Alburycity Policy and Strategy Linkages

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CONTENTS INTRODUCTION ...... 6 DEVELOPMENT AND IMPLEMENTATION ...... 49 Consultation Background ...... 49 EXECUTIVE SUMMARY ...... 7 Implementation ...... 49 AlburyCity Policy and Strategy Linkages ...... 4: BACKGROUND ...... 9 Creative Industries ...... 9 ALBURYCITY CULTURAL VISION ...... 4; Art Galleries ...... 9 Cultural Goals ...... 4; Museums ...... : Cultural Strategies ...... 4< Libraries, Literature and Archives ...... : Public Art and Environmental and Built Heritage ...... : CULTURAL PLAN ACTIONS ...... 54 Performing Arts ...... ; 4. The People of Albury – Albury Demographics ...... 54 Music ...... ; 5. Nurturing Ideas and Innovation ...... 57 Film, Broadcasting, Design and Print Media ...... < 6. Promoting Education and Learning ...... 5; Arts Education ...... < 7. Encouraging Connections, Collaboration ...... 64 Festivals, Cultural Events and Outdoor Activities . . . . . < and Partnerships 8. Fostering a Sense of Identity ...... 67 CURRENT SITUATION ANALYSIS ...... 43 9. Valuing and Supporting our Cultural Industry ...... 6: AlburyCity Proﬁle and Key Facts ...... 43 :. Celebrating the Environment ...... 76 Cultural Participation and Attendance ...... 44 Cultural Tourism ...... 45 CULTURAL TARGETS ...... 7; Cultural Economic Capacity ...... 45 Cultural Employment and Voluntary Work ...... 46 REFERENCES ...... 85 Cultural Volunteerism ...... 46 Cultural Inventory ...... 17 ACKNOWLEDGEMENTS ...... 86

CULTURAL CAPITAL INVESTMENT ...... 48

PREPARED BY Jacqui Hemsley Group Leader Cultural Services

Narelle Vogel .3 Cultural Development , /- /-./ Coordinator LAN AL P LTUR y CU ryCit Albu 5 LPAGE | CLOSE | PRINT | PAGE R

INTRODUCTION AlburyCity has a long history of supporting and valuing art and cultural activity in the region. This commitment continues to the present day, with Council placing a high priority on maintaining and improving its cultural facilities as well as providing financial assistance to local cultural programs, festivals and community organisations. An important part of Council’s is that Albury is a creative, innovative and vibrant city. That is the vision of this plan. AlburyCity has a clear philosophy to help the community realise its cultural, social and economic aspirations and to support the development of a strong community with a sense of its own identity and appreciation of its cultural heritage. Over the 2010–2011 financial year, the total amount of operational expenditure injected into cultural institutions and cultural development by AlburyCity was $6.135 million. This equated to $117 per resident of direct cultural spend. This is double the average local government cultural funding level of $54.07 per person in 2009–2010, up 11% from $48.91 in 2007–08. 1 If AlburyCity funded cultural institutions and services at a level consistent with the national average, its spend would only be $2.811 million. Council allocates $125,000 a year to sponsoring local organisations such as HotHouse Theatre, the Flying Fruit Fly Circus, the Albury Wodonga Eisteddfod, Murray Arts and the Murray Conservatorium. The annual Cultural Grants Scheme also distributes thousands of dollars in small grants to local groups for art and cultural projects and initiatives. Culture is taken to include the arts broadly defined, the idea of creativity and the idea of identity. Culture can be represented in heritage and tradition, architecture, the natural environment, craft, design, the arts, festivals, Aboriginal and Torres Strait Islander arts and culture, and multiculturalism, as well as aspects of the media, tourism, leisure, sport and education. All these things influence the cultural life of the city. Cultural activities encompass the visual, performing and literary arts, social events and activities, heritage analysis, educational activities leading to the development of cultural skills and knowledge, festivals and celebrations, commemorative events, community and urban planning and design, public art and cultural planning.

1 Australian Bureau of Statistics 4183.0 – Cultural Funding by Government, Australia, 2009–10

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EXECUTIVE Albury has a proud history as a leading regional Australian city with much to offer its residents and to visitors. It’s a place that celebrates the diverse cultural life of the region, where the distinctive landscape inspires artists and history SUMMARY and heritage are celebrated. The AlburyCity &$%&(&$%' Cultural Plan is essentially a contemporary strategic document that enables AlburyCity not only to provide a leading cultural role but also to gain a clearer sense of the community’s aspirations and values. It is intended that this in turn will inform policy-making and planning decisions for the whole community. The Cultural Plan identifies key areas for sustainable growth in the Albury Local Government Area. These are: .. THE PEOPLE OF ALBURY 1.1. Work in partnership with the local community to create tailored programs for identified demographic groups – for example young people, older people, and people with disabilities – at each of the cultural facilities. 1.2. Develop and present a range of events to attract and engage our diverse community. 1.3. Provide imaginative and accessible cultural programs to the public via a series of regular programs and outreach activities.

/. NURTURING IDEAS AND INNOVATION 2.1. Effectively market “arts, heritage and culture” to local, regional, state, national and international audiences through continuous improvement. 2.2. Promote and engage the community in cultural activities through a range of communication and audience development techniques. 2.3. Provide strong advocacy, assistance and frameworks for creative individuals and community organisations to self- manage programs and projects. 2.4. Establish coordinated, efficient and effective models of operations for non-profit support groups and cultural volunteers.

0. PROMOTING EDUCATION AND LEARNING 3.1. Develop innovative and accessible education programs that embody lifelong learning principles. 3.2. Develop and implement innovative cultural education programs designed to increase community cultural participation and understanding. 3.3. Advocate and support education and training opportunities for the cultural sector.

EXECUTIVE SUMMARY 1. ENCOURAGING CONNECTIONS, COLLABORATION AND PARTNERSHIPS 4.1. Develop and foster cultural network(s) to encourage collaboration, enhance joint venture opportunities and build cultural capital. 4.2. Work in partnership with external regional cultural-based organisations to strengthen their role as leaders and strategic partners in a regional setting. 4.3. Implement contemporary frameworks, strategies and pathways to deliver and encourage cultural activities. 4.4. Explore ways to improve public knowledge of and access to local community and cultural services.

2. FOSTERING A SENSE OF IDENTITY 5.1. Celebrate and promote Aboriginal and Torres Strait Islander cultures through a variety of programs and events. 5.2. Adopt best practice for collections management and the interpretation and conservation of built heritage, cultural heritage and natural heritage in accordance with state and Commonwealth institutions and international codes of practice. 5.3. Support access to and the development and preservation of the AlburyCity collections.

3. VALUING AND SUPPORTING OUR CULTURAL INDUSTRY 6.1. Research and identify the impact of the cultural industry on our community. 6.2. Consolidate and expand cultural tourism marketing initiatives in partnership with tourism and arts organisations. 6.3. Develop and support the implementation of a number of sustainable cultural-economic initiatives / business opportunities within AlburyCity and externally. 6.4. Support and foster Albury’s professional cultural organisations. 6.5. Support and foster Albury’s community-based cultural organisations. 6.6. Continue to promote and expand Council’s community and cultural grants scheme. 6.7. Achieve national cultural professional standards in governance, operational responsibility and integrity.

4. CELEBRATING THE ENVIRONMENT 7.1. Develop and implement heritage programs and mechanisms to raise awareness of the benefits of heritage conservation. 7.2. Implement urban and public art commissions and projects throughout the city. 7.3. Work in partnership with other council business units and appropriate external bodies to generate an integrated approach to civic planning, including street design and beautification, landscape design, public art and signage. 7.4. Develop sustainable cultural infrastructure for the city. 7.5. Continuously source new technology and energy efficiency solutions within cultural facilities and programs. 8 LPAGE | CLOSE | PRINT | PAGE R

BACKGROUND CREATIVE INDUSTRIES Cultural and recreational services are now recognised as an important and growing part of the services economy in Australia. The creative industries are a key aspect of national economies. They comprise much more than the arts: they include a number of industry sectors, all linked by the core activities on which they depend. They include individual skill, creativity and talent and the potential for individual wealth creation via intellectual property rights. Albury has experienced a marked growth in the number of creative businesses. The 2003 Cultural Inventory listed 82 advertising and graphic design agencies, architects, interior design ﬁrms, fashion designers, publishers, and software and music producers. a. In 2010 the number of businesses in this sector had increased to 125. The same study found that the number of restaurants and cafes had increased from 71 in 2003 to 112 in 2010, education organisations from 22 in 2003 to 59 in 2010, and venues for performing live music and theatre from 14 to 35. 1 There is a strong contingent of artists in the city, in particular photographers, painters and sculptors. They are represented in various artist-run galleries and artist groups and as individuals. Murray Arts is the regional arts development organisation serving the Border and North East Region. It supplies arts and cultural lifeblood to the Border region by working directly with individuals, communities and local government to assist them in developing the arts and cultural life of their communities. Murray Arts supports the development of creative industries by coordinating the “Smart Arts” workshop program, grant funding information and support, advocacy and communication, and strategic project delivery.

ART GALLERIES Since opening in 1981, the Albury Art Gallery has built a remarkable and diverse collection of Australian and international art which attracts over 30,000 visitors a year. The gallery supports a modest program of temporary and touring exhibitions, education workshops, and public programs such as school tours and special events. Open seven days a week, it exhibits national touring and locally curated exhibitions and works from its own collection of over 1,500 photographs, paintings, prints and drawings. Items in the permanent collection are stored in the building when not on display. The building’s public spaces include the Gallery Shop, Kids Space, the Main Gallery and the upstairs Chamber Gallery. Art Galleries can provide many of the enabling conditions to support the local creative economy. They do this by developing innovative programs, by fostering local creativity and place-connected creative content, by actively delivering imaginative education and lifelong learning programs that support community participation, and by building real programs of community engagement. By harnessing the dynamics of creativity to beneﬁt arts and artists, audiences and the economy, cultural infrastructure can play a leading role in connecting the arts and culture to economic growth. 2 AlburyCity Cultural Plan and Inventory 2003, 2006 and 2010 9 LPAGE | CLOSE | PRINT | PAGE R

BACKGROUND MUSEUMS The Albury LibraryMuseum opened for the community in 2007. It brings together state-of-the-art technology, heritage, engaging interactive exhibitions, reading and research in one facility. The semi-permanent exhibition Crossing Place: A Story of Albury and a diverse exhibition program featuring touring exhibitions, works from the AlburyCity Collection and community exhibitions as well as a wide range of public, educational and outreach programs make the LibraryMuseum one of the most popular and best respected public facilities in the region. The Museum and Social History Collection has over 14,000 objects. In addition, professional and amateur historians work on a variety of projects under the auspices of the Albury and District Historical Society, and local and visiting writers contribute to National Reading Week projects and the Write Around the Murray festival.

LIBRARIES, LITERATURE AND ARCHIVES With 20,000 visitors each month the LibraryMuseum has become a community hub providing access to books, and CDs for loan, free web access through 20 computers and a wireless network, and a research and information service with access to an extensive local history collection. Lavington Library, in the Lavington CBD, services the north of the city. AlburyCity Libraries also coordinates a mobile library service, readers and internet awareness sessions, children’s storytime, baby bounce and toddler time programs, book clubs and author talks.

PUBLIC ART AND ENVIRONMENTAL AND BUILT HERITAGE AlburyCity recognises that high-quality open spaces can be created and given added value through the innovative integration of art, design, architecture and related elements to assist the community to develop a sense of identity, place and pride. Through appropriate and sensitive design, the incorporation of artworks into public open spaces in urban areas can encourage a sense of ownership of public spaces by citizens, bring cultural enhancement and potentially have a positive economic impact. In 2010, AlburyCity started implementing its 2010–2020 Urban & Public Art Strategy. AlburyCity owns and manages 137 monuments, memorials, heritage sites and public art works in the local government area. The majority of these (94%) are monuments and memorials commemorating people, groups and events. Albury has 12 New South Wales and 252 local government heritage sites listed. These include various buildings in the CBD, the Albury Railway Station, the Botanic Gardens, Hume Dam, the War Memorial on Monument Hill, the Crossing Place / Hovell Tree, the Regent Theatre (Dean Street), St Matthews Church, the Albury Pioneer Cemetery, the Catholic Precinct, and the former Farmers and Graziers Woolstore (now the Australian Tax Oﬃce), to name a few. Major features of the city include the Murray River; the vibrant, cosmopolitan CBD; and the cross-border Bonegilla Heritage Park, which AlburyCity and Wodonga Council work on collaboratively to ensure that the former camp is accessible and protected as a National Heritage site and to manage a growing oﬀ-site historical collection. : LPAGE | CLOSE | PRINT | PAGE R

BACKGROUND PERFORMING ARTS The Albury Entertainment Centre is the largest public facility in the region for corporate meetings, seminars, workshops, product launches, exhibitions, gala evenings, grand balls and full-scale theatre productions. Albury’s only purpose-built entertainment venue, it is located on Swift Street at the northern end of the Cultural Precinct. The venue has annual attendances exceeding 140,000 and is utilised over 75% of the year by community and corporate hirers. The AEC Team coordinates an annual theatre subscription season. The Entertainment Centre is also the venue of choice for the Albury Wodonga Eisteddfod and for regional amateur and professional theatre, dance and music groups. HotHouse Theatre is the leading regional theatre company in Australia. An energetic ambassador for the region, the company is an integral part of the Albury Wodonga community. HotHouse commissions new work from leading Australian playwrights. It also runs an extensive training program, tours regionally and nationally, operates the Butter Factory Theatre, facilitates a national creative development program (A Month in the Country) in partnership with AlburyCity, and manages a drama school. In 2011, Hothouse hosted 110 performances, of which 81 were self- or co-created/produced, and had a total attendance of nearly 16,000. Founded in Albury Wodonga in 1979, the Flying Fruit Fly Circus has become one of the world’s premier youth performing arts companies and is Australia’s only full-time circus training institution for children. For 30 years the non-proﬁt company has played an important role in the development of contemporary circus in Australia. Today Fruit Fly graduates are working, teaching and performing in many new and emerging professional companies here and abroad. A signiﬁcant achievement, completed in June 2010, was the $4.85 million redevelopment of the training facility – an 80-year-old former clothing factory that was replaced with a purpose-built training space. In 2010 the Flying Fruit Fly Circus showcased 31 performances to over 28,000 people and conducted 999 workshops with over 33,000 participants. The opening of Wodonga’s The Cube performing arts centre in August 2012 will further strengthen the relationships between the region’s performing arts venues. The aim is to work together to develop a larger cultural audience rather than competing for a larger slice of the current audience.

MUSIC Murray Conservatorium is housed in the former Albury Telegraph Oﬃce, a two-storey heritage-listed 1880s building at the corner of Dean and Olive Streets. The Conservatorium is a community education institution for nearly 800 students which operates with the support of Charles Sturt University. As a member of the Association of Regional Conservatorium of Music Centres, it is funded by the New South Wales Department of Education and Training. Albury also has a number of private music schools, camps and bands as well as a budding young music scene and venues for live entertainment.

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BACKGROUND FILM, BROADCASTING, DESIGN AND PRINT MEDIA The Regent Cinema, an impressive Art Deco building originally built for live theatre in 1927, is now the number one cinema in Albury Wodonga. The Regent’s Cinema 1 is listed by the Heritage Trust of Australia. The 2011 Cultural Audit identiﬁed two ﬁlm production companies, 14 printers and 13 graphic designers in the AlburyCity Local Government Area.

ARTS EDUCATION Albury is well served by public and private schools, including one co-educational boarding school. Tertiary institutions in Albury are Charles Sturt University (Albury and Thurgoona campuses) and Riverina Institute of TAFE. Riverina TAFE offers a Fine Arts program (visual art and contemporary craft and graphic design). Wodonga TAFE offers a number of creative industry courses including design, graphic arts, digital media, sound, screen and visual arts. Charles Sturt University offers an Applied Science degree in Parks, Recreation and Heritage. Latrobe University’s Wodonga campus offers a Bachelor of Arts (Humanities and Social Sciences) degree and a Graduate Certificate in Art, Community and Cultural Education. AlburyCity’s Learning and Outreach Team (part of Cultural Services) develops and coordinates a number of primary, secondary, tertiary and adult programs, tours, professional development courses and educational kits.

FESTIVALS, CULTURAL EVENTS AND OUTDOOR ACTIVITIES With over 70 community groups using the open space for awareness days, festivals and fundraisers, the Cultural Precinct is considered the central green space for the city. Over 200,000 people are estimated to regularly use the space as a thoroughfare to the shopping district, for relaxation and leisure, as a meeting point and to use the city’s cultural and civic services. Major events include Carols by Candlelight and the Applause Festival – each with attendances of over 5,000. In addition, Write Around the Murray is the only literary-based festival in the region and has grown considerably since it began in 2007, reaching an annual attendance of over 3,000. A celebration of writing, illustrating and storytelling, the festival oﬀers a range of opportunities for writers, readers, artists and storytellers of all genres to develop and showcase their skills. AlburyCity also supports an annual Cinema Under the Stars program; Community Wood Fired Oven gatherings; the QEII Twilight Art Markets; Art + Place ephemera art projects; various cultural open days and professional development opportunities, and Harmony Day, Australia Day and multicultural awareness events.

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CURRENT ALBURYCITY PROFILE AND KEY FACTS The following table is a snapshot of strategic facts about Albury’s SITUATION current situation and its projected growth and development. ANALYSIS

Category Data Year Data Notes Population 2011 52,263 January 2011 Forecast ID data Projected Population Growth 2031 71,319 Projected increase from 2011 to 2031: 19,056 (based on 1.57% pa increase) (Forecast ID data) Employment 2011 Unemployment rate 7.5%. September 2010 ABS Report. As at September 2010 there were 21,788 employed Unemployment rate has increased over the last within the LGA. 12 months but remains lower than comparable regional centres (Mildura and Shepparton). Age Structure 2006 Children 5–17 years 8,716 2006 Census of Population and Housing Adults 18–64 years 28,729 Adults 64–84 years 5,215 Population Characteristics 2006 Indigenous 968 2006 Census of Population and Housing Australian Born 39,664 Overseas Born 4,156 Arts/Cultural Assets 2011 Seven key arts facilities. Albury LibraryMuseum, Albury Entertainment Centre, Six key nature-based attractions. Numerous major Albury Regional Art Gallery, Flying Fruit Fly Circus, clubs, pubs/bars, nightclubs, cinemas and Hothouse Theatre, Lavington Library, Murray restaurants/cafes with entertainment . Conservatorium Albury Regional Art Gallery Visitors 2010 30,000 visitations AlburyCity Statistics LibraryMuseum Visitors 2010 230,000 visitations AlburyCity Statistics Albury Entertainment Centre 2010 66,000 seats sold AlburyCity Statistics

CURRENT SITUATION KEY INDUSTRY SECTORS ANALYSIS

Tourism Data Year Data Notes Tourism Visitors 2010 392,000 domestic overnight visitors Average stay is 4 nights 2010 430,000 domestic day trippers 2010 11,580 international overnight visitors Economic Impact of Tourism 2010 $643.5 million AlburyCity Tourism Monitor 2011

Cultural Industry Economic Impact on AlburyCity 2010 $125,313 million 1.79% of total regional output Cultural Industry GRP 2010 $57 million (including Wodonga) REMPLAN Report July 2010

CULTURAL PARTICIPATION AND ATTENDANCE Research by the Australia Council for the Arts published as Bums on Seats (2010) found that nine in 10 Australians aged 15 and older had participated in the arts creatively (by making something themselves) or receptively (by attending a live event or an exhibition or reading literature). The research identiﬁed literature as the most popular art form, with 84% reading. Nearly three quarters of Australians intentionally listened to recorded music and over half attended live performances. Theatre was attended by about one in four (26%). More people created visual arts and crafts (22%) than any other form of art. Nearly one in 10 engaged in crafts (like ceramics, jewellery making, sewing or woodcraft) (9%), photography (9%) or painting (8%). Compared with the general ﬁndings above, Albury residents have high cultural participation. For example: • With over 9,975 entries, of which nearly 3,000 were from people living more than 50km away, the 2011 Albury Wodonga Eisteddfod had an estimated direct economic impact of $632,000 and an indirect economic impact of $231,000 on the Albury economy. • In 2011 over 289,614 people visited the Lavington Library (91,356) and the LibraryMuseum (198,258). There were 327,000 library loans made during this time and 58,415 bookings for technology. • Over 30,000 went to the Albury Art Gallery. • There were 55,000 performance or conference attendees at the Albury Entertainment Centre.

CURRENT SITUATION • There were 66,156 visitors to exhibitions (23,351 at the Art Gallery and 43,167 at the LibraryMuseum). These institutions ANALYSIS alone held 20 openings; 18 ﬂoor talks by guest artists and curators; 213 school group educational visits; and 451 workshops (adult and children), educational tours, artist talks and special events, equating to over 7,000 participants. • There were 5,600 attendees at 28 Community Wood Fired Oven free bakes, and an additional 86 private bookings. • The Murray Conservatorium held over 20 concerts and had at least 650 active students enrolled in 2010. • Flying Fruit Fly Circus performances and training programs drew 23,000 people. 3 • There were 1,500 attendees of Murray Arts initiated events and professional development forums. 4

CULTURAL TOURISM Recent research indicates that cultural and heritage visitors to Australia contribute a signiﬁcant amount to the economy, spending nearly double the amount spent by other international visitors ($6,280 per visitor compared to $3,832). 5 Clearly there is a strong link between heritage, cultural values, tourism and economic development. AlburyCity manages this with sensitivity and encourages diverse groups to work together collaboratively. As outlined in the Tourism and Destination Marketing Strategy, linking a city’s cultural assets and programs to its strategies for economic development, including cultural tourism, heightens opportunities to enhance competitiveness and economic growth and to foster local wellbeing. Major features of the city include the Murray River, Lake Hume, Hume Weir, Wonga Wetlands, Mungabareena Reserve, Nail Can Hill Reserve, Albury LibraryMuseum, Albury Art Gallery, Albury Botanic Gardens, Monument Hill Lookout, the CBD with its historic buildings, the historic Albury Railway Station and the Ettamogah Pub. Key festivals and events include the annual Write Around the Murray Festival, the Albury Wodonga Eisteddfod, Carols by Candlelight, the Applause Festival and the Albury Show.

CULTURAL ECONOMIC CAPACITY While not a major industry for the city itself, agriculture is the lifeblood of the majority of towns and villages in the surrounding region. Albury is regarded as the retail, professional services, cultural and entertainment centre for these townships, and as such the city's economy is reliant on the prosperity of these communities. Since 2001 the cultural and recreation sector of Albury’s economy has increased from $5.448 million to $9.178 million (as at January 2011) – a slight increase when adjusted for other factors. Although not as strong as other sectors of the local economy – notably manufacturing, retail and health – there has been moderate growth in the cultural and recreational industry in Albury and Albury Wodonga from 2003 to 2010. 3 2010 Flying Fruit Fly Foundation Annual Report 4 2010 Murray Arts Annual Report 5 Tourism Research Australia, Snapshots 2009, Cultural and Heritage Tourism in Australia

CURRENT SITUATION 2003 (Million) 2006 (Million) 2010 (Million) 2010 Albury/Wodonga ANALYSIS Cultural Industry Output $44.28M $83.96M $125.313M $172.018M (1.94% of total output) (1.81% of total output) (1.79% of total output) (1.33%) $8.115M $12.360M $25.176M $0 Regional Exports (RE) (1.25% of total RE) (0.89% of total RE) (1.01% of total RE) $9.105M $17.338M $26.775M $35.664M Regional Imports (RI) (1.87% of total RI) (1.35% of total RI) (1.33% of total RI) (1% of total RI) Gross Regional Product $20.963M $41M $40M $57M (GRP) (1.94% of total GRP) (2.18% of total GRP) (1.47% of total GRP) (1.18% of total GRP)

The cultural sector contributes $11.976 million (0.5%) of added value to the Albury economy.

CULTURAL EMPLOYMENT AND VOLUNTARY WORK Since 2001 there has been a reduction in employment in the cultural and recreation sector. The employment figures below include full-time, part-time and casual employees. If current national cultural sector profiles are applied, the areas of highest cultural employment are within the public service (local government) and 34% are working part-time or casual hours. 6 2001 2003 2006 2010 Jan 2011 2011 Albury/ Wodonga Employment 7 373 404 378 356 179 402 (1.9% of total (2.05% of total (1.7% of total (1.63% of total (0.8% of total $28.15M workforce) workforce) workforce) 8 workforce) workforce) Annual Wages $10.794M $22.712M $7.281M 6 Australian Bureau of Statistics 4172.0 – Arts and Culture in Australia: A Statistical Overview, 2009 7 Includes full-time, part-time and casual employees in libraries, museums, zoological and botanic gardens, CULTURAL VOLUNTEERISM recreational parks and gardens, music and theatre productions, creative arts, sound recording studios, Albury’s cultural providers would be unable to offer the current variety of services and programs without the contributions performing arts venues, art services, motion picture, video and television services, sport, gambling and of hundreds of volunteers. recreational services. 8 Based on Industry, 2006 ANZSIC (employed persons) Cultural volunteers donated 115,000 hours of their time over 12 months, which (estimating the value of the average volunteer 9 Calculations using 2006 Australian Bureau of Statistics hour to be $20) represents an estimated value of $2,371,360. 9 Cultural Volunteer statistics showing that 1.4% of the population aged 18 years and over, or 207,200 people, volunteered their time in an arts and heritage Volunteers are integral to the operations of many of the cultural organisations, historical societies, ethnic community groups organisation, providing over 30.6 million hours of voluntary work per year. and indigenous organisations within the city.

CURRENT SITUATION CULTURAL INVENTORY ANALYSIS Data on cultural industry capacity and diversity has been gathered since 2003. It provides a picture of the cultural sector’s strengths and weaknesses in Albury. Cultural Resource Category 2003 No. 2006 No. 2010 No. Description/ Comment/ Source 1. Cultural holdings/collections 22 25 16 Collections 2. Restaurants/cafes 71 73 112 Restaurants, cafes, takeaway 3. Art gallery/museum 4 7 6 4. Voluntary non-proﬁt associations for broad cultural pursuits 41 42 54 Friends, foundation, social, craft-based and support groups 5. Cultural businesses 82 85 125 6. Ethnic/cultural organisations 18 42 22 7. Education organisations 22 39 59 8. Fairs/festivals/events 22 24 23 9. Community centres 6 6 7 Council/community managed 10. Religious organisations 27 27 38 Churches, temples 11. Community media organisations 8 14 12 Radio stations, newspapers 12. Historic/heritage items 268 343 LEP 2010 and monuments/memorials 13. Cultural tourism 15 17 13 Tourism experiences 14. Cultural artefacts 21 22 55 Monuments, memorials, plaques, cemeteries 15. Reserves, parks, open space 5 152 166 Public open space 16. Formal gardens and landscapes 3 34 35 Botanic gardens, open garden scheme 17. Public art 7 9 15 Decorative landscaping, fountains, murals 18. Indigenous culture 2 8 11 Traditional sites, land council, health services etc 19. Performing arts / live music venues 14 31 35 Theatre companies/ venues 20. Technology access 42 13 19 Albury-linked websites plus technology support and access 21. Directories and databases 3 7 8 Databases and print directories 22. Sports/recreational clubs/facilities 48 111 138 Ovals, clubs, sporting grounds, pools

CULTURAL There is approximately $86.42 million 10 in cultural infrastructure within Albury. In recent years considerable investment has been made with the construction of the new Flying Fruit Fly Circus (2010, $4.85 million), Albury Entertainment CAPITAL Centre refurbishment (2010, $2.6 million), the construction of the Albury LibraryMuseum ($15.2 million) and expansion INVESTMENT of the QEII Cultural Precinct (2008-09 $300,000). National and international research has demonstrated the contribution that arts and culture provides to the economic and social fabric of a community. The establishment of the cultural services makes a clear statement that will add social capital to any provincial region and stimulates economic growth. Cultural activity forms a significant component in the decision by metropolitan based people to move to provincial areas. Identified future cultural investment opportunities include: • Confirmed redevelopment of the Albury Regional Art Gallery in 2013/2014 (budget $10.5 million). • Confirmed relocation and refurbishment of the Lavington Library (budget $370,000). • Capital renovations to the Albury Entertainment Centre ($2M investment by 2020). 10 $1.2 public art (valued June 2010), $15.2 LibraryMuseum, $8.2 Art Gallery, $320,000 WFO, $30 • Implementation of major and minor public art projects throughout the city ($110,000 per year). AEC, $1.2 Lavington Library, $300,000 Thurgoona, All non other Council Cultural infrastructure $30M • Development of the Wagirra Project (Murray River Experience).

DEVELOPMENT CONSULTATION BACKGROUND Since 2003 there has been three Cultural Plans developed and implemented by AlburyCity, each with considerable AND consultation with shareholders, stakeholders and within the cultural community. These past Cultural Plans 2003-2005, IMPLEMENTATION 2006-2007 and 2008-2009 were linked with the current AlburyCity Community Strategic Plans. In 2011-2012, the cultural planning consultation was undertaken in conjunction with Community Development with the aim of identifying links and opportunities between social, community and cultural activities and collaborations.

IMPLEMENTATION AlburyCity provides extensive support to cultural activities and services by providing a diverse range of facilities and programs whether directly or indirectly through subsidy, in-kind support, informal partnerships or direct management. The delivery of cultural services within AlburyCity includes the following facilities, services and teams: • Albury Art Gallery; • Albury LibraryMuseum; • Lavington Library; • Cultural Development; • Urban and Public Art; • Albury Entertainment Centre; • Events Team; • Community Development; • Aboriginal Liaison; and • Youth Development Services.

DEVELOPMENT AND ALBURYCITY POLICY AND STRATEGY LINKAGES IMPLEMENTATION The AlburyCity Cultural Policy is inter-related to many of Council’s existing policies and plans. The deﬁnition of “culture” is so broad that it includes a wide variety of areas and crosses various Council business units. Albury 2030 is the community's vision for the long-term social, economic and environmental wellbeing of the city. The plan, which was reviewed and updated in 2010, is based on four speciﬁc themes. They are: 1. A growing economy, 2. An enhanced natural environment, 3. A caring community, and 4. A leading community.

The implementation of AlburyCity’s Cultural Goals and Strategies as well as the community’s vision articulated in Albury 2030 are detailed in a variety of forms, including Cultural Plans, Service Agreements, Cultural Strategic Plans and Service Delivery Business Plans. The 2012-2016 Albury Cultural Plan, unlike past revisions, has a strong interconnection with the Albury Social Plan 2012– 2014. As the review of these two documents coincidentally was scheduled to happen at the same time as consultation was to occur in the development of the Albury 2030 Community Strategic Plan, oﬃcers considered that it would be more beneﬁcial to defer the review of these two plans and incorporate outcomes from the Albury 2030 consultation into the respective Social and Cultural Plans.

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ALBURYCITY The Albury community celebrates its cultural and creative life. We are a centre for ideas with a strong sense of identity, CULTURAL which is based on our dynamic community and the quality of our natural and built environment. VISION Albury is traditional Wiradjuri land where the culture of all people is recognised, acknowledged and respected.

CULTURAL GOALS 1. Nurturing Ideas and Innovation Be open to, assist and lead the community in the development of new and innovative ideas, providing opportunities for a process where the culture of creativity and ideas is valued.

2. Promoting Education and Learning Foster and encourage an environment in which cultural understanding is valued, and where education and the arts are encouraged and supported.

3. Encouraging Connections, Collaboration and Partnerships Create an environment of collaboration and open communication that develops new and nurtures existing partnerships.

4. Fostering a Sense of Identity Nurture and support a dynamic community that reﬂects the ideals and ambitions of the community and which unites us with the past, present and future.

5. Valuing and Supporting our Cultural Industry Nurture, celebrate and support our unique, vibrant and diverse cultural industry.

6. Celebrating the Environment Enhance and develop relationships with our natural and built environment to create experiences in a variety of cultural and recreational forms.

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ALBURYCITY CULTURAL STRATEGIES CULTURAL VISION Making Connections To build a network of accessible, cultural programs and facilities across the City, whilst utilising the cultural precinct as a vibrant cultural hub.

Regional Opportunities and Tensions To continue to develop our cultural sector in an inclusive manner, focusing speciﬁcally on the strategic needs of Albury but also ensuring that the cultural needs of the wider region are taken into account, respected and integrated.

Open Communication, Collaborations and Information Sharing To foster a coordinated approach to information, the encouragement of cultural networking and the dissemination of cultural information utilising a variety of innovative and imaginative methods aimed at reaching diverse audiences.

Valuing Albury’s Cultural Organisations To adopt a more pro-active advocacy and support role in relation to the City’s major cultural organisations, in recognition that AlburyCity is in a position to assist their future development, and this will beneﬁt the city long-term, including positioning Albury as a leading regional Australian cultural centre.

Education and Culture 1. To establish and foster active collaborative networks with Albury’s diverse education sector in order to reposition Albury as a national leader in the training and development of artists. 2. To continue community education and awareness programs in the cultural sector which generate a better understanding of culture and our environment, thus building community respect and an increased sense of connectedness and identity.

Heritage Advocacy To recognise the role that heritage conservation and protection plays in economic development, as well as in enhancing local identity, and allocate additional resources to support heritage conservation within Council.

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ALBURYCITY Albury Demographics CULTURAL VISION To integrate imaginative and accessible cultural projects, services and sustainable cultural industry initiatives which respond to the special interests and needs of our changing demographics and diverse community.

Celebrating Aboriginal and Torres Strait Islander Culture To actively acknowledge and respect Aboriginal and Torres Strait Islander heritage as well as contemporary lifestyle by the development of strategies that supports the celebration of Aboriginal and Torres Strait Islander culture.

Public Art and Design To enhance public spaces by making a commitment to the integration of public art and design into all future major Council capital improvement projects including landscaping and building projects.

Cultural Industries and Building Audiences To identify project partners to work with AlburyCity in further researching the region’s cultural industries, whilst at the same time, building audiences for the arts in the City and across the region.

Cultural Economic Development Recognise the intrinsic nature of cultural areas in the City and support strategic initiatives to enhance and promote their value. To acknowledge the signiﬁcant impact the cultural sector has on the City’s economy and its contributions through employment, consumer spending, festivals and events, and cultural tourism. These strategies link directly to the Cultural Policy Goal Statements. Some strategies ﬁt neatly under one goal statement while others can sit under many of the goals. The vision of following relationship between the 2012–2016 Cultural Plans and the Cultural Policy is that Albury is a creative, innovative and vibrant city.

CULTURAL PLAN .. THE PEOPLE OF ALBURY , ALBURY DEMOGRAPHICS To integrate imaginative and accessible cultural projects, services and sustainable cultural industry initiatives which ACTIONS respond to the special interests and needs of our changing demographics and diverse community.

Performance AlburyCity Cultural 2030 Community Plan Timelines Action Partners Indicators Services Key Objectives reference 2012 2013 2014 2015 1.1 Work in partnership AlburyCity Increase attendance Offer a contemporary and Albury 2030 with the local figures by identified engaging variety of 1.17 “Promote Albury as community to create Community and Cultural groups: cultural experiences for an inland city that is tailored programs Development 1. Men community and visitors. attractive to visit, live for identified 2. Young people under 24 and invest in” demographic groups Special Needs Groups 3. Aboriginal community – for example young 4. People with a disability Ensure that there are Albury 2030 people, older Community/Cultural 5. The older community Aboriginal representatives 3.12 “Community people, and people Groups on all cultural Participation” with disabilities – at Increase participation committees. each of the cultural Events rates in cultural programs 3.2 “Aging Population” facilities. by: Community Agencies 1. Men Offer a diverse, Cultural Services 2. Young people under 24 stimulating and Strategic Plan 1.5 Aboriginal and Torres 3. Aboriginal community contemporary program of Strait groups and 4. People with a disability exhibitions, educational Albury 2030 organisations 5. The older community programs, cultural 3.35 “Indigenous festivals and events. Consultation” Aged care organisations Cultural Services Strategic Plan 11.2

CULTURAL PLAN .. THE PEOPLE OF ALBURY , ALBURY DEMOGRAPHICS ACTIONS

Performance AlburyCity Cultural 2030 Community Plan Timelines Action Partners Indicators Services Key Objectives reference 2012 2013 2014 2015 1.2 Develop and present AlburyCity Increase in attendance Albury 2030 a range of events to ﬁgures. 1.7 “Albury as an Community and Cultural attract and engage events/festivals Development our diverse Increase in active destination.” community, Economic Development participation rates. and Tourism Develop sustainable Cultural Services cultural programs linked to Strategic Plan 10.1. Events Increase in media season, key calendar times Cultural Networks exposure locally, or special community regionally and nationally. events region wide. Albury Entertainment Centre Number of community Focus on building Cultural Services Wodonga Council – groups and new existing key cultural Strategic Plan 10.3. Cultural Services Team. audiences engaged. events/ projects for example. Write Around Engagement of minority the Murray Festival, groups. Twilight Markets.

Link programs to the Albury 2030 broader lifestyle of the 1.17 “Promote Albury as city and interests of the an inland city that is community. attractive to visit, live and invest in”.

Implement “place Cultural Services making” activities. Strategic Plan 12.2.

Identify cultural gaps in Cultural Services the region and develop Strategic Plan 15.4 strategies to address.

CULTURAL PLAN .. THE PEOPLE OF ALBURY , ALBURY DEMOGRAPHICS ACTIONS

Performance AlburyCity Cultural 2030 Community Plan Timelines Action Partners Indicators Services Key Objectives reference 2012 2013 2014 2015 1.3 Provide imaginative AlburyCity Increase in facility and Develop Cultural Cultural Services and accessible activity attendance Collections that are Strategic Plan 1.2. Community and Cultural cultural programs to ﬁgures. relevant and of interest to Development the public via a visitors and the broader series of regular Murray Arts national audience. programs and Increase in active Murray Conservatorium outreach activities. participation rates. Hothouse Theatre Continue implementation Cultural Services Number and scope of of Cultural Outreach Strategic Plan 1.3. Flying Fruit Fly Circus media response. program. Albury Entertainment Centre Improve community satisfaction levels. Showcase experimental Cultural Services Cultural Development and contemporary Strategic Plan 1.4. Community and Cultural Increase engagement of cultural media to the Groups new audiences. Albury community. Volunteers

CULTURAL PLAN /. NURTURING IDEAS AND INNOVATION ACTIONS Be open to, assist and lead the community in the development of new innovative ideas, providing opportunities for a process where the culture of creativity and ideas is valued:

Performance AlburyCity Cultural 2030 Community Plan Timelines Action Partners Indicators Services Key Objectives reference 2012 2013 2014 2015 2.1 Eﬀectively market Murray Arts Increase variety and scale Develop a consistent, “arts, heritage and of media response. succinct and dynamic AlburyCity culture” to local, promotion for the cultural regional, state, Community and Cultural Increase in non-local industry. national and Development visitation. international Deliver a unique Cultural Services Economic Development audiences through Increase in day and Marketing Mix for the Strategic Plan 5.1 and Tourism continuous overnight visitation. promotion of arts, improvement. Communications heritage and cultural pursuit. Wodonga Council – Cultural Services Team Develop a number of Albury 2030 EVOcities cultural 1.7 “Promote Albury as projects. an inland city that is attractive to visit, live and invest in”

CULTURAL PLAN /. NURTURING IDEAS AND INNOVATION ACTIONS

Performance AlburyCity Cultural 2030 Community Plan Timelines Action Partners Indicators Services Key Objectives reference 2012 2013 2014 2015 2.2 Promote and engage Murray Arts Increase in cultural Investigate new Albury 2030 the community in attendance. technology as a means of 4.4 “Use the new Destination Albury- cultural activities engaging new audiences. technologies for Wodonga through a range of Increase in active engagement where communication and AlburyCity participation rates. appropriate”” audience Community and Cultural development Increase variety and scale Development techniques. of media response. Increase community Cultural Services Communications participation and access Strategic Plan 4.1 Improve community to facilities and services. feedback Albury 2030 Engagement of new 3.12 “Community audiences. participation.”

Continue Implementation Cultural Services of Cultural Outreach Strategic Plan 1.3 program.

Develop a consistent, Cultural Services succinct and dynamic Strategic Plan 5 promotion for cultural services.

Performance AlburyCity Cultural 2030 Community Plan Timelines Action Partners Indicators Services Key Objectives reference 2012 2013 2014 2015 2.3 Provide strong Community and Cultural Employment Work with local groups Albury 2030 advocacy, assistance Development opportunities and individuals in 1.7 “Promote Albury as and frameworks for developing cultural an inland city that is Aboriginal community creative individuals Sustainable events and programs. attractive to visit, live and community Charles Sturt University programs. and invest in” organisations to self Murray Arts manage programs Compliment existing and Cultural Services and projects. Cultural Providers future cultural industry Strategic Plan 1.1 services. Artists Commonwealth and State Encourage and support Cultural Services governments and collaborative leadership Strategic Plan 3.1 agencies and strong regional networks.

Identify and address Cultural Services cultural cross border Strategic Plan 3.4 anomalies.

Performance AlburyCity Cultural 2030 Community Plan Timelines Action Partners Indicators Services Key Objectives reference 2012 2013 2014 2015 2.4 Establish AlburyCity Number of sustained Engage Support Groups Cultural Services coordinated, coordinated “friends of” and ensure they are Strategic Plan 4.2 Community and Cultural efficient and groups. sustainable, relevant, Development effective models of vibrant and effective. operations for the Parks and Recreation Number of new non – profit support technology databases. Wonga Wetlands groups and cultural volunteers. Botanic Gardens No. of cultural volunteers. Cultural Support Groups Embracing new technology and social media tools.

CULTURAL PLAN 0. PROMOTING EDUCATION AND LEARNING ACTIONS Foster and encourage an environment in which cultural understanding is valued, and where education and the arts are encouraged and supported.

Performance AlburyCity Cultural 2030 Community Plan Timelines Action Partners Indicators Services Key Objectives reference 2012 2013 2014 2015 3.1 Develop innovative Arts NSW Increase Cultural Albury 2030 and accessible Programs developed and 3.7 “Early Childhood Australia Council for the education programs implemented Education” Arts that embody lifelong learning Museums Australia Increase in participation principals. rates across all Provide a range of Cultural Services Community Development demographics. educational programs Strategic Plan 8.1 Educational Institutions targeted at school groups Range/diversity of and linked to the AlburyCity community members curriculum. engaged Provide opportunities for Cultural Services community members to Strategic Plan 8.2 develop information literacy skills.

Further develop programs Cultural Services that support reader Strategic Plan 8.3 education.

Further develop programs Cultural Services that support visual Strategic Plan 8.4 arts/museum/social history and heritage education.

CULTURAL PLAN 0. PROMOTING EDUCATION AND LEARNING ACTIONS

Performance AlburyCity Cultural 2030 Community Plan Timelines Action Partners Indicators Services Key Objectives reference 2012 2013 2014 2015 3.2 Develop and Charles Strut University Number of Albury 2030 implement Education/Awareness 3.1 “ Educational La Trobe University innovative cultural programs generated Opportunities” education programs Murray Arts designed to increase Increase in attendance Act as leaders in the Cultural Services Murray Conservatorium community cultural ﬁgures heritage area nationally Strategic Plan 15.3 participation and NSW Department of and internationally. understanding. Education Increase in participation Showcase a diverse, Cultural Services TAFE rates within identiﬁed stimulating and Strategic Plan 1.1 Wagirra Project demographics. contemporary program of exhibitions, educational Increased awareness via programs, cultural annual survey results festivals and events.

CULTURAL PLAN 0. PROMOTING EDUCATION AND LEARNING ACTIONS

Performance AlburyCity Cultural 2030 Community Plan Timelines Action Partners Indicators Services Key Objectives reference 2012 2013 2014 2015 3.3 Advocate and Charles Sturt University Sustain existing art and Albury 2030 support education cultural courses 3.1 “ Educational La Trobe University and training Opportunities” opportunities for the TAFE (NSW & Victoria) Number of new art and cultural sector. cultural courses Take leadership in Cultural Services NSW Department of generated oﬀering regional arts Strategic Plan 8.5 Education educational Education providers Increase community opportunities. participation in Flying Fruit Fly Circus courses/student numbers Murray Conservatorium

CULTURAL PLAN 1. ENCOURAGING CONNECTIONS, COLLABORATION AND PARTNERSHIPS ACTIONS Create an environment of collaboration and open communication that develops new and nurtures existing partnerships.

Performance AlburyCity Cultural 2030 Community Plan Timelines Action Partners Indicators Services Key Objectives reference 2012 2013 2014 2015 4.1 Develop and foster Murray Arts No of cultural networks Albury 2030 cultural network(s) established and 3.44 “Encourage and Surrounding Councils to encourage maintained. foster the growth of collaboration, Surrounding Cultural Cultural Industries”. enhance joint Institutions No of partnership venture projects/joint ventures Work closely with local Cultural Services HotHouse Theatre opportunities and generated. groups and individuals in Strategic Plan 3.2. build cultural Flying Fruit Fly Circus developing cultural capital. Increase participation programs. Albury 2030 AlburyCity rates in networks. 3.42 “Library Facilities”. Community and Cultural Development Develop networks with Cultural Services Cultural businesses NSW and Victorian Strategic Plan 3.3 Creative Businesses theatres, libraries, Albury 2030 museums and art 3.41 “Cultural RDA Murray galleries. Strategies”. Wodonga Council – Cultural Services Team Develop ﬁnancially Cultural Services sustainable projects of Strategic Plan 4.1. regional, national and international signiﬁcance.

Cultural Services Strategic Plan15.1

CULTURAL PLAN 1. ENCOURAGING CONNECTIONS, COLLABORATION AND PARTNERSHIPS ACTIONS

Performance AlburyCity Cultural 2030 Community Plan Timelines Action Partners Indicators Services Key Objectives reference 2012 2013 2014 2015 4.2 Work in partnership AlburyCity Number of on-going Continue to build strong Albury 2030 with external partnerships generated professional networks 3.44 “Encourage and Community and Cultural regional cultural with established artists, Foster the Growth of Development based organisations Increase number of new, touring organisations, Cultural Industries” to strengthen their Murray Arts innovative projects. curators, historians, role as leaders and collectors and other major Cultural Services Cultural Providers strategic partners in Number of projects and cultural organisations. Strategic Plan 1.1 a regional setting. Regional Cultural Workers initiatives that generate substantial regional Arts NSW outcomes. Surrounding LGA’s RDA Murray

4.3 Implement AlburyCity Number of policies, Complete a range of Albury 2030 contemporary strategies and plans Cultural strategies, 3.41 “ Cultural Community and Cultural frameworks, developed and policies and procedures. Strategies” Development strategies and implemented. pathways for the External Cultural Identify cultural gaps in Cultural Services delivery and Organisations Cultural Capacity the region and develop Strategic Plan 6.4 encourage of indicators. strategies to address. Arts NSW cultural activities.

CULTURAL PLAN 1. ENCOURAGING CONNECTIONS, COLLABORATION AND PARTNERSHIPS ACTIONS

Performance AlburyCity Cultural 2030 Community Plan Timelines Action Partners Indicators Services Key Objectives reference 2012 2013 2014 2015 4.4 Explore ways to AlburyCity Number of cultural Maintain and develop the Albury 2030 improve the public database and social Cultural Resources 3.44 “Encourage and Community and Cultural knowledge of and media opportunities Inventory, Heritage foster the growth of Development access to local developed. Register, Botanic Gardens cultural industries”. community and LibraryMuseum Register and other cultural services Number of awareness AlburyCity Collections 4.2 “Community Art Gallery programs initiated to databases. Engagement Strategies”. Cultural Service Providers encourage new audiences. Community Directory Encourage community to Cultural Services add to the interpretation Strategic Plan 6.4. of the cultural collection.

Assist in developing a consistent, succinct and dynamic promotion for cultural activity.

CULTURAL PLAN 2. FOSTERING A SENSE OF IDENTITY ACTIONS Nurture and support a dynamic community that reﬂects the ideals and ambitions of the community and which unites us with the past, present and future.

Performance AlburyCity Cultural 2030 Community Plan Timelines Action Partners Indicators Services Key Objectives reference 2012 2013 2014 2015 5.1 Celebrate and AlburyCity Increase in attendance Albury 2030 promote Aboriginal ﬁgures. 3.33 “ Indigenous Community and Cultural and Torres Strait Experiences”. Development Islander culture Increase in Aboriginal through a variety of Aboriginal Community and Torres Strait Islander 3.34 “Indigenous programs and events participation rates in Cultural Facilities”. Aboriginal Organisations cultural programs. Community and Cultural Implement Cultural Services organisations and Engagement of new recommendations Strategic Plan 11.3 volunteer groups audiences. outlined in the Aboriginal Cultural Sustainability Report 2010.

Support activities which Cultural Services transfer cultural Strategic Plan 11.4 knowledge and arts practice across the generations including the recording and transmission of unique skills/stories.

Coordinate the 2012 Bundyi Festival.

CULTURAL PLAN 2. FOSTERING A SENSE OF IDENTITY ACTIONS

Performance AlburyCity Cultural 2030 Community Plan Timelines Action Partners Indicators Services Key Objectives reference 2012 2013 2014 2015 5.2 Adopt best practice AlburyCity Completion of best Albury 2030 for interpretation practice guidelines, 3.43 “Heritage Community and Cultural and conservation of interpretation, signiﬁcance” Development built heritage, conservation and collections Museums Australia collection development Complete the backlog of Cultural Services management, plans. cataloguing and Strategic Plan 7.2 National Trust cultural heritage and digitalization of the natural heritage in NSW Heritage Increase number of AlburyCity Collection. accordance with external loans and proﬁle DIPNR State/Commonwealt of Albury’s heritage. Develop a life-cycle Cultural Services h institutions and Parks and Recreation strategy for the Strategic Plan 9.4 international codes permanent exhibition Urban and Public Arts of practice. space “Crossing Place”. Albury 2030 1.3 “ Access to the Murray”

Link programs with major Cultural Services strategic projects such as Strategic Plan 10.2 the Wagirra Trail Project and Heritage Advisory services.

CULTURAL PLAN 2. FOSTERING A SENSE OF IDENTITY ACTIONS

Performance AlburyCity Cultural 2030 Community Plan Timelines Action Partners Indicators Services Key Objectives reference 2012 2013 2014 2015 5.3 Support the access, AlburyCity Increase cultural Albury 2030 development and collection holdings. 3.34 “Indigenous Parks and Recreation preservation of the cultural facilities” AlburyCity Community and Cultural Collections Development Greater accessibility to Provide respectful and Cultural Services collections. secure storage for Strategic Plan 11.1 Acquisition and De- Aboriginal work within accession Committee the collection Urban and Public Art Complete endorsed strategy. Develop a life-cycle Cultural Services strategy for the Strategic Plan 9.4 permanent exhibition space “Crossing Place”.

Completed long-term Develop comprehensive Albury 2030 strategy for cultural conservation and 3.43 “Heritage facilities and collections. management plans for signiﬁcance” major collections, natural and built environments. Conservation Management Plans generated.

CULTURAL PLAN 3. VALUING AND SUPPORTING OUR CULTURAL INDUSTRY ACTIONS Nurture, celebrate and support our unique, vibrant and diverse cultural industry.

Performance AlburyCity Cultural 2030 Community Plan Timelines Action Partners Indicators Services Key Objectives reference 2012 2013 2014 2015 6.1 Research and AlburyCity Undertake research Albury 2030 identify the impact analysis and evaluations 1.1 “A destination-based Community and Cultural of the cultural completed tourism strategy” Development industry on our community. La Trobe University Increase in the number of Complete Cultural Cultural Services creative industry Industry Audit, Social Strategic Plan 14.4 Charles Sturt University practitioners within the Impact Analysis and Murray Arts city. Cultural Economic Feasibility Study. Economic Development Attendance to and Tourism professional development Cultural Networks and industry forums and workshops. M&G NSW Regional Arts NSW Number of creative Engage arts and cultural Cultural Services economic initiatives assets in strategies and Strategic Plan 14.3 launched eg festivals, stimulate exchange, trade creative hubs, artist and investment. commissions, residencies etc. Identify cultural gaps in Cultural Services the region and develop Strategic Plan 15.4 strategies to address.

CULTURAL PLAN 3. VALUING AND SUPPORTING OUR CULTURAL INDUSTRY ACTIONS

Performance AlburyCity Cultural 2030 Community Plan Timelines Action Partners Indicators Services Key Objectives reference 2012 2013 2014 2015 6.2 Consolidate and AlburyCity Increase in day and Albury 2030 expand cultural overnight cultural 1.2 “Promote Tourism” Community and Cultural tourism marketing visitation ﬁgures Development initiatives in partnership with Economic Development Number of Cultural Develop a regional Cultural Services tourism and arts and Tourism Tourism partnership Cultural Tourism Strategy Strategic Plan 15.4 organisations. projects generated/ Murray Arts evaluated Cultural Network Develop relationships Cultural Services with the private sector Strategic Plan 13.2 Albury Entertainment including Foundation and Centre Friends associations Events Murray River Tourism Board Wodonga Council – Cultural Services Team

Performance AlburyCity Cultural 2030 Community Plan Timelines Action Partners Indicators Services Key Objectives reference 2012 2013 2014 2015 6.3 Develop and support AlburyCity Increase cultural business Albury 2030 the implementation economic sustainability. 1.5 “Develop and Community and Cultural of a number of enhance tourism Development sustainable cultural- Increase in Cultural infrastructure” economic initiatives Economic Development Employment / business and Tourism Albury 2030 opportunities within Expansion of creative 1.16 “Business Diversity” Cultural Network AlburyCity and industry practitioners externally. Business Source opportunities to Cultural Services improve income Strategic Plan 14.2 Funding bodies generation. Community Develop ﬁnancially Cultural Services Creative Industry sustainable projects of Strategic Plan 15.2 regional, national and international signiﬁcance.

Explore the development Cultural Services of a creative hub in Strategic Plan 14.5 Albury for emerging creative industries.

Performance AlburyCity Cultural 2030 Community Plan Timelines Action Partners Indicators Services Key Objectives reference 2012 2013 2014 2015 6.4 Support and foster Hothouse Theatre Level and scale of funding Albury 2030 Albury’s allocated for professional 1.17 “Promote Albury as Flying Fruit Fly Circus, professional cultural organisations an inland city that is organisations. Murray Conservatorium attractive to visit, live Number of Annual Service and invest in” Albury Wodonga Agreements linked with Eisteddfod Albury 2030 Outcomes Develop sustainable Cultural Services Murray Arts funding support for Strategic Plan 4.1 regional Cultural organisations through annual council donation.

6.5 Support and foster Community Development Level of funding Albury 2030 Albury’s allocated/ maintained for 1.17 “Promote Albury as Albury Wodonga Theatre community-based cultural grants scheme an inland city that is Company cultural attractive to visit, live organisations. Albury and District and invest in” Historical Society Work with local groups in Cultural Services Albury-Wodonga Artists developing cultural Strategic Plan 3.2 Society programs. Livid Theatre Cultural and Community groups

Performance AlburyCity Cultural 2030 Community Plan Timelines Action Partners Indicators Services Key Objectives reference 2012 2013 2014 2015 6.6 Continue to promote AlburyCity Number of funding Provide funding support Albury 2030 and expand allocated/ maintained for for regional Cultural 1.17 “Promote Albury as Community and Cultural Council’s cultural grants scheme organisations through an inland city that is Development community and annual council donation. attractive to visit, live cultural grants Cultural Providers and invest in” scheme. Community Cultural Services Strategic Plan 3.1

Continue to attract strong grant funding and sponsorship in support of citywide cultural activity.

Performance AlburyCity Cultural 2030 Community Plan Timelines Action Partners Indicators Services Key Objectives reference 2012 2013 2014 2015 6.7 Achieve national AlburyCity Increase in community Continuously review AlburyCity Corporate cultural professional satisfaction. service delivery for Plan 2010 – 2014 Flying Fruit Fly Circus standards in efficiency, cost governance, HotHouse Theatre Efficient management of management and operational financial and collection resource use. Murray Arts responsibility and resources. integrity. Murray Conservatorium Integrate an arts and Cultural Services Number of cultural cultural aspect into Strategic Plan 7.1 Albury Wodonga professionals Council planning and Eisteddfod strategy. Cultural Services Albury Entertainment Strategic Plan 6.3 Centre Albury Art Gallery Complete a range of Albury 2030 Cultural Organisations industry strategies, 3.41 “ Cultural policies and procedures Strategies” Albury and District Historical Society Cultural Services Strategic Plan 6.4

Assist in sourcing and retaining cultural professionals in key roles.

CULTURAL PLAN 4. CELEBRATING THE ENVIRONMENT ACTIONS Enhance and develop relationships with our natural and built environment to create experiences in a variety of cultural and recreational forms.

Performance AlburyCity Cultural 2030 Community Plan Timelines Action Partners Indicators Services Key Objectives reference 2012 2013 2014 2015 7.1 Develop and AlburyCity Increase awareness of Albury 2030 implement heritage heritage issues/benefits 3.43 “Heritage Community and Cultural programs and significance” Development mechanisms to raise awareness of the Historical Society Increase participation in Develop Cultural Cultural Services benefits of heritage heritage programs Collections that are Strategic Plan 1.2 Murray Arts conservation, relevant and of interest to Museums Australia visitors and the broader national audience Conservators Charles Sturt University Collect for engagement Cultural Services Planning and and relevance to Albury. Strategic Plan 9.1 Development

Encourage visitors to add Cultural Services to the interpretation of Strategic Plan 9.3 the social history collection.

CULTURAL PLAN 4. CELEBRATING THE ENVIRONMENT ACTIONS

Performance AlburyCity Cultural 2030 Community Plan Timelines Action Partners Indicators Services Key Objectives reference 2012 2013 2014 2015 7.2 Implement urban AlburyCity Number of commissions Work through the Urban Albury 2030 and public art per year: large, medium and Public Art 10 year 1.8 “ Innovative and Community and Cultural commissions and and ephemera. Business Plan and Modern design Development projects throughout implement actions. responses for the built the city. Developers Number of external environment” funding sources and Parks and Recreation grants received for public 1.17 “Promote Albury as Artists art. an inland city that is attractive to visit, live Funding bodies and invest in” Engineering and Planning Departments Cultural Services Strategic Plan 12.1

Performance AlburyCity Cultural 2030 Community Plan Timelines Action Partners Indicators Services Key Objectives reference 2012 2013 2014 2015 7.3 Work in partnership AlburyCity Number and level of cross Albury 2030 with other Council departmental teamwork. 1.8 “ Innovative and Planning and Engineering Business Units and Modern design appropriate external Parks and Recreation Number and level of responses for the built bodies to generate design integration. environment” Albury Water an integrated approach to civic Community and Cultural 1.17 “Promote Albury as planning, including Development an inland city that is street design and attractive to visit, live Murray Arts beautiﬁcation, and invest in” landscape design, Communications public art and Integrate an arts and Cultural Services Urban and Public Art signage. cultural aspect into Strategic Plan 7.1 Council planning and strategy.

Build a range of teams in Cultural Services speciﬁc work areas and Strategic Plan 7.2 across work areas.

Assist with a signage Cultural Services program to direct Strategic Plan 5.2 community and visitors to the Cultural Precinct.

Performance AlburyCity Cultural 2030 Community Plan Timelines Action Partners Indicators Services Key Objectives reference 2012 2013 2014 2015 7.4 Develop sustainable External Architects/ Albury 2030 Cultural Builders 3.38 “Cultural Precinct Infrastructure for Master Plan” Arts NSW the city. Federal and State Adoption of the 2010 Continue with the Cultural Services Government revised Cultural Precinct redevelopment of the QEII Strategic Plan 2.1 Master Plan Square AlburyCity Community and Cultural Implementation and Albury 2030 Development completion of Stage 1 3.30 “Access for All” Planning and Engineering Compliance with Improve access to Cultural Services Cultural Facilities accessibility standards. AlburyCity facilities. Strategic Plan 2.2 QEII Stakeholders Albury 2030 Community 3.30 “Access for All” External Architects/ Number of community Provide safe and Cultural Services Builders complaints. welcoming cultural Strategic Plan 2.3 Cultural Precinct Advisory facilities and other spaces Committee Albury 2030 3.39 “Art Gallery RDA Murray Design and construct the Opening of the $10.5M redevelopment” redevelopment of the redeveloped Albury Albury Regional Art Regional Art Gallery Cultural Services Gallery Strategic Plan 2.4 Continue to source facility Completed upgrades to improvements to the Albury 2030 the Albury Entertainment Albury Entertainment 3.40 “Albury Centre Centre. Entertainment Centre facility improvements”

Performance AlburyCity Cultural 2030 Community Plan Timelines Action Partners Indicators Services Key Objectives reference 2012 2013 2014 2015 7.5 Continuously source Arts NSW Albury 2030 new technology and 3.30 “Access for All” AlburyCity energy eﬃciency solutions within Community and Cultural Self rated green star 5 Albury Regional Art 2.7 “ Resource eﬃcient Cultural facilities Development Gallery Redevelopment building design and and programs. project refurbishment” Planning and Engineering Sustainability Team Relocation of the Assist in sourcing future 3.42 “Library Facilities” Lavington Library location and service delivery solutions for the Cultural Services Lavington Library. Strategic Plan 2.5

Reduction in Cultural Ensure cultural facilities Albury 2030 facility KWH levels and work practices reduce 2.2 “Energy Emissions energy consumption and Reduction Policy and Number of energy waste Strategy” reduction innovations Cultural Services developed. Strategic Plan 2.6

Implementation of LED Plan for technology Albury 2030 lighting systems. change and ensure we 4.4 “Use the new have the latest technology technologies for Implementation of RFID and software engagement where appropriate”” Number of online cultural Provide comprehensive collection access points cultural collections online Cultural Services (Flickr, OVID, Libero, Strategic Plan 2.7 CAN) Proactively incorporate new technologies as part of the development of a creative hub

CULTURAL OUTCOME , INCREASED PARTICIPATION IN A DIVERSE RANGE OF ART AND CULTURAL ACTIVITIES IN ALBURY TARGETS

LINKS TO NSW STATE OUTCOME MEASURES 2012 TARGETS PLAN OR STRATEGY 2020 TARGETS Passive and active Art Gallery: A 2% increase “Stronger A 50% increase (15,000 visitors) in cultural participation (600 visitors) in participation rate compared with 2010 figures. Communities” participation rate. rates for AlburyCity – ‘Increase participation facilities/services in the arts and cultural Library Museum: A 2% increase (4,000 visitors) in participation rate A 5% increase (10,000 visitors) in activity’. compared with 2010 figures; 2% increase in number of items loaned. participation rate; 5% increase in number of items loaned. NSW Gov. Lavington Library: Maintain consistent attendance at approximately Communities: Arts A 30% increase in participation rate; 90,000 visitors compared with 2010 figures; 2% increase in number of NSW – Corporate Plan a 6% increase in number of items items loaned. 2010-2012 – loaned. “GOAL 2: Increased participation in arts and Albury Entertainment Centre: A 2% increase (1,100 visitors) in Albury Entertainment Centre: A 5% cultural activities for all participation rate compared with 2010 figures. increase (2,750 visitors) in people across NSW”. participation rate.

Wood Fired Oven: Maintain current level of service by oﬀering 28 free Undercover areas associated with bakes per year. wood ﬁred oven redeveloped to increase visitation to the facility. Increase private bookings by 10% (from 86).

AlburyCity Collections: A 10% increase of collection catalogued. AlburyCity Collections: 100% of the collection catalogued.

CULTURAL TARGETS OUTCOME , INCREASED PARTICIPATION IN A DIVERSE RANGE OF ART AND CULTURAL ACTIVITIES IN ALBURY

LINKS TO NSW STATE OUTCOME MEASURES 2012 TARGETS PLAN OR STRATEGY 2020 TARGETS Cultural participation Murray Conservatorium: “Stronger rates both passive and Communities” – active for cultural ‘Increase participation Albury Wodonga Eisteddfod: providers in the arts and cultural activity’ Hothouse Theatre: NSW Gov. Communities: Arts Flying Fruit Fly Circus: NSW – Corporate Plan 2010-2012 “GOAL 3: The arts and cultural sector is strong and innovative, and the creative industries continue to grow”

LINKS TO NSW STATE OUTCOME MEASURES 2012 TARGETS PLAN OR STRATEGY 2020 TARGETS Cultural programs Theatre: 5 events/partnerships in annual subscription season with NSW Gov. Theatre: Maintain ongoing level of developed from within Australian signature companies; Maintain level of community, state, Communities: Arts programming in light of new our community in the national and international programming; Remain accessible for NSW – Corporate Plan performing arts facility opened in ﬁelds of theatre, visual community access. 2010-2012 Wodonga. art, social history, “GOAL 3: The arts and library & information cultural sector is strong Visual Arts: 50% of exhibitions generated inhouse; at least one public Visual Arts: 70% of exhibitions programs and cultural and innovative, and the program per exhibition; develop an exhibition program to showcase generated inhouse; at least one development creative industries emerging artists; 15 artists engaged per annum to develop new work; public program per exhibition; continue to grow” four public art projects delivered. permanent exhibition space for emerging artists; 30 artists engaged per annum to develop new work; one nationally signiﬁcant exhibition per annum; six public art programs delivered.

Social History: 50% of exhibitions generated inhouse; at least one Social History: 60% of exhibitions public program per exhibition; develop an exhibition program to generated inhouse; at least one showcase emerging artists; 15 artists engaged per annum to develop public program per exhibition; new work. develop an exhibition program to showcase emerging artists; 15 artists engaged per annum to develop new work.

LINKS TO NSW STATE OUTCOME MEASURES 2012 TARGETS PLAN OR STRATEGY 2020 TARGETS Cultural programs Library & Information programs: 2% increase in number of bookings NSW Gov. Library & Information programs: developed from within for technology; 2% increase in number of public enquiry responses; 2% Communities: Arts 20% increase in number of bookings our community in the increase in number of hits on website. NSW – Corporate Plan for technology; 20% increase in ﬁelds of theatre, visual 2010-2012 number of public enquiry responses; art, social history, “GOAL 3: The arts and 20% increase in number of hits on library & information cultural sector is strong website. programs and cultural and innovative, and the development creative industries Cultural Development: At least six projects delivered per annum; At Cultural Development: At least eight continue to grow” least 12 community groups actively engaged in projects per annum; projects delivered per annum; At Annual Community and Cultural Grants program delivered. least 15 community groups actively engaged in projects per annum; Annual Community and Cultural Grants program delivered.

Learning & Outreach: 2% increase in participation in educational Learning & Outreach: 10% increase programs; 2% increase in participation in outreach programs. (16,000 active participants per year) in participation in educational programs; 10% increase (350 programs per year) in participation in outreach programs.

Publications: two self initiated collection based publications annually. Publications: four self initiated collection based publications annually.

Volunteer engagement: 5% increase in volunteer placements within 20% increase in volunteer Cultural Services (70 cultural volunteers). placements within Cultural Services.

REFERENCES AlburyCity (12 May 2003) Albury Cultural Mapping and Australian Bureau of Statistics (2007-08) 8560.0 – Vision Project Report Museums, Australia AlburyCity (2011) Albury – Our Future (A Community Australian Bureau of Statistics 2010 Arts and Culture In Sustainability Strategy) Australia: A Statistical Overview 4172.0 AlburyCity (January 2011) Cultural Services Strategic Plan Australia Street (2003) 2011 – 2013 Australian Street (2011) Albury Regional Art Gallery AlburyCity (May 2009) Indigenous Cultural Sustainability 5 Year Business Plan – Consultation with the Aboriginal Community for the Department of Local Government (2012) Cultural Planning Albury region Guidelines for Local Government AlburyCity (November 2010) Corporate Plan 2010 – 2014 Flying Fruit Fly Circus (February 2011) 2010 Annual Report AlburyCity (October 2010) Council Group 2010/2011 Written by General Manager Chris Pidd Business Plan Community and Recreation id. consulting (2009) Community Proﬁle 2006 and 2001 AlburyCity Council (April 2010) ALBURY 2030 – Enumerated Census information for: AlburyCity A community strategic plan for Albury Regional Development Australia – Murray (2009) AlburyCity Council (October 2010) 2010-2014 Delivery Regional Plan 2010 – 2015 Program & 2010-2011 Operational Plan REMPLAN (January 2011) AlburyCity Economic AlburyCity (2011) Social Plan for the City of Albury Development and Tourism Team 2012 – 2016 Tourism Australia, 2005 Cultural Tourism In Regions of Arts Victoria (2008) The Role of Arts and Culture in Australia A report by Tourism Research Australia Liveability and Competitiveness commissioned by the Cultural Ministers’ Council Statistics Working Group Australia Council for the Arts (2010) More than bums on seats: Australian participation in the arts was prepared for the Australia Council by the market research company instinct and reason

ACKNOWLEDGEMENTS Maralee Vogel Team Leader, Tony Nott, Lillian McGrath, Lavington and Community Development, Freelance Arts Professional District Family History Society AlburyCity Council Ken Raﬀ, Freelance Arts Professional Linda Martin and Debbie Rowe from Simone Hogg, Manager Culture, the Albury Wodonga Eisteddfod Jane Downing, Events and Youth Services, Committee Freelance Arts Professional City of Wodonga Anthony Foley, President, Craig Dent, Chelsea McLaren, Operations Albury City Band Freelance Arts Professional Coordinator, The Cube, Lyn Potter, President, City of Wodonga Pettina Love, Aboriginal Liaison Murray Conservatorium Choir Oﬃcer, Wodonga TAFE Jennifer Wright, Coordinator, Joi Wilkinson and Edward Foulston ArtsSpace, City of Wodonga Brendan Maher, Team Leader, from Sing Australia Albury Entertainment Centre Michelle Wild, General Manager, George Brown from the Flying Fruit Fly Circus Pam Owen, Team Leader, Albury Art Albury Wodonga Pipes and Drums Gallery and Collections, AlburyCity Jon Halpin, Artistic Director, Dorothy Vassallo from GIGS HotHouse Theatre Carina Clement, Team Leader Albury Art Gallery and Studio and Libraries and Museum Programs, Karen Gardener, General Manager, Arts Wodonga AlburyCity Murray Arts Gwen Klinberg and Paul Scannell Kira Junek, Youth Café Programs Stephen O'Connell, from the Friends of the Coordinator, AlburyCity; Director Murray Conservatorium Botanic Gardens Joseph Thompson, President, Mary Jane Griggs, Arts & Media Dorothy Smith, Sue Boaden, Albury Wodonga Theatre Company Educator, Albury TAFE Australia Street Company Liz Kolisnyk, Livid Theatre Company Dr Bruce Pennay, Malcolm Ross Charles Sturt University Heather Sparks, Sally Louw from the Australian Albury Wodonga Artist Society Suzi Taylor, ABC Open Decorative Fine Arts Society, Janet Drummond, Secretary, Albury Wodonga Chapter Karen Roben, Friends of the Gallery Freelance Arts Professional Paul Grover Lecturer, Shirley Dobson and Beth McMurray Charles Sturt University Chris Pidd, General Manager, from the Friends of the Lifeline Albury Wodonga Committee Members of the LibraryMuseum AlburyCity Cultural Precinct Jacqui Schulz, Chris McQuellin, President, Advisory Committee Freelance Arts Professional Albury and District Historical Society 86 LPAGE | CLOSE | PRINT | HOME R

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