13.3 - Attachment 1
1. Introduction
The Committee
of Management of the Lone Goat Gallery has developed this strategic plan with
assistance from Byron Shire Council and consultant Maggie Brown. It provides
the Lone Goat Gallery (LGG) with a 3 year road map for programming and organisation
development.
The Committee
has constructed the plan on the platform of a preliminary version that was
drafted in 2014. It is built on the mission, vision, core operating values and
commitment underlying the Gallery’s approach to its work.
The
environmental scan and organisational assessment has helped the Lone Goat Gallery
assess both the challenges and opportunities it is likely to face over the next
three years and set the context for the choices reflected in the strategic
plan. The Committee will review progress bi-annually and progress its plan of
action on a continuing basis.
The Lone Goat Gallery is a community run Gallery supported by
the work of an entirely volunteer Committee and dedicated group of 40
volunteers. It was established in 2013 with the purpose of exhibiting and
celebrating the work of both established and emerging artists from the Byron
region and beyond.
[1]
It is located in the Byron Bay Library building and is
supported by Byron Shire Council.
The Committee has delivered significant outcomes for Byron
Shire Council. They have utilised their collective expertise with tireless
effort into the resolution of management and operational challenges, to the
extent that the Gallery is now providing a highly professional showcase for the
visual arts in the Byron Shire. In an LGA that has gained worldwide
recognition on the basis of its creative community, the Gallery provides access
for a diversity of visual artists and represents a cultural, social and economic
asset of considerable value with a hitherto low financial investment.
The Lone Goat Gallery is at an exciting and expansive stage
of development. To guide this next stage of growth, we conducted a strategic
planning process that has included input from volunteers and feedback from the
community and the[2] artists we support.
We have researched NSW Creative Industry strategies and
Regional Arts bodies’ reports, and brought our goals into alignment with Byron
Shire Council’s own strategic directions.
We solicited input from external stakeholders such as the ‘Ballina
Northern Rivers Community Gallery’ and ‘Arts Northern Rivers’ the peak regional arts organisation.
We have collected data and reviewed our performance over the
past 2 years of the Gallery operations. We have identified the strengths and
opportunities of our Gallery as well as the weaknesses and threats that face us
in uncertain economic times.
Based on this process, we developed a disciplined long-term
approach and action plan to expand the scope and impact of our work. This
strategic plan provides a clear blueprint for the Lone Goat Gallery’s future.
At its core, the plan shows the way toward building on our
strengths as a nexus for innovation and excellence in the visual arts field in
the Byron Shire and wider region. It outlines a focused direction for
diversifying and consolidating the work of the Gallery over the three year
period by:
o Engaging the
services of a professional Gallery coordinator
o Developing robust
working relationships with a range of arts organisations and groups, including
the library, for the benefit of clients and the community
o Developing a sound
financial basis for the future of the Gallery
o Building on the
great reputation the Gallery has established by expanding upon[3] its visual arts programming[4] to include (in partnership) off site
public arts events and pop ups.
o Developing a
marketing and promotions strategy that will capture new audiences and attract
high profile income generating exhibitions
o More effective
harnessing and utilisation of the skills of highly qualified and expert
volunteers
o More effective
resource sharing through the development of strategic partnerships.
The Lone Goat Gallery is well located in a popular tourist
destination that receives in excess of 3,076,000 visitors per annum; it is
in a prime position and has a unique opportunity to enhance
the profile[5]
of local artists to new and international audiences.
It is
the intention of the Gallery to attract a wider percentage of these visitors
tovisitorsto give them an enriched
experience of this nature that they would not normally have here by seeing and [6] experiencing
the creativity[7]
in the Byron Region. This will be achieved through programming, targeted
promotion and strategic alliances with business and tourism as well as with
regional arts groups.
The Northern Rivers area and Byron
Shire in particular is a ‘hotspot’ of creativity. However, with the exception
of the music and book festivals the visual arts are under-resourced and
randomly organised. There is much potential benefit to be gained by the
consolidation and networking of the groups, galleries and arts schools. This
can create an economy of scale around the attraction of investment and funding
and delivery of public arts projects. There is every indication that funding
will be available for such a collaborative outcome.
The Gallery
will work closely with Arts Northern Rivers in 2016 as they have a focus on the
visual arts for the year ahead. There exists potential to do joint projects on
artist development seminars and talks and exploring new initiatives utilising the
NBN to create on line art markets. Wider markets and increased sales and artist
recognition could be achievable outcomes over time, with appropriate
resourcing.
In order to progress the strategic aims of the Gallery it has
to grow into a bigger role. This growth is currently impeded by the need for
paid professional staff.
The volunteer Committee has reached capacity in relation to
the workload the Gallery is now generating. There is an urgent need to source
funding for a Gallery coordinator who with the help of the Committee, can
progress all elements of their strategic plan.
It is noted that all other Local councils in our region
entirely support regional and community Gallery positions.
The
Lone Goat Gallery was established within the newly constructed Byron Bay
Library building in 2013. It receives the support of Byron Shire Council and
operates under the Council’s 355 Committee
structure. It consists of seven volunteer community members, a Byron Shire Councilor
and an ex officio Council representative.
The
Lone Goat Gallery name is inspired by the[8]
quirky female goat that had lived on the Byron Bay Headland
for many years with her herd, and a further eight years on her own. The name
sums up and represents the free spirited independence of the organisation. It
is intended to reflect the iconoclastic nature of the Byron Shire that makes it
so special.
The Gallery
is located within a civic and recreational precinct that is close to the centre
of the town, beach, night life, restaurants and hotels. Byron Bay in 2016
attracts wealthy domestic and international visitors[9]
from all parts of the world. In 2013 the figure for visitors who spent at least
one night in the town was 3,076,000 per year. This high level of visitation
generates a combined retail and accommodation income of $277.8 million per
annum.
Since
opening the Lone Goat Gallery has become an important asset to the artistic
community of Byron. In 2015 the Gallery annual visitor numbers are averaging
at 70 – 80 persons per day and sometimes in excess and in low non holiday
periods approximately 40 per day. It is unique in being open to the public 7
days a week from 10.00qm to 4.00pm with the exception of Christmas day and New
Years’ Eve. In its short life it has built an enviable reputation for the quality
and range of its exhibitions, and for its extensive engagement with the arts
community. The constantly changing diverse exhibitions fortnightly (or three
weekly) provide continued interest for the viewer. The Gallery is fast becoming
a ‘must see’ venue when visiting Byron Bay.
To provide a community supported and operated Gallery that
showcases the creative diversity of artists both within and outside of our
Shire. The Gallery expresses an intrinsic link to our identity, environment,
sense of community and passion for the visual arts.
o The fundamental purpose
of the Community Gallery is to provide cost effective access for local
international and Australian artists to an exhibition space that would
otherwise be unaffordable to them in a commercial setting.
[10]
o Through their exhibitions,
educational support and promotional activities the Lone Goat Gallery helps to
enable the careers of visual artists of the Byron Shire and beyond. For many,
having access to such an opportunity can be the key factor that helps to launch
an arts career and introduces an emerging artist to the arts market.
o The Gallery, as a not for
profit enterprise, builds and enriches the cultural and social capital of Byron
Bay, the Shire and beyond, through its work with volunteers. Our volunteers
gain new skills, share their expertise and in return gain meaningful social
engagement by carrying out the operations of the Gallery in a way that
significantly contributes to their wellbeing. Through their efforts they help
to build community capacity with the cross fertilization of ideas, the staging
of events and the development of new social and arts networks
o The Lone Goat Gallery is
another brick in the construction of a viable accessible and professional
platform for exhibiting and developing visual artists of the region and beyond[11] . With its prime location the Gallery has a key role in
providing[12] a showcase for the artistic[13] diversity already well known for its eclecticism and innovation
o The Lone Goat Gallery
anticipates a future strategic role in the consolidation and networking of
existing disparate art groups and organisations. Such an approach will allow
for increased collaboration, professional development for artists and enhanced
audience education and support.
The
Lone Goat community art Gallery sets out to provide a Gallery to showcase the
art of the region and to support and exhibit local artists. By exhibiting high
profile local artists in addition to emerging and visiting artists[14] ,
the Gallery brings varied and interesting work of a consistently high standard
to the public.
o It takes seriously its
role of educating artists as well as entertaining the members of the local
community and all those who visit from outside the area.
o The
Gallery intends to add to and enrich the cultural capital of our region and of
Australia.
o It creates an opportunity
for both artists and the community, by linking the audience with the work of
the artist.
o The Lone Goat Gallery educates
artists in the skills of showing, marketing and promoting their work to wider
audiences.
o It trains volunteers in
how to present and produce an exhibition and how to interpret the work of the
various artists to Gallery visitors.
The Lone
Goat Gallery seeks to exhibit art that is innovative, of a high standard[15] ,
contemporary
and diverse.
Its
aim is to grow the development of local artists. Through Gallery exhibitions[16] ,
artists are provided with an opportunity to reach local, national and
international art buyers and markets.
[17]
The
Lone Goat Gallery’s vision is to create
well-coordinated collaborations and partnerships with regional and community
galleries and other organisations. Such partnerships are expected to bring exciting
exhibitions and arts events to the community that will grow and enhance support
for the visual arts industry in the Northern Rivers region. This in turn
enriches the local community culturally, economically and spiritually.
At
the Lone Goat Gallery we have:
o A passion for art in
diverse forms
o Inspiration for those
either exhibiting or visiting the space
o Strong engagement with
the community
o Support for artists,
whether emerging or established
o A desire to grow and strengthen
the visual arts in our part of the Northern Rivers region.
The
Strategic direction and goals included in this plan are the Gallery’s response to its understanding of
what its artists and visitors value most about the Lone Goat Gallery.
It
incorporates current opportunities and challenges, together with the critical
pathways for enabling the continuing improvement and development of its programs.
The
three year period of the strategic plan will be a time of assessing,
consolidating and developing the Gallery’s approach to its work. With
extra resources, over time it will pursue strategic collaborations as a way to
broaden and diversify the basis of its programming.
The
overarching intention of the plan is to safeguard its artistic vision and
financial sustainability. With a fresh perspective on its core mission,
understanding what it does well and the environment in which it operates, the
LGG commits to the following strategic directions:
The
plan will act as a ‘living’ document - a basis on which direction is maintained
even when plans change:
1. To broaden and strengthen
the recognition of the Lone Goat Gallery in the Byron Shire and beyond
2. To consolidate the
internal structure of the LGG and to engage a paid Gallery
coordinator
3. To develop even further a
highly diversified program
4. To remain responsive to local
artists and the Byron Shire community
5. To encourage and build
mutual value into the volunteer experience of working with the Lone Goat Gallery
6. To provide for the long
term financial stability of the Lone Goat Gallery
7. To build capacity in the
visual arts field by making strategic and mutually advantageous collaborations
with artists, other galleries, peak arts bodies and organisations which we
believe will further our vision.
1. To broaden and strengthen
the recognition of the Lone Goat Gallery in the Byron Shire and beyond
1.1 The LGG will develop an
effective marketing and promotions strategy to include printed media,
website upgrade, social media and the production of a short film to promote the
Gallery. The strategy will address the issues of who, what, where and when in a
promotions schedule that will include a focus on identified targeted audiences.
e.g. visitor profile, tour companies, resorts, hotels and visitor centres
business groups, Tourism NSW, regional galleries, with the support of Local,
State and Federal bodies and organisations.
There will be a marketing and promotions allocation in
the LGG operational budget. Sponsorship for print media advertising will be
sought.
1.2 Develop a presentation
package including a 4 minute film, to be used as a promotional resource when
pursuing sponsorship and philanthropic funding. The presentations will be
rolled out to targeted individuals, service clubs, schools foundations and
business groups. All promotional resources to be used as material in grant
applications.
KPI: By 2017 the LGG will have developed a fully
operational marketing and promotions strategy with a budget and outcomes that
are measurable by:
o Number of presentations
o Number promotional events
o Increase in visitor
numbers by 50%
o Number of promotional
products eg DL’s flyers posters & short film by June 2016
o A social media strategy
o New look website
2. To consolidate the
internal structure of the LGG and to engage a paid Gallery coordinator
Secure
funding to engage a skilled arts industry worker to manage the day to day
operations of the Gallery, leaving the Committee time to progress a more
strategic focus. Funding is to be sought from Byron Shire Council, Arts bodies
and philanthropic and government grants.
The
Committee will undertake a transition to becoming a Board of Management in
2016.
KPI: Board of Management
transition will be commenced and completed by June 2016
o Pending funding support a
paid coordinator will be engaged forthwith
o Grant writing to commence
immediately pending approval of Strategic Plan in early 2016
o Amount of funding grants
completed and lodged
o Amount of funds attracted
to the LGG
o Assessable over 3 year
period - evaluated quarterly
3. To develop even further a
highly diversified program
3.1 The Gallery
will develop a diversified program of events that is intended to stimulate,
showcase, and be interesting to the community. This may include using the Gallery
space for high profile touring exhibitions, pop ups, art talks, Library and
Book festival collaborations. The key focus will be on artists and art makers
while continuing to contribute to the cultural enrichment of the community.
KPI: Commencing in mid - 2016 with annual
evaluations, measurable by end of 2019
o The Gallery calendar and
diversified events either onsite or in pop up locations
o Evaluated by amount and
duration of exhibitions and like events
o Number of visitors and
feedback through electronic evaluations
o Number of Artists
exhibited
o Number Collaborations
initiated and achieved
o Independent reviews of
output, events and exhibitions
4. To
remain responsive to artists and the Byron Shire community
4.1 By carrying out close consultation
with artists, arts groups, community and cultural organisations, assisted by
the design of effective feedback mechanisms, the Gallery will continue to
maintain and shape a vibrant and diverse calendar of activities. Visitor feedback
will be sought and used to improve the provision of services.
The program will consistently reflect the skills and
range of creative artists and art makers in the Byron region. LGG will further
assess artist, consumer and community needs in order to create opportunities
for increased collaboration between galleries and arts organisations
within and beyond the Byron Shire.
4.2 The Gallery will continue
to efficiently support artists to exhibit and to market their work. In addition
to Gallery sales, professional development via talks and workshops in
partnership with Northern Rivers Arts, SCU, TAFE, regional and community
galleries and the Byron Art School will be included.
4.3. The Gallery will develop a
Lone Goat Gallery Prize as an annual event.
KPI: Number of formal and informal
consultations and meetings with key outcomes documented
o A revised annual calendar
of activities that accommodates ticket-able or income generating events
o Number of external and
internal events and collaborations e.g. pop ups
o Number of arts talks for
general audiences
o Number of talks and
workshops for arts professionals
Work on the calendar and scheduling
of events will commence in 2016 and will be stepped out over the three year
period of this strategic plan. These targets and measures will be in line with
resource availability and the capacity of the Committee and volunteers to
implement the developmental work necessary to achieve strategic outcomes.
5. To encourage and build
value into the volunteer experience of working with the Lone Goat Gallery
Work
actively with volunteers to implement a best practice induction and training
program.
o Investigate volunteer
skills on first contact.
o Enable interested qualified
volunteers the opportunities for increased engagement with higher level
responsibilities, e.g. event design and management/ newsletters website
content and blogs.
o Establish project-
focused working groups.
o Work with a local RTO to
offer certificated customer service qualifications for interested volunteers.
KPI:
o Reviewed and effective
volunteer processes
o Number of volunteers
o Number of working groups
o Number of certificated
volunteers
o Number of volunteers
responsible for higher order duties
o Number of events,
projects or initiatives resulting from targeted approach
o Volunteer feedback
o Visitor feedback
Rollout and implementation of
volunteer engagement will commence in 2016 with two planning workshops and a
review and update of existing intake and training documentation. With
sufficient interest and uptake, working groups will be established to implement
specific directions and projects outlined in the strategic plan. To be reviewed
on an ongoing operational basis and completed by 2019.
6. To provide for the long
term financial stability of the Lone Goat Gallery
Consolidate
the financial position of the Gallery by reviewing current operations, costs
and charges and by developing new strategies to prevent the loss of income
through unpaid commission fees. The financial forecasts and budgeting will
entail a process of continual updating and adjusting as related to the proposed
changes in the exhibition calendar.
Develop
an affordable membership/sponsorship initiative program for the Gallery e.g.
silver, platinum, gold, to ensure ongoing financial support for the Gallery.
It
is to be expected that with an updated marketing and promotions strategy and
the ability to seek and attract funding, the LGG can also hope to increase
earnings through the delivery of financially viable bookings over the ensuing
three year period.
Develop a business plan for the management of the foyer
and verandah areas of the Gallery to create extra income for the Gallery.
The Committee will work through the design aesthetics
and operation of the expanded areas, with attention to associated issues of
security access at weekends. Signage, staffing and other opening hour
logistics, including insurance and compliance requirements will be addressed,
to evaluate whether LGG has the capacity to utilize these spaces. The Gallery
will liaise closely with Council’s properties, maintenance
and governance staff in addition to the Byron Bay library management.
KPI
o Completed review of all
fees, charges, costs and artist contracts
o Increased income from
sponsorship program and from successful grant applications
o Raised income generation
from external areas of the Gallery e.g. foyer and veranda measurable by income
flow
7. To build the capacity of
the Byron Shire visual arts industry
Lone
Goat Gallery is committed to developing and increasing the range of their
creative partnerships. Being a part of the process of creating improved
integration of arts groups operating in the Byron region will be of mutual
benefit to artists, galleries and the viewing public. A better integrated arts
sector can provide increased economy of scale in a number of ways that can have
flow on benefits to the wider community. Such a collaborative way of working
can open up possibilities for a rich cross fertilization of arts ideas and
projects.
Potential
partners: Art schools, Schools, TAFE, Southern Cross University, community and
regional galleries and arts resource agencies such as Arts Northern Rivers, the
Byron Shire Council and the Byron Community Centre in addition to tourism
bodies and the Byron visitor centre. The identified benefits of such networks
and partnerships are many for the community and for practicing artists.
Expected
outcomes could include:
o Internships and
mentorships
o Arts education events
o Arts spaces and
co-working
o Shared publicity contacts
and links to social media sites
o Online marketing
o Crowd funding
o Joint planning over Shire
or region wide themes or festivals
o Student shows
o Travelling exhibitions
both local and high profile (eg. Archibald Prize)
o Joint funding for
projects eg. pop ups or visual arts events
o Cost and resources
savings
o Shared volunteers and
expertise
6. Long Term Vision
The
Long Term vision of the Gallery is to have access to a large and dedicated Gallery
space with sufficient room for café
/
restaurant/shop or other compatible commercial enterprises providing an income
stream to support its activities.
There
is no purpose built arts centre in the Byron Shire. In time there could be a
future for an integrated theatre, community Gallery and creative arts space
with a social venture to support the enterprise.
It is
hoped that the work set out in this strategic plan will provide some
preliminary steps on the road to this goal.
|
Strengths
|
Weaknesses
|
|
o Place - is embraced by
the community
o Builds cultural
capacity
o Good venue and location
for visitors
o Delivers benefit to the
community, Local Govt, artists (both new and emerging )
o Has an important role
to play in the regional arts scene
o Makes artists work
accessible
o Opens doors for
emerging artists
o Offers interesting
volunteering experience
o Has a diligent
volunteer staff
o Educates both artists
and the community
o Has strong links and
support from the community
o Is highly utilized and
regarded
o Sets a high exhibition
standard
o Hosting the Archibald
was artistically and financially valuable
o An experienced Committee
of management
|
o Artist lead pricing
o Fast turnaround of
exhibitions
o Heavy reliance on
volunteers who come and go
o Needs a paid
coordinator
o Perception of value is
linked to who is presenting the work
o Sunday access to
facility is poor due to inadequate signage
o Under resourced
o Committee overworked
o Relationship with
library less than optimal
o Poor marketing and
promotion
o Availability of caliber
artists
o Low sales and loss of
income from sales
o Foyer wall negotiations
unsatisfactory
|
|
Opportunities
|
Threats
|
|
o Implement the strategic
plan to direct the future direction of LGG and apply for funding for a paid Gallery
coordinator
o Develop a stronger and
more skilled volunteer base
o Take the opportunity to
use verandah and foyer spaces to generate extra income
o Re-organise the
exhibition calendar by reducing the number of shows but lengthening duration
o Review fees and
charges, income and costs to set targets and create a 3 year financial plan
o Adjust the calendar to
facilitate pop ups talks and other (potentially income generating) events
o Attract more high
profile exhibitions
o Develop strategically
rewarding relationships with other arts orgs groups and bodies
o Commence a graduate
intern program
o Develop a sponsorship
and patrons program
o Engage business and
tourism operators to increase visitor numbers and sales
o Create a marketing and
promotions strategy
|
o Challenges of
maintaining momentum
o Loss of reputation if
the Gallery fails
o Need a medium and long
term financial strategy
o Lack of security at the
Gallery site
o Competing for funding
o Competing with other
galleries
o Ability to sustain Committee
workload
o No succession planning
o Downturns in the world/
Australian economy
o Changing demographics
could mean more or less money in local economy
o Housing prices - less
affordable for artists to remain in the Byron region
o Loss of Council support
due to local funding priorities
|
8. Financial Overview January
2016
Current Financial Situation
Currently held in the Gallery account at Council - $9,342.23
Currently held in the Gallery account at Westpac, Byron
Bay - $5,092.73
Amount held in Byron Bay account owing to artist - $1,856.40
Total available funds $12,578.56
Regular monthly expenses at the current rates:-
Cleaning - $224.40
Eftpos machine rent - $55.00
Bookings officer - $428.60
Volunteer coordinator incl phone expense - $448.60
Total regular expense per month $1,151.60
The bookings so far for the year 2016 are similar to
those at the start of 2015.
It is expected that we have income for 2016 roughly
similar to that of 2015. There are many variables of course. Negative impact
could be fewer bookings, lower sale figures, and unexpected maintenance
expenses, further paid positions, exhaustion of numbers of exhibitors.
A positive impact could be an increase in bookings,
review of Gallery hire rates in June, enhanced by organising events such as “Art in the Park” or pop-up exhibitions in the library
foyer. These would require the employment of a full time paid person to
organize.
It is to be expected that we will be in a stronger
position to apply for funding and better able to promote the Gallery to
potential sponsors and benefactors. An improved publicity presence will
attract more visitors and broaden the support base of the Gallery.
At this point no large expense is envisaged in 2016.
In 2015 approx. $2,000.00 was spent on hand dryers and lighting. The 2015 net
income was approx. $3,800.00. It may be reasonable to expect at least a
similar income for 2016 and for 2017 and 2018.
LGG
has reached a decisive point in its development. The achieved success through popularity,
community engagement and high volume exhibitions has substantiated the need for
a community run Gallery in Byron Bay. Through research it has identified the
challenges and opportunities that remain to be exploited for the further
success of their enterprise.
Over
the next three years the Lone Goat Gallery will be faced with the feasibility
of being able to continue to operate at the pace it has done since its
inception in 2013. Keeping up high exhibition standards has workload costs
that are increasingly difficult for the volunteer management Committee to
sustain. The two week exhibition changeover is demanding on volunteers and Committee
members; it needs to be reviewed to find a more manageable schedule.
The
critical success factor for the Lone Goat Gallery going forward, will be the
ability to engage a paid Gallery coordinator to meet current and future demand.
Opportunities
exist to review and reorganize the current operations to have a more efficient and
effective use of resources:
o To get more skilled help
by identifying and engaging high value volunteers and by creating strategic
alliances to attract funding and broaden the base of LGG operations both
physically and conceptually.
o Create a development
focus that will allow for innovation, enterprise and collaboration, will offer
the Gallery an opportunity to grow and expand its activities for the benefit of
local artists and the viewing public.
o Target and focus on
attracting potential Gallery visitors from the large visitor numbers that
frequent the town.
o Review fees and charges
and explore of commercial opportunities through occasional collaborations with
for-profit organisations.
o Prepare a strategic
financial plan that will set the Gallery on a sustainable path for the future.
The
Northern Rivers region as a whole is an identified hub of creative output.
It
has 2254 people employed in the creative industries. The Byron Shire alone has
over 1500 practicing artists 44% of whom have been professionals for more than
20 years. It is also a place of new and emerging visual artists, many of whom
benefit from the richly creative cross fertilization of ideas and arts
disciplines on offer in the region.
This
high level of engagement in the arts makes for the distinctive and vibrant
nature of our region. Creative arts in the region are growing at 25% per annum
faster than any other element of the regional economy. Cultural and heritage
visitors spent approximately $8.3 billion in NSW in 2013. According to Access
Economics the NSW creative industries are forecast to grow at an annual average
rate of 3.1% to 2020, compared to 2.7% per annum for the NSW economy overall.
As
such the arts have enormous potential for cultural and creative investment, if
there is adequate infrastructure to make such investment worthwhile.
The
Northern Rivers is predicted to grow by 1.2% per annum. Its population
increased by 60,000 in 2013. With existing high levels of unemployment,
declining farming and traditional industries and an ageing low income
community, it is vital to support, develop and monetize the creative arts of
the region.
The
whole of Byron Shire area has experienced a 1.9% rise in population since 2003.
There are 167 Creative and Performance arts services in the Byron Shire. This
makes up 1.6% of the local industries (the NSW comparison is 0.4 )
Some
characteristics of the region (in comparison to NSW as a whole) are:
o a large migration away
from the region by those aged 20 to 34
o a higher proportion of
older persons compared with New South Wales and Australia
o low labor force
participation rates compared with NSW and Australia (Department of Education,
Employment and Workplace Relations 2012)
[1]However, 2008 Government
reports show that the population of the Northern Rivers includes more creative
practitioners than any other regional area of Australia. The region has a high
concentration of creative professionals with a growth rate that far surpasses
that of other regional areas. Between 2001 and 2006, the creative industries
were one of the region’s
top four growth industries,
particularly in the fields of visual arts, design, literature, publishing,
screen and digital content.
In
the same period, the Northern Rivers recorded the highest creative industries
employment growth in the state, more than double the Sydney growth rate and the
highest concentration of creative industry workers.
In 2008,
Arts Northern Rivers conducted an audit of Northern Rivers Region entitled
Northern
Rivers Region Arts & Culture Snapshot | 2013 2
The
following extracts are from this document, the full report can be found at:
http://www.arts.nsw.gov.au/wp-content/uploads/2013/04/Northern-Rivers-Snapshot.pdf
‘A total of 192 facilities
used for arts and cultural purposes have been identified in a survey undertaken
by Arts Northern Rivers. The three regional galleries – in Tweed, Lismore and Grafton – are a significant component in the
cultural infrastructure of the Region, not only providing exhibition space but
also nurturing local artists and stimulating audience development through their
programs. There are no major purpose-built performing arts centres in the
region. Public venues for theatre
include,
amongst others:
The
Northern Rivers Performing Arts, NORPA, (who manage Lismore City Hall) – which has been adapted into a
performing arts space.
o Byron Cultural and
Community Centre’s small purpose-built performing arts space
o Tweed’s two multi-purpose
Civic Centres at Murwillumbah and Tweed Heads
o There are more than 20
volunteer-run community museums and historical societies across the seven LGAs
in the region
o The Tweed River Regional
Museum is the only professionally-run museum in the region
The
Lone Goat Gallery is the only community based Gallery in Byron Bay the town
which has the highest number of visitors of the Shire and of the region.
There
are excellent media (digital video and music) facilities at School of Audio
Engineering (SAE) Institute (Byron Bay) as well as at Southern Cross University
(SCU), Lismore (including a small studio) and Grafton TAFE (Music and Digital
Media Studios). Festivals are a significant and high-profile component of the
life of the region. Key arts and cultural festivals include:
o Byron Bay Writers’
Festival
o Byron Bluesfest
o Mullum Music Festival
o Splendor in the Grass
o Byron International Film
Festival
The
region benefits from a number of industry associations and other professional
bodies including:
o Arts Northern Rivers
o Northern Rivers
Performing Arts (NORPA)
o Northern Rivers Writers’
Centre (NRWC)
o Northern Rivers
Screenworks
o Northern Rivers
Conservatorium
o North Coast Entertainment
Industry Association (NCEIA)
Arts
Northern Rivers runs a range of regional networks and time-limited projects.
These include:
Festivals
and Events Network
Indigenous
Arts Development Project & Network
Regional
Museums Development Project
Creative
Industries Consortium (CIC)
Major
capital development projects include:
Lismore
City Hall upgrade (NORPA)
Tweed
River Gallery (Margret Olley Centre Gallery extension)
Tweed
River Regional Museum (redevelopment)
The
region’s well developed educational facilities include two centres of SCU, six
TAFE campuses and nearly 30 cultural educational institutions with specialist
training in the arts, crafts, theatre and film. Recent funding cuts to the
TAFE’s fine arts courses has resulted in a reduction of courses and significant
increases in demand for those that are available. These cuts represent a
reduction in educational pathways for creative industry development for the
region.’[2]
However,
the Northern Rivers Arts snapshot report identifies the following
opportunities:
o That this unique region
presents to test, model and pilot new programs and innovative approaches
o Exploring the linkages
between new technologies and new industries could be a means to keep young
people in the region
o Vast reserves of creative
industry professionals available to support mentorship programs ‘
o Sea/tree changers’ bring
skills and expertise to the region to be tapped
The
Lone Goat Gallery is poised to take advantage of such opportunities and has the
human and creative capital to grow into a substantial player in the developing
creative arts industries of the region. With the advent of the NBN the Byron
Shire could well experience an influx of younger families, early retirees and
creative workers moving to the area, enabled by high speed technology to work
outside of metropolitan centres.
Online
networking and social media forms offer further opportunities for virtual
communities to aggregate collaborate and share knowledge. Digital technology
enables creative businesses and people to connect and work together regardless
of where they are located across Australia and the world. The NBN will enhance
the ability of creative industries to form partnerships and communities online.
The Australian Government encourages creative businesses and talent to pursue
networks and partnerships both within the sector, with other industries and
with state and local jurisdictions.[3]
With
more integrated, better supported and coordinated visual arts infrastructure to
connect artists to each other, to facilities and to the means of promoting
publicizing and marketing their work, there is no reason why the Byron Shire
cannot attract investment to the wide range of cultural products that is
offered.
There is
increasing demand from other industries to partner with creative businesses and
talent to improve their own productivity, transform traditional methods or
influence behavior. Many Australians are motivated to establish or access
creative communities and spaces to connect locally or digitally. The
concentration or escalation of creative activity is often associated with
thriving local economies.
Investors
could support visual artists to export their creative output globally, as well
as by funding arts projects and festivals across the State and local regions.
The Northern
Rivers region and Byron Shire in particular, have experienced the proliferation
of festivals of all types. These events have been major attractions to
visitors and touring artists for the past 15 years. Such activities are proven
boosters of the local economy at many levels; exerting a multiplier effect
economically as well as in terms of building cultural capacity and increasing
visitor numbers.
With
integrated planning it could be advantageous to align visual arts events to
these festivals and broaden the variety of cultural experiences on offer to the
public in addition to increasing exposure for artists.
Vibrant
and livable communities attract the creative industries and help to form the
very nature and attraction of these communities, somewhat like a honey pot
effect.
An Atlas
id demographic study
taken from the 2014 census shows Byron Shire Arts and Recreation Services are a
growing part of the Local Economy. The Arts and Recreation providers are not
far behind information, media and technology.
The
expected NBN high speed internet will see an explosion of knowledge workers
moving to the region. This will significantly enhance the ability creatives to
form partnerships and community on line.
The
top four industries in the Byron Shire currently are:
o Tourism $426
million
o Construction $487
million
o Accommodation
and Food Services $84.8 million
o Retail
Trade. $143.million
Some tourism facts
▪ Tourism is the principal
driver of the Shire’s economy. Tourism expenditure is estimated to have
been $426 million (four year average to Sept 2014).
▪ Employment arising from
that expenditure is estimated to be around 2,500 FTE jobs.
▪ Tourism impacts all
economic sectors in the economy, notably retail, accommodations, cafes and
restaurants and construction.
▪ 81% of domestic overnight
visitors arrive in the region by road with approximately 18% arriving by
air.
▪ The majority of domestic
overnight visitors are from Queensland (44%) and then from Sydney (18%).
▪ 42% of International
visitors arrive by long distance coach or bus.
▪ The majority of
International visitors are from the United Kingdom (30% and then Germany (12%).
▪ In 2013, the estimated
526,000 domestic overnight visitors stayed an average of 3.5 nights while
the 160,000 international overnight visitors stayed an average of 7.6
nights.
▪ In 2013, 680,000
day-trippers are estimated to have visited the Shire.
▪ The number of visitor
nights in Byron Shire in 2013 was estimated to be 3,076,000
In
the past 6 years 43 new arts and recreation services have entered the local
economy. The Arts and recreation industries in 2013-14 in this Shire generated
$17.9 million, which was 1.8% of the total industry income contrasted with NSW
at 1.1%. The significant factor is that income from this sector went up 3.6% since the last census period.
With
effective networking and integrated planning there are many ways that the
visual arts industries in the Byron region could combine to capture a greater
share of the tourist trade. Examples could include hop on hop off Gallery
tours across the shire that are targeted and promoted to particular sectors of
the tourist demographic, art events that are aligned to existing festivals and
other cultural events.
With
adequate resources Lone Goat Gallery could see a way of becoming a part of a
collaborative network that would add cultural value to the visitor experience
and provide greater access to art buyers. This was recently demonstrated by
exhibiting an artist who is a music photographer, involved with the
internationally renowned Blues and roots Festival.
The
current markets can be defined by a number of categories:
o Visual artists and makers
operating in the Byron Shire and occasionally beyond
o Visitors to the Gallery
o Business community
o Patrons and
Philanthropists
o Volunteers
o Members
o Byron Shire Council as
main support to the Gallery
The
demographic range is across all age groups in terms of participating artists
and viewing public. The Lone Goat Gallery recently exhibited Daniel Hend, a
young artist well known in the area for his street art. He has now evolved
into a promising artist in the surrealist style and attracted an enthusiastic
youth following while he maintained a daily presence at the Gallery for the
duration of his pre- Christmas exhibition.
The key
attribute of the LGG is that it is free to present an eclectic series of art[18] based
activities[19]
to the viewing public, as it is not hampered by the rigid aesthetics of
commercial galleries. In this sense it is truly democratic and inclusive, providing
access to all manner of visual artists on the merit of their work. The Gallery
has a commitment to supporting indigenous artists wherever possible. The first
exhibition of 2016 was that of Magpie who is a Minyunbal Yugambeh man from
Fingal Heads Northern NSW.
In
2015 the LGG had exhibitions with Red Inc, an organisation that supports people
with disability and featured separate shows for artists Zion Levy and Liam
Bruce.
There
is still muchgreat scope
for the Gallery to connect with visitors to the area in a more structured and
deliberate way, through strategic promotions, relationships with local tour
companies, hotels and resorts and by carrying out more work on the targeting of
high value (potential) arts buyers.
The
main perceived competitors could be other galleries in the area but in fact LGG
sees them as positive alliances. Being able to be flexible eclectic and have
low running costs gives the LGG competitive advantages over commercial
enterprises. There is great potential in the network of regional and community
galleries to support each other and the artists to the benefit of the community
and the viewing public.
Because
of the prime location, the community support, high tourist numbers and the
range of artists the LGG is an attractive potential collaborator. Over the next three years LGG will
be developing and implementing marketing plans to promote artists participants
and guests and to build its audience.
Discussions
are underway to set up a post exhibition temporary web Gallery of the
exhibiting artists’ work, on the Lone Goat website to extend the potential
sales of work for a month following the end of the exhibition period.
The Lone
Goat Gallery is committed to achieving the necessary change processes outlined
in this strategic plan. With the addition of a full time employee it will have
the following resources and the capacity to guide and support the achievement
of its goals:
o An effective Committee of
governance that includes two professional artists, an arts administrator,
lawyer, bookkeeper and educational expert
o A pool of highly skilled
volunteers
o The support of Byron
Shire Council for governance and guidance
o Advice and support from
Arts Northern Rivers the peak body for the creative arts
o An achievable plan of
action for 2016 that will be continuously updated
o Advice and information
resources from the Northern Rivers Community Arts Gallery in Ballina Shire
As
part of a change management process any business or enterprise must constantly
examine its performance strategy, processes and systems to understand what
changes need to be made. LGG will:
o Effectively communicate a
clearly articulated plan for change to all involved in the Lone Goat Gallery
operations
o Implement its strategies
of action to make more efficient use of resources
o Set up systems of
benchmarking and evaluations both internal and external for staff and
volunteers
o Monitor the outcomes of
its plans and take corrective action if needed
o Establish working parties
to support the work of the Committee
o Streamline meeting
procedures
o Review adapt and update
the strategic plan and use it as a continuous guide to its work over the next
three years
o Work systematically with
the LGG Plan of Action for the ensuing three years.
12. Management
Management
of the Gallery rests with the Byron Shire Council appointed Section 355 Management
Committee. As a Council owned facility the Council bears the primary
responsibility to steer, support and ensure compliance with governance
requirements. Council recruits the Committee by asking for applications and
selects, on merit, the candidates who serve a 4 year term. The Byron Library
Exhibition Space (managing the Lone Goat Gallery) Section 355 Management Committee
includes a Councilor who is a full Committee member. They meet monthly to
review and direct operational matters such as bookings, scheduling, publicity,
volunteer training and other day to day issues that arise.
To
date (Feb 2016) the Committee has adhered to the 2014 strategic plan and work
done in 2014 -2015 represents considerable progress against stated outcomes.
With its 2016 -2019 Strategic Plan it can develop performance management
policies, standards and appraisal practices to ensure continual improvement of
its Gallery operations.
If
the Gallery succeeds in the employment of a paid coordinator it will convert
its governance structure to a Board of Management (BOM).
As a BOM
they will be compliant with all necessary statutory requirements of the role
within the Section 355 Committee structure. The Committee will implement a
performance management system, and seek professional advice and information on
how to make it appropriate and relevant for Committee, volunteers and paid
staff.
The Committee
will get guidance from publications such as the ‘Essential
Governance Practices for Arts Organisations’ guidelines
prepared by the Australia Council in 2011.
Legacy- the Gallery is
implementing a process of documenting all operational procedures. It has in
place a volunteer training manual, intake and booking forms and a policies and
procedures manual that constitute the documentary products used in the day to
day running of the Gallery. With continual updating this will act as a
knowledge capital resource for volunteers, staff, incoming Committee members
and Council.
The Gallery
will rely on its current action plan that has short to medium and long term
strategies to steer its direction over the next 3 years. This plan when
executed will ensure change measures that can be introduced through planning
workshops with volunteers, sub Committees and action groups within the Committee
of management.
In
the case of an exit plan the Committee will work closely with Council and
allied bodies to either combine with other compatible organisations or wind up
its operations.
Replenishment- The Committee has the skills to ensure that the Gallery
continues. In case of a change of membership the current members will actively
recruit for the skills and positions required. A key benefit of the Byron region
is the quantity and calibre of skilled retirees. Current members can reapply
for further terms on the Committee and Council calls for new members every four
years.
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Byron Shire Council Strategic Plan 2022
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Byron Council Deliverables
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Lone Goat Gallery Actions
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Economy
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EC3.3 initiative is to ‘Strengthen
regional partnerships with peak arts organizations
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LGG works closely with Northern Rivers
Arts (NRA) the peak NSW regional body for the creative arts. Plans for 2016
include joint delivery and assistance in the roll out and collaborations with
the delivery of the NRA’s visual arts capacity building strategy.
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LGG works with regional and NSW State
Arts groups, galleries and organizations to attract high profile exhibitions
and events to a Council owned facility. Recent examples: the Byron Book
festival collaboration and the Archibald Prize selections, a first for the
Byron Shire.
LGG intends to continue to develop the
venue as a high visibility exhibition space for high standard work from local
national and international artists.
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LGG will carry out integrated planning to
align visual arts events with the range of festivals that occur through the
year. Through a targeted promotions strategy it hopes to greatly increase and
attract new audiences to its exhibitions and events.
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Society and Culture
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SC2 – Achieve active
participation in local and community life.
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The Gallery is attractive to older and
younger people alike. It is run entirely by (48) volunteers who find a
valuable role in an exciting and dynamic community organization. Their
involvement builds connection personally and across community networks. The
skills and training they receive are of marketable value if seeking further
employment.
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The gallery has become known for its high
quality exhibitions. It is connected to the community and visitors through
its art shows, volunteers, liaison and collaboration with other community
arts organizations in the Shire.
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The LGG has a strategic goal of
delivering collaborative shows and pop ups in other venues including in the
open air as part of a way to reach new audiences and create working
partnerships with local and regional arts groups as well as other community
organisations.
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Society and Culture
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SC2.4 Create vibrant
livable places and spaces within towns and villages for people of all ages
and abilities
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LGG is diverse across a variety of visual
art mediums; demonstrating the wealth of creative talent that makes the Byron
area famous and so highly in demand as a tourist destination.
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LGG contributes to the intellectual and
cultural enrichment of the local community and to international and domestic
visitors’ understanding of the Shire’s creative industries.
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LGG has held exhibitions for diverse groups
inclusive of young people indigenous artists and those with disabilities
through its work with RED Inc. It attracts audiences across the full spectrum
of the Byron (and beyond) demographic.
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The Gallery adds value to the Library
building by being open 7 days a week from 10am to 4pm excepting New Year and
Christmas Eve. It is open for after - hour events such as gallery openings
and other activities that add to the vibrancy of the civic space.
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Address: Corner
Lawson and Middleton Streets