Appendix CEO-16 ICTC Developing a Creative City 2016 Slide 1 - PDF document

Appendix CEO-16 ICTC – Developing a Creative City 2016 Slide 1 Developing a Creative City The role of local government Andrew Brien – Chief Executive Officer Thank you for the opportunity to speak here today. Over the next 20 minutes or I am going to present a brief overview of the roles of the City in transforming the City of Bunbury form a regional industrial City based around a port, to a creative, vibrant and engaged City. The presentation will briefly touch on the approach taken, the driver behind them and events and activities that have helped Bunbury to become part of the creative corner of the South West of Western Australia. For those that are interested, a copy of the presentation will be available along with supporting note so feel free to sit back, relax and hopefully enjoy the presentation. Disclaimer: The views expressed in the presentation are from my observation as the CEO of the City over the last six years and may not always reflective similar views of the elected Councillors of the Council. Slide 2 • Population: 33,075 with over 90,000 in Greater Bunbury region • One of the fastest growing regional cities in Australia – 2% annually • Commercial and residential heart of the booming South West region • Vibrant, creative and multicultural community – a place of unlimited potential Andrew Brien – Chief Executive Officer ceo@bunbury.wa.gov.au

ICTC – Developing a Creative City 2016 For those of you who do not know Bunbury, we are a regional city located approximately two hours south of Perth, and approximately one hour north of the Margaret River Wine Region. The local government area is approximately 65m2 and has a population approaching 34,000 with the three adjoining local governments, the population is approaching 85,000. The City has developed from its beginnings as a port city with a major focus on the export industry to a vibrant, culturally diverse and creative City providing a true alternative to capital City Living. Given its historical beginnings since European settlement, the City had always been seen as a blue-collar town with a very strong industrial and maritime focus. In more recent times with the move to fly in fly out operations, the City has focused on diversification of industry and looked to Bunbury becoming the regional capital of the South West. Five years ago a perception survey was undertaken and Bunbury was identified by the community “bogan Bunbury, Crime Capital, nothing to do, backwards and boring, a place to leave ” . The Council have tried many different approaches to change the focus however many of these failed as they were based on the same underlying approach – that is council doing the work and try to make the change without the community being on board. So what did we do?? Slide 3 “ Culture is not created by Government, but is enabled by it. Culture is created by community” Creative Australia National Cultural Policy It was recognised that arts and culture play an important role in activating our streets and open spaces as well is providing the level of amenity and vibrancy appropriate for a major regional city. The quote from the Creative Australian National Cultural Policy underpins much of what the Council has now embraced in the strategic development of the City. Andrew Brien – Chief Executive Officer ceo@bunbury.wa.gov.au

ICTC – Developing a Creative City 2016 In time of economic constrain, it is easy to dismiss such things as non-necessities and reallocate money to more essential infrastructure and services. In saying that, the City of Bunbury has invested significant resources over recent years developing a Creative Bunbury Strategy and implementing the supporting programs to ensure the appropriate outcomes are achieved. Slide 4 Creative Bunbury • The role of the City – Custodian and host – Facilitator and information broker – Promoter and advocate – Capacity builder and supporter – Partner and stakeholder An aspirational framework for Bunbury’s arts and cultural development Following the local government elections in 2013 a number of new Councillors and a new Mayor were elected with a completely different approach to where the City was going and how to get there. They took control of the situation and worked with staff to create a new approach. The resolute of this change in direction was the development of a Creative Bunbury Strategy which provided and aspiration framework for the City’s Arts and Cult ural development Creative Bunbury aims to strengthen the identity of our City as a vibrant arts destination, a confident and resilient community with a supportive environment for artists and creative business and address the concerns expressed in the survey. The goals and targets in this strategy guide council in activating public spaces, encouraging the generation of new ideas an initiatives, and developing arts and cultural facilities. Council strongly believes that the primary source of new arts and cultural initiatives should be artists, creative individuals, community groups, organisations and businesses. Council actively fosters the exchange of information, knowledge and contacts that will enable creative ideas to become reality. Within the framework the role of the City incorporates the following: - Custodian and host: Caring for and developing arts and cultural collections and facilities and providing, maintaining and activating spaces where creative expression and activity can happen. Andrew Brien – Chief Executive Officer ceo@bunbury.wa.gov.au

ICTC – Developing a Creative City 2016 - Facilitator and information broker: Acting as a central resource provides knowledge, information and contacts between artists, creative professionals, businesses and community. - Promoter and advocate: Championing arts and cultural initiatives and their benefits, utilising Councils marketing resources and mechanisms to promote and generate audiences. - Capacity building and supported: Supporting education, training and sector development, encouraging research, data collection and measurement for sustainable arts and culture sector growth. - Partner and stakeholder: working with artists, creative professionals, entrepreneurs, businesses, organisations and community groups to support programs and create new opportunities. Overall, as clearly and regularly articulated by our current Mayor, the role of local government is to facilitate and get out of the way. Slide 5 Goals • Destination Bunbury – A vibrant city of choice for artists, residents and visitors • Resilient and confident Bunbury – A city with a distinctive character and strong sense of place through connected yet diverse creative communities • Creative Hub Bunbury – A regional arts capital dedicated to supporting creative people and innovative ideas As mentioned the Creative Bunbury Strategy is an aspirational document with only three goals, these are: - Destination Bunbury - Resilient and confident Bunbury; and - Creative Hub Bunbury Andrew Brien – Chief Executive Officer ceo@bunbury.wa.gov.au

ICTC – Developing a Creative City 2016 Slide 6 Destination Bunbury When looking as Destination Bunbury, we have identified a number of activities and facilities that will help to drive the outcomes of this goal. As a City located on the water, including beach, bay, inlet and rivers, lifestyle is an important part of making the City a destination of choice. The strategy focuses on activation of open space for creative events, creating a showcase for all creative arts, Public Art, Street Art, Heritage sites and events. Slide 7 Bunbury Regional Art Galleries Housed Outstanding arts facilities and venues, including Bunbury Regional Art Gallery and Stirling Street Arts Centre provide an opportunity to showcase both local and national exhibitions. For many years the management and operation of the Regional Gallery were undertaken by a spate Board of Management however over many years this became a closed shop and was becoming more detrimental to the arts than it was an advantage. Andrew Brien – Chief Executive Officer ceo@bunbury.wa.gov.au

ICTC – Developing a Creative City 2016 With the roll out of the strategy, the City resumed control of the Gallery and then allowed much greater use and community engagement to work out what could be undertaken through better use of the venue. The building forms part of the history of Bunbury being a former convent and is heritage listed. Whilst this creates some challenges it also has provided an opportunity to showcase arts and culture. The community is now actively involved in the Gallery and it is now being used more than ever before. Slide 8 Bunbury Regional Entertainment Centre Whilst the role of local government is to facilitate and get out of the way, in terms of the regional entertainment centre the Council has recently invested over $12.5M in expanding the centre to provide more opportunity for the centre to be used for other purposes. Previously there was a sign 850 seat theatre which meant that only major events could be hosted there reducing the ability of the community to use it. The expansion has seen the addition of function rooms, a black box theatre with seating for up to 300 and a new bar area. This has provided the catalyst for increased usage and financial sustainability. It is now very difficult to book space in the centre due to the level of use. Andrew Brien – Chief Executive Officer ceo@bunbury.wa.gov.au