g o l l i n g...the following themes are presented as a reminder of what frankston is proud of....

TORQUE P/L

Living on the Edge...

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bush...ci

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Image: John Golling

Image: Steve Brown

© FRANKSTON ARTS STRATEGY 2011–2015 | 3

CONTENTS

5 INTRODUCTION TO THE ARTS STRATEGY

7 FRANKSTON’S CULTURAL CONTEXT

9 CONSULTATION FINDINGS

11 ARTS STRATEGY FRAMEWORK

12 PROGRAM DIRECTIONS

13 ACTION PLAN

15 CONCLUSION

Frankston Arts C

entre

Image: Dan Magree

The arts deepen our understanding

of who we are…

interpret and challenge

where we are…

strengthen our judgment of where we

want to be…

inform our identity…

and assist us to gain

a new sense of our future…

INTRODUCTION TO THE ARTS STRATEGY

Frankston Council Plan (2011-2015)The Council Plan has six key strategic objectives: Well

Governed; A Safe City; A Vibrant and Healthy Community; A

Well Planned; Well Built and Well Maintained City; A Clean and

Green City; and a Place of Business Prosperity that values

Learning. These six objectives and what they embrace all

support the notion of a City that is also artistically and culturally

vibrant and one that can support creative endeavour as well

as providing a broad range of enriching arts and cultural

experiences for the broader community. In addition to these

objectives, a set of core values articulated in Council policy;

Community, Respect, Excellence, Accountability, Teamwork,Integrity and Sustainability will help Council achieve the overallcommunity vision. These values provide an important context

in which to develop the Arts Strategy.

Economic Development Strategy 2011Central to Council’s Economic Development Strategy 2011 is

to provide structure for the achievement of Council’s Economic

Vision for the City. As such, four themes have been identified

by Council to support this strategy: Sustainable Economy;Innovative Economy; Inclusive Economy; and a PreferredPlace to live, learn, work, visit and invest. These four themesprovide an important context in which to position strategies to

support arts and cultural development; strategies that can not

only support community engagement in arts and cultural

experiences, but strategies that can also directly support

creative innovation utilising new technologies and supporting

new creative enterprises.

Frankston Arts Centre Strategic Plan 2009-2013The Frankston Arts Centre’s mission is to provide and inspire

creative experiences that engage and enrich communities,

and in line with its vision, be recognised throughout Australia

as a major contributor to enriching its community through the

arts. This Plan is guiding the breadth of a well managed

operation with strong leadership, committed staff and Board,

and a coordinated funding and sponsorship approach that is

driving a balanced program and events as both internal and

external projects. During consultation, the community

commended Council on the positive achievements of the

Frankston Arts Centre.

Additional Reports Other documents that were referenced in the planning process

are:

• Frankston TAFE to Bay Structure – Frankston City Council(2005)

• Arts and Cultural Development Strategy Plan (2009-2012)• Art and Ideas – 10 years of Public Art in Frankston (2001)• Integrated Urban Art Strategy (2001)• Coastal Arts Discovery Trail (2006)• Frankston Community Profile (ABS 2006).


Frankston City Council, in developing an Arts Strategy Plan for

the municipality of Frankston, has established a planning and

development framework that articulates the community’s vision

and objectives, the future arts program directions and the key

priorities for Council’s strategic action.

Integral to the development of the arts strategy was a

consultation process with key community stakeholder groups.

The community’s expressed need and interest is highlighted in

the outcomes of the consultation where the arts were identified

as key community action driver to nurture creativity, support

artists, activate community engagement, align new business

in arts partnerships and also propose the arts play a role in the

renewal of the City’s Central Activities Area (CAA) and city

enhancing the civic and community identity of Frankston. In

addition, key Council Reports such as Frankston City Council’s

Council Plan 2011-2015 and the Frankston City Council

Economic Development Strategy 2011 provided importantbackground information and assisted the strategic positioning

of this Arts Strategy.

Above: The Hermit, Frankston (John Maddox)La Trobe Picture CollectionState Library of VictoriaCentre: Eel trap, Lake Condah, Western DistrictMuseum VictoriaBelow: Marion Mahony GriffinNational Library of Australia

Below: Bea Edwards, Dreaming Trail,George Pentland Botanical Gardens

FRANKSTON’S CULTURAL CONTEXT

Adopting a locally-based planning workshop approach has

enabled community groups to think strategically about the use

and application of the artistic and cultural assets and

resources of Frankston. These meetings, conducted as open

discussions, linked the arts to aspects of economic,

environmental and social features and considerations, to

communications planning and to ways of creating new

collaborative opportunities in urban planning, urban design,

community engagement and identity-building.

The following local community planning was undertaken as

participatory workshops and encompassed:

• mapping Frankston’s diverse arts assets to provide a

foundation for future programming and to identify

potential cross-sectoral partnership developments

• analysing the natural and built assets to position

opportunity for enhancing Frankston’s identity as well as

to broaden community engagement

• identifying new links, ideas and program priorities for all

the arts and across the broader creative industries.

This Arts Strategy proposes an integrated planning approach

that endeavours to unlock Frankston’s creative resource

capacity and capability, at the same time addressing new

forms of creativity and innovation such as:

• artists and communities working collaboratively to create

new forms of social dialogue and engagement

• the arts being practised in diverse ways to activate the

community to reflect, interpret, celebrate and build a

new vision for a shared new image and identity

• the arts working with new partners addressing agendas

in health, wellbeing, education, ageing population, youth

and families with socially positive outcomes.


Frankston has a rich cultural past that can inform the future.

There are many significant resources, sites and assets that

have and still continue to give meaning and value to

Frankston’s cultural context and identity. These tangible and

intangible memories and associations provide a strong sense

of connection and attachment for local community and visitors.

The following themes are presented as a reminder of what

Frankston is proud of.

Indigenous Heritage – the Bunurong and Boonwurrungtribal heritage, Peter Pan Rock Middens, Sweetwater Creek,

Kananook Creek and the Carrum Swamp…

Environmental Heritage Legacies – Davey’s Bay,Moorooduc Quarry, Olivers Hill (Fisherman’s Cove), Grimwade

Clock Tower, Kananook Creek…

Built Form Heritage – Frankston Pier, Ballam ParkHomestead, Yamala Mansion and Modernist Precinct Gull’s

Way, Mechanics Institute, Mulberry Hill, Cruden Farm, Olivers

Hill...

Artistic Leaders – Walter Burley Griffin and MarionMahony’s Gumnut residence, Edna Walling, Roy Ground’s

Round House, Sir Daryl & Lady Joan Lindsay, Rick Amor and

the McClelland family…

The Bohemian Spirit of the 1930’s – Palm Court,Long Island…

Memories of the Past – the fishing village, coastal life,flora and fauna reserves and wetlands, the ti-tree foreshores…

The blue lady (Nan McClelland)by Ernest Buckmaster Collection: McClelland Gallery +Sculpture Park

Mrs V Grounds and Walter Gropius outside the Henty House, Oliver’s Hill, 1954 (Roy Grounds, Architect). Collection: Conrad Hamann

Oliver’s Hill and the Pioneer Fisherman’ CoveFrankston Library Service

… an interactive city is where people

can engage positively with their neighbours,

link up with diverse networks

and form new partnerships to build

stronger and dynamic communities

with a life of meaning and hope…

Image: Mark Chew

Image: Paul Danyluk

CONSULTATION FINDINGS

capability was also recognised as a significant and ready asset

that already exists in Frankston but is an asset that needs

further harnessing to support the development of the arts. All

those consulted saw the level of artistic capacity and capability

as a major strength for the Council to build on.

Frankston’s Public Art program was seen as a major contributor

to the arts locally and it was recommended that a broadbased

new public art program continue into the future. The strong

Urban Design principles adopted by Council was seen as a

positive way to guide the future CAA (Central Activities Area)

redevelopment agenda. The other compelling attribute clearly

witnessed in the consultations was local people’s readiness for

change. The Arts Strategy is occurring at the right time.

Arts OpportunitiesThe key identified opportunity in all consultation meetings was

the need to find a systematic way to coordinate all the arts

activities that take place in Frankston. The creation of a web

portal whereby all groups could communicate online was

recommended. The idea of “celebrating Frankston” was seen

as a major opportunity with reference being made to the need

to recognise and capitalise on Frankston’s key points of

difference.

One of the key points of difference identified was Frankston’s

“edginess” and the need to support the notion of a

subculture… “the underdog” or “fringe dwellers”. Another

major opportunity discussed was the need to build advocacy

for the arts in Frankston by programming activities as an

ongoing calendar of surprises… discoveries… delights.


The locally-based consultations enabled our community to

think strategically about the application of the arts and cultural

resources in Frankston.

Workshop processes aligned ideas to strategic priorities and

this highlighted how linking the arts to other aspects of

economic and social life can be instrumental in creating new

opportunities and new partnerships.

Frankston ArtsThe arts in Frankston present a diverse range of players and

stages that incorporate arts organisations, artists across a

range of art forms, community organisations that work in the

arts, arts businesses, arts education and training providers and

indoor and outdoor venue operations. The community is proud

of the major flagships in the Frankston’s Arts Centre and the

McClelland Sculpture Park & Gallery. These are well

recognised as leaders in their field both locally and nationally.

The Asset Map highlights the wealth and breadth of resources

and talents that can be aligned, re-ignited and celebrated in a

coordinated strategic action plan for the arts. Meeting with

Councillors, FAC Board members, staff, sponsors, and with

more than 50 community leaders representing over 2,000

members, showed clearly that the arts are alive, are committed

to collaboration and are ready for action.

Frankston Core StrengthsThe natural beauty of Frankston’s environment was referred to

as a major key strength in all consultation meetings and

workshops – the beach, the bush, the creek, the pier. The asset

map was seen to highlight the diversity of the arts, the range

of arts activities and the depth of experience. Leadership

Image: Dan Magree

ARTS STRATEGY FRAMEWORK


Collaboration – cooperative planning for local arts

initiatives can facilitate:

• cross-sectoral and business partnerships

• skill exchange, knowledge and resource sharing

• brokerage of partnerships across industries with

mentorships and cross-subsidies

• integrated management which links the diverse

disciplines both in Council and the community.

Innovation – promoting the diversity of art-forms, culturalinfluences and distinctive local lifestyle can:

• build a new dynamic civic identity for Frankston

• align economic drivers in digital media + art / design

technologies

• access a networked culture in digital media environment

as innovation

• activate new knowledge partnerships and lever

business ventures as innovation investments.

Creativity – nurturing the inherent creativity of local peoplethrough strategic arts programs that can:

• activate artists and community to respond to, interpret

and express the diversity of art-forms and cultural

context

• aid community participation projects / events and

audience development programs

• enhance the uniqueness of Frankston’s built and natural

environments

• encourage artists’ training and development, internship

schemes and marketing / communication initiatives

• facilitate programs that reflect and celebrate cultural

diversity

• support new talent and skills sharing initiatives.

Engagement – increasing access, participation andopportunity for all people to engage, enjoy and celebrate the

arts to create:

• projects which involve and inspire families, children and

youth initiatives

• social networks for dialogue and the brokerage of

business enterprise

• community building activities with arts projects which

reflect, interpret and celebrate Frankston’s “sense of

place”

• integrated programming across whole of government

units.

PRINCIPLES – underpinning the Arts Strategy’s framework are principles of: VISION – Frankston’s Arts Strategy aims to:

• nurture community creativity and encourageartists’ creative development and innovation

• activate community engagement and aligneducation, training and leadership initiatives

• align new arts and business partnerships andenterprise developments

• renew the City’s Central Activities Area • enhance the civic and community identity for

the city.

“Folly” Seaford Foreshore Reserve

12 | © FRANKSTON ARTS STRATEGY 2011–2015

PROGRAM DIRECTIONS

OBJECTIVE

1 The Arts – Building Identity• all community

• build on what is

• changing programs for surprise… discovery

• link… align... collaborate… host...

2 The Arts – Activating Engagement and Learning• community outreach

• coordination key to new programs and marketing

• strong art and design principles

• youth action

3 The Arts – Fostering Partnerships and Enterprise• coordination – liaison – community action

• business partnership in arts leverage

• the invisible becoming visible

• web-based applications

4 The Arts – Value-adding Creativity and Innovation• capitalise on talent

• collaboration and partnerships as key

• broker opportunity

• new media and digital technologies integration

PROGRAM DIRECTIONS

1.1 Design and deliver a FRANKSTON ARTS ALIVE program of activities to include:

• extend the public art program as site-specific art, ephemeral art and street art animations

• adopting a public art developer scheme as percentage for art model

• building programs with nature stage for arts at wetlands, beach, parks

• establishing exhibitions in shops and cafés to showcase artists

• extending the live music programs with use of portable stages and amphitheatre spaces

• exploring a street art program

1.2 Explore marketing and communication plan ARTS LIVING ON THE EDGE – city... bush... land... sea...

1.3 Attract and host a series of significant showcases at FRANSTON ARTS CENTRE and

McCLELLAND SCULPTURE PARK & GALLERY

2.1 Design and grow the ARTS and COMMUNITY OUTREACH PROGRAM

2.2 Establish ON-LINE ARTS HUB with artist booking system and calendar of events marketing

2.3 Foster further ART and URBAN DESIGN collaborations fully integrated within the design philosophy of the

buildings themselves, artistic signage, banners / flags and bollards

2.4 Research YOUTH ARTS opportunities as community-based youth engagement in suburban hubs

2.5 Investigate the feasibility of a HERITAGE VILLAGE and ARTISAN initiative

3.1 Seek BUSINESS PARTNERSHIPS for the arts/creative industries

3.2 Support further PUBLIC ARTS AS HIGHWAY, BOULEVARD and LANEWAY site art markers

3.3 Develop an ARTS and NATURE TRAIL (McClelland Sculpture Park & Gallery and Bicycle Victoria)

3.4 Extend COMMUNITY GARDENS sites and align high quality ART / CRAFT MARKETS

3.5 Seek external funding for a dedicated ARTS and EDUCATION RESOURCES

4.1 Review the potential of an arts curated celebration eg FLOATING ART FESTIVAL – as a foreshore celebration

4.2 Continue to activate CAA by dedicated ART PRECINCTS – Music Village, Gallery Lane, Innovation Hub

4.3 Broker CROSS-SECTORAL PARTNERSHIPS IN THE ARTS and align mentors

4.4 Investigate the development of a CREATIVE INDUSTRIES INNOVATION HUB / INCUBATOR

STRATEGIC ACTION PLAN


ACTION

1 The Arts – Building Identity1.1 Design and deliver a CITY-WIDE ARTS ALIVE program of activities to include:

• percentage for public art diverse program – site-specific art as place-making, ephemeral art and art animations

• nature as stage for arts: wetlands, beach, parks, reserves

• arts exhibition shops and cafés as an artist scheme

• live music program – placing affordable portable stages and designing amphitheatre spaces

• street art program

1.2 Explore LIVING ON THE EDGE marketing plan

1.3 Host showcases at FRANKSTON ARTS CENTRE and McCLELLAND SCULPTURE PARK & GALLERY

2 The Arts – Activating Engagement and Learning2.1 Design ART and COMMUNITY OUTREACH programs

2.2 Establish an ON-LINE ARTS HUB with artist booking system, and events calendar

2.3 Expand URBAN DESIGN collaborations – artistic signage, banners and bollards

2.4 Research YOUTH ARTS opportunities – youth engagement suburban hubs model

2.5 Investigate the feasibility of a HERITAGE ARTISAN initiative

3 The Arts – Fostering Partnerships and Enterprise3.1 Seek BUSINESS PARTNERSHIPS FOR THE ARTS

3.2 Support HIGHWAY, BOULEVARD and LANEWAY PUBLIC ART SIGNIFIERS

3.3 Develop an ARTS and NATURE TRAIL (McClelland Sculpture Park & Gallery and Bicycle Victoria)

3.4 Extend the COMMUNITY GARDENS and align high quality ART / CRAFT MARKETS

3.5 Seek external funding for a dedicated ARTS and EDUCATION OFFICER POSITION

4 The Arts – Value-adding Creativity and Innovation4.1 Review the potential of a curated arts festival

4.2 Continue to activate CAA by dedicated ART PRECINCTS – Music Village, Gallery Lane

4.3 Broker CROSS-SECTORAL PARTNERSHIPS IN THE ARTS and align mentors

4.4 Investigate development of a CREATIVE INDUSTRIES HUB

CONCLUSION

The future Arts action plan, through facilitation, can align

strategic leadership from Council and community leaders by:

• activating a range of community leaders to share their

knowledge and experience

• aligning leaders as mentors to provide ‘real world’

coaching, interaction and internship

• identifying the range of multi-dimensional skills of

leaders that can be aligned to different community

initiatives

• the consideration of a Council Arts and Community

Outreach resource.

The Arts Strategy presents a structured program to assist:

• building strategic actions that enable creativity and

innovation to flourish

• supporting artists, creative entrepreneurs and

community practitioners to share their talents and skills

• empowering creativity in all citizens in Frankston

extending partnership and leadership in broad-based

collaborative arts networks

• establishing a learning city with inter-generational ways

of training and knowledge creation

• positioning Frankston as creative and innovative by

linking arts, culture, business and social enterprise.

This Arts Strategy has been developed with a focus on

integrated strategic planning and highlights how action-based

community arts can enable communities to unlock their

creative capacity. Through creative methods, communities

imagine, express and address new forms of local democracy

where the power of creativity activates community resilience,

hope and belonging, and is underpinned by the following

positions:

• the arts can be a powerful vehicle for community

revitalisation and urban renewal

• communities working collaboratively with artists can

create new forms of dialogue and a range of positive

solutions

• diversity can be a vital stimulus to entrepreneurship,

opening up new partnerships, enterprises and creative

markets

• cultural content is at the centre of the knowledge society

with actions such as ‘productive diversity’ – a strategic

way forward.


The arts are central to a city’s identity and to the community’s

vitality, pride and quality of our life. Council’s built amenities,

the natural and built environs and the myriad of creative talents

can provide diverse stages and players for creative action.

Communities and artists can work together to encourage,

create, interpret and respond to artistic expressions that

represent our deepest thoughts, dreams, ideas, whimsy,

parody and creativity. Community culture can create a new

resonance in Frankston as part of the culture of daily life. It can

be experienced as interactions with neighbours, citizens,

visitors, peers and can animate community meeting places

and socially creative spaces that are uniquely Frankston.

The Arts Strategy can establish and guide the linking and

activation of new connections, inter-relationships and

interfaces that can focus Frankston’s identity and new sense

of citizenship. Frankston has the opportunity to bring together

the wealth of talent that already exists to create a new sense

of belonging and possibility, thereby nurturing the cultural

needs of all citizens. There is now a need to prioritise the action

plan presented in this document, that can support the ongoing

cultural vitality of Frankston. There is also the possibility of

potential partnership arrangements to support the action plan

presented in this document.

g o l l i n g...the following themes are presented as a reminder of what frankston is proud of....

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