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Coffs Coast Culture:<br />

You <strong>can</strong> <strong>make</strong> a <strong>difference</strong>!<br />

Coffs Harbour City Council<br />

<strong>Community</strong> <strong>Consultation</strong> <strong>Report</strong><br />

To inform the Cultural Strategic Plan<br />

<strong>Report</strong> compiled by<br />

Office of Regional Engagement


Coffs Cost Culture: <strong>YOU</strong> <strong>can</strong> <strong>make</strong> a <strong>difference</strong>! <strong>–</strong> <strong>Community</strong> <strong>Consultation</strong> <strong>Report</strong><br />

Acknowledgements<br />

As this consultation was conducted in Gumbaynggirr country and we wish to acknowledge all elders past and<br />

present.<br />

Thank you to all of the participants for their valuable contributions.<br />

Your time, ideas, energy and commitment to the arts and cultural development of Coffs Harbour is<br />

acknowledged and appreciated.<br />

Thank you also to:<br />

• Christina Hyde <strong>–</strong> Screenlinks<br />

• Magenta Horn-Hall & Lisa Golding <strong>–</strong> Entertainment Industry students Orara High School<br />

• Tony Allison - ecodigitography<br />

• Ashleigh Johnston & Leonard Aitken <strong>–</strong> Visual Artists<br />

• Beckly Vincent & Letina Hutchinson <strong>–</strong> Hamlet & Orphelia CHATS<br />

• Kim Towner <strong>–</strong> Harbourside Markets, Creative Entrepreneur<br />

Coffs Harbour City Council:<br />

• Malcolm McLeod <strong>–</strong> Arts & Cultural Development Officer<br />

• Councillor Bill Palmer <strong>–</strong> Deputy Mayor<br />

• Councillor Denise Knight<br />

• Councillor John Arkan<br />

• Councillor Paul Templeton<br />

Office of Regional Engagement Southern Cross University:<br />

• Dr Ros Derrett <strong>–</strong> Keynote Speaker<br />

• Jan Strom <strong>–</strong> Facilitator<br />

• Cath Cosgrave <strong>–</strong> Research Assistant<br />

Office of Regional Engagement, Southern Cross University<br />

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Executive Summary<br />

Coffs Cost Culture: <strong>YOU</strong> <strong>can</strong> <strong>make</strong> a <strong>difference</strong>! <strong>–</strong> <strong>Community</strong> <strong>Consultation</strong> <strong>Report</strong><br />

The consultation Coffs Harbour City Council initiated in August 2009 provided an opportunity to solicit input into<br />

the future focus for arts and cultural development from interested residents. This record of the robust discussion<br />

at the community forum and the analysis of good practice world-wide should serve to support Council's design<br />

and delivery of optimum policy and planning outcomes for the next ten years.<br />

The expressed needs and aspirations of Council's constituents, especially those with arts and cultural<br />

development experience and skills are recognised in this report, particularly for their desire to work<br />

collaboratively with Council to effect improvements. Frustration was registered at the rate and scale of change<br />

required to consolidate Coffs Harbour's regional position as a centre for outstanding arts and cultural<br />

experiences for residents and visitors.<br />

Three key issues provide a holistic platform to guide Council's arts and cultural strategy. Fundamental to a way<br />

forward is effective engagement with the arts and cultural sector represented by individuals, community groups<br />

and contributors to the creative industries. An approach to communication was sought that enhances the good<br />

will demonstrated over the years. It should now be tempered with the application of regular meetings between<br />

stakeholders and improved use of technology to serve the interests of capturing good practice and exploring<br />

ways to promote existing quality activity. A commitment to improved communication will allow partnerships that<br />

acknowledge the contribution the arts and culture <strong>make</strong> to the quality of life for people who choose to live in the<br />

area.<br />

Participants at the consultation unanimously agreed that there needs to be greater investment by all levels of<br />

government and the private sector into purpose built arts infrastructure. It was believed Council could actively<br />

advocate for the establishment of facilities to accommodate the performing arts (theatre, music, and dance),<br />

galleries and museums that adequately deliver the highest standard of amenity. It was regarded as essential,<br />

timely and unifying. It is believed this would attract further visitation to the city, employ more arts professionals,<br />

support training programs and improve community access.<br />

There was recognition that greater understanding of the potency of the arts and culture as signifi<strong>can</strong>t elements<br />

of the city's image and identity through its contribution to the economy was required. The arts are labour<br />

intensive. The success of destinations worldwide that have embraced cultural tourism as an economic driver<br />

needs to be appraised. The arts provide jobs, investment opportunities for innovation, new money into the local<br />

economy from visitors and its links to education increases the city's skills based in business, arts practice with<br />

positive social impacts.<br />

The content of the report details opportunities that deliberately celebrate the existing wealth of arts activity.<br />

Council <strong>can</strong> respond by partnering with key community stakeholders to ensure the city addresses the expressed<br />

aspirations of those who contributed to the consultation.<br />

Office of Regional Engagement, Southern Cross University<br />

ii


Coffs Cost Culture: <strong>YOU</strong> <strong>can</strong> <strong>make</strong> a <strong>difference</strong>! <strong>–</strong> <strong>Community</strong> <strong>Consultation</strong> <strong>Report</strong><br />

Introduction<br />

Coffs Harbour City Council (Council) is currently revising its Arts and Cultural strategy. As part of this work they<br />

undertook a stakeholder consultation process. The Office of Regional Engagement (ORE) at Southern Cross<br />

University (SCU) developed a brief, which was accepted, for the design, development and delivery of this<br />

consultation project entitled Coffs Coast Culture 2009 <strong>–</strong> You <strong>can</strong> <strong>make</strong> a <strong>difference</strong>!<br />

The consultation project was designed to build on:<br />

• the data and recommendations made in earlier Council commissioned consultancies undertaken by:<br />

o Pamille Berg, (2005) Toward a new Cultural Plan: The Arts and Cultural Strategy Consultancy<br />

<strong>Report</strong>, and<br />

o Jan Strom et al (2007) ‘Creating’ Creative Industries creative industries profile for the Coffs<br />

Harbour LGA;<br />

• Coffs Harbour City Council, Arts and Cultural Development Plan 2006-2009<br />

• 2030 visioning-exercise undertaken by Council (March 2009).<br />

ORE staff led a public consultation at the Cavanbah Centre on the 22nd August 2009 that was attended by 97<br />

people, mostly members of local arts group and representatives from arts organisations. Attendees were asked<br />

questions about the arts and cultural needs and aspirations in the Coffs Harbour area and were invited to<br />

respond both within groups and individually. ORE developed a two page summary of the feedback given and<br />

this was distributed to interested participants and Council on the 15 September 2009.<br />

The final project deliverable is this (i) written report, which will be used as a reference tool for the development<br />

of Council’s Cultural Strategic Plan. A nine-minute DVD (ii) of the Coffs Coast Culture 2009 <strong>–</strong> You <strong>can</strong> <strong>make</strong> a<br />

<strong>difference</strong>! consultation activity is also included with the report 1 . A ten-minute DVD (iii) comprised of images of<br />

current local arts and cultural practice was used at the consultation and is now available to Council for<br />

promotional purposes. This report is underpinned by the outcomes of the Cavanbah Centre public consultation<br />

and the data collected in previous arts and culture work undertaken by and on behalf of Council, as outlined<br />

above. It is also draws on current good practice both nationally and internationally.<br />

Definitions<br />

Culture<br />

Describes a way of life for a group of people or a time. It is the representation of customs, traditions, and a<br />

set of common understandings, shared beliefs and values. It <strong>can</strong> include associations with land, language,<br />

ways of living and working, artistic expression, relationships and identity (Scenic Rim, 2009).<br />

1 Christina Hyde from Screenlinks arranged for the filming of the event by two Orara High School students and for Tony<br />

Allison to edit the footage.<br />

Office of Regional Engagement, Southern Cross University 1


Coffs Cost Culture: <strong>YOU</strong> <strong>can</strong> <strong>make</strong> a <strong>difference</strong>! <strong>–</strong> <strong>Community</strong> <strong>Consultation</strong> <strong>Report</strong><br />

Arts<br />

The Arts is a broad subdivision of culture, composed of many expressive disciplines. It is a broader term<br />

than ‘art’. The Arts encompasses visual arts, literature, the performing arts, including music, drama, film,<br />

dance, and related media.<br />

Creative industries<br />

The term "Creative Industries" was coined by a task force set up by the Blair government in Britain in 1997.<br />

The task force defined creative industries as: activities which have their origin in individual creativity, skill<br />

and talent and which have the potential for wealth and job creation through generation and exploitation of<br />

intellectual property. The creative industries comprise many sectors including: advertising, architecture,<br />

antiques, crafts, design, fashion, film, interactive leisure, software, music, television, radio, performing arts,<br />

publishing, software development, literature, printed media, visual arts and crafts, broadcasting, electronic<br />

media, film, screen industries, writing and communication (Strom et al, 2007).<br />

Background<br />

In 2006 the Council revised its Arts and Cultural Development Strategy (ACDS). Up until this time arts and<br />

cultural development had been primarily focussed on achieving social outcomes. Council wanted to broaden the<br />

strategy to also include economic development including the development of creative industries. At that stage<br />

the creative industries were considered emerging, even though there were some long term and highly successful<br />

practitioners residing in Coffs Harbour. Council believed that for it to establish a competitive advantage with this<br />

industry sector, it needed to develop an arts and cultural strategy that set the foundation for the industries<br />

growth, and defined the role that the Council will play in its implementation.<br />

To assist in the revision of the ACDS, Council commissioned Pamille Berg to undertake work to support the<br />

development of its 2006-2009 Arts and Cultural Development Plan (ACDP). In her report to Council, Towards a<br />

new Cultural Plan: The Arts and Cultural Strategy Consultancy <strong>Report</strong>, she recommended nine categories of<br />

action for the development of an ACDP; these were all subsequently adopted by Council. The action points were<br />

developed based on some conceptual starting points around culture, diversity and sustainability that Ms Berg<br />

outlined in her report, these included:<br />

• Every person in every community has creative capacity (p.9).<br />

• People seek to identify aspects of their lives that have ‘special-ness’, ‘authenticity’ or ‘particularity’ from<br />

which they <strong>can</strong> identify themselves as individuals or communities (p.10).<br />

• People seek diversity in the places they live and work so they <strong>can</strong> find a peer group with which to<br />

identify while still being stimulated by a wide range of cultures and groups which are not their peers<br />

(p.13).<br />

• A successful economic cultural development strategy is one which reveals, resources, cross-connects,<br />

strengthens, celebrates and increases diversity (p.35).<br />

• Every act toward environmental sustainability is also part of a process of expressing and reinforcing<br />

local identity (p.10).<br />

Office of Regional Engagement, Southern Cross University 2


Coffs Cost Culture: <strong>YOU</strong> <strong>can</strong> <strong>make</strong> a <strong>difference</strong>! <strong>–</strong> <strong>Community</strong> <strong>Consultation</strong> <strong>Report</strong><br />

The actions also took into account some principles for development of a Cultural Development Strategy,<br />

including:<br />

• Building on what Council does anyway (p.40).<br />

• Revealing the wealth of cultural production and activity which is already going on (p.40)<br />

• Exploring opportunities to cluster and co-locate arts and culture activities, groups and facilities (p.40).<br />

The nine action points were:<br />

1. Revealing the wealth of creative cultural production and groups already occurring in Coffs<br />

Harbour.<br />

2. Growing demand for the products of creative individuals and groups operating in Coffs<br />

Harbour.<br />

3. Entrenching cultural excellence both in cultural product and in the visible built and urban<br />

landscape environment in Coffs Harbour.<br />

4. Clustering and cross-referencing cultural practice to create new or develop existing cultural<br />

“nodes” or precincts in Coffs Harbour.<br />

5. Celebrating, honouring and growing the visibility of contemporary Indigenous culture and<br />

Indigenous heritage for local residents and visitors.<br />

6. Achieving an effective, professionally-managed public art program in Coffs Harbour.<br />

7. Budgeting for staffing and adequate funding for the development of creative culture in Coffs<br />

Harbour.<br />

8. Accessing and making visible to local residents and visitors Coffs Harbour’s vibrant multicultural<br />

communities.<br />

9. Facilitating or nurturing proposals by local creative individuals or groups in keeping with the<br />

Strategy’s principles for cultural development.<br />

Based on these action categories Council developed an implementation strategy for 2006-09 with 11 initiatives<br />

and key activities for each. (Key activities are also noted below which basically covered two types of activity:<br />

continuation of existing activities and the establishment of new activities).<br />

Council needs to be accountable for any KPI’s established<br />

in this strategy such as the selected items below.<br />

Office of Regional Engagement, Southern Cross University 3


Coffs Cost Culture: <strong>YOU</strong> <strong>can</strong> <strong>make</strong> a <strong>difference</strong>! <strong>–</strong> <strong>Community</strong> <strong>Consultation</strong> <strong>Report</strong><br />

KPIs to be established<br />

INITIATIVES<br />

KEY ACTIVITIES<br />

1. ACDP network and<br />

• Annual forum;<br />

coordination<br />

• Application for City of Arts Funding 2 .<br />

2. ACDP profile and promotion • Directory of Industry (members, capabilities and<br />

facilities);<br />

• Image Library;<br />

• Promotion Plan.<br />

3. Youth Development • Continuation of arts and cultural activities (Youth<br />

week; annual dance music /festival, youth cultural<br />

fund) ,<br />

• Annual youth exhibition;<br />

• Graffiti program.<br />

4. Public Art • Development of a public art policy.<br />

5. Industry development • Grants writing workshops;<br />

• Continuation of Council’s small grants program<br />

6. Business Development • Business development marketing workshops;<br />

• Artist-in-residence program.<br />

7. <strong>Community</strong> Opportunities, • Arts and cultural nodes;<br />

Infrastructure and Facilities • National industry training packages.<br />

8. Entrench visual excellence in • Icon design for public projects.<br />

Coffs Harbour<br />

9. International Relationships • Sister City program.<br />

10. Indigenous Cultural<br />

development<br />

• Development of Corrambirra Point <strong>–</strong> wall-less culture<br />

centre;<br />

• Mutton Bird Island public art;<br />

• Annual festival; collecting oral histories.<br />

11. Multicultural Development • Continue support of Woolgoolga Curry Festival;<br />

• <strong>Community</strong> Harmony event;<br />

• Business opportunity development.<br />

2 NSW Ministry of Arts subsequently disbanded this funding program<br />

Office of Regional Engagement, Southern Cross University 4


Coffs Cost Culture: <strong>YOU</strong> <strong>can</strong> <strong>make</strong> a <strong>difference</strong>! <strong>–</strong> <strong>Community</strong> <strong>Consultation</strong> <strong>Report</strong><br />

Vision<br />

The <strong>Community</strong> Vision 2030 was developed in March 2009. This document is intended to guide all of Council’s<br />

future planning decisions on economic growth, transport, housing, lifestyle and the environment The<br />

'<strong>Community</strong> Vision 2030' was drawn up following a wide-ranging public consultation process which included<br />

surveys, a telephone poll, creative arts competitions and workshops. In all, five key outcomes were distilled from<br />

the consultation process and form the basis of the Vision which is as follows:<br />

Coffs Harbour is a model of sustainable living.<br />

We value, respect and protect our natural environment and acknowledge<br />

that it sustains us and future generations.<br />

We work together to live sustainably.<br />

We have respect for, and learn from, our diverse communities of many<br />

ages and cultures.<br />

We are healthy, caring and actively engaged in our communities.<br />

We move around safely, easily and sustainably.<br />

Our economy is strong and diverse and our businesses are leaders in<br />

innovation and sustainability.<br />

We value all people and use the goodwill in our community to build a<br />

better future for our children.<br />

We think globally and act locally.<br />

Council needs to ensure this community vision is integrated into its<br />

arts and cultural strategy.<br />

Situation Analysis<br />

LGA Profile<br />

Coffs Harbour is located on the Mid North Coast of NSW approximately 400 kilometres from Brisbane to the<br />

north and 500 kilometres from Sydney in the south. The LGA is bordered to the north<strong>–</strong>west by the Clarence<br />

Valley and to the south-west by Bellingen Shire and has a total land area of 1,175.1 km2. There are 26 towns<br />

and villages situated within the Council area and these have continued to grow over time. The LGA encompasses<br />

the regional city hub of Coffs Harbour, the larger urban centres of Sawtell/Toormina and Woolgoolga, and a<br />

series of seaside settlements and inland villages, interspersed with rural lands, National Parks and State Forests.<br />

[Coffs Harbour City Council (2009) Coffs Harbour City Profile].<br />

In 2009 approximately 69,000 people live in Coffs Harbour LGA. 3.6% of this population is of Aboriginal and<br />

Torres Strait Islanders descent. One in five residents were born overseas and come from all over the globe<br />

Office of Regional Engagement, Southern Cross University 5


Coffs Cost Culture: <strong>YOU</strong> <strong>can</strong> <strong>make</strong> a <strong>difference</strong>! <strong>–</strong> <strong>Community</strong> <strong>Consultation</strong> <strong>Report</strong><br />

including eastern and western Europe, Asia, north, south and central America, Pacific Islands and Africa [Coffs<br />

Harbour City Council (2009) 2030 <strong>Community</strong> Vision].<br />

Approximately 28,000 work in some capacity and 11,000 people do voluntary work. Work is focussed on the<br />

provision of services and infrastructure e.g. police, teachers, health and community workers. Other work focuses<br />

on retail, trades, construction, tourism and primary industry. There are 25,000 motor vehicles and the majority<br />

of households own one or two vehicles. Four out of five travel to work by car, a small number walk or cycle or<br />

travel by bus.<br />

Creative industries profile<br />

[extracted from: Strom et al, (2007) Creating’ Creative Industries - creative industries profile for the Coffs<br />

Harbour LGA]<br />

As part of the activities of the ACDP implementation (no. 2- ACDP Profile and Promotion) ORE was<br />

commissioned by Council to undertake research into the creative industries. This included developing a data<br />

base of creative industries professionals. For the purposes of this project the Coffs Harbour Creative Industry<br />

sector was divided into six categories. The ‘creative’ categories being: Visual Arts, Performing Arts, and Literary<br />

Arts, with the three other categories being: Support Services, Education and Training, and Venues and Facilities.<br />

There were a total of 228 registrations on the CHCC ‘Creative Industries Register’, between 1 July and 4<br />

September 2007, and the gender profile was almost a 50/50 split. The diagram below indicates the percentage<br />

of respondents to the Creative Industries Audit undertaken in 2007 who were active in the following categories:<br />

Visual Arts, Performing Arts, Literary Arts and Support Services.<br />

Percentage of Respondents per<br />

Creative Industries Category<br />

Visual Arts - 34.9%<br />

Performing Arts - 22.4%<br />

Literary Arts 8.7%<br />

Support Services - 27%<br />

Other - 7%<br />

Chart 1 - Percentage of Respondents per Category<br />

(Source: Strom et al 2007 Creating Creative Industries)<br />

The employment profile indicates that 40.6% of creative industry workers are employed fulltime, 21.9% of<br />

workers are employed part-time, 19.6% are casually employed and17.9% of ‘workers’ volunteer their services.<br />

The Visual Arts had the highest representation across all categories with 34.9%; the Support Services next with<br />

27% of respondents, the Performing Arts attracted 22.4%, the Literary Arts 8.7% and 7% registered as other.<br />

Office of Regional Engagement, Southern Cross University 6


Coffs Cost Culture: <strong>YOU</strong> <strong>can</strong> <strong>make</strong> a <strong>difference</strong>! <strong>–</strong> <strong>Community</strong> <strong>Consultation</strong> <strong>Report</strong><br />

In education and training the North Coast Institute of TAFE and Coffs Harbour Music Conservatorium were the<br />

two largest training providers with a total of 46 tutors/teachers registered. The remainder of the training was<br />

provided by dance studios, for example, which employ part-time and casual staff; or other individual<br />

tutors/teachers.<br />

Public venues were defined as being those owned by a government body, and the 8 venues that registered<br />

belong to Council. All Council venues were available for private hire, 1 was licensed and 2 indicated that Creative<br />

Industry activities were their secondary, rather than their primary function. Private Venues were defined as<br />

those in private (non-government) ownership. A total of 47 Private Venues registered and 30 identified Creative<br />

Industries activities as their ‘primary’ function, while the remaining 17 nominated it as their secondary function.<br />

In February 2009, the NSW Government released the ‘NSW Creative Industries Economic Fundamentals’ report.<br />

This report reveals that the Creative Industries is a signifi<strong>can</strong>t growth sector achieving more than 28% growth<br />

over the last ten years, compared to 13.5% for all other industries. The Creative Industries currently represent<br />

5% of the NSW economy. The following chart summarises the levels of activity across the state, and the Mid<br />

North Coast (MNC) ranks third with 3%, ahead of the Hunter (2.7%) and Sydney (2.5%). Furthermore on the<br />

MNC it should be noted that in 2001 2.6-3.3% of people employed in Coffs Harbour worked in the Creative<br />

Industries (Strom et al 2007).<br />

(Source: NSW Creative Industries Economic Fundamentals, Department of State and Regional Development 2009).<br />

It is incumbent upon Council to incorporate the ongoing development of the Creative<br />

Industries into all of its relevant planning processes. Such as tourism, economic<br />

development, land-use planning including developer contributions for the development of<br />

arts and cultural facilities.<br />

Office of Regional Engagement, Southern Cross University 7


Coffs Cost Culture: <strong>YOU</strong> <strong>can</strong> <strong>make</strong> a <strong>difference</strong>! <strong>–</strong> <strong>Community</strong> <strong>Consultation</strong> <strong>Report</strong><br />

SWOT analysis of Arts and Culture in the Coffs Harbour LGA<br />

A number of similar SWOT points/issues were raised both at the Coffs Coast Culture 2009 <strong>–</strong> You <strong>can</strong> <strong>make</strong><br />

a <strong>difference</strong>! community consultation held at the Cavanbah Centre in August, and by Pamille Berg in her 2005<br />

<strong>Report</strong>. These ‘shared’ points/issues are listed below under their relevant SWOT category in italics. New<br />

issues/points that arose at the public consultation are also listed below, again under each SWOT category but in<br />

bold and regular type.<br />

Strengths<br />

Environmental Capital <strong>–</strong> natural and built<br />

• Signifi<strong>can</strong>t arts infrastructure in the form of the Jetty Theatre, the Regional Gallery, the Bunker Cartoon<br />

Gallery and the Museum, as well as private art and design galleries.<br />

• The City of Coffs Harbour and its region has still “not been ruined yet” in the sense of inappropriate built<br />

form and development, further environmental degradation, inappropriate industries or employment bases,<br />

etc.<br />

• Material and natural heritage and history, including the Coffs Harbour Botanical Gardens, as resources for<br />

local interpretation and showcasing.<br />

• Located in a unique environment <strong>–</strong> clean and green, close to mountains and beaches and with a<br />

climate ideal for holding outdoor events.<br />

• Regionally, strategically placed <strong>–</strong> half-way between Brisbane and Sydney.<br />

Human Capital<br />

• Signifi<strong>can</strong>t production in the visual arts and contemporary crafts by both professional and amateur artists.<br />

• The vibrant performing arts and theatre sector.<br />

• The Regional Conservatorium of Music with a vision and plan for high-quality music education that it is<br />

implementing, as well as private music teachers.<br />

• The 65 plus local organisations and clubs involved in some form of creative activity or advocacy for the arts.<br />

• An enthusiastic and dedicated local arts community made up of amateur, emerging and<br />

professional artists and artisans; volunteers; members of various groups and their leaders; and<br />

students) that <strong>make</strong> arts and cultural things happen in Coffs Harbour.<br />

• Loads of ‘talented people’ in all art forms and at all levels (amateur, emerging artist,<br />

professional).<br />

‘Our biggest asset is the huge number of people with<br />

artistic talent … it’s important to develop the Arts from the<br />

bottom-up’<br />

Quote by <strong>Community</strong> <strong>Consultation</strong> participant,<br />

August 2009 from DVD.<br />

<strong>Community</strong>/ Social Capital<br />

• An annual series of Coffs Harbour and area festivals attracting increasing attention within and beyond the<br />

LGA.<br />

• A signifi<strong>can</strong>t number of multicultural communities and groups whose activities include various forms of<br />

creative production.<br />

• Tertiary education courses provided by TAFE and Southern Cross as well as their infrastructure provisions.<br />

Office of Regional Engagement, Southern Cross University 8


Coffs Cost Culture: <strong>YOU</strong> <strong>can</strong> <strong>make</strong> a <strong>difference</strong>! <strong>–</strong> <strong>Community</strong> <strong>Consultation</strong> <strong>Report</strong><br />

• Varying degrees of arts education and creative practice within the public and private schools in Coffs<br />

Harbour and adjacent communities.<br />

• A rich diversity of arts and cultural groups, practices and events that cater for all ages and<br />

interests.<br />

• The presence of a diverse cultural mix including local indigenous, youth and older population<br />

groups and multi-cultural groups.<br />

Weaknesses<br />

Environmental Capital <strong>–</strong> natural and built<br />

• The absence of low-cost or no-cost functional meeting rooms for arts groups, the University of the Third Age<br />

and ACE courses, and multicultural groups; teaching spaces with locked storage for providers of arts-related<br />

education services such as Jumpstart Art; affordable, purpose-built rehearsal spaces for theatre groups; and<br />

appropriate performance venues for dance groups;<br />

• The absence of a Council-run, purpose-built artist studio complex to provide studios and professional<br />

support to emerging or mid-career artists, craftspeople, and designer/<strong>make</strong>rs, or a formal program of<br />

subsidy of rents for private studio spaces;<br />

• The absence of a replacement space for all of the previous arts-related functions housed in the Civic Centre;<br />

• Lack of a large purpose-built performing arts centre<br />

• Competition amongst groups for the limited number of existing facilities and venues<br />

Human Capital<br />

• Low level of skill in applying for grants funding amongst amateur arts groups<br />

• Fragmentation and lack of coordination amongst individuals and groups within the arts sector<br />

<strong>Community</strong>/ Social Capital<br />

• the lack of identifiable cultural precincts within the city that <strong>can</strong> offer a range of cultural experiences to local<br />

residents and visitors, leading to a strong perception of fragmentation and lack of cohesion within the arts<br />

sector;<br />

• the absence of a consolidated tertiary teaching facility in the arts which <strong>can</strong> serve as a magnet and<br />

demonstration of contemporary arts practice in the area;<br />

• the general lack of visibility or crossovers with local residents of local Indigenous cultural practice.<br />

• the absence of a Coffs Harbour Public Art Strategy and a continuous annual funding stream for its support<br />

and integration into the architectural, urban design, and landscape public spaces of the city;<br />

• Perceived lack of public awareness about what is happening in the Arts<br />

• Insufficient input from the arts and cultural sector into Council’s decision making process- e.g.<br />

suspension of Cultural Committee<br />

• No funding strategy for the arts including a lack of involvement by the private sector<br />

Opportunities<br />

The opportunities identified by Pamille Berg are included in the nine key actions towards cultural development in<br />

Coffs Harbour as outlined above (pp. 3-4). The opportunities identified in this consultation project are noted<br />

below in recommendations.<br />

Threats<br />

• The possibility of Council not “seizing the moment” through making a decision now to begin the process of<br />

serious, long term arts and cultural development in Coffs Harbour by “growing demand”, with consequent<br />

weakening of Coffs Harbour’s position in cultural tourism and jobs growth over time;<br />

Office of Regional Engagement, Southern Cross University 9


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• The continuing resentment and concern still present in the arts community over the termination of the “City<br />

Hill” arts precinct development after several years of consultation and consolidated work, which damages<br />

the credibility of Council’s consultation processes with regards to arts facility planning;<br />

• The possibility that new arts-related facilities such as the Brelsford Park project will not be sufficiently<br />

workshopped at the briefing stage to ensure that they have pertinence to the areas of cultural practice and<br />

performance which need them in Coffs Harbour, rather than being generic facilities which are not<br />

particularly suited for any arts group; and<br />

• The difficulty in attaining adequate funding streams for professional staff and program support, thereby<br />

having programs doomed to failure or mediocrity<br />

• A lack of appropriate community consultation (and clear planning as to its future location) on<br />

the relocation of the Museum, following the 2009 flood, to the Bunker Gallery.<br />

• A perception that Council is more interested in sport than arts.<br />

• A perception that Council places a low priority on the arts <strong>–</strong> talks the talk but never translates<br />

into action<br />

Aspirations and Ideas<br />

The aspirations and ideas for arts and cultural development expressed by residents that attended the Cavanbah<br />

Centre Coffs Coast Culture 2009 <strong>–</strong> You <strong>can</strong> <strong>make</strong> a <strong>difference</strong>! community consultation have been sorted<br />

under the strategy initiative headings developed for the 2006-2009 ACDP and are as follows:<br />

1. ACDP network and coordination<br />

• Establish process for regular communication and engagement with Arts community- e.g. reintroduce<br />

the cultural committee; establish an Ideas Bank/Think Tank;<br />

• Develop a funding strategy for the arts looking at corporate sponsorship, fed/state funding,<br />

philanthropy, local business/community support, fundraising, rate levies.<br />

… Establish a ‘think-tank’ … to meet and support Council<br />

in the development of cultural facilities …<br />

Quote by <strong>Community</strong> <strong>Consultation</strong> participant, August<br />

2009 from DVD<br />

2. ACDP profile and promotion<br />

• Develop a strategy to communicate to the public about arts and culture;<br />

• Establish electronic Billboards/ <strong>Community</strong> Notice boards/ Information Portals - dissemination of what's<br />

on;<br />

• Investigate the establishment of an annual <strong>Community</strong> Arts festival/mardi gras/expo - with stalls/ floats<br />

that promote local culture;<br />

• Investigate using media (newspapers, TV radio) space to promote the Arts;<br />

• Investigate value-adding Arts related activities to sporting /cultural events;<br />

• Investigate using un-leased shops to showcase Arts & Culture;<br />

• Develop a guide to local art studios to encourage Cultural Tourism;<br />

• Create opportunities for existing local artists/ groups ‘to do their stuff’, perform or exhibit<br />

• Investigate feasibility of providing free transport around cultural sites.<br />

Office of Regional Engagement, Southern Cross University 10


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… Establish a community engagement strategy … develop<br />

communication paths and share data …<br />

Quote by <strong>Community</strong> <strong>Consultation</strong> participant,<br />

August 2009 from DVD<br />

3. Youth Development<br />

• Investigate establishment of a skate-park in Coffs Harbour and an upgrade at Bray Street;<br />

• Establish exchange programs for local young art students <strong>–</strong> interstate and/or international;<br />

• Investigate more legal space for aerosol artists.<br />

… Need young people to be able to express youth culture<br />

…Quote by <strong>Community</strong> <strong>Consultation</strong> participant, August<br />

2009 from DVD<br />

4. Public Art<br />

• Initiate (or implement and <strong>make</strong> known to the public the existing) Public Art Policy;<br />

• Include public art in all future planning for buildings e.g. that a percentage of investment in new public<br />

buildings (including shops of any size) should be dedicated to art in and around the buildings;<br />

• Consider developing more scenic highway into Coffs Harbour.<br />

5. Industry development<br />

• Investigate with Southern Cross University the delivery of tertiary level arts courses at its Coffs Harbour<br />

campus;<br />

• Increase opportunities for networking for arts practitioners and professionals;<br />

• Establish a database for an Arts Directory that profiles groups, where they meet, contact details,<br />

member lists, classes; and distribute hardcopies of the Directory at key public locations (libraries, post<br />

offices, tourist information centres);<br />

• Investigate establishing a cultural website, independent of Council’s, that <strong>can</strong> be developed and<br />

/maintained by the various arts/cultural groups;<br />

• Develop more programs to financially support local community arts and cultural groups e.g. reduced<br />

hire rates for council owned venues.<br />

6. Opportunities <strong>–</strong> Infrastructure and Facilities<br />

• Investigate the feasibility of funding, building and operating a 500-700 seat, purpose-built performing<br />

arts building;<br />

• Investigate the establishment of multi-purpose arts zone/area/precinct/hub <strong>–</strong> including theatres,<br />

galleries, museum, library and outdoor leisure area; consider revisiting City Hill plans;<br />

• Investigate the feasibility of establishing a collaborative arts centre with teaching and exhibition spaces<br />

for the visual arts, dance and music;<br />

• Investigate the feasibility of funding, building and operating a large (1000-5000 capacity) multi-purpose<br />

building;<br />

• Investigate the feasibility of establishing an open air theatre /music bowl for concerts/opera e.g. Myer<br />

Music Bowl, Waldbuhne in Berlin and possible site Jetty Quarry;<br />

Office of Regional Engagement, Southern Cross University 11


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• Investigate the development opportunities for more creative use of the use harbour and jetty area <strong>–</strong><br />

e.g. festivals, quality shops and restaurants, closed off restaurant strip for summer dining, fishing<br />

competition and summer kiosks on the jetty;<br />

• Investigate the feasibility of establishing an impromptu performance space e.g. Trafalgar square;<br />

• Investigate establishing a Scenic cycle path network and development of a cultural bike map.<br />

7. Indigenous Cultural development<br />

• In conjunction with indigenous stakeholders, continue investigating the development of an Indigenous<br />

heritage centre/museum/education facility.<br />

8. Multicultural Development:<br />

• Investigate the establishment of a multicultural sharing spaces, for example: a community bread oven<br />

in central location, community village, diversity;<br />

• Investigate the feasibility of holding a multicultural games festival.<br />

‘… Take an holistic approach to place-making and instead of<br />

thinking of the Arts as a cost , it should shift to see arts and<br />

cultural life as an investment in the future’<br />

Quote by <strong>Community</strong> <strong>Consultation</strong> participant,<br />

August 2009 from DVD<br />

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Recommendations<br />

A ‘sense of place’ is very present in the lives of Coffs Harbour residents and encompasses the subtropical coastal<br />

ecology and climate, the natural and built environments and the many layers of history and traditions of the<br />

people who live here including the local Gumbaynggirr people, long-term residents and new residents drawing<br />

from all over the world and elsewhere in Australia.<br />

There is a growing understanding and acceptance that a sense of place and cultural vitality are critical to a<br />

robust and desirable quality of life for members of a community. They are also key to a region being able to<br />

attract and retain the people and businesses needed for a competitive economy.<br />

The diagram below summaries the nine areas of recommendation that provide strategies to preserve, enhance<br />

and strengthen Coffs Harbour’s cultural assets and integrate them more thoroughly into overall community and<br />

economic development. An overview of each area of recommendation is provided, an overarching goal is<br />

identified and the key recommendations are listed.<br />

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Recommendations<br />

1. Communication and engagement<br />

The role of local Councils is to deliver quality services to their communities in a<br />

sustainable manner. Effective communication is critical to the delivery of services to<br />

the community.<br />

In the arts and cultural development area this requires that Councils:<br />

• Actively engage key stakeholders groups and individuals from the<br />

arts and cultural sector in the planning of activities;<br />

• Find effective ways to communicate their plans and achievements to<br />

the both the arts and cultural community and to the general public.<br />

Coffs Harbour City Council is generally perceived by members of the Arts community<br />

to have a poor track record in this area. Frustration was expressed by many<br />

participants at the 2009 consultation with Council at their inability, to progress arts<br />

and cultural development needs and ideas particularly those that are on a large scale<br />

(e.g. Performing Arts Centre) or are multi-faceted (e.g. Arts Precincts) into achievable<br />

plans.<br />

Overarching Goal<br />

Improve engagement with the arts and cultural community and<br />

communication about arts and cultural development to the public<br />

Key Recommendations<br />

• Develop a strong communication and engagement strategy<br />

including planning various approaches (website, advisory groups,<br />

newsletters, resources etc) to keep public informed of Council<br />

decisions and activities.<br />

• Establish an Arts and Cultural “Think Tank” empowered to advise<br />

the Council on cultural facilities, activities, needs and<br />

opportunities.<br />

• Acknowledge the receipt of and thought and content of the<br />

individual or group submissions that are included in the Appendix<br />

4 of this report.<br />

2. Identity and distinctiveness<br />

There are many layers of history and culture in Coffs Harbour LGA. 69,000 people live<br />

in Coffs Harbour LGA. 3.6% of the population is of Aboriginal and Torres Strait<br />

Islanders descent. One in five residents were born overseas and come from all over<br />

the globe including eastern and western Europe, Asia, north, south and central<br />

America, Pacific Islands and Africa.<br />

This diversity finds expression in a robust variety of performing and visual arts, crafts<br />

and traditional arts, cultural business. Organisations and events such as the Jetty<br />

Memorial Theatre, the Regional Gallery and Museum, The Bunker Cartoon Gallery,<br />

the Public libraries, the private art and design galleries, the unique festivals including<br />

the Buskers Festival, Woolgoolga Curry Festival, Sawtell Chilli Festival; the Bunker<br />

Gallery Cartoon competition; all of which showcase the rich arts and cultural heritage<br />

of the area.<br />

Overarching Goal<br />

The region’s cultural resources are fully understood and valued<br />

for the indelible contribution to Coffs Harbour’s authentic<br />

identity. These resources are rooted in Coffs Harbour’s history,<br />

heritage, culture and place and their vibrancy is expressed and<br />

experienced by the interplay between natural and human habitats<br />

and their shared history.<br />

Key Recommendations<br />

Support initiatives in local towns and villages that leverage and enhance<br />

resources and capacity. These could take the form of community arts<br />

practices, events, which incorporate ‘place making’ public art, cultural<br />

celebrations and/or festivals and culturally-based community dialogue and<br />

sharing.<br />

Office of Regional Engagement, Southern Cross University<br />

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Identity and distinctiveness (cont)<br />

As one of the largest commercial centres in the NSW Mid North Coast, Coffs Harbour<br />

is home to a campus of Southern Cross University, the Coffs Harbour Regional<br />

Conservatorium of Music and ScreenLinks- the regional screen industry office for the<br />

Mid North Coast and Armidale regions. There is also a plethora of artist centred<br />

organisations such as: Bootlace Productions; Coffs Coast Pipes and Drums; Coffs<br />

Harbour Amateur Radio Club; Coffs Harbour Amateur Theatrical Society (CHATS);<br />

Coffs Harbour City Orchestra; Coffs Harbour Musical Comedy Co Inc., Coffs Harbour<br />

Regional Brass Band; Coffs Harbour Writers Group; North Coast Performing Arts<br />

Association and various art groups and choirs.<br />

• Encourage and support initiatives that promote the recognition<br />

and understanding of the local Gumbangyyirr people’s cultural<br />

practices, language and traditions. This may include investigating<br />

the viability of the establishment of an Aboriginal History<br />

centre/museum/ education facility.<br />

• Invest in and raise awareness of the value of the early white<br />

settlement and areas of historical importance for both residents<br />

and visitors. For example, promotion of the 2009 Cultural Trails<br />

project or through the establishment of a maritime museum.<br />

The presence of the Botanical Garden, and the many national and local parks and<br />

opens paces reflect the strong ethos of environmental stewardship.<br />

3. Arts, culture and facilities<br />

Thriving culture requires space. Space to be created, space to be presented to the<br />

public and space to be stored. Communities need to be making long-term decisions<br />

about their needs in relation to land and buildings for cultural uses.<br />

It is important to applaud the work undertaken by Council over the past eight years,<br />

particularly the rehabilitation of a number of cultural venues and heritage sites. These<br />

include:<br />

• The establishment, expansion and on-going management and<br />

development of two-stages of the Regional Gallery;<br />

• The upgrade and on-going professional management of the Jetty<br />

Memorial Theatre;<br />

• The curation and display of the Museum artefacts; 3 and<br />

• The on-going support towards the operation of the Bunker Cartoon<br />

Gallery.<br />

Overarching Goal<br />

Ensure that there are adequate natural and built, arts and cultural<br />

spaces <strong>–</strong> for performance, exhibits, studios, rehearsal, teaching,<br />

storage, offices and arts and cultural businesses- and to preserve<br />

and enjoy the region’s natural environment.<br />

Key Recommendations<br />

• Investigate the viability of a purpose-built performing arts building<br />

and/or a large multi-purpose building.<br />

• Identify and develop an arts and cultural hub within the City’s core<br />

business area that could include artist studios, galleries and other<br />

cultural businesses.<br />

• Support the development and enhancement of additional cultural hubs<br />

where a synergistic critical mass of facilities and mixed-use activity<br />

areas exist or could exist including open-air spaces. These may include<br />

exploring the Raj Mahal site in Woolgoolga and the Jetty area.<br />

3 Prior to the devastation of the 2009 flood event.<br />

Office of Regional Engagement, Southern Cross University<br />

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Arts, culture and facilities (cont)<br />

However, the Coffs Coast Culture 2009 <strong>–</strong> You <strong>can</strong> <strong>make</strong> a <strong>difference</strong>!<br />

community consultation process reveals that Council’s credibility with its residents<br />

continues to be negatively impacted on by the following:<br />

• The numerous arts facility planning activities held over the last 20 years that<br />

have not resulted in a “cultural centre”;<br />

• The sale of the Civic Centre and its non-replacement;<br />

• The termination of the “City Hill” arts precinct development despite several<br />

years of feasibility work in the 1980s; and<br />

• The perceived lack of consultation, communication and engagement about<br />

the Brelsford Park project.<br />

• If the Brelsford Park project has the support of Council to be the ’Arts<br />

and Cultural precinct’ this needs to be openly communicated to the<br />

community, particularly the Arts community. This could be achieved<br />

through community presentations, displays (including a model) at the<br />

Cavanbah Centre, the Jetty Memorial Theatre or the Regional Gallery,<br />

media and other engagement activities.<br />

4. Government policy<br />

There is a perception that the Council lacks vision in relation to development of Arts<br />

and Cultural Policy. The Council must take a leading role in arts and cultural policy,<br />

advocacy, funding and coordination.<br />

Council is to be congratulated on its employment of dedicated Council staff to manage<br />

its Arts facilities (e.g Regional Gallery and Jetty Memorial Theatre), to deliver and build<br />

consistent links to Arts and Cultural sector, government agencies and the broader<br />

community (Arts and Cultural Development Officer, and Aboriginal Development<br />

Officer). Council needs to continue to support and build upon this investment.<br />

Council’s financial support of the Arts Mid North Coast (MNC) office should also be<br />

acknowledged. This provides strong links across the MNC region, opportunities for<br />

collaborative activity and a direct ‘conduit’ to the NSW Ministry for the Arts in<br />

Department of Premiers and Cabinet.<br />

Overarching Goal<br />

Forge government policy and infrastructure to nurture and<br />

sustain regional arts as a strategic priority.<br />

Key Recommendations<br />

• Develop a strong, clear, arts and cultural development strategy,<br />

setting out in detail, the role, relationships and duties, funding<br />

expectations and benchmarks for Council.<br />

• Acknowledge the connectivity between professional and<br />

community based arts practice within the Coffs Harbour LGA<br />

when developing arts related policy;<br />

• Recognise and utilise the important role that Coffs ArtsMNC <strong>can</strong><br />

play as a conduit for Council with the other levels of government.<br />

5. Resources<br />

There is a growing understanding of the role and value of Coffs Harbour’s diverse and<br />

vibrant arts and cultural activity as an important factor in community identity,<br />

liveability and economic success. Public and private resources and support need to<br />

increase commensurate with this level of importance and value.<br />

Office of Regional Engagement, Southern Cross University<br />

Overarching Goal<br />

Increase private and public funding for the arts and culture<br />

Key Recommendations<br />

• Explore strategies to grow public funding and support for the arts<br />

and culture in Coffs Harbour, in particular to have resources for<br />

initiatives identified by this plan including facilities development<br />

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Resources (cont)<br />

6. Creative economy<br />

For most high-income economies, without a unique and extensive natural resource<br />

base, the capacity for realised sustained innovation is now the core longer-term driver<br />

of economic growth. High-income economies that have maintained sustained growth<br />

tend to be economies that have established a number of successful knowledge-based<br />

regions (National Economics 2005-06, p. i in Strom). National Economics (2005-06, p.<br />

iii in Strom) assert that to be a successful knowledge-based region, regions need to<br />

have a high concentration of high skilled global knowledge workers. Such workers<br />

tend to migrate to regions with scale and diversity of social and community<br />

infrastructure and cultural and lifestyle choices.<br />

Research also shows a strong relationship between community infrastructure/lifestyle<br />

choice and concentrations of global knowledge workers across Australian regions and<br />

a strong relationship between global knowledge worker concentrations and knowledge<br />

creation (that is, patent activity). Clearly, fostering and supporting the creative<br />

industries sector is important in developing a knowledge-based economy. The creative<br />

sector not only contributes to the vitality of a region and its ability to attract talent,<br />

business and tourism but it is a signifi<strong>can</strong>t and growing generator of future jobs and<br />

wealth.<br />

In 2009, the Coffs Harbour region has thriving pockets of Creative Industry activity<br />

comprising individual artists and artisans, non-profit arts and cultural organisations,<br />

commercial businesses, individuals engaged in design, live music, film, digital media,<br />

and culinary arts.<br />

As indicated earlier in this report (pp. 7-8) the Creative Industries are a signifi<strong>can</strong>t<br />

growth sector. Over the past decade the Northern Rivers has consciously invested in<br />

the growth of this sector through a variety of arts, cultural, tourism and economic<br />

development initiatives. This approach has paid dividends and 5.1% of their economic<br />

activity is now in the Creative Industries and this is the highest concentration in NSW.<br />

and capacity building initiatives.<br />

• Explore strategies to grow private philanthropy such as: providing<br />

high quality fundraising training to groups/organisations and<br />

building a strategic message campaign around the role and value<br />

of arts and cultural development.<br />

Overarching Goal<br />

Grow jobs, wealth and opportunities with in the Coffs Harbour<br />

LGA’s creative industry and enhance community understanding of<br />

its signifi<strong>can</strong>ce to the regional economy.<br />

Key Recommendations<br />

• Develop a Creative Industries profile and program that identifies,<br />

strengthens and markets the unique mix of creative industry<br />

activity in the Coffs Harbour LGA including those in the central<br />

business area, local towns and villages.<br />

• Consciously build upon the work already undertaken by CHCC by<br />

continuing to build and promote the use of the web-based Coffs<br />

Harbour Creative Industries database.<br />

• Develop a Creative Industries communications strategy to keep<br />

the sector and the broader community informed about this<br />

important growth sector. This may include regular features in the<br />

local media or the establishment of a Creative Industry portal.<br />

• Improve links between the Creative Industries sector and tourism<br />

and economic development areas of activity.<br />

• Facilitate the development of an LGA-wide Creative Industry<br />

strategy by facilitating the recommendations for the 2007<br />

Creating Creative Industries report, including a focus on<br />

communications and marketing.<br />

• Provide opportunities for Creative Industry professionals and<br />

emerging professionals to have access to training and education<br />

opportunities to develop their own businesses. This could include<br />

marketing and communication workshops, and the importance of<br />

network development.<br />

Office of Regional Engagement, Southern Cross University<br />

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Creative Economy (cont)<br />

There is a strong nexus, or interdependence between the growth and development of<br />

the professional Creative Industries and community based arts and cultural<br />

development. Please note that the final two recommendations in items 6 and 7 are<br />

similar because skill development and marketing are intrinsic to the successful<br />

development of both areas.<br />

7. <strong>Community</strong> Capacity Building<br />

Coffs Harbour has a creative community-based arts community that is made up of<br />

many passionate, committed and resilient individuals and organisations who all<br />

contribute to the rich cultural vitality of Coffs Harbour. Whilst Coffs Harbour’s diversity<br />

is widely considered a rich asset it is also recognised that there is fragmentation<br />

between the interest groups/individuals and tensions around access to resources. This<br />

plan provides opportunities for collaboration to further enhance the creative industries<br />

of Coffs Harbour.<br />

Overarching Goal<br />

Increase the capacity and effectiveness of individual artists,<br />

creators and arts cultural groups, and organisations to<br />

collaborate, resource share and undertake professional<br />

development<br />

Key Recommendations<br />

• Create an interactive Arts Directory for arts and cultural<br />

groups/organisations that <strong>can</strong> serve as a primary marketing tool.<br />

It could include: members’ database; information on<br />

classes/meeting times. The directory should be able also be<br />

available in hard copy and available at key access points<br />

(libraries).<br />

• Consideration should be given to linking this to the Council’s<br />

current Creative Industries on-line Directory for professional and<br />

emerging Creative Industry practitioners.<br />

• Facilitate the development of an LGA-wide arts, culture and<br />

heritage profile to strengthen, market and communicate about<br />

activity in these areas.<br />

• Provide community-based arts individuals and organisations with<br />

opportunities to advance their skills, particularly<br />

their management practices. This could include face-to-face<br />

workshops (grant writing for example) or access to on-line<br />

resources.<br />

Office of Regional Engagement, Southern Cross University<br />

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8. Public Art<br />

Public Art has the ability to mark and vitalize public spaces. It reflects diverse cultural<br />

heritage and create destination land-mark attractions. Public Art policy needs to be<br />

underpinned by good practice, and <strong>can</strong> establish a communities world-wide image and<br />

identity while exploring regional distinctiveness. The creation of public art also has<br />

economic and social implications; it <strong>can</strong> employ locally based Creative Industry<br />

professionals and build cultural tourism.<br />

Overarching Goal<br />

Maximise the contribution of public art to Coffs Harbour’s public<br />

spaces and community<br />

Key Recommendations<br />

• Create a Public Arts Master Plan to guide the location of works to<br />

best enhance public spaces in the region. This could build upon<br />

the Public Art Strategy that was adopted by Council in 2001.<br />

9. Arts and cultural education<br />

Many of Coffs Harbour’s educational institutions and art and cultural<br />

organisations/groups offer educational programming from classroom based hands-on<br />

training to informal introductory experiences. Research supports that arts and cultural<br />

education enhances academic performance and attendance, contributes to positive<br />

youth development and instils the problem-solving and creative thinking skills needed<br />

by individuals and communities for the 21st Century.<br />

Overarching Goal<br />

Increase life-long learning and engagement in the arts and<br />

culture as a primary right and privilege of Coffs Harbour residents<br />

<strong>–</strong> through formal school and community based instruction<br />

programs and informal learning opportunities.<br />

Key Recommendations<br />

• Inventory arts and cultural education program providers <strong>–</strong> small<br />

and large <strong>–</strong> and builds a central cultural learning data base ,<br />

including information about services, artist in residency<br />

opportunities, curriculum units , funding sources, mentoring and<br />

professional development opportunities, models and links.<br />

• Expand and coordinate community-based, out-of school arts and<br />

culturally based youth, adult and senior programs/activities for<br />

learning, reflection, self- expression, mentoring, social<br />

development and community engagement. This may include<br />

exchange programs for local young art students interstate and<br />

internationally; youth focussed provision of skate-parks, more<br />

legal space for aerosol artists.<br />

• Investigate with SCU the viability of delivering tertiary level arts<br />

courses at its Coffs Harbour campus.<br />

Office of Regional Engagement, Southern Cross University<br />

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___________________________________________________________________________________________<br />

Conclusion<br />

Council <strong>can</strong> capitalise of the city's unique identity through its quality arts and cultural production by<br />

maximising its appeal to visitors. Cultural tourism is just one strand to a diverse portfolio of built and<br />

natural attractions, festivals and heritage that satisfy residents and visitors alike. The quality of the arts<br />

and cultural experience requires care and attention to detail. Policy and planning <strong>can</strong> be informed by<br />

local and world's good practice. It requires vision, respect, commitment to learning and enrichment<br />

and connectivity to other local economic drivers. These <strong>can</strong> be food markets, accommodation<br />

providers, education institutions, sport and recreation and unique natural environments - all represent a<br />

distinctive sense of place.<br />

Bibliography<br />

Berg, Pamille (2005) Toward a new Cultural Plan: The Arts & Cultural Strategy Consultancy <strong>Report</strong>.<br />

Coffs Harbour City Council, Arts and Cultural Development Plan 2006-2009<br />

Coffs Harbour City Council, (2009) 2030 <strong>Community</strong> Vision<br />

Coffs Harbour City Council (2009) Coffs Harbour City Profile<br />

NSW Government (2009) Creative Industries Economic Fundamentals’ report.<br />

Scenic Rim Regional Council, Arts and Cultural policy 2009-2012<br />

Strom, Jan et al (2007) ‘Creating’ Creative Industries creative industries profile for the Coffs Harbour<br />

LGA.<br />

Tucson Pima Arts Council, Pima Cultural Plan- Executive Summary, November 2006-November 2007.<br />

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Appendices<br />

Appendix 1 - List of Attendees<br />

Enzo Accadia<br />

Leonard Aitken<br />

John Arkan<br />

Jan Avey<br />

Danielle Babb<br />

Betty Bailey<br />

Shirley Barnett<br />

Barry Barrio<br />

Sue Barrio<br />

Terrie Beckhouse<br />

Jennifer Benson<br />

Richard Bickhoff<br />

Sue Bower<br />

Marianne Bragge<br />

Stephan Bruggisser<br />

Ray Budge<br />

Marek Chodkiewicz<br />

Dianne Collins<br />

Christine Connors<br />

Ian Corbert<br />

Dean Cordell<br />

Gavin Cutmore<br />

Tom Degans<br />

Haydon Dennis<br />

Penny Dennis<br />

Nicole Donelly<br />

Phil Doyle<br />

Ray Ellington<br />

Margaret England<br />

David Fayle<br />

Pamela Fayle<br />

Libby Feez<br />

Sheryl Fisher<br />

Christina Hyde<br />

Kay Johnson<br />

Ashley Johnston<br />

Julia Johnston<br />

Scott Gallagher<br />

George Gardiner<br />

Jasmine George-Moreno<br />

Pam Gilmore<br />

Ellie Hallett<br />

Roger Hallett<br />

Alison Heald<br />

Carol Hellmers<br />

Roy Heslop<br />

Craig Higgs<br />

Ross Holland<br />

Lee Holmes<br />

Alex Hood<br />

Michael Huggett<br />

Letina Hutchinson<br />

Peter Keast<br />

Shellie Kelley<br />

Denise Knight<br />

Penelope Lawry<br />

Nerida Lee<br />

John Lee<br />

Jodie Lee<br />

Belinda Llemir<br />

Rosemary Lloyd<br />

Lisa Magri<br />

Ron Marke<br />

Sue McEntyre<br />

Charmaine McNamara<br />

Chrissy McNichol<br />

Jasmine Moreno<br />

Georgina Moy<br />

Marie Mufford<br />

Ben Naylor<br />

Tom Naylor<br />

Kerry Neal<br />

Christine Nimmo<br />

Bill Palmer<br />

Yvonne Quadros<br />

Andrew Ramsay<br />

Skye Ravenscroft<br />

Grant Rigby<br />

Barbara Roberts<br />

Sandra Rowe<br />

Estelle Russell<br />

Kim Satchell<br />

Georgette Sonter<br />

Col South<br />

Sandy Steer<br />

Liz Stevens<br />

Tom Strickland<br />

Verity Templeton<br />

Paul Templeton<br />

Ninette Van Zyl<br />

Debra Wall<br />

Ronda Whitehouse<br />

Rose Wickert<br />

Tony Wickert<br />

Liz Wilkins<br />

Graham Williams<br />

Jane Wilson<br />

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Appendix 2 -Summary Feedback <strong>Report</strong> to participants<br />

This is a summary of the feedback given at the community consultation undertaken for the development of the<br />

Coffs Harbour Council’s cultural strategic plan. The consultation was conducted at the Cavanbah Centre on the<br />

22nd August 2009 and was attended by 97 people, mostly members of local arts group and representatives<br />

from arts organisations. Attendees were asked questions about the arts and cultural activity in the Coffs<br />

Harbour area and were invited to respond both within groups and individually. Strong appreciation was voiced<br />

for the existing arts infrastructure, the unique and beautiful natural environment; the enthusiasm and skill level<br />

of the local arts community and its breadth. Frustration was voiced at Council’s the lack of action on arts<br />

initiatives. Council was commonly thought of as being more interested in sport than the arts. In terms of what<br />

was wanted, the overriding focus was on arts and cultural infrastructure, in particular a call for a purpose-built<br />

performing arts space. There was also strong interest expressed for better promotion of the arts to the public<br />

and improving the communication and collaboration between the existing arts groups. Communication between<br />

Council and the arts and cultural community as well as the broader community also needs to be improved.<br />

What arts and cultural activities are good now?<br />

ENVIRONMENTAL CAPITAL<br />

Arts and Cultural Infrastructure<br />

• The Jetty Theatre;<br />

• The Galleries - Coffs Harbour Regional<br />

Gallery, The Bunker, The Lake Russell<br />

Gallery;<br />

• The markets;<br />

• The Sawtell Cinema;<br />

• The Libraries.<br />

Natural Environment<br />

• The unique location<br />

• The Botanical gardens;<br />

• The climate and its suitability for outdoor events;<br />

• The food and wine / local produce;<br />

• Its placement regionally <strong>–</strong> halfway between Brisbane &<br />

Sydney<br />

• The harbour and jetty area<br />

COMMUNITY/SOCIAL CAPITAL<br />

Institutions and organisations<br />

• The arts education opportunities available<br />

through TAFE, SCU and private teaching<br />

organisations<br />

What needs attention?<br />

ENVIRNMENTAL CAPITAL<br />

Arts and Cultural Infrastructure<br />

• No performing arts venue big<br />

enough to stage large productions <strong>–</strong> i.e<br />

accommodate performers, orchestra &<br />

large audiences of 500 plus<br />

Events<br />

• The many festivals: Buskers, Chilli, Curry, Jazz and Blues and<br />

Global;<br />

• The international cartoon competition at the Bunker Gallery<br />

• That all ages and interests catered for<br />

• No precinct for the arts<br />

• No Aboriginal history centre/museum<br />

• Poor housing for museum<br />

• Regional Gallery too small<br />

HUMAN CAPITAL<br />

Capacity<br />

• Local artists under-valued and underutilised<br />

• No tertiary level local performing arts<br />

training<br />

COMMUNITY/SOCIAL CAPITAL<br />

People<br />

• Fragmentation of arts groups<br />

• Competition amongst groups to hire venues & facilities<br />

• No central space for arts groups/communities to<br />

congregate<br />

Institutions and organisations- Council<br />

Arts not prioritised by Council - no set goals or timelines<br />

Insufficient community input into Council’s decision making processes e.g. suspension of the cultural committee<br />

Council is more supportive of sport<br />

Talks but doesn’t act<br />

The poor relationship between “The Advocate” and Council<br />

Arts competing with other priorities e.g. performing arts /civic centre versus sports leisure facilities<br />

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What you like to see acted upon by Council in the future?<br />

ENVIRONMENTAL CAPITAL<br />

Arts and Cultural Infrastructure<br />

• A 500-700 seat, purpose-built performing arts<br />

building<br />

• A multi-purpose arts zone/area/precinct/hub <strong>–</strong><br />

including theatres, galleries, museum, library and<br />

outdoor leisure area; revisit City Hill plans;<br />

• A collaborative arts centre with teaching and<br />

exhibition spaces for visual & performing arts..<br />

• A large (1000-5000 capacity) multi-purpose building;<br />

HUMAN CAPITAL<br />

People -Indigenous<br />

• Aboriginal History centre/museum/ education facility<br />

• More indigenous cultural activities<br />

COMMUNITY/SOCIAL CAPITAL<br />

Natural Environment<br />

• An open air theatre /music bowl for concerts/opera<br />

e.g. Myer Music Bowl, Waldbuhne in Berlin and<br />

possible site Jetty Quarry;<br />

• More creative use of the use harbour and jetty area<br />

<strong>–</strong> e.g. festivals, quality shops and restaurants,<br />

closed off restaurant strip for summer dining,<br />

fishing competition and summer kiosks on the jetty;<br />

• An impromptu performance space e.g. Trafalgar<br />

square<br />

People -Youth<br />

• Establishment of skate-park in Coffs Harbour and<br />

an upgrade at Bray Street.<br />

• Exchange programs for local young art students -<br />

interstate/international<br />

Capacity- Existing arts groups<br />

• More opportunities for existing local artists/ groups to do their stuff-perform, exhibit;<br />

• Up skill-ing the local arts community/groups to become more professional and access funding<br />

• More joint co-operative activities between the groups to raise profile of arts<br />

Multiculturalism<br />

• Multicultural sharing spaces-e.g. bread oven in<br />

central location, community village, diversity<br />

• Multicultural games festival<br />

Communication- Promotion<br />

• Electronic Billboards/ <strong>Community</strong> Noticeboards/<br />

Information Portals - dissemination of what's on<br />

• <strong>Community</strong> Arts festival/mardi gras/expo -<br />

regular - with stalls/ floats- promote local culture<br />

• More media ( press,, TV radio) space to arts<br />

• Value-add art to sporting /cultural events<br />

• Use un-leased shops to showcase arts & culture<br />

• Guide to local art studios<br />

Institutions & organisations - Council<br />

Art practices/ideas<br />

• More legal space for aerosol artists<br />

• More scenic highway into Coffs<br />

• Free transport around cultural sites<br />

Institutions & Organisations <strong>–</strong> the arts sector<br />

• Address the fragmented communication between the<br />

groups by increasing opportunities for networking<br />

• Establish a database for a Arts Directory of groups,<br />

where they meet, contact details, member lists,<br />

classes; hardcopies of the Directory distributed at key<br />

locations<br />

• Establish an independent cultural website developed<br />

and /maintained by all groups<br />

• Be more supportive of the arts <strong>–</strong> widely held perception that Council is biased towards sport<br />

• Develop a strategy to communicate to the public about arts and culture <strong>–</strong> not just city of sport<br />

• Plan, Prioritise, Develop a funding strategy, Build and Maintain arts infrastructure <strong>–</strong>stop talking <strong>–</strong> start acting<br />

• Establish process for regular communication with arts community-e.g. re-introduce the cultural committee;<br />

establish a Ideas Bank / Think Tank<br />

• Address the relationship between Advocate and Council<br />

Enablers for moving forward<br />

Funding<br />

• Develop a funding strategy for the arts generally - look at corporate sponsorship, fed/state funding, philanthropy,<br />

local business/community support, fundraising, charge a rate levy<br />

• Develop a funding strategy particularly for the performing arts particularly - establish a building fund - tax<br />

deductibility, lottery, auction of art, rate levy<br />

• Funding for local community Support - funding scholarships, reduced rates for venue hire<br />

Education<br />

• Establishment of tertiary level arts courses<br />

Access and Participation<br />

• Scenic cycle path network, cultural bike map<br />

• Improved transport<br />

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Appendix 3 - Individual and/or Group Submissions to <strong>Consultation</strong><br />

3.1 Letter Annette and Alex Hood <strong>–</strong> Sawtell<br />

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3.2 Letter from Rick Mockridge <strong>–</strong> Red Rock<br />

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3.3 Letter from David Fayle<br />

David Fayle Tel: 6654 7700 Version 4 <strong>–</strong> 25 Aug 2009<br />

Coffs Harbour urgently needs and deserves a purpose-built venue for performing arts <strong>–</strong> a 600<strong>–</strong>700-seat theatre<br />

with first-rate acoustics, tiered seating, proper stage and backstage areas, easy access and car parking.<br />

This submission covers:<br />

• what sort of theatre is needed<br />

• why Coffs Harbour needs and deserves this theatre<br />

• why it is imperative that Coffs Harbour Council uses the current opportunity to deliver a performing<br />

arts theatre to the community it serves<br />

• deficiencies of existing venues<br />

What sort of performing arts theatre is needed?<br />

A new theatre needs to be designed around the various needs of the many and diverse groups that will use it.<br />

Coffs Harbour deserves a state-of-the-art theatre with:<br />

• capacity for audiences of 600<strong>–</strong>700 in comfortable, well-spaced, permanent tiered seating<br />

• professionally installed acoustics and soundproofing<br />

• large, professionally designed stage and backstage, including lighting, audio and flytower<br />

• orchestra pit or a suitably large area in front of stage for a 60-piece orchestra<br />

• foyer for receptions and interval requirements<br />

• adequate car parking nearby<br />

• conveniently located in Coffs Harbour to maximise accessibility<br />

Such a performance venue would meet the needs not only of the current generation of residents but of future<br />

generations, and would go a long way to making Coffs Harbour stand up and be counted as a city worthy to<br />

have a place in the cultural life of this country.<br />

Why Coffs Harbour needs and deserves this theatre<br />

• There is a glaring and embarrassing lack of a proper venue for performing arts of a size and standard<br />

appropriate to a growing city of 70,000. (A summary of existing venues and their deficiencies is at the end<br />

of this submission.)<br />

• The youth of the Coffs Harbour area have limited opportunities open to them outside of surfing and<br />

mainstream sports. Coffs Harbour must <strong>make</strong> the decision to nurture excellence in a diverse range of<br />

activities, including music, dance and theatre, so that our young people <strong>can</strong> find and develop passions that<br />

develop and enrich their lives and their future, and steer them away from wasted lives of destruction and<br />

despair.<br />

• Many adult residents, including those with families as well as recently arrived retirees, are demonstrably<br />

keen for culture to flower in the Coffs Coast region. A thriving cultural scene would attract new residents<br />

with abundant and diverse experiences to settle in the area, enriching our city.<br />

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• The quality of life of Coffs Harbour residents is enriched by their involvement in performing arts, not only as<br />

audience members, but as performers <strong>–</strong> in dance troupes, theatrical productions, orchestras, choirs,<br />

spectaculars or cabaret. Engaging in performing arts is physically and mentally beneficial for our<br />

community, and is socially important, bringing both families and communities together. Having no suitable<br />

venue is a disincentive.<br />

• Performing artists and groups have avoided Coffs Harbour in their touring schedule because of the<br />

unavailability of a suitable venue. Groups that do come, such as (a part of) the Australian Chamber<br />

Orchestra, find that their wildly popular concerts at the Jetty Theatre [capacity 249] are booked out many<br />

weeks ahead, causing many patrons to miss out.<br />

• Groups larger than this (eg any orchestra, including the whole Australian Chamber Orchestra) find the Jetty<br />

stage and backstage too small, and other possible venues inadequate, and these groups cross Coffs<br />

Harbour off their list. Coffs Harbour residents miss out time and time again, with negative feedback<br />

heatedly voiced over the lack of a fitting performance space.<br />

• Local groups such as the Coffs Harbour City Orchestra [the only permanent orchestra between Newcastle<br />

and Queensland, currently numbering 36 musicians and having its 30th birthday in 2009] and the North<br />

Coast Performing Arts Association [with a similar-sized orchestra as well as a choir of some 50 voices] find<br />

the Jetty Theatre stage and capacity far too small. Neither group <strong>can</strong> find an adequate venue in Coffs for<br />

their frequent performances.<br />

• Local events such as the annual Eisteddfod, gala performances by dance studios, schools and local specialist<br />

groups, are poorly served by bad acoustics, inadequate stage and backstage areas and equipment, and<br />

mediocre audience accommodation. The months of effort and commitment would be properly rewarded by<br />

performing in a venue that does justice to, rather than disadvantages, their hard work.<br />

• Audiences similarly need to feel that they are able to go to a venue that provides a satisfactory experience<br />

rather than one where they are uncomfortable and which leaves them feeling ‘short-changed’.<br />

• The fixed costs of a production tend to be similar irrespective of the audience capacity. Small venues often<br />

mean low gross takings and poor financial outcomes for the performer, and/or high prices for tickets (which<br />

deter people from attending, further affecting the economics of staging an event). A venue of adequate<br />

size <strong>can</strong> improve the situation for both performer and attendee.<br />

• To mature into a vibrant, modern city, Coffs Harbour must have a proper venue for performing arts.<br />

Consider comparable cities in the region and elsewhere:<br />

o<br />

Tamworth (area population ~56,000): the Capitol Theatre [“a proud initiative of Tamworth<br />

Regional Council”] is a new 402-seat purpose-built proscenium arch theatre with hydraulic<br />

orchestra pit lift, automated winch flying system and well equipped sound and lighting rigs. It<br />

shares foyer and bar facilities with adjacent cinemas. It is an ideal venue for performing arts:<br />

drama, choral and musical societies, the regional conservatorium of music, brass and pipe<br />

bands, the clarinet choir, several dance groups & schools and of course country music.<br />

Tamworth also has superb facilities for larger and smaller events, including the Tamworth<br />

Regional Entertainment Centre (TREC) the largest entertainment centre of its kind in<br />

Australia outside metropolitan areas, seating up to 5,000 people in flexible configurations. The<br />

new Australian Equine and Livestock Centre (AELC) has two indoor arenas with a total<br />

seating capacity of 4,020. These facilities, as well as the Town Hall and others, allow the<br />

hosting of events like the Country Music Festival, hugely important to the city’s economy since<br />

the 1970s.<br />

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o Taree (area pop. ~44,000): a new Entertainment Centre with a proper auditorium; tiered<br />

seating for 505, wheelchair entry, orchestra pit, world-class staging, lighting etc.<br />

o<br />

o<br />

o<br />

o<br />

o<br />

o<br />

o<br />

o<br />

Port Macquarie (area pop. ~72,000): the magnificent new Glasshouse Theatre; tiered<br />

seating for 606, state-of-the-art auditorium, staging equipment and orchestra pit.<br />

Armidale (area pop. ~36,000): choice of at least three venues superior to anything available<br />

in Coffs Harbour: Lazenby Hall (at UNE), a 572<strong>–</strong>856-seat proscenium arch semi-raked<br />

auditorium with great acoustics and seating on 3 levels (capacity depends on the performing<br />

area needed); the Arts A1 Theatre (UNE), a 283-seat purpose-built 300 seat proscenium arch<br />

theatre with a fly-tower and raked auditorium, disabled access and upgraded lighting,<br />

communication and audiovisual equipment; and the Town Hall, 105 years old and without<br />

tiered seating, but nevertheless a much-loved performing arts venue of large capacity.<br />

Bendigo Victoria (municipality pop. 98,000): the Capital Theatre, a magnificent recently<br />

refurbished theatre with a pit and an audience-seating capacity of over 500, and suitable for<br />

major productions with full orchestra and cast. The “life blood of the Bendigo Arts community”,<br />

the proscenium arch theatre has staging facilities including counterweight flying system and<br />

high-tech lighting and audio.<br />

Orange (area population ~36,000): Orange Civic Theatre <strong>–</strong> 504-seat auditorium with racked,<br />

continental seating plan. Traditional proscenium arch. Professionally equipped stage. Orchestra<br />

pit with lift, sophisticated fly system, lighting etc. Disabled access and ample off-street parking.<br />

Grafton (area population ~29,000): The historic Saraton Theatre is undergoing a major<br />

upgrade, including lighting and cabling, to be completed in 2010. Although its intended use is<br />

mainly as a movie theatre, “the grand stage has now been extended to the point where the<br />

entire Sydney Symphony Orchestra could be seated on it”, and the owners plan to use the<br />

Saraton for community events. The Grafton <strong>Community</strong> Centre, built in 2002, includes an<br />

auditorium seating up to 375, with modestly sized stage; basic sound and lighting equipment;<br />

wheelchair access to floor and stage.<br />

Wangaratta Victoria (area population ~27,000), plans to open its new Performing Arts<br />

Centre in Oct 2009 [estimated total project cost $8 m]. The complex includes a theatre<br />

seating 530 people, 370 downstairs and 160 upstairs. Orchestra pit; lighting bridge, extensive<br />

backstage.<br />

Rockhampton Queensland (area population ~27,000): the Pilbeam Theatre is a raked floor,<br />

proscenium arch theatre with a capacity (tiered seating) of up to 967, a visible stage area<br />

11.5m deep x 15m wide, fully equipped sound and lighting systems; large loading dock leading<br />

directly to stage with accessibility & parking for heavy vehicles; dressing / preparation rooms,<br />

wardrobe room with laundry facilities; extensive sound & lighting inventory; catering via<br />

restaurant on premises; licensed bar and <strong>can</strong>dy bar; extensive off street car parking; disabled<br />

facilities.<br />

The Mackay Entertainment Centre (Mackay Queensland), built with major funding from the<br />

Queensland State Government. The Auditorium <strong>can</strong> seat up to 1090 for live theatre and<br />

presentations, and is fully equipped with lighting and sound facilities. Professional team of<br />

audio, lighting and sound technicians, state of the art audiovisual technology. The Space seats<br />

100 in the theatre mode and up to 140 in classroom style, and <strong>can</strong> be used for banquet style<br />

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events and cocktail functions (200 standing). The Foyer is a multi functional room suitable for<br />

intimate performances and dinner dances for up to 460. The foyer is also large enough to be<br />

used as an exhibition area for trade displays. There are two mezzanine areas, each with a large<br />

external balcony ideal for small functions and suitable for breakout areas during conferences. A<br />

bistro operates for preshow dinners, post show suppers and during interval. Disabled facilities.<br />

Even smaller towns in the area put Coffs Harbour to shame, for example:<br />

o<br />

o<br />

Nambucca Heads Entertainment Centre: good acoustics and adequate seating capacity.<br />

The North Coast Camerata, for example, found it necessary to hold the performances following<br />

their Youth Concerto Competition here, as the Jetty Theatre was inadequate.<br />

Bellingen: the Memorial Hall has acoustics that are second-to-none, tiered seating for<br />

several hundred, and seating capacity for hundreds more. Bellingen has a thriving and<br />

astonishingly vibrant centre for arts and music of many genres, and the Memorial Hall continues<br />

to provide an important focus for these as it has done for many decades. This small town of<br />

about 2700 in many ways puts Coffs Harbour to shame culturally.<br />

What Council should do<br />

Coffs Harbour Council needs to balance the excellent investment in local sports infrastructure in recent years<br />

with an equally effective investment in cultural infrastructure, as an essential part of its Living City strategy for<br />

the city’s future.<br />

Now, Coffs Harbour Council has a unique opportunity to devote a substantial amount from the currently<br />

available infrastructure funds towards realising a performing arts venue that would provide jobs for local people,<br />

enrich the lives of its residents now and for the years ahead, and put Coffs Harbour on the map culturally. To<br />

miss this opportunity now will <strong>make</strong> it much more difficult for a future Council to rectify the deficiency.<br />

Council should reject any efforts by the influential Club lobby to protect “their” territory by preventing the<br />

building of a purpose-built performance-space venue. The club venues are poor acoustically and insufficient for<br />

the city’s growing needs, and fall well-short of being suitable, especially for children. (If a Club should later<br />

decide to compete by building a good facility, the city would be all the better for it!)<br />

Council should resist the temptation to build a theatre with too large an audience capacity. Most performers<br />

prefer to play to a full, or near full house, than a sparsely peopled venue. The cost escalates with audience<br />

capacity. Alternatively, because of costs, such facilities tend to be built more like conference venues, trying to<br />

accommodate additional, incompatible functionality as well as capacity for much larger groups, but fatally<br />

compromising the venue’s suitability for performing arts. The potential for serious mistakes exists.<br />

Some people will argue that such a facility needs to be run commercially like a business, but Council would be<br />

very unwise to go down that path. Throughout the great cultural centres of the world, most of the famous<br />

venues are subsidised by various levels of government, and residents and visitors alike are incalculably richer for<br />

that. We, the public, should be supporting public facilities like sporting grounds and this new venue. Council<br />

should not expect either its sporting grounds or its cultural facilities to run as straight profit-making businesses.<br />

For the same reason, Coffs Harbour Council should substantially subsidise the cost of hiring the Jetty Theatre for<br />

local amateur theatrical, dance and musical groups (see below).<br />

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Deficiencies of existing venues <strong>–</strong> public<br />

• Jetty Theatre: an excellent venue with tiered seating and good acoustics, but capacity is only 249, and the<br />

stage area and infrastructure severely limit what <strong>can</strong> be performed. It is also expensive for its audience<br />

capacity, affecting the economics of performing, particularly for local amateur groups.<br />

• Cavanbah Centre: a useful sized public hall, but with mediocre acoustics, poorly soundproofed against<br />

traffic and rain noise, no capacity for tiered seating, and no permanent seating.<br />

Deficiencies of existing venues <strong>–</strong> private<br />

Private venues comprise those owned and managed by clubs, churches, schools and resorts. These have typical<br />

drawbacks such as:<br />

• Club venues: mostly medium to large rectangular rooms with dreadful acoustics and uncomfortable<br />

temporary seating. These are not ideal locations for events involving under-aged people. Typically<br />

moderately expensive.<br />

o<br />

the only large venue of any real quality is the Princess Room at Sawtell RSL, but even this hall<br />

does not have tiered or permanent seating and it still has a club atmosphere. It also lacks any<br />

useful backstage area, which <strong>make</strong>s it impossible to use as a venue for any show which needs<br />

sets.<br />

• Church venues: typically not designed for use for performing arts, and lack adequately sized stage areas,<br />

staging equipment, and permanent seating. Often have drawbacks such as mediocre acoustics, noisy roof<br />

in rain, church altar affecting stage space; need for major reorganisation of church furniture. These venues<br />

are not available during normal church meeting hours, which often conflict with the best times for<br />

performances. There is also the issue of audience or performers not belonging to the particular church<br />

feeling ill-at-ease (or not participating at all). These venues, being places of religion, <strong>can</strong> circumscribe the<br />

type and content of performance, while clergy have an understandable tendency to “hijack” events to<br />

promote their church, which <strong>can</strong> alienate audience members. These venues are usually relatively cheap to<br />

hire, and the best are:<br />

o Salvation Army Hall: capacity well under 300, very limited stage area, and as of 2009<br />

unavailable for Sunday concerts if money is taken at the door<br />

o<br />

Bethel Centre: very large capacity, but lacks comfortable seating, is very dark at night and is<br />

noisy in rain. [STOP PRESS: as of mid-2009 no longer available to outside groups]<br />

• School venues: schools, particularly public schools, are increasingly reticent to hire their facilities, citing<br />

insurance reasons. Even the best of such halls, when available, <strong>can</strong> only provide a one-off stopgap solution<br />

to the problem. School venues also tend to be somewhat inaccessible to the public, particularly because of<br />

parking limitations.<br />

• Resort venues: typically expensive, and more suited to conferences than to diverse performing arts.<br />

Parking usually very limited.<br />

• Sportz Central and Sportsground: unsuitable for most performing arts performances, for many reasons, but<br />

particularly during heavy rain or in hot weather.<br />

Office of Regional Engagement, Southern Cross University 32


Coffs Cost Culture: <strong>YOU</strong> <strong>can</strong> <strong>make</strong> a <strong>difference</strong>! <strong>–</strong> <strong>Community</strong> <strong>Consultation</strong> <strong>Report</strong><br />

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• Racing Club room: currently used for Eisteddfod performances, but has poor acoustics, devaluing the event<br />

for performer and audience.<br />

• Southern Cross University Block D theatre: has tiered seating for 350<strong>–</strong>500 (depending on configuration),<br />

but the stage area is too small even for a small orchestra, and the backstage facilities are very limited and<br />

would probably breach OH & S regulations for a large group of performers.<br />

• The Conservatorium plans to build a new performing theatre, but these specify a very small audience<br />

capacity of 175 <strong>–</strong> adequate for the needs of people needing a more intimate theatre space, but not as a<br />

main performance venue for a city the size of Coffs Harbour.<br />

Office of Regional Engagement, Southern Cross University 33


Coffs Cost Culture: <strong>YOU</strong> <strong>can</strong> <strong>make</strong> a <strong>difference</strong>! <strong>–</strong> <strong>Community</strong> <strong>Consultation</strong> <strong>Report</strong><br />

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3.4- Email from Ross Holland <strong>–</strong> Sapphire Beach<br />

From: "Ross Holland" <br />

Date: 6 October 2009 12:50:09 PM<br />

To: "'Jan Strom'" <br />

Subject: RE: Coffs Cultural 2009 Summary<br />

Dear Jan,<br />

Many thanks for your excellent summary of the community forum on the way forward for cultural development<br />

in the Coffs Harbour Region.<br />

Reading that document and having had conversations with a number of interested parties since, I would like to<br />

<strong>make</strong> three observations and submit further recommendations for consideration in the final report to Council.<br />

1. I was somewhat aware at the forum but it has been confirmed in your summary report that there was an<br />

enormous emphasis on the performing arts and their (quite reasonable) request for a new performing arts<br />

centre.<br />

2. The visual arts community was nowhere near as voluble or forceful in their need for an enlarged Regional<br />

Gallery or a new space for the Museum which may lead some to think that their needs are not so pressing.<br />

3. The main thrust of the majority of suggestions was conceptual and aimed at airing perceived needs<br />

and/or grievances. Practical suggestions as to how to proceed were few. (Although I note that Councillor Palmer<br />

in a recent letter to Advocate has picked up on one possible way to fund the process.)<br />

As a member of the Regional Gallery and Chairman of the supportive Coffs Harbour Creative Arts Group, I would<br />

like to put forward an alternate plan for stepwise development of the proposed Cultural Centre:<br />

Clearly the most expensive part of the Centre will be the performing arts building which is mostly open at only<br />

night and then on an average of only one or two nights per week. In addition, it is not so long ago that the<br />

Council upgraded the Jetty Theatre. Important as this is it caters mainly for a local market rather than tourists.<br />

It therefore <strong>make</strong>s more sense to concentrate initially on the smaller segments of the overall plan that have the<br />

potential to draw tourists to them on a daily basis as well as serving the needs of local residents - that is, the<br />

Gallery and Museum <strong>–</strong> and defer the more expensive performing arts venue until a later date when funds may<br />

be more readily available.<br />

Based on the experiences with other councils in regional areas - Dubbo, Maitland and Lismore to name some<br />

recent ones - that have proceeded along these lines, it should be possible to build a new fully equipped Gallery<br />

Office of Regional Engagement, Southern Cross University 34


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for about $6 million and extend it to incorporate the Museum for about another $2 million. This seems to be a<br />

logical first step in developing a cultural centre rather than trying to do it all at once. It is my understanding that<br />

if Council were to put up $2 million, matching funds from State and then Federal government would bring the<br />

total amount available to $8 million. Is this too big an ask?<br />

I would therefore like to submit the following recommendations and hope that you will be able to incorporate<br />

them into your final report to Council.<br />

RECOMMENDATIONS:<br />

1. That, if Council is unable to see its way clear to develop the whole of the Cultural Centre as a single<br />

entity in the immediate future, priority be given to building a Gallery or Gallery/Museum complex as a matter of<br />

urgency. This will meet a number of Council’s priorities both in the area of cultural development and in tourism.<br />

2. That the proposed allocation of $75,000 reported in the Council Minutes of 28 May be devoted not just to<br />

a feasibility of a museum space but that it be directed to drawing up a master plan for a gallery/museum<br />

development.<br />

A group of Friends of the Regional Gallery will shortly be making a more formal submission to Council along<br />

these lines but I would appreciate it if these ideas are flagged in your report.<br />

Regards,<br />

Ross<br />

4 Canomie Street<br />

Sapphire Beach NSW 2450<br />

Australia<br />

Phone: 02 6656 4648<br />

Dr Ross Holland<br />

rossholland@bigpond.com<br />

Dr Christine Nimmo<br />

christinenimmo@bigpond.com<br />

Office of Regional Engagement, Southern Cross University 35


Coffs Cost Culture: <strong>YOU</strong> <strong>can</strong> <strong>make</strong> a <strong>difference</strong>! <strong>–</strong> <strong>Community</strong> <strong>Consultation</strong> <strong>Report</strong><br />

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Appendix 4 <strong>–</strong> Copy of Slide Show images presented at <strong>Community</strong> <strong>Consultation</strong><br />

Office of Regional Engagement, Southern Cross University 36


Coffs Cost Culture: <strong>YOU</strong> <strong>can</strong> <strong>make</strong> a <strong>difference</strong>! <strong>–</strong> <strong>Community</strong> <strong>Consultation</strong> <strong>Report</strong><br />

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Appendix 5 <strong>–</strong> DVD of ‘Cavanbah Centre <strong>–</strong> <strong>Community</strong> <strong>Consultation</strong>’<br />

Office of Regional Engagement, Southern Cross University 37

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