Arts Unit Best Value Review.
Contents
Appendices:
i.
An Arts Strategy for the Isle of Wight 2002 – 2007
ii.
Interview Platform One
iii.
Interview South & South Eastern Arts
iv.
Interview Ryde Carnival Association
v.
Interview Healing Arts
vi.
Interview Quay Arts Centre
vii.
Key Arts Individuals invited to Arts Challenge event
viii.
Arts Challenge event
- Dimbola Lodge
ix.
Arts Challenge event – Quay Arts Centre
x.
Community Development Challenge Event – Ryde Theatre
xi.
Discussion with Quay Artists group
xii.
Discussions with Ryde Art Works
xiii.
Sample Service User Questionnaire and aggregated
xiv.
Aggregate results – Service User Questionnaire
xv.
Critical Friend report
xvi.
Challenge Checklist
xvii.
Dance Policy
xviii.
Feedback from artists @ Newport Art in the Park
xix.
Feedback from artists @ Totland Arts in the Park
xx.
Comments Book – Ryde Arts Festival Gallery
xxi.
Mori ‘Speak up!’ results.
The
Isle of Wight Arts Service is provided as one of the discretionary services
within the Local Authority and was established in 1995. This Best Value Revue,
conducted during 2002, seeks to challenge whether both the indigenous and
visitor communities desire this Arts Service, whether it meets their needs and
aspirations and to consider if there are any other realistic and desirable
models available to deliver this.
This
review considers ‘The Arts’ in as wide a context as is viable, assuming both
participants and spectators to be involved in the artistic process. The scope
of the definition includes the many professional artists living on the Island,
the voluntary and amateur sectors, the visual arts and performance arts as well
as those art forms considered to be within both popular and youth culture. An
Island Arts Service should be available to support, advise and nurture all of
these according to clearly defined and articulated strategies
The
Arts Unit comprises of a core staff of three. The Arts Development Manager
(0.8), The Dance Development Coordinator (0.2) and the Arts Assistant (0.5).
The annual budget for the Unit during 2002/3 was £405,000, the majority of
which was utilised in supporting existing buildings, contracts and service
level agreements with revenue clients: -
Ryde
Theatre £116,712
Shanklin
Theatre £95,828
Ventnor
Winter Gardens £35,165
Quay
Arts Centre £60,000
Platform
One £16,000
IW
Symphony Orchestra £3,500
The
contracts with both Shanklin and Ryde Theatres are due to end in November 2003.
Significantly, many of the findings within this Best Value Review pertain to
stakeholder and public dissatisfaction with the existing theatre provision. The
Improvement Plan, therefore, provides a unique opportunity to make the
appropriate changes and developments to provide an Arts-Theatre Service
appropriate to Island needs in the 21st Century.
The
Arts Development Manager has been successful in obtaining additional funding
from a number of funding sources over the past two years to enhance the level
and impact of strategic developments across the Island. In 2002/3 alone this
investment has totalled in excess on £343, 000 and represents a ratio of 1:4 in
terms of direct flexible budget provision : inward investment. This funding has
been obtained from: -
Learning
& Skills Council – Carnival training £135,000
Regional
Arts Lottery Programme – Carnival £29,000
Regional
Arts Lottery Programme – Rural Touring £22,000
Arts
for Everyone – Moving On £55,000
SRB
Ryde – Carnival & Arts Festival £77,000
Rural
Development Programme – Rural Touring £7,000
Regional
Arts Council – Dance Development £3,000
Others £15,000
Many
of these funding strands are due to continue into future years.
These
initiatives have allowed the expansion of the core team at the Arts Unit in
order to meet specific pre-defined projects or developments: -
Carnival
Island Project Manager (0.5)
Carnival
Development Coordinator (1.00)
Ryde
Arts Festival Coordinator (1.00)
Rural
Touring officer (0.6).
A
new Arts strategy ‘An Arts Strategy for
the Isle of Wight 2002 – 2007’ (Appendix I) was developed during 2001. Both
this Strategy and the Best Value Review have identified further areas of
weakness within Arts Service delivery that still need addressing. Principally
these can be themed around: -
Access
to a quality theatre provision.
Level
of support to the professional and voluntary arts sectors.
The
Marketing of The Arts across the Island and within a Regional context.
Strategic
support to Island based creative industries.
The ‘Arts Strategy for the Isle of Wight 2002 –
2007’ (appendix I) identified 7 clears aims for the Arts Service over the
coming five years:-
·
To
promote the role of the arts in supporting tourism strategies, in collaboration
with Isle of Wight Tourism
·
To
promote the role of the arts in enhancing the distinctiveness of the Island
environment, through public art and environmental art initiatives
·
To
raise the profile of the arts, through the Council’s role as leader, enabler
and facilitator, and by providing a strategic planning framework for the
development of arts across the Island.
The
Review process has confirmed that these Arts Service aims have a great
relevance to the new Corporate Objectives of the Authority.
Strengths Achieving high
inward investment leverage on the Council’s available flexible investment in
the Arts. Proven and
documented commitment to Corporate Objectives, particularly improving quality
of life, job creation / economic prosperity, raising educational standards
and life long learning. Significant impact
on the social and economic regeneration of Ryde through the development of
strategic partnerships. Undertaking work of
Regional, National and International significance in the area of Carnival
Arts Development. Developing new,
rural audiences to support local Arts Events. Utilising the Arts
and participation in arts projects as a method for promoting and supporting
life long learning. Good partnership
working with other Island arts organisations. |
Weaknesses Relatively low
profile within the Local Authority as a whole leading to minimal impact on
policy and cross-departmental project planning. Limited direct
staffing resources – Arts Development Manager + Arts Assistant + Dance
Development Coordinator only amounts to 1.5 members of staff. Service
comparison with other Authorities and with other Isle of Wight Development
Units, reveal this as ‘light-weight’. Lack of quality support
and advice offered to the voluntary Arts and Creative Industry sectors. Focus of the
majority of strategic development work is only in Ryde and Ventnor, leaving
many communities with the feeling of being ‘left behind’. Inability to
initiate or support effective Arts Marketing policy and strategy across the
entire Arts sector. Failure to ensure
the Theatre going community has a regular product or venue appropriate to
their needs. Lack of
administrative support |
Opportunities Potential to
develop cross departmental and inter-agency working Potential to have
an impact on cross cutting agendas and delivery of corporate objectives Potential to
develop work of regional and national significance |
Threats Over dependency on external project funding to deliver
work and administrative burden resulting from this Low profile of arts
within the authority and lack of understanding of work among Island community Potential budget
cuts within the authority |
There
are currently no national standards of performance indicators within Local
Authority Arts Services.
The
Isle of Wight Arts Unit is in the process of finalising a commitment to 6 Key
Performance Indicators that will track strategic development, cost efficiency,
service delivery outcome and fair access to the arts over the coming years.
The indicators
being developed are: -
Base
line data is being collated for each quarter within this financial year
(2002/03)
Where
possible data is being collated from each quarter in the previous financial
year (2001/02). Particularly indicators 2, 3, 5 and 6.
In
order to achieve data for Indicator 1 and to meet the objectives outlined in
Areas for Improvement 1: To increase the
level of advice, support and financial aid available to the voluntary arts
sector dedicated research needs to be undertaken. This work is identified
as a priority to be completed in the spring of 2003.
In
undertaking this Review a variety of research techniques were utilised and a
number of analytical methods of assessment undertaken.
One-to-one
Interviews were undertaken by members of the Arts Unit with key stakeholder
organisations. These interviews were recorded and are attached as Appendixes. –
Platform One (Appendix II), South & South Eastern Arts (Appendix III0, Ryde
Carnival Association (Appendix IV), Healing Arts (Appendix V) and the Quay Arts
Centre (Appendix VI).
A
list of key arts individuals (appendix VII) was identified from a wide variety
of artform interest and background. These individuals were invited to one of
two meetings, one on the west of the Island, (appendix VIII) and one central
(Appendix IX), in order to discuss fundamental issues within Arts Service delivery.
The
Arts Unit participated in a one-off ‘Challenge Event’ as part of the overall
review for Community Development. The audience for this event was drawn from
membership of local councils and community forums. The Challenge Event was
recorded. (Appendix X)
Open
discussions evenings were held and recorded with two 2 very active forums
within Island arts development – the Quay Artists Group (Appendix XI) and the
Ryde Art Works organisation (Appendix XII).
Service
User Questionnaires (Appendix XIII) were distributed at Arts Unit managed or
supported events throughout the summer. The results and comments obtained
through this method were collated (Appendix XIV) and analysed.
The
Arts Development Officer for Southampton undertook a critical appraisal of the Isle
of Wight Arts Service. (Appendix XV)
The
Arts Development Manager undertook an internal challenge of the current Arts
Service – the Challenge Checklist (Appendix XVI)
The
Arts Development Team undertook a SWOT analysis of the current Arts Service.
The
research and conclusions reached in the production of the Arts Strategy for the Isle of Wight 2002 – 2002 was re-assessed.
The
research and conclusions reached in the production of a Dance Policy for the Isle of Wight 2001 Appendix XVIII) was
re-assessed.
The
results of User Satisfaction Feedback Questionnaires from artists participating
in the Art in the Park events held in Newport and Totand Appendixes XIX and XX) were analysed.
Reflections
written in the ‘comments book’ at the temporary art gallery installed in the
former Russell and Bromley building, Union Street, Ryde as part of the Ryde
Arts Festival were reviewed. (Appendix XXI).
The
findings of the Mori ‘ Speak Up!’ panels were considered where they related to
Arts Service Provision (Appendix XXII).
Comparative
discussions were held with the neighbouring Unitary Authorities of Southampton
and Portsmouth. The results of these meetings are contained within the body of
the actual Review – section 4.4.1
A
comparative analysis was made with the Arts Service in Bristol being one that
is acknowledged as achieving excellence. The results of this analysis is
contained within the body of the actual Review – Section 4.42
A
range of options for the delivery of an Arts Service on the Isle of Wight was
considered through the consultation process and whilst considering comparative
data.
A
significant factor within this assessment is the view of the Regional Arts
Council – South & South Eastern Arts who the Authority subscribes to.
(£13,000 in 2002/3). Not only does South & South East Arts consider that
all District, County and Unitary Authorities should have an Arts Service, but it considers it the responsibility
of the Local Authority to provide this service.
Stakeholder,
partner and service user opinions were equally converted and their points of
view considered when making recommendations.
The
arts service had undergone some recent robust challenging in the development of
an Arts Strategy commissioned by the Arts Development Manager in the summer of
2001. This was drawn up following a process of fieldwork, research, and
consultation facilitated by independent consultant Garry Churchill, with
support from Southern Arts. The draft document was then circulated to local and
regional arts organisations and individuals for comment before being published
in it’s current form. (See appendix 1 Arts Strategy for the Isle of Wight 2002
– 2007)
In
brief this outlined areas for development and improvement: -
·
To
promote the role of the arts in supporting tourism strategies, in collaboration
with Isle of Wight Tourism
·
To
promote the role of the arts in enhancing the distinctiveness of the Island
environment, through public art and environmental art initiatives
·
To
raise the profile of the arts, through the Council’s role as leader, enabler
and facilitator, and by providing a strategic planning framework for the
development of arts across the Island.
One
of the key aspects of the challenge aspect of this review has been to test this
strategy one year on.
Additionally,
the review set out to pose a number of key questions across a spectrum of
service users and stake holder organisations. These were: -
Direct
consultation methods undertaken:-
Indirect
consultation methods have also been utilised in the development of the
improvement plan. These included:-
Some
issues were the subjects of agreement by all groups consulted: -
Other
issues were more specific to differing sections of the arts communities:
Whilst
some organisations and individuals reported consultation fatigue – many had
been actively involved in the development of the Arts Strategy – there was
general support for the level and scope of the Best Value Review process. Two
key client bases – the voluntary arts sector and the professional/semi
professional artists – felt that the Arts Service was failing in still not
facilitating appropriate forums for discussion, communication and project
development.
This
review acknowledges such criticism, and recommends within the Improvement Plan
a detailed audit of the level and scope of activity in the voluntary and
professional / semi-professional arts sectors followed by the establishment of
appropriate organisational development support to meet their expressed needs.
This approach – to support the development of new voluntary arts
organisations/forums as a means of consultation and developing sustainable
growth within the Arts Sector strengthens the findings and recommendations of
the Arts Strategy) 7.1 ‘establishing
mechanisms for consulting the arts sector, perhaps through establishing an Arts
Forum, and keeping the arts strategy under containing review’. (Appendix 1)
In
time the two proposed new overarching organisations proposed in the Improvement
Plan – the IOW Voluntary Arts Network and the IOW Visual Arts Network - will become invaluable vehicles for Arts
Service consultation and action planning across the Island.
Strategic
partnerships similar to Ryde Art Works were identified as wholly beneficial to
an integrated Arts Service delivery.
Thus, the development of such partnerships in specific targeted
geographical areas within the Island is identified as a priority within the
Improvement Plan. These will further support the continuous improvement
process, through consultation, that is an essential part of contemporary arts
planning.
Immediate
comparison with neighbouring Local Authorities was considered prudent because:-
|
Comparison |
IOW
|
Southampton
|
Portsmouth
|
Population
|
120,000 |
224,000 |
190,000 |
Ethnic
community
|
<
1.5% |
7% |
3.5% |
|
Arts Service |
Within
Community Development. |
Within
Leisure, Tourism & Cultural Services. |
Within
Leisure Services. |
|
Arts Staff |
Total
= 1.5 Arts
Devt Officer (0.8) Dance
Devt Officer ((0.2) Arts
Assistant ((0.5) |
Total
= 14 Arts
Devt Officer (f/t) Public
Arts Officer (f/t) 12
within City Art Gallery
(f/t & p/t) |
Total
= 4 (Arts
Centre Staff are employed by the Authority > £250K) |
|
Best Value |
In
progress |
No |
No |
|
Key
Performance Indicators |
In
development |
In
development |
No |
|
Some
Comparative indicators |
Yes
(some) – Southampton No
- Portsmouth |
Yes
(Some) IOW |
No |
|
Primary
Functions |
Project
development. Partnership
working General
advice service. |
Project
Development. Support
to Voluntary sector. Support
to Creative Industries. |
Project
development. Advice
and support to revenue clients. General
advice service. Administer
small arts grants fund |
|
Key Areas of
work |
Social
Inclusion Dance
Development Rural
touring Carnival
arts |
|
|
|
Main Revenue
Clients |
Shanklin/Ryde/Ventnor
Theatres £147K Quay
Arts Centre £60K Platform
One £16K IOW
Symphony £3.5K |
Southampton
Arts Council Solent
Peoples Theatre |
New
Theatre Royal & Kings Theatre £40K Dot
to Dot Others Total
£174K |
|
Small Arts
Grants fund |
No |
Yes
– administered by Southampton Arts Council |
Yes
– administered in-house. |
|
Externally
funded initiatives |
Ryde
Arts Works – SRB VI & RALP Arts
Away – RDC & RALP Telling
Tales – New Audiences Fund (via S&SE Arts) |
Public
Art Initiatives – various. Millbrook
& Western Local Arts initiative – SRB application in progress. |
Youth
Music Action Zone |
The
Arts Development Unit of Bristol City Council is nationally heralded as one
performing particularly well. The Service is not due to be the subject of a
Best Value Review until 2003, but once this has been undertaken it is
anticipated that it will be one that is achieving excellence.
Bristol
City Council is a Unitary Authority. The City has a population of just over
400,000 with this number being swelled almost all year round by tourism.
Key
features that have established the City’s Arts Development unit as one of high
performance include:-
A
range of options for the delivery of an Arts Service on the Isle of Wight were
considered through the consultation process and through considering comparative
data. These included: no provision at
all, Service provided through the development of strategic contracts and
service level agreements, Service to be provided by another Island based Arts
delivery agency, Service to be provided by a new Arts agency and the Service
remaining within the Isle of Wight Council’s portfolio of discretionary
services.
A
significant factor within this assessment is the view of the Regional Arts
Council – South & South Eastern Arts who the Authority subscribes to.
(£13,000 in 2002/3). Not only does South & South East Arts consider that all
District, County and Unitary Authorities should
have an Arts Service, but it considers it the responsibility of the Local
Authority to provide this service.
The
feedback from all client groups and individuals consulted was that some from of
Arts Service supporting the provision of, and access to, arts and cultural
activity was of great benefit to the Islands indigenous and tourist
communities. The level of service, how that service should be delivered and
therefore the cost of that service however was not unanimous! Given the above, the option to discontinue
the service has not been further assessed.
Some
elements of the current Arts Service delivery – Youth Arts Development and the
Theatres programme are currently provided through Service Level Agreements and
contracts. This system of provision could relatively easily be extended to
cover other areas of provision e.g. Dance Development could be provided by The
Dance Zone. However, there are on the Island a relatively small number of
organisations with professional Arts Development capacity and some of the
existing core provision could not be provided within the existing network of
arts providers. In particular, the advice and support function and the
development of arts initiatives that address issues relating to social
inclusion, crime reduction and equalities awareness could not be effectively contracted
out at the present time. Given that social inclusion and crime reduction are
inherent within the Council’s Corporate Objectives it is not currently
appropriate to contract out all of the functions of the Arts Service
Additionally
both key stake-holders (see: key stake-holders interviews with Platform One and
The Quay, appendixes xx and yy) and individuals (service user response 5)
reported concerns over the restrictive nature of contract agreements.
Throughout the consultation process the Theatres provision was constantly
sited, particularly provision in Ryde, as a contracted Arts Service that has
led to a failure in adequate and appropriate provision.
The
only existing arts organisation on the Island that could realistically
undertake the delivery of the entire Arts Service for the island is the Quay
Arts Centre. Whilst both the Centre Management and the Board were not adverse
to this as a possibility – the Local Authority considered it as an option
recently – other organisations, particularly South & South Eastern Arts and
Ryde Arts Works felt strongly that this could lead to a perception of elitism
within Arts Development.
Additionally
the points raised within the discussion of the development of SLA’s to deliver
the entire Arts Service remain relevant within this option. The current mode of
operation at the Quay in maintaining a high quality gallery and performance
venue preclude the organisation from gaining and developing the experience in
certain areas of Arts Development – social inclusion and crime reduction for
instance.
Feedback
from the public / individuals within the arts sectors via service user
questionnaires was evenly split between the Arts Service being outsourced to a
new, independent Arts Development Trust and it remaining within the Local
Authorities portfolio of services. Individual respondents, however, failed to
further articulate why they felt either of these were the best options.
None
of the key stakeholders were of the opinion that outsourcing the Arts Service
to a new organisation would reap any advantages over the existing form of
delivery.
Key
stakeholders organisations, voluntary arts organisations and 50% of service
user responses that expressed an opinion, fully endorsed the Arts Service
itself remaining within the Local Authority. There was much discussion of areas
for improvement, but firm belief that the Council facilitated route was the one
that offered the best potential for equitable and cohesive support. This model
for Arts Service remaining in its current structure was further supported by
the belief the an Arts Service within the Local Authority could exert greater
pressure for assistance from other Departments than an Arts Service outside the
system.
Additionally,
Southern and South East Arts confirmed its working aim that every Local
Authority district should have, at minimum, an Arts Development Officer, in
post, as a base line position.
The
Review process has investigated, researched and tested the various options for
the delivery of an equitable Arts Service across the Island. By far the
majority of organisations and 50% individuals consulted favour a model whereby the Arts Service is delivered by the Local
Authority. The Regional Arts Council go further stating that an Arts
Service should be the responsibility of the Local Authority.
The
results of the consultation that lead to this conclusion in fact extend further
and have resulted in the recommendation within the Improvement Plan that in
order to meet current demand for support, the level of Arts Development Officer
time is increased by 40% per annum.
This
Review has furthermore concluded a number of key recommendations to ensure the
Island continues to have a Best Value Arts Service: -
Eight
key recommendations have come out of this review which now underpin the
improvement plan.
A
Local Authority Arts Service allows for greater strategic impact Nationally,
Regionally and the across the Island. Whilst not being ‘flavour of the month’
with a significant number of service users, stakeholders and partners were
unequivocal that the Local Authority offered the best option for ‘fair play’
and strategic planning.
Additionally
both Ryde and Shanklin Theatres should be brought under direct Arts Service
control at the ends of the existing contract (November 2003) in order to
provide a more appropriate programme and whilst an in depth options appraisal
is carried out.
In
the absence of any national performance indicators for the Arts, the Arts Unit
should adopt and monitor indicators that track strategic development, cost
efficiency, service delivery outcome and fair access. These indicators should
be utilised to develop targets in order to monitor the process of continuous
improvement.
Whilst the Arts Unit has
been particularly successful in obtaining funding for development posts, these
are area or artform specific and in their own right create greater demands on
the time of the Arts Development Manager. In order to successfully manage these
development functions and expand service delivery in line with current planning
there is an urgent need to increase Officer time.
There
is a comparatively high level of voluntary and professional arts activity
across the Island. This activity needs clear mapping with the needs of these
sectors carefully supported due to their significant impact on the local
economy and tourist industry.
The
Ryde Art Works initiative that the Arts Unit is a significant partner in has
had a measurable impact within Ryde. This impact has gone far beyond direct
arts provision and has successfully delivered many of the outcomes contained
within the Corporate Objectives. The National Association of Local Government
Officers conference in Bristol in 2001 thoroughly endorsed the concept of
strategic partnerships as the best model for Arts Development within the
current Local Authority framework of Arts Development. The Council should
maintain its role in the development of such partnerships giving priority to
areas of acknowledged need.
Consultation
has shown a general lack of awareness of the services the Arts Unit provides.
This, in turn leads to an inability to influence the policy and practise of the
Authority as well as the perception that the Service is a relatively little value
within the Arts Community. One of the
reasons Bristol City’s Arts Unit cited as being able to exert Regional and
citywide influence was the success of its internal marketing strategy.
Additionally,
this Review process has highlighted the need, within all areas of the Arts on
the Island, for a centralised, dedicated Arts Marketing function.
Research
has shown there is a poor understanding on the Island of many of the issues
surrounding equality and diversity. The Arts is widely acknowledged as being an
excellent model for exploring these issues, creating a better understanding and
appreciation of them and thus improving the quality of life for all. Such
projects should become a priority development for the Arts Unit
In
undertaking this Best Value Review the Arts Strategy has undergone the first
major challenge to its findings and development plan. Generally the findings
and conclusions contained within it have met the challenge of the review.
However, in certain areas the Strategic Aims and associated actions need
amending. Once this has been undertaken the Arts Strategy for the Isle of Wight
2002 – 2007 should be adopted as Corporate policy. The Strategy as a formal
document will need publishing and distributing to arts organisations,
stakeholders and clients. A less formal, précised, illustrated version also
needs to be produced for wider public distribution to ensure easy understanding
and appreciation of the Council’s role in Island Arts Development over the
coming five years .
In
adhering to these recommendations and conclusions it would be expected that the
Isle of Wight Councils Arts Service will continue to benefit from a process of
continuous improvement providing excellent Service that is value for money.
I:\Admin\COMMUDEV\BESTVALU\AreasForImproovementForm.doc
Area for Improvement: 1 – To increase the level of advice,
support and finance aid available to the voluntary arts sector.
|
Actions |
Responsible Person |
Target Date |
Cost Implications |
Outcomes |
Links to Corporate Objectives |
|
|
Capital |
Revenue |
|||||
|
To undertake an
in-depth audit of the scope and nature of all voluntary arts organisations
across the island. |
Arts Development
Officer/Arts Assistant |
31st
March 2003 |
|
|
Greater
communication between authority and voluntary arts sector. Improved support
service to voluntary sector |
2, 7 |
|
To establish a
small arts grants fund to support the development and pump priming of arts
initiatives. |
Arts Development
Officer |
1st April
2003 |
|
£10K per annum |
Increased activity
within voluntary arts sector. Increased inward
investment form arts funding system. Increase in number
and nature of voluntary arts organisations |
2, 4, 7 |
|
To establish a
quarterly arts bulletin in both paper and electronic format to inform
organisations of local regional and national advice/issues. |
Arts Marketing
function (see 7) |
From April 2004 |
|
£2K per annum |
Improved quality of
service to voluntary sector. Increased inward
investment from the arts funding system. Increased
attendances at arts events |
2, 6, 7 |
|
To
facilitate the development of an Island wide Voluntary Arts Network |
Arts
Development Officer |
April
2005 |
|
|
Improved
communication within arts sector. Enhanced
lobbying power for the arts in local, regional and national arenas. Supports
arts strategy development and delivery. |
2,
3, 7. |
|
To
work with the VAN re-establish a bi-annual Island Arts Festival |
Arts
Development Officer/VAN |
Summer
2006 |
|
£10K
pump priming ‘05 £20K
investment ‘06 |
New
relevant event within civic calendar. Marketing
opportunity for artists and creative industries. Meet
the needs of rapidly expanding arts community. |
2,
3, 4, 7 |
Area for Improvement: 2 – To improve the quality and range
of support offered to local artists and creative industries
|
Actions |
Responsible Person |
Target Date |
Cost Implications |
Outcomes |
Links to Corporate Objectives |
|
|
Capital |
Revenue |
|||||
|
To support the
development of a Visual Arts Forum. |
Arts Development
Officer/Quay Arts Centre |
Spring 2003 |
|
£2K |
Establish clear
lines of communication between artists and creative industries and the
authority. Clarify needs and
support systems for target group. |
2, 3, 7 |
|
To enhance the
quality of existing art in the park/esplanade events |
Arts Development
Officer/Arts Assistant/Ryde Arts Festival Coordinator |
June 2003 |
£2K mini marquees |
£250 per event =
£2000 |
Increased tourism. Enhance perception
of local environment. Increased marketing
opportunities for target group. |
2, 4, 6,7 |
|
Support application
process by VAF or QAC or LA for dedicated subsidised managed studio and
gallery space for artists. |
Arts Development
Officer/Arts Marketing Function (7) |
In line with ACE
CP2 round 2 or other appropriate funders |
TBC |
TBC |
Inward investment. Enhanced marketing
opportunities for artists/CI’s Increased
employment opportunities |
2, 3, 4, 7 |
|
To establish a
quarterly arts bulletin in both paper and electronic format to inform artists
and CI’s of local regional and national advice/issues. |
Arts Marketing
function (see 7) |
From April 2004 |
|
£2K per annum |
Improved quality of
service to target group Increased inward
investment from the arts funding system. Increased
attendances at arts promotions. |
2, 6, 7 |
Area for Improvement: 3 – To facilitate geographically
targeted arts development initiatives through the development of new strategic
partnerships.
|
Actions |
Responsible Person |
Target Date |
Cost Implications |
Outcomes |
Links to Corporate Objectives |
|
|
Capital |
Revenue |
|||||
|
Facilitate forums
to identify arts development aspirations/needs of communities in Cowes (E
with W), Sandown and Ventnor. |
Arts Development
Officer |
Phased and ongoing
from now. |
|
|
Greater Authority
understanding of local arts development agendas. New voluntary arts
organisations formed. |
1, 4 |
|
Inter-agency and
cross departmental meetings to consider delivery options for local agendas. |
Arts Development
Officer. Others as appropriate. |
Phased and ongoing
from now. |
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Local arts
development strategies that meet local need, corporate objectives and governments
cross cutting agenda. |
1, 2, 4 |
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Pilot projects
according to local need: -
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Arts Development
Officer. Carnival Development Coordinator |
Spring 2003 |
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Seed funding
identified via RALP/ current budgets. |
Development of
local (Cowes) artist in employment situations. Promotion of the
value of the arts in Community Development. Economic
development/tourism |
1, 2, 3, 7 |
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Pilot further
projects in other targeted areas as appropriate.
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Arts Development
Officer. Others as appropriate. |
April 2003 ongoing |
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Development of
local (Cowes) artist in employment situations. Promotion of the
value of the arts in Community Development. Economic
development/tourism |
1, 2, 3, 7 |
Area for Improvement: 4 – To improve cross-departmental communication
and cooperation in order to provide appropriate support to
commercial/professional and voluntary arts initiatives.
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Actions |
Responsible Person |
Target Date |
Cost Implications |
Outcomes |
Links to Corporate Objectives |
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Capital |
Revenue |
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Develop projects
with colleagues in Community Development that exemplify the value of arts
participation. |
Arts Unit team |
Ongoing |
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Greater value
placed upon the arts as a tool for community development. Enhanced public
perception of Community Development / Authority. More efficient
working practices. |
1, 2, 4 |
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Establish an ‘arts
link’ person in other directorates and divisions |
Arts Development
Officer. Heads of Service |
November 2003 |
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Greater efficiency
in project delivery across all service areas. Greater support/advice
to key arts deliverers and organisations |
1, 3, 6 |
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Create links with
colleagues in the formal education sector through the development of a Visual
Art Coordinators group and a Performing Art Coordinators group. |
Arts Development
Officer. Curriculum Development Coordinator. |
September 2003 |
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Efficient planning
for art residencies in schools. Maximising of
resources. |
2, 7 |
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Formation of
cross-departmental working group to support specific arts initiatives – CP2
bid, Island Arts Festival. |
Arts Development
Officer. Heads of Service. |
January 2005
(latest) |
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Enhanced inward
investment. Greater efficiency
in working practices. |
3,6, 7 |
Area for Improvement: 5
– To develop the theatre provision, in terms of environment and
programme, appropriate to the needs of the local and tourist communities.
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Actions |
Responsible Person |
Target Date |
Cost Implications |
Outcomes |
Links to Corporate Objectives |
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Capital |
Revenue |
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Area for Improvement: 6
– To develop an arts programme that supports greater understanding and
appreciation of contemporary local and national agendas.
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Actions |
Responsible Person |
Target Date |
Cost Implications |
Outcomes |
Links to Corporate Objectives |
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Capital |
Revenue |
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Increase level of
arts developments service to meet the current agendas of the community,
voluntary and professional arts sectors.. |
John Metcalfe |
April 2003 |
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£12K per annum
ongoing (increase 2 days per week) |
Delivery of
outcomes of Arts BV improvement plan. Greater balanced in
programme meeting expressed need. |
1, 2, 7 |
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Establish an arts
promoters or arts programming diary. |
Arts Development
Officer. Theatre Managers |
April 2003 |
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Enhanced image of
Island Arts Scene. Maximising of
limited programming budgets |
6,7 |
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Support Island wide
carnival development as a model for greater understanding of issues relating
to regeneration, social inclusion and cultural diversity. |
. |
Ongoing |
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Economic and social
regeneration. Greater learning
opportunities. Enhanced perception
of the arts. Positive leisure
activity for young people. |
1 2, 4, 7 |
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Make application to
the LSC and others for a Carnival Learning Centre |
Arts Development
Officer Carnival
Development Coordinator |
January 2004 |
Pump priming - TBC |
TBC |
Delivery of learning
agendas. Creates employment
opportunities. Supports local
heritage. National focus for
Island activity. |
1, 2, 3, 7 |
Area for Improvement: 7
– To meet the needs of the voluntary and professional arts sectors in
the formation of a specific arts marketing function.
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Actions |
Responsible Person |
Target Date |
Cost Implications |
Outcomes |
Links to Corporate Objectives |
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Capital |
Revenue |
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To undertake an
in-depth audit of the scope and nature of all voluntary arts organisations,
artists and arts professionals across the island. |
Arts Development
Officer/Arts Assistant |
31st
March 2003 |
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Up to date
information on the scope of the entire arts sector on the Island. Greater
understanding between Authority and arts community. |
3 |
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Establish
appropriate forum to discuss precise marketing support required from arts
sector. |
Arts Development
Officer |
December 2003 |
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£2k |
Marketing plan for
Island arts community. |
2, 3, 7 |
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Appoint Arts
Marketing Officer or devolve function to appropriate agency. |
Arts Development Officer |
April 2004 |
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TBC according to
level of provision - ft or pt. |
Increased tourism. Larger audiences at
arts events. Increased user
satisfaction. Increased income
for local artists/CI’s |
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To establish a
quarterly arts bulletin in both paper and electronic format to inform artists
and CI’s of local regional and national advice/issues. |
Arts Marketing
Officer |
From April 2004 |
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£2K per annum |
Improved quality of
service to target group Increased inward
investment from the arts funding system. Increased attendances
at arts promotions. |
2, 6, 7 |
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To establish a
quarterly arts bulletin in both paper and electronic format to inform
organisations of local regional and national advice/issues. |
Arts Marketing
Officer |
From April 2004 |
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£2K per annum |
Improved quality of
service to voluntary sector. Increased inward
investment from the arts funding system. Increased
attendances at arts events |
2, 6, 7 |
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Support
specific Areas for Improvement as identified in the Best Value review –
particularly Visual Arts Forum, Voluntary Arts Network, bidding into CP2
round 2 and Development of Island Arts Festival |
Arts
Marketing Officer |
As
appropriate |
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Increased
inward investment. Increased
employment opportunities for artists/CI’s. Increased
tourist trade/spend. |
2,
3, 4, 7 |
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Develop
a ‘Made on the Isle of Wight’ charter mark as a symbol of local quality |
Arts
Marketing Officer. VAF. |
Summer
2004 |
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£10K
for graphic designer and marketing |
Economic
development. Increased
tourist spend. Enhanced
employment opportunity. Island
profiling. |
3,
7 |
Base Line Information for 2002-2003
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Service Area, eg Dance, Carnival,
Rural Arts, Festical (please list activities) |
The ratio
of external arts funding obtained compared to internal budgets.
(Indicate funding received) |
Attendance
at all Arts Unit managed and supported events per 1,000 population
(Add attendance Numbers) |
Number of
new partnership projects and the percentage of those deemed to be following
good practice.
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The
number of participatory activities facilitated/ delivered.
(No of events, workshops, performances per area of work) |
The
number of attendances at Shanklin Theatre and Quay Arts Centre and the
subsidy per person attending.
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Performance
Indicators for the Arts