Arts Cultural Strategy Final January 2008

ARTS AND CULTURAL
STRATEGY
2008-2011
The City of Greater
Bendigo will creatively
lead and support our
growing community
and businesses to
realise their potential.
Adopted by Council on March 5 2008
Prepared by Mentors and Business Coaches International,

Reviewed by Nancy Vaughan
For the City of Greater Bendigo
Project Officer: Marg Allan, Manager Strategy Unit
CONTENTS
CONTENTS ........................................................................................................................................................... 3
EXECUTIVE SUMMARY...................................................................................................................................... 4
INTRODUCTION ................................................................................................................................................ 9
PROCESS...............................................................................................................................................................11
ROLE AND VALUE OF THE ARTS ...............................................................................................................13
CURRENT CONTEXT......................................................................................................................................16
THE ARTS AND CULTURAL STRATEGY...................................................................................................21
IMPLEMENTATION ...........................................................................................................................................32
1. VIEW STREET PRECINCT ......................................................................................................................33
2. ART IN PUBLIC SPACES .........................................................................................................................34
3. HISTORY AND HERITAGE ....................................................................................................................36
4. COMMUNITY ARTS FACILITIES AND PROGRAMS ......................................................................38
5. PROFESSIONAL ARTS PRACTICE .......................................................................................................40
6. STRATEGIC PARTNERSHIPS .................................................................................................................41
7. COMMUNICATIONS ..............................................................................................................................42
8. FESTIVALS AND EVENTS .......................................................................................................................44
APPENDICES .......................................................................................................................................................45
APPENDIX ONE - DEFINITIONS..............................................................................................................46
APPENDIX TWO - SURVEY OF 2001 STRATEGY STAFF REVIEW ............................................48
BIBLIOGRAPHY ..................................................................................................................................................53
3 ARTS AND CULTURAL STRATEGY
EXECUTIVE SUMMARY
The City of Greater Bendigo recognises the significance and value of arts and culture to the
community and has demonstrated its commitment to the developing needs of, and opportunities
for, the region through this new Arts and Cultural Strategy.
The vision for the City of Greater Bendigo is:
A progressive and vibrant provincial capital that draws life and inspiration from its heritage, the
unique Box-Ironbark Forest, the land and its people. We value the diversity and creativity of our
urban and rural communities. Greater Bendigo: people, businesses and a growing city living its
potential.
This vision acknowledges the City of Greater Bendigos rich cultural heritage as a foundation to
planning for the future and illustrates the importance of creativity and diversity to realising the
potential of the City and its people. This Arts and Cultural Strategy was developed following a
review of existing programs and strategic context, planning documentation, extensive community
consultation and benchmarking.
The community consultation revealed that stakeholders believe that arts and culture has two key
areas of value to the City;
Wellbeing & health - Creativity, expression, social connection, communication, education, pleasure
Economic Value - Innovation, new skills, retaining and attracting residents, attracting visitors,
events
Arts and culture can enhance individual and community wellbeing and health in a variety of ways,
including: providing opportunities for social interaction, developing a sense of belonging and pride
of a place, boosting self esteem, and providing entertainment, pleasure and relaxation. A vibrant
arts and culture sector, by offering alternative ways to communicate, can also play an important
role in sharing ideas, provoking new ways to think and discovering new points of view. It can
encourage and enhance understanding, empathy and acceptance of cultural diversity by offering a
range of beliefs, perceptions, values and experiences.
Community and stakeholder consultation for this project indicated there is broad recognition of
the potential for Greater Bendigo to develop a strong and clear brand of a premier arts and
culture destination. Research and current writers illustrate that a strong arts and culture brand
attracts tourists and new residents, while providing pride, a sense of place and many other benefits
for existing residents. Creativity and innovation are critical drivers of a prosperous and healthy
community. Creative and innovative communities typically appreciate, host and develop a diversity
of arts activities, drawing local residents and attracting new residents and visitors from other
areas. A vibrant arts and culture environment attracts creative thinkers a new workforce of
creativity, new creative industries, new economic growth and sustainability (Community forum
participant). The City of Greater Bendigo recognises that a cultural tourism focus builds a strong
competitive advantage.
Greater Bendigo has attracted a diverse group of independent practicing artists whose work spans
across a wide range of art forms. These artists and their work are at the core of the dynamic
ARTS AND CULTURAL STRATEGY 4
cultural environment of the City. It is important to recognise and encourage professional practice
and to engage with this sector to identify their needs and opportunities for development.
Greater Bendigo recognises the contribution of its local arts and cultural sector. It actively
supports its creative community through a range of CCD programs and community events that
encourage broad participation and increased access to the arts. Underpinning the cultural life of
our community is vibrant arts and cultural community made up of arts workers, community
cultural development practitioners, arts students, and emerging and professional artists who are
working across traditional and contemporary mediums.
The City of Greater Bendigo is well positioned to move forward into an exciting future. There is
consistency in the strategic focus, the City has a rich and diverse cultural base and has high profile
facilities that have positioned arts and culture in the minds of all stakeholders. The opportunity
now exists to build on this foundation through the development of stronger partnerships with
State and Federal Government agencies to achieve the vision for the future.
Future Strategic Focus
The City of Greater Bendigo Arts and Cultural Strategy focuses on eight key areas:
1. The View Street Arts Precinct
2. Art in Public Spaces
3. History and Heritage Assets
4. Community arts, facilities and programs
5. Professional arts practice
6. Strategic partnerships
7. Communications
8. Festivals and events

The City of Greater Bendigo has developed Bendigo Art Gallery and The Capital as major cultural
facilities in the City. With its existing arts focus, intact heritage street-scape and its cluster of
boutique galleries, retailers and cafes, View Street has potential to be recognised as a dynamic
national icon. The successful development of View Street as an arts precinct could position the
City as the arts and culture capital of regional Australia. Building on the profile that Bendigo Art
Gallery and The Capital have already established, supporting strategies to raise the profile and
increasing activities and infrastructure will be vital steps in realising this potential.
It is the communitys desire to have access to a professional state of the art theatre. A city the
size of Bendigo requires a performing arts facility with more flexibility and more appropriate
access than The Capital can presently offer. Bendigo Art Gallery requires more gallery and
workshop spaces and better access and storage space for exhibitions awaiting transit or set-up.
This Strategy recommends the implementation of Phase 1 of the City of Greater Bendigos Master
Plan for View Street. By working closely with Arts Victoria as a partner, the initial work can begin
to realise these plans.

As part of the continued development of the arts and culture in City of Greater Bendigo,
significant investment into permanent and temporary public art programs is recommended in this
Strategy. A major public art program will be divided into three components:
I. Commissioning and installation of three major permanent or temporary public art works for
the View Street Arts Precinct. This will be a substantial contribution to the further development
of View Street. The goal is to commission high quality art for the View Street precinct as a guide
to what is possible in the rest of the City of Greater Bendigo.
II. Commissioning and installation of a restricted number of major permanent public art works
across the municipality to add to the vibrancy and appeal of the municipality as a place to live or
visit.
III.
Development of an extensive temporary public art work program, including enhancing the
temporary public art component of existing events and activities and developing new temporary
public art activities and events. This program will also include facilitating an increased number of
temporary public art works through working with artists and various groups.

The City of Greater Bendigo has a rich history which is reflected in its impressive heritage
architecture. As well as this built history, there are a number of community organisations that
hold significant cultural and heritage material in the form of historical objects, documents and
memorabilia.
Community members participating in the forums expressed their desire to see the City develop a
museum where this material could be displayed and interpreted for visitors and residents.
Assessing the existing collections that are currently held by a range of community groups,
organisations and individuals and then developing a storage and conservation plan is considered
the first step towards developing a museum. Although some collections have been catalogued and
items assessed for their provenance and significance to the City, there are concerns expressed
over the conditions under which some other collections are stored. This situation puts some of
this material in danger and the City could lose objects and memorabilia of high heritage
significance if it continues to be held in inappropriate storage conditions.
The refurbishment of the Old Post Office building will provide an important opportunity to house
a program of changing exhibitions of these important collections and illustrate the dynamic history
of the region.
4. Community Arts Facilities and Programs

During the research phase of this project there was a strong desire expressed by community
members for a community arts centre. This arts centre has been described as a place for the
community to meet, engage in various arts activities, rehearse, store materials and display finished
art works.
This strategys recommendation is to undertake a scoping study which determines the

requirements of a centralised community arts centre and then reviews available building stock of
Greater Bendigo to ascertain whether existing buildings may be available. Considerable
community input will be necessary to maximise the potential of this project.
The Citys Community and Cultural Development unit is focused on working with communities
where they are situated. A combination of a central community arts facility and a series of
community arts spaces and programs that are located in the Citys various neighbourhoods and
small towns will need to be explored during a scoping study.
The scoping study would also explore how to deliver a range of community arts and culture
programs to the Citys small townships and suburban areas.
5. Professional Arts Practice

The City of Greater Bendigo recognises the vital contribution its independent practicing artists
play in enhancing the cultural life, vibrancy, appeal and liveability of the City. Fostering the
continued professional development of independent practicing artists, so as to achieve a viable and
vibrant arts industry, will be an important step for the City.
To fully understand this sector of the arts community, it is recommended an audit be undertaken
to determine the needs of independent and emerging practicing artists and to ensure appropriate
support and encouragement is made available to fully realise a thriving and viable arts industry.
6. Strategic Partnerships
In order to develop the arts and culture in Greater Bendigo and, in particular, to implement the
View Street Master Plan, it is critical to continue to develop strong and active partnerships with
state and federal government agencies as well as other groups and organisations such as schools,
universities, philanthropic trusts and a range of community groups.
7. Communications
In order to build a strong arts and culture brand for the City, a Communications Strategy needs to
be developed and implemented. Such a strategy would develop an appropriate new logo and
message that would more appropriately reflect the arts and culture aspect of the City. The City
of Greater Bendigo needs to develop a sustainable competitive advantage as the Australian
regional capital of arts and culture. This will distinguish and brand Greater Bendigo as distinct and
separate to other gold rush towns and is more in keeping with the target market the City is
developing.
There is also a need to improve the internal communications at the City, so as to strengthen
linkages between existing programs, facilities and services.
The Communication Strategy would also set out a framework of ongoing communication and
shared planning activities with key internal and external stakeholders.
8. Festivals and Events

City of Greater Bendigo has a vibrant and active community arts sector which makes a positive
contribution to the community and economy through a wide range of projects and events. These
events and activities assist in raising the profile of the arts in the City as well as raising awareness
of the value of the arts to the broader community.
Consultation with community members and key stakeholders revealed there may be an
opportunity to develop a signature, high quality arts and culture event. As well as providing a high
quality arts and culture event for the Citys residents, this event would aim to attract audiences
from other areas of Victoria and Australia as well as, eventually, overseas visitors. This event may
be based on an existing event, such as the Summer Fiesta and Summer in the Parks.
As well as developing Greater Bendigos local events and festivals, there is significant opportunity,
through strengthening linkages with key Melbourne and other state or national events and
festivals, to bring components from external events and festivals to Bendigo.
INTRODUCTION
Overview
The City of Greater Bendigo Arts and Cultural Strategy has been developed to guide the future
direction of arts and culture for the City over the period 2007 - 2010. It is the successor to the
City of Greater Bendigo - Cultural Strategy 2001. This 3 year plan sets out the actions that the
City of Greater Bendigo will undertake as a step towards achieving the longer term vision outlined
in the Bendigo +25 Community Plan and the City of Greater Bendigo Council Plan 2005 - 2009.
Policy Direction
The policy direction for this strategy comes from the Bendigo +25 Community Plan and the City
of Greater Bendigo Council Plan 2005 -2009.
Greater Bendigo has clearly articulated its aspirations for the future through a community
visioning initiative: Bendigo +25. This approach to Community Planning used a Future Search
Conference, a number of community workshops and a community values survey to gather the
aspirations of the Greater Bendigo Community.
By reversing traditional approaches to planning and starting the process with a massive community
consultation exercise, Bendigo +25 provided a platform to unite the community and establish a
shared vision for the future of the region. A component of the shared vision includes the delivery
of Arts and Culture key achievements and actions which are set out in the Bendigo +25
Community Plan.
The City of Greater Bendigo Council Plan 2005-2009, was adopted by the Council in 2005 and is
revised annually. The development of the Council Plan includes opportunity for community
consultation on the priorities. The current plan articulates a commitment to arts and culture
objectives.
The City of Greater Bendigo recognises the significance and value of the arts and culture to the
community and is committed to addressing the developing needs of the region through this new
strategy.
This strategy acknowledges the rich heritage of the Citys cultural assets and the facilities and
infrastructure that has been established in the past, however it also identifies new opportunities
for growth to meet the changing needs of the community. It builds on the vision of the City
illustrated in the strategic direction already in place.
City of Greater Bendigo Arts and Cultural Strategy - Policy

Statement
The following key policy statement has been developed as a component of this Arts and Cultural
Strategy:
Arts and cultural activities are vital elements in building community wellbeing and a vibrant and
interesting place to live, work, visit and play.
The City of Greater Bendigo is committed to providing for the growth of the arts and culture
sector, in partnership with the community, government and business.
By working together, we will all play a significant role in developing the cultural life and creative
aspirations of the community and make a significant contribution to the Citys social and economic
prosperity and quality of life of all residents.
PROCESS
Project Brief
The objectives of the project, as outlined in the Project Brief, are to:
Evaluate the effectiveness of the 2001 Cultural Strategy,
Review existing programs, facilities and infrastructure,
Identify role and value of the arts and cultural services,
Identify the vision for the City of Greater Bendigo arts and cultural services, collections and
infrastructure,
Identify opportunities for future growth and direction of arts and cultural services, collections
and infrastructure,
Identify opportunities for arts and culture to improve the social, economic and cultural
outcomes for residents,
Identify mechanisms to raise the profile of the City of Greater Bendigo,
Develop an implementation program of key actions to achieve the strategic directions with
indicators of success, and
Develop a framework for the funding, development, installation and maintenance of public art.
Process
Mentors and Business Coaches International were appointed to prepare a draft strategy.
This project has been managed by the Manager Strategy at City of Greater Bendigo. A project
coordination committee was established and comprised: Director Community Wellbeing,
Director City Futures, Manager The Capital, Director Bendigo Art Gallery, Manager Community
and Cultural Development, Arts and Cultural Team Leader, and Ms Dawn Colbourne representing
the City of Greater Bendigos Arts and Culture Advisory Committee as well as the Bendigo +25
Arts and Culture Action Group.
The focus of this project has been to engage and consult with a broad range of stakeholders
across the community to facilitate a strategy for arts and culture that reflects the needs and
aspirations of the community. A review of the current practice of the City of Greater Bendigo
was undertaken in order to benchmark the operation of other Local Government bodies and to
determine best practice to develop the goals that will deliver the vision for arts and culture for the
City.
Community Consultation
Consultation during the development of the draft strategy included:
The distribution of over 2000 surveys of which 126 were returned. The majority of
respondents were between 40 and 70+ years of age. There areas of interest included visual
arts, theatre, music, heritage and crafts.
Availability of the survey on the City of Greater Bendigo website
Community and staff forums
Interviews were undertaken with;
Councillors, staff and consultants
Arts and Cultural Advisory Committee

Bendigo +25 Arts and Culture Action Group
Representatives from the Indigenous Community
Historical Societies, Theatre Companies
Professional artists, Latrobe University staff
Traders
Management of the Golden Dragon Museum
Film Makers, and
Local Media
A summary of the key issues and opportunities expressed in the surveys, at the forums and in the
interviews include:
Storage facilities for the gallery - storage space is a key issue for the Art Gallery. This area
would be used for the preparation of exhibitions, storing works that were awaiting exhibition
or being packed for transit,
More gallery workshop space - this area would be used for after school and holiday programs
and for workshops supporting exhibitions,
Performing Arts Centre with a 1000 seat theatre - this facility would have disabled access, and
an appropriate stage configuration. It would be the focus for high profile, popular touring
shows
Art in public spaces - permanent and temporary public art installations,
Museum Facilities - this facility/ facilities would be a repository for the public collections of
significance held by the various heritage groups and would include a display space where the
story of Bendigo can be appropriately told and cultural material accessible to residents and
visitors,
Community Arts Centre - an Arts Hub where the community can gather to meet and engage
with art and artists. Courses would be run; groups would meet, rehearse, share and motivate
each other. Exhibitions and displays would be held giving the community access while raising
wider community awareness. Independent practicing artists could have access to broadband,
server space, web hosting and technical support,
Increased funding for the arts - increased funding for community projects, grants for
independent artists and heritage, arts and culture groups, and
Raising the profile of arts and culture - opportunities to create greater awareness across the
community of the role and value of the arts, and for arts and culture activities.
2001 Strategy
This document is the successor of the 2001 Cultural Strategy. As part of this project, the 2001
Cultural Strategy has been reviewed with the input of appropriate Council officers.
A number of the strategies and actions from the 2001 document were identified as requiring
further development within the current context. These were taken into account during the
development of the implementation action plan. A copy of the review of the 2001 strategy is
included in Appendix 2.
Definitions
A list of definitions for terms used in this document is included in Appendix 1.
ROLE AND VALUE OF THE ARTS

Health and Well being
Creativity - social connection - expression - communication - education pleasure
It is widely acknowledged that involvement in arts and cultural activities has a positive impact on
the health and well being of individuals and the health of communities. The World Health
Organisation defines health as a state of complete physical mental and social well being and not
merely the absence of disease.
The arts have been found to play a significant role in the delicate balance between good physical
and mental functioning and a healthy society. Sarah Chilvers, Program Director for Health and
Social Development at the Vancouver Foundation, stated An active engagement with the arts,
whether as a participant, or as a viewer, is an effective way for individuals and communities to
address issues of public health experience has shown that in supportive community projects that
the arts are effective in health promotion.
Not only do the arts provide preventative and integrated approaches to health care, but it has
been demonstrated that opportunities to engage in the arts builds self esteem and develops a
sense of identity and belonging to community, as people connect to new networks. Group arts
activities bring people together on common ground, promoting tolerance and acceptance of
differences and breaking down social isolation, especially for those living in outlying communities
with limited support.
A recent paper from the Centre for Cultural Policy Studies from the University of Warwick in
England (Bennett,O., 2004) states that the focus of public policy in the last thirty years has been on
quality of life for community and acknowledges that the arts not only gives pleasure but has a
wider role in liveability.
The Department of Victorian Communities and Arts Victoria, in their joint program Arts
Development for Communities, states in the evaluation report Strengthening Victorian
Communities those arts programs for participants, communities and artists are effective tools
for engaging hard to reach populations, particularly youth, ethnic and socioeconomically
disadvantaged populations. They provide a means of expressing issues of importance and visions
for the future. They can also create networks and partnerships that make arts and cultural
activities more sustainable. This publication also reports that one of the strongest benefits is that
art projects provide a powerful means for communities to express themselves, particularly the
issues that affect them and their aspirations for the future.
Many communities grapple with a wide range of social issues and disadvantage. Bendigo is no
exception. Arts and culture can provide an important opportunity for individuals to experience
personal growth as well as connection to community. The percentage of people participating in
arts and culture in Greater Bendigo is greater than that of the region and the state of Victoria
(Community Indicators Victoria Wellbeing Report, 2007).
Not only do the arts inspire individuals but it has been shown that arts projects build the capacity
of communities. They build skills and networks in communities that enable activities to continue
to develop while providing the energy for new activities to be generated. This was illustrated in
the partnership projects run by Arts Victoria and funded by the Department of Victorian
Communities, in which effective partnerships made some projects sustainable over the longer
term and opened the communitys eyes to greater possibilities.
Arts and culture can provide a sense of identity or belonging and a sense of place. One
community workshop participant commented that the arts reflected the soul of the City and built
self esteem, social cohesion and how we live in the world.
Arts and culture has the capacity to enhance individual and community wellbeing in a variety of
ways including: providing opportunities for social interaction, developing a sense of belonging and
pride of a place, boosting self esteem, and providing entertainment, pleasure and relaxation. A
vibrant arts and culture sector, by offering alternative ways to communicate, can also play an
important role in sharing ideas, provoking new ways to think and discovering new points of view.
It can encourage and enhance understanding, empathy and acceptance of cultural diversity by
offering a range of beliefs, perceptions, values and experiences.
Economic Value
Innovation - new skills - branding - prosperity - population growth & retention
- tourism - events
There appears to be a deep understanding within the Greater Bendigo community of the
economic benefits of a vibrant arts and culture sector. Not only does it assist in attracting new
residents with creative and innovative skills to the City but it assists in attracting visitors who
appreciate the opportunities to engage in the arts. A vibrant arts and culture sector makes the
City of Greater Bendigo an appealing place to live or visit. A cultural tourism focus builds a strong
competitive advantage, which is recognised by the Citys planners and strategists.
Developing a strong and clear image or brand of the City as a vibrant arts and culture centre, is an
important component in retaining residents and attracting new residents. A thriving arts and
culture scene is a key element of the liveability qualities that attract many residents and visitors
and has related links to economic growth. It is important that these elements of the City are
enhanced and promoted to current and potential residents and developed as a clear brand for
Greater Bendigo.
Richard Florida, author of The Rise of the Creative Class, is recognised as a significant contributor
to the debate on the impact that creativity and the arts has on economic development in
communities. Florida believes that the underlying driver of economic development is a creative,
highly skilled and educated workforce. How effectively a city or region can attract and retain this
workforce is critical.
Florida argues there are 3 drivers for the growth of creative human capital and innovative and
dynamic communities: 1) Universities play a key role in creating initial advantages in human capital
that is cumulative and self-reinforcing, 2) Amenities play a role in attracting and retaining highly
educated and highly skilled households, 3) Tolerance and openness to diversity attracts and
nurtures creative and skilled human capital.
According to Florida, places that succeed in attracting and retaining creative people prosper; those
that fail don't. He reports that, in America, of the manufacturing, services and creative sectors,
50% of all wages and salaries are in the creative sector.
In the past it was believed that to build economic development, communities needed to focus on
attracting companies that would bring jobs. Florida states that the focus should be on attracting
and increasing the number of creative people who want to live in a place and enhancing the
attributes that attract these people. According to Florida, places that are stimulating and exciting
environments with street level culture and artistic infrastructure attract the creative people that
progressive companies need. The new businesses will come because the creative and skilled
people they need are already in the community.
Charles Landry, author of The Creative City, talks about the fundamental nature of creativity in
cities that are developing and growing. Similarly, Peter Wolf in his book Hot Towns, notes that
the fastest growing cities in USA are medium sized cities which offer cultural institutions and the
opportunity for innovation and creativity.
The need to ensure Greater Bendigo offers an environment that fosters creativity is essential for
growth. The City of Greater Bendigo is currently working on an Economic Development Strategy
that will address some of these opportunities and issues. The progress of the Economic
Development strategy has included a focus on the importance of the lifestyle and liveability
qualities Greater Bendigo can offer, as an essential element in attracting and maintaining a skilled
and innovative workforce. This strategy will be in line with the State Governments focus on
increasing the population, skills and investment in regional Victoria, through policies such as
Growing Victoria together.
CURRENT CONTEXT
Strategic Context
The strategic context for the City of Greater Bendigo Arts and Cultural Strategy is centered on
the Bendigo +25 Community Plan and the City of Greater Bendigo Council Plan 2005 -2009.
Bendigo +25 Community Plan

The Bendigo +25 Community Plan and the extensive community consultation and visioning that
provided the content for this Plan, was a project initiated by the City of Greater Bendigo in 2005.
The City of Greater Bendigo continues to coordinate the Plan and is a vital stakeholder. The
Bendigo +25 Community Plan informs the City of Greater Bendigo Council Plan.
From COGB Council Plan 2005 - 2009

The Bendigo +25 Community Plan sets out the following Arts and Culture key achievements and
actions:
The City of Greater Bendigo Council Plan 2005-2009 contains Council's Vision, Values,
Purpose and Future Directions for the next 4 years. These statements underpin the way Council
manages and conducts its operations. The Council Plan has strong support for the arts and
culture, with the following strategies:
Our Community
Strategic Objective: We will create a great place to live
Strategies:
Being a place for everyone
Strengthening the sense of belonging
Building creative and communities and economies
Regional Prosperity
Strategic Objective: We will be a key contributor to the regions prosperity
Strategies:
Promoting and supporting investment
Supporting development of the labour market
Being a desirable visitor destination
The City of Greater Bendigos Bendigo Health and Wellbeing Framework (2003)
This document identifies the impact that involvement in arts and culture can have in certain areas
of community health with one of the key areas being mental illness resulting from social exclusion.
Greater Bendigo has been named a UNESCO Child Friendly City. This recognises the Citys
commitment to provide opportunities for children to reach their potential.
The Destination Bendigo 2007-2010 Tourism Development Plan
This document has the following objectives:
A significant event which highlights Bendigos arts and culture, food and wine product
Continue to build on heritage, arts and cultural strengths of Bendigo
The Bendigo CBD Plan also recognises the needs of the community for:
Commissioning of public art,
Co-coordinated event calendar,
Entertainment in the Mall and other CBD locations,
Celebrating cultural festivals,
Streetscape improvements and improved pedestrian connections, and
Restoration and maintenance of heritage buildings.
City of Greater Bendigo facilities, services and programs

The City of Greater Bendigo is well positioned to move forward into an exciting future for its arts
and culture sector, as a strong foundation is already established.
The community consultation clearly demonstrated that the community values the cultural assets
and facilities of the City. In particular, positive comments were made of the Bendigo Art Gallery
and The Capital. Similarly, View Street is seen as a great asset. There is also evidence that the
community of the City of Greater Bendigo recognises the importance and enjoyment that is
gained from participating in arts and culture. The percentage of people participating in arts and
culture in Greater Bendigo is greater than that of the region and the state of Victoria.
(Community Indicators Victoria Wellbeing Report, 2007)
David Fishel, in his discussion paper on the development of cultural facilities in the Greater
Bendigo, says Exhibitions, performances, workshops and education programs at the Gallery and
The Capital form the backbone of professional arts activity in Bendigo. This is acknowledged by
the Victorian State Government which recently entered into a Memorandum of Understanding
(MOU) with the City to ensure recurrent financial support for these venues. The MOU commits
the Government and Council to a partnership to support the arts and cultural objectives,
strategies and activities of both these organizations.
Bendigo Art Gallery
Bendigo Art Gallery has created a reputation of excellence, offering a dynamic program of
exhibitions to draw Melbournians and others to exhibitions not available elsewhere in the State.
The relationship with the National Gallery has assisted the profile of Bendigo Art Gallery and
assisted the attraction of prominent travelling exhibitions. Its partnerships with other key regional
galleries, such as the Newcastle Gallery, have also, assisted in building a strong regional brand.
Bendigo Art Gallery receives over 100,000 visitors annually. Feedback from the community
consultation confirmed that the Gallery is widely valued and that many people felt very positively
about the success of the Gallery and the opportunity to have free access. Bendigo Art Gallery was
identified as one of the most popular arts and culture facilities or services in the City, during the
community consultation. The quality, success and profile of the Gallery was also recognised as a
key asset in attracting visitors. Gallery is aided by its hosing of the richest open painting prize in
Australia; the Arthur Guy Memorial Painting Prize.
The Capital - Bendigos Performing Arts Centre
The Capital has played a vital role in providing residents with opportunities to enjoy a broad range
of performing arts programs. It is the focus and venue for local theatre groups, school
productions and other community events as well being used for various functions and conferences.
The Capitals program provides seasons of theatre, chamber music, morning music, family focused
performance, comedy and one off events. It draws audiences of over 70,000 annually.
North Central Goldfields Regional Library Corporation
The City of Greater Bendigo is one of four member councils that make up the North Central
Goldfields Regional Library Corporation (Goldfields Library Corporation). There are four libraries
within Greater Bendigo, located at Bendigo, Eaglehawk, Kangaroo Flat and Heathcote, together
with mobile library services to Raywood, Elmore, Goornong and Axedale. The libraries are a
significant community resource enjoyed by many residents and visitors. There are currently 34,108
residents who are members of the library service. These people borrowed over 800,000 items
(including books, dvds and music cds) during 2006/07. More than 1000 people per day visit the
Bendigo branch of the Library. The investment of the City in the library is budgeted to be over
$1.9 m in 2007/08. The library also provides:

An outreach service to housebound members

Nursing homes and Aged Care facilities

Storytimes and activities for children of all ages, their parents and carers,

Book talks and author visits

Display facilities for Community groups

Travelling Exhibitions
Many people visit Bendigo to research their family history and connections to Bendigo and the
Gold Rush. Most of the information these people are seeking is available through the Goldfields
Research Centre, located at the Bendigo branch of the library. Trained staff and volunteers
provide assistance to access and interpret genealogical records for a small fee.
The Goldfields Research Centre at Bendigo Library encompasses special collections that have
significant historical value and which people from all over the world travel to access. It also
houses the paper collections of the Historical Society, the German Society and two Genealogical
Societies and has co-operative relationships with many historically relevant groups within the
Region and beyond. Volunteers continue to index many records adding to the wealth of
information available.
A current initiative of the City of Greater Bendigo and the Regional Library Services is the
establishment of BRAC Inc (Bendigo Regional Archives Centre) in conjunction with the Public
Records Office. It is intended to establish a Public Records Office repository in Bendigo for the
storage of archives.
Community & Cultural Development (CCD)
The City of Greater Bendigo Community & Cultural Development unit (CCD) has been
developed with the aim of fostering a sense of place through the development and delivery of
cultural programs and events. These initiatives assist in developing long term social, cultural,
environmental and economic benefits to the citizens of Greater Bendigo. Initiatives include:

Fostering links and mutually advantageous relationships within the arts and the community

Researching and developing quality arts programs

Developing sustainable partnerships with the community

Encouraging participation by the community

Encouraging the development of programs and events which are inclusive

Employing and involving regional artists and arts workers

Providing professional assistance, creative development and implementation of special events
and festivals within the City of Greater Bendigo
There is a wide range of programs developed and delivered by CCD. Programs include CCD Arts
Resources, CCD Funding Scholarships, CCD Community Development, COGB Film Policy,
Summer in the Parks, Cultural Diversity Week, Bendigo Youth Arts Network and NAIDOC
Week. This unit provides a community development focus through arts activities on engagement
of Culturally and Linguistically Diverse (CALD), Indigenous and Youth sectors.
The CCD Unit operates from a separate directorate to The Capital and Bendigo Art Gallery and
there is significant opportunity to improve communication and coordination between these
different Council Units. In accordance with current trends, the Citys major arts infrastructure,
such as the Capital and the Bendigo Art Gallery, is taking a greater role in CCD.
There is opportunity for these facilities to enhance CCD activities and programs. This
collaborative and coordinated approach is consistent with Australia Council and Arts Victoria
policy. This report recommends a fortnightly meeting represented by CCD, The Capital and
Bendigo Art Gallery as a first step.
Tourism
In 2006, approximately 1.6 million daytrip and 755,000 overnight visitors came to Bendigo. Of the
daytrip visitors, 56% were from Melbourne and 41% from Regional Victoria. Of the domestic
overnight visitors, 48% were from Melbourne with 34% from regional Victoria. With a significant
proportion of visitors visiting friends and relatives, there is opportunity for residents to promote
arts and cultural experiences to their guests.
Tourism Victoria reports that the primary profiles of the visitors to the City of Greater Bendigo
are the Socially Aware, with the Visible Achievers and Traditional Family Life segment as
secondary. These groups value arts, culture and heritage and are attracted to historical places, art
galleries, exhibitions and cultural events. Arts Victoria data illustrates that the groups most
attracted to arts and culture facilities and activities are among those predominate in Bendigos
visitors.
These types of visitors are generally wealth generators as they enjoy the best of accommodation,
food and wine when they travel. And, importantly, they are typically attracted to reside and find
employment or establish businesses in areas that can provide this lifestyle environment.
The Baby Boomer generation, people born between the end of the second World War and
1964, is starting to take early retirement or are moving from success mode in their lives and are
looking at a lifestyle focus on significance. This means that many are making changes in their
lives, such as moving away from cities to regional centres and making a tree change or a sea
change. This generation has generally built wealth, are comfortable in their lives and looking for
activities that bring a community or cultural focus. They move to regions where there are arts
and cultural facilities and a sophisticated environment around which to establish a new life.
The City has experienced an average annual population growth over the period 2001 to 2006 of
1.6% and it is expected that the population of the region will continue to expand over the next 20
years. The City of Greater Bendigo is already attracting people with an interest in the arts. With
a greater focus and branding of arts and culture, the City is poised to take advantage of this
residential movement out of Melbourne and other parts of Victoria and Australia.
THE ARTS AND CULTURAL STRATEGY

Strategic Vision for Arts and Culture
The City of Greater Bendigo Arts and Cultural Strategy 2007 - 2010 has been developed following
consultation with the broader community and key stakeholders, research into the role of arts and
culture in enhancing and maintaining social, economic and environmental outcomes and reference
to key strategic documents. The City of Greater Bendigo Arts and Cultural Strategy focuses on
eight key areas:
2. Art in public spaces
4. Community arts, facilities and programs
5. Professional arts practice
6. Strategic partnerships
7. Communications
8. Festivals and events
1. The View Street Precinct

The City of Greater Bendigo has the opportunity to develop the City as the arts and culture
capital of regional Australia. View Street has developed as a focus for arts and culture in the City
and is on the cusp of realising its full potential. Supported by the strong heritage infrastructure
that already exists, View Street can become a dynamic national icon as an Arts Precinct.
David Fishel, in his report on the cultural facilities of Bendigo, discusses the advantages of
clustering arts facilities together to form cultural precincts. He states, the growth of a cultural
precinct generates an accumulation of expertise and facilities which will over time, represent
valuable resources for the whole community.
The City acknowledges the importance of building on the facilities and infrastructure in View
Street. The City of Greater Bendigo View Street Master Plan addresses the communitys goals to
develop a Performing Arts complex that includes a choice of state of the art professional theatres seating
from 200 to 1000 which is fully utilised by community groups, national and international acts. (Bendigo
+25 Community Plan) A city the size of Bendigo requires a performing arts facility with more
flexibility and more appropriate access than The Capital can presently offer.
The View Street Master Plan includes the redevelopment of The Capital including a new theatre of
increased seating capacity and Bendigo Art Gallery to create better storage facilities, workshop,
gallery spaces and access for these venues. The need for more gallery and workshop space is taken
into account in these plans, while multipurpose spaces for meetings and rehearsals and a small
black box theatre will be created within the Old Fire Station and Dudley House, giving greater
accessibility and affordability to community groups.
This Strategy recommends working closely with Arts Victoria as a partner. Arts Victoria has a
commitment to give every Victorian access to the arts through their Creative Capacity + Goal 1:
Arts for all Victorians: a culture of participation, - widening opportunities for access to the arts and
increasing participation and engagement in arts and cultural activities.
Successful arts precinct development projects in other regions include Brisbanes Southbank and
Melbournes Federation Square. The Brisbane City Council took advantage of the former Expo site
to develop an arts and culture precinct in close proximity to the centre of the City. Known as the
Queensland Cultural Centre, the precinct features a museum, art gallery, museum of modern art,
a performing arts centre and library and includes restaurants, cafes and recreational facilities. The
precinct attracts local residents and visitors alike and was developed in 5 stages over 22 years.
The City of Melbourne has acknowledged the power of arts and culture to brand its City by
developing an arts precinct along St Kilda Road. This area is a focal point during the Melbourne
Festival and mixes the arts gracefully with the Southgate complex of wine bars, restaurants, a food
court and exclusive specialty shops.

Public art celebrates who we are and is an important platform that brings our shared and public spaces
to vibrant life, making them accessible, educates and shares stories
Successful public art adds value in both aesthetic and economic terms to places and communities. Public
art in itself is a tourist attraction. It can be used to welcome and attract people, to contribute to and
celebrate uniqueness of particular places by making reference to the unique combinations of site,
landscape, cultures and histories which make up those places. (Marion Scrymgour, Minister for Arts
and Museums, Northern Territory Government.)
Public art celebrates who we are and is an important way to bring our public spaces to life, adding
to their vibrancy, accessibility and their role in educating and sharing stories. Successful public art
adds value in aesthetic, cultural and economic terms to places and communities. It can also play a
vital role in building a sense and pride of place for community residents. It can enrich the lives of
residents, provide social interaction, encourage debate and conversation, expand horizons and
provide a new medium to expressing ideas and emotions. In short, successful public art enhances
community wellbeing.
Enhancing the City of Greater Bendigo
A program of public art, including permanent and temporary art works, that extends across the
municipality is an important step in enhancing the vibrancy, liveability and social connections of the
City. A Public Art Policy for City of Greater Bendigo was developed in 2008. This document sets
out the processes and procedures for the commissioning and management of public art in the
City.
As a legacy of the Gold Rush and of more recent investment in contemporary artworks, the City
has a rich and diverse collection of public art works located in its public parks, streets and other
public spaces. It is critical that these existing public artworks are managed appropriately. Existing
public art that belongs to the City of Greater Bendigo collection will receive an annual health
check and receive the appropriate conservation or maintenance works from specialist
professionals. A new Council role of a city curator would assist in providing conservation and
maintenance advice for the Citys public art collection.
To ensure that forward thinking of sites, themes and funding for a comprehensive permanent and
temporary public art program can take place, a public art master plan or program could be
developed. A public art expert could work with the City to develop this plan. It is recommended
this plan be developed as the initial step.
There is significant opportunity to expand upon the public art work collection and program at City
of Greater Bendigo. Principles for developing a diverse and dynamic public art program for City of
Greater Bendigo include:
enhancing local identity through the development of artworks which capture the essence of
place,
striving for excellence in design and fabrication of public art works,
honouring diversity within the City of Greater Bendigo communities, in relation to indigenous
communities and those from a range of cultural backgrounds,
allowing for expression of this diversity through public art projects,
ensuring access to education and interpretation of public art produced within the City of
Greater Bendigo,
encouraging the engagement of local and regional artists in developing a sense of place in the
public domain, and
engaging artists of regional/national/international repute and ensuring their vision is realised,
maintained and conserved.
Funding and resourcing
In the government sector the trend is for at least 1% of capital works building budgets to be
allocated to public art enhancement of public spaces (e.g. Port Phillip 2%, Darebin 2%, Newcastle
1%, Casey 1%, City of Adelaide 1.3%).
In order for City of Greater Bendigo to achieve the public art objectives set out in this strategy, it
is recommended the City allocate 1% of the capital works building budget for the commissioning,
installation and conservation of permanent and temporary public art.
Other funding and resourcing opportunities include:
Government grants and philanthropic funds
Community grants programs
Sponsorship and private funding
Other budget allocations made by Council - e.g. from selected specific capital works projects
Consideration of how to build the skills and capacity of artists and arts groups and communities to
undertake public art projects and programs. Developing of tools and resources for artists and
communities to use.
As part of the continued development of the arts and culture in City of Greater Bendigo,
significant investment into both permanent and temporary public art programs is recommended.
A part-time public art coordinator, who would work closely with the Citys public art reference
group, would also be a critical investment in developing a successful and dynamic public art
program.
Temporary public art will be a major focus of this part of the Strategy, based on its capacity to
engage and challenge residents and visitors and to enhance the vibrancy of the municipality.
A major public art program would be divided into three components for action over the next 3
years:
1) public art located in the View Street Arts Precinct
2) permanent public art elsewhere in City of Greater Bendigo, and
3) temporary public art located elsewhere in City of Greater Bendigo.
1) Public art located in the View Street Arts Precinct
* Three major permanent or temporary public art works will be selected, commissioned, project
managed and funded by Bendigo Art Gallery over a three - five year period.
The View Street Arts Precinct is a priority location for high quality permanent and temporary
public art works. The development of major permanent and temporary public art in this location
will be largely funded, commissioned and managed as part of the Bendigo Art Gallery collection.
This will provide a substantial contribution to the further development of the View Street arts
precinct and enhancement of the streetscape and branding of the city. The goal is to commission
high quality public art for the View Street precinct as a guide to what is possible in the rest of the
City of Greater Bendigo.
Bendigo Art Gallery has a nation-wide reputation as an outstanding regional gallery and is known
for its remarkable collection. Having access to the significant skills and expertise of Bendigo Art
Gallery is a substantial advantage for City of Greater Bendigo.
2) Permanent public art elsewhere in City of Greater Bendigo
* Up to three (3) major permanent public art works, over the life span of this strategy, to be
commissioned for locations across the municipality.
* A restricted number of community-driven public art works across the municipality
A number of City of Greater Bendigo capital works projects have budget allocated for the
commissioning and installation of permanent public art. These include the Citys Walk Bendigo
Plan and the redevelopment of Hargreaves Mall. These developments may also provide
opportunities also exists for providing major temporary public art installations (see next section).
Community and Cultural Development unit administers Councils Community Grants. As such,
there is opportunity to fund a number of other permanent (or temporary) public art works, which
have a strong community development role and may be located in different neighbourhood or
rural communities of the municipality.
Communities may also fund and develop permanent (or temporary) public art works of their own.
These artworks would not become part of the Citys art collection and conservation and
maintenance of these artworks would rest with the respective communities.
There is significant opportunity for the CCD Unit to generally facilitate and encourage
development of public artworks and events by working with individual artists, groups and
organisations and sharing information and providing connections.
3) Temporary public art located elsewhere in City of Greater Bendigo
* Maintenance and enhancement of existing temporary public art activities and events, e.g. Art in
the Conservatory
* Up to three (3) major new temporary public art activities, over the life span of this strategy,
including developing digital content for the big screen in the Hargreaves Mall, and a regular major
event such as Melbournes Laneway Commissions
A fresh and well resourced program of temporary public art for the City of Greater Bendigo is a
key element of this strategy. This program should include maintaining and enhancing the existing
key temporary public art activities, as well as providing new key activities. Resourcing for a parttime public art coordinator and for commissioning and development of the temporary act
activities will be critical.
What other Local Governments have achieved
The City of Greater Geelong and the Bayside City Council have developed strategies to raise the
profile of the arts using quite different and unique approaches. The City of Greater Geelong has
branded the City by creating a series of painted bollards that tell the story of the City through
these historical caricatures positioned along the citys waterfront.
Over a period of three years the Bayside City Council developed the popular Bayside Coastal Art Trail to
celebrate the lives and artworks of notable Australian artists who painted the Bayside Coast in years past. This
17 kilometre trail maps the areas cultural heritage and includes 37 signboards that are positioned as close as
possible to where the works were originally painted.
3. Historical and Heritage assets

As well as the impressive built assets of the City, Greater Bendigo is fortunate to have a range of
organisations that have in their charge significant cultural material in the form of historical objects,
documents and memorabilia. According to the Whitelaw Report (May 2001) there are 35
organisations within the City that hold historical collections.
To assist in addressing the issue of management of many of these archives, BRAC Inc (Bendigo
Regional Archive Centre Inc) has been formed. It is the first ever partnership between the State
Government, through the Public Record Office, a Local Government Authority (CoGB), a Library
Corporation (GLC) and a commercial Records Storage Company. Storage will be provided out of
the city centre for the majority of the archives.
A purpose-built, secure Reading Room and high-use records Repository will be built in the
Goldfields Research Centre at Bendigo Library, which will allow previously unavailable public
records to become accessible to the community and visitors. This Facility will open with trained
staff in the second half of 2008.
In respect to the management of artefacts, and archives which are not deemed to be public
records under the Public Records Act, another process is required. Without appropriate
assessment, storage and a conservation strategy, this material cannot be professionally displayed.
Although some collections have been catalogued and items assessed for their provenance and
significance to the City, concerns have been expressed over the conditions under which some
collections are stored. There is significant danger that some of this material may be of high
heritage significance and there is a risk that it could be lost if held in inappropriate storage
conditions.
While some collections are known to be well recorded and stored, there remains an issue
concerning how this historical material may be accessed by residents of and visitors to the City.
This is due to lack of opportunities for display. Council has been successful in its submission for a
grant for a heritage museums curatorial specialist to enable work to begin on the assessment and
condition reporting of the more significant items being held in known collections. This will be in
association with the display planned for the Old Post office site.
The Old Post Office display needs updating and provides an opportunity to refurbish and redesign
to allow for changing exhibitions of significant historical material. The Old Post Office is centrally
located, next to the Visitor Information Centre, a short stroll from View Street and the Golden
Dragon Museum. It has appropriate technology to enable interactive components to be
developed.
There is strong community support for a museum. The Bendigo +25 Community Plan identifies
the establishment of a centralised collection storage facility on a major scale surrounded by
museum display areas as a key action.
Support for a museum and storage was also confirmed in the community consultation undertaken
throughout this project. At this point, it recommended that the focus be on the existing cultural
material that makes up the collections already held in the community. The first step would be to
assess this material, develop a professional conservation plan and identify appropriate storage
spaces. In the meantime, a planned program of displays of some of the cultural materials from
these collections could be developed to engage visitors and residents within the Old Post Office.
The Collections held within the community are extensive and could potentially be significant. One
of the issues is ownership, as many of the collections are not owned by the City of Greater
Bendigo. However the City can offer guidance to these groups regarding proper collections
management. The Citys role should be foremost to look after what it owns, but it has a
responsibility to protect the significant material held by other groups with fewer resources.
The recommendations in this section assume that the heritage museums curatorial specialist
position, having been funded, will enable the following process to begin this work. These actions
could take up to ten years to achieve as there is a substantial amount of material to manage.
It is also hoped that the work of the heritage museums curatorial specialist (professional in
residence) will identify the need for a City Curator who, if appointed, would oversee the displays
of collections and the implementation of the conservation plan. An experienced professional
would be required in this role. As such the banding and position description should reflect the
experience and skills required. It is recommended that a two year position would only be the
starting point for this role.
Examples of what some other councils have done to manage heritage assets include:
The City of Bayside Cultural Collection was scattered across the City in a number of heritage
buildings. A catalogue of the works and condition reports were documented in order to develop a
Conservation Management Plan to protect and preserve this significant cultural material for future
generations.
The Hobsons Bay City Council recognised that their public art collection contained works that in
no way related to the region and its heritage. After developing a Collections Policy that provided
guidelines for the acquisition of artworks, many of the existing works in the collection were sold
at auction and the funds raised enabled the purchase of several works by significant artists who are
either connected to the area or their work portrays aspects of Hobsons Bay.

During the research phase of this project, there was a strong desire expressed by stakeholders for
a community arts centre. This arts centre has been described as a place for the community to
meet, engage in various arts activities, rehearse, store materials and display finished art works.
Greater Bendigo recognises the contribution of its local arts and cultural sector and actively
supports its creative community through a range of CCD programs and community events that
encourage broad participation and increase access to the arts.
Considerable community input will be necessary to maximise the potential of this project. This
strategys recommendation is to undertake a scoping study which determines the requirements of
a centralised community arts centre and then review available building stock of Greater Bendigo
to ascertain whether existing buildings may be available.
A detailed study is required to identify the community needs and review possible business models.
Community arts centres do not necessarily need to be fully owned and operated by Council.
Partnerships with schools, other community groups and different not for profit or government
agencies exist that could be explored as potential models.
Community and cultural development is focused on working with communities where they are
situated. As such, this strategy recommends a combination of a central community arts facility and
a series of community arts spaces and programs that are located in the Citys various
neighbourhoods and small towns. Some of these may be incorporated into existing community
facilities, such as neighbourhood houses or schools. Initially, it is proposed that a community arts
facility be established, which could be replicated in other areas.
Another recommendation to enable greater access is to continue the practice of delivering a range
of community arts programs to small townships and suburban areas.
It is important that community arts programs are taken into the communities to develop emerging
artists and give opportunities to those who may not normally engage in arts activities. These
initiatives need to be broadly available and not centralised into one focal point. Conversations
with representatives of the Indigenous community illustrated the barriers to travelling to one
central venue. The cost and access of travel for some is a significant issue.
Another recommendation to enable greater access is to continue and expand current youth arts
program to suburban and rural areas. These programs provides the opportunity for youth
workers and arts officers to work together to develop a range of programs that could be
delivered across Greater Bendigos small townships to meet current needs. Other isolated groups
such as seniors and at home mothers could be impacted by programs that offer the opportunity to
try an arts activity thus breaking down the barriers to having a go. Delivery of CCD programs is
contingent upon effective partnerships with social support agencies. A continual focus further
developing these relationships is critical to maximising outcomes.
Both the City of Moonee Valley and the City of Whitehorse have proceeded in developing
infrastructure to address the needs of community in the field of the arts.
The City of Moonee Valley has redeveloped the historic Incinerator complex as a community arts
facility. This unique building has been recycled and reinterpreted and now offers the community
access to artists studios, exhibition and performance spaces, and meeting and storage rooms.
The City of Whitehorse engaged the community to participate in the planning of a community arts
centre in close proximity to the central Box Hill shopping area and public transport. This
engagement included schools and local artists who produced paving, mosaic art and wall tiles as
part of the project. The centre is the artistic and cultural hub of the city and home to a wide
variety of local artists and community groups; a meeting place where people of all walks of life
come together to experience and enjoy the arts.

The City of Greater Bendigo recognises the value and impact to the cultural life of the City played
by independent practicing artists. Underpinning the cultural life of Greater Bendigo is a vibrant
arts and cultural community made up of arts workers, community cultural development
practitioners, arts students, emerging and professional artists who are working across a plethora
of both traditional and contemporary mediums i.e. visual arts, performance, sound art, digital
media , music and film.
The City has the ability to foster professional development in the arts so as to assist in achieving a
viable arts industry. Discussions with local independent and emerging professional artists have
indicated that the industry would benefit from further support from the City of Greater Bendigo
for it to grow and further develop. There are many opportunities to support and further develop
professional arts, including through existing arts infrastructure, new spaces, seeding grants,
advocacy and partnerships with practitioners and existing and future events. Annual community
grants are effective for short term projects but to sustain local independent arts organizations
operating a business triennial funding is required. Triennial funding will give greater certainty for
strong business management, sustainability and ensure a viable self directed arts industry that
grows business and employment for independent artists and arts workers.
Potentially, through working with and investing into Allans Walk Artist Run Space Inc - a locally
artists driven organisation whose core business is to develop and sustain independent art practice
of Central Victorian Artists - The City of Greater Bendigo could :
Support the development of regional emerging artists and emerging art forms in a critical
context through calendar of programmed activities including exhibitions, workshops, talks and
events,
Encourage and support the community to interact with the space and local artists through the
development of new works,
Build the capacity of the organization to ensure effective management of the organization, and
further improve business practice, and
Improve marketing tools to promote and export the works by local independent artists.
In order to develop the arts in Greater Bendigo and in particular to implement the View Street
Master Plan, it is critical to continue to engage with state government agencies such as Arts
Victoria and the Department of Planning and Community Development to rebuild confidence and
dialogue to ensure collaborative strategic planning and financial support. The State Government
has a number of initiatives and policies that support regional Victoria. These key policy initiatives
include Growing Victoria Together and the specific arts policies outlined in Creative Capacity +
Arts for All Victorians. The partnership also delivers on the key undertakings provided in the
Governments Provincial Victoria Statement released in November 2005, Moving Forward: Making
Provincial Victoria the Best Place to Live, Work and Invest. An active City of Greater Bendigo
Director needs to be the face to these Government bodies to be consistently building
relationships and bridges between the City and the State Government.
The City of Greater Bendigo is very fortunate to have higher education providers within its
boundaries. Engagement with the leadership of these institutions will create opportunities to
explore possible operational and financial partnerships.
In addition to higher education institutions, the State Government has recently commenced a
program to redevelop four secondary schools within Bendigo. These new schools provide
opportunities for the development of community use of their multi-purpose cultural facilities. The
City of Greater Bendigo is committed to participate with the Department of Education in the
preparation of Master plans for these facilities, seeking opportunities for joint use of facilities
where appropriate.
As a part of its charter of fostering links and mutually advantageous relationships within the arts
and the community, the CCD Unit has forged strategic partnerships with community groups in a
number of areas. These initiatives aim to build understanding, provide opportunities for
participation in community life and develop artistic talent. The CCD Unit has been successful in
developing strong partnerships with funding agencies; significantly VicHealth has contributed over
$80,000 to community arts programs over the last three years.
Initiatives have already been established to work co-operatively with the neighbouring towns of
Castlemaine and Maldon to take advantage of the synergies and complementary strengths to
promote the Central Victorian area as a regional Arts hub. Effective partnerships that integrate
promotional activities and programs will benefit the entire region and raise the profile nationally.
Industry groups and traders need to understand the value to this region of arts and culture and
the role this can play in the growth of their businesses and the overall economy of the City.
Elevating and strengthening this message will ensure buy-in for enhancing and further developing
arts and cultural activity in the region.
7. Communications
In order to build a strong arts and culture brand for the City, a Communications Strategy needs to
be developed and implemented. Such a strategy would develop an appropriate new logo and
message that would more appropriately reflect the arts and culture aspect of the City. The City
of Greater Bendigo needs to develop a sustainable competitive advantage as the Australian
regional capital of arts and culture. This will distinguish and brand Greater Bendigo as distinct and
separate to other gold rush towns and is more in keeping with the target market the City is
developing.
The Communication Strategy would also set out a framework for ongoing communication and
shared planning activities with key internal and external stakeholders.
Part of any successful marketing strategy is a strong communications strategy. It is imperative to
ensure that the message is consistent and the experience matches the expectations of the visitor.
Regular communication and feedback across the various City of Greater Bendigo Units and arts
venue managers is imperative to ensure a strategic focus. Partnerships with local media outlets
will assist in ensuring that the message is clear and well promoted.
To ensure there is a shared understanding of projects and priorities and to facilitate shared action
on these, it is critical that regular communication and planning takes place. It is recommended
there be monthly meetings of the management of;

The Capital

Bendigo Art Gallery

Marketing and Major Events

Community and Cultural Development

Proposed City Curator, and

Tourism and Events
It also important that regular communication and planning meetings are held with other key arts
and cultural organisations. These organisations may include;

Bendigo Tourism Board

Golden Dragon Museum

Bendigo Trust

Central Goldfields Library

Bendigo Historical Society
The community and stakeholder consultation revealed some lack of clarity of the roles of the City
of Greater Bendigo Arts and Culture Advisory Group and the Bendigo + 25 Arts and Culture
Action Group. It is crucial that the respective terms of reference be revisited by the groups to
clarify roles and responsibilities and to facilitate collaborative projects.
To clarify: The City of Greater Bendigo Arts and Culture Advisory Committee (ACAC) has a
formal role in advising Council. The ACAC has restricted membership and members are formally
appointed for a defined period. ACAC will be responsible for the oversight of this strategy.
The Bendigo +25 Arts and Culture Action Group has a long term perspective in seeing that the
community vision for Arts and Culture by 2030, as expressed in the Greater Bendigo Community
Plan Bendigo +25, is realised. The Action Group does not have a legal role and is open to anyone
to participate. The groups scope of actions extends beyond what COB is responsible for
delivering.
Many comments have been received regarding the desire to have a regular arts bulletin that details
an extensive range of activities and events. While numerous arts and events calendars exist, there
is significant scope to expand the material included in these and, potentially, consolidate the
information from various different calendars.
As well as a regular bulletin that sets out events and activities, there is a need to increase the
amount of articles and good news stories about arts and cultural activities across the City. This
will assist in raising the profile of the arts and culture in Greater Bendigo to local, regional and
national
audiences.

City of Greater Bendigo has a vibrant and active community arts sector which makes a positive
contribution to the community and economy through a wide range of projects and events. These
events and activities assist in raising the profile of the arts in the City as well as raising awareness
of the value of the arts to the broader community.
Consultation with community members and key stakeholders revealed that many members of the
community and City staff believe there is an opportunity to develop a signature, high quality arts
and culture event. As well as providing a high quality arts and culture event for the Citys
residents, this event would aim to attract audiences from other areas of Victoria and Australia as
well as, eventually, overseas visitors.
Bendigo Art Gallery and The Capital, as the current focus of the View Street Arts Precinct, could
be the launch pad for this event. As View Street develops its caf culture and informal recreation
focus, as more public art is commissioned, street banners installed and with the completion of the
new arts facilities, the arts brand will be well established as the foundation of such a festival. The
Summer Fiesta is one of the existing events that could serve as the foundation. The event would
also provide opportunities for local professional and emerging artists to participate and reach new
audiences.
As well as developing Greater Bendigos local events and festivals, there is significant opportunity through strengthening linkages with key Melbourne and other state or national events and festivals
- to bring components from external events and festivals to Bendigo.
Currently, the City presents a number of significant events during the year. Some events are
focused on bringing communities together and community celebration and information sharing.
These events are also often enjoyed by visitors to our City. Other City events are designed to
attract visitors but may also have a community cohesion and celebration function.
Many events could raise the profile of the arts if they included a relevant and thoughtfully curated
cultural and artistic component. This would add a new dimension to the event as well as assist in
building the image of the City as the regional arts and culture capital of the State. The Awakening
of the Dragon ceremony for the Easter Festival is a prime example of how a relevant arts and
culture component can add value and interest to an event and how it can successfully attract
residents and visitors.
Central Victoria, predominately Bendigo and Castlemaine, has a strong reputation for the arts
programs on offer. This reputation can be further developed to raise the profile of the arts.
IMPLEMENTATION
1. View Street Precinct

To develop the View Street Precinct as a major focus of the Arts in the City of Greater Bendigo.
ACTION
RESPONSIBLE
TIMELINES
PARTNERS
INDICATIVE COST
MANAGER
1.1 Finalise and adopt the Master Plan
Director City
Master Plan
To be determined
for the redevelopment of the View
Futures
end of 2007
Street Precinct. Including a new
performance space with seating
capacity for 1000, gallery exhibition
space and more increased back of
house facilities at both venues.
1.2 Complete Phase 1 of building
works.
Director City
Futures
Phase 1
2008 -2011
PROGRESS
To be determined

To enhance the liveability and vitality of COGB by developing a diverse and dynamic program of temporary and permanent public art
ACTION
RESPONSIBLE
TIMELINES PARTNERS
INDICATIVE
PROGRESS
MANAGER
COST
2.1 View Street Arts Precinct See 1.2 (View
2008
Councillors
View Street. see
Develop agreement between Bendigo St)
Bendigo Art Gallery
1.2
Art Gallery (BAG) and the COGB for Art Gallery
Board
Up to $100,000
the commissioning of 3 public art
Director
per art work for
works
installation (x 3)
2.2 Establish expert panel of internal
CCD Manager
2008
Responsible directors and
council officers
managers and COGB
officers
2.3 Engage a public art expert to
CCD Manager
2008
Public Art Reference
$20,000
develop a program/masterplan for
Group
permanent and temporary public art.
2.4 Engage a City Curator
Art Gallery
Director
2.5 Develop Art in public spaces plan Art Gallery
for View Street
Director
identify locations for public art and
gateways in the street
2.6 Bendigo Art Gallery to
Art Gallery
commence commissioning public art
Director
for View Street Arts Precinct - in
consultation with Council officers
2009 2010
Jan Jun
2008
2.7 Public Art Coordinator engaged
2008 2009
CCD Manager
July 2008 2011
$100,000
p/annum
Bendigo Art gallery

Board, CoGB urban
design staff, open space
planner, engineering staff,
open space Planner,
Public art reference group c. $40,000
p/annum (0.5
EFT)
ACTION
2.8 First public art activities
commissioned and installed/held from
masterplan
RESPONSIBLE
MANAGER
CCD Manager
TIMELINES PARTNERS
End
2008/early
2009
INDICATIVE
COST
PROGRESS
Public art reference group
3. History and Heritage

To acknowledge and appreciate the value and role of the historic collections of the City of Greater Bendigo
ACTION
RESPONSIBLE TIMELINES PARTNERS
INDICATIVE PROGRESS
MANAGER
COST
3.1 Establish a Council endorsed
Art Gallery
2008 ACAC, +25 Arts and Culture
Heritage Task Force with aims and
Director
2009
Group,
terms of reference to guide the
Proposed City Curator
process of conservation and
Reps of Heritage Organisations
management of materials held by
NCGRL
community organisations
3.2 Engage a City Curator (see
Director City 2009 Art Gallery Director
See 2.4
Action 2.4) to oversee displays of
Future
2010
collections and implementation of
conservation plan
3.3 Develop conservation plan to
Art Gallery
2009 Consultant and Taskforce
Consultant
identify provenance, value and cost of Director
2010
fees
conservation and preservation and
$20,000
storage of the COGBs most
yearly
significant historic materials.
3.4 Refurbish and refit the old Post
Director City 2008 Art Gallery Director
To be
Office as an exhibition space for a
Futures
2009
Tourism Manager
determined
curated program of some heritage
assets.
3.5 Develop a curated program of
Art Gallery
2009 Tourism and Events Units with To be
displays of the different aspects of
Director
2010
Taskforce
determined
COGB heritage collections and
history of the region.
3.6 Establish the Bendigo Regional
Manager
2008
BRAC Inc
$210,000
Archives Centres public access facility Information
NCGRL
included in
at CG Library
Technology
Public Records Office
07/08 budget
ACTION
3.7 Establish a permanent records
archive facility
RESPONSIBLE TIMELINES PARTNERS

MANAGER
Manager
2010
BRAC Inc
Information
NCGRL
Technology
Public Records Office
INDICATIVE PROGRESS
COST
Government
funding

To provide facilities and programs to meet the needs of residents and community interest groups
ACTION
RESPONSIBLE
TIMELINES
PARTNERS
INDICATIVE COST
MANAGER
4.1 Undertake a scoping project to
Manager
2008- 2009
Consultant$10,000- $20,000
Identify the requirements for a
Community &
ACAC, +25
Community Arts Space
Cultural
Arts and
Development
Culture Action
Group
NCGRL
4.2 Identify appropriate building stock Manager
2008 - 2009
Property Unit
$5,000
that will accommodate the Community Community &
Arts Space
Cultural
Development
4.3 Plan and complete refurbishment
Manager
2009 - 2010
Asset Planning
Dependant on
of selected facility for Community Arts Community &
and Design
building
space
Cultural
Development
4.4 Commence programming in the
Manager
2010
Local artists
Dependant on
Community Arts Space
Community &
and arts
programming
Cultural
providers
Development
4.5 Provide ongoing funding for
Manager
Annual and
Youth services, No additional
outreach programs for arts and
Community &
on going
Use existing
cultural activities in suburban
Cultural
CCD/youth
neighbourhoods and townships
Development
staff to develop
programming
4.6 Develop support and provide
Manager
Annual and
CCD, ACAC
As per general
increased funding for a diverse range
Community &
on going
and +25 Action programming
of annual programs, including programs Cultural
Group, various budget.
linked with children.
Development
community
Additional funding
PROGRESS
ACTION
RESPONSIBLE
MANAGER
TIMELINES
PARTNERS
INDICATIVE COST
PROGRESS
groups, other
maybe provided in
funding
some areas.
bodies/sponsors
4.7 Develop a Childrens Art Program
for children between 8 and 12 years of
age.
Manager
Community &
Cultural
Development
2008 - 2009
Family &
Childrens
Services
Marketing &
Major Events
$15,000

To contribute to the development of a viable contemporary arts industry
ACTION
RESPONSIBLE
TIMELINES
MANAGER
5.1 Conduct a needs analysis of local
The
2008 - 2009
practicing artists to identify
Capital/Bendigo
opportunities for support and
Art Gallery
encouragement
5.2 Work with Allans Walk ARS to

identify potential suitable rental spaces
on a short to medium term basis.
Manager Property 2008 - 2009
5.3 Work with Punctum to establish

an Arts Incubator for the performing
arts.
Manager The
Capital
07/08
PARTNERS
INDICATIVE COST
Manager
Community &
Cultural
Development
Allans Walk
Artist Run,
Local artists,
Business
Development,
The Capital,
Bendigo Art
Gallery
Allans Walk
Artists Run,
CCD,
Bendigo Art
Gallery
Punctum Inc
CCD
$10,000
Funding included in
MOU with Arts
Victoria
PROGRESS
To build effective partnerships to ensure collaboration with federal and state government, higher education bodies, business community and other
key stakeholders to fund new initiatives.
ACTION
RESPONSIBLE
TIMELINES
PARTNERS
INDICATIVE COST PROGRESS
MANAGER
6.1 Engage with state government
CEO,
2008 Arts Vic, DVC Nil
agencies- Arts Victoria, Department of Director City
ongoing
and federal
Victorian Communities, and Federal
Futures
agencies,
Agencies to build confidence to ensure
Bendigo
collaborative strategic planning and
Tourism Board
financial support.
6.2 Strong liaison with the leadership
CEO,
2008 Higher
Nil
of higher education providers to
Director City
Ongoing
Education
explore possible collaborations and
Futures
bodies, Council
operational and financial partnerships
across the broad range of strategic
initiatives.
6.3 Encourage the multi use of facilities Directors
2008 - 2011
Dept of
To be determined
during the planning stages for the 4
Education
new secondary schools
6.4 Liaise with relevant State and
National arts and culture education
providers to encourage development
of Bendigo-based campuses so as to
develop a critical mass of arts and
culture education providers.
CEO, Director
City Futures,
2008 ongoing
7. Communications
To create greater awareness, alignment and a shared understanding
ACTION
RESPONSIBLE TIMELINES
MANAGER
PARTNERS
INDICA
TIVE
COST
Internal Communications
7.1 Establish a monthly meeting to share
information and plan for projects and
programs.
Director City
Futures
Jan 2008 ongoing
CCD, Capital, Gallery,

Proposed City Curator,
Events & Tourism staff
Nil
7.2 Initiate 1/4ly meeting of high level

Manager
representatives of key arts & cultural
Marketing and
organisations of Greater Bendigo & region Events
Ongoing quarterly
COGB managers/directors &

chairs of key arts & cultural
groups; Bendigo Historical
Society, CG Library, Bendigo
Tourism Board chair, Golden
Dragon Museum etc.
Nil
Manager
Marketing and
Events
Ongoing
Local media outlets,

All arts teams
Nil
Manager
Marketing &
Events
Mid 2009
Communications Consultant.
Nil
Manager
Marketing &
Events
Ongoing
National and Local media

Tourism Victoria, Bendigo
Tourism Board
Nil
External Communications
7.3 Expand and consolidate existing arts &
events calendars and produce a
weekly/fortnightly bulletin that covers
both community and major events for
broad distribution & articles for media.
7.4 Increase city arts and cultural branding
through the development of an arts and
culture communications strategy. (e.g.
Launch View St)
7.5 Engage with local & national media to
raise the profile of COGB brand &
Central Vic. as a centre for heritage arts
and culture
PROGRESS
ACTION
RESPONSIBLE
MANAGER
TIMELINES
PARTNERS
7.6 Continue to identify and expand

tourism markets building the arts and
culture brand by implementing
Communications Strategy
Manager
Tourism
Ongoing
Tourism and Events

Managers, Tourism Victoria,
Communications Consultant,
Bendigo Tourism Board
INDICA
TIVE
COST
PROGRESS

To provide for new and enhanced festivals and events, including by adding artistic components.
ACTION
RESPONSIBLE
TIMELINES PARTNERS
MANAGER
8.1 Develop a high quality high profile
Manager
2010 State Govt; Tourism
signature arts and culture event. This
Marketing &
onwards
Manager; Arts and Heritage
could build on an existing festival such
Events
Managers;
as the Summer Fiesta.
International partner/s,
Bendigo Tourism Board,
existing festival/event
committees
8.2 Build a relevant and thoughtfully
Manager
2008
CCD
curated arts and culture component
Marketing &
onwards
into selected festivals and events
Events
8.3 Develop independent assessment
Manager
Mid 2009
Consultant,
of the economic impact of all festivals
Marketing &
Managers of Tourism and
and events applying a common formula Events
Events, Bendigo Tourism
Board
8.4 Strengthen links with Melbourne
Manager
State Govt, Tourism
and national events and festivals to
Marketing &
Manager, Bendigo Tourism
bring more of these performances to
Events
Board, Tourism Victoria
Bendigo
INDICATIVE PROGRESS
COST
To be
determined
As part of
event cost
$5,000
APPENDICES
Appendix One - Definitions

The following definitions are included as a guide to provide an improved understanding of the
content of this strategy:
Art
Art, in its broadest meaning, is the expression of creativity or imagination, or both.
The creation of beautiful or significant things.
Art is a powerful tool for communication, a catalyst for change. Its about empowering the
community. I think the arts are a way of stimulating debate and discourse.
A Victorian artist involved in a recent community project
Culture
Culture as opposed to entertainment is art of whatever form which makes demands not only on
the maker or performer but on those to whom the work of art or performance is directed.
Tessa Jowell, 2004, Government and the Value of Culture, Secretary Dept of Culture Media and Sport UK Govt
That is true culture which helps us to work for the betterment of all
Henry Ward Beecher
No culture can live if it attempts to be exclusive

Culture of the mind must be subservient to the heart
Mahatma Ghandi
It has been said that Culture arises from the community, even when the community is not fully
aware of it. It encompasses our entire mode of life, our ethics, our institutions, our manners and
our routines, not only interpreting our world but shaping it
Culture concerns identity. Culture is that which gives us a sense of ourselves.
Source: (Mapping Culture - a guide for cultural and economic development in communities Commonwealth of Aust
1995)
Cultural Development
Cultural development is modifying the negative elements of a culture and enhancing the positive
elements in order to improve quality of life.
Source: (The Cultural Planning Handbook, Grogan & Mercer, 1995)
Community Art
Community Art is that which is rooted in a shared sense of place, tradition or spirit. Community
Art is likely to celebrate cultural traditions or provide a space for a community to reflect.
Community Art is as much about the process of involving people in the making of the work as the
finished object itself.
Source: Jan Cohen-Cruz, An Introduction to Community Art and Activism, Community Arts
Network
Community Cultural Development (CCD)

CCD is an arts practice that provides the community with the chance to express themselves and
to create and manage projects in which they participate.
CCD is a process in which community development principles democracy, social justice,

participant advocacy in conjunction with cultural tools theatre, new media, visual arts are
used to create community based arts practice that is powerful, has collective meanings and has a
long term impact on participants.
Source: Ccd.net Current forums
Independent Artist
An artist who is practicing without representation or support from an institution or commercial
service.
Emerging Artist
Emerging artists are defined as professional, practicing artists who are in the early stages of their
career. This can be understood as an artist in the first five years of their professional practice.
Source: Australia Council for the Arts Visual Board Young and Emerging Artists Initiative 2007
Emerging Art Forms

Emerging art forms can be defined as art activity that engages with a diversity of art forms and are
experimental in nature.
Appendix Two - Survey of 2001 Strategy Staff Review

Strategy
Action
2.1.2 To review current

and potential use of all
outdoor public spaces
including parks, malls and
streets
for
cultural
activity
2.2.1
Establish the
feasibility
and
appropriateness
of
converting the Old Fire
Station to a Community
Art Centre
Audit outdoor public spaces

including parks, malls and
street to determine areas
appropriate for cultural
activity
and
develop
guidelines for use
Undertake as part of The
Capital redevelopment: 1. a
feasibility study to assess
cost and appropriateness of
converting the Old Fire
Station to a Community Arts
Centre.
2. a review of
possible
management
structures
The Art Gallery to consider
exhibition opportunities for
local artists within the
Gallery program. Alternate
independent
exhibition
spaces for artists to exhibit
are investigated
Following on from the
facility audit undertake a
strategic analysis of unmet
need and unused spaces to
guide facility planning and
development
2.2.2
Ensure further
opportunities for local
professional artists to
exhibit their work
2.2.4
Plan for space
requirements that meet
the
needs
of
the
community for future
cultural activity
2.4.1
To
ensure
communication
and
collaboration
between
cultural facilities
3.1.1 To establish the

significance and viability
of all festivals and events
supported by Council
Establish a Major Facilitys

Group that meets quarterly
to share information and coordinate
activity.
Representation from:
*
Discovery Centre.
*
Bendigo Pottery. * Bendigo
Trust. * Art Gallery. * The
Capital. * Golden Dragon
Museum.
*
Visitor
Information Centre.
*
Museum.
* Library.
*
Cultural Development and
Events
Undertake an analysis of all
festivals
and
events
supported by Council in
order to determine:
*
Their economic impact. *
Community benefit.
This
analysis
should
include
surveys of attendees
Rate -5 to +5
Comments
Strategy
on
Effectiveness
of
this
This action has been completed
The Old Fire Station has been determined

as unsuitable for a Community Arts Space.
The Capital now has management
responsibility for the Old Fire Station. The
issue of a Community Arts Space is still
outstanding.
This has been achieved
The View Street Arts Precinct Master Plan

is currently being developed with a view to
increasing space in The Capital & Bendigo
Art Gallery. The Unmet need exists for a
Community Arts Space and exhibition
space for a Museum and its necessary
storage.
-3
The Tourism Attractions Group has been

established. It is not considered necessary
to establish a further group.
Needs to be undertaken continuously
Strategy
Action
3.1.4 To assess the value

of all programs and
projects funded through
Councils
Grant
Programs
3.2.1 To maximise the
opportunities for cooperation
and
collaboration
between
council services in the
programming
and
promotion of cultural
services
Develop evaluation and

reporting criteria for all
grant activities that includes:
* Economic impact and/or
Social impact
Establish
quarterly
coordination
meetings
of
council staff involved in the
provision
of
cultural
programming and promotion
3.4.1 To develop the

range
of
innovative,
responsive
and
appropriate
cultural
activities in outdoor
public spaces
Focus Cultural Grant funding

to actively target exhibition
and
performance
opportunities in outdoor
public spaces such as: *
Temporary
sculpture
exhibitions in Rosalind Park.
* Possible performances at
Lake Weeroona
Promote
co-operative
planning and programming
between festivals and events
and the citys major cultural
venues e.g. the Art Gallery
and festivals
3.4.2 To ensure that

there
is
a
strong
connection
and
cooperation
between
festivals and events and
the citys major cultural
venues.
3.5.3 To profile Bendigo
at
a
national
and
international level as a
culturally vital city
Investigate the feasibility of

establishing a national and
international
artist-inresidence
program
and
exchange connected to the
citys
major
cultural
institutions and based at the
Old Fire Station
3.6.1
To establish
community arts program
opportunities involving
professional
artists
working with local nonarts based community
groups
3.6.2 To further develop
a city-wide community
arts program
Liaise with key community

agencies to establish areas of
need
and interest in
community arts activity with
emphasis over the next 3
years on:
* Youth
*
Cultural Diversity
Develop opportunities for
artist-in residence projects
with local communities
3.7.1
To establish a
diverse range of high
quality,
contemporary
public art opportunities
as part of the built form
of the city
Establish a public art

program for the city that
includes: * Artists as part of
urban design teams. * Key
sites and priorities. * Public
art as interpretation.
*
Considers a commitment to
Percent for Art
Rate -5 to +5
Comments
Strategy
on
Effectiveness
of
this
A rigorous process is in place which needs

to be maintained.
There is a need to establish a formal

mechanism for linkage between the
Community and Cultural Development
Unit, Bendigo Art Gallery and The Capital
There is an established program of Art in

the Rosalind Park conservatory, and
Summer in the Parks is now widespread.
Consideration should be given to use of
public spaces outside Bendigo. Consider
aligning with areas of disadvantage and
Small Towns.
This has been achieved with the

establishment of the Marketing and Major
Events Unit
The concept of profiling Bendigo is

supported but the mechanism suggested is
not considered the most appropriate. The
Old Fire Station is not available.
This is now in place and resources have

been allocated to achieve this outcome.
This is strongly supported and the current

project is to establish the mechanism
Strategy
Action
3.7.2
To explore
innovative
ways
to
interpret the history of
Bendigos streets, parks,
buildings and historic
places
4.2.1
To support
community
cultural
groups to meet,
coordinate their actives and
consider them within the
framework
of
the
Cultural Strategy
4.2.2
To
ensure
consistency,
communication and cooperation
between
cultural
groups
and
Council
Develop a program to
interpret the history of the
city through: * Performance.
* Public art. * Signage. *
Festivals.
* Celebratory
events
Establish an annual Cultural
Forum prior to review of
the
strategic
plan
to
measure
and
inform
operational plans
4.3.1 To ensure a coordinated promotion and

marketing approach for
all
Council
cultural
activities and services
4.4.3 To develop media

partnership opportunities
5.1.1
To establish
stronger links between
arts
and
tourism
marketers to ensure
culture is placed firmly
on the tourism marketing
agenda
5.1.2 To develop unique
tourism packaging of
local cultural product
5.1.3 Consolidate and
enhance the CBD and
View Street Precincts
Establish
a
Cultural
Reference Group as an
Advisory Body to Council.
Possible make-up could
include reps from:
* A
Councillor,
*
Two
independent local artists
one
visual
and
one
performing artists, * A major
tourism attraction.
*
tertiary, * business,
*
marketing, * museum, *
library, * arts community,
* The Capital,
*
Art
Gallery, * CD &E, * Ethnic
Communities Council
Prepare a marketing strategy
for all Council Cultural
Services that considers: *
Paid advertising,
* Free
listings, * Editorial, * News
Stories, * Brochures, *
Web site
Seek on-going partnership
arrangements with statewide and national media or
publishing ventures
Develop regular (quarterly)
meetings between major
cultural
producers
and
tourism staff to: * Ensure
that
cultural
life
and
activities are adequately
reflected
in
tourism
strategies
Skill up the Manager
Tourism and Marketing to
develop cultural tourism
packages
Streetscape works include
opportunities
for
artist
involvement and public art
outcomes e.g. Hargraves
Mall and public art in View St
Rate -5 to +5
Comments
Strategy
on
Effectiveness
Signage is currently being

consistent with this action
of
this
prepared
Bendigo + 25 Welcoming Place and the

Arts and Cultural Action Groups are both
providing a mechanism for this discussion
to take place.
Council has established an Arts & Cultural

Advisory Group which can undertake this
task.
This is in place for the facilities however;

there is a gap in promotion of the
Community Arts Program.
This has been achieved through the

Tourism Unit for Bendigo Art Gallery
The mechanism to achieve this part of the

current Arts and Cultural Strategy brief
Strategy
Action
5.1.4 To support the

concept of the multicampus virtual Bendigo
Museum.
Develop
the
Visitor
Information Centre as the
gateway and starting point
for referral to Bendigos
heritage attractions
Ensure appropriate matching
of local artists to festivals,
events, conventions and
conferences
and
track
employment resulting from
showcase opportunities
Establish a program for
assessing the economic
impact for major festivals
and events applying the same
formula to all that includes:
* Overnight stay. * Spend
Establish
protocols
for
approaching
business
regarding the establishment
of partnerships/ sponsorship
5.2.1
To expand
employment
opportunities for local
talent as a result of
showcasing Bendigo
5.2.2 To work closely
with local festivals and
events to assist in the
independent assessment
of economic impact
5.3.1
To develop a
strategic
and
coordinated
approach
between Council and
business partnerships
5.3.2
To develop a
strategic
and
coordinated approach to
sponsorship
5.4.1
Facilitate a coordinated approach to
marketing
the
citys
unique
heritage
and
cultural assets
5.4.2 Identify and expand
tourism markets:
*
Locally, * State-wide, *
Nationally,
*
Internationally
5.4.3
Consider a
marketing focus that links
cultural tourism with
potential
for
IT
leadership
Establish
a
sponsorship
register
that
includes
information on:
* Local,
regional
and
national
businesses
previously
approached and their areas
of interest in relation to
sponsorship, * A set of
protocols, * Guidelines for
recognising
sponsorship
support
Ensure Bendigo Tourism Inc.
has representation of key
stakeholders, undertakes cooperative
research
and
marketing activities
Identify and expand local
cultural product of interest
to niche markets at local,
national and international
levels and develop packages
and promotional strategies
to target each of these
Use IT and web site
potential to identify and
access new tourism markets
Rate -5 to +5
Comments
Strategy
on
Effectiveness
of
this
Council has committed to investigating the

possibility of space at the former Post
Office being made available for an
exhibition space for historical collections.
no specific action has been taken on this
This needs to be further developed
This has been achieved through the ABAF
This is not in place
The Tourism Unit has this in place
On going work is being undertaken to

achieve this through the Tourism Unit
Technologies utilised for tourism markets
ARTS & CULTURE ADVISORY GROUP CHARTER

The role of the Arts and Culture Advisory Group is to provide Council with informed advice
regarding community expectations about local arts and culture issues.
1. To provide advice regarding general community expectations and aspirations relating to the local
arts and culture and to identify other arts and culture issues of concern to the local community.
2. To provide informed local community comment and context on arts and culture projects being
drafted by Council including:
Arts projects for the year
Guidance in arts project planning for subsequent years based on Art and Culture Plan
3. To provide informed local community input to key Council policies which will affect arts and
culture including:
Public Art policy implementation
Art and Culture Plan implementation
To inform the broader community of arts and cultural issues and directions under consideration by
Council.
To determine appropriate recommendations and report to Council on appropriate arts programs
for the coming years. Council will ultimately determine the matters having regard to the advice
of the Arts and Culture Advisory Group and benefit to the overall community.
Membership
Membership will comprise:
- 2 Councillors Alternating Chairperson (Cr Caruana and Cr Murdoch)
- Manager - Parks, Recreation and Culture (or delegate)
- Team Leader Culture, Arts and Culture Officer
- Local residents with expertise, interest or experience in local art and culture (the expertise may be
gained in a professional or voluntary capacity)
Reporting and term of the CommitteeMembership of the Arts and Culture Advisory Group and its charter would be reviewed by
Council in line with the Council term.
A report by the team leader Culture yearly on the progress of the group and when specific
matters need to be brought to the attention of the entire Council.
The Arts and Culture Advisory Group will meet on a monthly basis 1st Monday of the month
6.00- 7.30pm
BIBLIOGRAPHY
Arts Victoria, 2006, Art Look, a report on the state of the arts in Victoria,
Bennett,O.,(2004)International Journal of Cultural Policy,Vol.10,Issue2,pp237-248
Chilvers,S.,quoted in Cooley,N.J.,Arts and Culture in medicine and Health, A Survey Research
paper. http//bcartscouncil.ca/pdf/ASurveyResearchPaper.pdf
Department of Victorian Communities, Arts Victoria 2006, Strengthening local communities, Arts
in Community Settings
Fishel,D.,(2006) Cultural Facilities Development I Bendigo Discussion Document
Florida,R.,(2003) The Rise of the Creative Class, Hazard Press, Limited
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Arts Cultural Strategy Final January 2008

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ARTS AND CULTURAL

Adopted by Council on March 5 2008

Prepared by Mentors and Business Coaches International,

3 ARTS AND CULTURAL STRATEGY

1. The View Street Arts Precinct

5 ARTS AND CULTURAL STRATEGY

2. Art in Public Spaces

3. History and Heritage Assets

4. Community Arts Facilities and Programs

This strategys recommendation is to undertake a scoping study which determines the

5. Professional Arts Practice

8. Festivals and Events

ARTS AND CULTURAL STRATEGY 8

City of Greater Bendigo Arts and Cultural Strategy - Policy

ARTS AND CULTURAL STRATEGY 10

Arts and Cultural Advisory Committee

ROLE AND VALUE OF THE ARTS

13 ARTS AND CULTURAL STRATEGY

15 ARTS AND CULTURAL STRATEGY

Bendigo +25 Community Plan

From COGB Council Plan 2005 - 2009

ARTS AND CULTURAL STRATEGY 16

City of Greater Bendigo facilities, services and programs

19 ARTS AND CULTURAL STRATEGY

ARTS AND CULTURAL STRATEGY 20

THE ARTS AND CULTURAL STRATEGY

1. The View Street Precinct

2. Art in Public Spaces

1) Public art located in the View Street Arts Precinct

What other Local Governments have achieved

3. Historical and Heritage assets

ARTS AND CULTURAL STRATEGY 26

4. Community Arts Facilities and Programs

5. Professional Arts Practice

ARTS AND CULTURAL STRATEGY 30

8. Festivals and Events

31 ARTS AND CULTURAL STRATEGY

ARTS AND CULTURAL STRATEGY 32

1. View Street Precinct

33 ARTS AND CULTURAL STRATEGY

2. Art in Public Spaces

2.7 Public Art Coordinator engaged

ARTS AND CULTURAL STRATEGY 34

July 2008 2011

Bendigo Art gallery

Public art reference group

35 ARTS AND CULTURAL STRATEGY

3. History and Heritage

RESPONSIBLE TIMELINES PARTNERS

37 ARTS AND CULTURAL STRATEGY

4. Community Arts Facilities and Programs

39 ARTS AND CULTURAL STRATEGY

5. Professional Arts Practice

5.2 Work with Allans Walk ARS to

Manager Property 2008 - 2009

5.3 Work with Punctum to establish

ARTS AND CULTURAL STRATEGY 40

41 ARTS AND CULTURAL STRATEGY

Jan 2008 ongoing