Professional Documents
Culture Documents
July 2011
Executive summary
The Australia Councils Arts Development Division is responsible for three areas: Research and Strategic Analysis, Market Development and Marketing and Audience Development. The division delivers programs to increase our knowledge about the arts and to enable the arts to reach more audiences, nationally and internationally. The division also supports the sector via skills and capacity building and the development of relationships and networks. This plan identifies the goals, strategies and programs to best support the visibility and viability of our sector.
Table of contents
Australia Council mission, vision, strategic priorities and values 1. 2. 3. 4. Australia Council mission Australia Council vision Australia Council Strategic Priorities Australia Council values 4 4 4 4 4 5 5 5 5 6 6 7 7 10 16 17 18 18 18 20
Arts Development vision and goals 1. 2. 3. 4. 5. 1.1 1.2 1.3 1.4 Vision Goals Definitions Goals and Strategic Priorities Context for this plan Goals Strategy matrix Program description Sector outcomes
Part 2 Market Development Plan 2.1 Background 2.2 Context 2.3 Market Development goals and strategies Market Development strategies by artform 3. Theatre and Dance 3.1 Context 3.2 Sector issues 3.3 Strategy matrix 3.4 Program description 3.5 Sector outcomes
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4. Music 4.1 4.2 4.3 4.4 4.5 5.1 5.2 5.3 5.4 5.5 6.1 6.2 6.3 6.4 7.1 7.2 7.3 7.4 7.5 8.1 8.2 8.3 8.4 8.5 9.1 9.2 9.3 9.4 Context Sector issues Strategy matrix Program description Sector outcomes Context Sector issues Strategy matrix Program description Sector outcomes Context Sector issues Strategy matrix Program description Context Sector issues Strategy matrix Program description Sector outcomes Context Sector issues Strategy matrix Program description Sector outcomes Context Sector issues Strategy matrix Program description
27 27 27 28 29 30 31 31 31 32 32 33 34 34 34 35 35 36 36 36 37 37 38 39 39 39 40 40 40 41 41 41 42 42 43 43 45 45 45 44 46 47
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5. Literature
6. Inter-Arts
8. Community Partnerships
9. Visual Arts
10. Venice Biennale 10.1 Strategy matrix Part 3 Marketing and Audience Development 11.1 11.2 11.3 11.4 11.5 Context Sector issues Goals Strategy matrix Program description
2. Australia Council vision The Australia Councils vision is to: enable Australia's arts and its artists to pursue excellence preserve, maintain and develop the distinctive features of Australia's culture ensure all Australians have the opportunity to engage with the arts and to enjoy a rich cultural life shape a future in which the arts play a meaningful and vital role in everyday life.
3. Australia Council Strategic Priorities The Australia Councils Strategic Priorities are: Cultural leadership Realising the potential of broadband Innovative practice Diversified models for support.
4. Australia Council values The Australia Councils values are: collaboration respect integrity service diversity leadership.
Market Development Goal 1 Develop national and international markets for Australian arts to reach more audiences. Goal 2 Build Market Development expertise in the sector to ensure more arts and artists reach more audiences.
Marketing and Audience Development Goal 1 Increase participation in the arts. Goal 2 Ensure the Australia Council is a visible and credible source of information about the arts.
3. Definitions Research and Strategic Analysis: Provides research, information and resources about the arts for artists and arts organisations. Market Development: Develops national and international markets and supports programs to enable Australian arts to be seen by a broader audience. Marketing and Audience Development: Provides accessible information about Australia Council programs and audiences to help engage and increase those audiences.
4. Arts Development goals and Australia Councils Strategic Priorities Ensure the Australia Council is a visible and credible source of information about the arts.
Our goals
Cultural leadership Realising the potential of broadband Innovative practice Diversified models for support Smart Council
Conduct/communicate practical and useful research to inform a vibrant future for the future for the arts
Develop national and international markets for Australian arts to reach a broader audience
Enhance the sustainability and support for Australian arts companies and individuals
Ensure the Australia Council is a visible and credible source of information about the arts
5. Context for this plan This plan unites the three different areas: Research and Strategic Analysis, Marketing and Audience Development and Marketing and Audience Development under a single vision: to increase the visibility and viability of Australian Arts nationally and internationally. This is a rolling plan. Current programs have been overlaid with the issues and aspirations of sector plans to determine the program for 2011. This plan is intended to be read in sections. It is ordered by Arts Development stream and artform. It is envisaged that the planning process is ongoing. We will continue to discuss our programs with the sector and artform boards to inform next years plans.
PART 1
1.1 - GOALS
Goal 1: Conduct and communicate practical and influential research to inform a vibrant future for the arts.
The council has a national and international leadership role in undertaking, commissioning and making robust research, data, analysis and information available to inform strategic planning, monitoring, evaluation and advocacy work by the council and the arts sector. Research feeds into the strategic planning process by providing factual information. It helps frame the appropriate methodologies for data collection and analysis that feeds into robust monitoring and evaluation of council programs. The role of RSA is to: identify gaps in knowledge and develop research opportunities promote collaboration on research projects demonstrate to the sector the practical application of research findings in planning and decision making provide access to reliable information for advocacy by the sector. Communication and dissemination of research is essential and it is where the development of the councils Research Hub strategy is crucial. Conduct and communicate rigorous evidence, analysis and interpretation to: a) increase audience participation in the arts b) support the arts sector to achieve operational and artistic excellence. The RSA team has delivered significant research projects. The challenge is to ensure that the research is highly relevant to the council and the sector. Research ideas are most effective when developed in partnership with internal stakeholders and based upon the councils Strategic Priorities. External research partnerships are essential. They inform the RSAs work and enable the team to connect with leading arts researchers. In 2011, the RSA has 12 ARC partnerships with six different universities around Australia. This plan invests in better management of these projects, so that the outcomes will deliver on our expectations, as well as proactively seeking new information and sharing it with others. Optimise engagement and sharing: a) ensure Australia council research is visible in the sector b) promote discussion and debate about key issues c) maintain the Research Hub as the public face of the Australia Council research team. There is an opportunity for RSA to be more visible in the sector and to promote discussion and debate around key issues.
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The Research Hub is the public face of the research team and its re-development was a major achievement of the past year. Its design was informed by a survey of stakeholders which showed that arts marketers and academics are seeking to develop better connections with the RSA team. It demonstrates: the sector sees research as important for the sector the Research Hub and the network built around it provides an opportunity to improve collaboration and practical outcomes for the sector. This means that the RSA team has the credibility and mandate to lead arts research. The survey found that successful development of the Research Hub was expected to create a range of benefits. Research was seen as important for the development of the arts sector, and the research hub was viewed as an opportunity to improve collaboration and practical outcomes for the sector. The potential benefits that could flow from the hub were identified as improved: o identification of research opportunities o collaboration on research projects o practical application of research findings including in terms of planning and decision making o access to reliable information for advocacy. The Research Hub is primarily an externally facing initiative. However, there is an opportunity to engage council staff in generating content, interpretation and opinion. To achieve this, council needs to establish a more effective way for employees to share information that is unpublished, confidential or proprietary with each other in a systematic way. This plan invests in the library as the focal point for this work, leading the way in the use of social media (e.g. Wikis) to address this opportunity. Goal 2: Build an evaluative culture within the Australia Council. By embedding research and evaluation into work practices, the Australia Council will be positioned to make the most of the data and information that it collects. This requires a stepped approach: training on the value of research and evaluation and how it can be used, followed by skills development to enable staff to conduct their own research/evaluation projects. The evaluation framework supports this approach. Context The RSA team undertakes research that places the Australia Council at the forefront of knowledge about the arts. The production and communication of research relevant to understanding the economic, social and cultural impact of the arts positions the Australia Council in position of influence. The RSA team provides leadership in research, helps others conduct research and analysis and through the delivery of priority projects for council. Internal environment The RSA team must provide leadership to ensure that council planning and decision making is based on solid analysis and the latest evidence.
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The value of research is that it provides knowledge to underpin the development and delivery of effective programs. Organisations that value knowledge and use it well become more effective and skilful at adapting to a changing environment. To best achieve this outcome, research and analytical work should be built into the planning cycle. A significant opportunity exists for the RSA team to enhance the way it works within council. This plan invests time and resources in the capacity of the Australia Council staff to think analytically and to embed research and analysis into the operating culture. External environment The Australia Council has an opportunity to further develop its leadership role with stakeholders in the arts research community. This plan invests resources in the active management of our ARC projects and the development and marketing of the Research Hub as a focal point for information sharing, discussion and debate (both online and offline).
Demonstrate the relevance of the performing arts to todays Conduct and communicate rigorous communities. evidence, analysis and interpretation to:
Scope a survey with producers and venues which program Indigenous works in partnership with Aboriginal and Torres Strait Islander Arts (ATSIA) Survey board chairs in partnership with Arts Organisations. Survey consumers to measure the impact of the Get Reading! campaign.
$10,000
$30,000
TBC
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Cultural Engagement Framework Evaluation of the 2010/11 Cultural Engagement Framework (CEF)
Produce a 2010/11 report on the implementation of CEF using the Grant Management System (GMS) Work with CEF champions so analysis is used in strategy development. Work with Community Partnerships (CP) to ensure that the systems are developed to support accurate CEF data collection. Work with CP to simplify and if possible automate regular reporting. Staff time
Strategy
Program
KPI Further analysis of data from More than Bums on Seats and Artist Careers so as to develop policy recommendations. Second wave of the longitudinal survey of YEAs completed.
Conduct outstanding research to inform a Supply and demand vibrant future for the arts. Conduct high level analysis of Artist Careers and More than Bums on Conduct and communicate rigorous Seats reports evidence, analysis and interpretation Longitudinal research study to: Measure the impact of grants on the a) Increase audience participation in the careers of young and emerging arts, artists. b) Support the arts sector to achieve operational and artistic excellence.
$25,000
*Innovative funding pilot Improve efficiency and diversity of funding decision A project to research pilot and making and models. evaluate new funding models for the arts. User satisfaction survey Recommendations as to how the Australia Council might A survey of applicants for Australia improve the application process. Council funding to determine how satisfied applicants are with the current funding process.
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Work with marketing and Audience Development to raise A demonstration digital mapping and the national profile of the Australia Council. storytelling system showing the national reach of Australia Council funding. Australian Research Council Linkage projects Actively manage ARC partnerships so that research outcomes deliver on our expectation. Sydney University: Cultural Asset Mapping - analyses vital data about creativity, development and productivity in regional Australia. Queensland University of Technology - The games and the wider interactive entertainment industry in Australia: an inquiry into sources of innovation.
$22,500
$30,000 -
$15,000
Strategy
Program
KPI University of Melbourne Negotiating Cultural Insecurity Multiculturalism, Cultural Indicators and Arts Policy. With CP Queensland University of Technology How can we evaluate the artistic community and economic impact of publicly funded co-creative media initiatives? University of Melbourne Towards an integrated evaluation framework for intrinsic and instrumental benefits of community-based arts. RMIT University - The Circus Oz Living Archive: developing a model of online digital engagement for the performing arts.
Conduct outstanding research to inform a Australian Research Council Linkage projects vibrant future for the arts. Actively manage ARC partnerships Conduct and communicate rigorous so that research outcomes deliver on evidence, analysis and interpretation our expectations. to: a) Increase audience participation in the arts, b) Support the arts sector to achieve operational and artistic excellence. Women in theatre In partnership with Theatre Board and MPAB, undertake a review of the issues affecting omen directors and writers in theatre.
$8,000
$10,000
(Paid in 2010/11)
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Art facts Analysis and interpretation of the key statistics in the arts to facilitate capacity building Optimise engagement and sharing a) Ensure Australia council research is visible in the sector, b) Promote discussion and debate about key issues, c) Maintain the Research hub as the public face of the Australia Council research team. Research Hub Creating research hub content and managing social media assets to spark engagement and sharing. Establish the Research Hub brand, including visual identity. Further development of tools on the hub.
work with stakeholders to identify topics of interest identify new data sources and analyse data write fact sheets presenting key statistics on topics of interest. The council becomes the centre of a network of arts practitioners and researchers connecting people and ideas. 15,000 10,000
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Strategy Optimise engagement and sharing a) Ensure Australia council research is visible in the sector, b) Promote discussion and debate about key issues, c) Maintain the Research hub as the public face of the Australia Council research team.
Program Developing the Research Hub Community Continue to develop an arts research community to encourage collaboration and knowledge transfer between academic researchers and the sector. This involves: a) Six research workshops, in partnership with state agencies and others in capital cities to promote dialogue and collaboration, b) National arts research forum to establish agreed research agenda for the sector [Note: this will also help frame Council research activities for 2012-14]. Connecting://arts audiences online Presentation of workshops to the sector to encourage the best use of the information on online behaviour in building audiences for the arts. Publications Design and production of council research reports delivered online. Library - books, serials, database.
KPI integrated national arts and cultural policy research agenda, collaborative research projects between the sector, academy and arts funding agencies.
11/12 Budget
$60,000
More effective use and integration of online resources to deepen engagement with audiences and increase attendance.
$20,000
$35,000 $80,000
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Strategy
Program
KPI all staff complete training in evaluative thinking the evaluation plan template is widely used for all projects managers are given expert advice on evaluation monitor and report on the councils evaluation activity. selected staff complete training in research and analysis skills. provide managers with expert advice on research projects monitor and report on the councils research activity. Add value to the artform board planning process.
11/12 Budget
Build an evaluative culture within the Australia Council. Evaluation Build capacity to use evaluative thinking and conduct robust and useful evaluations.
$36,000
Research Embed research and analysis into our work culture. Promote the integration of research into our decision-making. Sector plans Provide analysis and interpretation of artform data to each of the boards at the beginning of the sector planning process.
$22,000
In house
Provide research analysis to feed into the development of the National Cultural Policy as it develops.
In house
In house
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Description
The community relevance project speaks to one of the most important challenges for the arts demonstrating relevance as a sector to the community. The research involves consultation with MPA organisations and experts in the field followed by the development and implementation pilot reflection tools with two MPA organisations, development of a tool-kit and its implementation. As part of the artistic self assessment initiative we have developed a survey tool that allows companies to explore the intrinsic impact of performances on audiences. Also being developed is a methodology for companies to test their community relevance. Partnership with US company Wolf Brown. A four year tracking study, starting in 2010, of young and emerging artists looking at the key factors that influence the development of their careers. This is the second year of a four year program. Conduct high-level further analysis of Artist Careers and More than Bums on Seats research to extract the full richness of the data for the sector. In partnership with Theatre Board and MPAB, undertake a review of the issues affecting women directors and writers in theatre for launching and discussion at the Theatre Forum. Reporting on the implementation of councils Cultural Engagement Framework through analysis of 2010/11 data on grant applications. Develop the market for Indigenous works through a survey of producers and venues who program Indigenous works in partnership with ATSIA Board. A survey of applicants for Australia Council funding to determine how satisfied applicants are with the current funding process. A demonstration digital mapping and storytelling system showing the national reach of Australia Council funding. To support better management of the 12 ARC Linkage projects in which the Council is currently engaged. PROJECTS WILL CONTINUE FOR 2-3 YEARS Develop a strategy to build the capacity of Key Organisation boards. Conduct a survey of a sample of board chairs in partnership with Arts Organisations. A project to research pilot and evaluate new funding models for the arts. Presentation of workshops to the sector to encourage the best use of the information on online behaviour in building audiences for the arts. Creating Research Hub content and managing social media assets to spark engagement and sharing. Establish the Research Hub brand, including visual identity. Further development of tools on the hub. Further develop an arts research community to encourage collaboration and knowledge transfer between academic researchers and the sector. Design and production of council research reports delivered online. Build capacity to use evaluative thinking and conduct robust and useful evaluations. Embed research and analysis into our work culture. Promote the integration of research into our decision-making. Provide analysis and interpretation of artform data to each of the boards at the beginning of the sector planning process. ANNUAL Add value to the development of NCP through provision of research analysis. Improve the quality of research and evaluation. ONGOING
Artistic Vibrancy Audience Impact Longitudinal study of young and emerging artists Supply and demand Women in theatre Cultural Engagement Framework Indigenous works User satisfaction survey Arts on the Map Stage 2 ARC Linkage projects Board performance Innovative Funding Pilot Connecting://arts audiences online Research Hub Developing the Research Hub community Publications Evaluation Research Sector plans National Cultural policy Quality assurance
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PART 2
2.1 - BACKGROUND
The Market Development plan connects Australian contemporary arts with domestic and global markets and audiences. This plan identifies that markets are developed via different methods: arts delivery, relationship building, collaborative projects and market development skills.
2.2 - CONTEXT
Domestic markets and audiences Delivery of Australian arts nationally Market Development aims to increase the delivery of Australian arts in the domestic market. These programs aim to assist: audiences, through access to a diversity of arts experiences presenters, through enabling a diversity of programming options that can connect to their communities producers through extending the life of works, diversification of income and increased capacity for artist income and employment. Relationship building and collaborative projects Relationship and collaborative programs have been identified as a great way to open new opportunities and markets. Market development invests in building relationships and collaborative partnerships with key national industry partners to support sector driven issues, initiatives and priorities. Market development skills A skills focus aims to build market development plans and capability in the arts sector. This includes work with Indigenous performing arts and the identification of arts managers. Market development skills are addressed through: Market development skills workshops, utilising a peer-to-peer learning process, delivered through existing conferences and events (such as Australasian World Music Expo - AWME) and special one-off events organised by Market development in partnership with the sector. Market development skills development through support of on-the-job experience and peer-to-peer networking. These include: o networking meetings alongside key arts events such as Melbourne Art Fair, the Visiting International Publishers program (VIPs), AWME, and APAM o peer engagement initiatives such as the Roadwork consortium o mentorships such as the Emerging Indigenous Producer Mentorships.
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Global markets and audiences Delivery of Australian arts globally Market Development offers a series of international delivery programs to ensure Australian artists can access key global markets. In 2011-2012 these include Going Global, Artfare, Hopscotch, Booked and Live on Stage. We recognise market development is rarely achieved in the short term and limited budget requires clear choices in selecting international markets for more focused long term market development initiatives. The criteria to determine international markets for specific strategies and initiatives include requirements for: 1. a clear fit between the Australian work and the Global market segment 2. a strong arts delivery and/or distribution infrastructure within the international country 3. economic and political stability. Australian artists and companies have been working globally with great success for many years. While we encourage artists and organisation to reach a broad global market, over the last three years Market Development has tailored specific initiatives in focus markets: Asia, European Union and North and South America. This focus will continue in 2011/12. Asia: the Republic of Korea European Union: western and eastern Europe and the United Kingdom North and South America: USA, Canada, Mexico and Brazil. (final year of three year agreement) Relationship building and collaborative projects For some Australian artists/companies, partnerships and collaborations provide opportunities to work in new ways, with new partners for new audiences. For example, the International Network for Contemporary Performing Arts (IETM) and the Republic of Korea with the Korean Arts Management Services (KAMS) projects provide a deeper connection as well as access to new ways of working. Market development skills The market development skills of Australian artists, companies and other representatives is driven by access to the global marketplace through programs enabling attendance and/or showcasing at art fairs, book fairs, performing arts markets and international festivals. With distance and limited funds impacting on the market development activities of artists/companies, these events provide strategic exposure, access to networks and sales in an efficient way.
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20
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$272,370
Australia/Korea collaboration
$100K
1.3 - Assist artists and companies to use Australian Performing Arts collaboration as a tool for market entry Market 2012 or consolidation. .
$237,500
$660,358
Going Global International Go See Fund International status Playwriting Australia International Script Strategy 2011/12 - $26,250 2012/13 - $16,750 2013/14 - $29,250
$640K $100K
$26,250
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* Dance International Performing Arts Market Travel Fund (incl. IETM, PAMS and IPAY). Note that this figure covers dance and theatre.
Support at least 12 Australian artists/company managers and producers to attend Australia Council priority markets and artist/company identified markets.
$120K
Strategy
Program * Dance International visitors program For example festivals and events such as Dance Massive Roadwork Go See Fund for Presenters Performing Arts Touring Alliance
KPI Work with Dance, Arts Victoria and Dance Massive Consortia to develop the list of international visitors for 2013 and the program of activities. Support two Australian tours each year for adventurous Australian Work. Support up to 100 presenters to see Australian contemporary arts. PATA is self-sustaining by January 2012. Grant program developed and delivered by April 2012
11/12 Budget *from 2013 Budget $90K $60K $19k $250k Strategic Priority
Market Ready workshops/online tool-kits (Australian artists/company managers and producers develop skills in national and international market development). *Go See Fund for Presenters
$60k
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Independent Producers IETM Australia Council collaboration project Australian Performing Arts Market (APAM)
Going Global
Go See! Fund
Roadwork
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Program description Playwriting Australia International Script Strategy 2011/12 - $26,250 2012/13 - $16,750 2013/14 - $29,250 International Performing Arts Market Travel Fund (incl. IETM, PAMS and IPAY) International visitors program E.g. international presenters to Dance Massive US Agents Strategy Latin America Export Strategy **OzNet Touring consortium for Australian work in North America
Sales generation
Income diversification
Sector development
Professional development
Increased audiences
Critical review
Relationships /networks
Partnerships
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4. MUSIC
Market Development aim: Enable Australian artists to expand into international markets and achieve sustainability. 4.1 - CONTEXT Market Developments International Music Strategy 2008-2011was developed in consultation with the music sector. This strategy responds to the strong global interest in Australian music, in particular, rock/pop and the unique voices of Indigenous Australian musicians. The strategy supported the promotion of Australian music and the development of new markets internationally to better facilitate and meet the current demand and interest. In 2011-2015 we will continue support for Australian music internationally and build on programs established in 2008-11. Continuing support for Sounds Australia initiative will see increased activity at international music markets across a broader range of genres. Continued support for the delivery programs Live On Stage and International Pathways will allow Australian artists to capitalise on opportunities created at the these markets. Three-year support for the Australasian World Music Export will continue to promote Australian Indigenous music and create national and international opportunities for Indigenous musicians. 4.2 - SECTOR ISSUES Music Sector plan 2011 Live performance is essential to creative and audience development. However the enabling infrastructure that supports live performance particularly for emerging artists is inconsistent on a national level, and has been destabilised by changes to local planning and licensing regulations. Indigenous musicians and composers face significant and unique barriers to their career development. As a result their work is underrepresented on stage, on record and on air. There is a need for better research and consolidated information about the music sector. There is strong international interest in Australian work of all types but significant assistance is required to develop and exploit that interest.
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$220K
$150K
2.2 - Provide relationships, market knowledge Australasian World Music and supporting programs to enhance Australian Expo companies market readiness.
Deliver outcomes for indigenous and world music groups based in Australia, and Pacific region in relation to profile, network development and income and market diversification for artists.
$300K
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Sounds Australia
Sounds Australia is a partnership between the Australia Council, APRA/AMCOS, state/territory agencies and the Australian music industry. As a central unified brand, Sounds Australia supports Australians activities in key international markets. Initiatives include organisation around trade fairs and music festivals, expert coaching and advice, the usage of new technologies to increase awareness of Australian music and partnering with entertainment related companies that can give Australian exporters wider exposure. This partnership is contracted until 2015.
The Australasian World Music Expo (AWME) is an international Indigenous, roots and world music conference and showcase event. It profiles the Indigenous music and cultures from the Australasian and Pacific regions to key national and international buyers. AWME brings together musicians, industry representatives and festival audiences from across Australia and around the globe for three days of the finest Indigenous and world music from the region. The Australia Council committed to support AWME and the promotion of Indigenous Australian music, as part of its three-year International Music Strategy 2008-2011. This investment was linked to councils support to promote and showcase Australian Indigenous music at WOMEX and the World Music Expo, including a booth presence, delegation, showcasing and promotional activities.
This program is part of the Australia Council's Market Developments international music strategy 2008-2011. It responds to the current global interest and demand in rock/pop and Indigenous music from Australia and the ongoing growth of a strong and vibrant live music scene. Live on Stage Live on Stage provides travel assistance for professional musicians and their manager/ representative selected to showcase at key international music markets or international festivals. The program is designed to offset costs incurred by independent Australian musicians in developing international markets and audiences through live one-off careerdefining performances.
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Sounds Australia: Use key music markets to connect Australian artists and companies to strategic international agents, producers and presenters.
Australasian World Music Expo: connect Australian artists and companies to strategic international agents, producers and presenters.
Live On Stage: connect Australian artists and companies to strategic international agents, producers and presenters.
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5. LITERATURE
Market Development aim: To connect Australian publishers with international markets and develop an audience for contemporary Australian literature.
5.1 - CONTEXT The market development plan 2008-2011 focussed on supporting publishers to make connections with international publishers by attending international markets and providing the opportunity to meet with international publishers in Australia. The plan also focused on developing audiences for Australian literature. The 2011-2015 plan will continue to support publishers and to build audiences for Australian literature. Focus will be on working closely with literature to find new initiatives that will develop the industry and help it transition to digital sales and markets internationally and nationally. 5.2 - SECTOR ISSUES The Literature Board acknowledges that the Australian publishing industry is experiencing rapid change, brought about by the introduction of digital technology and the e-reader. As a step towards improving its support of the publishing industry, from the beginning of 2012 the board will fund publishers through program grants, rather than by individual title. This will enable publishers to use Australia Council funding in their areas of greatest need.
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$122,500
Get Reading!
$1,587,100
Booked
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Get Reading!
Get Reading! is a $2 million government funded, month long nationwide campaign to promote books and reading. It is an Australian Government initiative administered by the Australia Council for the Arts and was developed through the Australian Governments Book Industry Assistance Plan. The centrepiece of the month-long Get Reading! campaign is a free guide listing 50 books handpicked by an independent selection panel for quality, broad appeal and cultural diversity. The panel is required to select at least 70 per cent Australian content for the guide.
Booked and VIPS: Use key performing arts fairs and festivals to connect Australian publishers and agents to strategic international publishers. **Work on new initiatives with Literature to assist with development of digital markets.
Get Reading!
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6. INTER-ARTS
Market Development aim: Work with Inter-Arts to develop opportunities to extend the life of new Australian art work and create partnerships to assist live artists to link into the performing arts and venue network.
6.1 - CONTEXT The market development plan 2008-2011 worked closely with Inter-Arts and started the Hopscotch initiative 2011. The 2011-2015 plan will build on this relationship to continue to support Inter-Arts to extend the life of new Australian live art work. 6.2 - SECTOR ISSUES increased support for new work/research grants for individual interdisciplinary artists developing audiences for interdisciplinary arts and incentivising institutions to present interdisciplinary artists new avenues of support for interesting collaborations between artists and professionals in other (non arts) sectors including opportunities for development, creation and allied employment. increased participation, collaboration and exchange between interdisciplinary artists, festivals and artistic labs nationally identifying effective and productive links for interdisciplinary artists and the design sector.
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Hopscotch
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7. ATSIA
Market Development aim: Enable Australian artists to expand into international markets and achieve sustainability.
7.1 - CONTEXT In late 2009 the Australia Council for the Arts identified a need to develop a market development strategy for Indigenous performing arts, specifically dance and theatre. The Indigenous market development strategy will support and develop national and international market opportunities for theatre and dance work created and performed by Australias Indigenous artists. 7.2 - SECTOR ISSUES indigenous artists not equipped with skills to market themselves or the sector further national and international market intelligence/research is required market development and export ready tool-kits / workshops required increase capacity and capability for artists.
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$55K
Market ready workshops/online tool-kits (Australian artists/company managers and producers develop skills in national and international market development)
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Residencies with international Indigenous performing arts institutions, i.e. The Banff Centre, Canada. The establishment of the National Indigenous Touring Consortium. Bringing out international presenters to key Indigenous festivals and to see Indigenous works.
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8. COMMUNITY PARTNERSHIPS
Market Development aim: deliver a collaborative approach and deep partnerships to foster market development opportunities. 8.1 - CONTEXT The 2011-2015 Plan will continue to support Community Partnerships from two perspectives. By supporting collaborative partnerships we aim to build a robust marketplace and audience opportunities. 8.2 - SECTOR ISSUES While the sector practice and process is generally of a high standard, it could benefit from greater national and international market development. Career development opportunities for new and mid-career community arts and cultural development (CACD) practitioners need to be reconsidered. The sectors strength in partnership development and brokerage needs to be supported and expanded to assist the CACD sector access both increased resources and support. The sector has initiated artistic partnerships with other sectors of the Australian arts which have lead to artistic, cultural development and aesthetic benefits for all parties and we need to encourage growth in this trend. There has been a significant increase in evaluation, research and documentation of projects and it is a priority that this is made more accessible to the sector and the arts and broader community. CACD practitioners demonstrate resilience in pursuing their practice and projects. However there are issues of longer-term career sustainability. There are a range of innovative and emerging companies which represent the underlying strength of the sector and there are issues of how these organisations can achieve greater security to assist in their longer term development.
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Cultural Places
Cultural spaces
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9. VISUAL ARTS
Market Development aim: To connect Australian galleries and artists with international markets and develop an audience for contemporary visual artists.
9.1 - CONTEXT The Australia Council for the Arts has supported the international market development activities of galleries and industry associations since the International Visual Arts and Craft Funding Program (IVACF) began in 2005. In 2010 the Australia Council launched Art Fare: Australian Art Export an international fund to enhance artist representation at international art fairs. Art Fare aims to extend the market reputation, position and income diversification of Australian contemporary visual artists and galleries. The 2011-2015 plan will continue to support galleries and industry associations to build audiences for Australian contemporary visual artists. Focus will be on working closely with visual arts to identify new initiatives that will further develop links between visual artists and markets internationally and nationally. 9.2 - SECTOR ISSUES The Visual Arts Board acknowledges that the Australian visual arts industry is experiencing a range of impacts, in regard to market development, such as: addressing the rising costs of touring exhibitions internationally and nationally and to urban, remote and regional areas the need to improve the career paths for Indigenous and independent curators increasing international opportunities for and recognition of Australian visual artists and arts workers.
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$175,000
12/13 FY
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extend the exhibition past the Biennale increase exposure for Australian artists by advocating for Australian artists to be involved in curated exhibition at Venice (and possible other biennales?) leveraging Venice to increase opportunities for Australian visual arts sector in general opportunity to use digital media for greater audience exposure develop the professional development program-find specific sponsorship develop digital media for greater audience exposure.
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Program Develop private/public partnership model Develop a 5 year strategic plan covering VBXIII VBXV.
KPI review and analysis of VBXI resourcing budget work plan media coverage.
11/12 Budget
Build new permanent structure to ensure sustainability/longevity of Australia at the Venice Biennale.
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Strategies 1.1 Assist organisations to increase audiences via the collection of and access to audience data. 1.2 Increase participation in the arts via the development of sector expertise and skills development.
GOAL 2: Ensure the Australia Council is a visible and credible source of information about the arts. Strategies 2.1 Ensure communications with the arts sector are stakeholder/audience driven.
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11/12 Budget
$350,000
Marketing Summit
$50,000 $25,000
Corporate publications 2 Ensure the Australia Council is a visible and credible source of Stakeholder information about the arts. communications
$62,000
Events Advertising User satisfaction study Online hosting Media monitors Website updates Social media monitoring World Summit
Marketing Summit
ADVICE
Events
The Australia Council hosts a number of events to facilitate face-to-face dialogue with the arts sector.
The only international event of its kind, the World Summit on Arts and Culture brings together arts policy makers from around the world, providing a platform to exchange experiences and ideas about key issues affecting public support for artists and the arts at a national and global level. This summit is a triennial event, managed by the International Federation of Arts Councils and Culture Agencies (IFACCA).
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