YOU can make a difference! – Community Consultation Report

Coffs Coast Culture: 

You can make a difference! 

Coffs Harbour City Council 

Community Consultation Report 

To inform the Cultural Strategic Plan 

Report compiled by 

Office of Regional Engagement

Coffs Cost Culture: YOU can make a difference! – Community Consultation Report 

Acknowledgements 

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

present. 

Thank you to all of the participants for their valuable contributions. 

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

acknowledged and appreciated. 

Thank you also to: 

• Christina Hyde – Screenlinks 

• Magenta Horn-Hall & Lisa Golding – Entertainment Industry students Orara High School 

• Tony Allison - ecodigitography 

• Ashleigh Johnston & Leonard Aitken – Visual Artists 

• Beckly Vincent & Letina Hutchinson – Hamlet & Orphelia CHATS 

• Kim Towner – Harbourside Markets, Creative Entrepreneur 

Coffs Harbour City Council: 

• Malcolm McLeod – Arts & Cultural Development Officer 

• Councillor Bill Palmer – Deputy Mayor 

• Councillor Denise Knight 

• Councillor John Arkan 

• Councillor Paul Templeton 

Office of Regional Engagement Southern Cross University: 

• Dr Ros Derrett – Keynote Speaker 

• Jan Strom – Facilitator 

• Cath Cosgrave – Research Assistant 

Office of Regional Engagement, Southern Cross University 

i

Executive Summary 


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

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

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

and delivery of optimum policy and planning outcomes for the next ten years. 

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

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

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

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

experiences for residents and visitors. 

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

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

and contributors to the creative industries. An approach to communication was sought that enhances the good 

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

stakeholders and improved use of technology to serve the interests of capturing good practice and exploring 

ways to promote existing quality activity. A commitment to improved communication will allow partnerships that 

acknowledge the contribution the arts and culture make to the quality of life for people who choose to live in the 

area. 

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

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

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

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

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

support training programs and improve community access. 

There was recognition that greater understanding of the potency of the arts and culture as significant elements 

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

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

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

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

positive social impacts. 

The content of the report details opportunities that deliberately celebrate the existing wealth of arts activity. 

Council can respond by partnering with key community stakeholders to ensure the city addresses the expressed 

aspirations of those who contributed to the consultation. 


ii


Introduction 

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

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

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

consultation project entitled Coffs Coast Culture 2009 – You can make a difference! 

The consultation project was designed to build on: 

• the data and recommendations made in earlier Council commissioned consultancies undertaken by: 

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

Report, and 

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

Harbour LGA; 

• Coffs Harbour City Council, Arts and Cultural Development Plan 2006-2009 

• 2030 visioning-exercise undertaken by Council (March 2009). 

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

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

questions about the arts and cultural needs and aspirations in the Coffs Harbour area and were invited to 

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

this was distributed to interested participants and Council on the 15 September 2009. 

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

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

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

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

promotional purposes. This report is underpinned by the outcomes of the Cavanbah Centre public consultation 

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

above. It is also draws on current good practice both nationally and internationally. 

Definitions 

Culture 

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

set of common understandings, shared beliefs and values. It can include associations with land, language, 

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

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

Allison to edit the footage. 

Office of Regional Engagement, Southern Cross University 1


Arts 

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

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

dance, and related media. 

Creative industries 

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

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

and talent and which have the potential for wealth and job creation through generation and exploitation of 

intellectual property. The creative industries comprise many sectors including: advertising, architecture, 

antiques, crafts, design, fashion, film, interactive leisure, software, music, television, radio, performing arts, 

publishing, software development, literature, printed media, visual arts and crafts, broadcasting, electronic 

media, film, screen industries, writing and communication (Strom et al, 2007). 

Background 

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

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

strategy to also include economic development including the development of creative industries. At that stage 

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

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

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

growth, and defined the role that the Council will play in its implementation. 

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

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

new Cultural Plan: The Arts and Cultural Strategy Consultancy Report, she recommended nine categories of 

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

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

outlined in her report, these included: 

• Every person in every community has creative capacity (p.9). 

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

which they can identify themselves as individuals or communities (p.10). 

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

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

(p.13). 

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

strengthens, celebrates and increases diversity (p.35). 

• Every act toward environmental sustainability is also part of a process of expressing and reinforcing 

local identity (p.10). 



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

including: 

• Building on what Council does anyway (p.40). 

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

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

The nine action points were: 

1. Revealing the wealth of creative cultural production and groups already occurring in Coffs 

Harbour. 

2. Growing demand for the products of creative individuals and groups operating in Coffs 

Harbour. 

3. Entrenching cultural excellence both in cultural product and in the visible built and urban 

landscape environment in Coffs Harbour. 

4. Clustering and cross-referencing cultural practice to create new or develop existing cultural 

“nodes” or precincts in Coffs Harbour. 

5. Celebrating, honouring and growing the visibility of contemporary Indigenous culture and 

Indigenous heritage for local residents and visitors. 

6. Achieving an effective, professionally-managed public art program in Coffs Harbour. 

7. Budgeting for staffing and adequate funding for the development of creative culture in Coffs 

Harbour. 

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

communities. 

9. Facilitating or nurturing proposals by local creative individuals or groups in keeping with the 

Strategy’s principles for cultural development. 

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

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

continuation of existing activities and the establishment of new activities). 

Council needs to be accountable for any KPI’s established 

in this strategy such as the selected items below. 



KPIs to be established 

INITIATIVES 

KEY ACTIVITIES 

1. ACDP network and 

• Annual forum; 

coordination 

• Application for City of Arts Funding 2 . 

2. ACDP profile and promotion • Directory of Industry (members, capabilities and 

facilities); 

• Image Library; 

• Promotion Plan. 

3. Youth Development • Continuation of arts and cultural activities (Youth 

week; annual dance music /festival, youth cultural 

fund) , 

• Annual youth exhibition; 

• Graffiti program. 

4. Public Art • Development of a public art policy. 

5. Industry development • Grants writing workshops; 

• Continuation of Council’s small grants program 

6. Business Development • Business development marketing workshops; 

• Artist-in-residence program. 

7. Community Opportunities, • Arts and cultural nodes; 

Infrastructure and Facilities • National industry training packages. 

8. Entrench visual excellence in • Icon design for public projects. 

Coffs Harbour 

9. International Relationships • Sister City program. 

10. Indigenous Cultural 

development 

• Development of Corrambirra Point – wall-less culture 

centre; 

• Mutton Bird Island public art; 

• Annual festival; collecting oral histories. 

11. Multicultural Development • Continue support of Woolgoolga Curry Festival; 

• Community Harmony event; 

• Business opportunity development. 

2 NSW Ministry of Arts subsequently disbanded this funding program 



Vision 

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

future planning decisions on economic growth, transport, housing, lifestyle and the environment The 

'Community Vision 2030' was drawn up following a wide-ranging public consultation process which included 

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

the consultation process and form the basis of the Vision which is as follows: 

Coffs Harbour is a model of sustainable living. 

We value, respect and protect our natural environment and acknowledge 

that it sustains us and future generations. 

We work together to live sustainably. 

We have respect for, and learn from, our diverse communities of many 

ages and cultures. 

We are healthy, caring and actively engaged in our communities. 

We move around safely, easily and sustainably. 

Our economy is strong and diverse and our businesses are leaders in 

innovation and sustainability. 

We value all people and use the goodwill in our community to build a 

better future for our children. 

We think globally and act locally. 

Council needs to ensure this community vision is integrated into its 

arts and cultural strategy. 

Situation Analysis 

LGA Profile 

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

north and 500 kilometres from Sydney in the south. The LGA is bordered to the north–west by the Clarence 

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

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

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

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

[Coffs Harbour City Council (2009) Coffs Harbour City Profile]. 

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

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



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

Harbour City Council (2009) 2030 Community Vision]. 

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

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

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

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

travel by bus. 

Creative industries profile 

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

Harbour LGA] 

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

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

base of creative industries professionals. For the purposes of this project the Coffs Harbour Creative Industry 

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

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

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

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

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

Visual Arts, Performing Arts, Literary Arts and Support Services. 

Percentage of Respondents per 

Creative Industries Category 

Visual Arts - 34.9% 

Performing Arts - 22.4% 

Literary Arts 8.7% 

Support Services - 27% 

Other - 7% 

Chart 1 - Percentage of Respondents per Category 

(Source: Strom et al 2007 Creating Creative Industries) 

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

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

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

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



In education and training the North Coast Institute of TAFE and Coffs Harbour Music Conservatorium were the 

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

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

tutors/teachers. 

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

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

Industry activities were their secondary, rather than their primary function. Private Venues were defined as 

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

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

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

This report reveals that the Creative Industries is a significant growth sector achieving more than 28% growth 

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

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

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

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

Industries (Strom et al 2007). 

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

It is incumbent upon Council to incorporate the ongoing development of the Creative 

Industries into all of its relevant planning processes. Such as tourism, economic 

development, land-use planning including developer contributions for the development of 

arts and cultural facilities. 



SWOT analysis of Arts and Culture in the Coffs Harbour LGA 

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

a difference! community consultation held at the Cavanbah Centre in August, and by Pamille Berg in her 2005 

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

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

bold and regular type. 

Strengths 

Environmental Capital – natural and built 

• Significant arts infrastructure in the form of the Jetty Theatre, the Regional Gallery, the Bunker Cartoon 

Gallery and the Museum, as well as private art and design galleries. 

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

form and development, further environmental degradation, inappropriate industries or employment bases, 

etc. 

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

local interpretation and showcasing. 

• Located in a unique environment – clean and green, close to mountains and beaches and with a 

climate ideal for holding outdoor events. 

• Regionally, strategically placed – half-way between Brisbane and Sydney. 

Human Capital 

• Significant production in the visual arts and contemporary crafts by both professional and amateur artists. 

• The vibrant performing arts and theatre sector. 

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

implementing, as well as private music teachers. 

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

• An enthusiastic and dedicated local arts community made up of amateur, emerging and 

professional artists and artisans; volunteers; members of various groups and their leaders; and 

students) that make arts and cultural things happen in Coffs Harbour. 

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

professional). 

‘Our biggest asset is the huge number of people with 

artistic talent … it’s important to develop the Arts from the 

bottom-up’ 

Quote by Community Consultation participant, 

August 2009 from DVD. 

Community/ Social Capital 

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

LGA. 

• A significant number of multicultural communities and groups whose activities include various forms of 

creative production. 

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



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

Harbour and adjacent communities. 

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

interests. 

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

groups and multi-cultural groups. 

Weaknesses 

Environmental Capital – natural and built 

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

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

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

appropriate performance venues for dance groups; 

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

support to emerging or mid-career artists, craftspeople, and designer/makers, or a formal program of 

subsidy of rents for private studio spaces; 

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

• Lack of a large purpose-built performing arts centre 

• Competition amongst groups for the limited number of existing facilities and venues 

Human Capital 

• Low level of skill in applying for grants funding amongst amateur arts groups 

• Fragmentation and lack of coordination amongst individuals and groups within the arts sector 

Community/ Social Capital 

• the lack of identifiable cultural precincts within the city that can offer a range of cultural experiences to local 

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

sector; 

• the absence of a consolidated tertiary teaching facility in the arts which can serve as a magnet and 

demonstration of contemporary arts practice in the area; 

• the general lack of visibility or crossovers with local residents of local Indigenous cultural practice. 

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

and integration into the architectural, urban design, and landscape public spaces of the city; 

• Perceived lack of public awareness about what is happening in the Arts 

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

suspension of Cultural Committee 

• No funding strategy for the arts including a lack of involvement by the private sector 

Opportunities 

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

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

below in recommendations. 

Threats 

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

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

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



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

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

the credibility of Council’s consultation processes with regards to arts facility planning; 

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

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

performance which need them in Coffs Harbour, rather than being generic facilities which are not 

particularly suited for any arts group; and 

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

having programs doomed to failure or mediocrity 

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

the relocation of the Museum, following the 2009 flood, to the Bunker Gallery. 

• A perception that Council is more interested in sport than arts. 

• A perception that Council places a low priority on the arts – talks the talk but never translates 

into action 

Aspirations and Ideas 

The aspirations and ideas for arts and cultural development expressed by residents that attended the Cavanbah 

Centre Coffs Coast Culture 2009 – You can make a difference! community consultation have been sorted 

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

1. ACDP network and coordination 

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

the cultural committee; establish an Ideas Bank/Think Tank; 

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

philanthropy, local business/community support, fundraising, rate levies. 

… Establish a ‘think-tank’ … to meet and support Council 

in the development of cultural facilities … 

Quote by Community Consultation participant, August 

2009 from DVD 

2. ACDP profile and promotion 

• Develop a strategy to communicate to the public about arts and culture; 

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

on; 

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

that promote local culture; 

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

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

• Investigate using un-leased shops to showcase Arts & Culture; 

• Develop a guide to local art studios to encourage Cultural Tourism; 

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

• Investigate feasibility of providing free transport around cultural sites. 



… Establish a community engagement strategy … develop 

communication paths and share data … 


August 2009 from DVD 

3. Youth Development 

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

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

• Investigate more legal space for aerosol artists. 

… Need young people to be able to express youth culture 

…Quote by Community Consultation participant, August 

2009 from DVD 

4. Public Art 

• Initiate (or implement and make known to the public the existing) Public Art Policy; 

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

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

• Consider developing more scenic highway into Coffs Harbour. 

5. Industry development 

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

campus; 

• Increase opportunities for networking for arts practitioners and professionals; 

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

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

offices, tourist information centres); 

• Investigate establishing a cultural website, independent of Council’s, that can be developed and 

/maintained by the various arts/cultural groups; 

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

hire rates for council owned venues. 

6. Opportunities – Infrastructure and Facilities 

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

arts building; 

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

galleries, museum, library and outdoor leisure area; consider revisiting City Hill plans; 

• Investigate the feasibility of establishing a collaborative arts centre with teaching and exhibition spaces 

for the visual arts, dance and music; 

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

building; 

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

Music Bowl, Waldbuhne in Berlin and possible site Jetty Quarry; 



• Investigate the development opportunities for more creative use of the use harbour and jetty area – 

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

competition and summer kiosks on the jetty; 

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

• Investigate establishing a Scenic cycle path network and development of a cultural bike map. 

7. Indigenous Cultural development 

• In conjunction with indigenous stakeholders, continue investigating the development of an Indigenous 

heritage centre/museum/education facility. 

8. Multicultural Development: 

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

in central location, community village, diversity; 

• Investigate the feasibility of holding a multicultural games festival. 

‘… Take an holistic approach to place-making and instead of 

thinking of the Arts as a cost , it should shift to see arts and 

cultural life as an investment in the future’ 


August 2009 from DVD 



Recommendations 

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

ecology and climate, the natural and built environments and the many layers of history and traditions of the 

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

from all over the world and elsewhere in Australia. 

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

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

attract and retain the people and businesses needed for a competitive economy. 

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

and strengthen Coffs Harbour’s cultural assets and integrate them more thoroughly into overall community and 

economic development. An overview of each area of recommendation is provided, an overarching goal is 

identified and the key recommendations are listed. 



Recommendations 

1. Communication and engagement 

The role of local Councils is to deliver quality services to their communities in a 

sustainable manner. Effective communication is critical to the delivery of services to 

the community. 

In the arts and cultural development area this requires that Councils: 

• Actively engage key stakeholders groups and individuals from the 

arts and cultural sector in the planning of activities; 

• Find effective ways to communicate their plans and achievements to 

the both the arts and cultural community and to the general public. 

Coffs Harbour City Council is generally perceived by members of the Arts community 

to have a poor track record in this area. Frustration was expressed by many 

participants at the 2009 consultation with Council at their inability, to progress arts 

and cultural development needs and ideas particularly those that are on a large scale 

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

plans. 

Overarching Goal 

Improve engagement with the arts and cultural community and 

communication about arts and cultural development to the public 

Key Recommendations 

• Develop a strong communication and engagement strategy 

including planning various approaches (website, advisory groups, 

newsletters, resources etc) to keep public informed of Council 

decisions and activities. 

• Establish an Arts and Cultural “Think Tank” empowered to advise 

the Council on cultural facilities, activities, needs and 

opportunities. 

• Acknowledge the receipt of and thought and content of the 

individual or group submissions that are included in the Appendix 

4 of this report. 

2. Identity and distinctiveness 

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

in Coffs Harbour LGA. 3.6% of the population is of Aboriginal and Torres Strait 

Islanders descent. One in five residents were born overseas and come from all over 

the globe including eastern and western Europe, Asia, north, south and central 

America, Pacific Islands and Africa. 

This diversity finds expression in a robust variety of performing and visual arts, crafts 

and traditional arts, cultural business. Organisations and events such as the Jetty 

Memorial Theatre, the Regional Gallery and Museum, The Bunker Cartoon Gallery, 

the Public libraries, the private art and design galleries, the unique festivals including 

the Buskers Festival, Woolgoolga Curry Festival, Sawtell Chilli Festival; the Bunker 

Gallery Cartoon competition; all of which showcase the rich arts and cultural heritage 

of the area. 


The region’s cultural resources are fully understood and valued 

for the indelible contribution to Coffs Harbour’s authentic 

identity. These resources are rooted in Coffs Harbour’s history, 

heritage, culture and place and their vibrancy is expressed and 

experienced by the interplay between natural and human habitats 

and their shared history. 


Support initiatives in local towns and villages that leverage and enhance 

resources and capacity. These could take the form of community arts 

practices, events, which incorporate ‘place making’ public art, cultural 

celebrations and/or festivals and culturally-based community dialogue and 

sharing. 


14


Identity and distinctiveness (cont) 

As one of the largest commercial centres in the NSW Mid North Coast, Coffs Harbour 

is home to a campus of Southern Cross University, the Coffs Harbour Regional 

Conservatorium of Music and ScreenLinks- the regional screen industry office for the 

Mid North Coast and Armidale regions. There is also a plethora of artist centred 

organisations such as: Bootlace Productions; Coffs Coast Pipes and Drums; Coffs 

Harbour Amateur Radio Club; Coffs Harbour Amateur Theatrical Society (CHATS); 

Coffs Harbour City Orchestra; Coffs Harbour Musical Comedy Co Inc., Coffs Harbour 

Regional Brass Band; Coffs Harbour Writers Group; North Coast Performing Arts 

Association and various art groups and choirs. 

• Encourage and support initiatives that promote the recognition 

and understanding of the local Gumbangyyirr people’s cultural 

practices, language and traditions. This may include investigating 

the viability of the establishment of an Aboriginal History 

centre/museum/ education facility. 

• Invest in and raise awareness of the value of the early white 

settlement and areas of historical importance for both residents 

and visitors. For example, promotion of the 2009 Cultural Trails 

project or through the establishment of a maritime museum. 

The presence of the Botanical Garden, and the many national and local parks and 

opens paces reflect the strong ethos of environmental stewardship. 

3. Arts, culture and facilities 

Thriving culture requires space. Space to be created, space to be presented to the 

public and space to be stored. Communities need to be making long-term decisions 

about their needs in relation to land and buildings for cultural uses. 

It is important to applaud the work undertaken by Council over the past eight years, 

particularly the rehabilitation of a number of cultural venues and heritage sites. These 

include: 

• The establishment, expansion and on-going management and 

development of two-stages of the Regional Gallery; 

• The upgrade and on-going professional management of the Jetty 

Memorial Theatre; 

• The curation and display of the Museum artefacts; 3 and 

• The on-going support towards the operation of the Bunker Cartoon 

Gallery. 


Ensure that there are adequate natural and built, arts and cultural 

spaces – for performance, exhibits, studios, rehearsal, teaching, 

storage, offices and arts and cultural businesses- and to preserve 

and enjoy the region’s natural environment. 


• Investigate the viability of a purpose-built performing arts building 

and/or a large multi-purpose building. 

• Identify and develop an arts and cultural hub within the City’s core 

business area that could include artist studios, galleries and other 

cultural businesses. 

• Support the development and enhancement of additional cultural hubs 

where a synergistic critical mass of facilities and mixed-use activity 

areas exist or could exist including open-air spaces. These may include 

exploring the Raj Mahal site in Woolgoolga and the Jetty area. 

3 Prior to the devastation of the 2009 flood event. 


15


Arts, culture and facilities (cont) 

However, the Coffs Coast Culture 2009 – You can make a difference! 

community consultation process reveals that Council’s credibility with its residents 

continues to be negatively impacted on by the following: 

• The numerous arts facility planning activities held over the last 20 years that 

have not resulted in a “cultural centre”; 

• The sale of the Civic Centre and its non-replacement; 

• The termination of the “City Hill” arts precinct development despite several 

years of feasibility work in the 1980s; and 

• The perceived lack of consultation, communication and engagement about 

the Brelsford Park project. 

• If the Brelsford Park project has the support of Council to be the ’Arts 

and Cultural precinct’ this needs to be openly communicated to the 

community, particularly the Arts community. This could be achieved 

through community presentations, displays (including a model) at the 

Cavanbah Centre, the Jetty Memorial Theatre or the Regional Gallery, 

media and other engagement activities. 

4. Government policy 

There is a perception that the Council lacks vision in relation to development of Arts 

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

advocacy, funding and coordination. 

Council is to be congratulated on its employment of dedicated Council staff to manage 

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

consistent links to Arts and Cultural sector, government agencies and the broader 

community (Arts and Cultural Development Officer, and Aboriginal Development 

Officer). Council needs to continue to support and build upon this investment. 

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

acknowledged. This provides strong links across the MNC region, opportunities for 

collaborative activity and a direct ‘conduit’ to the NSW Ministry for the Arts in 

Department of Premiers and Cabinet. 


Forge government policy and infrastructure to nurture and 

sustain regional arts as a strategic priority. 


• Develop a strong, clear, arts and cultural development strategy, 

setting out in detail, the role, relationships and duties, funding 

expectations and benchmarks for Council. 

• Acknowledge the connectivity between professional and 

community based arts practice within the Coffs Harbour LGA 

when developing arts related policy; 

• Recognise and utilise the important role that Coffs ArtsMNC can 

play as a conduit for Council with the other levels of government. 

5. Resources 

There is a growing understanding of the role and value of Coffs Harbour’s diverse and 

vibrant arts and cultural activity as an important factor in community identity, 

liveability and economic success. Public and private resources and support need to 

increase commensurate with this level of importance and value. 



Increase private and public funding for the arts and culture 


• Explore strategies to grow public funding and support for the arts 

and culture in Coffs Harbour, in particular to have resources for 

initiatives identified by this plan including facilities development 

16


Resources (cont) 

6. Creative economy 

For most high-income economies, without a unique and extensive natural resource 

base, the capacity for realised sustained innovation is now the core longer-term driver 

of economic growth. High-income economies that have maintained sustained growth 

tend to be economies that have established a number of successful knowledge-based 

regions (National Economics 2005-06, p. i in Strom). National Economics (2005-06, p. 

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

have a high concentration of high skilled global knowledge workers. Such workers 

tend to migrate to regions with scale and diversity of social and community 

infrastructure and cultural and lifestyle choices. 

Research also shows a strong relationship between community infrastructure/lifestyle 

choice and concentrations of global knowledge workers across Australian regions and 

a strong relationship between global knowledge worker concentrations and knowledge 

creation (that is, patent activity). Clearly, fostering and supporting the creative 

industries sector is important in developing a knowledge-based economy. The creative 

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

business and tourism but it is a significant and growing generator of future jobs and 

wealth. 

In 2009, the Coffs Harbour region has thriving pockets of Creative Industry activity 

comprising individual artists and artisans, non-profit arts and cultural organisations, 

commercial businesses, individuals engaged in design, live music, film, digital media, 

and culinary arts. 

As indicated earlier in this report (pp. 7-8) the Creative Industries are a significant 

growth sector. Over the past decade the Northern Rivers has consciously invested in 

the growth of this sector through a variety of arts, cultural, tourism and economic 

development initiatives. This approach has paid dividends and 5.1% of their economic 

activity is now in the Creative Industries and this is the highest concentration in NSW. 

and capacity building initiatives. 

• Explore strategies to grow private philanthropy such as: providing 

high quality fundraising training to groups/organisations and 

building a strategic message campaign around the role and value 

of arts and cultural development. 


Grow jobs, wealth and opportunities with in the Coffs Harbour 

LGA’s creative industry and enhance community understanding of 

its significance to the regional economy. 


• Develop a Creative Industries profile and program that identifies, 

strengthens and markets the unique mix of creative industry 

activity in the Coffs Harbour LGA including those in the central 

business area, local towns and villages. 

• Consciously build upon the work already undertaken by CHCC by 

continuing to build and promote the use of the web-based Coffs 

Harbour Creative Industries database. 

• Develop a Creative Industries communications strategy to keep 

the sector and the broader community informed about this 

important growth sector. This may include regular features in the 

local media or the establishment of a Creative Industry portal. 

• Improve links between the Creative Industries sector and tourism 

and economic development areas of activity. 

• Facilitate the development of an LGA-wide Creative Industry 

strategy by facilitating the recommendations for the 2007 

Creating Creative Industries report, including a focus on 

communications and marketing. 

• Provide opportunities for Creative Industry professionals and 

emerging professionals to have access to training and education 

opportunities to develop their own businesses. This could include 

marketing and communication workshops, and the importance of 

network development. 


17


Creative Economy (cont) 

There is a strong nexus, or interdependence between the growth and development of 

the professional Creative Industries and community based arts and cultural 

development. Please note that the final two recommendations in items 6 and 7 are 

similar because skill development and marketing are intrinsic to the successful 

development of both areas. 

7. Community Capacity Building 

Coffs Harbour has a creative community-based arts community that is made up of 

many passionate, committed and resilient individuals and organisations who all 

contribute to the rich cultural vitality of Coffs Harbour. Whilst Coffs Harbour’s diversity 

is widely considered a rich asset it is also recognised that there is fragmentation 

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

plan provides opportunities for collaboration to further enhance the creative industries 

of Coffs Harbour. 


Increase the capacity and effectiveness of individual artists, 

creators and arts cultural groups, and organisations to 

collaborate, resource share and undertake professional 

development 


• Create an interactive Arts Directory for arts and cultural 

groups/organisations that can serve as a primary marketing tool. 

It could include: members’ database; information on 

classes/meeting times. The directory should be able also be 

available in hard copy and available at key access points 

(libraries). 

• Consideration should be given to linking this to the Council’s 

current Creative Industries on-line Directory for professional and 

emerging Creative Industry practitioners. 

• Facilitate the development of an LGA-wide arts, culture and 

heritage profile to strengthen, market and communicate about 

activity in these areas. 

• Provide community-based arts individuals and organisations with 

opportunities to advance their skills, particularly 

their management practices. This could include face-to-face 

workshops (grant writing for example) or access to on-line 

resources. 


18


8. Public Art 

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

heritage and create destination land-mark attractions. Public Art policy needs to be 

underpinned by good practice, and can establish a communities world-wide image and 

identity while exploring regional distinctiveness. The creation of public art also has 

economic and social implications; it can employ locally based Creative Industry 

professionals and build cultural tourism. 


Maximise the contribution of public art to Coffs Harbour’s public 

spaces and community 


• Create a Public Arts Master Plan to guide the location of works to 

best enhance public spaces in the region. This could build upon 

the Public Art Strategy that was adopted by Council in 2001. 

9. Arts and cultural education 

Many of Coffs Harbour’s educational institutions and art and cultural 

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

training to informal introductory experiences. Research supports that arts and cultural 

education enhances academic performance and attendance, contributes to positive 

youth development and instils the problem-solving and creative thinking skills needed 

by individuals and communities for the 21st Century. 


Increase life-long learning and engagement in the arts and 

culture as a primary right and privilege of Coffs Harbour residents 

– through formal school and community based instruction 

programs and informal learning opportunities. 


• Inventory arts and cultural education program providers – small 

and large – and builds a central cultural learning data base , 

including information about services, artist in residency 

opportunities, curriculum units , funding sources, mentoring and 

professional development opportunities, models and links. 

• Expand and coordinate community-based, out-of school arts and 

culturally based youth, adult and senior programs/activities for 

learning, reflection, self- expression, mentoring, social 

development and community engagement. This may include 

exchange programs for local young art students interstate and 

internationally; youth focussed provision of skate-parks, more 

legal space for aerosol artists. 

• Investigate with SCU the viability of delivering tertiary level arts 

courses at its Coffs Harbour campus. 


19


___________________________________________________________________________________________ 

Conclusion 

Council can capitalise of the city's unique identity through its quality arts and cultural production by 

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

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

and cultural experience requires care and attention to detail. Policy and planning can be informed by 

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

and connectivity to other local economic drivers. These can be food markets, accommodation 

providers, education institutions, sport and recreation and unique natural environments - all represent a 

distinctive sense of place. 

Bibliography 

Berg, Pamille (2005) Toward a new Cultural Plan: The Arts & Cultural Strategy Consultancy Report. 

Coffs Harbour City Council, Arts and Cultural Development Plan 2006-2009 

Coffs Harbour City Council, (2009) 2030 Community Vision 

Coffs Harbour City Council (2009) Coffs Harbour City Profile 

NSW Government (2009) Creative Industries Economic Fundamentals’ report. 

Scenic Rim Regional Council, Arts and Cultural policy 2009-2012 

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

LGA. 

Tucson Pima Arts Council, Pima Cultural Plan- Executive Summary, November 2006-November 2007. 

____________________________________________________________________________ 

Office of Regional Engagement, Southern Cross University - 20 -


___________________________________________________________________________________________ 

Appendices 

Appendix 1 - List of Attendees 

Enzo Accadia 

Leonard Aitken 

John Arkan 

Jan Avey 

Danielle Babb 

Betty Bailey 

Shirley Barnett 

Barry Barrio 

Sue Barrio 

Terrie Beckhouse 

Jennifer Benson 

Richard Bickhoff 

Sue Bower 

Marianne Bragge 

Stephan Bruggisser 

Ray Budge 

Marek Chodkiewicz 

Dianne Collins 

Christine Connors 

Ian Corbert 

Dean Cordell 

Gavin Cutmore 

Tom Degans 

Haydon Dennis 

Penny Dennis 

Nicole Donelly 

Phil Doyle 

Ray Ellington 

Margaret England 

David Fayle 

Pamela Fayle 

Libby Feez 

Sheryl Fisher 

Christina Hyde 

Kay Johnson 

Ashley Johnston 

Julia Johnston 

Scott Gallagher 

George Gardiner 

Jasmine George-Moreno 

Pam Gilmore 

Ellie Hallett 

Roger Hallett 

Alison Heald 

Carol Hellmers 

Roy Heslop 

Craig Higgs 

Ross Holland 

Lee Holmes 

Alex Hood 

Michael Huggett 

Letina Hutchinson 

Peter Keast 

Shellie Kelley 

Denise Knight 

Penelope Lawry 

Nerida Lee 

John Lee 

Jodie Lee 

Belinda Llemir 

Rosemary Lloyd 

Lisa Magri 

Ron Marke 

Sue McEntyre 

Charmaine McNamara 

Chrissy McNichol 

Jasmine Moreno 

Georgina Moy 

Marie Mufford 

Ben Naylor 

Tom Naylor 

Kerry Neal 

Christine Nimmo 

Bill Palmer 

Yvonne Quadros 

Andrew Ramsay 

Skye Ravenscroft 

Grant Rigby 

Barbara Roberts 

Sandra Rowe 

Estelle Russell 

Kim Satchell 

Georgette Sonter 

Col South 

Sandy Steer 

Liz Stevens 

Tom Strickland 

Verity Templeton 

Paul Templeton 

Ninette Van Zyl 

Debra Wall 

Ronda Whitehouse 

Rose Wickert 

Tony Wickert 

Liz Wilkins 

Graham Williams 

Jane Wilson 

____________________________________________________________________________ 

Office of Regional Engagement, Southern Cross University - 21 -


___________________________________________________________________________________________ 

Appendix 2 -Summary Feedback Report to participants 

This is a summary of the feedback given at the community consultation undertaken for the development of the 

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

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

from arts organisations. Attendees were asked questions about the arts and cultural activity in the Coffs 

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

for the existing arts infrastructure, the unique and beautiful natural environment; the enthusiasm and skill level 

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

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

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

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

and improving the communication and collaboration between the existing arts groups. Communication between 

Council and the arts and cultural community as well as the broader community also needs to be improved. 

What arts and cultural activities are good now? 

ENVIRONMENTAL CAPITAL 

Arts and Cultural Infrastructure 

• The Jetty Theatre; 

• The Galleries - Coffs Harbour Regional 

Gallery, The Bunker, The Lake Russell 

Gallery; 

• The markets; 

• The Sawtell Cinema; 

• The Libraries. 

Natural Environment 

• The unique location 

• The Botanical gardens; 

• The climate and its suitability for outdoor events; 

• The food and wine / local produce; 

• Its placement regionally – halfway between Brisbane & 

Sydney 

• The harbour and jetty area 

COMMUNITY/SOCIAL CAPITAL 

Institutions and organisations 

• The arts education opportunities available 

through TAFE, SCU and private teaching 

organisations 

What needs attention? 

ENVIRNMENTAL CAPITAL 


• No performing arts venue big 

enough to stage large productions – i.e 

accommodate performers, orchestra & 

large audiences of 500 plus 

Events 

• The many festivals: Buskers, Chilli, Curry, Jazz and Blues and 

Global; 

• The international cartoon competition at the Bunker Gallery 

• That all ages and interests catered for 

• No precinct for the arts 

• No Aboriginal history centre/museum 

• Poor housing for museum 

• Regional Gallery too small 

HUMAN CAPITAL 

Capacity 

• Local artists under-valued and underutilised 

• No tertiary level local performing arts 

training 


People 

• Fragmentation of arts groups 

• Competition amongst groups to hire venues & facilities 

• No central space for arts groups/communities to 

congregate 

Institutions and organisations- Council 

Arts not prioritised by Council - no set goals or timelines 

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

Council is more supportive of sport 

Talks but doesn’t act 

The poor relationship between “The Advocate” and Council 

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



___________________________________________________________________________________________ 

What you like to see acted upon by Council in the future? 

ENVIRONMENTAL CAPITAL 


• A 500-700 seat, purpose-built performing arts 

building 

• A multi-purpose arts zone/area/precinct/hub – 

including theatres, galleries, museum, library and 

outdoor leisure area; revisit City Hill plans; 

• A collaborative arts centre with teaching and 

exhibition spaces for visual & performing arts.. 

• A large (1000-5000 capacity) multi-purpose building; 

HUMAN CAPITAL 

People -Indigenous 

• Aboriginal History centre/museum/ education facility 

• More indigenous cultural activities 


Natural Environment 

• An open air theatre /music bowl for concerts/opera 

e.g. Myer Music Bowl, Waldbuhne in Berlin and 

possible site Jetty Quarry; 

• More creative use of the use harbour and jetty area 

– e.g. festivals, quality shops and restaurants, 

closed off restaurant strip for summer dining, 

fishing competition and summer kiosks on the jetty; 

• An impromptu performance space e.g. Trafalgar 

square 

People -Youth 

• Establishment of skate-park in Coffs Harbour and 

an upgrade at Bray Street. 

• Exchange programs for local young art students - 

interstate/international 

Capacity- Existing arts groups 

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

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

• More joint co-operative activities between the groups to raise profile of arts 

Multiculturalism 

• Multicultural sharing spaces-e.g. bread oven in 

central location, community village, diversity 

• Multicultural games festival 

Communication- Promotion 

• Electronic Billboards/ Community Noticeboards/ 

Information Portals - dissemination of what's on 

• Community Arts festival/mardi gras/expo - 

regular - with stalls/ floats- promote local culture 

• More media ( press,, TV radio) space to arts 

• Value-add art to sporting /cultural events 

• Use un-leased shops to showcase arts & culture 

• Guide to local art studios 

Institutions & organisations - Council 

Art practices/ideas 

• More legal space for aerosol artists 

• More scenic highway into Coffs 

• Free transport around cultural sites 

Institutions & Organisations – the arts sector 

• Address the fragmented communication between the 

groups by increasing opportunities for networking 

• Establish a database for a Arts Directory of groups, 

where they meet, contact details, member lists, 

classes; hardcopies of the Directory distributed at key 

locations 

• Establish an independent cultural website developed 

and /maintained by all groups 

• Be more supportive of the arts – widely held perception that Council is biased towards sport 

• Develop a strategy to communicate to the public about arts and culture – not just city of sport 

• Plan, Prioritise, Develop a funding strategy, Build and Maintain arts infrastructure –stop talking – start acting 

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

establish a Ideas Bank / Think Tank 

• Address the relationship between Advocate and Council 

Enablers for moving forward 

Funding 

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

local business/community support, fundraising, charge a rate levy 

• Develop a funding strategy particularly for the performing arts particularly - establish a building fund - tax 

deductibility, lottery, auction of art, rate levy 

• Funding for local community Support - funding scholarships, reduced rates for venue hire 

Education 

• Establishment of tertiary level arts courses 

Access and Participation 

• Scenic cycle path network, cultural bike map 

• Improved transport 



___________________________________________________________________________________________ 

Appendix 3 - Individual and/or Group Submissions to Consultation 

3.1 Letter Annette and Alex Hood – Sawtell 



___________________________________________________________________________________________ 



___________________________________________________________________________________________ 

3.2 Letter from Rick Mockridge – Red Rock 



___________________________________________________________________________________________ 



___________________________________________________________________________________________ 

3.3 Letter from David Fayle 

David Fayle Tel: 6654 7700 Version 4 – 25 Aug 2009 

Coffs Harbour urgently needs and deserves a purpose-built venue for performing arts – a 600–700-seat theatre 

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

This submission covers: 

• what sort of theatre is needed 

• why Coffs Harbour needs and deserves this theatre 

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

arts theatre to the community it serves 

• deficiencies of existing venues 

What sort of performing arts theatre is needed? 

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

Coffs Harbour deserves a state-of-the-art theatre with: 

• capacity for audiences of 600–700 in comfortable, well-spaced, permanent tiered seating 

• professionally installed acoustics and soundproofing 

• large, professionally designed stage and backstage, including lighting, audio and flytower 

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

• foyer for receptions and interval requirements 

• adequate car parking nearby 

• conveniently located in Coffs Harbour to maximise accessibility 

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

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

have a place in the cultural life of this country. 

Why Coffs Harbour needs and deserves this theatre 

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

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

of this submission.) 

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

mainstream sports. Coffs Harbour must make the decision to nurture excellence in a diverse range of 

activities, including music, dance and theatre, so that our young people can find and develop passions that 

develop and enrich their lives and their future, and steer them away from wasted lives of destruction and 

despair. 

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

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

with abundant and diverse experiences to settle in the area, enriching our city. 



___________________________________________________________________________________________ 

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

audience members, but as performers – in dance troupes, theatrical productions, orchestras, choirs, 

spectaculars or cabaret. Engaging in performing arts is physically and mentally beneficial for our 

community, and is socially important, bringing both families and communities together. Having no suitable 

venue is a disincentive. 

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

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

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

weeks ahead, causing many patrons to miss out. 

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

stage and backstage too small, and other possible venues inadequate, and these groups cross Coffs 

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

heatedly voiced over the lack of a fitting performance space. 

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

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

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

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

their frequent performances. 

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

groups, are poorly served by bad acoustics, inadequate stage and backstage areas and equipment, and 

mediocre audience accommodation. The months of effort and commitment would be properly rewarded by 

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

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

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

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

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

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

size can improve the situation for both performer and attendee. 

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

Consider comparable cities in the region and elsewhere: 

o 

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

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

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

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

drama, choral and musical societies, the regional conservatorium of music, brass and pipe 

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

Tamworth also has superb facilities for larger and smaller events, including the Tamworth 

Regional Entertainment Centre (TREC) the largest entertainment centre of its kind in 

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

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

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

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

the 1970s. 



___________________________________________________________________________________________ 

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

seating for 505, wheelchair entry, orchestra pit, world-class staging, lighting etc. 

o 

o 

o 

o 

o 

o 

o 

o 

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

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

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

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

auditorium with great acoustics and seating on 3 levels (capacity depends on the performing 

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

theatre with a fly-tower and raked auditorium, disabled access and upgraded lighting, 

communication and audiovisual equipment; and the Town Hall, 105 years old and without 

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

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

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

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

the proscenium arch theatre has staging facilities including counterweight flying system and 

high-tech lighting and audio. 

Orange (area population ~36,000): Orange Civic Theatre – 504-seat auditorium with racked, 

continental seating plan. Traditional proscenium arch. Professionally equipped stage. Orchestra 

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

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

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

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

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

Saraton for community events. The Grafton Community Centre, built in 2002, includes an 

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

wheelchair access to floor and stage. 

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

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

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

backstage. 

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

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

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

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

wardrobe room with laundry facilities; extensive sound & lighting inventory; catering via 

restaurant on premises; licensed bar and candy bar; extensive off street car parking; disabled 

facilities. 

The Mackay Entertainment Centre (Mackay Queensland), built with major funding from the 

Queensland State Government. The Auditorium can seat up to 1090 for live theatre and 

presentations, and is fully equipped with lighting and sound facilities. Professional team of 

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

100 in the theatre mode and up to 140 in classroom style, and can be used for banquet style 



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

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

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

external balcony ideal for small functions and suitable for breakout areas during conferences. A 

bistro operates for preshow dinners, post show suppers and during interval. Disabled facilities. 

Even smaller towns in the area put Coffs Harbour to shame, for example: 

o 

o 

Nambucca Heads Entertainment Centre: good acoustics and adequate seating capacity. 

The North Coast Camerata, for example, found it necessary to hold the performances following 

their Youth Concerto Competition here, as the Jetty Theatre was inadequate. 

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

several hundred, and seating capacity for hundreds more. Bellingen has a thriving and 

astonishingly vibrant centre for arts and music of many genres, and the Memorial Hall continues 

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

about 2700 in many ways puts Coffs Harbour to shame culturally. 

What Council should do 

Coffs Harbour Council needs to balance the excellent investment in local sports infrastructure in recent years 

with an equally effective investment in cultural infrastructure, as an essential part of its Living City strategy for 

the city’s future. 

Now, Coffs Harbour Council has a unique opportunity to devote a substantial amount from the currently 

available infrastructure funds towards realising a performing arts venue that would provide jobs for local people, 

enrich the lives of its residents now and for the years ahead, and put Coffs Harbour on the map culturally. To 

miss this opportunity now will make it much more difficult for a future Council to rectify the deficiency. 

Council should reject any efforts by the influential Club lobby to protect “their” territory by preventing the 

building of a purpose-built performance-space venue. The club venues are poor acoustically and insufficient for 

the city’s growing needs, and fall well-short of being suitable, especially for children. (If a Club should later 

decide to compete by building a good facility, the city would be all the better for it!) 

Council should resist the temptation to build a theatre with too large an audience capacity. Most performers 

prefer to play to a full, or near full house, than a sparsely peopled venue. The cost escalates with audience 

capacity. Alternatively, because of costs, such facilities tend to be built more like conference venues, trying to 

accommodate additional, incompatible functionality as well as capacity for much larger groups, but fatally 

compromising the venue’s suitability for performing arts. The potential for serious mistakes exists. 

Some people will argue that such a facility needs to be run commercially like a business, but Council would be 

very unwise to go down that path. Throughout the great cultural centres of the world, most of the famous 

venues are subsidised by various levels of government, and residents and visitors alike are incalculably richer for 

that. We, the public, should be supporting public facilities like sporting grounds and this new venue. Council 

should not expect either its sporting grounds or its cultural facilities to run as straight profit-making businesses. 

For the same reason, Coffs Harbour Council should substantially subsidise the cost of hiring the Jetty Theatre for 

local amateur theatrical, dance and musical groups (see below). 



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Deficiencies of existing venues – public 

• Jetty Theatre: an excellent venue with tiered seating and good acoustics, but capacity is only 249, and the 

stage area and infrastructure severely limit what can be performed. It is also expensive for its audience 

capacity, affecting the economics of performing, particularly for local amateur groups. 

• Cavanbah Centre: a useful sized public hall, but with mediocre acoustics, poorly soundproofed against 

traffic and rain noise, no capacity for tiered seating, and no permanent seating. 

Deficiencies of existing venues – private 

Private venues comprise those owned and managed by clubs, churches, schools and resorts. These have typical 

drawbacks such as: 

• Club venues: mostly medium to large rectangular rooms with dreadful acoustics and uncomfortable 

temporary seating. These are not ideal locations for events involving under-aged people. Typically 

moderately expensive. 

o 

the only large venue of any real quality is the Princess Room at Sawtell RSL, but even this hall 

does not have tiered or permanent seating and it still has a club atmosphere. It also lacks any 

useful backstage area, which makes it impossible to use as a venue for any show which needs 

sets. 

• Church venues: typically not designed for use for performing arts, and lack adequately sized stage areas, 

staging equipment, and permanent seating. Often have drawbacks such as mediocre acoustics, noisy roof 

in rain, church altar affecting stage space; need for major reorganisation of church furniture. These venues 

are not available during normal church meeting hours, which often conflict with the best times for 

performances. There is also the issue of audience or performers not belonging to the particular church 

feeling ill-at-ease (or not participating at all). These venues, being places of religion, can circumscribe the 

type and content of performance, while clergy have an understandable tendency to “hijack” events to 

promote their church, which can alienate audience members. These venues are usually relatively cheap to 

hire, and the best are: 

o Salvation Army Hall: capacity well under 300, very limited stage area, and as of 2009 

unavailable for Sunday concerts if money is taken at the door 

o 

Bethel Centre: very large capacity, but lacks comfortable seating, is very dark at night and is 

noisy in rain. [STOP PRESS: as of mid-2009 no longer available to outside groups] 

• School venues: schools, particularly public schools, are increasingly reticent to hire their facilities, citing 

insurance reasons. Even the best of such halls, when available, can only provide a one-off stopgap solution 

to the problem. School venues also tend to be somewhat inaccessible to the public, particularly because of 

parking limitations. 

• Resort venues: typically expensive, and more suited to conferences than to diverse performing arts. 

Parking usually very limited. 

• Sportz Central and Sportsground: unsuitable for most performing arts performances, for many reasons, but 

particularly during heavy rain or in hot weather. 



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• Racing Club room: currently used for Eisteddfod performances, but has poor acoustics, devaluing the event 

for performer and audience. 

• Southern Cross University Block D theatre: has tiered seating for 350–500 (depending on configuration), 

but the stage area is too small even for a small orchestra, and the backstage facilities are very limited and 

would probably breach OH & S regulations for a large group of performers. 

• The Conservatorium plans to build a new performing theatre, but these specify a very small audience 

capacity of 175 – adequate for the needs of people needing a more intimate theatre space, but not as a 

main performance venue for a city the size of Coffs Harbour. 



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3.4- Email from Ross Holland – Sapphire Beach 

From: "Ross Holland" 

Date: 6 October 2009 12:50:09 PM 

To: "'Jan Strom'" 

Subject: RE: Coffs Cultural 2009 Summary 

Dear Jan, 

Many thanks for your excellent summary of the community forum on the way forward for cultural development 

in the Coffs Harbour Region. 

Reading that document and having had conversations with a number of interested parties since, I would like to 

make three observations and submit further recommendations for consideration in the final report to Council. 

1. I was somewhat aware at the forum but it has been confirmed in your summary report that there was an 

enormous emphasis on the performing arts and their (quite reasonable) request for a new performing arts 

centre. 

2. The visual arts community was nowhere near as voluble or forceful in their need for an enlarged Regional 

Gallery or a new space for the Museum which may lead some to think that their needs are not so pressing. 

3. The main thrust of the majority of suggestions was conceptual and aimed at airing perceived needs 

and/or grievances. Practical suggestions as to how to proceed were few. (Although I note that Councillor Palmer 

in a recent letter to Advocate has picked up on one possible way to fund the process.) 

As a member of the Regional Gallery and Chairman of the supportive Coffs Harbour Creative Arts Group, I would 

like to put forward an alternate plan for stepwise development of the proposed Cultural Centre: 

Clearly the most expensive part of the Centre will be the performing arts building which is mostly open at only 

night and then on an average of only one or two nights per week. In addition, it is not so long ago that the 

Council upgraded the Jetty Theatre. Important as this is it caters mainly for a local market rather than tourists. 

It therefore makes more sense to concentrate initially on the smaller segments of the overall plan that have the 

potential to draw tourists to them on a daily basis as well as serving the needs of local residents - that is, the 

Gallery and Museum – and defer the more expensive performing arts venue until a later date when funds may 

be more readily available. 

Based on the experiences with other councils in regional areas - Dubbo, Maitland and Lismore to name some 

recent ones - that have proceeded along these lines, it should be possible to build a new fully equipped Gallery 



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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 

logical first step in developing a cultural centre rather than trying to do it all at once. It is my understanding that 

if Council were to put up $2 million, matching funds from State and then Federal government would bring the 

total amount available to $8 million. Is this too big an ask? 

I would therefore like to submit the following recommendations and hope that you will be able to incorporate 

them into your final report to Council. 

RECOMMENDATIONS: 

1. That, if Council is unable to see its way clear to develop the whole of the Cultural Centre as a single 

entity in the immediate future, priority be given to building a Gallery or Gallery/Museum complex as a matter of 

urgency. This will meet a number of Council’s priorities both in the area of cultural development and in tourism. 

2. That the proposed allocation of $75,000 reported in the Council Minutes of 28 May be devoted not just to 

a feasibility of a museum space but that it be directed to drawing up a master plan for a gallery/museum 

development. 

A group of Friends of the Regional Gallery will shortly be making a more formal submission to Council along 

these lines but I would appreciate it if these ideas are flagged in your report. 

Regards, 

Ross 

4 Canomie Street 

Sapphire Beach NSW 2450 

Australia 

Phone: 02 6656 4648 

Dr Ross Holland 

rossholland@bigpond.com 

Dr Christine Nimmo 

christinenimmo@bigpond.com 



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Appendix 4 – Copy of Slide Show images presented at Community Consultation 



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Appendix 5 – DVD of ‘Cavanbah Centre – Community Consultation’

YOU can make a difference! – Community Consultation Report

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