigenous population is 27.5% in 2006.
age group will continue to be 30-34 year olds, 55 above 2006 levels. 5.8% of all Aboriginal
with 14,821 persons. The City’s median age is and Torres Strait Islander Melbournians live in
36. the City of Darebin.
The number of people aged under 15 is Forecast Housholds, City of Darebin 2006 2021 2031
A4.4. Increase in residents from other
forecast to increase by 4,323 (20.2%),
representing a rise in the proportion of the inner city LGAs and from Overseas 2001-
2006 25,000
population to 16.1%. The number of people
aged over 65 is expected to increase by 1,797 Biggest changes in residents from other
(8.7%), and represent 14.0% of the population countries between 2006-2011 are India 20,000
Number of households
by 2021. (+1,983), China (+1,232), UK (+515) and NZ
(+429).
The age group which is forecast to have the
15,000
largest proportional increase (relative to its
population size) by 2021 is 50-54 year olds,
who are forecast to increase by 37.6% to 9,865 10,000
persons.
5,000
0 Coup Coup One Othe Lone Grou
les w le fam pare r fam pers p ho
ithou ilies nt fa ilies on h useh
t dep with mily ouse olds
ende depe hold
nts nden s
Household type ts
32 33APPENDIX 3.
POLICY CONTEXT: FEDERAL AND STATE
The following federal and state policies and strategies inform
and support the work of the Creative Darebin Arts Strategy 2014-2020:
Federal Policy or strategy Summary of aligned goals or outcomes
‘Creative Australia’ —Encourage
— universal creative expression and recognise the
role of the artist in this process
National Cultural Policy
(2013) —Connect
— arts and culture to national life for a social and
economic dividend
Department of Regional
Australia, Local —Modernise
— funding and support
Government, Arts and Sport
—Recognise
— the central role of Aboriginal and Torres Strait
Islander culture in Australian life
—Enhance
— national focus on Asia
—Develop
— a National Arts & Culture Accord (tri-level
government cooperative initiative)
—Increase
— opportunities for Australia’s creative industries
to contribute to the economy as leaders of innovation and
drivers of productivity across all industry sectors
—Evaluate
— the intrinsic and instrumental impacts of artistic
expression and participation
A4.8 Cultural Diversity and English Approximately 7.8 per cent of the population National Arts & Disability —Address
— barriers that prevent people with a disability to
Proficiency does not speak English well or at all. Strategy (2010) access and participate in the arts
In the 2011 Census 33.7 per cent of Darebin The majority of people born in a non-English Cultural Ministers Council —Develop
— strategies to address barriers for emerging and
residents stated they were born overseas. The speaking country live in the north of the professional artists with disabilities to realise their ambitions
major contributing countries were Italy, Greece, municipality in Reservoir, Kingsbury and —Support
— audience development to enable a growing market
India, China, the United Kingdom and Vietnam. Bundoora areas. for work by artists with disabilities
26% of those born overseas arrived in Australia
within the last 5 years. —Enhance
— coordination and collaboration across all levels of
government, so that people with a disability have a stronger
38.7% Darebin‘s residents speak a language voice in policy development and planning
other than English at home. Darebin‘s residents
speak a wide range of languages (other than National Disability Strategy —People
— with disability live in accessible and well designed
English): Italian, Greek, Arabic, Mandarin, 2010-2020 communities with opportunity for full inclusion in social,
Vietnamese, Macedonian, Cantonese, Punjabi, economic, sporting and cultural life
Department of Human
Hindi and Spanish. Services —Acknowledge
— and support the role of families and carers
National Urban Policy (May —Harness
— the productivity of Australia’s people and industry
2011) by better managing our use of labour, creativity, knowledge,
land and infrastructure
Department of Infrastructure
and Transport —Enhance
— the liveability of our cities by promoting better
urban design, planning, and affordable access to recreational,
cultural and community facilities
—Progress
— the goals of productivity, sustainability and
liveability through better governance and management
34 35Urban Design Protocol for —Create
— the focus for people to engage with each other
Australian Cities (Nov 2011) (liveability)
Department of Infrastructure —Create
— the focus for people to engage with city and place
and Transport (productivity and sustainability)
—Develop
— comfortable and welcoming urban spaces and
places
—Design
— vibrant and activated spaces, with people around
—Design
— respects the needs and aspirations of the community
that lives and works there
—Design
— creates opportunities for people to prosper and local
businesses to thrive
—Practice
— celebrates unique characteristics – heritage, culture
and community – to create a sense of place and identity
Australian Curriculum Given the high percentage of CALD population in the City
—People
— feel safe where they live (2012-2015) of Darebin, the three overarching cross-curricular learning
—A
— place you want to visit, experience or live in priorities in the emerging Australian curriculum are significant
Australian Curriculum,
‘The People of Australia’ —Commit
— to a just, inclusive and socially cohesive society to the new Arts Strategy:
Assessment & Reporting
where everyone can participate in the opportunities Authority —Aboriginal
— and Torres Strait Islander histories and cultures
Australia’s Multicultural
that Australia offers and where government services are
Policy (2011) The Aboriginal and Torres Strait Islander priority provides
responsive to the needs of Australians from culturally and
Department of Immigration opportunities for all learners to deepen their knowledge of
linguistically diverse backgrounds
& Citizenship Australia by engaging with the world’s oldest continuous
living cultures. Students will understand that contemporary
‘Powering ideas: an —Effective
— dissemination of new technologies, processes, and Aboriginal and Torres Strait Islander communities are strong,
innovation agenda for the ideas to increase innovation across the economy, with a resilient, rich and diverse.
21st century’ (2009) particular focus on small and medium-sized enterprises
—Australia’s
— engagement with Asia
Department of Innovation, —Encourage
— a culture of collaboration within the research
Industry, Science, Research sector and between researchers and enterprise This priority will ensure that students learn about and
and Tertiary Education recognise the diversity within and between the countries of the
—Collaborate
— with others in the public and community sectors Asia region. They will develop knowledge and understanding
in the innovation system to improve policy development and of Asian societies, cultures, beliefs and environments, and the
service delivery connections between the peoples of Asia, Australia, and the
National Education & the —All
— children and young people have a high quality arts rest of the world.
Arts Statement (2005) education in every phase of learning
—Sustainability
—
Co-authored by Ministerial —Create
— sustainable partnerships to strengthen community
Sustainability will allow all young Australians to develop the
Council on Education, Early identity and local cultures
knowledge, skills, values and world views necessary for them
Childhood Development
—Facilitate
— connections between schools and the arts and to act in ways that contribute to more sustainable patterns
and Youth Affairs with the
cultural sector to enrich learning outcomes in and through of living. The Sustainability priority is futures-oriented,
Cultural Ministers Council
the arts focusing on […] creating a more ecologically and socially
—Promote
— a culture of creativity in childhood and of just world through informed action. Actions that support
innovation in schools through fostering and showcasing more sustainable patterns of living require consideration of
effective programs and career pathways environmental, social, cultural and economic systems and their
interdependence.
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