Strong and dynamic New Zealand arts, valued in New Zealand and internationally

Where
New Zealand
When
2012
Who
Creative New Zealand
Key objectives of the measure:
  1. New Zealanders participate in the arts
  2. High quality New Zealand art is developed
  3. New Zealanders experience high-quality arts
  4. New Zealand arts gain international success

Creative New Zealand is the national arts development agency developing, investing in and advocating for the arts.

Its vision is to help develop strong and dynamic New Zealand arts which are valued in New Zealand and internationally. 

Scope of the measure:
Local, Regional, National, International
Main feature of the measure:

Māori communities preserve, develop and transmit their cultural traditions and artistry.
Pacific communities preserve, develop and transmit their customary artistic practices.
New Zealand's diverse communities participate in and develop the arts.
Artists, practitioners and arts organisations with potential develop their skills and practice.
Artists, practitioners and arts organisations that are acknowledged for the quality of their work are supported.
High-quality and innovative new work is developed, including Māori and Pacific work and the works of New Zealand's diverse cultures.
Artists, practitioners and arts organisations deliver high-quality arts experiences to New Zealanders.
New Zealand audiences have access to diverse arts experiences.
Artists, practitioners and arts organisations  develop skills and capabilities to deliver work and increase and diversify their audiences.
Distinctive, high-quality internationally viable art is presented overseas.
International markets and audiences for New Zealand art are developed.
Artists, practitioners and arts organisations  develop skills and capabilities for engaging internationally.

Creative New Zealand directly fund artists, practitioners and arts organisations; provide opportunities for artists, practitioners and arts organisations to increase their skills and capabilities, for example in leadership and governance workshops or advice on how to attract new audiences; and advocate for and promote New Zealand arts from highlighting the public value of the arts and conducting research, to building relationships that ensure New Zealand work is presented overseas.

The Arts Funding team manages the development and delivery of Creative New Zealand’s suite of funding programmes, including Toi Ake, Arts Grants, Arts Investments, the Creative Communities Scheme and other special opportunities for artists.
Creative New Zealand’s funding programmes are designed to support the development of a strong and dynamic arts sector in New Zealand and to provide New Zealanders with the opportunity to engage with the arts as participants and audience members.
Advisors work directly with artists, arts practitioners and arts organisations and combine their knowledge with the advice of external assessors to advise Creative New Zealand’s Arts Council and funding bodies.

The Arts Policy, Capability and International team lead the development of Creative New Zealand’s arts policy in line with CNZ’s strategic plan and ensure that it is aware of developments in the arts and are able to respond to these.
The team also provides skills development opportunities for individuals and organisations to improve their performance in finance, governance, and audience and market development, through targeted initiatives.
The team also promotes New Zealand art internationally by assisting artists and arts organisations to access international audiences and markets by:

  • showcasing in key international arts markets and
  • introducing international presenters to the work of New Zealand artists in New Zealand

The Senior Manager, Māori Engagement provides strategic and cultural leadership for the organisation in delivering effectively to Māori, including building relationships with iwi and other stakeholders and contributing to key projects.
In response to the Christchurch earthquakes, Creative New Zealand has developed guidelines to support a wide range of funded projects by organisations, individual artists and arts practitioners through its Emergency Response Fund.  
The approach has three phases:

  • Phase One (up to December 2011):  Focus on enabling artists, arts practitioners and arts organisations to achieve stability so they can plan future activity
  • Phase Two (July to December 2011): Support the above to deliver a revised programme through to the end of year.  Ensure that the artistic infrastructure of Christchurch isn’t irreversibly damaged and rebuild and strengthen audience confidence in arts initiatives.
  • Phase Three (January to December 2012): Resume a greater level of activity as the arts sector adapts to the new working environment.
Goal(s) of UNESCO's 2005 Convention
Cultural Domain(s)
Multi-domain
Cultural Value Chain
Creation
Production
Distribution
Participation