ATTACHMENTS UNDER SEPARATE COVER - …...2016/02/02 · Town of Gawler Corporate and Community Services Committee Meeting Agenda 2 February 2016 ATTACHMENTS UNDER SEPARATE COVER Item

Town of Gawler Corporate and Community Services

Committee Meeting Agenda 2 February 2016

ATTACHMENTS UNDER SEPARATE COVER

Item 7.2 – Arts and Culture Strategy

ATTACHMENT 1 Gawler Arts and Culture Strategy

ATTACHMENT 2 Gawler Arts and Culture Strategy Background Information

TOWN OF GAWLER CORPORATE & COMMUNITY SERVICES COMMITTEE 2 FEBRUARY 2016

Page 1 of 45 ATTACHMENTS UNDER SEPARATE COVER

Item 7.2 – Arts and Culture Strategy

ATTACHMENT 1 Gawler Arts and Culture Strategy

ATTACHMENT 2 Gawler Arts and Culture Strategy Background Information



GAWLERARTS & CULTURE STRATEGY2016 – 2025

ATTACHMENT 1





1Arts and Culture Strategy 2016 – 2025

CONTENTSSECTION ONE: INTRODUCTIONMayors Message Page 3

A message from Aunty May Turner Page 4

Executive Summary Page 5

SECTION TWO: STRATEGIC FRAMEWORKVision Page 7

Strategic Framework Page 8

SECTION THREE: DETAILED STRATEGYIdentity and Values Page 11

Strategic Aim Page 13

Council’s Role Page 15

Action Plan Page 16

Funding and Resourcing Page 19

Please note: Further background information gathered during the development of this

Strategy is contained in a separate document and is available at www.gawler.sa.gov.au.



2 Arts and Culture Strategy 2016 – 2025

SECTION ONE: INTRODUCTION




A MESSAGE FROM THE MAYOR Gawler has a thriving arts scene with a broad range of activities, programs and events already taking place. There are many individuals and groups driving arts and cultural development within the Town. The arts can be a wonderful tool for engaging community and helping facilitate social change and growth. It plays a significant role in contributing to the community’s overall health and wellbeing and can assist people to contribute to their community in positive and active ways. The Town of Gawler values the role the arts play in promoting community spirit and pride. It supports its community in developing their creativity through providing avenues to showcase their work, skills and talents and supports the development of various programs and events for the community. Gawler has a rich cultural heritage encompassing, firstly, the Kaurna people, the original inhabitants of Adelaide and the Adelaide Plains, and more recently in the 1830’s, European settlement which can be seen in Gawler’s amazing streetscapes, cottages, homesteads, and of course, the nationally significant Gawler Heritage Collection. The Arts and Culture Strategy outlines Council’s commitment to the arts over the next ten years, under the themes of: development and investment in people; activation of and investment in places; development and investment in activity. The Strategy highlights a vision that promotes the arts as being accessible to everyone, connects people, places and perspectives, and builds a welcoming and vibrant community. I encourage all artists and the broader Gawler community to engage with this Strategy and to build on our vibrancy as a regional arts hub.

Mayor Karen RedmanTown of Gawler




A MESSAGE FROM AUNTY MAY TURNERGawler holds an important significance for Aboriginal people past and present. It has always been a meeting place for the Kaurna Peramangk and Ngadjuri people to practice and share culture.

Today Gawler has a great opportunity to flourish as a Hub for Aboriginal culture and the arts. By acknowledging culture and its important role in our shared history we build a sense of pride and positive wellbeing in our people’s lives. By strengthening the participation of culture and arts our children and young people will grow up in Gawler feeling connected back to their country and culture.

Aunty May TurnerKaurna Narungga Ngarrindjeri Elder




The Town of Gawler is entering an exciting time of growth, development and consolidation as a thriving regional centre. The arts community of Gawler is strong, motivated and enthusiastic and an opportunity exists to develop a strong identity for Gawler as an Arts and Cultural hub. The natural and built landscape and rich history of the town and its people provide the perfect setting for developing Gawler as a community that embraces and values Arts and Culture; and where participation and a sense of belonging for community members is strong.

A broad breadth of Arts and Cultural activities, events, places and spaces are already available and there are many existing groups and individuals driving arts and cultural development. Many opportunities have been highlighted to further drive awareness, participation and appreciation of the arts in Gawler and celebrate its culture.

Better communication around opportunities to be involved in Arts and Culture activities will increase participation and sustainability of programs, help to connect people and make them feel a part of the community.

Flexible shared spaces (both indoor and outdoor) are needed to support participation. Activation of existing spaces that are currently underutilised and partnerships with Council, other levels of government, philanthropists, community groups, businesses and individuals will be critical in terms of delivering much needed resources.

Gawler continues to evolve from its early days as a small country town to being a regional commercial centre with growing residential and visitor populations.

The Town of Gawler local government area records a population of around 22,000 people with projections of growth in the next 10 years of a further 10,000 people. At the same time, resident populations in neighbouring areas who rely on Gawler for key services and are often active in ‘the Gawler community’, are planned to continue to grow.

Initiatives proposed aim to create opportunities for interaction and integration between ‘old’ and ‘new’ residents and allow the identity of Gawler to continue to evolve as these populations grow and demographics change.

EXECUTIVE SUMMARY




Its history and heritage, both Aboriginal and non-Aboriginal, its industrial background, the beauty of its natural landscape and its role as a significant regional centre in close proximity to Adelaide; all provide the backdrop for understanding the culture and the identity of the town.

The importance of keeping a separate township identity is important to Council and the people of Gawler. The preservation of its historical architecture and buildings, the celebration of its Aboriginal and European history and the people of Gawler; and the documentation and telling of the collective stories is also extremely important; not just for the purposes of preservation but also to affirm and build the identity of Gawler now and into the future.

This Strategy presents a vision that promotes Arts and Cultural activity that is accessible, creates a vibrant place to live and work and connects people to each other and the heritage of Gawler. The already strong community spirit, commitment, energy and enthusiasm of the Gawler community; coupled with Council’s commitment to Arts and Culture via this Strategy will ensure that this vision becomes a reality.

Where will Arts

& Culture in Gawler be in

10 years time?

Arts & Culture in Gawler is thriving

Gawler is a destination of choice to live and visit.

Where is Arts

& Culture in Gawler at right now?

Great potential

No clear identity

What needs to happen?

Better utilisation / activation of space

Increase activity & engagement

Establish partnerships, funding & investment

Partners:

Community members & groups. Council, State

Government, local businesses, services,

clubs, schools, artists, local

media

EXECUTIVE SUMMARY




SECTION TWO: STRATEGIC OVERVIEW




VISION

Gawler is a healthy, vibrant and engaged community that celebrates arts, culture and heritage.

It focuses on creativity and expression to drive the growth and development of people, places and activity.

The culture of a community is reflective of its people, their environment and how they live. Arts and Cultural activity and the care and management of the spaces in which activity occurs are dependent on the innovative and creative ideas, energy, enthusiasm and teamwork of community members.

In developing this Strategy, the community was asked to contribute their knowledge, experience and ideas for the future of Arts and Culture in Gawler.




STRATEGIC FRAMEWORK

Gawler is a healthy, vibrant and engaged community that celebrates arts, culture and heritage. It focuses on creativity and expression to drive the growth and development of people, places and activity. Heritage

COUCIL

Sports &Recreation

Leader

Service Provider

Regulator

Owner Custodian

Advocator

Facilitator

Business

Community

Vibrant ContemporaryCountry Town

The NaturalEnviroment

COMMUNITY

CommunitySpirit

Leader

Initiator

Supporter

Participant

Creator

Audience

Government

Commercial & Other Services

CULTURAL VITALITY FOR THE TOWN OF GAWLER

Activation of and investment in

PLACESFor audience and

participants

For community and professional arts practice

Activating existing indoor and outdoor spaces

Acknowledgement of Shared European and Aboriginal History

Development of and investment in

ACTIVITYExpression and creativity

Nurturing creative industries

Events showcasing history and community

Cultural Tourism

Building a connection to place

Development of and investment in

PEOPLECultural Community Builders

Active participation and investment

Connected people who communicate

and share

VALUES

BelongingTrust

Respect

CREATIVITY

ImaginationInnovationExpression

CONNECTEDNESS

RelationshipsCommitment

Networks

SUSTAINABILITY

TraditionAnticipationResilience

ENGAGEMENTInteractionEnrichmentInvolvement

PROSPERITY

InvestmentIncomeSupport

VIS

ION

ST

RA

TE

GIC

AIM

ST

RA

TE

GIC

TH

EM

ES

WH

YH

OW

WH

AT IDENTITIES & VALUES

ROLES

PARTNERS

CONTEXT




SECTION THREE: DETAILED STRATEGY




HERITAGEGawler’s past is very much entrenched in its present, through the buildings and landscape and by the various organisations that work to celebrate and preserve the stories, artefacts and traditions of previous generations. The shared history of Europeans and Aboriginals is reflected throughout the community with many individuals and organisations actively demonstrating its value and importance.

Heritage helps to build a community’s collective identity and enable people to better connect to and understand a place. The preservation and sharing of stories is critical to the preservation of heritage and incorporating these stories into community activity can inform the future and encourage a sense of belonging. Heritage plays a role in the creation of art, education and in the development of community infrastructure.

COMMUNITY SPIRITRelationships, networks, familiarity and commitment all play a role in the community spirit of Gawler.

The capacity for members of the community to look after each other and band together both in crisis and in celebration is an indication of a strong community spirit. The size of Gawler and the nature of its residents encourage neighbourly behaviour and friendliness – people like to walk down the street and see faces they know and are familiar with.

A strong culture of volunteering, places and occasions that encourage people to come together and opportunities for people to get involved and take an interest in the community provide a sense of community spirit.

THE NATURAL ENVIRONMENTWith the Para Rivers (North and South) threading through the town, green corridors, wide streets, mature trees and the vista of the hills to the east, Gawler people identify strongly with the natural environment.

Residents interact with the natural environment through parks and pathways with groups who actively work to preserve and develop the green characteristics of the community.

The sense of space and the tree-lined streets are an important visual characteristic for the residents and represent the “country town” characteristic, which is an important part of the local identity.

The following six pillars reflect the cultural identity of Gawler, as described by the community during consultation on this Strategy: Heritage, Community Spirit, the Natural Environment, Commercial and Other Services, a Vibrant Contemporary Country Town and Sport and Recreation. These things represent what is familiar, respected, valued and worthy of investment by the people of Gawler. Implementation of the Arts

IDENTITY AND CULTURAL CONTEXT

and Cultural Strategy relies on the capacity for the community to relate to the activities and programs that emerge from the Strategy. If these are developed in the context of an identity that key stakeholders and the community can relate to, there is a much greater chance of participation, support and investment. Activities that emerge from the Arts and Culture Strategy should be developed in the context of the community’s identity.




COMMERCIAL & OTHER SERVICESThe commercial and service delivery offering in Gawler has developed significantly over time. As such these sectors within Gawler now service not only Gawler residents but also residents of neighbouring towns as far away as the mid-north of South Australia.

Key government and health services and a range of large and small retail businesses provide a lure for the significant number of people who visit Gawler regularly.

There are many benefits to this growth including economic and social (in terms of availability and range of services and goods) however there are also many challenges; such as traffic management, parking and congestion.

The balancing of these benefits and challenges are key considerations in the ongoing management and development of Gawler’s cultural identity.

A VIBRANT CONTEMPORARY COUNTRY TOWNOriginally developed as a rural hub 42km from the centre of Adelaide, Gawler values its “country town” roots with community members enjoying the self-contained nature of the township and its green corridors. Maintaining its identity as a country town, separate from Adelaide, remains important to the people of Gawler.

In contemporary society however, the expectations of the community in relation to services, entertainment, retail and industry have increased and balancing the style of a country town with the present-day needs of its residents is important.

Retaining the country town feel and balancing that with a desire to be progressive, encourage economic growth and deliver community sustainability are key considerations for Gawler.

SPORT AND RECREATIONLike many rural communities sport and recreation are a significant part of the lifestyle in Gawler with many investing in sporting culture as supporters, volunteers and participants.

Along with encouraging health and wellbeing, sport and recreation in Gawler bring people together and link the community to the national sporting culture.

The rivalries between groups is strong but so too is the sense of mateship and camaraderie that involvement in sport provides and the number and quality of sporting facilities demonstrate its importance to the Gawler community.




CULTURAL VITALITY IS….

VALUES: Belonging, trust & respect Principles of behaviour that relate to worth, merit, importance and meaning and reflect what is important in life.

CREATIVITY: Imagination, expression & innovation The process of generating original ideas that stimulates new ways of thinking, believing and doing.

CONNECTEDNESS: Relationships, commitment & networking The links between individuals, their community and their surroundings.

ENGAGEMENT: Enrichment, involvement & interaction The process of participating.

SUSTAINABILITY: Tradition, anticipation & resilience The capacity for the community to endure, adapt and predict diverse cultural, social, environmental and economic conditions.

Whilst not listed as a key characteristic of Cultural Vitality, prosperity is another important reason why we invest in Arts and Culture. The Creative Communities Network Cultural Impact Framework also enables the capacity to measure prosperity by the investment, income and support.

STRATEGIC AIM

The strategic aim of the Arts and Cultural Strategy is to achieve cultural vitality.




In fulfilling the Arts and Culture Vision for Gawler it is important to understand the value and role of Arts and Culture in the community and why it is important to invest in Arts and Culture.

The benefits of Cultural Vitality are significant and it is the key driver for arts and cultural activity. In aiming to be culturally vital, Gawler can achieve its vision to be a healthy, vibrant and engaged community that celebrates arts, culture and heritage.

The Creative Communities Network of South Australia through their Cultural Indicators Pilot Project has identified the key characteristics of cultural vitality.

The Arts and Culture Strategy will foster these characteristics and through the Creative Communities Network Cultural Indicators Framework these can be effectively measured.

CULTURAL VITALITY FOR THE TOWN OF GAWLER




SERVICE PROVIDER: Direct – Responsible for funding and providing a service to the community.

Partner – Contributes funds and/or other resources towards a service or initiative that is delivered in partnership with other organisations.

Agent – Provides a service funded by or on behalf of others which involves hosting or other use of Council resources to fill particular needs of the community.

E.g. Providing seed funding / project funding / sponsorship/ program delivery / resources to support Arts and Culture; cultivating and managing creative initiatives; presenting and/or producing creative content; collaborating with community and key stakeholders; supporting groups to be sustainable and successful; developing partnerships to deliver on the Strategy; and helping organisations and people to develop partnerships.

COUNCIL’S ROLE

REGULATOR:Required by legislation to fulfil a particular role or function in the best interest of the public. This requires Council to perform / discharge statutory powers, functions and duties.

OWNER CUSTODIAN:Council owns and/or manages community infrastructure, community facilities, reserves, parks and gardens.

E.g. Providing access to places and spaces for Arts and Cultural activity and preserving, maintaining and exhibiting cultural artefacts.

ADVOCATOR:Represents the interest of the Gawler community by lobbying other tiers of government and private sector for improved services and amenities.

E.g. Advocating for new initiatives and assistance; mentoring groups in accessing funding and driving policy and planning that supports Arts and Culture.

FACILITATOR:Brings together or connects people and groups to pursue issues, opportunities or shared interests.

E.g. Bringing groups together; supporting local artists and Arts and Culture groups; empowering the community; encouraging self-development of programs and activities; encouraging community engagement; activating public places and spaces; kick-starting events and activities; providing the frameworks to work with; and promoting initiatives.

LEADER:Provides leadership and guidance to the community in the pursuit of a vision, goals and opportunities.

E.g. Leading initiatives; leading by example; and applying an Arts and Culture lens to ‘the way we do things’.




THEME ONE:Development of and Investment in People

• A strong cohort of creative community builders embedded across a range of sectors including government, health, education, community and business

• A community which identifies with its cultural identity and actively participates and invests in Arts and Cultural activity

• Well connected Arts and Cultural drivers with the capacity to promote initiatives community-wide

STRATEGIC ACTION PLAN

ACTIONS COUNCIL’S ROLE PRIORITY LINKS

Encourage Arts and Cultural groups to collaborate and develop knowledge and skills.

FacilitatorLeader

High • Gawler Community Plan 3.6: Encourage the development of the Arts

Support existing Arts and Cultural organisations to be more sustainable.

Service Provider Facilitator

High • Gawler Community Plan 5.4: Create and sup-port community partnerships that contribute to the implementation of this Plan.

Facilitate the distribution of Arts and Cultural information through a central point.

Service Provider

Facilitator

High • Gawler Community Plan 1.4: Create a vibrant

and active, event filled Council area.

Encourage mentoring through Council Arts and Cultural activities supporting the development of arts community volunteers and leaders.

Service Provider Medium • Gawler Community Plan 5.1: Support and encourage community teamwork.

• Gawler Youth Development Plan Goal Two: Gawler’s youth are leaders today and in the future

Nurture strong community partners and support the development and retention of Arts and Cultural volunteers (e.g. through Northern Volunteering).

Service ProviderFacilitator

Medium • Gawler Community Plan 3.4: Recognise, respect, support and advocate on behalf of volunteers

• RDAB Roadmap Priority 9: Health and Well-being

Encourage collaboration on Arts and Cultural initiatives and foster relationships between artists, arts organisations, schools, businesses and health and community organisations.


Medium • Gawler Community Plan 5.4: Create and sup-port community partnerships that contribute to the implementation of this Plan.




THEME TWO:Activation of and Investment in Places

• A range of places where people can meet and enjoy a range of Arts and Cultural activities as both participants and audience members

• Accessible spaces which cater to the needs of community and professional based arts activities

• Active outdoor, urban and natural spaces that are utilised for formal and informal gatherings

• Acknowledgement of places which are significant to the history of both Aboriginal and Non-Aboriginal people



Activate urban and recreational spaces through the implementation of a public art policy and encourage investment by business, community and government.

Service Provider Owner Custodian Facilitator Leader

High • Gawler Community Plan 1.1: Maintain a clearly defined township, one that is distinct from neighbouring areas.

• Gawler Community Plan 2.5: Manage growth through the real connection of people and places.

Activate community spaces and develop a guide to facilitate “ease of use” and access to community facilities.

Owner CustodianFacilitator

High • Gawler Community Plan 1.4: Create a vibrant and active, event filled council area.

Establish a dedicated flexible space in Gawler that is suitable for community and professional local and touring exhibitions, workshops and performances.

Service ProviderOwner Custodian AdvocatorFacilitator

High • Gawler Community Plan 2.1: Physical and social infrastructure to match population growth.

• Gawler Community Plan 3.6: Encourage the development of the Arts.

• RDAB Roadmap Priority 10: Infrastructure for Sustainable Populations

Acknowledge and promote shared non-Aboriginal and Aboriginal history in public places through planning, signage and public art.

Service Provider

Facilitator

High • Gawler Community Plan 1.4: Create a vibrant and active, event filled Council area.

Adopt a Council-wide cultural policy that makes cultural vitality the responsibility of all departments.

Advocator Leader

High • Gawler Community Plan 5.2: Be recognised as

‘best practice’ Local Government organisation.

Streamline policy and processes that regulate festivals and events.

Leader Medium • Gawler Community Plan 1.4: Create a vibrant and active, event filled council area.

• Gawler Community Plan 2.5: Manage growth through the real connection of people and places.

Support the community to deliver activities in community spaces and provide a practical arts and events resource kit.

Service Provider Regulator Facilitator

Low • Gawler Community Plan 1.4: Create a vibrant and active, event filled council area.

• Gawler Community Plan 5.1: Support and encourage community teamwork.




THEME THREE:Development of and Investment in Activity

• Programs developed with the community that enable expression and creativity across a range of art forms

• Strong creative industries and retail opportunities for artists

• A range of events both small and large that showcase Gawler and provide opportunities for the community to acknowledge and celebrate shared values and heritage

• Arts and Cultural activities that support the health and wellbeing of disadvantaged and marginalised people

• Culturally diverse activities which attract visitors to the region

• Programs that enhance public spaces and build connection to place



Strengthen the capacity of heritage-based organisations to preserve and celebrate of heritage in collaboration with community members.


High • Gawler Community Plan 1.2: Build a local community that is proud of Gawler

• Gawler Community Plan 1.3: Protect and promote Gawler’s unique heritage

Ensure sustainability for the future and cultivate young artists through engagement in Arts and Culture as creators, organisers and audience members.

Service ProviderFacilitator

High • Gawler Community Plan 3.6: Encourage the development of the Arts

• Gawler Youth Development Plan Goal Three: Celebrate young people, their diversity and creativity.

Stimulate creative industries and arts business development relating to Gawler’s cultural vitality.


Medium • Gawler Community Plan 1.4: Create a vibrant and active, event filled council area.

• Gawler Community Plan 2.6: Local economic activity to create local job opportunities and generate increased local wealth.

• RDAB Roadmap Priority 5: Economic Diversity

Strengthen existing events, identify opportunities for growth and support the establishment of an Events Support and Development Network.

Facilitator Medium • Gawler Community Plan 1.4: Create a vibrant and active, event filled council area.

• Gawler Community Plan 5.1: Support and encourage community teamwork.

Develop Community Arts and Cultural Development partnership projects that focus on improvement of health and wellbeing issues.


Medium • Gawler Community Plan 3.1: Health and social wellbeing services in Gawler to meet growing regional community needs.

• Gawler Community Plan 3.6: Encourage the development of the Arts

Equip artists, organisations, Council and businesses to implement the principles of cultural tourism and develop strategies for digital engagement.

Facilitator Medium – Low

• Gawler Community Plan 2.6: Local economic activity to create local job opportunities and generate increased local wealth.

• RDAB Roadmap Priority 4: Tourism Growth




Funding and resourcing sustainable Arts and Cultural activity in a local government setting requires a diverse approach. The following principles can be considered in relation to the implementation of the Arts and Culture Strategy.

FUNDING AND RESOURCING

FUND AND SEEK FUNDING FROM A FOUNDATIONAL PERSPECTIVE. Funds should be expended on initiatives that have the potential to add to the knowledge, resources, expertise or budget of the Arts and Culture eco-system in Gawler. For example, leadership programs that have the capacity to develop cultural leaders who will help to drive Arts and Cultural activity; or provide access to venues (at existing concession rates) and resources for organisations and individuals to grow Arts and Cultural activities.

SEEK TO PARTNER WITH NON-ARTS ORGANISATIONS WHENEVER POSSIBLE.Look to fund Arts and Culture projects with funding targeted at health, education, regional development etc. Aim to align projects with the strategic objectives of other organisations.

ANNUAL ALLOCATION OF COUNCIL FUNDING.Allocate a specific percentage of Council’s annual operating and capital budgets to be expended on Arts and Cultural programs, projects and initiatives.

GET GOOD AT GRANT FUNDING.Apply well, apply often and teach others to do the same. Maintaining a bank of evidence which can be used for funding applications is also important.

USE CORE COUNCIL EXPENDITURE MORE INNOVATIVELY ON ARTS AND CULTURE. For example rather than purchase street furniture “off the shelf” work with artists to create unique items that have both functional and aesthetic benefits.

NURTURE BENEFACTORS THROUGH TARGETED PROJECTS.Trends in Australian Arts Funding are pushing towards private, philanthropic and corporate sources for further investment. These types of funding are difficult for Councils to access, however support for the development of an Arts Foundation or equivalent could encourage others to access funds in this way – leveraging support provided by Council and using the Australian Cultural Fund to encourage Tax Deductible contributions.

LOOK AT WHAT IS SAVED OR GAINED RATHER THAN INCOME.Often Arts and Cultural initiatives cost more money than they are able to generate in income but there may be other financial benefits – particularly in terms of community health and safety.

COMMIT TO PROGRAMS LONG TERM.Don’t assume that if something doesn’t work the first time that it won’t work at all. Some things take time to grown and gain a reputation. Start small if necessary.




USE CORE FUNDING TO GET MATCHED FUNDING WHEREVER POSSIBLE.Always seek to leverage funds with other partners – for every dollar invested in Arts and Cultural programming or project delivery, aim to bring in the equivalent from other partners.

DEMONSTRATE POTENTIAL THROUGH INTRODUCTORY PROGRAMMING – ACTIVITY BREEDS ACTIVITY. In the development of spaces both indoor and outdoor, programming activities demonstrate the nature of a space and how it can be used by others. This helps gather momentum and encourages further activity generated by others.

CAPITALISE ON OTHER CAMPAIGNS, MOVEMENTS OR PROGRAMS.Movements such as Totally Locally or nationally recognised days/weeks such as Harmony Day and History Month come with promotional collateral, recognised brands and resources.

CONSISTENTLY REINFORCE THE VALUE OF ARTS AND CULTURE WITH THE COMMUNITY. If the community value the arts they will be more inclined to personally invest in terms of donations, ticket prices, admission fees etc.

FUNDING LINKS

The Australia Council for the Artswww.australiacouncil.gov.au/funding/new-grants-model/

Arts SA www.arts.sa.gov.au/arts-sa-funding-grants-2015-review/

Country Arts SA www.countryarts.org.au/support-funding/grants-3/

Creative Partnerships Australia www.creativepartnershipsaustralia.org.au/how-we-can-help/programs/

Australian Cultural Fundwww.creativepartnershipsaustralia.org.au/how-we-can-help/australia-cultural-fund/

Festivals Australiawww.australiacouncil.gov.au/funding/new-grants-model/ festivals-australia-regional-festivals-project-fund/

Carclew – Youth Artswww.carclew.com.au/Funding-Scholarships-Awards

National Program for Excellence in the Artswww.arts.gov.au/nationalexcellenceprogram

Copyright Agency – Cultural Fundwww.copyright.com.au/culturalfund/

Philanthropy Australiawww.philanthropy.org.au/seek-funding/

Our Community – Online Funding Resource Newsletterwww.ourcommunity.com.au





GawlerArts and Culture Strategy2016 – 2025

Developed in 2016 by: Maz McGannPlay Your [email protected] 807 973

Leonie BoothbyLeonie Boothby & Associates Pty [email protected] 296 767



Gawler

Arts and Culture Strategy 2016 – 2025

Background Information

ATTACHMENT 2



CONTENTS

I. A Cultural Future Page 3 II. Identity and Values Page 4

III. A Great Cultural Experience Page 5 I. What Informed Our Thinking Page 6

II. Consultation Report Page 8 III. An Ideas Bank Page 11 IV. Arts and Culture Groups Page 15 V. Arts and Culture Activities Page 16

VI. Arts and Culture Events Page 17



A CULTURAL FUTURE

Arts & Culture in

Gawler right

now? No clear identity: Rapid changing culture

Experiencing growth and surrounded by growth areas

No clear point of difference

Young people leave or go outside of Gawler to find things to do

Visitors don’t stay long enough

Great potential: Arts & Cultural activity

happening but no one knows about it.

Big arts community - “Creative underbelly”

Lots of potential.

Good community spirit

Minimal resources.

What needs to happen?

Better utilisation / activation of space: Find ways to activate existing spaces; both

indoor and outdoor; public and privately owned

Create more shared spaces that are flexible, accessible and affordable

Restore heritage places in a sustainable way

Increase activity, creativity & engagement: Create partnerships to deliver new

initiatives

Support local artists & strengthen Arts and Culture community groups

Create more public art, exhibitions, performances, workshops and classes

Improve communication about what already exists

Celebrate Gawler history & heritage and make it a drawcard.

Establish partnerships, funding & investment: Ongoing commitment by Council to

development of Arts & Culture

Develop community and business partnerships

Where will Arts & Culture in

Gawler be in 10 years’ time? Gawler is a destination of choice to live and to visit:

Strong sense of identity, capitalising on natural beauty, history and heritage

A vibrant place where people come together to engage in Arts and Cultural activity

Events and festivals draw people to Gawler; celebrating its history, heritage, traditions, Arts and Culture

Arts and Cultural / heritage tourism are economic drivers

Arts & Culture in Gawler is thriving: Activity is ever evolving; connects people,

promotes happiness, enjoyment, thinking, creativity and fun

Arts & Cultural spaces created / activated

Arts & Culture is visible (public art, buskers, live music, exhibitions, festivals, events, workshops, classes) and inclusive; and participation is high

Community capacity of Arts & Culture organisations is strong

Sustainable and successful partnerships and ongoing resources are in place.

Partners: Community members & groups, Council, State Government, local businesses, service clubs, schools, artists, local media



IDENTITY AND VALUES

Demographically speaking…. Taken from the Australian Bureau of Statistics and The Social Atlas of Australia: Local Government Areas Public Health information Development Unit (PHIDU) University of Adelaide

41.1 Square Kilometers in size

Population of 21,828

1.9% Aboriginal and Torres Strait Islanders

19% Residents born outside of Australia

32% Aged 24 years and under

38% Aged between 25 and 54 years

30% Aged over 55 years

Median Age is 40 years

Median weekly household income $960

61% identify as religious

11.6% aged over 18 living with disability (mild to profound)

18.5% of people aged 15 and over volunteer

Manufacturing, retail and health care are the three largest

employment industries (39% of the workforce)

10% increase in population projected in the next 10 years

18.2% jobless families with children under 15 years

31% of households suffering from financial stress from

mortgage or rent

42.7% of the population feel safe or very safe walking

alone after dark



A GREAT ARTS AND CULTURAL EXPERIENCE

Along with striving for Cultural Vitality, when planning Arts and Cultural activities it is important to know what makes these sorts of experiences great. The people of Gawler look for the following things in their Arts and Cultural experiences

“Inspiring, uplifting and immersive”

“Creative, vibrant and

fun”

“Spontaneous, celebratory, and joyous”

“Being part of something bigger than

yourself”

“Once in a lifetime and exposure to something

different”

“Unity and belonging, united

common interests”

“Inclusive and sharing

culture – town pride”

“Honouring history and traditions”

“Wow Factor, stunning and

engaging”

“Affordable with lots of

people”

“Unique and authentic”

Expression and creativity

Nurturing creative industries

Events showcasing history and community

Cultural Tourism

Building a connection place



WHAT INFORMED OUR THINKING

The Australia Council for the Arts The Australia Council for the Arts is the Federal Government’s National Arts Agency. It released its five-year strategic plan, A Culturally Ambitious Nation in August 2014. In the absence of a national cultural policy, the Australia Council’s strategy and its funding program provide insight into priorities for the Arts and Cultural sector nationally. Aligning Arts and Cultural development with the Australia Council strategy increases opportunities for funding and collaboration with other leading artists and arts organisations. http://www.australiacouncil.gov.au Strategic Goals

Australian arts are without borders - focusing on international arts initiatives.

Australia is known for its great art and artists – focusing on the development of artists and new art.

The arts enrich daily life for all – focusing on arts engagement with community and developing arts experiences for children and young people.

Australians cherish Aboriginal and Torres Strait Islander Arts and Culture – focusing on indigenous arts.

http://www.australiacouncil.gov.au/workspace/uploads/strategic-plan.pdf The Australia Council has also developed a range of evidence documents regarding Arts and Culture participation.

Arts Nation: An Overview of Australian Arts http://www.australiacouncil.gov.au/workspace/uploads/files/research/arts-nation-final-2-march-551882b596938.pdf

Arts in Daily Life: Australian Participation in the Arts http://www.australiacouncil.gov.au/workspace/uploads/files/research/aca_221751_research-fact-sheet-54911b235537d.pdf

Cultural Development Network

The Cultural Development Network (CDN) is the leading service organisation in Australia for the Arts and local government. In 2013 the Cultural Development Network was funded through the Australia Council’s National Strategic Development Initiative to develop the National Local Government Cultural Forum, which brings together the State, Federal and Local Government. The Forum aims to develop a national perspective on stronger cultural development practice in local government across Australia. http://www.culturaldevelopment.net.au/projects/nlgcf/ The Cultural Development Network has developed a range of resources for local government and conducts research initiatives relating to the value and impact of Arts and Culture in local government.

Cultural Development Planning for Victorian Councils http://www.culturaldevelopment.net.au/projects/cultural-development-planning-local-government-australia/

Building Civic Engagement Through the Arts http://www.culturaldevelopment.net.au/projects/generations-2/



http://www.australiacouncil.gov.au/

http://www.australiacouncil.gov.au/workspace/uploads/strategic-plan.pdf

http://www.australiacouncil.gov.au/workspace/uploads/files/research/arts-nation-final-2-march-551882b596938.pdf

http://www.australiacouncil.gov.au/workspace/uploads/files/research/arts-nation-final-2-march-551882b596938.pdf

http://www.australiacouncil.gov.au/workspace/uploads/files/research/aca_221751_research-fact-sheet-54911b235537d.pdf

http://www.australiacouncil.gov.au/workspace/uploads/files/research/aca_221751_research-fact-sheet-54911b235537d.pdf

http://www.culturaldevelopment.net.au/projects/nlgcf/

http://www.culturaldevelopment.net.au/projects/cultural-development-planning-local-government-australia/



http://www.culturaldevelopment.net.au/projects/generations-2/

http://www.culturaldevelopment.net.au/projects/generations-2/

Creative Communities Network

South Australia The Creative Communities Network (CCN) SA is an informal group that brings together local government Arts and Cultural staff and representatives from leading Arts and Culture agencies in South Australia. With funding assistance from the Local Government Association of SA the CCN developed Creative Communities – Guidelines for developing and maintaining an Arts and Cultural policy. http://www.lga.sa.gov.au/webdata/resources/files/Arts_and_Culture_Project___Guidelines_pdf1.pdf

Cultural Indicators Framework As referenced earlier in the strategy Creative Communities Network is also working on the Cultural Indicators Framework. Stage two of the development of the framework is expected to be finished in November 2015. It will provide a detailed toolkit for local government to measure the impact of local government activity on cultural vitality. The Cultural Indicators project is being funded by the Local Government Association of South Australia Research and Development Fund with five local councils participating in the pilot including the Barossa Council, the City of Marion, the City of Unley, the City of Payneham, Norwood & St Peters and the City of Holdfast Bay. The Gawler Arts and Culture Strategy has been developed to align with the Cultural Indicators Framework and will facilitate the evaluation and measurement of the Gawler Community’s Cultural vitality. The framework will provide a methodology to consistently collect information regarding the provision of Arts and Culture including how much is invested in it by Council, partners and the public. It also enables the capture of information associated with participation and people’s perception of activities and if it helps to build cultural vitality.

Regional Galleries Association SA Mapping Project:

More than Pictures on Walls More than Pictures on Walls provides a guide to regional galleries in South Australia and provides an overview of management models for public and community galleries. The document includes a range of case studies and outlines the value of Galleries to regional and remote communities. http://rgasa.org.au/mapping-project/

National Arts & Health Framework The Institute for Creative Health developed the National Arts and Health Framework in 2013 after it was initiated by the Meeting of Cultural Ministers. Every state and federal Arts Minister and Health Minister has endorsed the framework. The Framework provides an overview of arts and health practice and the nature of the field in Australia and includes an extensive list of arts and health resources and projects. http://mcm.arts.gov.au/national-arts-and-health-framework http://instituteforcreativehealth.org.au

Other References / Resources The Creative Community Builder’s Handbook

By Tom Burrup with partners for Livable Communities

Growing Communities – Arts and Culture In Local Government Community Arts Network Western Australia

Cultural Tourism Victoria - http://www.culturaltourismvictoria.com.au/index.php

Museums Australia - http://www.museumsaustralia.org.au/site/

The Platform - http://theplatform.com.au

Creating Australia principles of Community Arts and Cultural Development -

http://creatingaustralia.org.au/resources-2

Regional Development Australia – Barossa (RDAB) Road Map Regional Development Australia – Barossa services four local government areas including Gawler, Barossa, Mallala and Light. Each year they produce a Regional Road Map which is a strategic document that informs the federal government, and others of the regional priorities and areas of attention. It is relevant when considering development on a regional level and aligning with the strategies of both state and federal government – culturally, economically, socially or environmentally. http://www.barossa.org.au/regional-roadmap/



http://www.lga.sa.gov.au/webdata/resources/files/Arts_and_Culture_Project___Guidelines_pdf1.pdf

http://www.lga.sa.gov.au/webdata/resources/files/Arts_and_Culture_Project___Guidelines_pdf1.pdf

http://rgasa.org.au/mapping-project/

http://mcm.arts.gov.au/national-arts-and-health-framework

http://instituteforcreativehealth.org.au/

http://www.culturaltourismvictoria.com.au/index.php

http://www.museumsaustralia.org.au/site/

http://theplatform.com.au/

http://creatingaustralia.org.au/resources-2

http://www.barossa.org.au/regional-roadmap/

CONSULTATION REPORT

Approach

Key stakeholders and members of the general community were consulted using a number of mechanisms to gather information regarding Gawler culture and

identity, arts activities and the needs of the community in relation to Arts and Culture for the future. Consultation included a range of one on one and group

consultation sessions as well as an online survey.

Objectives of consultation:

Measurement of community expectations

Providing opportunities to share ideas, aspirations and provide feedback on existing Arts and Cultural activities and resources

Respond to goals in the Community Plan

Encouragement for community members to get involved in Arts and Cultural activity, civically engage and feel more empowered

Education around the value of Arts and Culture and its connection with economic growth and health and well-being

Education in relation to Council's capacity to support Arts and Cultural facilities and programming both now and into the future

Consultation undertaken:

One-on-one consultation sessions:

Karen Redman, Mayor Town of Gawler

Henry Inat, CEO Town of Gawler

Steve Saffell CEO & Anthony Peluso Director, Community Engagement Country Arts SA

Anne Moroney, CEO, Regional Development Australia Barossa

Barbara Palmer, Creative Edge

Brian Thom, Chairman Gawler History Team Inc.

Rebecca Kimlin, Gawler Reconciliation Action Group

Louise Drummond, Chair Gawler Business Development Group

David Tucker, Chairman National Trust SA Gawler Branch



Cr Adrian Shackley, Town of Gawler & Gawler Environment & Heritage Association Chairman

Joan & Mike Dennison, Anglican Church

Nigel Venning, Partner Prince Albert Hotel

Key stakeholder group consultation sessions:

Town of Gawler Officers

Town of Gawler Corporate & Community Services Committee

Town of Gawler Library & Community Services Team

The Gawler Community Gallery Inc.

Gawler Business Development Group

Gawler Arts Society

Gawler Youth Advisory Committee

Gawler & District College & Xavier College (representatives attendance at public consultation session)

Gawler Community Services Forum

Gawler Local Service Clubs (combined invitation)

‘Open Public Consultation’:

Two public consultation sessions were held (one evening and one morning) and two manned display (‘street talk’) sessions were held on a weekend to seek the

views of those potentially not usually engaged in Arts and Culture.

Online survey

An online survey was held from 23 July to Sunday 16 August 2015 and received 114 responses.

Findings

The consultation provided information, views and insights from a range of Gawler and non-Gawler residents and from people who are extremely engaged in Arts

and Culture in Gawler, some who are engaged to a point and some who are not engaged at all. The cross-section of views provided a balanced view of what the

current ‘culture’ of Gawler looks like, how people are currently engaged with Arts and Cultural activity and what they would like to see happen in the future.

The information and insight provided has been presented back or has influenced each aspect of this strategy. Additional information gathered is represented

below.



Gawler identity:

Impact of Growth / Town & Country feel:

Not a little town anymore but still a nice place to

live.

“40% of residents in Gawler in 2014 weren't here 4

years ago”.

Big community. Much busier than it used to be –

less country. Parking is a challenge

Concerned re bypass Road – Gawler may become

isolated – people won’t come here. (Alternative

argument is that more people will come here to

shop etc. because there is less traffic congestion).

Verging on city feel with new buildings not in

keeping with character – losing that character

Change in landscape – used to have to go through

Gawler to get to Barossa (‘gateway’) – no longer

have to do so – how do we get people to come to

Gawler now?

Three people own the majority of the buildings in

the Main St - high rent and low maintenance

Amenity:

Accessibility to Adelaide & proximity to Barossa and North of the state

Natural environment, rivers, green spaces, topography, parks

Peaceful; lovely place to live.

Good cafes, good stopping point

Pubs / live music / festivals

Close to everything

Affordable

Good education system

The People:

Strong community spirit (banding together)

Sporting culture

Nice people – lovely community, very welcoming

Community feel, supportive, feel part of community

Friendly place. Arts place, culturally rich, diverse, alive again

Community – people are close and know each other

Passionate people

Laid back

History & Heritage:

Heritage architecture

Family history, multi-generational

Heritage preservation – requirements are too hard and expensive – properties degrade



AN ‘IDEAS BANK’ In addition to providing an initial ‘audit’ of existing Arts and Cultural places, spaces, people, groups and activities; the consultation also provided a significant ‘Ideas Bank’ from which Council and the community can draw in implementing this strategy.

Activities

Festivals & Events:

Better communication, promotion (e.g. screens in Coles and Woollies to advertise events) and timing of events

Create a hallmark event / revamp existing events / create new events

Create stimulating events - community driven and relevant - leverage off /

complement existing events Fringe, Heritage Month, Gourmet, SALA

Mural festivals

‘Re-invent’ Gawler Show – more meaningful connection with kids / more relevant / events like ‘live kids master chef’, reinvent old events, develop new events e.g. cooking workshops

Church hall organ festival (link with Tanunda)

Music / Cultural Festival on Goose Island

Chamber music festival similar to the Four Winds Festival

More outside events that are easy for disabled people to access

More band competitions

Big event with Aboriginal performer such as Archie Roach

Busking and live music festival

Small events, often that are well coordinated



History & Heritage / Cultural Tourism:

Connecting people to history: Telling stories and honouring history (people, places and buildings) through Arts & Culture

Gawler’s fashion history: Used to be big in Gawler 1944-1978 Timer Fashion. Linking Kapunda and Gawler – manufacturing history

Create interactive experiences: Capitalise on website ‘Gawler Now & Then’. Look at developing an app that uses GPS coordinates / QR codes (plaques on buildings) to connect to photos on website.

Heritage trails like ‘Willunga Walks’.

Make heritage more visible, accessible and engaging

Build up knowledge bank: Need more research done on stories behind the places and people. Create audios of stories.

Youth Focus:

Lack of opportunities for youth who don’t play sport (other than Skate Park).

Need to get students more involved in local community

Non mainstream activities for youth – visual arts / street art / circus skills / skate workshop – things kids currently need to go outside Gawler for

No bus services to get youth to where the services are (e.g. Gawler Sport & Community Centre)

Need the right equipment in the youth centre – what do they want?

Review opening times for the pool

Link to the schools better particularly the year 11s and 12s – exhibiting their work each year

Live Performances / Entertainment:

Concerts for residents of aged care facilities etc.

More live music

Movies, music in the park, family friendly activities

Concerts - Classical - also travelling to small communities

Street theatre

Classes / Workshops / Exhibitions:

Poetry options outside of the pub

More art workshops and classes

More 'Learn to do' workshops e.g. knitting

Touring shows coming to Gawler

Public Art:

Projection art – light shows on old buildings

Street art / Chalk art

Space in Gawler that members of the public can be involved in upgrading e.g. painting of stobie poles

Community public arts spaces – examples in Prospect (giant chair in the park that you can sit on but it is also public art), Payneham St Peters, Bowden Brompton, Oakbank

Sports:

Gawler could be a hub for more varied sports

Competitions:

Gawler Art Prize

Indigenous Focus:

Yarning circles

Indigenous history & traditions activation & connection

Acknowledgement of Aboriginal culture throughout the Gawler region. Its history as a go-between place

Acknowledgement of shared heritage and sites in Gawler such as Dead Man's Pass and various other places along the river



People / Groups / Resources:

Council:

Engagement with residents – many are itinerant (travel to town on train to work)

Assistance for community Arts & Cultural groups (sustainability, new activity)

More library staff to be more involved in Arts & Cultural activity

Other Community Groups / Individuals:

‘Guerrilla’ Groups – Community garden –

edible gardens – tidy up other areas

Engage service clubs further in arts based

activities as they are interested in health,

welfare and wellbeing of the community

Build a strong cohort of connected arts

and heritage leaders

Resources:

Arts resource / officer / coordinator

Seed funding and grant writing support

Transportable infrastructure – look at what is needed to support groups with activities and events

Places & Spaces:

Community Space:

o Better use of Sport & Community Centre e.g. using stage and sound system in Youth Shak

o “Free space” to be

o Space for Indigenous people to create, to interact and to be – cultural space – outdoor and indoor

o Library:

Space for workshops / music / literacy / craft

Flexible, open space e.g. for 'artists in residence' (scheduled and informal)

Accessible space during library hours

Display space to promote community groups / notices

Outdoor Places:

Park amphitheatre (e.g. Goose Island, Clonelly Park, Pioneer Park) as an alternative space for outdoor performances (permanent access to power etc.)

Community gardens, bush tucker paths

Natural heritage / outdoor space that generates Arts & Cultural activity e.g. build your own cubby house (reflecting that lots of kids would have nowhere to create / play at home)

Develop the other side of the railway line and have people park over there and then develop the eastern side for Arts

Economic Development:

Restaurant (top class) / ‘cultural based’ restaurant

Cafes and shops in Main St open more hours

Cafes on the river (current face of Julian Terrace is quite ‘industrial’)

Cafes open after 3pm – need to bring people to the Main St

Pop up shops in empty spaces

A renew campaign for Gawler to see the empty shops used

Getting business involved – developing opportunities for investment



Activation of Existing Spaces:

Activation of spaces (think outside the square) – outside of just Council owned

Pop-up venues, links to the river

Essex House (privately owned) - has been empty for 5 years (needs work). Could be a regional art gallery. Gawler Business Development Group are keen to convert into an artists’ bazaar. Encourage an EOI process to see who may be interested in investing in it?

Performance Space:

Theatre space needed. Needs to be accessible for amateurs to perform - flexibility of space (flat floors, tiered seating). Needs to be affordable with decent amenities

More band rehearsal space

More options for live music performances

Art Spaces:

Need more flexible art space for workshops and exhibitions e.g. pop-ups

Provide a professional visual arts space that is adequate for touring and performing arts - bring “Shows on the Road” to Gawler

High quality exhibition space available for the public to use that is co-located with other facilities.

Great combination of high end gallery with community space and a retail area.

A craft / arts / makers market retail type space combined with studio space

Venue to exhibit works in Main St

Retail & workshop (artist in residence) spaces

Could convert current Visitor Information Centre to be a regional gallery

Shared venue for Gawler Community Gallery and Art Society - a home!

History & Heritage:

Sense of heritage is maintained and celebrated

History activation & connection.

Sustainable preservation: Current requirements around preservation of heritage creates challenges – empty shops – some large and some empty for quite some time.

Arts activation of buildings. Create links between heritage and contemporary arts



EXISTING PLACES & SPACES

Community Facilities: Country Women’s Association of Australia

Gawler Community House

Girl Guides Hall

Willo’s Men’s Shed

School Halls

Sports Clubs

Gawler National Trust Museum

Outdoor Spaces: Carpark rooftop (multi-storey car park)

Community Kitchen Garden – Gawler Community House

Laneways

Market Venues

Open Gardens

Skate park

Heritage: Heritage buildings (churches, halls, walls, residences, businesses)

Gawler Heritage Collection

Businesses: Art & craft suppliers

Cafes / hotels / food businesses

Gawler & Barossa Jockey Club

Photography / Framers

Mosaic Studio (Kaleidoscope Studio)

Parks & reserves:

Clonlea Park

Apex Park

Reid Reserve

River Junction Park

Goose Island

River trails

Council Owned Facilities:

Gawler Sport & Community Centre

Evanston Gardens Library & Community Centre

Town Hall & Institute

Gawler Aquatic Centre

Elderly Centre

Art Spaces:

Gawler Community Gallery

The MacKillop Arts Theatre (St Brigids Catholic School)

Performance / Entertainment:

Gawler Cinema

STARPlex



EXISTING PEOPLE & GROUPS

Council: Youth Development Officer

Community Development Officer

Arts Groups: Arts Alliance

Craft Groups

Creative Edge Group

Gawler Heritage Committee

Gawler Art Society

Arts Action

Theatre / Music / Dance Groups: Folk Music Club Gawler Town Band

Gawler Irish Dance Club

Gawler Theatre Company

Youth Theatre Group

Written Word Groups: Adelaide Plains Writers Group

Book Clubs

Chapter & Verse Writers Group

Gawler Poets of the Pub

Library – Writing Groups

Other Community Groups: Girl Guides Local Service Clubs

Churches

National Trust SA Gawler Branch

Gawler History Team

Gawler Environment & Heritage Assoc.

Gawler Regional Natural Resource Centre

Media: Community Radio The Bunyip

Artists & Performers: Buskers, Musicians

Commercial artists, Street artists Gamers

State Government: Country Arts SA



EXISTING ACTIVITIES

Festivals & Events:

Anzac Dawn Services / Youth Vigil

Australia Day Breakfast

Blue Light Disco

Cancer Council Biggest Morning Tea

Carols / Christmas Events

Change Original Music Festival

Country Music Festival

Markets: Farmers Market / Railway Station

Festival of Words

Fringe Festival

Gawler Gourmet & Heritage Festival

Gawler Jazz Festival

Gawler Show

Gawler Youth Film Festival

History Festival

NAIDOC Week

Reconciliation Week

Original Song Festival

Refugee Association Event

Religious music events

Scouts Rally

Spoken Word Festival

Sustainable Living Festival

Textile Arts Festival

Village Fair

Classes / Workshops:

Art school

Cultural workshops

Dance Schools

Embroidery

School holiday programs

Quilting

Mosaic classes

Textile art

University of the Third Age activities

'Learn to do' (Community House / Natural Resource Centre)

Library:

Craft workshops

Poetry events

Meet the Author

Competitions:

Gawler Art Prize

Art Award

Band Championships

BMX Championships

Country Swimming Championships

Gawler Prize Architectural Merit

Skate Park competitions

Street Banner competitions

Library:

Short story competitions

Poetry competition



Sports:

Baseball

Basketball

Billiards

Bowls

Cricket

Cycling

Football

Hockey

Little Athletics

Netball

Petanque

Soccer

Swimming

Tennis

Volleyball

Live Performances / Entertainment:

Hotel / pubs entertainment / live music

Open mic sessions

Outdoor Cinema

Short film screenings

School productions

Aboriginal Programs:

Yarning Circles

Elders Art

Visual /performing arts,

Library - Aboriginal linked programs / workshops / performances

Public Art:

Multi-storey Car Park murals

Gawler Fringe

Christmas display at riverbank

Monuments & memorials

Mosaic wildlife trail

Statues

Exhibitions:

Gawler Community Gallery Exhibitions

Quilting exhibition

SALA Art Trail



Gawler Arts and Culture Strategy 2016 – 2024: Background

Developed in 2015 by

Maz McGann

Play Your Part

[email protected]

0438 807 973

and

Leonie Boothby

Leonie Boothby & Associates Pty Ltd

[email protected]

0418 296 767



mailto:[email protected]

mailto:[email protected]

Documents

ATTACHMENTS UNDER SEPARATE COVER - …...2016/02/02 · Town of Gawler Corporate and Community Services Committee Meeting Agenda 2 February 2016 ATTACHMENTS UNDER SEPARATE COVER Item