Findings | Workshop #1

Findings from Workshop Responses December 14, 2010

1. How the Arts Advisory Group will influence and relate to Auckland Council

The majority of responses (35%) mentioned values that relate to the cohesiveness of the group and its ability to lead the arts sector as a whole. This involves the group’s role in encouraging collaboration within the sector and the membership of the group, developing the networks between them and establishing effective channels of communication that enable this interaction. The second key element of the activities of the group is its role in providing a unified voice which represents the diversity of views of the members of the group, and the relaying of these views to council by acting as a conduit.

The next main area of responses to this question (26%) discussed the role of the group in promoting the arts more generally in tandem with council. This means celebrating and acknowledging the importance of the arts within the city, helping the public to engage with artistic activities, as well as raising the national and international profile of the creative milieu of Auckland.

On an almost equal level of significance in terms of responses (25%), there was specific reference to changes in council procedures and attitudes brought about through the work of the group. Most of these responses envisioned the arts as becoming embedded as a core driver guiding council policymaking. Many addressed the importance for policymakers to be educated on, and therefore recognise, the importance of the arts to the wellbeing and prosperity of the city. This was followed closely by responses that called for a regional strategy for arts development.

Finally, a portion of responses (14%) mentioned funding as an area for improvement. Increases were called for, as well as measures to ensure funding was equitable, secure and reliable, and was given priority on the council agenda.

2. Accomplishments for the group to aspire to

In this round, the majority of responses (35%) focused on the group’s relationship to council. These were similar to responses in the first round – there was again a call for the sector’s increased impact on policy, and a need for recognition from policymakers of the relevance of the arts to council objectives. Slightly more significant than this was the emphasis on the development of strong lines of communication between the sector and council through which regular and meaningful consultation could occur.

Connectivity was again discussed frequently (30%), this time with more reference to the identity of the group. There were many calls for the group to ensure it was representative of the sector, in that it has a wide scope of inclusion and allows for the diversity of its members. The main task of the group at hand was seen to be the development of its identity, refining its range of activities and building a structure which could maintain these. Once this is achieved, other responses looked forward to the group providing a forum for sharing and dialogue amongst members.

Again, promotion of the arts was identified as an area for the group to consider (15%). Specifically, for the value of the arts to be seen as an important part of the branding of Auckland city.

Research activities were singled out as important for attention (12%) - mainly concerning the development of new strategy. Also highlighted was the need to carry out a stocktake of arts assets and generally more detailed analysis of the sector.

Finally, greater funding from council was flagged by a few of the responses (8%).

3. Core values and principles to guide the development of the group

The most significant section of responses to this question talked about the importance of the group being representative (14%). This means the group could claim to be inclusive and accessible, as well as having a broad mandate to make assertions on behalf of the sector as a whole.

Following closely to this (8%) was the need for transparency and integrity as core values guiding the group’s actions – ensuring it remained accountable and democratic in its processes. On par with these responses (8%), were the activities of advocacy and lobbying accompanied by an attitude of perseverance and commitment. Following closely (7%), were views that the group should maintain a ‘big picture’ approach that was visionary and aspirational in its thinking.

There were three other qualities that stood out equally amongst the responses (6%): diversity, communication and connectivity. The first links back to the main call for the group to be representative, but was noteworthy for making specific reference to the sector’s variety of ethnic groups, ages, and locations which need to be recognised and included in the greater identity of the group. Communication was often mentioned – between the group and council, local boards, and other agencies, as well as with other relevant sectors and groups in the city. Connectivity refers to the need for networking within the group – bringing in previously disparate actors who have a commonality in their involvement in the arts.

Another aspect worth mentioning which was not a major finding from the responses but was mentioned throughout the three rounds and as four per cent of the responses about core values – was the need to integrate and include both community and professional arts practices. Acknowledging this cleavage in the sector might involve special attention but will no doubt be crucial to the success of the group and tie in closely to its other values such as representativeness.

See the summary in the spreadsheet for more principles and values.

Compiled by Elise Sterback for the Auckland Arts Working Group