Any representation, statement, opinion or advice, expressed or implied in this report is made in good faith and on the basis that Cultural Planning and Development, the proprietor and agents are not liable (whether by reason of negligence, lack of care or otherwise) to any person from any damage or loss whatsoever that has occurred or may occur in relation to that person taking (or not taking) as the case may be, action in respect to any representation, statement, or advice referred to in this document. Relevant professional advice covering the various scopes of projects should be obtained before applying information contained in this document to particular circumstances.

PART A

EXECUTIVE SUMMARY

The Town of Bassendean first engaged in Cultural Planning in 2001. This was through a partnership with Community Arts Network WA. A series of five cultural mapping workshops were conducted with community and across Council and the findings and strategies documented in the Cultural Planning Framework (CPF) 2002. In mid 2005, Cultural Planning and Development was contracted to review the CPF 2002 and to develop a Cultural Plan. A review of the 2002 Cultural Planning Framework (CPF) in August 2005 has found that 60% of the actions have been achieved and a further 21% of actions are currently being progressed. 19% have not been achieved or progressed. The actions contained in the CPF were predominantly actions of internal preparation, a significant achievement being the establishment of a Community Development (Culture) position and the subsequent enhanced delivery of activities that celebrate the Town’s rich cultural diversity. These achievements position the Town well in furthering Cultural Planning.

In August through to October 2005 community, cross directorate and councillor workshops were conducted. These found that social activities in the Town are by far the strongest followed by educational or developmental activities.

Areas relating to the spirit of the community and place were not articulated. As a result the spirit of the place and people appeared as a weak area. Only with further prompting, in all situations, did this start to change. This is concerning. It indicates that whilst the spirit of the community is rich it is largely not formally recognised. It is assumed rather than expressed and integrated into organisational procedures and processes. The commercial area came through as the weakest in all workshops except in a future-planning context. In the community future planning context, community service providers indicated educational, commercial and artistic as the strongest. This focus was shared by Councillors but not by the cross directorate staff. In a participation context artistic and social activities rated the highest. Participation through commercial activities was not considered at all.

The Town of Bassendean is currently experiencing a growth in the community’s capacity to attract arts and culture funding. A conservative search through four funding bodies showed that communities attracted $246,341 during a four-year period from 2002 to 2005. (Some of this was through the Town) This averages $61,000 per year. It is estimated that once a wider search is conducted that this figure would rise to $75,000 per annum conservatively. The Department for Culture and the Arts are indicating that this growth in Bassendean, and its neighbour Bayswater, are being watched and some are citing these localities as the potential new cultural hubs following on in similar footsteps to Fremantle.

A community survey conducted by the Town’s Community Arts Officer in the late eighties showed that there were almost fifty residents who derived their income from the arts either as practitioners, administrators or managers. Contact with peak arts organizations indicate that this may have grown. Memberships lists of a few of the peak arts and cultural agencies show that there are about 80 members of arts and cultural organisations living in the Town. About 10% live in Ashfield, another 10% live in Eden Hill and 80% in Bassendean. These residents include renowned curators, painters, writers, actors and dancers. They also include arts managers with big picture knowledge and networks. However these professional’s cultural skills and networks have not as yet been widely tapped in developing the local cultural scene. Community groups in the Town have achieved national and even international acclaim.

Given the potential community capacity and growth trend, the Town of Bassendean needs to rethink how it works with communities to further arts and culture in the Town.

Local government authorities should be encouraged to partner communities in a way that it supports community organisations to position themselves as local leaders who take on more and more services ranging from ones traditionally run by the Town to new or enhanced services of their own initiatives that utilise and develop their specialist skills, knowledge, networks and collections. This would serve the Town well as it increases its capacities in different areas.

Community organizations should be encouraged to partner a variety of government, business and community organizations and have the opportunity to be recognised, promoted and supported by their local government authority as a vibrant, active and cohesive community sector

It is this facilitation of arts and culture community sector development that is recommended as the next stage of development in cultural planning.

This cultural plan proposes that the Town become the facilitator and supports communities to drive local initiatives, thereby increasing their own capacities and developing a more cohesive community sector.

Adoption of this Cultural Plan

In adopting this plan, the Town of Bassendean and the communities are adopting the following management process.

The Town of Bassendean will facilitate the cultural planning process through a Cultural Planning Coordinator.

It is proposed that there be two main bodies that will, in partnership, oversee the Cultural Planning process.

- A Community Cultural Planning Network (CPN), and

- A Town of Bassendean Cross Directorate Cultural Planning Working Group (CDG).

The Town of Bassendean’s responsibilities and the Community Cultural Planning Network’s responsibilities in the cultural planning partnership appears in the rear of this document.

Ideas and strategies in this cultural plan are provided as starting points that the CPN and CDG will need to refine, amend and augment to suit their contexts. However, it is suggested that any variation by the CDG or the CPN should be advised to the other through the Cultural Planning Coordinator whose responsibility is to work to maintain the integrity of this partnership. Significant variations should be forewarned to the CPN, CDG and Council.

The community Cultural Planning Network (CPN) is seen as the body that will act as an advisory, consultative group to Council on cultural matters. Its main task, however, is to develop the arts and cultural sectors in the Town. The Town will assist this Network by facilitating regular meetings, providing networking and professional development opportunities for these community organizations.

The cross directorate Cultural Planning Working Group (CDG) would identify current and future projects that impact on the furthering of the cultural plan’s vision, mission and goals.

The Town’s iconic events or major projects should have its own steering committee. The current members of the Arts/Public Events Committees could be involved in specific events/ project steering committees. The Town’s Volunteer Centre should also be approached to assist with the recruitment of volunteers. Councillors, individual artists and practitioners are encouraged to engage or continue to engage in local community organizations and assist them through this transition and growth period. Council staff, through the various business units can play a significant supportive role in this process.

The Cultural Planning coordinator’s role is to liaise between the CPN, CDG and project steering committees encouraging sharing of information and developing a collective, cross sector participatory approach to cultural planning.

This Cultural Plan is framed as a nine-year cultural planning process. The 2002 Cultural Planning Framework is referred to as the Town’s first Cultural Plan.

The following is a suggested broad format that the Town and Community Network could use. Both parties would need to review and confirm the focus prior to the commencement of each new phase:

2002 – 2005 (completed) Establishing internal processes for the Town of Bassendean.

2006 – 2008 (current) Facilitating arts and culture community sector development.

2008 – 2010 Facilitating Culture and Tourism partnerships (to be confirmed in 2007).

2010 – 2012 Facilitating Culture and Town Planning partnerships (to be confirmed in 2009).

2012 – 2014 Facilitating Culture and Business partnerships (to be confirmed in 2011).

MISSION

To foster local arts and cultural expression, activities and employment, in partnership with arts and cultural organizations.

VISION

It is the year 2012 and a new Town has emerged as the metropolitan hub of community cultural expression – the place to be. The Town of Bassendean has shown that it is the seemingly simpler things – engaging and believing in the values of walking, cycling, the creative, friendly, caring culture that people want and need – that truly make the difference in the end. This Town and its communities would not compromise these values and way of life and retained these whilst others were soaring in economic achievements. Bassendean said that the triple bottom line ( social, environmental and economic outcomes) was not enough if it wasn’t interwoven with culture and community spirit. This has paid off.

In the past seven years, there has been a migration of creative community and environmentally minded people to this river Town and its surrounding localities. It has also become well known that the Town of Bassendean has renowned curators, writers, dancers, actors, painters, community artists and that many arts managers of key state arts and cultural organisations live in the Town.

Metropolitan and regional people flock to Bassendean because of the range of activities coordinated by local arts and cultural organizations that have grown significantly. The income generated by local arts and culture organizations has grown from $100,000 per annum and is moving towards the half a million dollar target. These organizations now coordinate many festivals, local and touring events, performances and exhibitions and they commission public art and community art works for Bassendean, Ashfield and Eden Hill. This has provided employment opportunities for many and the multiplier effect has impacted positively on local businesses. A ‘café latte’ strip, interesting shops and regular community markets have emerged as a direct result. Technology, including audio-visual recording and broadcasting, has changed the face of communications and documentation and has helped to maintain a very local flavour.

The five year partnership between the community’s Cultural Planning Network and the Town’s Cross Directorate Cultural Planning Group has supported this growth and allowed culture to be incorporated into many situations ranging from use and development of venues, the redevelopment of parks and reserves, care of the natural environment and urban revitalisation.

The Town of Bassendean’s employment of an Aboriginal Cultural Officer has introduced new story lines and therefore colour, customs and spirit that many have embraced and been enriched by. Percent for art, public art and other art and cultural policies developed specifically to meet the life style and context of this community have set a foundation for new and old economies and environments to live in harmony with each other - fostering creativity, building trust, respecting nature (especially the river), history and dreams for future generations.

GUIDING PRINCIPLES

Ø Fostering creativity and innovation through collaborative opportunities.

Ø Building trust by improving the way we communicate, engage, partner and participate.

Ø Recognising local talent.

Ø Respecting the natural environment – especially the river.

Ø Respecting our diverse histories, needs and aspirations.

Ø Protecting a quality of life and a community spirit that is rare and unique.

Ø Continuing to work to clarify, claim and spread the Town’s uniqueness through arts and culture.

GOALS

1. To nurture participation and foster community capacity.

2. To communicate the spirit of the Town.

3. To provide quality social, environmental and economic benefits.

4. To inspire and enable improvement or development of facilities and infrastructure (systems) to support and showcase local identity and talent.

METHODOLOGY

In mid 2005, Cultural Planning and Development was contracted to review the CPF 2002 and to develop a Cultural Plan.

This process in 2001/02 and 2005 worked according to the eight stages of Cultural Planning as follows:

Eight Stages of Cultural Planning

1. Climate Setting	· Desktop research and orientation with stakeholders, community and the location
2. Steering Committee Formation	· An advisory committee may be formed at this point or at a later stage if more appropriate
3. Cultural Mapping	· Cultural Mapping provides opportunity for discovering stories, resources, skills, dreams—to make visible the identity of the people and the place/s
4. Visioning	· Developing a future based collective vision description that has the potential to be portrayed visually, or in other artistic mediums
5. Developing A Cultural Plan	· Identifying goals and a plan of action to achieve the collective vision
6. Implementation	· Setting up a system to implement, oversee and support the plan
7. Celebration	· An important community building, promotions and marketing protocol
8. Evaluation	· Including community vitality, capacity, communication, networks, management systems and targets

This Project:

This Cultural Plan is developed in response to the Town of Bassendean’s call to develop guidelines for the support of social and cultural projects, culminating in a Cultural Plan, including:

Cultural Planning Framework Linkage
Town’s Role in Cultural Development
Five-Year Implementation Plan (attached).

The Process:

This process is intended to be developmental and informative and for the benefit of the Town of Bassendean as well as those who reside and work in Bassendean, Ashfield and Eden Hill –collectively referred to as Bassendean communities.

This process has been conducted in three main parts as follows:

1. Reviews

2. Workshops

3. Development of Cultural Plan 2

Reviews

The Cultural Planning Framework (2002):

An audit of the recommendations listed in the Town’s Cultural Planning Framework was conducted. The majority of actions in the Cultural Planning Framework were internal actions for the Town of Bassendean to set up the climate for further work in the cultural area, for example the establishment of a Cultural Development Officer. As such a limited audit was conducted with members of an internal Cultural Planning steering team. The project team includes: Chief Executive Officer, Director Development and Community Services, Manager Leisure Services, Cultural Development Officer, Manager Asset Services, Manager Children’s Services and Manager Ranger Services.

Cultural measurements, like social capital measurements, are still very embryonic and to a large extent subjective. Development, success, achievements and trends are often tracked through comparing benchmark documents and analysing shifts, trends and vitality. The Cultural Planning Framework was the Town’s first Cultural Planning benchmark document. Measurement was therefore based on subjective perceptions of what has been achieved, not achieved or in progress and not on ‘quality’ or specified targets.

Desktop reviews of documents were conducted. Documents reviewed are listed under References.

Information on venues was collected and analysed.

Various proformas for collection and review of data have been developed and tabled to both communities and to the project team. The application of these proformas and the information collected is discussed under Findings. The proformas are listed in the Appendix.

Workshops

Four workshops have occurred as part of this Cultural Planning process

· A Cross- Directorate workshop

· Two Community workshops

· A Councillors workshop

Workshops included introductions to key cultural concepts including the First and Third Person Systems[1], and the Cultural Wheel.[2]

Findings from the above reviews and workshops have contributed towards a situation analysis and the development of the recommended Management plan and procedures for Culture in the Town of Bassendean.

Community Participation

To date approximately 20 community members from diverse sectors have been involved in the community workshops. Those who have attended have supported the proposed process to further cultural planning in the Town. Further facilitated workshops with community organizations and arts and cultural service providers are proposed following the adoption of the cultural plan.

Development of the Cultural Plan

The Cultural Plan is intended as a reference document and a management and procedures guide for the Town of Bassendean and communities. The Cultural Plan contains:

· Cultural planning management and evaluation procedures, and

· Cultural planning ideas bank, drivers and timeframes.

· A 9 year time frame

· Cultural planning related information including definitions and terms used in arts, culture and community wellbeing.

· A snap shot of the cultural situation in the Town of Bassendean from August to November 2005.

MANAGEMENT OF CULTURAL PLANNING

MANAGEMENT CHART (RECOMMENDED STRUCTURE)

The first Cultural Planning Framework that was completed in 2002 focused on setting up internal Town of Bassendean processes and actions, for example, the establishment of a Cultural Development Officer position at the Town.

The following table presents a proposed 9-year timeline in cultural planning.

CPF/1	Establishing internal processes	2002 - 2005
CP/2	Facilitating arts and culture community sector development	2006 - 2008
CP/3	Facilitating Culture and Tourism (or Town Planning or Business or other) partnerships	2008 -2010
CP/4	Facilitating Culture and Town Planning (or third sector) partnerships	2010 -2012
CP/5	Facilitating Culture and Business (or other fourth sector) partnerships	2012 - 2014

Until the community sector develop longer-term art and cultural plans (including finding diverse funding sources and increasing paid positions in some instances) it will be very difficult to forecast infrastructure requirements or to build partnerships with other sectors. As such, this is seen as the important next step.

Community Cultural Planning Network

The Town of Bassendean will need to assist in setting this network up.

Ideally, the Community Cultural Planning Steering Group should comprise of people or organizations who are willing to act as coordinators for sectors of arts and culture in the community. Final determination of sectors will be guided by findings and outcomes of the community workshops and presented to the Cultural Planning Network for their final input. Examples of sectors are:

Sector	Coordinator
Dance	To be determined
Music	To be determined
Theatre	To be determined
Visual arts	To be determined
Craft	To be determined
Writing	To be determined
Community arts and community cultural development	To be determined
Heritage / History	To be determined
Indigenous arts and culture	To be determined
Multicultural arts and culture	To be determined
Young people	To be determined
Seniors	To be determined
Other	To be determined
Town of Bassendean	Cultural Planning Coordinator

The Cultural Planning Network should also, in time, include representatives from targeted sectors, for example: Tourism, Education and Business – as they begin to engage as partners in cultural planning and cultural activities.

Sector	Coordinator
Tourism	To be determined
Education	To be determined
Business	To be determined
Environment	To be determined

Cross Directorate Cultural Planning Group

The Town of Bassendean is encouraged to establish an internal Cultural Planning Working Group. This could be a separate group or cultural planning could be an agenda item on an existing cross directorate group. This group would identify current and future projects that impact on the furthering of the cultural plan’s vision, mission and goals.

Management Process and Suggested Timeframes

	Cultural Planning Coordinator	Town of Bassendean’s Cross Directorate Working Group	Community Cultural Planning Steering Group
January
February			Steering Group quarterly meeting: - Circulating data base forms - Calender (July to Dec 2006, 2007, 2008)
March	Advocacy (2006): Percent-for-art programs - Artsource presentation and Bus tour of venues (to seek ideas for public art, improved usage etc)
April		Compile community data base
May	Update Community Calendar / produce 2006 /07 Community Cultural Calendar of events, activities, key organisations		Steering Group quarterly meeting: - Cultural organizations business planning / governance development - Collecting collective financial data and statistics for arts and cultural sector
June		Cross Directorate working group meeting: - Review/ update bank of ideas - Review possible cultural value adding across programs
July	Advocacy (2006): Example Foster Indigenous / Tourism / Commerce linkages (to be confirmed)
August			Steering Group quarterly meeting - Oversee development of CP activities - Review / update bank of ideas - Develop 2007 Calendar
September
October
November	Produce 2007 Calender		Steering group quarterly meeting - Finalise 2007 calendar - Develop 2008 calendar
December		Cross Directorate Cultural Planning Working Group meeting: Plan: Bassendean event / awards

EVALUATION OF THE CULTURAL PLAN 2

The evaluation of the CP2 can be achieved in quantitative means through the assistance of the two bodies as described below.

The Cultural Planning Network’s assistance in:

· Assessing growth trends by calculating the collective community arts and cultural organizations annual incomes by sector and as a collective.

· Identifying increases in sectors – individuals and organizations.

· Increases in activities and services.

The Town of Bassendean’s cross directorate assistance in:

· Accessing the next ABS surveys on employment and other related cultural matters.

· Assessing growth trends in activities involving culture across the organization.

· The number of collaborative cultural project.

The evaluation of the CP2 can be achieved in qualitative means through using the Community Quadrant, developed by Sandra Krempl, as a tool.

The Community Quadrant

People

(Networks/communication)

Inspiration

(Imagination, creativity, innovation)

Plan

(Mission, vision, goals, principles, actions)

Trade

(Income, expenditure, employment, services)

Using the Community Quadrant method, each evaluation or planning stage (or an annual review) would consider each of the four quadrants. Participants could list what has been achieved and not achieved in each of the quadrants. Example, when reviewing the ‘plan’ process, it would need to be reviewed from its impact on ‘people’ ‘inspiration’ and ‘trade’. Likewise ‘inspiration’ would need to consider its impact on people, plan and trade as well. This process helps to keep a balanced approach and serves as a reminder that Cultural Planning is, after all, there to improve our quality of life.

Other social capital, cultural and community well-being measurements can be used.

IDEAS BANK

Community Cultural Planning Network

The following ideas for community cultural projects have come from the 2002 Cultural Planning consultations. The drivers have been listed through a show of hands at the second community workshop in 2005. If there is more than one driver, the group will need to select one person to be the nominated driver. Dates have not yet been set and will need to be done at the CPN meeting or through sector coordinators liaison with projects in their sectors.

Activities / Events / Projects	Drivers
Intergenerational activities	Bassendean City Farm Schools (to be confirmed) Silvia Lehman
Community art projects	Diana Selentin Bassendean City Farm
Music and Dancing for children and young people	Silvia Lehman Anne Polley
Conservation of river	Denise Men of The Trees Bassendean Preservation Society
Encourage participation in revegetation schemes	Bassendean Preservation Society North East Catchment Committee (TBC)
Music gigs	To be determined
Community radio station	Andrew Harvey
Visual Artist	Diana Selentin
Theatre	Silvia Lehman
Busking	To be determined
Art and craft galleries in empty shops	Diana Selentin
Youth event – like big day out	Bassendean City Farm
Music Recording	Kevin Mack, Alan Kelman
Heritage Walk Train	Anne Polley and Phillippa Rogers
Arts Sharing Group	Anton (Arts Committee)
Community TV / Video Production	To be determined
Youth orientated public art	Diana Selentin
More public art	Bassendean City Farm
Life skills workshops	Hills Symphony Orchestra (TBC)

Town of Bassendean

Activities / Events / Projects	Drivers
Sporting Facilities	To be determined
Library	To be determined
New Youth Centre	To be determined
Develop youth skateboard facility	To be determined
Good shops	To be determined
Parks and Beach fronts preserved	To be determined
Junior Council	To be determined
Better access to railway station	To be determined
Roads of different colours	To be determined
Find ways to diversity income sources	To be determined
Attractive shops	To be determined
Alfresco dining	To be determined
Café Latte culture	To be determined
Eco Tourism activities	To be determined
Open Market – Sunday	To be determined
Community wishes to engage in planning	To be determined

Both the CPN and the CDG will need to review the ideas bank as potential cultural activities to be progressed. New ideas are added to as they are tabled. Drivers will need to be identified from within the CPN and CDG. Once drivers have been identified the activity will need a date in the following calendars (which needs to be refined). If no drivers are found the ideas remain in the bank and are reviewed annually. Drivers are responsible for seeking funding and arranging artistic / cultural directors and managers as appropriate.

When it is appropriate, drivers will need to list their activities on the cultural calendar that follows. The calendar is the tool for keeping track of the progress of activities.

Community Cultural Calendar (This is a draft only and it needs to be reviewed at the next CPN meeting)

Jan	Feb	Mar	Apr	May	June
Walking bus for kids (2006) (ph)	Walking bus for kids (2006) (ph)	Walking bus for kids (2006) (ph)	Walking bus for kids (2006) (ph)	Walking bus for kids (2006) (ph)	Walking bus for kids (2006) (ph)
Leisure courses each school term (HF)	Leisure courses each school term (HF)	Leisure courses each school term (HF)	Leisure courses each school term (HF)	Leisure courses each school term (HF)	Leisure courses each school term(HF)
Art workshops on demand (HF)	Art workshops on demand (HF)	Art workshops on demand (HF)	Art workshops on demand (HF)	Art workshops on demand (HF)	Art workshops on demand (HF)
Community Art Commissions (HF)	Community Art Commissions HF)	Community Art Commissions (HF)	Community Art Commissions (HF)	Community Art Commissions (HF)	Community Art Commissions (HF)
Play Groups – ongoing 3 x a wk	Bassendean Historical Society monthly meeting	Bassendean Historical Society monthly meeting	Bassendean Historical Society monthly meeting	Bassendean Historical Society monthly meeting	Bassendean Historical Society monthly meeting
SES weekly on Wednesdays to mid December	Monthly opening of Pensioner Guard Cottages (BHS	Monthly opening of Pensioner Guard Cottages (BHS	Monthly opening of Pensioner Guard Cottages (BHS	Monthly opening of Pensioner Guard Cottages (BHS	Monthly opening of Pensioner Guard Cottages (BHS
Leisure Courses – ongoing	Diana Selentin Meditation once a week Feb – Dec	Bassendean Town Radio – Harmony week live telecast	Success Hill Action Group - Sundowner		Planting Trees (BPG)
Rail Museum meets 2^nd Friday of month	Community Breakfast - SHAG	Bassendean City Farm – Harmony Week Celebrations	Bassendean City Farm – Open Day		Bassendean City Farm – World Environment Day
Rail Museum open Sundays, Pub hols & Wednesdays in school holidays	Bassendean Town Radio - ongoing	Diana Selentin Meditation once a week Feb – Dec	Diana Selentin Meditation once a week Feb – Dec	Diana Selentin Meditation once a week Feb – Dec	Diana Selentin Meditation once a week Feb – Dec
Rail Museum volunteer activities 4 days a week		Bassendean Town Radio - ongoing	Bassendean Town Radio - ongoing	Bassendean Town Radio - ongoing	Bassendean Town Radio - ongoing
Bassendean Town Radio - ongoing

Jul	Aug	Sep	Oct	Nov	Dec
Walking bus for kids (2006) (ph)	Walking bus for kids (2006) (ph)	Walking bus for kids (2006) (ph)	Walking bus for kids (2006) (ph)	Walking bus for kids (2006) (ph)	Walking bus for kids (2006) (ph)
Leisure courses each school term (HF& SIL)	Leisure courses each school term (HF& SIL)	Leisure courses each school term (HF&SIL)	Leisure courses each school term (HF&SIL)	Leisure courses each school term (HF&SIL)	Leisure courses each school term (HF&SIL)
Art workshops on demand (HF)	Art workshops on demand (HF)	Art workshops on demand (HF)	Art workshops on demand (HF)	Art workshops on demand (HF)	Art workshops on demand (HF)
Community Art Commissions (HF)	Community Art Commissions (HF)	Community Art Commissions (HF)	Community Art Commissions (HF)	Community Art Commissions (HF)	Community Art Commissions HF)
Bassendean Historical Society monthly meeting	Bassendean Historical Society monthly meeting	Bassendean Historical Society monthly meeting	Bassendean Historical Society monthly meeting	Bassendean Historical Society monthly meeting	Bassendean Historical Society monthly meeting
Monthly opening of Pensioner Guard Cottages (BHS)	Monthly opening of Pensioner Guard Cottages (BHS)	Monthly opening of Pensioner Guard Cottages (BHS	Monthly opening of Pensioner Guard Cottages (BHS)	Monthly opening of Pensioner Guard Cottages (BHS)	Collecting Seeds (BPG)
Planting Trees (BPG)	Diana Selentin Meditation once a week Feb – Dec	Success Hill Action Group - AGM	RAIL FEST	Bassendean Town Radio – Live Telecast	Success Hill Action Group – Children’s Christmas Party – evening cook up or street party
Planting Trees (BPG)	Diana Selentin Meditation once a week Feb – Dec	Success Hill Action Group - AGM	Diana Selentin Meditation once a week Feb – Dec	Bassendean Town Radio – Live Telecast
Success Hill Action Group – Sundowner	Bassendean Town Radio - ongoing	Diana Selentin Meditation once a week Feb – Dec	Success Hill Action Group – Progressive Dinner	Bassendean City Farm – Christmas Hamper Campaign	Bassendean City Farm – end of year community celebration
Bassendean City Farm – Holiday Activities – with youth services??		Bassendean Town Radio - ongoing	Bassendean Town Radio – Halloween Live	Diana Selentin Meditation once a week Feb – Dec	Diana Selentin Meditation once a week Feb – Dec
Diana Selentin Meditation once a week Feb – Dec			Bassendean City Farm – Spring Fringe Festival	Bassendean Town Radio - ongoing
Bassendean Town Radio - ongoing			Bassendean City Farm – Seniors week		Bassendean Town Radio – ongoing
			Bassendean Town Radio - ongoing

The Town’s Cultural Calendar (Sample)

Items in italics are specifically for 2006. Other items are recurring each year for 2006 /7/8.

Acronyms against an activity indicate the ‘owner’ ‘driver’ of the project. Acronyms are defined in the participation lists.

January	February	March	April	May	June
Australia Day Event	Graffiti Intervention Project	Multicultural Concert 2006	Adopt 06 Open Space Strategy	Adopt TPS 10 (06)	Street Scape Plan
Australia Day Awards	Youth Advisory Council	Sports Achievement Awards	Ashfield Parade Rehabilitation	Celebrate Volunteer Week	Operational Services Review
Official Opening of VRC (06)	Arts Committee		Life -skills Camp	BIC Reserve Concept Plan	Bassendean Oval McDonald Stand Rehabilitation
Adopt Municipal Heritage list (06)	Review of Services			Lectures / Talks / History
Pensioner Guard Consultancy (06)				Green Waste Collection
Life skills camp
Friday Fest Program
Holidays
Adoption of Percent for Art Policy (06)
Environmental Plan 04 -06

July	August	September	October	November	December
Lifeskills Camp	Mary Crescent Reserve Landscape	Historic Material Display	Memories / Essay competition	Bassendean Fair	Celebrate International Volunteer Day (Multicultural Event)
Implement Social Plan	Children’s Book week		Life-skills Camp	Junk Collection	On-Line Application Processing Tracking
Refurbish RA McDonald Grandstand (06 – 07)	Art Exhibition		Bassendean Fringe Festival (06)	Arts Committee	Carols by Candlelight Event
	Arts Committee		Youth Arts and Culture Awards		Information Resourcing Sharing

ACTION PLAN

Key Result Areas and Objectives

ENVIRONMENTAL ENHANCEMENT

Arts and Cultural Venues

Objective - To develop short and long term plans to maximise the use of Arts and Culture venues in partnership with local and other relevant communities or organizations.

Action

Implementation model

Horizon

Resources

Target Group

Outcome

1. Establish a Policy for the usage of each art & cultural venue.

2. Develop and regularly update information sheets or brochures, on the Town’s art & cultural facilities.

3. Invite owners of privately owned venues to include their venues on the Town of Bassendean facilities list.

4. Invite local cultural sectors to have input into potential future uses of venues.

5. Invite relevant peak arts agencies to have input into potential future uses of venues.

6. Organise meetings with relevant local interest groups and State or National service providers (as relevant), to further the use of the Bassendean Learning and Sharing Centre as an art & cultural venue.

Council

Short Term

Low

Cross directorate staff and Cultural sector coordinators

Arts and cultural venues are maximised in their usage, and used as contact, networking and information sharing hubs for interest groups and linked to venues across Perth and beyond.

COMMUNITY WELLBEING

Community Capacity Development

Objective - The Town of Bassendean invests in community capacity development and cohesiveness as an important part of community revitalisation, cultural development and cultural planning.

Action

Implementation model

Horizon

Resources

Target Group

Outcome

1. Provide training support to cultural sector coordinators e.g. governance training, business planning and networking.

2. Provide ongoing training to the cultural sector coordinator (individual or organization) for their work in progressing the required cultural planning tasks.

Council & Community

Short Term

Low

Cross directorate staff and Cultural sector coordinators

Investment and training opportunities in community capacity development has resulted in an increase in quantity and quality of cultural activities, programs and services in the Town.

Arts and Cultural Development

Objective - Develop policies and initiatives to attract, retain and engage local arts and cultural talent to enhance the spirit and identity of the Town and make it more attractive to local and wider communities.

Action

Implementation model

Horizon

Resources

Target Group

Outcome

1. Together with the CPN, develop initiatives that acknowledge and value local arts and culture talent (practitioners, managers, administrators). This could be recognition of outstanding cultural service by a Town of Bassendean resident for the local community or to Western Australian communities.

2. Together with the CPN, develop strategies to tap into the creativity and knowledge of resident professional artists and cultural practitioners, administrators and managers.

3. Explore and encourage on a trial basis, a Percent for Art policy for the Town’s capital works programs and for potential commercial developments.

4. Use these trials to inform the next Town Planning Scheme revision.

5. Coordinate one iconic event that has artistic, social, environmental and economic outcomes, either once a year or every alternate year.

6. Work with the community to take on the management (i.e. planning, seeking funding, event coordination etc) of other events that they would like to see continue, through the assistance of the Community Events Sponsorship Program.

Council

Short Term

Medium

Cross directorate staff and Cultural sector coordinators

‘New’ cultural traditions have grown that recognise local cultural talent. For example, annual events and awards.

Arts and Cultural policies increase Public Art in the Town.

The Town’s iconic event has generated social, environmental and economic benefits.

Community group run events draw more arts investment into the Town and generate employment opportunities.

ECONOMIC VITALITY

Financial Investments in Arts and Culture

Objective - Strategies to be developed to track financial investment, income generated or brought into Bassendean, through arts and culture.

Action

Implementation model

Horizon

Resources

Target Group

Outcome

That the Town of Bassendean work with the Cultural Planning Network to collect financial information to establish the collective arts and culture income generated by the sector each year.

That the Town of Bassendean compiles a statement of cultural assets and investments or grants each year into arts and cultural development and planning.

That community groups and resident artists commission, (develop concepts and seek funding), public art and community art projects with the appropriate approvals and through a consultative process.

That Council funds (approx $10,000 pa) be allocated in the annual budget to implement the Cultural Planning framework. This to include training, networking and other actions as recommended in this Cultural Plan.

Council & Community

Short Term

Low

Cross directorate staff and Cultural sector coordinators

Investment and training opportunities in community capacity development has resulted in an increase in quantity and quality of cultural activities, programs and services in the Town. The cultural ‘wealth’ of Bassendean is quantified by supporting financial information.

Artists and Community groups have commissioned public and community art projects for local redevelopments and revitalisation initiatives. Investment in Cultural Planning and other contributing investments are assessed against ‘wealth’ generated.

Strategic Enabler

LEADERSHIP IN BUSINESS EXCELLENCE

Cultural Plan Management Structure and Process

Objective - The Town of Bassendean and communities adopt a progressive approach to cultural planning by continuing to facilitate the eight-staged Cultural Planning process, identifying a focus theme for each two to three year cycle, and through the formation of external and internal cultural steering groups.

Action

Implementation model

Horizon

Resources

Target Group

Outcome

The establishment of:

A Cultural Planning Coordinator for the Town.
A community Cultural Planning Network (CPN).
A cross-directorate Cultural Planning Working Group (CDG).
Project steering groups for major cultural projects of the Town.

Council & Community

Short Term

Low

Cross directorate staff and members of the community

The position and groups having been established and the Cultural Plan has been satisfactorily progressed.

A Cultural Calendar

Objective - That a Cultural Calendar that is regularly updated becomes a part of a communication, information and responsibility-sharing and investment seeking tool for communities and across Council.

Action

Implementation model

Horizon

Resources

Target Group

Outcome

1. That a meeting be held of the community cultural planning group to discuss ideas for the next five years, and drivers / partners identified for progression by community organizations or by individual practitioners.

2. The community sector to refine the community cultural calendar.

3. The cross directorate working group to refine a Town of Bassendean cultural calendar.

4. Both the CPN and the CDG to review the ideas bank as potential cultural activities to be progressed. New ideas are added to as they are tabled. Drivers will need to be identified from within the CPN and CDG. Once drivers have been identified the activity will need a date in the calendars. If no drivers are found the ideas remain in the bank and are reviewed annually. Drivers are responsible for seeking funding and arranging artistic / cultural directors and managers.

Council & Community

Short Term

Low

Cross directorate staff and Cultural sector coordinators

The ideas bank system has been refined and has become a valuable asset.

The ideas bank together with the networking (cluster) effect created by the Cultural Calendar, has stimulated further investment into cultural areas, improved communication and diversified cultural development responsibility.

Measuring Culture

Objective - That the tools introduced through this cultural plan development, or other such tools be used to measure cultural planning actions to inform future cultural planning.

Action

Implementation model

Horizon

Resources

Target Group

Outcome

1. That future cultural actions be measured in terms of its impact on community’s cultural sector growth in quantifiable terms, (e.g. financial investment/ income generation, employment, number or growth of organizations, diversity of cultural services, volunteer hours).

2. That cultural actions be measured in terms of social and cultural capital and community well-being.

3. That evaluation reports providing results of Cultural projects be submitted to Council through the Arts/Public Events Committees to aid in ongoing decision-making on Culture within the Town.

Council & Community

Short Term

Low

The whole community

Quantitative and qualitative measures for Cultural spirit, infrastructure (built and systems), programs and services have been developed, applied and a coding of level of achievement refined.

The findings inform the next stages of Cultural Planning.

FINANCIAL IMPLICATIONS

It is recommended that an amount of around $10,000 be allocated in the annual budget to implement the Cultural Planning framework. This is to include training, networking and other facilitation actions as recommended in this CP2. A “Community Arts Sponsorship Program” could be introduced to oversee the provision of financial assistance to the community to facilitate arts/cultural projects, including training opportunities (i.e. the Community Arts Sponsorship Program would be comprised of the $10,000 allocated in the Budget).

It is premature to consider development of facilities or costings for Public Art, as further engagement with community is required in order to develop meaningful concepts. Strategies for encouraging this deeper engagement are proposed under the management plan.

Some strategies to improve organizations chances in obtaining grant funding are:

o The organization of forums where local practitioners and managers, experienced in grant funding applications share their experiences and knowledge.

o Networking opportunities with funding bodies are organised for and by community groups. (The Town may need to assist with this initially).

o Community members could nominate to be panel members of state and federal funding bodies.

o Community members could become committee members of State arts and cultural agencies.

Communities have the ability to propose public art developments and even to coordinate these with the appropriate approvals from the Town / site owners and other stakeholders. There are various State and federal funding opportunities to progress public art projects. Artsource is the leading State art organization in this area and they could be contacted to provide more advice.

It is recommended that a Percent for Art Policy be explored and encouraged on a trial basis for the Town’s capital works programs and for potential commercial developments. These trials should be considered at the next revision of the Town Planning Scheme.

PART B

SUPPORTING INFORMATION

CULTURE (Definition)

What is Culture?

Here’s an international perspective:

The United Nations Educational Scientific and Cultural Organisation (UNESCO) is a world leader on education, culture and communication, capacity building, science and technology. Their definition of culture has gone through many stages in its evolution over many decades. This shows how complex culture is. The UNESCO definition of culture is as follows:

“It is culture that connects people with one another and makes the development of the individual possible. It is culture that defines how people relate to nature and their physical environment, to the earth and to the cosmos and through which we express our attitudes to the beliefs in other forms of life both plant and animal. It is this sense that all forms of development including human development, ultimately are determined by cultural factors. It is meaningless to talk about relationships between culture and development as if they are two separate concepts since development and the economy are part of, or an aspect of, a people’s culture.”

Here’s an Australian national perspective:

The ABS lists the following areas under cultural industries. (There are many sub-categories that are not included).

Printing	Newspaper printing and publishing	Other periodical publishing
Books and other publishing	Recorded media, manufacturing and publishing	Book and magazine wholesaling
Recorded media manufacturing and publishing	Book and magazine wholesaling	Recorded music retailing
Newspaper, book and stationary retailing	Architectural services	Advertising services
Commercial art and display services	Other education	Film and video production
Film and video distribution	Motion picture exhibition	Radio services
Television services	Libraries	Museums
Parks and Gardens	Music Theatre production	Creative arts
Sound Recording studies	Performing arts venues	Services to the arts
Video hire outlets	Photographic studios

The above Australian Bureau of Statistics (ABS) information is quoted by the Department for Culture and the Arts in Vital Statistics,[3]

In some countries, culture is referred to under creative industries. In the United Kingdom, a 1998 overview of the economic impacts of the creative industries found that it had a growth rate of 5%, faster than any other sector in the economy and adding significantly to employment and billions to in revenue.

CULTURE PLANNING (Definition)

What is Cultural Planning?

Cultural Planning is relatively new in Australia. It has come to be more formally recognised only in the last 12 to 15 years. Cultural Planning broadens the scope of arts and culture from the very limited view that it is specialist areas to being integral parts of our lives.

Cultural Planning covers identity, spirit, planning and trade. The Cultural Planning process is about a community collectively planning their way of life, the quality of life they strive for, and what they would like future generations to enjoy.

In the ideal situation Cultural Planning works to build bridges between different sectors. For example, an artist on their own would be wrapped in producing their art work. It would take a business person or an inventor to come along, see the work and see its potential in different applications. It is exactly this sort of clustering – or coming together of diverse people and skills that cultural planning hopes to achieve. Creativity is about imagination. Imagination is necessary for innovation to occur. Innovation however is about finding solutions – making decisions and putting in the plans and actions to make the idea a reality.

The link between creativity and urban planning is advocated by prominent urbanist Charles Landry. In his book called The Creative City, he states” it gradually became clear that our cultural strategies were being tasked with solving far more complex problems from the economic future of the city to its urban identity or the promotion of liveliness to recasting employment profile. Success or failure related less to tangible assets and more to how cities approached their problems”. Landry was referring to significant economic solutions arising from communities working together on cultural events example the finding of a way to overcome Helsinki’s economic downturn was through a new way of perceiving its ‘assets’. This came about through cultural events like “Forces of Light’ and the Night of the Arts which showed Helsinki that darkness – which engulfed the country for so many months of the year – was not a liability but an asset! Helsinki repositioned their city as the international capital for Lighting.

Here is an Australian government perspective on cultural planning:

The ACT Planning and Land Authority defines cultural planning as follows:

Cultural planning aims to ensure that the values people hold for the place where they live are protected and reflected in the way Government plans, approve and provides infrastructure and services.

The cultural identity of a community comprises who the people are; and their backgrounds, tastes, rituals, experiences, diversity, talents and aspirations for the future. The cultural richness of a place is also governed by local heritage attributes and the natural and built qualities that attracted residents to the area.

Cultural planning seeks to identify and confirm such values with the aid of the local community and provide information to the Government for planning and land management purposes.[4]

How is a cultural plan different from a strategic or business plan?

Using the methodology that has been applied to the development of this Town of Bassendean cultural plan, the following is offered as a guide to indicate the differences. Note that this applies to this cultural planning methodology and not necessarily to other cultural planning methods and approaches.

The Plan (Variations)
Cultural Plan (Plans to grow community spirit)	Strategic or Business Plan (Plans the corporate systems)
Future-based vision as a creative writing piece	Corporate vision statement
The creation of settings, practices and processes to feed into, inspire and enable a community to work together	Establishment of targets in corporate terms. Whilst this is now extending beyond economics, it is still outcome-focused.
A community and corporate partnership plan facilitated by one organization	The perspective and plan of and for one organisation
Supporting elements
Principles		Policy
Protocols		Procedures
Story		Laws

THE ARTS (Definition)

What is Art?

· ‘Art’, according to the Encarta dictionary, is ‘Creations by human endeavour rather than by nature’. It is activities enjoyed for the beauty, thoughts and feeling they create or provoke.

· ‘Art’ can be described as the expression of thoughts and feelings through sound, movement, colour, texture, symbols, words……

· ‘Arts’ includes fine arts (drawing, painting, sculpture, installation); performing arts (music, dance and theatre); visual arts and craft; literature; new and multimedia; public and community art.

· ‘Art’ refers to amateur, developmental and professional practices.

The spirit of ‘Art’ is expressed here:

Mozart is Mozart because of his music and not because he created a tourist industry in Salzburg or gave his name to decadent chocolate and marzipan. Picasso is important because he taught a century new ways of looking at objects and not because his paintings in the Bilbao Guggenheim Museum are regenerating an otherwise derelict northern Spanish port. Van Gogh is valued because of the pain or intensity of his images and colours, and not because he made sunflowers and wooden chairs popular. Absolute quality is paramount in attempting a valuation of the arts; all other factors are interesting, useful but secondary. (Tusa, 1999, reproduced in Kelly and Kelly, 2000)

High Arts

The term ‘high arts’ has been used to refer to arts that are measured by excellence in technical and interpretive skills as a medium of expression and communication.

High arts involve both professional practitioners and amateurs. The definitions of ‘professional’ and ‘amateur’ vary. The Australian Tax Office has its own definition, however, arts and cultural organisations often set their own measures and standards.

High arts are seen as the pinnacle of the arts community.

There are developmental aspect of high arts including teaching and learning, growing new markets and networks, infrastructure and policy planning and development.

Community Arts

Community arts works with stories and identity. A skilled community arts facilitator is needed to draw out the community’s stories. Community arts is where the process and the time to dialogue are more important than the artistic outcome. It is seen as the broad base of the arts sector where everyone can participate. Community arts require good networks and infrastructure and are based on access and equity principles.

Community Cultural Development

Community arts workers often work across more than one profession. Other professional practices may include health, architecture, town planning and design, strategic planning, environmental sciences, oral history, anthropology, communications, cultural studies, linguistics, politics and tourism. When this cross-sector practice occurs, community arts become community cultural development.

Percent for Art

‘Percent for art’ refers to a percentage (often 1 or 2 per cent) of the overall budget of a new or redeveloped building or infrastructure project being allocated to artistic designs to the building and/or its surroundings. It can also be allocated to cultural activities. This allows for the unique character of the community to be made visible or for a character or atmosphere to be created.

Public Art

Public art is art that takes place or is placed in a public place. It can be a commissioned sculpture, an architectural adornment, music, dance or theatre work in a public place for public benefit – usually at no cost to the viewing public. Its intention is to enhance the built and natural environment with creative human expression. An artist can be commissioned to develop a public artwork for a specific location or context. The community can be involved in this or an artist can work alone. Public art can be temporary or permanent.

The spirit of public art is captured in the following statement:

“Public art is not limited to a particular kind of physical site. Instead, what distinguishes it is a way of thinking about politics, community and society” [5]

Some ‘cultural’ terminology

Community Well-Being

The recently launched Wellbeing Manifesto (2005), published by the Australian National University’s Australian Institute, states that whilst Australians are three times richer than their parents and grandparents were 50 years ago, they are no happier.[6] It also lists that economic wellbeing on its own doesn’t generate a better quality of life. It is a balance between our physical, mental, spiritual and economic wellbeing that is needed. The Harvard Research papers on understanding and developing effective community governance, cite many examples where economic outcomes on their own are less important than community leadership, governance and integration to mainstream business in achieving the overall success of a place and people. Places are driven by strong, cohesive community sectors.[7]

“The Creative Class”

Richard Florida’s work, The Rise of the Creative Class (2002) promotes a culture of creative thinkers -combining arts, culture, business and education and other sectors. Florida cites the places with the best environments have opportunities for arts and cultural practitioners to work creatively (imaginatively) and innovatively (towards finding solutions) with professionals in other disciplines? Richard Florida[8] talks about places needing ‘people climates’, a cultural climate’ – as well as a ‘business climate’. He also refers to a ‘creative class’ of people as the newly emerging society. This ‘creative class’ is to the new world what ‘working class’ was in the industrial age. Florida sees that the key to our age is that more of us, than ever before, are doing creative work for a living. The creative class is defined as “people in science and engineering, architecture and design, education, arts, music and entertainment, those whose economic functions is to create new ideas, new technology and/or new creative content”.

It is the creative people who will continue to inspire and produce, take risks and lead innovations. But how do you attract and retain creative people? They need an environment and a community that is nurturing, inspiring and supportive in order to trial new ideas – which is in fact risk taking. Research shows that the conditions that encourage a creative and innovative community and economy need diversity and a global face. Walesh, K. and Henton, D[9] make reference to Peter Hall’s study of five prominent cities in different eras that attained their zenith. Hall found that these cities were all at the crossroads of culture, had social and values tensions – caused by clashing ideologies but at the same time provided the mixing of people of a variety of backgrounds, skills and ideas.

Creative Milieu

A friendly and connected lifestyle is an important factor in the charm of a place conducive to creativity and innovation. Landry, C.[10] refers to this as a ‘creative milieu’ — an inspiring and energizing context of tangible and intangible infrastructure. Some cities in Europe have changed their town planning strategies and redesigned their urban and transport strategies so that these people friendly life styles can return. Kenworthy, J, in a 2004 presentation, tells of Moabit, Berlin being the first traffic calmed city in Germany under a “Streets for Living” program”. In Helsinki, Finland, urban villages have been created to improve social interaction. Whilst these are transport initiatives – they come from wishes of people to build quality places to live in and to enrich their culture. These places are people focused and value a culture of 1^st person connectivity.

Clusters

Clusters occur when people with similar values but of different skills and backgrounds come together. When this happens new ideas grow often through using he same resources. It is a very good way of value adding. Example, the arts industry is good at the arts but it usually takes someone from the outside to see how the arts can be applied to enhance other situations. This is the basis behind cluster thinking. Piece, N.[11] also emphasises that despite technology, creative work takes place primarily in the first person - face-to-face.

Clusters could be triggered with a think tank of people who have a common interest in creativity and innovation based on common values. Clusters promote continuous learning and research through concept and product trials. Successful ventures can enhance and deepen local economies. It engages the creative scope that is within the community. Or, the place itself becomes the people hub – attracting people from different places and backgrounds.

Here is an example of a clusters approach involving arts and culture.

A cluster approach can be applied to the revitalising of Old Perth Road: The cluster being a team – Old Perth Road required diverse skills. Artists, historians, community organizations, business people, marketing and promotions people, urban designers, landscape artists, youth workers, social workers, volunteers, colourists, engineers, trades-people.

Cluster policy is linked with the support and growth of a knowledge based economy linking strongly with the creative arts and e commerce.

SITUATION ANALYSIS

(Information and findings from meetings with peak arts and culture organizations and agencies.)

A review of grants received from four Arts Funding Organisations show the following. The search has been for people or organizations (including the Town of Bassendean) from Ashfield, Bassendean and Eden Hill that have received funding. It does not automatically indicate that the projects have been run in the Town of Bassendean localities or for local communities.

Organisation	Ashfield	Bassendean	Eden Hill	TOTAL $
Department for Culture and the Arts (ArtsWA) (2002 -05)	2	18	4	$168,081
*Healthway (2003 – 2005) no breakdown between the areas provided as such all listed under Bassendean		17		$76,400
Community Arts Network (2003 -2005)		1		$1,860
Propelarts: YCulture Metro Funding program	0	0	0

The majority of Healthway arts and culture funding has been from the Town of Bassendean. All community association applications came from sporting groups or community groups supporting sporting activities. It would appear that a number of organizations use a Town of Bassendean address for associations or activities occurring other suburbs.

A review of membership to peak arts and culture organizations show the following:

Organisation	Ashfield	Bassendean	Eden Hill	TOTAL members/ listings
Ausdance WA	0	(28 listings) 3	1	(28 listings) 4
Kulcha		8	1	9
Art Source
Art On The Move	1	5	1	7
Propelarts	0	0	1	1
Community Arts Network WA	0	0	0
Art Source	1	21	3	25
WA Music Industries Association	1	3 (10 bands listed)		4 (10 listings)
FORM Contemporary Craft and Design	2	2	0	4
Performing Arts Centre Society Inc	2	15	1	18
Museums Australia	0	1	0	1
Royal WA Historical Society	1	6	0	7
TOTALS	8	64	8	80

DADAA (Disability and the Arts, Disadvantage and the Arts, Australia) have not run any projects in the Town of Bassendean localities but would be willing to run advocacy presentations.

Yirra Yaakin Aboriginal Corporation has conducted activities with schools in Eden Hill and Ashfield and are available for advocacy and developmental work.

Community Arts Network has not run any grant writing workshops in the Town of Bassendean. This service is available.

Western Australian Music Industries Association (WAM) has not run any workshops or activities in the Town of Bassendean. Services are available.

Art on the Move has not toured any visual art exhibitions to the Town of Bassendean. At a meeting with Art on the Move, the Manager Leisure Services and the Community Development Officer were advised of the highly subsidised services provided by Art on the Move including training and development services for local communities in the area of coordinating art exhibitions. Art on the Move also provides advice on facilities development example a library could very easily include a Class ‘A’ gallery space for little extra costs, if at all, if considered in the planning stage. Links between local visual artists and Art on the Move would be beneficial. Art on the Move could tour local artist’s works.

There are several Bassendean based well known artists who already tour with Art On The Move and exhibit their works across the state and Australia. These artists are not generally known as Bassendean residents and this is something that should be addressed.

A meeting with Artsource provided information on the services that Artsource can provide in percent-for-art and public art areas.

That the Town of Bassendean could organise an interesting opportunity, like a bus tour of potential public art sites for artists and arts and community organisations, Councillors and cross directorate staff on which Artsource introduce percent for art and public art functions, advantages and benefits.

At this meeting with ArtSource, information on the growth of arts organisations commissioning public art work is stated as rising from 4 in 2002, to 7 in 2003, to 46 in 2004. This fact, coupled with other information of arts organizations capabilities growth, shows a trend of growth of the Western Australian arts sector.

A sector growth movement chart from informal groups through to different levels of business and government is shown here.

COMMUNITY	BUSINESS	GOVERNMENT
Informal groups	Small business	Local government
Clubs	Large business	State Government
Incorporated Associations	Multi-locational business	Federal Government
Charity	Multinationals
Company Ltd by Guarantee

Community associations and informal groups play an important role in developing new sectors and therefore new employment and business opportunities. The above chart tracks the growth from informal groups all the way down the range of community organizations through to the start of small businesses. Once community groups show signs of growth, government develops policies and strategies to assist these newly emerging sectors take the next step.

Volunteer groups play an important part in developing sectors and providing community well-being. However, community groups need to cover a range of scopes including opportunities for sector development and employment. The majority of new sectors, like the arts or environment or sustainability, are started in and by communities. But community groups can tend to work in isolation of each other. Local government authorities are best placed to provide opportunities to bring community groups together to maximise their potential.

Professional Arts and Culture Practitioners/ Managers residing in the Town of Bassendean

A survey conducted by the Community Arts Officer of the Town of Bassendean in the late eighties showed that there were approximately fifty local residents who derived their income from the arts either as practitioners or as administrators /managers. Through a search by membership to arts agencies in Western Australia lists the number of members residing in Bassendean, Ashfield and Eden Hill as more than 70. (Membership usually indicates an active involvement in the field). The advantage from this local talent is not yet translated into benefits at the local level because there is no common function. The Town of Bassendean (Ashfield and Eden Hill included) is one of two localities in the northern suburbs that is seen as places that are attracting arts and cultural practitioners and managers as residents. These are now touted as the ‘New Fremantle’ because it is more affordable, it is on the train line and it has an attractive environment – close to the river. Opportunities to engage these talents and their networks in the local situation does not exist to well as yet but the potential and economic gain could be substantial. These talented people include well known curators, writers, musicians, actors, dancers, visual artists, community art workers, historians and sector cultural managers. These talented people benefit from the Bassendean environment and community and they in return could assist Bassendean by contributing to the ‘good will’ in the Town and to assist the Town take the next steps in this cultural journey. This might not be direct financial implications but it will provide ‘inventor confidence’.

Arts and Cultural Venues

Fourteen venues have been listed in this first instance. The information is provided as a starting point to provide and overview only. The information is based on estimates and requires refinement. Three Town managed facilities (Bassendean Community Main Hall and Lesser Hall, The Alf Faulkner Hall) have high usage averaging 80%. The Education Department and Town of Bassendean jointly managed Cyril Jackson Recreation Centre facility enjoys approximately 90% usage. The Bassendean Learning and Sharing Centre currently has approximately 30% usage. The co-location of this venue to the Pensioners Guard Cottage has been explored to establish linked sector usage.

There is no amphitheatre although previous discussions have taken place and potential sites have been proposed.

Cultural Venues in Bassendean

Name/Address/ Owner	Bassendean Community Hall (Main Hall)	Bassendean Community Hall (Lesser Hall)	Alf Faulkner Hall	Pensioner Guard Cottage	Bassendean Learning and Sharing Centre	Bassendean Senior Citizens & Community Centre	Cyril Jackson Recreation Centre	Eastern Regional Bassendean RSL Hall	Bassendean Library Activity Rooms
General building description	Main hall parquet flooring large windows, small alcove stage	Carpeted. Large windows on one wall	Main hall with sprung wooden floor and alcove stage area	Housed the Pensioner Guards. Open last Sunday of every month	Old house with carpeted and lino flooring	Hall with stage Commercial Kitchen Offices and Dining room	3 rooms - Main Hall, Dance room & Weights room		Two areas - Full audio visual area - Wet activity area
Capacity	156	76	189	50	30	100	450 Main 284 Dance	80 people	50 in AV room 40 in wet activity area
Current lease/usage	Approx. 30 groups pa 80 – 90% usage Mainly dancing groups	15 -20 user groups 70% usage mainly meetings	Leased to SPARKS early learning centre and 30 casual hirers pa 75% usage	Bassendean Historical Society	Various community groups. Approx. 30% usage	Passive recreation groups and activities	EDWA during school times. Community access after school hours 80-90% usage. Approx 50 regular user groups	RSL Group	Various community groups
Furniture and Equipment available for hire/ use	18 trestle tables 150 chairs Portable PA system	Trestle tables & chairs	15 trestle tables & 200 chairs kitchen		Tables and chairs	Piano on stage PA system	Trestle tables & Chairs		Square tables and chairs in both rooms
Permanent fixtures (hanging rails, stage, lighting)	Curtains 1 wall with hanging rails, Kitchen, Fixed PA Some directed flood lights	Curtains Kitchen and serving counter.	Ceiling fans				Dance: mirrors, bars.		AV rooms: av equipment Activities room: sink
Electricity	Single phase	Single phase	Single phase	Single phase	Single phase	Single phase	Three phase	Single phase	Single phase
Temperature control	Evaporative airconditioning, Ceiling fans	Reverse cycle	Evaporative airconditioning and gas heaters			Evaporative, ceiling fans, gas heating	Evaporative – in main hall Reverse cycle in dance		Airconditioned
Security			Alarmed				Alarmed
Storage facilities	Cupboards and storage rooms	Cupboards and storage rooms	Cupboards and storage room	Cupboards	Cupboards and storage room	Cupboards	Cupboards and storage cages	Cupboards	Cupboards
Venue management (on site/ off site)	ToB,	ToB	ToB	ToB and Bassendean Historical Society	ToB	ToB	ToB and EDWA		ToB
Promotions facility for users of the venue									NA
Disabled access	Yes	Yes	Yes	Yes	Yes	Yes	Yes	Yes	Yes
Parking	Limited parking at rear	Limited	Ample parking	Street parking	Street parking	Car park and street	Car Park	Street parking	Street parking and undercover
Access to public transport	Trains and bus 5 minute walk	Trains and bus	On bus route	Bus	Train (5 minute walk to Success Hill Station)	Trains and bus	Bus & Train (Ashfield station)	Bus and Train (Bassendean station)	Train and bus
Surrounding area	Courtyard landscaped	Next to library	Mary Crescent Reserve - Multicultural food festival -public tennis courts -Included in concept plan for precinct and reserve		Gardens Potential link with Pensioner Guard Cottage activities	Next to ToB	Ashfield Reserve		Public art in building structure

Name/Address/ Owner	Bassendean Masonic Hall (ToB)	St Josephs Primary School Hall (Catholic Church)	Broadway Function and Arts Centre (Ukranian Association)	Bassendean Common Ground /St Marks Anglican Parish Hall	Maltese Association Community Centre
General building description	Masonic lodge	Polished concrete floor	Purpose built for functions		-Main Hall -Meeting Room
Capacity	100	200	400	100	200
Current lease/usage	Nil	Assemblies, leisure activities	Weddings, seminars, training		Meetings, functions
Furniture and Equipment available for hire/ use	Nil	Tables, chairs and PA system	Round tables and chairs		Round tables and chairs
Permanent fixtures (hanging rails, stage, lighting)	Nil	Servery area.	Professional PA system and lighting		Raised stage, dance floor, stage lighting, PA system
Electricity	Single phase	Single phase	Three phase	Single phase	Single phase
Temperature control		Airconditioned	Airconditioned	Fans	Reverse cycle aircon
Security		Alarmed	Alarmed		Alarmed
Storage facilities	Cupboards	Cupboards	Cupboards	Cupboards	Cupboards
Venue management (on site/ off site)	ToB	School	Private	Private	Private
Disabled access	Yes	Yes	Yes	Yes	Yes
Parking	Street parking	Street parking	Carpark	Street parking	Carpark
Access to public transport	Bus & Train	Bus & Train	Bus	Bus & Train	Bus & Train
Surrounding area			Landscaped Courtyard Adjacent to Arboretum		Courtyard

An area for consideration for future development is the promotions database for venue hirer’s to access. The aim is for users of the venue to give permission for their contact details (and perhaps through them, their networks) to receive promotional information of other users of the venue. This is a useful tool to keep abreast of what other groups and organizations are doing. It is a facility that some touring companies require in considering the use of any venue.

WORKSHOP FINDINGS

Information in this Findings section serves two purposes:

· The collection of information for analysis and planning purposes.

· It provides a snapshot of perceptions and trends in arts and culture in the Town of Bassendean at this point in time.

A Review of the 2002 Cultural Planning Framework

A review of the 2002 Cultural Planning Framework (CPF) in August 2005 has found that 60% of the actions have been achieved and a further 21% of actions are currently being progressed. 19% have not been achieved or progressed. At this stage the status of 2% remains unknown to participating members of the project team.

There are various ways to develop cultural plans. In accordance with the CPF, the Town of Bassendean has addressed the development of internal frameworks and actions first. The CPF had 175 items of internal actions and 46 items of community involvement actions. The high percentage of achieved actions is primarily based on completing internal actions. The development and implementation of community involvement actions is seen as the next stage of this process.

Actions and therefore measurements are predominantly from a delivery perspective. The benefits of creativity, community spirit (within the organization and externally), collaborations and effectiveness of clusters are not readily decipherable through this audit method. This audit has not studied the social capital and quality of life impact of the services on internal or external clients. More importantly, the review does not indicate community or staff capacity growth as a result of the actions. This is recommended as the next stage of cultural planning undertaking

Five different ‘capitals’[12]

Financial capital — quantifiable assets

Physical capital — not quantifiable physical entities example nature and the environment

Human capital — knowledge applied to employment

Social capital — quality of relationships

Cultural capital — knowledge used in the habits of every day life

The CPF has five sections

· Corporate Strategic Planning

· Environmental Enhancement

· Community Well Being

· Economic Viability

· Leadership and Best Practice

Leadership and Best Practice actions rated the highest (97%) when combining achieved and progressing together. However, the outstanding performer with 72% achieved was Community Wellbeing.

Economics, Tourism and Town Planning are among the key areas that do not seem to have benefited from a mutual collaboration with the cultural planning processes.

This process is seen as Cultural Plan number 2 and its emphasis is on building community capacity and partnerships. The CPF is listed as number 1.

The cultural mapping exercise and the resultant framework seems to have supported the development of various initiatives and specialist plans.

Overall:

Percentage of Achievements: 60%

Percentage in Progress 21%

Areas not Achieved 17%

Unknown 2%

Combining Achieved and Progressing together the following percentages are arrived at

Corporate Strategic Planning 78%

Environmental Enhancement 81%

Community Well Being 86%

Economic Viability 63%

Leadership and Best Practice 97%

Overall results reflecting all statuses of actions:

Workshop Findings Summary

Two community workshops, one cross directorate workshop and a councillor workshop using a cultural wheel assessment method indicate that social activities in the Town are by far the strongest followed by educational or developmental activities.

Areas relating to the spiritual aspects of the Town - the spirit of the community and place - was not easily articulated. Only with a second opportunity did this start to move in all workshop situations. This is a cautionary finding which can indicate that whilst the spirit of the community is rich it is largely invisible and ‘assumed’ rather than expressed. The commercial area comes through as the weakest in all workshop except in a future planning context.

In the community future planning context by service providers, educational, commercial and artistic were by far the strongest. This focus was shared by Councillors but not by the cross directorate staff.

In a participant context artistic and social activities rated the highest.

The Cross- Directorate Cultural Planning workshop

The majority of the staff who attended this workshop had not been involved in the 2001/2 cultural planning process.

At a cross-council workshop, guiding definition of culture was provided as:

“Culture is our way of life. It is who we are — our dreams, values, beliefs and how we communicate these with each other and in our work processes. Culture includes how we interact with the built and natural environment, how and where our history is kept, our customs and traditions, how we trade and what we trade in, our networks. It is how others see us.”

Participants were asked for their impressions of how much of their services impacted on Culture. The following were their responses. These are not based on any measurements at this time but rather on a broad estimation based on the experience and interpretation of these specialists in their fields who are well versed in the local context.

Averaging the responses from the Directorates - 67% of Councils business is to do with Culture. Averaging the impressions of those carrying out the services, 61% of Council’s business is to do with Culture.

An exercise to obtain a snapshot of collaboration across council produced a 70% average at Directorate (big picture) levels.

A sample of service delivery units produced the following results:

Operational Services 57%

Community Development: 33%

Development Services 47%

Corporate Services 75%

An observation is that the areas that incurred the lowest level of cross council collaboration were the ones that perceived their services to be 100% culture.

This reinforces the findings from the CPF review where Leadership and Best Practice, which related mainly to governance and corporate management of matters to do with internal and external clients, produced the highest achievement indicator.

Examples of activities and measurements are stated in the management and evaluation sections.

Here is a graph result of an exercise to categorise Council activities into the seven Cultural Wheel segments: Commercial, Educational, Social, Political, Environmental, Spiritual and Artistic.

This spontaneous and random exercise gives and indication of the strengths and weaknesses of cultural services provided. Interestingly the areas of spirit and commerce required considerable thought before it could be progressed to where it is.

Social activities related to the delivery of social services. Activities under spirit related to attitudes and approaches, protocols for working with community, values.

The Community Cultural Planning Workshops

The community findings are stated in greater detail because it is the community that is central to the Town’s determining its Cultural Plan.

The following is taken from two community workshops with a total of 20 participants in all. It provides a limited snap shot. Persons who attend these workshops usually represent some of the key players (leaders in the community), therefore, it could be argued that the persons attending have a good understanding of community views and situations. Strategies have been proposed under the management of the cultural plan for the ongoing of the collection of statistics and to increase the sample of community views on an ongoing basis.

An area of concern raised at both community workshops was communication. In particular, advising community groups of planning meetings, opportunities and other such matters. Many groups only check their mail once a month and this could pose a problem sometimes.

The following table is an indicator of arts and cultural organizations in the Town of Bassendean taken from workshop participants. The table provides a sample of current groups and their activities and services.

SECTOR	NAME	ACTIVITES
CULTURE
History	Bassendean Historical Society	Collection of oral and written history Memorabilia Pictures/ Photographs	Social interests	Heritage Preservation education	Developed intranet information for Bassendean Library	Meetings with other historical groups in WA and quarterly with the WA Head body
Environment	Bassendean Preservation Group	Preserving the natural environment
Environment	Bassendean City Farm	Community Gardens	Permaculture Gardens	Alternative activities for disadvantaged youth
Recreation/ Environment	Bassendean Bicycle Group	Recreational cycling
Education	St Michaels Primary School	Art and culture activities
History	Rail Heritage WA	Preservation of rail heritage	Museum – State Rail	Research Archives Publications
Environment	Bassendean City Farm	Community Gardens	Permaculture Workshops	Job readiness training	Advocacy	Literacy Training
History	Rail Heritage WA	Historian	Raise heritage awareness	A theatre project about heritage (an idea SIL)
Social	Participant	Local Playgroup
Social	Bassendean Town Radio	Live Broadcast / Telecast
Social	State Emergency Services (1973 as civil defence and became SES in	Emergency assistance to communities during natural and man made disasters	First aid Storm damage assistance	Flood rescue and management	Search land and sea Map navigation	Community events and support
Social	Red Cross	Humanitarian services
Social	Lions	Service Organisation
Social	Local Government	Service to community
Social	Bassendean Youth Services
Spiritual	Diana Selentin	Sahaja Yoga meditation

ARTS
Community Arts	Hillfactor	Public Art Commissions	Art Workshops	Promoting community ownership of local artworks
Dance	Phillippa Clarke	Performance	Arts Education	Volunteer teaching
Theatre	Sylvia Lehmann	Teaching young children	Creative writing	Movement and music for Babies / pre-schoolers	Using Parks with Kids	Story telling
Community Arts	Bassendean City Farm	Arts workshops	garden sculpture	Murals urban art displays	Skills sharing	Showcasing arts through events
Visual Arts	Diana Selentin	Visual art
Multi Arts organisation	Bassendean Arts Council	Music Recording Equipment	Incorporated body for any arts activity

The Cultural Wheel method of analysis was used consistently through all workshops. The following graph provides an indication of the application and delivery of cultural services. The results combine both workshops (each workshop findings is reflected in a different colour)

Cultural Wheel - Combined data from both community workshops

Workshop One - Cultural wheel graph finding

From the graph most cultural services in the community are in provision of educational services

The value and role of the culture is indicated by its value being seed as spiritual (inspirational / creative ) and the spirit of the community. The value of culture is also seen in its social application. This may be stronger that indicated on the graph however its standing in the graph can be indicative of a need to reflect more and therefore better articulate these complex services. Ironically the weakest area is in the Artistic component - although six out the fourteen Education components were for arts education services. Areas example performance, exhibition, the publishing of creative writing, were not listed as services. This can be an indication that these opportunities are few and far between. Arts activities were mainly developmental – which is a strength in itself and shows the collaborative inclination of this sector of the community. This developmental strength can also be an indication of opportunity trends.

Workshop Two - Cultural wheel graph finding

During workshop two, the area of spirituality originally had only one activity and the commercial area had nothing listed. We had time to discuss the various categories. During the discussion it became apparent that spiritual did not only mean religious but it also referred to the spirit of the place. Commerce was also discussed. Following this, participants added to these categories the graph reflects this.

Visions for the Next Five Years was seen as follows: The categories were not prescribed. They evolved through a participant driven process.

Environment	History / Identity	Arts / Culture	Community Groups Sustainability	Council Infrastructure (built and systems)	Social
Retaining Natural Bushland areas	Collect oral histories pictorial (ordinary stories)	Visual Art work at Eden Hill (HF)	Arts and Culture organistions need more publicity and less commercialism by powerbrokers	Full time environment officer	Work to prevent loss of town’s volunteers (BHS)
Implementation of Management Plan for Ashfield Flats (BPG)	Highlight Tourism in Bassendean – work with other groups outside	Visual Artwork at Ashfield (HF)	Local and state arts funding (HF)	Information Centre project – Urgent	A safe skatepark and teenage place
Light pathways by the river	Cultural and Arts Centre at Pyrton (HF)	Performances from Acting classes / community workshops (Sil)	Arts and Culture associations need to increase membership	Revitalisation of Town Centre	Use of Masonic Hall for community (Sil)
Improve/ retain public space and parklands as natural	Identification and Preservation of Buildings and local ‘icons’	Provide dance opportunities just for boys at community level (Ph)		Development of facilities plan for the Town
Make parks more friendly (HF) (BHS)		Visual artworks in other ToB Parks		Council to involve individual groups in planning – use their knowledge
Restoration of success Hill (BPG)		Performance or writing with retired people
More open space available (BPG)		Performance piece with local community
BCF ‘on site’ (BCF)		Provision of free cultural community events
Walking bus for kids (Ph)		Connecting local with other artists
		Annual events –eg Big Day Out
		Making work that connects performance with local population

Listing the above ideas against the cultural wheel, in a forecasting or planning situation, it turns out as follows providing an indication of possible future trends showing a strong interest in environmental, artistic and commercial area and a shift away from the previously strong educational strength.

Artistic	Commercial	Environmental	Social	Spiritual	Educational	Political
10	6	9	3	3		2

Workshop two participants brainstormed current cultural activities in the Town. After a ‘brain dump’ the participants grouped activities and then gave them headings. This was more form a participation point of view.

FOOD

· Food Festivals

· BBQ’s and Community Lunches

· Cooking

· Jam making

· Community meals – neighbour share

ARTS

· Visual Arts

· Sport – Music – Art

· Rolf Harris – Wobble boarding

· Music

· Singing Groups

· Painting

· Ceramics

· Permaculture – ecovillage

CRAFT

· Embroidery

· Knitting

· Crosswords

· Scrap booking

PEOPLE & COMMUNITY

· Group Meetings

· Socialization – Informal get-togethers

· Gossip & news

· Meeting people & places

· Community connectedness – gatherings

· Clubs

· Technology – free energy, mechanical inventions & “stuff”

· Working together

· Volunteering

· Multicultural diversity

· Diverse ethnic representation

· Book sharing

· Book Club

· Debating

· Home I.T. in-house support

UNDERSTANDING OUR PAST

· Heritage

· History

· War Memorial

· Indigenous Heritage

ACTIVE PARTICIPATION

· Skateboarding

· Sports

· Swimming

· Fishing

· The river

· Jumping off the jetty

· Active creative families

· Caring for grandchild

· Active participating vocal community

CELEBRATIONS

· Events

· Festivals

· Youth Activities

· Coin Fair

NATURE & NURTURE

· Gardens

· Sharing Garden Produce

· Conservation

· Environmental Action

BELIEFS

· Worship

· Religious Celebrations

· Religious groups

· Celebrations

The above exercise when aligned against the cultural wheel categories appears as follows:

Artistic

Commercial

Environmental

Social

Spiritual

Educational

Political

*Arts (8)

*Food (5)

*Craft (4)

Nature and nurture (4)

*Celebrations (4)

*People and community (15)

*Active participation (9)

Beliefs (4)

Understanding our past (4)

The above graph shows a clear interest in social and artistic activities. This is seen from a perspective of the participant rather than the service provider. There was no interest in commercial activities. As stated before, some activities could have a political leaning.

The Councillor’s Workshop

The Councillor’s response to the Cultural Wheel is as follows. The current priority seems to be Social, followed by Artistic then Educational and Commercial. Spiritual – or the spirit of the place – whilst it is referred to as a strong attribute of the Town, is not articulated as such in the written process.

Five Year Implementation Plan – Workshop findings

There was an opportunity at both the community and cross directorate workshop participants to put forward their first thoughts for a three-year calendar. Using this cultural planning methodology, these calendars are starting concepts only and are required to be refined. A process for future management of the calendar is proposed under the Management Plan. The Calendars are located under the Action Plan.

Community Calendar

The Community have a lot of very good ideas and are resourceful. Much of the ideas expressed in the proposed calendar are activities that communities will initiate themselves. Expressing these activities collectively shows the cultural strengths and spirit of the Town. All opportunities can be enhanced through more opportunities for facilitated collaboration and planning between community groups and between communities and the Town of Bassendean.

Cross Directorate Calendar

Cross Directorate staff were asked to give an indication of cultural activities through completing a calendar for 2006, 7 & 8.

Participants were able to complete the calendar with the greatest of ease in a short time showing a strong planning culture.

PROFORMAS

Art and Cultural / Community Organisations, artists, cultural /community practitioners in the Town of Bassendean

Name of organisation
Street address
Postal address
Telephone
Fax
Email
Web page

Legal status (eg. Incorporated Association, informal interest group)
Date constituted (if applicable)
Previous names (if any)
Significant facts / arts & cultural achievements (Select most outstanding achievements for this purpose)
Collections (Does the organisation have an art or cultural collection? Eg paintings, specialist arts / cultural books / compositions, local history artefacts etc.)
Specialist area/s

Organisations purpose / mission

Key arts and cultural services/ projects/ events/courses etc.

Venue / Equipment for use/hire

Person in charge of organisation / contact: ……………………………………………………………………………………

………………………………………………………………………………………………………………………………………..

Position: ……………………………………………

Signature: …………………………………...………

Here is an example of a form that can be used to gather annual financial information from the community organizations. (including budget forecasts).

Name of organisation:
2004/5	$
Grant income
Earned income (through fees, sales, membership, other)
Sponsorship
Donations
TOTAL $ income:
Inkind contributions	$ (Estimate value)
Volunteers’ time
Administration (photocopying, telephone costs, use of equipment for administrative purposes)
Production costs (materials, venue, equipment loan for production purposes)
TOTAL in kind contributions

RESPONSIBILITIES

The following proposes the responsibilities of the Cultural Planning Coordinator, Cultural Planning Network and the Cross-Directorate Working Group.

The Cultural Planning Coordinator

That duties required of cultural planning be delegated to one or more staff as appropriate. If there is more than one staff member a strategy for communication between the coordinators needs to be established. The Cultural Planning Coordinator acts as the link and facilitates information flow between the CPN and CDG and the Town’s project steering groups.

The duties of the Cultural Planning Coordinator/s would be as follows:

1. To facilitate the implementation, review and evaluation of the Cultural Plan.

2. To work with communities to design more effective ways to ensure that information is being received by community groups in time for their participation / action.

3. To coordinate the Cultural Planning Network meetings and the Cross Directorate Cultural Planning Working Group meetings to support the implementation of the Cultural Plan and to promote a culture of continuous improvement and planning towards self building cohesive communities.

4. To present 6 monthly updates to Council

5. To coordinate one umbrella cultural event per annum (or every two years,) that has the ability to serve as a triple bottom line outcome catalyst for Bassendean.

6. To facilitate a meeting of artists (across art-forms) to develop a plan for the arts.

7. To establish and maintain a cultural database with the assistance of the Cultural Planning Network and the internal cultural planning working group to include contact details, sector, incorporated dates or commencement dates, achievements, services, collections and equipment/ resources for hire.

8. To compile and produce an annual cultural calendar (this could be updated every six months for the first two years)

9. To network with funding bodies and peak body arts and cultural agencies and bring arising advocacy and developmental opportunities to both the Cultural Planning Network and the Cross Directorate CP Working Group.

10. To develop art and cultural policies, procedures including:

- Public art, percent-for-art,

- Art acquisition, art and culture collection management

- Events, activities, facilities use,

- Promotion of local arts and culture (eg local ‘music on hold’).

Community Cultural Planning Network (CPN)

Persons who have indicated their willingness to drive projects make up the interim Cultural Planning Network and they develop strategies to obtain the final representation of sectors, and persons for each sector. It is anticipated that the Cultural Planning Network initially have three to four meetings per year in the first two years – reducing to twice a year in the third year.

Tasks for the sector coordinator/s is/are as follows:

- Working with their sectors to update database information and providing these to the Town to maintain an arts and culture database

- Working with their sectors to improve communication and therefore collaboration between the sector and across arts and culture sectors.

- Developing a three-year business plan with their sectors and integrating these with the relevant Cultural Planning strategies – example the annual cultural calendar and collective networking and development support strategies

- Networking with relevant State-wide arts and culture organizations and funding bodies to benefit the viability of the sector

- Together with the sector, working to broaden community appreciation and participation in arts and culture

- Encouraging their sector to deposit a copy of promotional material and annual reports with the library for inclusion in the local history section of the Bassendean Library

- Acting as the liaison point for the sectors involvement in the Cultural Planning process:

o To oversee the development of the cultural plan actions for the Cultural Planning Network in order to achieve the vision and goals in keeping with the underpinning principles. to facilitate effective networking between cultural organizations; and

o To provide a liaison and collaborative point between the Town of Bassendean and the Cultural Planning Network on cultural matters for communities in the Town.

The Town’s Cross-Directorate Cultural Planning Group (CDG)

The Town of Bassendean’s internal Cultural Planning Working Group could be a separate group or Cultural Planning could be an agenda item on an existing cross-directorate group. This group would identify current and future projects that impact on the furthering of the cultural plan’s vision, mission and goals. It is anticipated that the Cross-Directorate Cultural Planning Working Group have two meetings per year in the first two years.

The Town of Bassendean’s responsibility in the cultural planning partnership is:

- To facilitate the development of arts and culture in the Town

- To maintain a database of arts and culture practitioners and organizations

- To coordinate key events (that impact on the triple bottom line) and to work with community organizations to take over the management of other diverse events in the Town.

- To encourage public art and per-cent-for art (and culture) in urban development including interpretive signage as an expression of identity, spirit and history.

- To plan, develop and maintain quality cultural facilities that support touring and local performances and exhibitions and conventions.

- To develop arts and culture policy and procedures.

- To identify target areas for future Cultural Plans (for example: Tourism, Business, Town Planning).

- To oversee the development of the cultural plan actions for the Town of Bassendean in order to achieve the vision and goals and in keeping with the underpinning principles. (Explained in detail under the action plan)

- To provide opportunities for cross directorate networking and the utilisation of the various skills to find solutions from a cultural or people focused perspective – remembering that development and economy are aspects of culture.

- To support community capacity building initiatives.

- To provide the Cultural Planning Network with forward planning information to allow them to investigate funding opportunities to integrate arts and cultural expressions and activities as appropriate

APPENDIX

Cultural Planning Steering Group Meeting (9 August 2005)

The meeting was attended by:

Patrick Quigley – Manager Leisure Services (Project Manager)
Graeme Haggart – Director Community Development
Megan Silva – Cultural Development Officer
Samantha Tarling – Manager Ranger Services
Phillip Rowell – Acting Manager Children’s Services

Cross Directorate Cultural Planning Workshop (18 August 2005)

It was attended by:

· Patrick Quigley – Leisure Services (Manager)

· Ian McDowell – Asset Services (Manager)

· Greg Neri – Bassendean Youth Services (Manager)

· Evan Hillman - Bassendean Youth Services (Officer)

· Carol Leigh - Bassendean Library (Local Studies Collection Librarian)

· Simon Stewert-Dawkins – Operational Services (Director)

· Brian Reed - Development Services (Manager)

· Ken Goldsworthy – Health & Ranger Services (Manager)

· Jennifer Mays - Health & Ranger Services (Officer)

· Audrey Bell – Volunteers & Community Transport (Coordinator)

· Sue Blond – Records Management (Supervisor)

· Colin Cameron – Corporate Services (Executive Manager)

Community Meeting (31 August 2005)

The meeting was attended by:

Greg Hill	Self employed artist – Hillfactor (HF)	Community arts – Visual arts
Michael Grogan	Bassendean Historical Society (BHS)	Culture - History
Phillippa Clarke	Independent chorographer (Ph)	Performing Arts - Dance
Eric Hinscliff	Bassendean Historical Society (BHS)	Culture - History
Silvia Lehmann	Independent Theatre Director (SIL)	Performing Arts – Theatre
Carlle Bentley	Bassendean Preservation Society (BPG)	Culture – Environment
Patrick Quigley	Manager Leisure Services (ToB)	Culture - Planning

Community Workshop (17 October 2005)

Jasmine Geddes	Bassendean City Farm
Dean Geddes
Gordon Munday	Bassendean State Emergency Service
Diana Selentin	Artist
Jeremy Baker
Denise Kelley
Ric Wishart	Resident, Art teacher, Success Hill Action Group
Anne and Josie Polley	Residents
Andrew Harvey	Bassendean Town Radio Inc
Philippa Rogers	Rail Heritage WA
Kevin Mack	Bassendean Arts Council
Sylvia Lehman	Writer, Theatre
Megan Silva	Resident

Councillors Workshop (12 October 2005)

Cr Tina Klein (Mayor) Cr Michelle Stubbs (Deputy Mayor)

Cr Jack Fo Cr Mark Devlin

Cr Anne Brinkworth Cr John Sutherland

Cr John Gangell Cr Chris Merfield

Cr Ross Dunkerton

Meetings

Meetings were conducted with Patrick Quigley and Megan Silva with -

Paul Thomson - Arts on The Move

Jenny Kerr – ArtSource

Cultural Planning Team 2^rd meeting

Ian Dowell Samatha Tarling

Megan Silva Graham Haggart

Patrick Quigley

Cultural Planning Team 3^nd meeting

Gary Evershed Ian Dowell

Samatha Tarling Megan Silva

Graham Haggart Patrick Quigley

REFERENCES

Town of Bassendean Strategic Plan 2005 – 2010

Town of Bassendean Vision 2030 Community Plan

Bassendean Town News

1995 UNESCO Report, Creative Diversity as quoted in the State Sustainability Strategy (2003)

Australian Bureau of Statistics (second edition)ASCO Australian Standard Classification of Occupations

Australian Bureau of Statistics. (2002) Shire of Busselton,

Ciemitis, P. (2003), Lessons cultural and town planners can teach each other. Community Arts Network, Bulletin, April.

Collaborative Economics (1999), Innovative Regions. Collaborative Economics, Palo Alto

Community Arts Network WA, (2003), April Bulletin – Cultural and Urban Planning, should the two meet and why? Community Arts Network WA

Department of Culture and the Arts, (2003), Creative Connection – An Arts in Education Policy Consultation Paper. Government of Western Australia

Department of Culture and the Arts, (2003), Cultural Signposts. Direction for Arts and Culture in Regional Western Australia. Government of Western Australia

Department of Culture and the Arts. (2003) ,Integrating Views – A review of the state government’s Percent For Art Scheme. Government of Western Australia.

Department of Culture and the Arts. (2003), Vital Statistics –Western Australian Arts and Culture Statistics November 2003 Summary Report. Government of Western Australia.

Dorit Fromm (March 2005) Urban Land, In Practice, Cultural Planning – Harnessing cultural facilities to further economic development has been the dream of hundreds of cities, including second tier cities. Urban Land Institute.

Florida, R, (2002), The Rise of the Creative Class. Basic Books, New York

Harvard Research: Understanding and Developing Effective Governance in communities

Haslam McKenzie, F & Johnson, P.L.(2004) A Socio-Economic Activity Audit For The Busselton Local Government Area., Commissioned by the Busselton Chamber of Commerce

Holbrook, J.A. and Wolfe D.A. (Eds), (2002) Knowledge, Clusters and Learning Regions. School of Policy Studies, Queen’s University, Kingston

Krempl, S (forthcoming) Bridging Oral Tradition (Community Spirit) and Corporate Cultures through Cultural Planning. Murdoch University.

Krempl, S. (2003), How can cultural planning work with town planning? Community Arts Network, Bulletin, April

Krempl, S. (2003), The Five Dimensions of Community. Community Arts Network WA.

Landry, C. (2000), The Creative City. Earthscan, London

Michelle Reeves (2002)Measuring the economic and social impact of the arts: a review. Arts Council of England

Porter, M. (1998), Clusters and the New Economics of Competition, Harvard Business Review, November – December.

Sonn,C.,Drew, N., Kasat, P., Conceptualising Community Cultural Development – The role of cultural planning in community change, Community Arts Network WA inc.

The Australian Institute, Australian National University www.wellbeingmanifesto.net.

The Saguaro Seminars: Civic Engagement in America and the Arts – Harvard University. http://www.ksg.harvard edu/saguaro/mtg7.html

UNDP , (1998) Human Rights, Governance and Sustainable Human Development - Governance Experiences and Lessons Learned

Walesh, K. and Henton, D. (2001),The Creative Community. Collaborative Economics, Palo Alto

[1] The First and Third Person System is further explored in Krempl,S.(2003) The Five Dimensions of Community. Community Arts Network WA

[2] The Cultural Wheel is expanded in Krempl, S.(forthcoming) The Bridging of Community and Corporate Systems through Cultural Planning. Murdoch University.

[3] Australian Bureau of Statistics and Department of Culture and the Arts (2003) Vital Statistics. Western Australian Arts and Culture Statistics Summary Report. Commonwealth of Australia

[5] E. Heartney, 2002, Sugitive sites – InSite 2000-2001 New contemporary art projects for San Diego-Tijuana as quoted in the Department of Culture and the Arts/ Department of Housing and Works (2003) Intergrating Views. A Review of the State Government’s Percent for Art Scheme.

[6] The Australian Institute, Australian National University www.wellbeingmanifesto.net.

[7] The Saguaro Seminars: Civic Engagement in America and the Arts – Harvard University. http://www.ksg.harvard edu/saguaro/mtg7.html

UNDP , (1998) Human Rights, Governance and Sustainable Human Development - Governance Experiences and Lessons Learned

[8] Florida, R.(2002) The Rise of The Creative Class

[9] Walesh, K. and Henton, D. (2001),The Creative Community. Collaborative Economics, Palo Alto

[10] Landry, C (2000), The Creative City, Earthscan, London

[11] Peirce, N. (1998) ‘The New Workplace’, Urban Age, Autumn

[12] Cox,E. (1998), ‘Measuring Social Capital as Part of Progress and Well-being’, in Eckersley, R.(Ed) Measuring Progress. Is Life Getting Better? CSORP, Collingwood (p157 -167)