Gallery Services Visual Arts Program: Business Plan by Shane Fitzgerald

perc tucker regional gallery

pinnacles gallery

gallery services Visual Arts: Business Plan

Delivery Horizon: 2013 -2016 Reviewed: Annually each September

Visual Arts: Business Plan

Gallery Services / Perc Tucker Regional Gallery / Pinnacles Gallery

Visual Arts: Business Plan

Contents 1. Alignment

2. Objectives

3. Program Description

3.1 Program Themes

Operational Goals and KPIâ&#x20AC;&#x2122;s. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69

4.1 Exhibitions

4.2 Collections Management

4.3 Art In Public Spaces

4.4 Creative Classrooms

4.5 Creative Communities

4.6 Creative Spaces

4.7 Business Support

SWOT: Key Points . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 654

5.1 Strengths

5.2 Weaknesses

5.3 Opportunities

5.4 Threats

6. SWOT Analysis

6.1 Key Strengths Analysis

6.2 Key Weaknesses Analysis

6.3 Key Opportunities Analysis

6.4 Key Threats Analysis

7. Staffing Sub-plan

8. Appendices

Visual Arts: Business Plan

1. Alignment The Visual Arts: Business Plan aligns with the following Corporate, Section and Sector objectives, plans and policies:

Leading, Creating, Connecting: Shaping a Place to be Proud of Community Plan, Townsville >> 2011-2021 >> Guiding principle: Develop a vibrant arts lifestyle Embracing the richness and talent of the arts community. >>

Guiding principle: Strengthen community cohesion Becoming a supportive and interconnected community that works together to make people feel comfortable and safe within their street, neighbourhood and the wider community.

>> Guiding principle: Nurture and value families Providing opportunities to raise children within our unique lifestyle, and providing them with a great place to grow up.

Alignment

Section 1 2

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Visual Arts: Business Plan

Collections Management, Art In Public Spaces, Creative Communities, Creative Classrooms, Creative Spaces, Exhibitions: Visual Arts Strategy 2013-2016 Provision of high-level overarching strategies that inform holisitc service level delivery across Gallery Services activities

Activation of the Townsville region for the delivery of arts and cultural activities, events and programs

Fosters collaboration and participation with arts organisations, educational organisations, community and specialist groups

Presents opportunities, events and services that provide high quality cultural and recreational experiences for individuals, groups and youth

Support, promote and provide opportunities for the Townsville regionâ&#x20AC;&#x2122;s artists, artsworkers and arts educators through advocacy, employment, promotion and collaboration

Develop, deliver and maintain innovative and relevant educative programs for youth, students, scholars and individuals

Alignment

Section 1

Gallery Services / Perc Tucker Regional Gallery / Pinnacles Gallery

Visual Arts: Business Plan

2. Objectives The following overarching objectives inform the service level delivery of core activities through the implementation of the Visual Arts: Business Plan. The Visual Arts: Business Plan provides an operational guide to successfully realise the objectives of the Visual Arts Strategy.

The objectives of the Visual Arts: Business Plan are as follows:

Identify high-level overarching Actions, Provisions and Performance Indicators that guide holistic service level delivery across Gallery Services activities

Identify umbrella platforms that inform program development, implementation and methodologies across Gallery Services activities

Operate in a manner that maintains excellence in governance and arts administration that recognises, supports and facilitates partnerships and industry development in local and regional planning

Objectives

Section 2 4

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Visual Arts: Business Plan

3. Program Description The Visual Arts: Business Plan links the objectives of the Visual Arts Strategy and guides Gallery Services in the identification, development, implementation and delivery of Actions, Provisions and Performance Indicators required to meet the operational objectives of the Section. 2012 - 2013 has seen high activity with regards to exhibitions and programs, and increased emphasis on strategic development for Gallery Services. The Section continued to deliver a Visual Arts Program of dynamic exhibitions and events across Gallery Services’ venues, including the culmination of the extremely popular Xstrata Percival Portrait Award, development and delivery of Strand Ephemera, and a diverse and polished range of locally-developed and touring exhibitions which showcased local, national and international artists.

•

Development and adoption of a unique and innovative Visual Arts Strategy

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Increased communication and partnerships with all levels of government, local and national arts and cultural organisations, and learning institutions

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Project planning and approval of funding to digitise all 2700+ works in the City of Townsville Art Collection, increasing access to the invaluable cultural asset of the region for the education and enjoyment of Townsville residents

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A restructure of the staffing model used by Gallery Services that brings the organisation in-line with modern Gallery practice

•

Development, delivery and analysis of an Annual Survey to gauge the satisfaction of the region with Gallery Services’ performance, and inform future activity Gallery Services / Perc Tucker Regional Gallery / Pinnacles Gallery

Section 3

These developments include, but are not limited to:

Program Description

Perhaps the most important development for Gallery Services throughout this period has been the development of strategic frameworks that will underpin all activity from now and into the foreseeable future. This framework and development has significantly improved the level of service delivered by Gallery Services for the people of Townsville, while positioning the region as a leading arts and cultural destination in the national consciousness.

Visual Arts: Business Plan

3.1 Program Themes Defined in the Visual Arts Strategy Gallery Services’ primary operational activity areas have been redefined into six core themes. The development and implementation of the core themes will allow Gallery Services to meet the prescribed objectives and achieve the outlined Key Performance Indicators of the Visual Arts: Business Plan. The seven themes of core service level delivery are defined as:

Program Description

Section 3 6

•

Exhibitions

•

Collections Management

•

Art in Public Spaces

•

Creative Classrooms

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Creative Communities

•

Creative Spaces

•

Business Support

Combined, these six themes form a unique, innovative, broad and considered Visual Arts Strategy which greatly enhances Gallery Services’ capacity to deliver quality product and engagement opportunities to the Townsville region. The Visual Arts Strategy through Exhibitions, Creative Classrooms, Creative Communities, Creative Spaces, Collections Management and Art in Public Spaces will embed Townsville’s venues as leading arts institutions that are respectful of, and central to, the community and its varied cultures and subcultures. Significantly, resultant improvements to engagement opportunities will ensure Gallery Services is not only a leader in strengthening the Townsville region’s visual arts sector but is recognised nationally as a vanguard of sociocultural development. In addition to, and supplementary of, the six core themes Gallery Services identifies Business Support as a key operational area which is defined as an enabler for the Section. Business Support sits outside of the core Gallery Services themes as highlighted in the Visual Arts Strategy and is included in the Visual Arts Program: Business Plan due to its significance as an area of influence which underpins core service level delivery.

Gallery Services / Perc Tucker Regional Gallery / Pinnacles Gallery

Visual Arts: Business Plan

Exhibitions Exhibitions are the visual product presented by Gallery Services within the two premier galleries, Perc Tucker and Pinnacles, and in external venues as appropriate â&#x20AC;&#x201C; including the touring of major exhibitions developed by Gallery Services to regional, national and international venues.

Collections Management Collections Management is the overarching theme relating to the areas of specialisation pertaining to the care and preservation of the City of Townsville Art Collection and the Art In Public Spaces Collection (public art collection) to ensure that these cultural assets are maintained in perpetuity for current and future generations.

Creative Classrooms The Creative Classrooms theme provides a holistic platform upon which to develop, implement and monitor a series of programs targeted at primary, secondary and tertiary students and arts educators in the Townsville Region.

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Section 3

The Art in Public Spaces theme provides a holistic platform through which Gallery Services can foster, develop and realise Townsville City Councilâ&#x20AC;&#x2122;s commitment to public art and endorsement of permanent and temporary art projects within the community environment of the Townsville region.

Program Description

Art in Public Spaces

Visual Arts: Business Plan

Creative Communities The Creative Communities theme provides a holistic platform upon which to develop, implement and monitor a series of programs targeting the development of arts and cultural activity with individuals, groups, organisations and sub-cultures within and outside of the gallery environment.

Creative Spaces The Creative Spaces theme provides a holistic platform upon which to develop, implement and monitor a series of programs targeting the activation of spaces and environments outside of the gallery facility to conduct arts and cultural programs, activities and projects.

Business Support

Program Description

Business Support, although not a recognised theme in the Visual Arts Strategy, is a significant component of the operational framework that provides an enabling platform upon which to develop, implement, promote and monitor a series of processes, frameworks and systems that provide underpinning support to Gallery Services core operational activity areas.

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Visual Arts: Business Plan

4. Operational Goals and KPI’s 4.1 Exhibitions Exhibitions are the visual product presented by Gallery Services within the two premier galleries, Perc Tucker Regional Gallery and Pinnacles Gallery, and in external venues as appropriate – including the touring of major exhibitions developed by Gallery Services to regional, national and international venues.

4.1.1 Support, promote and provide opportunities for the region’s artists and

arts workers through advocacy, funding, exhibitions and acquisition as appropriate. Actions

• Develop and maintain a program of exhibitions, activities and opportunities that focuses on developing the exposure and recognition of local artists and arts workers, with ongoing support, advocacy and acquisition for local artists’ works as appropriate.

• Budget allocation in annual budget. • Adequate and qualified staff levels. Performance Indicators A Media coverage for local arts and craft. B A minimum of 12 exhibitions each year that contain local artist content: solo, thematic or group. C Work with regional arts and cultural groups to encourage and support active arts practice, networks and opportunities. D Delivery of excellent customer service to ongoing community and industry inquiries and advocacy in accordance with Townsville City Council customer service values and objectives. E Development of community identity through community arts projects.

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Provisions

Operational Goals and KPI’s

• Encourage and assist artists and arts groups to initiate and develop their own innovative projects and provide advice to access funding.

Visual Arts: Business Plan

4.1.2 Present exhibitions to provide high quality cultural and recreational

experiences for individuals, groups and schools. Actions

• Develop and maintain an exhibition program that addresses the interests of the broad community and various diverse and special populations. • Activate public spaces within Townsville region with exhibitions and displays • Encourage and assist artists and art groups to seek to develop projects and access funding for projects. Provisions • Budget allocation in annual budget. • Adequate and qualified staff levels. • Acquisition of relevant Multi-media equipment. Performance Indicators

Operational Goals and KPI’s

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A Base general visitation rates of 40 000 Perc Tucker Regional Gallery, 35 000 Pinnacles Gallery per annum. Target increase in base visitor rates by 5% per annum. B Exhibition program meets Exhibition Categories schedule of exhibitions. C Provision of internationally and nationally significant exhibitions and projects to the Townsville community D Provision of diverse content and themes that interests all members of the community irrespective of age, culture, religion, gender and race E Provision of active spaces within and outside of the Gallery environment through diverse and considered programming F Identification and development of innovative collaborative projects that provide engagement opportunities for the region’s artists, artsworkers and cultural organisations G Provision of an active and sustainable creative economy through the delivery of innovative and relevant projects, events and programs

Gallery Services / Perc Tucker Regional Gallery / Pinnacles Gallery

Visual Arts: Business Plan

4.1.3 Support, develop and implement standards of excellence in research,

publication production, curatorship, interpretation and public access, and exhibition development, design and production. Actions • Provide opportunity to conduct and mentor research projects in accordance with exhibition development and special projects as appropriate. • Develop and publish industry standard publications of relevance and worth to the arts sector. • Develop and provide opportunity to conduct and mentor curatorial activity in accordance with the Exhibitions Categories and the Visual Arts Strategy objectives. • Develop and provide opportunity for the production of high level interpretation and associated material that supports and promotes public access.

Provisions • Budget allocation in annual budget. • Adequate and qualified staff levels. Performance Indicators A Provision of highly developed curatorial content that promotes north Queensland artists and artsworkers to audiences locally, nationally and internationally B Projects delivered in accordance with industry best standards.

Operational Goals and KPI’s

• Support and provide resources to undertake industry leading exhibition development, design and production activities in accordance with the Exhibitions Categories and the Visual Arts Strategy objectives.

D Development and delivery of a minimum of one major publication per annum. E Development of interpretative material involves public collaboration as appropriate and in accordance with the Exhibitions Categories and the Visual Arts Strategy objectives.

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Section 4

C 2 – 4 mentoring opportunities and projects undertaken within the Exhibitions Categories and the Visual Arts: Business Plan framework.

Visual Arts: Business Plan

Exhibition Categories It is the aim of the Exhibition Categories to establish transparent, equitable and overarching programs of exhibitions that provide foundations towards realising the Creative Classrooms, Creative Communities and Creative Spaces themes and associated programs. The Exhibition Categories can be defined by two distinct engagement strategies: 1. exhibitions and special projects developed or sourced for display in the Townsville region - Local Component Exhibitions, Staff Curated Exhibitions, Major Touring Exhibitions, General Touring Exhibitions and Special Projects. 2. exhibitions and special projects developed to tour to venues outside of the Townsville region as part of the Regional Touring Program, National Touring Program and International Touring Program. These types of exhibitions and special projects can be curatorially developed from themes highlighted in engagement strategy 1.

General touring exhibitions Selected developed touring exhibitions chosen for their interest to various special populations within the region or to introduce new ideas, or to complement the City of Townsville Art Collection. Operational Goals and KPIâ&#x20AC;&#x2122;s

Staff curated exhibitions Gallery Services staff will curate museum standard exhibitions of local content, Collection content, national content and international content. This category allows professional development opportunities for Gallery Services staff in curatorial development and will generally incorporate artworks from City of Townsville Art Collection; local artists; private, corporate and public collections; local, state, national and international arts & cultural organisations.

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Visual Arts: Business Plan

Local component exhibitions Individual, group and thematic exhibitions presenting the work of local artists, craftspeople and identities from the Townsville region, and from time to time from broader North Queensland. These projects are to promote interest and recognition of activities by contemporary artsworkers and identities, and to promote economic growth in the local arts industry. These exhibitions will be a mix of staff and self curated exhibitions. Types of exhibitions that fall under this category: Niche Gallery, Access Gallery, Showcase, Your Space, Solo and Group, Collections In Focus, Guest Curator Series.

Major touring exhibitions

Special projects Projects that combine promotional, educational, social history or general interest themes, such as Popular Culture, related to special groups, such as school children, elderly, subcultures or multicultural groups. This includes Gallery Services initiated exhibitions and special projects such as Strand Ephemera, Percival Portrait Awards, Martin Gallery Project, Annual Childrens Exhibition, Art Competitions and thematic displays around civic events and celebrations, military history, NAIDOC and festivals.

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Section 4

These exhibitions should be of a calibre to engage the community and provide access to otherwise unavailabe experiences.

Operational Goals and KPIâ&#x20AC;&#x2122;s

Selected developed exhibitions from other museums and galleries of national and international stature, including art, historical, contemporary, social history, or science and technology themes.

Visual Arts: Business Plan

Regional Touring Program Selected developed exhibitions drawn from the City of Townsville Art Collection, local artists, special projects and Townsville arts and cultural organisations are toured throughout the North Queensland region as part of an outreach program. The Regional Touring Program will provide regional, neighbouring and remote communities with access to high quality art exhibitions and activities and will be complemented by the provision of professional development and engagement opportunities delivered by Gallery Services staff and the network of creative professionals. Types of exhibitions include Local Product, Collections In Focus, Historical, Museological, special projects, group shows and satellite displays (ie: selection of Percival Portrait Award entries)

National Touring Program

Operational Goals and KPI’s

Section 4 14

Selected special projects drawn from City of Townsville Art Collection; local, national and international artists; Townsville arts and cultural organisations, regional, state, national and international galleries and museums; and private and corporate collections are toured throughout Australia as part of Gallery Services’ role as a leading public art organisation. Types of exhibitions include Local Product, Collections In Focus, Historical, Museological, special projects, group shows and thematic projects.

International Touring Program Selected special projects drawn from City of Townsville Art Collection; local, national and international artists; Townsville arts and cultural organisations, regional, state, national and international galleries and museums; and private and corporate collections are toured internationally as part of Gallery Services’ role as a nationally recognised art organisation. Types of exhibitions and projects include Local Product, Collections In Focus, Historical, Museological, cultural exchanges, On Tour (children’s exhibitions), group shows, Strand Ephemera, Sister City Initiatives and thematic projects.

Gallery Services / Perc Tucker Regional Gallery / Pinnacles Gallery

Visual Arts: Business Plan

4.2 Collections Management Collections Management is the overarching theme relating to the areas of specialisation pertaining to the care and preservation of the City of Townsville Art Collection and the Art In Public Spaces Collection (public art collection) to ensure that these cultural assets are maintained in perpetuity for current and future generations.

4.2.1 Establish and maintain a comprehensive and relevant museum standard

catalogue and database system. Actions

• Develop and implement Filemaker collections catalogue based on industry standard worksheets and including compliance and compatibility with Townsville City Council’s asset management systems and procedures. Provisions • Adequate and qualified staff levels. • Acquisition of current and appropriate software and hardware. Performance Indicators A Proceed with full catalogue documentation for individual works, individual artists and associated support information. B Recent acquisitions catalogued within 1 month of receipt of artwork. C Delivery of excellent customer service to ongoing community and industry inquiries of the Collection in accordance with Townsville City Council’s customer service values and objectives.

Operational Goals and KPI’s

• Budget allocation in annual budget.

Section 4

D Access to web-based catalogue by the general public final quarter 2015.

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Visual Arts: Business Plan

4.2.2 Continue to develop and maintain a collection of art to museum industry

best practice. Actions

• Train and instruct staff to ensure that museum standard procedures are followed at all times. • Support, advise and administer the Art Acquisition Working Group. • Considered and active acquisition of art works in accordance with the Art Acquisition Policy. Provisions • Budget allocation in annual budget. • Adequate and qualified staff levels. Performance Indicators A Regular industry standard on and off the job training for staff conducted. B Museum standard procedures documented and clearly visible at all times. Operational Goals and KPI’s

C Employ specialist consultants as required. D Support the activities of the Art Acquisition Working Group. E Secretariat support to Art Acquisition Working Group up to date and fully documented. F Art works acquired in accordance with the Art Acquisition Policy. G Art Acquisition and Collections Management policies, procedures and documentation reviewed, developed and implemented in line with National Standards for Australian Museums and Galleries[*]. H Cultural Gift Program processes and procedures managed and implemented in-line with customer service values and Federal Government requirements.

Section 4 [*]

National Standards for Australian Museums and Galleries Version 1.0 National Standards Taskforce c/- Museums Australia 2008 http://www.collectionsaustralia.net/sector_info_item/107

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Visual Arts: Business Plan

4.2.3 Establish an ongoing conservation plan to monitor, conserve and restore

individual works in the Collection. Actions

• Industry standard conservation plan incorporated into Gallery Services’ operations and reviewed biennially. • Implement an ongoing framing plan to reframe and restore the framing and mounting of all works in the Collection to museum standard and to present the Collection in the best possible manner. Provisions • Budget allocation in annual budget. • Adequate and qualified staff levels. Performance Indicators

B Priority issues addressed, documentation of monitoring procedures completed on continual basis. C Individual works regularly checked for preventative and remedial conservation treatments and documented. D Most valuable works in the Collection are given priority in conservation, framing and storage at all times.

Section 4

E Framing plan undertaken in a coordinated and continuing basis.

Operational Goals and KPI’s

A Actions and procedures recommended in plan implemented and budget allocated annually.

Gallery Services / Perc Tucker Regional Gallery / Pinnacles Gallery

Visual Arts: Business Plan

4.2.4 Implement and maintain a whole of Collection insurance valuation

inventory Actions

• Monitor Collection artworks in accordance with industry trends. • Employ specialist consultants as required. Provisions • Budget allocation in annual budget. • Adequate and qualified staff levels. Performance Indicators A S cheduled review of valuations by Gallery Services staff, and certification by Commonwealth accredited valuer each five years. B Maintain up-to-date insurance value inventory in collections database. C Provision of updated insurance value inventory to Financial Services by June 2015. Operational Goals and KPI’s

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Visual Arts: Business Plan

4.2.5 Establish and implement the digitisation of the City of Townsville Art

Collection in accordance with recognised image asset capture standards and National Standards for Australian Museums and Galleries[*] Actions • Develop and implement image asset catalogue based on industry standard benchmarks and processes. • Undertake the thorough and accurate visual capture and digital representation of all Collection artworks across all mediums. Provisions • Budget allocation in annual budget. • Adequate and qualified staff levels. • Acquisition of current and appropriate software and hardware. Performance Indicators

Section 4

B Access to web-based catalogue by the general public by December 2015.

Operational Goals and KPI’s

A Proceed with full catalogue documentation for individual works, individual artists and associated support information.

[*]

National Standards for Australian Museums and Galleries Version 1.0 National Standards Taskforce c/- Museums Australia 2008 http://www.collectionsaustralia.net/sector_info_item/107 Gallery Services / Perc Tucker Regional Gallery / Pinnacles Gallery

Visual Arts: Business Plan

4.2.6 Museum standard storage and display systems and procedures are used at

all times. Actions

• Maintain, monitor and develop appropriate storage systems and procedures to ensure the Collection is displayed and stored at museums standards at all times and is in accordance with the National Standards for Australian Museums and Galleries[*]. Provisions • Budget allocation in annual budget. • Adequate and qualified staff levels. • Acquisition of adequate storage and display equipment. Performance Indicators A Damage and deterioration of individual works minimised. B Damage to frames minimised. C Environmental damage mitigated. Operational Goals and KPI’s

D Collection is stored in adequate facilities. E Appropriate exhibition display furniture acquired. F Security systems in place and operational.

Section 4 [*]

National Standards for Australian Museums and Galleries Version 1.0 National Standards Taskforce c/- Museums Australia 2008 http://www.collectionsaustralia.net/sector_info_item/107

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Visual Arts: Business Plan

4.2.7 Implement registrar procedures for the management and movement of the

Collection on-site and off-site. Actions

• Review, develop and maintain industry standard registration procedures with appropriate documentation and technologies. Provisions • Budget allocation in annual budget. • Adequate and qualified staff levels. • Acquisition of current and appropriate software and hardware. Performance Indicators A Museum standard documentation including inward and outward loan forms for the Collection, works on loan and touring exhibitions, reviewed and developed.

Section 4

C Appropriate insurance is in place for the Collection at all times by Gallery Services and Townsville City Council and all lending institutions and organisations.

Operational Goals and KPI’s

B Procedures are carried out in relation to the Collection exhibited at other sites.

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Visual Arts: Business Plan

4.2.8 Maintain and equip a museum standard work area to conduct all

collections management and exhibition preparation duties undertaken by staff or visiting professionals. Actions • Continue to maintain and develop an appropriate museum standard work area that allows the safe and secure application of duties to the Collection. Provisions • Budget allocation in annual budget. • Adequate and qualified staff levels. • Acquisition of adequate equipment and technologies. • Provision of appropriate space dedicated to activity. Performance Indicators A Staff able to undertake monitoring, conservation, framing and exhibition development and collections management duties in accordance with museums standards and Workhealth and Safety requirements.

Operational Goals and KPI’s

B Appropriate equipment and materials acquired, upgraded and on hand. C Regular industry standard on and off the job training for staff.

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Visual Arts: Business Plan

4.3 Art In Public Spaces The Art in Public Spaces theme provides a holistic platform through which Gallery Services can foster, develop and realise Townsville City Council’s commitment to public art and endorsement of permanent and temporary art projects within the community environment of the Townsville region.

4.3.1 Develop and implement procedures for the management and promotion of

the city’s Art in Public Spaces Collection to local and world-wide audiences, tourists and visitors through traditional and contemporary formats Actions • Develop and implement image asset catalogue based on industry standard benchmarks and processes.

• Review and identify traditional and contemporary platforms which best support the objectives of the Program and align with Townsville City Council marketing and web based strategies and future developments. Provisions • Budget allocation in annual budget. • Adequate and qualified staff levels. • Acquisition of current and appropriate software and hardware. Performance Indicators A Access to web-based catalogue by the general public December 2015.

Operational Goals and KPI’s

• Undertake the thorough and accurate visual capture and digital representation of all public art collection artworks.

C Integrated promotional platforms which showcase the public art collection to audiences locally, nationally and internationally are developed and implemented by December 2015.

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B Proceed with full catalogue documentation for individual works, individual artists and associated support information.

Visual Arts: Business Plan

4.3.2 Develop, administer and maintain a public art program that recognises

and supports the region’s artists and facilitates partnerships and industry development in local and regional planning. Actions • Develop, review and implement an Art In Public Spaces Program that encourages the development of public art in the Townsville region and supports and engages our local arts economy. • Develop and implement an Art In Public Spaces Framework that supports Art In Public Spaces Program. Provisions • Budget allocation in annual budget. • Adequate and qualified staff levels. Performance Indicators A Develop and implement an Art In Public Spaces Policy for the Townsville region no later than Q2 15/16 FY.

Operational Goals and KPI’s

Section 4 24

B Integration of special initiatives and projects (ie: Strand Ephemera) into the Art In Public Spaces Framework. C Internal stakeholder engagement undertaken which will identify and develop integration with the Art in Public Spaces Framework and the Townsville City Council Development and Planning Scheme. D Clarification of responsibilities and stakeholder custodianship, expanded Glossary of Definitions that highlight “what is public art”, reviewed, updated and integrated into the Art Acquisition Policy. E Internal procedural frameworks and guidelines which align with the updated Art In Public Spaces Policy. F Assessment and identification of “Key/Priority Locations” throughout the Townsville region suitable for the inclusion of public art to create/activate/ support dynamic social and public spaces which align with organisational urban activation strategies completed in Q1 15/16 FY.

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Visual Arts: Business Plan

4.3.3 Establish and implement the digitisation of the Public Art Collection in

accordance with recognised image asset capture standards and National Standards for Australian Museums and Galleries[*] Actions • Inclusion and activitation of the public art collection within the City of Townsville Art Collection Digitisation Project to allow world-wide access to the public art collection. • Develop and implement image asset catalogue based on industry standard benchmarks and processes. • Undertake the thorough and accurate visual capture and digital representation of all public art collection artworks. Provisions • Budget allocation in annual budget. • Adequate and qualified staff levels.

Performance Indicators A Proceed with full catalogue documentation for individual works, individual artists and associated support information. B Access to web-based catalogue by the general public December 2015.

Section 4

C Image asset catalogue utilised in promotional material and engagement strategies.

Operational Goals and KPI’s

• Acquisition of current and appropriate software and hardware.

[*]

Visual Arts: Business Plan

4.3.4 Develop, support, promote and assist the activation and delivery of

public art throughout the Townsville region with internal and external stakeholders Actions • Develop key partnerships with internal stakeholders which realise public art outcomes and delivery throughout the Townsville region. • Develop key partnerships with external stakeholders which realise public art outcomes and delivery throughout the Townsville region. • Provision of specialist support ot internal and external partners in the identification, commission, procurement and implementation of public art throughout the Townsville region. Provisions • Budget allocation in annual budget. • Adequate and qualified staff levels. Performance Indicators

Operational Goals and KPI’s

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A All public art procedural and procurement processes and documentation reviewed, updated and developed - including master templates - by September 2015. B Development and implementation of “Developer Toolkits” which provide a comprehensive compendium of guidelines, processes and support material for internal and external partners by final quarter 2016. C Provision of internal stakeholder support and specialist advice towards the commissioning and procurement of public art in-line with TCC and National Standards for Australian Museums and Galleries processes and legislative frameworks. D Support and provision of Gallery Services staff in the commissioning process of public art procurement for internal and external stakeholders. E Analysis and identification of existing cultural projects - such as Strand Ephemera - as a vehicle towards the acquisition and installation of public art undertaken by Q1 15/16 FY.

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Visual Arts: Business Plan

4.3.5 Establish an ongoing maintenance schedule and manual to monitor,

conserve and restore individual works in the Art In Public Spaces Collection. Actions

• A Scheduled Maintenance program is developed ensuring the day-to-day care, cleaning and ongoing visual inspection of the public art collection • A Remedial Maintenance program is developed which identifies remedial work required to artworks held within the public art collection. • A Remedial Conservation program is developed that identifies the required services of specialist art conservators to restore artworks held within the public art collection. Provisions • Budget allocation in annual budget. • Adequate and qualified staff levels.

A Industry standard maintenance schedule developed and incorporated into Gallery Services’ operations by December 2015 and reviewed biennially. B Develop an ongoing maintenance manual that collates all associated and accessible documentation specific to artworks held within the Art In Public Spaces Collection by December 2015. C Actions and procedures recommended in programs are implemented into dayto-day operations and budget allocated annually. D Priority issues are addressed and documentation of monitoring procedures completed on continual basis. E Employ specialist consultants as required.

Operational Goals and KPI’s

Performance Indicators

G Most valuable works in the Collection are given priority in conservation and storage at all times. H Internal stakeholder support and paticipation is undertaken and relationships, roles and responsibilities developed and actioned.

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F Individual works regularly checked for preventative and remedial conservation treatments and documented.

Visual Arts: Business Plan

4.3.6 Develop a comprehensive long term strategy and holisitic framework for

the activation of legalised Street Art activity to be conducted throughout Townsville. Actions • Convene a monthly meeting of a Street Art Activation Working Group that is representative of all significantly impacted internal and external stakeholders to inform the development of the long term strategy. • A long term strategy and holistic framework that sets the benchmark for Street Art activity in regional Australia incorporated into Townsville City Council’s operations and reviewed biennially. Provisions • Budget allocation in annual budget. • Adequate and qualified staff levels. • Engaged participation of internal and external stakeholders.

Operational Goals and KPI’s

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• Provision of internal and external stakeholder support and specialist advice towards the commissioning and procurement of Street Art in-line with Townsville City Council and National Standards for Australian Museums and Galleries processes and legislative frameworks. Performance Indicators A Completion of a comprehensive nationwide environmental analysis for the activation of Street Art within the Townsville region. B Establishment of a Street Art Activation Working Group - comprised of internal and external stakeholders - and meaningful engagement of the Working Group members through monthly meetings. C Review and updated Art In Public Spaces Policy to reflect a holistic anaylsis of strategies, clarification of responsibilities and stakeholder custodianship, expanded Glossary of Definitions that highlight “what is and isn’t Street Art”, and seamless integration with the Art Acquisition Policy. D Development and implementation of integrated promotional platforms which showcase Townsville’s Street Art to audiences locally, nationally and internationally. E Developed and accessible “toolkits” for internal and external stakeholders specific to Street Art procurement and commissioning.

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Visual Arts: Business Plan

4.3.7 Positively shift community perception of Street Art and Urban Art in the

Townsville region through the identification of opportunities to integrate such works in public spaces. Actions

• Develop relationship with street artists and artists working in the field of urban art locally, nationally and internationally. • Proactively identify desirable opportunities for the integration of Street Art and Urban Art in Townsville’s public spaces, and through liaison with internal and external development contacts. • Commission, and provide assistance and advice to external developers in commissioning, new works of Street Art and Urban Art in Townsville’s public spaces. Provisions • Budget allocation in annual budget. • Adequate and qualified staff levels. • Associated positive messages relayed by media outlets. Performance Indicators A Commission and delivery of new, high quality works of Street Art and Urban Art. B Positive messages surrounding the commissioning of new works of Street Art and Urban Art conveyed by local media outlets.

Section 4

C Developed and implemented special youth projects to encourage the positive social affects of participation in legal Street Art projects, evidencing to the community the artform’s value beyond the visual product.

Operational Goals and KPI’s

• Identification of suitable and agreeable sites for the integration of such works.

Gallery Services / Perc Tucker Regional Gallery / Pinnacles Gallery

Visual Arts: Business Plan

4.4 Creative Classrooms The Creative Classrooms theme provides a holistic platform upon which to develop, implement and monitor a series of programs targeted at primary, secondary and tertiary students and arts educators in the Townsville Region.

4.4.1 Develop, deliver and maintain innovative and relevant educative programs

for youth, students, scholars and individuals. Actions

• Initiate, develop and maintain educational activities that complement the core program of Gallery Services and meet the objectives of the Visual Arts Strategy. • Coordination between Creative Classroom activities and school curriculum through an ongoing collaborative and formal consultation process between Gallery Services and visual arts teachers. Provisions Operational Goals and KPI’s

• Budget allocation in annual budget. • Adequate and qualified staff levels. • Acquisition of relevant Multi-media equipment. Performance Indicators A School groups more satisfied with visits and return regularly. B Increased teacher usage of Gallery Services’ resources. C Increase in visits by students, in their own time. D Increase in attendances by young people. E Resources and support materials available for use and reference.

Section 4

F Increased reference of Gallery Services’ Exhibitions, works within the Collection, or research conducted by scholars. G Extension services and visits to schools. H Developed and implemented special youth projects and exhibitions. I Development of innovative and region-specific arts projects.

Gallery Services / Perc Tucker Regional Gallery / Pinnacles Gallery

Visual Arts: Business Plan

4.4.2 Develop, deliver and maintain innovative and relevant educative programs,

referencing relative curriculum, and make accessible for students attending primary schools in the greater Townsville region. Actions • Initiate, develop and maintain educational activities that complement the core program of Gallery Services and meet the objectives of the Visual Arts Strategy. • Coordination between Creative Classroom activities and school curriculum through an ongoing collaborative and formal consultation process between Gallery Services and visual arts teachers. • Development and delivery of programs through the Creative Classrooms theme that ensure the engagement of students from every primary school within the Townsville region within a calendar year. Provisions • Budget allocation in annual budget. • Adequate and qualified staff levels. • Willingness to participate of schools and key school staff. Performance Indicators

A Develop and deliver 80 Creative Classroom activities to primary schools in the Townsville region per finanicial year. B Achieve 100% participation of primary schools in the Townsville region within the defined Delivery Horizon of the Visual Arts: Business Plan. C School groups more satisfied with visits and return regularly. D Increased teacher usage of Gallery Services’ resources.

Operational Goals and KPI’s

• Acquisition of relevant Multi-media equipment.

F Extension services and visits to schools specifically developed for primary schools. G Developed and implemented special youth projects and exhibitions involving participation of primary school students. H Development of innovative and region-specific arts projects.

Gallery Services / Perc Tucker Regional Gallery / Pinnacles Gallery

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E Resources and support materials available for use and reference.

Visual Arts: Business Plan

4.4.3 Develop, deliver and maintain innovative and relevant educative programs,

referencing relative curriculum, and make accessible for students attending secondary schools in the greater Townsville region. Actions • Initiate, develop and maintain educational activities that complement the core program of Gallery Services and meet the objectives of the Visual Arts Strategy. • Coordination between Creative Classroom activities and school curriculum through an ongoing collaborative and formal consultation process between Gallery Services and visual arts teachers. • Development and delivery of programs through the Creative Classrooms theme that ensure the engagement of students from every secondary school within the Townsville region within a calendar year. Provisions • Budget allocation in annual budget. • Adequate and qualified staff levels. • Acquisition of relevant multi-media equipment.

Operational Goals and KPI’s

• Willingness to participate of schools and key school staff. Performance Indicators A Develop and deliver 80 Creative Classroom activities to primary schools in the Townsville region per finanicial year. B Achieve 80% participation of secondary schools in the Townsville region within the defined Delivery Horizon of the Visual Arts: Business Plan. C School groups more satisfied with visits and return regularly. D Increased teacher usage of Gallery Services’ resources. E Resources and support materials available for use and reference.

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F Extension services and visits to schools specifically developed for secondary schools. G Developed and implemented special youth projects and exhibitions involving participation of secondary school students. H Development of innovative and region-specific arts projects.

Gallery Services / Perc Tucker Regional Gallery / Pinnacles Gallery

Visual Arts: Business Plan

4.4.4 Develop and sustain partnerships with Townsville’s tertiary institutions

that align with the Visual Arts Program, and assist in meeting objectives of the tertiary institutions. Actions • Initiate, develop and maintain educational activities that complement the core program of Gallery Services and meet the objectives of the Visual Arts Strategy. • Coordination between Creative Classroom activities and tertiary programs through an ongoing collaborative approach between Gallery Services and senior tertiary officers. • Engagement of tertiary students through annual exhibitions, and identified opportunities for volunteering, professional development work placement, work experience, and internships. Provisions • Budget allocation in annual budget. • Adequate and qualified staff levels. • Willingness to participate of tertiary institutions, and key senior tertiary officers, and students. Performance Indicators A Identification and implementation of defined strategies and programs that meet the requirements of tertiary partners. B Defined and developed MOU’s between tertiary partners and Gallery Services. C Increase in tertiary student placement within Gallery Services activities and operational roles

Operational Goals and KPI’s

• Acquisition of relevant Multi-media equipment.

E Increase in visits by students, in their own time. F Increase in attendances by young people. G Resources and support materials available for use and reference.

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D Increased tertiary usage of Gallery Services resources.

Visual Arts: Business Plan

4.4.5 Develop, deliver and maintain innovative and relevant visual art and

educative programs to engage Townsville’s Indigenous community; providing avenues for cultural learning, creative expression, and encouraging community building, well-being and resilience. Actions

• Initiate, develop and maintain educational activities that target indigenous youth and meet the objectives of the Visual Arts Strategy. • Coordination between Creative Classroom activities and school curriculum through an ongoing collaborative and formal consultation process between Gallery Services, visual arts teachers, artist’s and arts organisation’s in the Townsville region. Provisions • Budget allocation in annual budget. • Adequate and qualified staff levels. • Key stakeholder particpation in proposed activities and programs.

Operational Goals and KPI’s

Performance Indicators A Develop and implement targeted Indigenous programs and initiatives B Key industry peers actively involved and employed by Gallery Services to enage with Indigenous youth C Indigenous youth participation in proposed programs is increased. D Increased teacher usage of Gallery Services resources. E Increase in visits by students, in their own time. F Resources and support materials available for use and reference. G Extension services and visits to schools. H Developed and implemented Indigenous youth exhibitions resultant from programs and activities.

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Gallery Services / Perc Tucker Regional Gallery / Pinnacles Gallery

Visual Arts: Business Plan

4.4.6 Provide support and professional development to, and engage with,

Townsville’s Arts Educators through formal reference groups and various means of communication to ensure the development of best-practice Visual Arts programs within both the Gallery and School settings. Actions • Initiate, develop and maintain educational activities that complement the core program of Gallery Services and meet the objectives of the Visual Arts Strategy. • Coordination between Creative Classroom activities and school curriculum through an ongoing collaborative and formal consultation process between Gallery Services and visual arts teachers. Provisions • Budget allocation in annual budget. • Adequate and qualified staff levels.

Performance Indicators A Increase in participation rates from school teacher’s in QATA Meetings B Develop and implement a series of Professional Development programs and activities that target school teachers. C Increased teacher usage of Gallery Services resources. D Maintain effective communications with school teachers through electronic and traditional formats promoting opportunities and activities of the Creative Classroom Program E Resources and support materials available for use and reference. F Extension services and visits to schools.

Operational Goals and KPI’s

• Key stakeholder particpation in proposed activities and programs.

H Development of innovative and region-specific arts projects.

Gallery Services / Perc Tucker Regional Gallery / Pinnacles Gallery

Section 4

G Developed and implemented special youth projects and exhibitions.

Visual Arts: Business Plan

4.4.7 Develop promotional and educational materials in a variety of mediums to

ensure widespread community awareness of and enagement with the Visual Arts Program Actions • Initiate, develop and deliver holsitic and relevant educational resources through traditional and contemporary formats which align with the objectives of the Visual Arts Strategy. • Initiate, develop and distribute content-rich and diverse promotional material that informs and encourages participation by schools in the Creative Classrooms Program. Provisions • Budget allocation in annual budget. • Adequate and qualified staff levels. • Acquisition of relevant multi-media equipment. Performance Indicators

Operational Goals and KPI’s

A Schools are regularly informed of activities, opportunities and projects through various media that are appropriate and relevant to their needs. B Dsitribute the Creative Classrooms E-News within 3 days of the commencement of each school term. C Increased teacher usage of Gallery Services resources. D Increase in visits by students, in their own time. E Increase in attendances by young people. F Resources and support materials available for use and reference. G Extension services and visits to schools. H Developed and implemented special youth projects and exhibitions.

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I Development of innovative and region-specific arts projects.

Gallery Services / Perc Tucker Regional Gallery / Pinnacles Gallery

Visual Arts: Business Plan

4.5 Creative Communities The Creative Communities theme provides a holistic platform upon which to develop, implement and monitor a series of programs targeting the development of arts and cultural activity with individuals, groups, organisations and sub-cultures within and outside of the gallery environment.

4.5.1 Develop and implement public programs, activities and workshops that

target non-gallery audiences in non-gallery environments in partnership with key stakeholders and commercial partners. Actions • Initiate, develop and deliver outreach programs and art workshops at local shopping centres itargeting non-traditional gallery audiences.

• Budget allocation in annual budget. • Adequate and qualified staff levels. • Acquisition of equipment to run drop-in style activities off site. Performance Indicators A Deliver 2 programs per financial year within a shopping centre environment. B Generate increased patronage of exhibitions through provision of outreach programs in non-gallery environments which encourage return to gallery visitation strategies. C Actively seek and record visitor feedback and audience evaluation material at each public program and workshop. D Provide members of the community with information on other gallery programs. E Deliver workshops during selected school holiday periods and other peak times as identified.

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Section 4

Provisions

Operational Goals and KPI’s

• Initiate, develop and deliver public programs and art workshops at the Townsville Artist Market and Cotters Handmade Arts and Craft Precinct targeting non-traditional gallery audiences.

Visual Arts: Business Plan

4.5.2 Activate community and cultural capacity building through considered

programing and project development identification and the development of innovative collaborative projects that provide engagement opportunities for the region’s artists, artsworkers and cultural organisations. Actions • Develop, implement and monitor a series of programs targeting the development of arts and cultural activity with individuals, groups, organisations and sub-cultures within and outside of the gallery environment. • Nurture collaborative partnerships through identified opportunities that support, promote and enhance the cultural capacity, creative economy, cultural experience and engagement opportunities for artists, artsworkers, organisations, individuals and visitors of the Townsville region. Provisions • Budget allocation in annual budget. • Adequate and qualified staff levels. Performance Indicators

Operational Goals and KPI’s

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A Develop and deliver a minimum of 100 public programs and workshops throughout each financial year. B Actively seek and record visitor feedback and audience evaluation material at each public program and workshop. C Identify and deliver collaborative public programs and workshops which partner with artist’s and arts & cultural organisation’s within the gallery sector locally and nationally. D Regularly review and assess the effectiveness of public programs and workshops to ensure target audience participation is enhanced and increased. E Developed and implemented special projects and programs for youth of all age groups. F Development of innovative and region-specific arts projects.

Gallery Services / Perc Tucker Regional Gallery / Pinnacles Gallery

Visual Arts: Business Plan

4.5.3 Identify and develop community focussed initiatives that are delivered

outside of the traditional gallery environment and programming realm which encourage and activiate cultural sustainability. Actions • Initiate, develop and deliver Townsville Artist Markets and opportunities at the Cotters Markets that provides opportunities for artists to develop as traders and sell their wares, whilst providing a cultural activity for the public to engage with. • Develop and initiate collaborations within the performing arts and music community to provide a rich and diverse market experience for the community. Provisions • Budget allocation in annual budget. • Adequate and qualified staff levels.

Performance Indicators A Increased participation in the markets by stallholders. B Increase the public attendence of the market. C Deliver 4 Townsville Artist Markets per financial year. D Stallholders are equipped with the skills necessary to become independant traders. E Staff are effectively trained to deliver the markets with volunteer assistance. F Develop a strategy for the inclusion of coffee and food at the Townsville Artist Market.

Section 4

G Actively seek and record visitor feedback and audience evaluation material at each public program and workshop.

Operational Goals and KPI’s

• Acquisition of equipment to effectively run markets.

Gallery Services / Perc Tucker Regional Gallery / Pinnacles Gallery

Visual Arts: Business Plan

4.6 Creative Spaces The Creative Spaces theme provides a holistic platform upon which to develop, implement and monitor a series of programs targeting the activation of spaces and environments outside of the gallery facility to conduct arts and cultural programs, activities and projects.

4.6.1 Develop, implement and monitor a series of programs targeting the

activation of spaces and environments outside of the gallery facility to conduct arts and cultural programs, activities and projects. Actions • Identify and review potential sites and locations throughout the Townsville region that can be activated through arts and cultural engagement and development. • Identify and implement a series of programs, exhibitions and initiatives that are conducted in non-traditional spaces outside of the gallery environment.

Operational Goals and KPI’s

Provisions • Budget allocation in annual budget. • Adequate and qualified staff levels. • Acquisition of relevant equipment. Performance Indicators A Increase in community engagement through activated spaces outside of the gallery environment. B Developed and delivered projects that activate civic and corporate locations throughout the Townsville region.

Section 4

C Partnerships with key internal and external stakeholders are developed as part of the Creative Spaces initiative. D Townsville based artists and artworkers are active participants in the development and delivery of identified initiatives. E Gallery Services resources and support materials available for use. F Professional development opportunities are provided to participating artists.

Gallery Services / Perc Tucker Regional Gallery / Pinnacles Gallery

Visual Arts: Business Plan

4.6.2 Activate urban and built environments within the Townsville region

through the identification, development and implementation of innovative arts and cultural projects and initiatives. Actions • Initiate, develop and deliver permanent and ephemeral urban art interventions throughout the Townsville region. • Initiate, develop and deliver permanent and ephemeral urban art interventions speciffcally targeting Townsville’s CBD. • Support and advise internal and external stakeholders in the activitation of urban and built environments through art and cultural innovation. Provisions • Budget allocation in annual budget. • Adequate and qualified staff levels. • Key stakeholder particpation in proposed activities and programs.

A Deliver 3 SHIFT: elevator art projects per financial year. B Encourage businesses to contribute financially to new activations of the project. C Rotate artworks and selected artists to maintain equity. D Develop and implement a promotional and educative arts trail in traditional and contemprary formats. E Maintain relationships with internal and external stakeholders to ensure succesful realisation of projects.

Section 4

F Identification and review of existing and new initiatives undertaken regualry by Gallery Services.

Operational Goals and KPI’s

Performance Indicators

Gallery Services / Perc Tucker Regional Gallery / Pinnacles Gallery

Visual Arts: Business Plan

4.6.3 Position the biennial outdoor sculpture exhibition Strand Ephemera as the

signature arts and cultural event of the Townsville region, celebrated and recognised nationally and internationally. Actions • Develop and deliver Strand Ephemera biennially. • Nurture collaborative partnerships through identified opportunities that support, promote and enhance the cultural capacity, creative economy, cultural experience and engagement opportunities for artists, artsworkers, organisations, individuals and visitors of the Townsville region and Strand Ephemera. Provisions • Budget allocation in annual budget. • Adequate and qualified staff levels. • Acquisition of relevant multi-media and technical equipment. • Key stakeholder particpation in proposed activities and programs.

Operational Goals and KPI’s

Section 4 42

Performance Indicators A Regular review and assesment of each Strand Ephemera undertaken and outcomes identified to further improve and elevate the initiative. B Increase in participation and visitors rates for each staging of the initiative. C Identify sources of funding from other levels of government and the corporate sector and obtain funds wherever possible to support the initiative . D Actively seek and record visitor feedback and audience evaluation material at each initiative. E Undertake thorough documentation and visual records of each initiative. F Actively encourage and support fringe activities and events as part of the activitation strategy to elevate the initiative. G Identify and explore potential extension services and visits from Townsville and broader region schools and educational groups. H Identify and commission new public artworks through the Strand Ephemera initiative. I Identify and explore expansion and satellite opportunities for the initiative.

Gallery Services / Perc Tucker Regional Gallery / Pinnacles Gallery

Visual Arts: Business Plan

4.6.4 Engender greater community use of and engagement with Visual Arts

and Council’s Visual Arts facilities through considered site activation and programming addressing accessibility issues. Actions • Increase community engagement through activated spaces outside of the gallery environment. • Townsville based artists and artworkers actively develop and participate in the production and presentation of exhibitions of new work in spaces outside of the Gallery environment. Provisions • Budget allocation in annual budget. • Adequate and qualified staff levels. • Acquisition of equipment required for programming. • Continued availability of facilities.

A Develop and present a variety of exhibitions by local artists for display at YourSpace, Thuringowa Civic Centre, in doing so providing visual arts experiences in a greater number of Townsville locations and ensuring a considerable number of opportunities are available for local artists to display their works. B Initiate, develop a deliver a community-use screen printing workshop facility at the Riverway Arts Centre that encourages entry-level participation in arts making from a broader cross section of the community.

Section 4

C Frequent use of screen printing facility by a mix of individuals, organisations/ groups, and Gallery Services projects incorporating all skill levels.

Operational Goals and KPI’s

Performance Indicators

Gallery Services / Perc Tucker Regional Gallery / Pinnacles Gallery

Visual Arts: Business Plan

4.7 Business Support Business Support provides an enabling platform upon which to develop, implement, promote and monitor a series of processes, frameworks and systems that provide underpinning support to Gallery Services core operational activity areas.

4.7.1 Encourage and foster an engaged, pro-active and valued Friends of the

Galleries Membership and Volunteer program with worthwhile assistance to Gallery Services operations from an active Volunteer base. Actions • Ongoing support to the Friends of the Galleries program and continue to foster a vibrant and active Membership and Volunteer community. • Develop and implement a Friends of the Galleries working group • Development and implementation of an active volunteer recruitment program. Provisions

Operational Goals and KPI’s

Section 4 44

• Budget allocation in annual budget. • Adequate and qualified staff levels. Performance Indicators A Increased membership of Friends of the Galleries. B Friends/Volunteers regularly providing reception and guide services to Gallery visitors. C Friends/Volunteers assisting with Gallery Services’ functions and events as appropriate. D Friends/Volunteers assisting with public programs and activities as appropriate. E Developed opportunities for skills development and inclusion provided by Gallery Services staff and Townsville City Council in recognition of the valuable assistance of the Friends of the Galleries and Volunteers. F Enjoyment by Friends/Volunteers in special activities, events and functions and ongoing access to Gallery Services resources.

Gallery Services / Perc Tucker Regional Gallery / Pinnacles Gallery

Visual Arts: Business Plan

4.7.2 To develop and enhance the positive profile of Perc Tucker Regional

Gallery, Pinnacles Gallery, Gallery Services and the Visual Arts Strategy within the Townsville region and further a field, including the corporate and public sectors, as well as the wider arts industry. Actions • Foster strong links with the business community with a particular focus on value adding to tourism needs and develop greater utilisation of the Gallery Services resources towards marketing and promotion in conjunction with Townsville City Council values and corporate identities. • Undertake the development and delivery of high quality marketing and promotional material to effectively inform community and industry of appropriate programs as required and in support of the Exhibitions Categories and the Visual Arts Strategy objectives. Provisions • Budget allocation in annual budget. • Adequate and qualified staff levels.

A Develop and maintain a favourable image of Perc Tucker Regional Gallery, Pinnacles Gallery and Gallery Services within the region as cultural centres of excellence. B Develop and implement a branding strategy and identity for Perc Tucker Regional Gallery and Pinnacles Gallery in accordance with Townsville City Council values and corporate identities. C Ongoing development and implementation of marketing material for Gallery Services exhibitions, activities and programs to arts sector, membership, schools, community and corporate groups. D Maintain presence in relevant social media platforms in a fluctuating field and increase base level participation through these platforms with dynamic content provided via social media, electronic, and web platforms. E Maintain up-to-date Insight and Corporate website content.

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Section 4

Performance Indicators

Operational Goals and KPI’s

• Acquisition of adequate equipment and technologies.

Visual Arts: Business Plan

4.7.3 Develop and maintain holistic and comprehensive web-based applications

and marketing vehicles to promote the region, cultural resources and opportunities to the region and visitors. Actions

• Develop and design a Perc Tucker Rergional Gallery and Pinnacles Gallery website as a holistic resource that promotes industry development and opportunities for the Region’s institutions, artists and art workers and provides a comprehensive source of information and resource for the community, visitors, scholars, corporate and community groups. • Develop and design a Perc Tucker Rergional Gallery and Pinnacles Gallery website as a relevant and updated resource that promotes the values of programs, activities and events, exhibitions, collection, historical and regional significance and opportunities for community engagement and support. • Develop and design contemporary digital media applications which promote and engage the objectives of the Visual Arts Strategy with community, visitors and target groups within the Townsville region. Provisions Operational Goals and KPI’s

Section 4 46

• Budget allocation in annual budget. • Adequate and qualified staff levels. • Acquisition of adequate equipment and technologies. • Key stakeholder support and endorsement. Performance Indicators A Key stakeholder support and engagment undertaken and endorsement of project achieved by December 2014. B Active participation by Gallery Services staff in review and assessment process for suitable web based systems to allow expanded growth. C Undertake a sector review of current web services within the visual arts sector and review outcomes to identify a holisitic model for Townsville’s public galleries by December 2014. D Design and develop a substantive design model for the Gallery websites in soft-form by December 2015.

Gallery Services / Perc Tucker Regional Gallery / Pinnacles Gallery

Visual Arts: Business Plan

4.7.4 Maintain efficient administrative systems and effectively manage Gallery

Services financial resources and improve the Gallery environment. Actions

• Monitoring and reporting systems and procedures actioned in accordance with Townsville City Council operational guidelines and on deadline. • All external correspondence is professionally and promptly actioned in accordance with Townsville City Council customer service values. • Implementation of approved budgets is maintained and monitored to reflect program activities and variations as appropriate. Provisions • Adequate and qualified staff levels. Performance Indicators A Prompt file movement and locality known at all times. C Establish and maintain a database to service all mail lists and communicative needs. D Databases up to date and flexible. E Ensure that all legal, contractual, corporate and insurance obligations concerned with any matter are properly completed, up to date and fully documented. F Identify sources of funding from other levels of government and the corporate sector and obtain funds wherever possible to support Gallery Services activities . G Monitoring and reporting systems exist and that staff maintain current financial knowledge of the budget to date.

Operational Goals and KPI’s

B Reports and submissions completed before deadlines.

I Ensure that all accounts are promptly processed J Prudently develop the Gallery Services budget to meet annual and longer term goals including operational and capital objectives. K Annual budgets come in on target. L Longer term goals achieved.

Gallery Services / Perc Tucker Regional Gallery / Pinnacles Gallery

Section 4

H Staff take responsibility for budget related to area of activity.

Visual Arts: Business Plan

4.7.5 Maintain industry leading exhibition and digital media design services that

support the outcomes of the Visual Arts: Business Plan, Gallery Services and Townsville City Council’s values. Actions • Implement and deliver industry benchmark digital media solutions and services to Gallery Services activities, exhibitions, events and initiaitves. • Implement and deliver industry benchmark design solutions and services to Gallery Services activities, exhibitions, events and initiaitves. . • Maintain digital media and design solutions in-line with industry, legislative and Townsville City Council values and requirements . Provisions • Budget allocation in annual budget. • Adequate and qualified staff levels. • Acquisition of adequate equipment and technologies. Performance Indicators

Operational Goals and KPI’s

Section 4 48

A All design projects are delivered within the defined period and in accordance with industry, legislative and Townsville City Council guidelines. B Identify and develop innovative digital media solutions for the promotion, activation and improvement of Gallery Services operational objectives and outcomes as defined in the Visual Arts Strategy. C Actively seek and support organisational objectives and initiatives through the provision of professional and holitistic design and digital media solutions and services. D Regularly review and implement current standards in technological and software related systems and provsions ensuring that currrent provisions meet expecations in both delivery and capacity. E All portable and attractive items related to Galery Services equipment and technology are catalogued and added to appropriate registers promptly and frequently in line with Council requirements F Develop and maintain an inventory and signatory release charter for the use of all Galery Services technical and digital media equipment and services.

Gallery Services / Perc Tucker Regional Gallery / Pinnacles Gallery

Visual Arts: Business Plan

4.7.6 Maintain and effectively manage Gallery Services human resources in

accordance with Townsville City Council values and Gallery Services objectives. Actions

• Encourage and foster a positive team environment for staff and volunteers that provides a clear understanding of the Townsville City Council Culture Change Actions. • Identify, develop and provide opportunity for staff and volunteers for professional skills development in appropriate fields of practice and areas of expertise. Provisions • Budget allocation in annual budget. • Adequate and qualified staff levels.

B Regular performance reviews undertaken and actioned as required. C Achievement plans for all staff completed on time D Position specifications and duties structured to meet current and ongoing operational requirements. E Identification of skill gaps and implementation of training as required. F Staff to complete individual industry standard projects allied to their duties, capabilities and professional development. G Staff projects included in public programs, collections management and special projects as appropriate. H Harmonious staff relationships and advocacy of Gallery Services and Townsville City Council’s mission.

Gallery Services / Perc Tucker Regional Gallery / Pinnacles Gallery

Section 4

A Established agreement with staff and volunteers on accountabilities, tasks and performance indicators.

Operational Goals and KPI’s

Performance Indicators

Visual Arts: Business Plan

4.7.7 Maintain efficient and thorough safety related roles, duties and

responsibilities in accordance with Townsville City Council values and objectives. Actions • A safe work environment for all staff, volunteers, visitors and members of the community at Gallery Services venues and facilities is maintained at all times. Provisions • Adequate and qualified staff levels. Performance Indicators A Regular saefty inspections are conducted by all staff as part of normal operational activity. B Staff are responsible for safety within their workspace and undertake any remedial or corrective actions promptly C Quarterly safety reports are completed and reported in accordance with reporting schedule

Operational Goals and KPI’s

D All accident and incident reporting is conducted promptly and in accordance with established processes. E Identification of skill gaps undertaken and implementation of training as required. F Section Risk Management Plans are promptly reviewed and updated annually.

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Visual Arts: Business Plan

4.7.8 Maintain efficient and thorough Facility Management activities in

accordance with Townsville City Council process and in-line with National Standards for Australian Museums and Galleries[*] Actions • Implement, monitor and maintain museums standard facility provisions in accordance with heritage requirements, Townsville City Council values and industry standards. • Identify, develop and implement renewal opportunities in-line with Townsville City Council processes and in accordance with industry standards for exhibition display and public presentation. Provisions • Budget allocation in annual budget. • Adequate and qualified staff levels. • Acquisition of adequate equipment and technologies.

B Regular monitoring of cleaning and hygene services undertaken and any identified actions are reported promptly and through the appropriate channels. C Identification of renewal initiatives and opportunities are regularly undertaken and identified actions reported promptly and through the appropriate channels. D Museums standard security systems are maintained and any resultant actions are reported promptly and through the appropriate channels. E Museums standard environmental and climatic systems are maintained and any resultant actions are reported promptly and through the appropriate channels. F Museums standard lighting systems are maintained and any resultant actions are reported promptly and through the appropriate channels. G Museums standard exhibition display spaces and public access areas are maintained at all times.

[*]

Section 4

A Regular facility inspections and thorough monitoring is undertaken and identified actions are reported promptly and through the appropriate channels.

Operational Goals and KPI’s

Performance Indicators

Visual Arts: Business Plan

4.7.9 Encourage and foster an engaged, pro-active and efficient culture within the

Gallery Services Section that best exemplifies the outcomes and objectives of Townsville City Council’s Culture aspirations and targets. Actions • Encourage and foster a positive team environment for staff and volunteers that provides a clear understanding of the Townsville City Council Culture Change Actions. • Identify, develop and provide opportunity for staff and volunteers for professional skills development in appropriate fields of practice and areas of expertise. • Provide sectional support to ensure that Culture actions can be achieved in a pro-active and harmonious manner that reflects positive encouragement of the deisred outcome. Provisions • Budget allocation in annual budget. • Adequate and qualified staff levels.

Operational Goals and KPI’s

Performance Indicators A Established agreement with staff and volunteers on accountabilities, tasks and performance indicators. B Culture activities undertaken at each monthly section meeting with participation from all staff. C Ongoing identification of culture improvement initiatives by all staff. D Promotion and encouragement of an open communication framework in place within the section at all times. E 6 monthly review of culture change outcomes resultant from actions implemented.

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Visual Arts: Business Plan

4.7.10 Actively promote, undertake and monitor organisational initiaitves and

Corporate goals to achieve Townsville City Council’s values and mission objectives. Actions • Actively participate and attend all Townsville City Council training and development opportunities • Actively participate and achieve nominated outcomes in Sectional, Departmental, Divisional and Organisational initiatives and processes as required. Provisions • Availability of staff at defined periods of reporting or attendance. Performance Indicators

B 100% attendance by Gallery Services staff to compulsory training and development opportunities. C 100% attendance by Gallery Services staff to all Departmental team building and information sessions. D 100% compliance with Townsville City Council’s customer service values. E All nominated SMART Service objectives undertaken and met during the reporting period. F All quarterly CPM reporting undertaken within the defined reporting period. G All quartlery SAP reporting undertaken within the defined reporting period.

Section 4

H All monthly reporting undertaken within the defined reporting period.

Operational Goals and KPI’s

A All nominated Plan on a Page outcomes undertaken and met during the defined reporting period.

Gallery Services / Perc Tucker Regional Gallery / Pinnacles Gallery

Visual Arts: Business Plan

5. SWOT Key Points 5.1 Strengths i.

Sustaining and increasing the high level of interest in the arts to a significant proportion of the community

ii.

A good profile at a state and national level as a result of considered programing and development

iii.

Professional reputation as a provider of quality programming, education and outreach facilities

iv.

National reputation for biennial Strand Ephemera and the Percival Portrait Awards and associated Collection of contemporary works on paper collection

Provision of professional development for regional artists

vi.

Ongoing flexible and innovative programing

vii.

Staff expertise

viii. A committed and effective Council

SWOT Key Points

Section 5 54

ix.

An active Friends of the Galleries Program

Committed group of Volunteers

xi.

Has distinctive, media-based Collection from which to draw local, national and international attention

xii.

Professional reputation as partner with national arts industry organisations

xiii. Support of associated industries in the Region xiv. Has strong and diverse community programs xv.

Consistent record of delivery of projects meeting or exceeding the original concept

xvi. Proactive approach to seeding opportunities for art-built-in to public spaces, and utilising art as an enabler of activity and civic pride, through activities such as the activation of legalised Street Art, Public Art, and programs delivered as part of the Creative Spaces theme xvii. H elpful and responsive staff to all manner of community enquiries engendering a positive image for the organisation

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Visual Arts: Business Plan

5.2 Weaknesses i.

Current PTRG building is neither adequate nor iconic

ii.

Some sectors of the community still do not relate to Perc Tucker Regional Gallery and Pinnacles Gallery and their programs

iii.

Funding for acquisitions to the City of Townsville Art Collection is insufficient

iv.

Storage of City of Townsville Art Collection is limited

Storage of City of Townsville Art Collection is very inefficient (over 3 locations throughout town that are small) making it difficult to carry out Collections Management processes - preserving, conserving documenting and maintaining City of Townsville Art Collection.

vi.

Lack of storage for exhibition furniture

vii.

Gallery Shop requires expansion and refurbishment

Lack of cultural policies to inform direction of programs and activities

Difficulties with marketing and promotion of activities

xi.

Lack of dedictaed and comprehensive web presence which is out of alignment within the sector and diminishes capapcity to promote, acknowledge and encourage participation in the Visual Arts Strategy

xii.

Lack of exhibition spaces to display the City of Townsville Art Collection â&#x20AC;&#x201C; not easily accessible for the community and visitors

xiii. Lack of dedicated workshop space to facilitate programs xiv. Inadequate space to display programs and community arts programs xv.

Restrictive food and beverages contract at Riverway Arts Centre

xvi. Inability to effectively and consistently engage the post high school, pre 35 year old demographic

Gallery Services / Perc Tucker Regional Gallery / Pinnacles Gallery

Section 5

ix.

SWOT Key Points

viii. Technological equipment requires significant investment

Visual Arts: Business Plan

5.3 Opportunities i.

Representing the vision for new building and expanded cultural precicnt in Townsville growth and infrastructure plans

ii.

Promoting further Gallery Sercives products on a local, regional, state and national level

iii.

Maintaining and developing Perc Tucker Regional Gallery and Pinnacles Gallery’s reputation in the arts industry

iv.

Increasing the National reputation for the biennial Strand Ephemera and the Percival Portrait Awards and associated Collection of contemporary works on paper collection

Continuing the successful operation of the Gallery Services to increase the community, corporate and Townsville City Council confidence in the viability of the Visual Arts Program

vi.

Increasing the quality of the Gallery Services resources will contribute to its success

vii.

Maximising the use of Gallery Services venues for community events and groups as a promotional and income generating facility

viii. Targeting the existing diverse local culture, local events and community groups through thematic exhibition programmes

SWOT Key Points

Section 5 56

ix.

Develop and design the Perc Tucker Regional Gallery and Pinnacles Gallery websites to promote the Gallery’s operations and the Townsville region’s arts diversity

Provision of Gallery Services delivered design services to Townsville City Council and external sources as a means of cost efficiency, revenue generation and organisational support

xi.

Further developing links to tertiary institutions such as universities and TAFE Colleges

xii.

Increasing rapport with primary and secondary schools

xiii. Developing cultural tourism in the Townsville region in partnership with the galleries and community groups of the region xiv. Increasing and diversifying community involvement and related arts activities through activities of the Friends of the Galleries xv.

Encourage development of Cultural Policy and cultural mapping

xvi. Develop innovative and relevant projects throughout Townsville region with ongoing community input

Gallery Services / Perc Tucker Regional Gallery / Pinnacles Gallery

Visual Arts: Business Plan

xvii. Develop partnerships and partnership programs with significant arts industry organisations and individuals xviii. Provide opportunities for skills development in diverse artforms with diverse groups throughout Townsville region xix. Develop Donors Foundation with various categories â&#x20AC;&#x201C; but particularly of significant donations, contributions and sponsorships to the Gallery. xx.

Develop Trust fund/committee for development/procurement of new building/precinct (as with Chris Saines, NZ)

xxi. Further develop and become the leading provider of high-quality, teacher-focused professional development opportunities for primary and secondary educators xxii. Develop an art class to provide high quality after school arts curriculum for primary and secondary school students xxiii. More proactive approach to strategic acquisitions into the City of Townsville Art Collection through increased funding and fund raising activities

Section 5

xxv. I ncreased balance of Exhibition Category Scheduling throughout a single calendar year resulting from the activation of more suitable exhibition spaces within a new building setting

SWOT Key Points

xxiv. I ntegration of new technologies with the existing Gallery experience (i.e. app development) to position Perc Tucker Regional Gallery and Pinnacles Gallery as leaders in this field in a regional gallery context

Gallery Services / Perc Tucker Regional Gallery / Pinnacles Gallery

Visual Arts: Business Plan

5.4 Threats i.

Loss of relevancy and community support through poor infrastrucure renewal and planning

ii.

Competition from other regional, state and national galleries, especially regional centres

iii.

Competition from other leisure activities

iv.

Lack of diverse and innovative programs due to financial restraints

Restructure and re-classification

vi.

Loss of key, highly qualified, staff

vii.

Movement of local schools away from Gallery Services programs and activities

viii. Ongoing misguided perception that sport acts as the primary cultural enabler of the region which is out of touch with established and understood benchmarking at a national level showcasing that arts is the major cultural enabler of social and economic generation over sport ix.

Lack of proactive and assertive action towards realising the progression of a cultural vision and subsequent delivery of cultural infrastructure that supports generational growth and development

SWOT Key Points

Section 5 58

Gallery Services / Perc Tucker Regional Gallery / Pinnacles Gallery

Visual Arts: Business Plan

6. SWOT Analysis 6.1 Key Strength Analysis Sustaining and increasing the high level of interest in the arts to a significant proportion of the community Through the provision of adequate funding Gallery Services the Visual Arts Program can continue to develop innovative projects that are primarily focused on community, special interest groups and youth participation with clear and defined outcomes and objectives. The support and delivery of such programmes will have a profound effect on increasing the interest in the arts of the Region whilst targeting groups and cultures within the community whom have not previously or perhaps have been overlooked in past activities.

A good profile at a state and national level as a result of considered programming and development By maintaining a varied and diverse programme of exhibitions that include a number of local, special interest and national touring projects Gallery Services can further develop, mend and nurture itâ&#x20AC;&#x2122;s standing as a leading institution within the Australian arts industry.

Through fiscal support and promotion of Strand Ephemera and the Percival Portrait Awards the Townsville region will become recognised as a leader in the support and development of high-level arts practice.

Section 6

Both of the aforementioned awards will be seen as significant events in a national calendar of award exhibitions and will be considered some of the most prestigious awards in Australia.

SWOT Analysis

National reputation for biennial Strand Ephemera and the Percival Portrait Awards and associated Collection of contemporary works on paper collection

Gallery Services / Perc Tucker Regional Gallery / Pinnacles Gallery

Visual Arts: Business Plan

An active Friends of the Galleries / Committed group of Volunteers Integral to the ongoing operations of Gallery Services is the significant assistance and support provided by the Friends of the Galleries and the active Volunteers. These members of the community undertake such duties as front of house, visitor information and telephone enquiries. From time to time skilled Volunteers assist Gallery Services staff in material development preparation and delivery and ultimately allow Gallery Services staff to focus on developing the Galleryâ&#x20AC;&#x2122;s exhibitions and programmes.

Have distinctive, media-based Collection from which to draw local, national and international attention The City of Townsville Art Collection is widely recognised and regarded as one of Australiaâ&#x20AC;&#x2122;s most prestigious and admired regional collections. Through the diversity of its acquisition program the Perc Tucker Regional Gallery has, over the years, developed a diverse contemporary collection that augments the foundation collection established in 1981. The City of Townsville Art Collection is a significant financial and cultural asset to the region and is also an important draw card for tourists.

Consistent record of delivery of projects meeting or exceeding the original concept Gallery Services has a proud and developed history over many years of delivering projects, particularly in the exhibition field, meeting or exceeding the original concept.

SWOT Analysis

This history, encompassing major exhibitions which have then toured nationally, and significant projects such as Strand Ephemera and The Percivals, have engendered a positive rapport and good faith with the Townsville community. Further, this track record has positioned Townsvilleâ&#x20AC;&#x2122;s galleries as leaders nationally and ensured the orgnisation is viewed favourably to negotiate and deal with state and national institutions, as well as the corporate sector.

Section 6 60

Gallery Services / Perc Tucker Regional Gallery / Pinnacles Gallery

Visual Arts: Business Plan

6.2 Key Weakness Analysis Current building is neither adequate nor iconic The Townsville region would benefit economically and socially from having an expanded Art Gallery of North Queensland flagship facility and cultural/creative precinct located in its historic CBD, integrating world-class public facilities and private development in the manner of Brisbane’s South Bank. Townsville’s galleries are major cultural facilities which are an inextricable, but often underestimated, part of the region’s innovation effort. As storehouses of cultural memory, innovative educators, unique sites of multi-disciplinary research and powerhouses of design and innovation, their impact extends far beyond the arts and information services’ portfolios within which they are sited. The core strength of Townsville’s Gallery Services lies in the vast and deep collections which traverse all subject areas and media. These collections, representing as they do the past knowledge of Townsville and the surrounding region, and their interactions with the local community, Queensland, Australia and the world, provide both critical historic reference points and springboards to new ideas. Townsville’s galleries intersect with the wider public socio-cultural and innovation agendas and as such:

Through the curation and interpretation of collections, our galleries build and disseminate knowledge while at the same time fostering the confidence, critical thinking, creativity and problem solving abilities which provide the basic prerequisites for new ways of thinking. ii.

Generate ground-breaking research Townsville’s cultural collections provide a critical resource for researchers and also generate in-house research projects and collaborations with other research agencies and academies, across the sciences and humanities, between disciplines and with regional, national and international partners.

iii.

Build creative communities Townsville’s galleries are an integral part of the creative economy and creative communities, providing inspirational sources, nurturing the development and application of innovative ideas, acting as sites for cutting-edge developments and contributing to the energy and inspiration which attracts creative industries, cultural entrepreneurs and innovators to the Townsville region.

Gallery Services / Perc Tucker Regional Gallery / Pinnacles Gallery

SWOT Analysis

Inspire and educate the community

Section 6

Visual Arts: Business Plan

The aim of the Art Gallery of North Queensland/Library: City Branch flagship facility and cultural/creative precinct would be to create a vibrant leisure zone to contribute to the community’s well-being in social and economic dimensions and enhance Townsville’s image as a cultural centre of excellence and maturity in Queensland, Australia and abroad. The flagship facility and the precinct’s aggregated cultural/creative and tourist offerings would encourage repeat and tourist visitors, along with the development of new adjacent commercial enterprises such as hotels, restaurants, coffee shops and high-rise residential apartments, as has occurred at similar precincts around the country.

Storage of City of Townsville Art Collection is limited Townsville City Council and the Townsville region currently owns and is the custodian of one of Australia’s most significant regional fine art collections. For a number of years the Collection has outgrown the present storage facility and provision has been provided from time to time for short-term solutions to mitigate this matter. Presently, serious consideration and resources need to be allocated to develop and maintain an appropriate plan to provide safe, secure and future-proofed storage for the Collection.

Technological equipment requires significant investment Gallery Services’ programmes, exhibitions and activities are considered to be at the forefront of current contemporary and technological trends. Gallery Services frequently develops and presents highly specialised multi-media projects, productions and artworks and needs to maintain, acquire and service existing and future technological equipment (hardware and software) and processes that meet the ever expanding needs of a dynamic dual operating environment. SWOT Analysis

Section 6 62

Gallery Services / Perc Tucker Regional Gallery / Pinnacles Gallery

Visual Arts: Business Plan

6.3 Key Opportunities Analysis Promoting further the Gallery Services’ products on a local, regional, state and national level Perc Tucker Regional Gallery and Pinnaces Gallery have established reputations as the leading public art institutions in regional Queensland, hold a nationally recognised Collection and have developed a number celebrated projects that deliver access and opportunities to the region’s artists, arts workers and individuals. Continued support of the Gallery Services and its activities will further enhance the profile of the Townsville region and the arts industry and audiences at local, state and national levels.

Maintaining and developing Townsville’s reputation in the arts industry Through the provision of appropriate funding and staffing levels along with the development of an iconic purpose built facility in the coming years the Townsville region could further it’s vision of becoming the capital of north Queensland.

Develop and design the Perc Tucker Regional Gallery and Pinnacles Gallery websites to promote the Gallery’s operations and the Townsville region’s arts diversity An exciting opportunity exists in which the Townsville region can become a leader in web-based promotion for arts and cultural tourism across north Queensland through the development and implementation of Perc Tucker Regional Gallery and Pinnacles Gallery websites or portals. The development of the Gallery websites will provide an unprecedented amount of information of our region’s arts diversity to national and international audiences. It will also allow an opportunity to create, nurture and support a diverse arts economies of scale that will be of significant benefit to the Townsville region with tGallery Services and Townsville City Council taking a leadership role in the development and implementation of these web based applications. Gallery Services / Perc Tucker Regional Gallery / Pinnacles Gallery

Section 6

The continued development, improvement, promotion and delivery of the prestigious Strand Ephemera and Percival Portrait Awards biennial flagship cultural events will provide an unprecedented opportunity for a regional centre to become recognised as a leader in arts excellence and will furthermore provide significant investment in tourism and increase the profile of the Townsville region.

SWOT Analysis

Increasing the national reputation for Strand Ephemera and the Percival Portrait Awards and associated Collection of contemporary works on paper collection

Visual Arts: Business Plan

Develop Donors Foundation with various categories – but particularly of significant donations, contributions and sponsorships to the Gallery. Become increasingly strategic and proactive in the development of Gallery Services’ financial position in order to continue to increase the standard of the unit’s deliverables, and ensure the frequent acquisition of significant works of art into the City of Townsville Art Collection. It is proposed a Donors Foundation be established - in keeping with tried and tested Gallery practice - in order to guide and significantly contribute to this fundraising ambition. Such a Foundation would ensure the appropriate use of funds and capitalise on the affection for the arts that is very apparent within the community, whilst also unearthing funding options the unit is currently not aware of.

Develop Trust fund/committee for development/procurement of new building/ precinct (as with Chris Saines, NZ) Seed the idea of a significant, generational project in the form of an iconic new arts building/precinct within the community and begin to address the fiscal realities of undertaking such a project through the development of a community Trust fund/ committee. Such initiatives have yielded successful results and are clearly demonstrated vehicles towards realising such visions and achieving expected outcomes. Community ‘buy-in’ is an essential component towards activating and realising cultural infrastructure of the scope and scale that is being proposed, as well as the precinct’s long-term viability.

Further develop and become the leading provider of high-quality, teacher-focused professional development opportunities for primary and secondary educators

SWOT Analysis

Section 6 64

With changes in the scope of delivery of services from Brisbane-based arts organisations such as Flying Arts Inc. and the cessation of Queensland Artworkers Alliance, Gallery Services is well positioned in both its resources and expertise, coupled with its Creative Classrooms strategy, to play a pivotal role in the professional development of our region’s arts educators (primary, secondary, and tertiary).

Integration of new technologies with the existing Gallery experience (i.e. app development) to position Perc Tucker Regional Gallery and Pinnacles Gallery as leaders in this field in a regional gallery context With the ever-changing advancements in technology and social media platforms, Gallery Services needs to embrace and implement leading edge technologies and platforms to maintain its relevance in both an educative and social context through the development, implementation and delivery of traditional gallery content in contemporary formats. Such integration is evidenced in leading galleries internationally, for example MONA.

Gallery Services / Perc Tucker Regional Gallery / Pinnacles Gallery

Visual Arts: Business Plan

6.4 Key Threats Analysis Loss of relevancy and community support Community interest needs to be retained by offering interesting and engaging arts opportunities as both participant and audience member.

Competition from other regional, state and national galleries, especially regional centres Townsville City Council is steadily falling behind in delivering support and investment in its arts industry and public institution. This is especially evident when considering major infrastructure support provided at Mackay Regional Council with Artspace Mackay; Gladstone Regional Council with the Gladstone Regional Art Gallery and Museum; and Central Highlands Regional Council with the newly developed Emerald Art Gallery, Katoomba Regional Council with the BLue Mountains Cultural Centre and the recently announced innovative and imaginative Cultural Precinct at the Gold Coast by the Gold Coast City Council .

Loss of key, highly qualified, staff Recent Culture Survey results showcased that staff from Galery Services were â&#x20AC;&#x153;more likley to leaveâ&#x20AC;? the organisation than any other Section within Townsville City Council.

The development, collaboration and subsequent involvement of schools is a major aspect of operations at Gallery Services and requires a significant amount of time and resource to nurture and support these relationships. For a number of years Gallery Services did not strategically engage the education sector in a manner which met their needs. Recent developments resultant from the Creative Classroom strategy have dramtacially reversed this trend and the education sector has become an active participant in a variety of programs and opportunities. Human resource and financial support needs to be maintained to ensure that the quantitive and qualitative outcomes currently being achieved continue and further develop within the education sector.

Gallery Services / Perc Tucker Regional Gallery / Pinnacles Gallery

Section 6

Movement of local schools away from Gallery Services programs and activities

SWOT Analysis

The loss of experienced and highly qualified staff that have intrinsic knowledge and appreciation of the facilities and the region would be of enormous detriment to the Gallery Services and Townsville City Council.

Visual Arts: Business Plan

7. Staffing Sub-Plan In early 2013 Gallery Services underwent a holistic staffing restructure which aligned the Section in accordance with industry recognised benchmarks and standards. The implementation of this restructure has proved to be extremely effective with significant improvements being observed across all areas of activity within the Section, Council, community and key stakeholders within the region. In light of recent developments and future innovations being considered for the Section - which has resulted post-restructure - and the team discussions and input resultant from the recent Culture Session it is proposed to undertake and implement further minor changes to the core structure to ensure that the Section can maintain its focus on professional high quality outcome delivery and performance without impacting upon staff morale and personal well-being. The success of this plan is highly dependent upon an increase in fiscal resources and an assessment and implementation of appropriate staffing in various capacities and is provided in the Visual Arts: Business Plan as a process-map that highlights that the Section is, and will remain, an evolving unit within Townsville City Council seeking to meet the needs of community and the organisation and is willing to strive for efficiencies and improvement through actively seeking and embracing change.

Staffing Sub-Plan

The key defining area of change undertaken in 2013 was the consolidation of the Gallery Services Section as a unified team that operated within the Visual Arts: Business Plan as defined by the Visual Arts Strategy irrespective of physical location.

Section 7 66

Gallery Services / Perc Tucker Regional Gallery / Pinnacles Gallery

Visual Arts: Business Plan

In 2014 minor changes to the structure were identifed and subsequently implemented to ensure that the Section can continue to meet the needs of community and the defined outcomes and objectives of the Visual Arts Strategy. These changes are succinctly defined as: • Ceassation of the Arts Administration Trainee role • Implementation of a Level 1 Arts Officer position • Implementation of a Level 3 Exhibitions Officer (Public Art) • Alteration of the Permanent Part-Time Collections Management Officer position to Full-Time • Implementation of a low level Design Fellowship • Development and implementation of a Flexible Workplace Agreement which alters the Education and Programs Officer role from Full-time to Permanent Part-time • Implementation of a second Education and Programs Assistant position to meet the shortfall in staffing levels as a result of the Flexible Workplace Agreement in a Permanent Part-time capacity

Gallery Services Organisational Structure - 2011/12

•

Gallery Services Organisational Structure - 2012/13

•

Gallery Services Organisational Structure - 2013/14

•

Gallery Services Organisational Structure - 2014/15

Section 7

•

Staffing Sub-Plan

The following Gallery Services Organisational Structures are included as an overview that showcases the change undertaken in the Section during the Delivery Horizon of the Visual Arts: Business Plan:

Gallery Services / Perc Tucker Regional Gallery / Pinnacles Gallery

Section 7

Trainee

Arts Administra=on Trainee

Curator Gallery Services PFT

Gallery Services / Perc Tucker Regional Gallery / Pinnacles Gallery

PFT L2

Educa=on and Programs Assistant

PFT L3

PPT L4

Exhibi=ons Oﬃcer PFT

Educa=on and Programs Oﬃcer

PFT L5

Collec=ons Management Oﬃcer

Educa=on and Programs Coordinator

ML3

Exhibi=ons and Collec=ons Coordinator

Staffing Sub-Plan

Manager Gallery Services PFT

PFT L3

Gallery Assistant Casual

Administra=on Oﬃcer PPT

PFT L3

Team Leader Administra=on Gallery Services

Digital Media and Exhibi=on Design Oﬃcer

PFT L5

Digital Media and Exhibi=on Design Coordinator

Visual Arts: Business Plan

2012/13 Gallery Services Structure

Section 7

Arts Oﬃcer PFT L1

Curator Gallery Services PFT L6

Gallery Services / Perc Tucker Regional Gallery / Pinnacles Gallery

Staffing Sub-Plan

EducaBon and Programs Assistant PPT (12 month term) L2

EducaBon and Programs Assistant PFT L2

ExhibiBons Oﬃcer PFT L3

ExhibiBons Oﬃcer (Public Art) PFT L3

EducaBon and Programs Oﬃcer PPT (12 month term) L3

EducaBon and Programs Coordinator PFT L5

CollecBons Management Oﬃcer PFT L4

ExhibiBons and CollecBons Coordinator PFT L5

Manager Gallery Services PFT ML3

Digital Media and ExhibiBon Design Oﬃcer PFT L3

Digital Media and ExhibiBon Design Coordinator PFT L5

Gallery Assistant Casual

Gallery Assistant Casual L1

AdministraBon Oﬃcer PPT L1

Team Leader AdministraBon Gallery Services PFT L3

Visual Arts: Business Plan

2013/14 Gallery Services Structure

Section 7

Arts Oﬃcer PFT L1

Curator Gallery Services PFT L6

Digital Media and ExhibiBon Design Oﬃcer PFT L3

Design Fellowship Fixed Term 12 Month (ongoing) L1

EducaBon and Programs Assistant PFT L2

EducaBon and Programs Assistant PPT (12 month term) L2

ExhibiBons Oﬃcer PFT L3

ExhibiBons Oﬃcer (Public Art) PFT L3

Digital Media and ExhibiBon Design Coordinator PFT L5

EducaBon and Programs Oﬃcer PPT (12 month term) L3

EducaBon and Programs Coordinator PFT L5

CollecBons Management Oﬃcer PFT L4

ExhibiBons and CollecBons Coordinator PFT L5

Staffing Sub-Plan

Manager Gallery Services PFT ML3

Gallery Services / Perc Tucker Regional Gallery / Pinnacles Gallery

Gallery Assistant Casual

Gallery Assistant Casual L1

AdministraBon Oﬃcer PPT L1

Team Leader AdministraBon Gallery Services PFT L3

Visual Arts: Business Plan

2014/15 Gallery Services Structure

Section 7

Arts Oﬃcer PFT L1

Curator Gallery Services PFT L6

Design Fellowship Fixed Term 12 Month (ongoing) L1

EducaBon and Programs Assistant PFT L2

EducaBon and Programs Assistant PPT (12 month term) L2

ExhibiBons Oﬃcer PFT L3

ExhibiBons Oﬃcer (Public Art) PFT L3

Staffing Sub-Plan

Digital Media and ExhibiBon Design Oﬃcer PFT L3

Digital Media and ExhibiBon Design Coordinator PFT L5

EducaBon and Programs Oﬃcer PPT (12 month term) L3

EducaBon and Programs Coordinator PFT L5

CollecBons Management Oﬃcer PFT L4

ExhibiBons and CollecBons Coordinator PFT L5

Manager Gallery Services PFT ML3

Gallery Services / Perc Tucker Regional Gallery / Pinnacles Gallery

Gallery Assistant Casual

Gallery Assistant Casual L1

AdministraBon Oﬃcer PPT L1

Team Leader AdministraBon Gallery Services PFT L3 Travelling ExhibiBons Oﬃcer Fixed Term 36 Months

Visual Arts: Business Plan

2015/16 Gallery Services Structure

Visual Arts: Business Plan

8. Appendices 2013/14 Gallery Services Plan on a Page

Appendices

Section 8 72

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Visual Arts: Business Plan

Section 8

Appendices

2013/14 Gallery Services Culture Survey Circumplex Results

Gallery Services / Perc Tucker Regional Gallery / Pinnacles Gallery

Visual Arts: Business Plan

2013/14 Gallery Services Culture Survey Causal Factors Results

Appendices

Section 8 74

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Visual Arts: Business Plan

Section 8

Appendices

2013/14 Gallery Services Culture Survey Outcomes Summary Results

Gallery Services / Perc Tucker Regional Gallery / Pinnacles Gallery

Visual Arts: Business Plan

2013/14 Benchmarking Summary: Region population comparison

Appendices

Section 8 76

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Visual Arts: Business Plan

Section 8

Appendices

2013/14 Benchmarking Summary: Gallery visitation /participation comparison

Gallery Services / Perc Tucker Regional Gallery / Pinnacles Gallery

Visual Arts: Business Plan

2013/14 Benchmarking Summary: Population / Visitation by region comparison

Appendices

Section 8 78

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Visual Arts: Business Plan

Section 8

Appendices

2013/14 Benchmarking Summary: Percentage of community engagement by region comparison

Gallery Services / Perc Tucker Regional Gallery / Pinnacles Gallery

Visual Arts: Business Plan