UMBRELLA POLICY FRAMEWORK: COMPARISON OF CULTURAL POLICY
MODELS IN AUSTRALIA AND NTERNATIONALLY
1.
STATE MODELS .................................................................................................. 2
2.1 CREATIVE CAPACITY: ARTS VICTORIA ................................................................. 2
Introduction .............................................................................................................. 2
Policy Framework ..................................................................................................... 2
Reporting/ performance measures .............................................................................. 3
2.2 ARTS NEW SOUTH WALES .................................................................................... 3
Introduction .............................................................................................................. 3
Policy Framework ..................................................................................................... 4
Reporting/ Performance Measures ............................................................................. 5
2.3 ARTS QUEENSLAND .............................................................................................. 6
Introduction .............................................................................................................. 6
Policy Framework ..................................................................................................... 6
Reporting/ Performance Measures ............................................................................. 7
2.4 ARTS SOUTH AUSTRALIA ...................................................................................... 7
Introduction .............................................................................................................. 7
Policy Framework ..................................................................................................... 8
Reporting/ Performance Measures ............................................................................. 8
2.
INTERNATIONAL FRAMEWORKS ........................................................................ 8
2.1 CREATIVE NEW ZEALAND ..................................................................................... 8
Introduction .............................................................................................................. 8
Policy Framework ..................................................................................................... 9
Reporting/ Performance Measures ............................................................................. 9
2.2 CANADA COUNCIL FOR THE ARTS ...................................................................... 10
Introduction ............................................................................................................ 10
Policy Framework ................................................................................................... 10
Reporting/ Performance Measures ........................................................................... 11
2.3 Arts Council England ............................................................................................. 11
Introduction ............................................................................................................ 11
Policy Framework ................................................................................................... 12
3.
CONCLUSION.................................................................................................... 13
1
UMBRELLA POLICY FRAMEWORK: COMPARISON OF CULTURAL POLICY
MODELS IN AUSTRALIA AND NTERNATIONALLY
This paper aims to present a comparison of cultural policy models in 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 reference for 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,
Australian Center for the Moving Image, Geelong Performing Arts Center, Museum Victoria,
National gallery of Victoria, State Library of Victoria and the Public Records Office of Victoria3.
Policy Framework
Arts Victoria launched its arts policy, Creative Capacity +Arts for all Victorians in 20034. Its
policy model identifies three major goals, and four strategies of achieving them. They are as
follows:
5
1
http://www.arts.vic.gov.au/index.htm
http://www.arts.vic.gov.au/arts/about/about.htm
3
http://www.arts.vic.gov.au/arts/about/about.htm
4
Creative Capacity + arts for all Victorians, Published by Arts Victoria 2003
2
2
Reporting/ performance measures
Creative Capacity +Arts for all Victorians Policy list measures for each goal. Arts Victoria
reports against these stated goals using these measures in an annual publication: Art-Look. It
serves as Arts Victoria’s annual report which provides 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
Measure
of
progress
Arts for all Victorians:
a culture of
participation
- 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
On the threshold: an economy
based on innovation
-
-
-
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
Creative place: a dynamic arts
sector
-
-
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, Australian Museum, Historic Houses
of Trust of NSW, Museum of Applied Arts and Sciences (Powerhouse Museum), NSW Film and
Television office, State Library of NSW and the Sydney Opera House9.
5
Image taken from Creative Capacity +Arts for all Victorians
Creative Capacity + arts for all Victorians, Published by Arts Victoria 2003
7
http://www.arts.nsw.gov.au/AboutUs/tabid/55/Default.aspx
8
http://www.arts.nsw.gov.au/
9
http://www.arts.nsw.gov.au/
6
3
Policy Framework
Arts NSW policy 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 priority10.The priorities for arts and culture
are outlined in the Arts NSW Strategic Plan 2007-2011. They are as follows:
Arts NSW Strategic Plan 2007-2011
Our 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
Recognise and
Optimise the
Contribute to
Environment
Effective key
support a core
benefits of
the
For Living E8
arts
level of arts and investment in
development of
Growing
organisations,
cultural activity
Sate owned
the arts through
Prosperity In
services
cultural
the States
NSW P
and
infrastructure
planning and
infrastructure
regulatory
frameworks
Result 2
Provide access
Expand the role Support
Respond to
Environment
Increased
to the
of
Indigenous
changing
For
participation and arts for diverse, the arts in
arts and cultural modes and
Living E8
broader access
new
lifelong
expression
methods
Rights, Respect
to the
and emerging
learning
of arts delivery
And
arts
communities
and
Responsibility
Result 3 A
participation
R4
creative and
Growing
diverse arts
Prosperity
practice
In Nsw P4
Fairness And
Opportunity F1
Result 3
Promote the
Advocate for the Improve the
Environment
A creative and
arts and
value of the arts sustainability of
For
diverse
innovation as
the
Living E8
arts practice
central
arts
Growing
to the
Prosperity
development
In Nsw P1
of the creative
economy
Result 4
Implement a
Co-ordinate
Delivering
An efficient and system
policy
Better
responsive
of regular
and planning
Services S8
organisation
review and
requirements
evaluation of
programs and
processes to
maintain
administrative
standards
(Arts NSW Strategic Plan)
10
http://www.arts.nsw.gov.au/
4
Reporting/ Performance Measures
The operational plan links 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
Corporate result
1
Stronger
community
cohesion and
capacity
Our strategic directions
-
-
-
-
-
-
-
-
-
Provide appropriate
infrastructure and
venues for sport and
recreation and arts
activities, particularly in
regional areas
Engage the community
and local government in
delivering communitylevel 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 underrepresented or
disadvantaged groups
Measuring our
performance
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 alcoholrelated crime in hotspot
locations
Related State Plan area of
activity
Environment for living:
Priority E8
Rights, respect and
responsibility
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.
5
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 Government11. 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 Queensland13.
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 community wellbeing, participation in the arts and access to arts and cultural
events and collections;
- provide jobs and training opportunities in the cultural and creative industries and foster the
creation of local content for knowledge economy enterprises; and
- Strengthen community capacity and our sense of identity, foster social cohesion, and
enhance infrastructure and cultural services.
These outcomes contribute directly to the Queensland Government priorities of Community
engagement and a better quality of life, More Jobs for Queensland- Skills and Innovation - The
Smart State, and Building Queensland’s regions15
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 industries16.
11
http://www.arts.qld.gov.au/aboutaq/index.html
http://www.arts.qld.gov.au/policy/index.html
13
http://www.arts.qld.gov.au/
14
http://www.arts.qld.gov.au/policy/creativeqld.html
15
Creative Queensland: The Queensland Government Cultural Policy 2002
16
http://www.arts.qld.gov.au/
12
6
The following table illustrates the link between the investment areas and the strategies in
Creative Queensland:
Strategic investment areas
People
Communities
Creative Queensland Strategies
Lifelong Learning and
Community Capacity
Education
and Renewal
Leadership and
Cultural Tourism
Professional
Excellence
Places, Collections and
Traditions
Creative Enterprise
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 students17.
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 heritage19
17Department
18
19
of Education, Training and the Arts- Annual report 2006-2007
http://www.arts.sa.gov.au/site/page.cfm?u=3
http://www.arts.sa.gov.au/site/page.cfm
7
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 CREATIVITY
T4.1 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.
20Arts
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 summarize and 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 a crown entity established under the Arts Council of New Zealand Toi
Aotearoa Act 1994 and is responsible for the development of the arts in New Zealand21. 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 Heritage22.
20
http://www.saplan.org.au/images/sasp_summary_of_targets_2007.pdf
http://www.creativenz.govt.nz/cnz/overview.html
22
http://www.creativenz.govt.nz/cnz/overview.html
21
8
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-making23.
The objectives for each priority are as follows:
Priority
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
Objectives
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
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
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 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
The Strategic plan Te Mahere Rautaki 2007-2010 signifies a change in focus from previous
plans and it provides framework for measure of progress against the priories set. “The Strategic
Plan 2007-2010, outlined in Part One, sets out the specific priorities and objectives Creative New
Zealand is seeking to achieve or contribute to over the three-year period. Creative New Zealand
has also developed a set of long-term outcomes that are expected to endure beyond the period of
the plan. For each long-term outcome, a set of contributory outcomes have been identified”24.
The Statement of Intent for Tauaki Whakamaunga atu 2008-2011 suggests that Creative New
Zealand has “implemented an improved performance measurement framework” which will
enable improved demonstrations of how activities contribute to the priorities, objectives and
23
24
http://www.creativenz.govt.nz/cnz/overview.html
Pg 20 Part Two Wahangr Aua Statement of Intent 2007-2010
9
outcomes. 25 Emphasis has been placed on developing measures “across the areas of quality,
quantity, responsiveness and efficiency26” In addition Creative New Zealand is working on key
indicators that will “provide further information on trends internally or externally that may
influence investment decisions and or the development of specific activities, programmes or
strategies”27
2.2 CANADA COUNCIL FOR THE ARTS
Introduction
The Canada Council for the Arts is “a federal, arm's-length Crown corporation created by an
Act of Parliament in 1957 (Canada Council for the Arts Act) to foster and promote the study and
enjoyment of, and the production of works in, the arts”.28 The council provides grants and
services to professional Canadian artists and arts organisations in music, theatre, writing and
publishing, visual arts, dance, media arts and integrated (multidisciplinary) arts. It also aims to
raise public awareness of the arts through its communications, research and arts promotion
activities29.
The Canada Council is governed by an 11-member Board. The Chair, the members of the
Board and the Director of the Canada Council are appointed by the Governor in Council for
fixed terms. The Canada Council depends on the advice of “artists and arts professionals from
all parts of Canada and works with federal, provincial and municipal cultural agencies and
departments”30. The Council reports to Parliament through the Minister of Canadian Heritage.
Policy Framework
The Canada Council in its Moving Forward Strategic Plan 2008-11 sets out five strategic
directions. The first three are organising principles for the Councils support of the arts. The last
two are means of maximising the impact of the support and its contribution to Canadian life.
They are as follows:
- Reinforce the Council’s commitment to individual artists, working alone or collaboratively,
as the core of artistic practice in Canada.
- Broaden the Council’s commitment to arts organisations to strengthen their capacity to
underpin artistic practices in all parts of the country.
- Enhance the Council’s leadership role in promoting equity as a critical priority in fulfilling
Canada’s artistic aspirations.
- Make partnerships with other organisations a key element in the Council’s approach to
advancing its mandate.
- Implement structural changes within the Canada Council to improve communication and
strengthen the oranisations capacity to implement change31
The strategic plan directions are be translated into distinct operational objectives and
strategies, with appropriate resources and clearly defined outcomes in the action plan and its
corporate plan for the years 2008-11.
25
http://www.creativenz.govt.nz/files/soi-08.pdf
Pg 20 Part Two Wahangr Aua Statement of Intent 2007-2010
27
Pg 20 Part Two Wahangr Aua Statement of Intent 2007-2010
28
http://www.canadacouncil.ca/aboutus/strat_plan/qw128445516781777288.htm
29
http://www.canadacouncil.ca/aboutus/strat_plan/qw128445516781777288.htm
30
http://www.canadacouncil.ca/aboutus/strat_plan/qw128445516781777288.htm
31
http://www.canadacouncil.ca/aboutus/strat_plan/oz128473072035695788.htm
26
10
Reporting/ Performance Measures
The action plan describes the specific program and operational strategies the Council will
pursue in the next three years (2008-09). It explains the steps the Council is taking to align its
budget with its priority strategies and how it will allocate new funds. For example:
Direction 1 – Individual Artists
Reinforce the Council’s commitment to individual artists, working alone or collaboratively, as the core of
artistic practice in Canada.
New investment of $4,953,500 ($4,593,500 in grants and $360,000 in services)
The Context
This direction recognizes that artists, working alone or collaboratively, play a central role in the arts and society, as
innovators advancing new ideas and creative thinking. It suggests that the Council should devote substantial
thought and resources to its work in supporting individual artists and increasing public awareness of their
importance to Canadian society. The Council’s programs for individuals should be flexible, accessible, and
respectful of artists’ ability to determine their professional and career interests. The Council should accord a high
priority to the national and international mobility of artists, develop new means of reaching young artists, and
elevate the profile of the artist in Canadian life.
Priorities and Allocations
The Council will:
Strengthen its investment in individual artists by allocating $4,593,500 of the new funds to enhancing grants
to individual artists in 2008-09. Depending on the context of the discipline, this will take the form of an
increase in the maximum grant, average grant, or success rate, a larger number of travel grants, increased
resources for project grants, and/or increased investment in young professional artists. The total increase
includes $700,000 for payments to authors through the Public Lending Right Commission.
Focus strategically on selected Council prizes which recognize the excellence of Canadian artists, providing
increased resources in 2008-09 to enhance promotion and public awareness.
Improve access to resources for professional development and networking through a portal on the Council’s
web site to serve artists, including young artists, with development beginning in 2008-09, and continue to
engage with young artists by building on the work done in 2007 through the Next Generation Dialogues.
Increase honoraria and reading fees for members of peer assessment and advisory committees beginning in
2008-09.
Develop and plan to introduce in 2009-10 a flexible grant program for individual artists across the disciplines,
to respond to the diversity of current practices and serve as a pilot for potential application in other Council
programs.
2.3 Arts Council England
Introduction
Arts Council England is an arms length agency that is funded by government and the National
Lottery in supporting the arts.32 Their aim is to create an opportunity for everyone to “develop a
rich and varied creative life, to ensure that high quality work reaches a wider range of people –
engaging them as both audience and participants and to support artists and arts organisations
to take creative risks and follow new opportunities”33. The Arts Councils ambition is articulated
in Our Agenda for the arts 2006-8 which is “to put the arts at the heart of national life and
people at the heart of the arts”34
32
33
http://www.artscouncil.org.uk/
http://www.artscouncil.org.uk/aboutus/agenda.php
34
http://www.artscouncil.org.uk/publications/publication_detail.php?rid=0&sid=&browse=recent&id=52
3
11
Policy Framework
Our Agenda for 2006–8 outlines six priorities and actions:
Priorities
Taking part in the arts
Children
people
and
young
The creative economy
Vibrant communities
Internationalism
Celebrating diversity
Actions
Draw up and implement an action plan and campaign strategy to encourage
more people to take part in the arts
Implement our plan to meet the Department of Culture, Media and Sports
(DCMS’s) Public Service Agreement target to increase attendance by three per
cent and participation by two per cent by adults from Black and minority ethnic,
disabled and economically disadvantaged social groups
Publish and implement a distribution policy and strategies for live touring,
broadcasting, publishing and new technologies to enable people to access the
arts in the places, contexts and formats their choice
Implement our Children, young people and the arts strategy in each of the nine
English regions, working with childrens servces within regional and local
government and in line with Every Child Matters
Implement our strategy for he arts and young people at risk of offending with the
Youth Justice Board and others, giving special emphasis to programmes that
create pathways to education, training and employment through creativity
Continue the development and embedding of our Creative
Partnerships programme and secure the future through a legacy plan
Participate in DCMSs Creative Economy programme and respond to its findings
by supporting professional development for artists, access to business support
and finance to enable them to exploit their work
Manage on behalf of the arts sector a leadership programme to establish a
culture of excellence develop business skills and encourage the leadership
talents of leading minority ethnic figures in the field
In partnership with other cultural agencies, implement our agreement with the
DCLG to shape policies, programmes and projects to ensure culture is properly
embedded into the development of sustainable communities
In partnership with the DCMS DCLG and local authorities implement a strategy
for improving cultural provision in the places experiencing housing led growth
and that have historically been least well served and wherever there is the most
opportunity for innovative cultural development
Implement our international policy to expand opportunities for artists and arts
organisations to work internationally contributing to Englands role as a cultural
world leader
Support a number of regional, national and international partnerships to enable
Liverpool to present itself as a premier European city as Capital of Cultural in
2008, leaving a legacy of long term growth and sustainability for the arts
Contribute to the early stages of planning for the Olympic Games and
Paralympic Games in 2012 and the culture, education and ceremonies
programme culminating in the Beijing closing ceremony in 2008
Complete our race equality scheme action plan, including implementing
Respond, the toolkit for race equality planning for funded arts organisations and
acting on the Sustained Theatre consultation
Develop and implement a new disability equality scheme and action plan to
improve the take up of arts activity by disabled people, raise the profile of
disability-led arts practice and improve employment opportunities for disable
artists
Embed decibel’s achievements by providing a development programme for
Black and minority ethnic arts organisations, promoting debates and showcases
and maintaining our commitment of a minimum for 100 per cent of our Grants for
the arts awards benefiting Black and minority ethnic artists and arts
organisations.
Our Agenda for the arts 2006-8 sets out what the Council aims to do between 2006 and 2008
and what it aims to do in the long term. Within 2006-8 the Council intends to launch a public
value enquiry. The findings of that enquiry will inform the Councils the purpose, direction and
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objectives. The early findings will inform the development of the Councils corporate plan for
2008 to 2011. In 2008-09 the Council will be working to address some of the longer-term
challenges particularly regarding the outcomes they want to achieve drawing more on the
expertise and ideas of artists, arts organisations, members of the public and other
stakeholders.
3. CONCLUSION
This paper has presented a comparison of cultural policy models in Australia and abroad. It
outlines each policy framework, the categories it uses and how it reports against this framework
using their annual reports as reference for each state, and country. The information presented
in this report indicates that there are a number of themes or areas of common interest. These
can be broadly categorised as follows:
- The role participation in arts and culture has terms of economic development
- The importance of creativity in developing human capital
- How participation in the arts is linked to social cohesion, community development, social
capital, inclusion and diversity.
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