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LA TROBE UNIVERSITY ART STRATEGY July2016

LA TROBE UNIVERSITY ART STRATEGY Page | 1

LaTrobeUniversityArtStrategy1. BACKGROUND

LaTrobeUniversityhasmaintainedastrongcommitmenttotheVisualArtssinceitsearlyfoundationyears,throughtheformationofanationallysignificantartcollectionin1966,thestudyofarthistoryuntil2012andtheofferingofaVisualArtsDegreeovermanydecades.

TheLaTrobeArtInstitute(LAI)wasestablishedin2013tobuilduponexistingcuratorial,exhibition,educationandengagementprogramsinordertobrokerculturalpartnershipsandfostergamechanginginitiativeswithinthecreativeindustries.

FollowingtheresignationoftheinauguralDirector,DrNeilFettling,inDecember2015,KarenQuinlan,theDirectoroftheBendigoArtGallerysince2000,wasappointedastheLAI’sfirstProfessorofPracticeandDirectoroftheLAI.

ThisappointmentprovidedanopportunitytoreviewtheoperationsoftheLAIanddevelopaLaTrobeUniversityArtStrategy.ThestrategyaimstodefineanewframeworkfordeliveringonLaTrobeUniversity’sambitiontobealeadingartsinstitutionlocally,regionallyandnationally.

Thedevelopmentofthestrategyhasbeeninformedby:

• ComparativeresearchacrossUniversityartsinstitutions,includingin-depthresearchontheroleofanartsmuseuminrelationtotheUniversitysectorandtheculturalindustrysector(AppendixOne)

• SWOTAnalysis(AppendixTwo)• Extensiveconsultation(AppendixThree)

1.1VISION

LaTrobeUniversitywillberecognisedasanationalleaderinthearts,andtheAustralianuniversityofchoiceforlocal,regional,nationalandinternationalartsandculturalindustrypartnerships.

1.2PURPOSE

LaTrobeUniversitywillbuilduponitsstrengths–curating,collectingandexhibiting;teachingandresearch;engagementandinnovation–tomakeasignificantdifferencetotheculturalandeconomiclifeoftheUniversityandthecommunitiesweserve.

1.3ROLEOFTHESTRATEGY

TheArtStrategywillprovideaframeworkfortheLaTrobeArtInstitutetopositionLaTrobeUniversityasasignificantculturalinstitutionwithinthewidercreativeindustriesecosystem.BybuildinguponLaTrobe’shistoryandstrengths,theLAIwillbecomeacatalystforinnovationandartappreciation;andaninfluentialadvocateandrolemodelforthesector’sroleinunderpinningthesocial,culturalandeconomicwelfareofourvibrant,connectedandcreativecommunities.


2. CURRENTLAIBUSINESSOPERATIONS:

TherearefourcurrentbusinessoperationswithintheLAI.

1. LATROBEUNIVERSITYMUSEUMOFART(LUMA)

LocatedattheBundooraCampusLUMAhasofferedexhibitionsofcontemporaryartpractice,dealingwithhistoricalandcontemporaryartdebatesthatseektomakeasignificantcontributiontocontemporarycriticaldiscourse,whileaddingtotheknowledgeofAustralianartists,movementsandevents.

2. VISUALARTSCENTRE(VAC)

LocatedinBendigotheVAChasengagedsimilarlyshowcasingcontemporaryartpracticewhileengagingwiththecommunitythroughapubliclectureprogram,artistfloortalksandresidenciesfeaturinglocal,nationalandinternationalartists.

3. THEPHYLLISPALMERGALLERY

LocatedwithintheexistingvisualartsbuildingattheBendigocampusthisrefurbishedgalleryspacehasbeenprimarilyusedforthedisplayofstudentart.

4. LAI

BroadobjectivesaretobrokerculturalpartnershipsandfostergamechanginginitiativeswithinthecreativeindustriesfortheUniversityandthecommunitybothnationallyandinternationally.


3. LAICOREBUSINESS

3.1 COLLECTIONSANDCURATORIALMANAGEMENT

Provideprofessionalexpertiseinthedevelopmentofcollection,careandconservation.

Developanddeliverrelevantandinterdisciplinaryexhibitionsthatdrawuponthepermanentcollectionandindustryloans;andwhichofferastrongacademiccuratorialrationalewithassociatedopportunitiesforeducationalpurposes.

3.2 INTERNAL/EXTERNALEXHIBITIONS

Provideexhibitiondisplayareasthathaveinternationalstandardconditions,includinglighting,environmentandsecurity.

3.3 ENGAGEMENT

Provideaframeworkforcommunityfocusedevents,researchopportunitiesandprofessionaldevelopmentforstudentsandstaff,andconnectivitywithprimaryandsecondaryschools.

TheprofileoftheLAIwillenhancethereputationofLaTrobe’sacademicprograminassociateddisciplines,particularlyintheSchoolofHumanitiesandSocialSciences(HUSS).

3.4 RESEARCH

Conductrelevantindustryresearchthatcontributestothegrowthanddevelopmentofthesector(withresearchoutputsalignedwiththerelevantFieldofResearchcodefortheDepartmentofCreativeArtsandEnglishinHUSS).

Publishbestpracticeandindustryfindingsatrelevantconferencesandothersuitableforums.

3.5 BUSINESSDEVELOPMENT

DevelopindustrystandardmarketingandbusinessplansforallLAIoperations.

Ensurethatthebudgetforoperationhasstrongrevenuelinesandencouragesalternativesourcesofincome.


4. PROPOSEDSTRATEGYFRAMEWORK:

4.1STRATEGY1:COLLECTIONSMANAGEMENTANDDEVELOPMENT

Goals

Provideprofessionalexpertiseinthedevelopmentofcollection,careandconservation.

Developanddeliverrelevantandinterdisciplinaryexhibitionsthatdrawuponthepermanentcollection,industryloansandofferstrongacademiccuratorialrationale.

SpecificTasks4.1.1 ReviewCollectionStrategy

• Developandimplementanagreedprocessforacquisition.• EstablishanAcquisitionsCommittee.• Developanannualbudgetandbudgetprocessforacquisitions.• Maintainandfurtherdeveloptheexistingdonorprogram.

4.1.2 ReviewLUMAoperations• Determineanindustrystandardsolutionforapreferredlocationand

exhibitionprogram.• Temporarilyclosetheexistingfacilityasanexhibitionvenue(whilethe

preferredlocationandexhibitionprogramisdetermined).• ImproveCollectionStorage

o RelocatetheLaTrobeUniversityArtCollectionintoappropriatestorage–ensurethatinternationalbestpracticeisinplaceinrelationtocareandconservationofthecollection

• SignificanceAssessmento Conductasignificanceassessmentoftheartcollection,whichis

comprisedofmorethan2,000postwarandcontemporaryAustralianartworkscoveringmostmediaandperiodsofAustralianart(thelargestholdingofworksarebytheAustralianSurrealistBernardBoles,expatriateartistAllenDavidandtheEttaHirshCeramicsCollection).

o IncludetheFMCourtisCollectionandtheStewartFraserCollectionofChinesePropagandaPosterswithinthisassessment.

• OtherCollection/so RevisitandreassesstheDunmoochinFoundationArtCollectionso

thatapermanentsolutionisdevelopedthatsatisfiestheFoundationandtheUniversity.

o EnsurethatthestoragecareandconservationfortheEthnographicCollectionisconsistentandongoingandthatconsiderationisgiventoitsaccessanddisplaywithintheUniversity’sprograms.

o BuildastrongerrelationshipwiththeTrendallCollectionofAntiquitiesandworkcollaborativelytoensureaccessandpromotionthroughtheLAI‘sengagementprograms.


4.2STRATEGY2:INTERNAL/EXTERNALEXHIBITIONS

GoalProvideexhibitiondisplayareasthathaveinternationalstandardconditions,includinglighting,environmentandsecurity.

SpecificTasks4.2.1 50thAnniversaryExhibition• Developa50thAnniversaryexhibitionandtourtoregionalgalleriesasthe

keypriorityfor2016/2017

4.2.2 ExhibitionGalleryatBundoora• Investigatethepossibilitiesforasuitablelocationforanexhibitiongalleryat

theBundooracampusincluding:o feasibilitystudyandbusinesscase;ando plansforaninternationalstandardexhibitionspacetoshowcase

collectionsandtemporaryexhibitions,includinghighlightingtheexistingLeonardFrenchstainedglassfeature.

4.2.3 SculptureTrail• Developaproposalforanoutdoorsculpturetrail(alignedwiththeBundoora

CampusMasterplan)including:o assessmentofcurrentonsitepublicartforconservationpurposes;o repositioningandremovalofsculpturesthatdon’t‘fit’withinthe

Masterplanandtherevisedcollectionspolicy;ando investigationofpotentialcommissioningoracquisitionofnew

sculpturesthroughmechanismssuchasanannualprizeorexpressionofinterestprocess.

4.2.4 RedevelopmentofVACBendigo• ScopetheredevelopmentofVACBendigotoinclude:

o internationalbestpracticeexhibitionsspaces;o displayofthepermanentcollection;o bestpracticestoragefacility;o lectureandworkshopareas;ando cateringandotherengagementamenities.

4.2.5FloraHillCamps,PhyllisPalmerGallery• MaintaintheprogrammingandexhibitionofstudentworkattheFloraHill

campus,PhyllisPalmerGallery.

4.2.6CollinsStpresence• Investigatethepossibilitiesforexhibitionsordisplayat360CollinsStreetin

ordertocreateaMelbourneCBDpresence.


4.2.7DonorRelationships(seeEngagementbelow)• Maintainrelationshipswithexistingdonorstoensurethatthesupportis

continuedduringthenextfouryears.• Buildnewrelationshipswithpotentialdonorsandphilanthropists.

4.3STRATEGY3:ENGAGEMENTWITHCOMMUNITY

GoalProvideaframeworkforcommunityfocusedevents,researchopportunitiesandprofessionaldevelopmentforstudentsandstaff;andconnectivitywithprimaryandsecondaryschools.

SpecificTasks4.3.1 Brandingandwebsite• DevelopanewlookandidentityfortheLAI

o InvestigateoptionsandfeasibilityforcreatingastandalonewebsitetolauncharedefinedLAI,includingallaspectsoftheoperation.

o Investigateoptionsforcreatingdialoguethroughsocialmedianetworks,forexample,considerthefeasibilityofappointingaMarketingandOnlineEngagementofficerand/oralternatemechanismsfordelivery.

4.3.2Buildonexistingpartnerships• Maintainandbuilduponexistingpartnershipsandrelationshipsincluding:

o BendigoArtGallery‘ExhibitingCulture’series;o MAMA(Albury);o CastlemaineStateFestival(regional);o AteneodeManila(International);o NGVSummerSchool(Melbourne);ando EdgeoftheOutback(Mildura).

4.3.3Newpartnerships• FormnewpartnershipsorMOU’swiththeCastlemaineArtMuseumandthe

SheppartonArtMuseum• FormnewinternationalpartnershipswithlikemindedinstitutionsinAsia,the

USandUK.• Investigateaninternshipprogramforfuturepostgraduatestudentswith

majorinternationalinstitutionssuchastheVictoriaandAlbertMuseuminLondon.


4.4STRATEGY4:RESEARCH

GoalsConductrelevantindustryresearchthatcontributestothegrowthanddevelopmentofthesector.

Publishbestpracticeandindustryfindingsatrelevantconferencesandothersuitableforums(withresearchoutputsalignedwiththerelevantFieldofResearchcodefortheDepartmentofCreativeArtsandEnglishinHUSS).

SpecificTasks4.4.1Undertakeeconomic,socialandculturalimpactstudiesofthearts.

4.4.2Postgraduatecourses• Assisttheacademicschoolwiththedevelopmentofapostgraduatecoursein

curatorialstudies.

4.4.3PartnershipwithPublicGalleriesAssociationofVictoria• FormacollaborativepartnershipwiththePublicGalleriesAssociationofVictoria

andworkwithregionalgalleriestoprovideaccesstocollectionsinregionalareas.

4.4.4 Internshipsandexchanges• Initiateinternshipsandexchangesforstudentsprovidingaccesstocollections

andresearchprojects.

4.4.5STRATEGY5:BUSINESSDEVELOPMENT

GoalsDevelopindustrystandardmarketingandbusinessplansforallLAIoperations.

Ensurethatthebudgetforoperationhasstrongrevenuelinesandencouragesalternativesourcesofincome.

SpecificTasks4.5.1Touringexhibitions• Buildingonthe50thanniversaryexhibitiontour,includetouringexhibitionsin

futureprogramsasasourceofincomegeneration.

4.5.2Increaseaccesstoexistingspaces• Developanewscheduleoffeestakingadvantageofnewlyappointedand

revitalizedexhibitionsspacesandmeetingrooms.

4.5.3Innovation• Exploreoptionsforinnovationandindustryengagementtostimulatebusiness

developmentandjobopportunities.


4.5.4Sponsorship• Engagewithcommercialsponsorstooffsetoperatingcosts.

5. SUMMARYOFPROPOSEDDELIVERYTIMETABLE:(SeeAPPENDIXFour)2016–2017(TRANSITIONPLAN)

• Maintaincommitmenttovenuesandexhibitionsuntilendof2016.• TemporarilycloseLUMAatstartof2017andreduceprogrammingatVAC.• Collectionstorage(temporary)resolutionbymid2017.Collectionsignificance

assessmentcompletedbyend2017.• Specialeditionofprint/sfor50thAnniversarytoreplaceartworksremoved

fromcampusofficeandmeetingroomspacesforsignificanceassessment,exhibitionandaudit.

• Contributetothe50thAnniversaryvisualartsprogram,includingamajorexhibitionatBendigoandsubsequenttourreadybyJuly2017.

• ExploreopportunitiesforsuitableBundooracampusexhibitionspacesin2017.

• CompleteplanningforsculpturetrailatBundooracampusin2017.• DevelopmentofLAIChangeProposaltoclarifytheoperationalrequirements

oftherevitalisedplanandstaffingimplications.2017–2018

• Newoperationalstructureimplemented.• Collectionstorage(longterm)solutionresolvedbyend2018.• ExhibitionpresenceatBundooraby2018.• RefurbishmentofVACinBendigoby2018.• ThelaunchofarevitalisedLUMAand/orLAIby2018.• Announcementofnewgamechangingpartnership/s.• Sculpturetrailproposalcompletedtopermittheannouncementofamajor

biennialsculpturecommission(orequivalent).• Developmentofadigital(and/ordigitaldisruption)strategytocomplement

theartcollectionandexhibitionprogram,includinglinkstothewiderbodyofknowledgeandexpertisewithintheUniversity.

2018–2019

• FullyoperationalLaTrobeUniversityMuseumofArtinBendigo(includingrelaunch).

• Fullyfunctional‘collectiononloan’programtoBundooraCampus.• LaTrobeUniversityCollectioncomprehensivelyonline.• Commenceimplementationofdigitalstrategy.• Reviewandrefinetheartsstrategyandoperationalpriorities.

2019–2020

AssistancewiththedeliveryofthePostGraduateCuratorialStudiesProgramutilisinggallerynetworkandcollectionsandtheexpertiseofprofessionalcuratorialstaff.


APPENDIXOne:

Comparativeresearch:UniversityArtCollectionsandMuseums

Indevelopingthisstrategy,researchwasundertakenintothekeyissuesfacingotherAustralianUniversitiesinusingtheirartcollectionsindevelopingtheirculturalmission.Thefollowingsummarisessomeofthisinformationwhichcanbefoundinmoredetailinaseparatereport.

ArtCollections• DetailedknowledgeaboutaUniversity’scollection(s)isakeystartingpoint

anditisthatwhichleadstoallsortsofpossibilitiesfromnewpartnershipswithacademicsandothergalleriestode-accessioning.

• Itisacceptedpracticeandoftenacoreprincipletohaveworkexhibitedthroughoutcampuses–butthisneedsprofessionalmanagementandinvestment.

• Itisacceptedpracticetobuildanexhibitionprogramandotherpublicprogramstoreflectandrespondtothecollectionandincludeitemsfromthecollectionregularlyinexhibitions.

• Itisnotusualtohaveagalleryspaceforthesoleexhibitionofthecollection.• Thereisanincreasingtrendtofocus/specializeindifferentareasratherthan

becatchall.• Wherethereispublicartinuniversityartcollectionsitdoesnotseemtobe

welldocumentedandmaintainedorformakeyfocusofpublicprograms.

Facilities• Intermsofbothexhibition,educationandstorage;quality,location,and

designforpurposeareallkeysuccessfactors.• Educationandancillaryspacesarekeytoanyfutureuniversityartmuseum.• Easyaccessofcollectionstoragetothemaineducation/exhibitionfacilitiesis

crucial.

Staffing• Theuseofstudentsasvolunteersandinternsisimportant.• Staffinglevelsandrolesvaryacrossuniversitiesandthenumberofstaff

comparedtothelevelofactivityandexpectationsareincludedbelowforcomparison.

Relationshiptoacademiccourses• Thereisamixedapproachbutallfocusedonprofessionaldevelopmentand

somehaveextensiveresearchfocusacrossalldisciplinesnotjustarts

Branding• ThisisimportantandboththeartfacilitiesatMonashUniversity(andinthe

futureatGriffith)arebeingre-brandedasArtMuseumsnotjustGalleries.


Futurethemes• Thereisaneedtofundraiseanddiversifyincomesourcesforfutureactivity

althoughallUniversitiesconsultedalsoreceivedincreasedinvestmenttogothroughachangeprocess.

• Partnershipsinternallyandexternallyarekeybutneedstobesomespecificframingandpurposearoundalltheselinkedtothecoremission.

• ThereisaneedforflexiblebusinessmodelsalignedtobutnotnecessarilypartofaUniversity’scentralsystem.

Overview

Name Sizeofcollections

Facilities Numberofstaff Numberofexhibitionsperyear

AnnualBudget

UniversityofQueensland

3500 Majorfacilityinmainquad-113runningmetresupperspace136runningmetresmaingalleryongroundfloor30runningmetresinbasement

17 6/7peryear 2.8millnotinc.aquisitions

GriffithUniversityArtworks

4500plussomepublicart

Two-onepurposebuilt280sqandoneadapted

5.4stafffteandlotsofvolunteersandinterns

4-5ayearplusmanagingcollectionandpublicprograms

1milltryingtogrowto1.4whichiswhatneeded

QUTArtMuseum

2000andc.7%outatanytimeplus165Robinsons

Oneadapted532sq–canbe6spaces–basementofChancellery,AlsomanageWilliamRobinsoncollectioninOGH

Partofbroaderculturalprecinctwherestaffshared–onlytwofulltimeforMuseum

Exhibitionsinmaingallerieschangeoverevery12weekswas8sometimesacrosswholespaceoracross2–Robinsonnewexhibitionannually

Notavailable

MonashUniversityartMuseum

Thereare2000objectsand900outonloanaroundthecampusesatanyonetime.

NewGalleryhaveflexibilitypluseducationalspaceandlookingatdevelopingbookstore.466sqmeters46sqmetersforeducationspace.

Have10staffbutonlythreefulltime––haveDirector,SeniorCuratorandCollectionsManagerandMuseumsofficer

Theyhavefourexhibitionperiodswith1or2exhibitionsatatimeplusmanagingcollectionandpublicprograms


Name Sizeofcollections

Facilities Numberofstaff Numberofexhibitionsperyear

AnnualBudget

UniversityofMelbourneIanPotterMuseum

16,000intotalartandclassics,plusanother355whenthereceiveMichaelBuxton-1600artworksacrosscampus’(4or5)–allmanagedbythem

3levelsandmorethan900squaremetresofgalleryspace.NewGallerybeingplanned

20plusatanyonetime-fulltimeandanumberofparttimeandcasual– willincreasefornewgallery

14curatedexhibitionsplusmanagingcollectionsandpublicprograms

$3million(60%salaries)andsmallacquisitionbudget

LUMA 7000works Twofacilitiesintwodifferentlocations

Numerousincludingtouring,


APPENDIXTwo:

SWOTANALYSIS

CurrentSituation

Thishasbeenconsideredthroughinternalandexternalconversationswithkeystakeholdersfromwhichthefollowingisasummary:

StrengthstoBuildOn

• AppointmentofKarenQuinlanasDirector–significantpartnershipapproach,nationalandinternationalengagementandconsiderableknowledgeofthevisualartsandculturaleconomy.

• CulturalhistoryoftheUniversitythroughitsArtCollectionsanddevelopmentoftheculturalfacilities.

• CulturalpartnershipsandsponsorshipsthatpositiontheUniversityinthecommunity.

• Significantpost1960sworkinthecollection,withsomeearlierworksfromtheCourtisCollectionandpublicartatBundoora.

• GoodpublicprogramsandexhibitionsrunthroughVisualArtsCentre(VAC)and(LUMA).

• GreatpartnershipswithBendigoArtGallery(BAG),NationalGalleryofVictoria(NGV),andMurrayArtsMuseumAlbury(MUMA).

• Someearnedincomethroughactivitiesof(VAC).• VisualArtsDegreetobeincorporatedintoaBachelorofCreativeArts.

WeaknessestoResolve

• AlackofunderstandingofthecorepurposeoftheLAI(andhenceitscomponentparts)andthe‘vision’theUniversityhasforwhatitwillachieve.

• LackofvisibilitybeyondBendigoandnationallyconfusedbyanumberofbrands.

• Limitedknowledgeofthecollection,itsstatusandconditionduetolackofassessmentandinvestmentinmaintenance.

• Outofdatepoliciesacrossallaspectsofcollectionacquisitionandmanagement.

• Limiteduseofthecollectioninpublicoracademiccontexts.• Confusionovertheideaofwhethertherewasevertobeanartschoolandif

so,theroletheLAIwouldbeexpectedtoplay.• CurrentLUMAlocationatBundooraisnotideal.• PhyllisPalmerGalleryisagoodspaceforstudentsbutnotnecessarilyaligned

tothevisionoftheLAI.• LackofsmallscaleorartistsrunfacilitiesinBendigo.• LimitedinformationaboutthemarketsinwhichthecurrentLAIoperates.

LAIhasbeenprincipallyfundedbytheUniversitywithadditionalsupportleveragedthroughpartnerships(limitedengagementwithdonorstodate).


Opportunities

• ArecognitionthatLAIcouldplayasignificantroleinthenextstageofculturaldevelopmentinRegionalVictoriaalignedwithstateandlocalgovernmentobjectivesandparticularlyfocusedinBendigo.

• Re-positioningofBendigoasacontemporaryvoiceforartandideas.• Digitizationandtheexploitationofnewtechnologyisakeyopportunity

acrossallareasofactivity,includingpotentialforproactiveengagementwiththeUniversity’swiderbodyofknowledge.

• BuildonthehistoryandcurrentstudentintakeandcoursesofferedbyLaTrobewhichhavekeyfeaturessuchasalargepercentageofstudentsfromdifferentculturalbackgroundsandatraditionalofaccessforall.

• Opportunitiesforpostgrad/researchfocusandengagementthroughculturaldiscourseandwithdesignledpracticeacrossthewholeUniversity.

• Opportunitiestofurtherprofessionaldevelopmentopportunitiesforcreativeartsstudents.

• EnhancedpublicprogramsacrossdisciplinesparticularlyinBendigoandthroughpartnershipsinothercampuslocations.

• Bendigoiswellplacedtore-houseandconservethecollection–ithasanartsprecinctcapacityforvenuedevelopmentandacitybaseforLAIactivities.

• Opportunitiesfordevelopingincomestreamsrelatedallaspectsofbusiness.

Barrierstoitssuccess

• ToachieveitsfullpotentialLAIneedstoengagebeyondthevisualartsandacrossthebroaderculturaleconomyincorporatingdesign,screen,performance,mediaetcwithintheresourcesavailable.

• AnunderstandingthattooperateeffectivelyLAIwillneedtobeaneworganisationalmodelfortheUniversityandforthedeliveryofregionalartsandculturaldevelopment.

• Therequirementofnewresourcestoovercometheweaknessesandseizethenewopportunitiesoffered.

• Continuedconfusionoverthevision,purposeandbrands.


APPENDIXThree

Keystrategicprioritiesfor2016

• Undertakeathorougheconomic(financialvalue),cultural(aestheticandhistorical)andsocial(periodanddiscourse)assessmentofthecurrentcollectionsincludingallintegratedandstandalonepublicart.

• Undertakeare-brandingoftheLAIandallitsactivities.• IdentifyandconfirmbudgetarycommitmentfromtheUniversity.• MaintaincommitmentstoexistingshowsatLUMAin2016only.• TemporarilycloseLUMAby2017andstoretheCollection(apartfromthose

worksinthe50th)atindustrystandardstoragefacilities.• MaintainsomeprogrammingatVACduring2017wherecommitmentshave

beenmadeandwhereprogrammingisbeneficialfordialogue.• InpartnershipwithBendigoArtGallerycuratorsdevelopanddelivera50th

anniversaryexhibitiontobeheldatBendigoArtGallery,withtouringpotentialforthatexhibitionduring2017and2018.

• Developanexhibitionspolicyfor2017-2020(reviewedevery4years).Includeinthatpolicyaspecificvisionforallcampusesandaspecificstrategyforthecommissioningofpublicart.

• UndertakeafeasibilitystudyforthedevelopmentoftheVACbuildingasa24/7contemporaryartspace,culturaleconomyincubatorandinnovationhubforBendigoandpossibleprincipalhomeoftheCollection/s.

• InvestigatethedevelopmentofaninternationalpartnershipwithaleadingdesignfocusedculturalinstitutionsuchastheVictoriaandAlbertMuseuminLondontodevelopastrategyfordesignatLaTrobe.

• DevelopafundraisingstrategyforfoundationsanddonorsinpartnershipwiththeAlumniandAdvancementOffice.

• Developastaffingstructureappropriatetothegoalsincludinginvestigatingfurthertheengagementofstudentsasinternsandvolunteers.

• Identifyassetsandareasofactivitywherereductionsinexpenditurecanbemade.

• Identifyassetsandareasofactivitywhichcouldbedevelopedtoearnincome.

• DevelopmentofLAIChangeProposaltoclarifytheoperationalrequirementsoftherevitalisedplanandstaffingimplications.

• Specialeditionofprint/sfor50thAnniversarytoreplaceartworksremovedfromcampusofficeandmeetingroomspacesforsignificanceassessment,exhibitionandstocktake.


Strategicprioritiesfor2017andbeyond

• InpartnershipwiththeCityofBendigo,becometheleadingorganiseroftheestablishmentof‘sculptureplaza’fortemporaryinstallationssuchas‘ForeverMarilyn’(cornerofViewstreetandRosalindParkinBendigo).

• ExplorehostingasignificantnationalartsandculturalconferenceinpartnershipwiththePublicGalleriesAssociationofVictoriaincorporatingcuratinginacontemporaryregionalcontext.

• SupportthedevelopmentofculturalprogramsinpartnershipwithotherartsandculturalorganisationsacrossallLaTrobelocations/campuses,includingMildura,Albury-Wodonga,Sheppartonetc.

• InvestigateapartnershipwiththeCityofBendigotocelebratethemultipleculturesoftheLaTrobestudentcohortandresidentsofRegionalVictoria.

• Investigateinternationalinternshipsandexchangesforstudentsandacademicsatkeyculturalinstitutions.

• ExploreothersitesacrosstheBendigoCBDforartistsspacesandculturalactivation.

• UndertakeafeasibilitystudyforthedevelopmentofanewspaceatBundooraforthefutureexhibitionandeducationaluseoftheLaTrobecollections.

• Completecollectionsignificanceassessment.• PlanandimplementasculpturetrailproposalfortheBundooraCampus,with

possibleannouncementofamajorbiennialsculpturecommission(orequivalent).

• Resolvecollectionstoragerequirements.• LauncharevitalisedLUMAand/orLAIby2018.• Feedintonewcoursewithprofessionaldevelopmentopportunitiesforall

creativeartsstudents.• ExplorePostGraduateResearchfocusingondiplomaandmastersprograms

includingcuratorialstudiesinaregionalcontext.• Newoperationalstructureimplemented.• RefurbishmentofVACinBendigo.• Announcenewgamechangingpartnership/s.• Developandimplementadigital(and/ordigitaldisruption)strategyto

complementtheartcollectionandexhibitionprogram,includinglinkstothewiderbodyofknowledgeandexpertisewithintheUniversity.


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