Item 6: Draft Arts and
Creativity Strategy
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Council
23 June 2022
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REPORT R26803
Draft
Arts and Creativity Strategy
1. Purpose
of Report
1.1 To
approve the draft Arts and Creativity Strategy to be made available to the
public for feedback.
2. Summary
2.1 Nelson’s
first Arts Strategy, The Art of being at the Centre, was adopted in
2009. In 2021, Council received a $30,000 contribution from Creative New
Zealand towards the development of a new Nelson Arts Strategy. There has been
an extensive pre-engagement process to inform the draft which is now ready for
community feedback (see Attachment 1).
3. Recommendation
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That
the Council
1. Receives the report Draft Arts and
Creativity Strategy (R26803) and its attachments (A2908039, A2907758
and A2907761); and
2. Approves the Draft Arts and
Creativity Strategy public feedback document (A2908039) for public feedback;
and
3. Agrees that the public feedback
document (A2908039) meets the requirements of the Local Government Act 2002
including the principles of consultation in section 82; and
4. Approves the consultation approach
(set out in paragraphs 7.1 and 7.2 of this report (R26803) and agrees:
a. the
approach includes sufficient steps to ensure the Draft Arts and Creativity
Strategy will be reasonably accessible to the public and will be publicised
in a manner appropriate to its purpose and significance; and
b. the
approach will result in the Draft Arts and Creativity Strategy being as
widely publicised as reasonably practicable as a basis for consultation; and
5. Agrees that the Arts Strategy
Working Group Chair and the Group Manager Strategy and Communications be
delegated to approve any minor amendments required to the supporting
information or public feedback materials prior to the start of the engagement
process.
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4. Background
4.1 Council
was successful in its 2021 bid to the Local Government Arts Fund for a $30,000
grant to help develop a new arts strategy for Nelson. The previous regional
arts strategy was more than ten years old and urgently needed an update, not
least to support the recovery of the arts sector from the significant economic
and other impacts of COVID-19.
4.2 OD&Co
was contracted to develop the Strategy and Johny O’Donnell and Ali
Boswijk have conducted a wide-ranging pre-engagement to inform the draft (list
of pre-engagement in Attachment 2). Their knowledge of the arts and creative
sector and their established networks have been critical to the very
comprehensive development process to date. The consultants will be available at
this meeting to answer questions.
4.3 Nelson
has a long history and reputation as a centre of arts and creativity. However,
there is a sense that Nelson has lost its driving vision and direction for the
arts, and this has been exacerbated by the disruption and uncertainty of the
COVID-19 pandemic.
4.4 The
draft Strategy sets out a vision for how the community can work together to
unlock the city’s creative potential and put the arts back into focus for
Nelson. The Strategy seeks to realise the economic, social and cultural
benefits a thriving arts and creative sector can provide for our community.
4.5 The
Strategy will replace both the existing 2009 Arts Strategy, and Council’s
Art Policy. It includes a vision for the arts in Nelson and a series of actions
to guide its achievement. The Strategy is intended to be a community Strategy
involving Council, government agencies, iwi, business, groups and individuals
working together to realise the full potential of the Nelson arts and
creativity sector and the wellbeing outcomes it provides for the community.
4.6 The
new Strategy will be a Nelson Strategy but has had input from people right
across the region and speaks to wider regional collaboration and outcomes.
There are opportunities highlighted for linking, leveraging and connecting
resources across Te Tauihu.
5. Discussion
Engagement
Elected member working group
5.1 At
the 8
December 2021 Council meeting, Council resolved to establish a Working
Group consisting of the Deputy Mayor, the Chair of the Community and Recreation
Committee, Councillor Skinner, and Councillor Rainey. The working group has met
regularly since December 2021 and provided guidance and direction to staff and
the external consultants in the development of the draft Strategy.
Iwi involvement
5.2 Te
Ohu Whakahaere, a management group including Council’s Chief Executive
and eight Te Tauihu iwi chief executives and general managers, approved the iwi
engagement approach on
19 August 2021, based on a partnership approach. It was agreed
Te Ohu Toi Ahurea (arts and heritage cultural managers) was the best forum for
discussing the Strategy in detail. Te Ohu Toi Ahurea discussed the Strategy
engagement process on 16 February, following which a Mana Whenua Partnership
Discussion Paper was prepared, and met again on 6 April 2022. Te Ohu Whakahaere
was updated on progress on 9 March 2022.
5.3 Additionally,
OD&Co invited iwi to individual meetings to discuss their perspectives.
OD&Co also reviewed iwi strategies, at the recommendation of Te Ohu Toi
Ahurea, to ensure iwi input into the Strategy. Iwi were included in the
stakeholder database, received information throughout the engagement process
and were encouraged to participate in various other forums. The strategy is to
be presented to Te Waka a Māui Iwi Chairs Forum on Tuesday 21st June for
endorsement.
Community Reference Group
5.4 A
community reference group was formed under the title “Creative
Navigators” to support the development of the Strategy from a community
and practitioner perspective. This group was selected to represent a wide cross
section of the creative community and provide diversity of input. The Creative
Navigators group, made up of 18 members, has met three times to discuss the
Strategy development.
Pre-engagement
5.5 OD&Co
met with approximately 200 people throughout the community pre-engagement
process, which ran from February to the end of May 2022. The engagement
involved a series of in-person and virtual ‘walkshops’ and
wānanga, as well as online forums to facilitate regular updates and
discussion. Over 50 written submissions providing more targeted feedback were
received during the pre-engagement.
5.6 OD&Co
has had conversations with other agencies to understand how they organise
themselves around the arts, with a particular focus on the relationship with
local government and economic development. These conversations have included
CreativeNZ, Ministry of Business Innovation and Employment, CreativeHQ,
Creative Waikato, Te Toi Taumata a Iwi (Auckland), Wellington City Council,
Christchurch City Council and Regional Arts Network Aotearoa.
5.7 OD&Co
has had conversations with many artists and interested parties outside Nelson
City and iwi are suggesting a Te Tauihu approach is considered. Marlborough
District Council is interested in collaborating and has endorsed an economic
wellbeing plan which recommends an arts Strategy.
Themes from the pre-engagement
5.8 The
key feedback from the pre-engagement, which has shaped the content of the Draft
Strategy, is outlined below.
5.8.1 COVID-19
has severely impacted artists and creative practitioners and many are
struggling to make ends meet. This has led to a loss of talent in the region
and the impact will be felt for years to come. Nelson needs to take this
opportunity to reset on its approach to arts and creativity as part of our
recovery from COVID-19.
5.8.2 As
a region, we don’t have a clear direction or vision for the arts. There
is a real opportunity to work collaboratively across
Te Tauihu and position Nelson as an arts precinct and attractive arts
destination.
5.8.3 Ngā
Toi Māori is not visible throughout the city and Nelson’s stories,
history and unique identity of place isn’t felt through the arts. There
needs to be an increase of investment, visibility and recognition of Ngā
Toi Māori, as well as strengthening the partnership with iwi in the region
to lead this work.
5.8.4 We
need to improve our storytelling as a region to showcase our strengths and
attributes in a way that recognises and celebrates our unique identity.
5.8.5 There
is an under-investment in the arts across the board. Nelson extracts a lot of
value from its existing investments, but the funding and operating arrangements
of our arts initiatives are unsustainable.
5.8.6 There
is a longstanding gap in appropriate venues, particularly studio spaces and performance
venues, which need to be addressed and new spaces provided for identified
needs.
5.9 Drawing
on the pre-engagement feedback the following strategic pillars and outcomes
have been identified and form the structure of the Strategy.
5.9.1 Participation.
Every Nelsonian has access to the arts and the means for creative expression
and fulfilment.
5.9.2 Identity.
We see ourselves reflected in the city around us.
5.9.3 Infrastructure.
We have the soft and hard infrastructure that allows creativity to thrive.
5.9.4 Place-making.
Arts and creativity is alive and well in the streets of Whakatū
Nelson.
5.9.5 Creative
economy. Whakatū Nelson’s creative economy is thriving and
generating well-paid opportunities for creative practitioners.
Alignment with existing strategies
5.10 The
draft Arts and Creativity Strategy has been developed to align with the
following strategies and plans:
5.10.1 Nelson
City Council Long Term Plan 2021-2031
5.10.2 Te Ara
o Whakatū (Nelson City Centre Spatial Plan)
5.10.3 Nelson
Tasman Regeneration Plan (Project Kōkiri)
5.10.4 Te
Tauihu Intergenerational Strategy
5.10.5 City
for All Ages/He Rautaki Tupuranga Strategy
5.10.6 Nelson
Tasman Regional Identity
5.10.7 Taonga
Tuku Iho/Heritage Strategy
5.10.8 Nelson
Tasman Destination Management Plan
6. Funding
the implementation of the Strategy
6.1 The
draft Strategy includes a series of actions and initiatives to achieve the
intended outcomes and objectives. While Council will be a key player in the
implementation phase, there are a range of agencies and groups that can deliver
on the Strategy. It is intended to be a community Strategy that will stimulate
collaboration and cooperation to support a sustainable arts and creativity
sector.
6.2 For
actions that Council will take the lead on, funding is in some cases already in
place or it may be achieved through reallocation of existing resources or
require allocations through annual or long term plans. Having a robust Strategy
with a strong vision will be an important factor when seeking funding support
from central government and other sources.
Arts Facilities Gaps
Analysis
6.3 Policy
Works was commissioned to undertake an assessment of gaps in Nelson’s
provision of arts facilities, in a parallel process to the development of the
Arts and Creativity Strategy. The analysis is intended to provide information
for Council to draw on in considering current and future provision and use of
community arts facilities. Chris Ward from Policy Works will be available at
this meeting to answer questions on the analysis.
6.4 The
purpose of the analysis was to:
6.4.1 assess
the current provision of community facilities and venues for the arts in Nelson
City
6.4.2 identify
the gaps in provision and barriers to use of existing facilities for both practitioners
and their audiences
6.4.3 establish
priorities for new arts space or spaces for existing groups to be able to
better deliver arts opportunities to the community
6.4.4 identify
potential locations for priority spaces.
6.5 The
research approach undertaken for this analysis was a desktop study of known
facilities, engaging directly with key stakeholders and conducting an online
survey (see Attachment 3 for summary of engagement). Some of the engagement
linked up with the pre-engagement activities for the Arts and Creativity
Strategy, such as attending the Waihanga Whakatū community hui.
6.6 The
analysis identified four key gaps in arts facility provision in Nelson:
6.6.1 large
auditorium/performance space 750+ capacity
6.6.2 black
box theatre 120-150 capacity, which puts emphasis on the performer-audience
interface
6.6.3 an
artists’ co-lab space providing affordable studios for artists
6.6.4 a
community arts centre providing access to the arts for the whole community.
6.7 Feedback
received through the Arts and Creativity Strategy
pre-engagement process echoed the findings of the gaps analysis. The draft
Strategy has included recommendations (in the Infrastructure strategic pillar)
that these gaps be further investigated through a business case process.
Council would consider the outcomes of these investigations and then make
decisions about whether any of the projects should progress.
6.8 It
seems sensible given the close relationship of these documents, that the arts
facilities gaps analysis be incorporated into the Arts and Creativity Strategy
as an appendix. It is attached to this report as part of the public feedback
document (Attachment 1).
7. Public
feedback process
7.1 The
public will have four weeks during June and July to provide their feedback on
the draft Strategy. The opportunity to provide feedback will be publicised
through Council’s social media channels, local media, Our Nelson, Shape
Nelson and direct communication with those who have already shown interest
through the pre-engagement period.
7.2 A
short public feedback form has been developed, which gives context for the
engagement and explains how the public can have their say. The form is included
in the public feedback document (Attachment 1).
7.3 Public
feedback will be collated and summarised for reporting to Council with
recommendations for any changes to the draft Strategy.
8. Options
8.1 Staff
recommend Option 1.
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Option 1: Approve the draft
Arts and Creativity Strategy public feedback document for community feedback (recommended option)
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Advantages
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· Enables
wider community views to be considered by Council before an Arts and
Creativity Strategy is finalised.
· The
opportunity to provide feedback will help generate a greater sense of
ownership by the wider community.
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Risks and Disadvantages
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· None obvious.
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Option
2: Amend the draft Arts and Creativity Strategy public feedback document
prior to seeking community feedback
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Advantages
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· Allows
changes to be made prior to seeking community feedback with the public.
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Risks and Disadvantages
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· Delays the
adoption of the Strategy and its implementation.
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Option
3: Decide to approve the Arts and Creativity Strategy without seeking
community feedback
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Advantages
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· No identifiable
advantage
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Risks and Disadvantages
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· Lost opportunity
for wider community input.
· Council may be
criticised for running a less than robust process.
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9. Conclusion
9.1 Staff
recommend the draft Arts and Creativity Strategy public feedback document be
approved for community feedback.
10. Next Steps
10.1 If
Council agrees to the proposed approach outlined in this report, the next steps
would be to:
10.1.1 Publicise
the feedback opportunity to the public - from Monday 27 June to Monday 25 July
2022;
10.1.2 Collate
responses, prepare the final Arts and Creativity Strategy, and report back to
Council for adoption on 25 August 2022.
Author: Ailish
Neyland, Policy Adviser
Attachments
Attachment 1: A2908039
- Draft Arts and Creativity Strategy public feedback document ⇩
Attachment 2: A2907758
- Arts and Creativity Strategy pre-engagement summary ⇩
Attachment 3: A2907761
- Community Arts Facilities Gaps Analysis engagement summary ⇩
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Important considerations for decision making
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·
Fit with Purpose of Local
Government
Developing an Arts and Creativity Strategy fits with
the purpose of local government by supporting a sector that contributes to a
strong community, a strong economy and improved wellbeing outcomes for the
entire community.
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Consistency with Community
Outcomes and Council Policy
The recommendation supports the following Community
Outcomes:
· Our
communities have opportunities to celebrate and explore their heritage,
identity and creativity
· Our
communities have access to a range of social, educational and recreational
facilities and activities
· Our
region is supported by an innovative and sustainable economy.
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·
Risk
If Council decides not to approve the draft Arts and
Creativity Strategy for community feedback, there would be a lost opportunity
for wider community input and Council may be criticised for running a less
than robust process.
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Financial impact
No additional funding is sought in this report. The
new Strategy would guide Council funding decisions.
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Degree of significance and
level of engagement
This matter is of medium significance to the
community as Nelson has a strong arts and creativity sector with a proud
history and the Strategy will guide future funding decisions. There was
extensive pre-engagement to inform the content of the draft Strategy and the
public will have the opportunity to provide feedback on the draft Strategy.
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·
Climate Impact
The decisions in this report will have no impact on
the ability of Council to proactively respond to the impacts of climate
change now or in the future.
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Inclusion of Māori in
the decision making process
The iwi chairs have delegated authority to Te Ohu
Toi Ahurea for the engagement in the Strategy process, with a view that the
outcomes will come back to the other relevant forums as required. A meeting
and a workshop have taken place with Te Ohu Toi Ahurea to discuss the
Strategy engagement process and development and the next meeting to discuss
the Strategy is on 5 August 2022.
Iwi were included in the stakeholder database,
received information throughout the engagement process and were encouraged to
participate in various other forums.
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Delegations
The recommendations in this report includes
Council’s economic development and COVID-19 response areas of
responsibility which was a significant factor in receiving Creative New
Zealand funding and the Community and Recreation Committee’s arts,
culture and heritage areas of responsibility. As this is cross committee it
is a decision for Council.
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