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Report Policy and Resources Committee 20 March 2012

A CREATIVE FUTURE – THE ARTS IN DUMFRIES AND GALLOWAY

1. Reason for Report This report provides information on the final outcome of the liquidation of DG Arts; the outcomes following the Arts Seminar involving 105 participants from within the arts sector across the region; the model agreed by the sector for the development and delivery of the Arts within Dumfries and Galloway and proposals for Members’ approval with regard to Council funding of the Arts (and Creative Scotland’s commitment in this regard).

2. RecommendationsMembers are asked to:

2.1 note the final outcome of the liquidation of DG Arts as detailed at section 3.1 of this report;

2.2 note the outcomes following the Arts Seminar involving 105 participants from within the arts sector across the region as detailed at section 3.2 of this report;

2.3 note the model agreed by the sector for the development and delivery of the arts within Dumfries and Galloway as detailed at section 3.3 of this report;

2.4 note Creative Scotland’s full support, approval of the proposed model for service delivery and proposed financial investment as detailed at Appendix 2 of this report; and

2.5 agree to delegate authority to the Head of Resource Planning and Community Services to agree and award the commissions in accordance with Dumfries and Galloway Council operational commissioning and delivery process based on the Council’s strategic commissioning and delivery policy on behalf of Dumfries and Galloway Council and in partnership with Creative Scotland in consultation with the Chamber of Arts.

3. Considerations3.1 DG Arts3.1.1 Armstrong Watson, Accountants and Financial Advisors are attending to the normal administrative and statutory matters as joint liquidators. They are liaising with the company’s former administrator who was responsible for finance in the preparation of an interim statement of balances showing amounts due to be paid in respect of projects which the company was engaged in promoting and organising. Armstrong Watson are in correspondence with organisations in respect of whom balances were shown as due to be paid to the company.

3.2 A Creative Future – The Arts in Dumfries and Galloway Seminar3.2.1 The proposal to hold a seminar with the Arts sector was planned by Council Officers as the current three year funding programme for the arts sector came to an end and in recognition that a different approach in relation to the development and delivery of the Arts within Dumfries and Galloway was required. In the run up to the seminar the importance of the event became more acute as DG Arts, as a key


organisation with responsibility for the development and delivery of arts related activities, ceased to trade as detailed above.

3.2.2 Council Officers held detailed discussion with colleagues from Creative Scotland in the build up to the seminar, both parties recognising the need to develop a mechanism to develop a shared understanding of needs within the region and to work with the arts sector to agree a model for service delivery and priorities for strategic development which Creative Scotland along with the Council and other partners could support with investment.

3.2.3 The seminar was a great success with 105 attendees from different arts backgrounds from across the region in attendance.

3.2.4 A clear message from the seminar was that there is a vibrant arts sector within Dumfries and Galloway, locally committed, nationally connected and effective as communicators. The sector, however, wants the Council to use its experience to make a real contribution to planning the future of the region by working closely alongside the sector and Creative Scotland in a joined up approach to deliver the best possible public benefits and provide a rich context for developing wider partnerships and attracting wider investment.

3.2.5 A report of the Arts Seminar event was produced which highlighted the following key recommendations:-

Create a cross-sectoral group to work with DGC's officers to develop a joined-up and strategic approach to planning.

DGC should clarify its staff roles now the restructuring in Community and Customer Services is completed; ensuring it makes the best use of its expertise, and addressing any knowledge gaps.

The need for a general awareness raising campaign was agreed (including DGC members).

Audience development should be addressed through a central ticketing system.

The concept of developing arts 'hubs' across the region should be explored. A joined up plan for other resources such as equipment should be developed

and venues across the region should be better utilised.

3.3 The model agreed by the sector for the development and delivery of the arts within Dumfries and Galloway3.3.1 Detailed discussion with Creative Scotland and the arts sector in Dumfries and Galloway produced a framework for the development and delivery of the arts across the region which is very different from the previous model. The sector was keen not to create a replacement ‘stand alone’ organisation to take the place of DG Arts but favoured a more inclusive approach that, although reliant upon continued volunteer input, was an inclusive partnership with Dumfries and Galloway Council based on effective representation from the arts sector that would bring with it significant benefits to those involved by maximising investment opportunities as a result of a more integrated efficient and effective approach.

3.3.2 As detailed at Appendix five Arts Hubs have been established. One Arts Hub in each area of the region together with a region-wide projects Arts Hub have all had

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their first meetings with over 130 arts professionals in attendance. The role, remit and benefit of the hub model is as follows:-

Develop an area based arts activity action plan to be approved by each Area Committee

Report to Area Committees twice yearly on the delivery of each action plan Supporting arts activities across all art forms Coordinating / Facilitating local funding opportunities Networking and information sharing Joint marketing initiatives Area based / specific focus Local representation on the Chamber of Arts Joint Chair DGC / Local Arts Champion

3.3.3 In summary, influenced by the outcomes of Dumfries and Galloway’s Single Outcome Agreement, Creative Scotland’s Strategic Priorities, Dumfries and Galloway Council priorities and each specific area’s own requirements and specialities in terms of the arts, each hub will develop an area based action plan. This action plan will be presented to Area Committees and as a result will enable greater understanding and local decision making in relation to Area Committee grant requests for Arts related activity.

3.3.4 At the heart of this model is the Chamber of Arts. The remit and role of the Chamber of Arts is detailed below:-

Agree key areas of focus and development with the arts sector; Strategic region-wide approach to planning and commissioning of arts

services and key projects; Developing partnerships with Creative Scotland and other partners; Accountable to the arts sector; Representation from the local art partnership hubs; Joint Chair Head of Resource Planning and Community Services and arts

sector champion.

3.4 The Arts in Dumfries and Galloway – Strategic Commissioning process3.4.1 Attached at Appendix 2 are the in principle strategic projects and funding proposals for 2012/13 and 2013/14. Attached at Appendix 4 are detailed overview/summary statements for each of the overarching strategic arts projects. These overarching strategic projects have been developed by Creative Scotland and Dumfries and Galloway Council Officers in consultation with the arts sector in order to maximise and ensure Creative Scotland funding support.

3.4.2 The role of the Chamber of Arts will be to develop operational commissions for each of the strategic projects detailed in consultation with the Arts sector (all those involved in the arts sector in Dumfries and Galloway) in doing so. This model has the full support of the arts sector who are excited by the opportunity of working closely with the Council and Creative Scotland and promoting this new model of arts delivery.

3.4.3 Normal practice would be for the appropriate service committee to agree each commission. However, due to the number of specific commissions within each of the strategic project headings, together with the fact that they will each be developed at

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different times throughout the year, Officers are requesting that, for practical reasons, Members agree delegated authority to the Head of Resource Planning and Community Services to agree and award the commissions on behalf of Dumfries and Galloway Council and in partnership with Creative Scotland in consultation with the Chamber of Arts. It is proposed however that members of the Policy and Resources Committee receive six monthly updates in relation to the commissions as part of the Community and Customer Services Business Plan Performance Report.

3.4.4 The Chamber of Arts will then monitor the commissions following the award by Dumfries and Galloway Council and Creative Scotland.

3.4.5 In summary the commissions will be developed by the Chamber of Arts and the wider arts sector, agreed and procured by Dumfries and Galloway Council and Creative Scotland, monitored through the Chamber of Arts and reported to Policy and Resources Committee as part of the Community and Customer Services Business Plan Performance Report on a six monthly basis. It is proposed that a review of the new model for the development and delivery of the arts in Dumfries and Galloway takes place after 12 months with a report being presented to Policy and Resources Committee detailing findings and recommendations.

3.4.6 Members will note that the projected figures at Appendix 2 result in a relatively low level of funding remaining in each of the financial years 2012/13 and 2013/14. It is proposed that the process as detailed above is followed in respect of any projected under spend. This will allow the arts sector to utilise these funds through the strategic and commissioning of further arts related projects and activities based on achieving the outcomes as detailed at Appendix 3 of this report.

3.4.7 As detailed above the projects and funding profile has been developed in partnership with Creative Scotland evidenced by the proposed significant Creative Scotland financial investment. This Creative Scotland investment will only be maximised by the implementation of the model for the delivery of the arts as detailed at section 3.3 of this report. Initial discussion with other potential funding partners based on the proposed model have been extremely positive and it is envisaged that the figures as detailed at Appendix 2 will be increased as a result of successful project development with other funding providers.

3.4.8 Members will note from the Regional Grants report presented to the Policy and Resources Committee on today’s Agenda that awards are proposed to Spring Fling and DG Arts Festival for 2012/13 from the Regional Grants budget. If approved, it is proposed that these projects will be brought into the arts commissioning process for 2013/14 onwards.

4. Governance AssuranceThe following have been consulted in the preparation of this report and are in agreement with the recommendations:

Head of Corporate Finance & Technology Creative Scotland Director Chief Executive Service Efficient Procurement Programme Manager Strategic Commissioning and Service Delivery Programme Manager

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Author

NAME DESIGNATION CONTACT DETAILS

Richard Grieveson Head of Resource Planning & Community Services

Marchmount HouseMarchmount, Dumfries(01387) 273875

Approved by

NAME DESIGNATION SIGNATURE

Justin Tracy Director of Community and Customer Services

Appendices – four

Background Papers – contained within files

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Appendix 1


Appendix 2

The Arts in Dumfries and Galloway Funding Profile

DGC Funds available:

Former DG Arts core funding £92,000

Former Arts Live funding £65,000

Arts Development Fund £20,000

Total £177,000

Year 2011/2012

DGC: As at 1 February 2012

Funds remaining £94,000 Strategic Projects Link (Appendix 4)

Commitments: Literature Development £10,000 Literature Development Year of Creative Scotland (D&G wide ‘Dancing in the Park’ community dance project)

£33,000 Year of Creative Scotland

Mid Steeple Ticketing Service £26,000 Ticketing

Proposed expenditure Ticketing development (scoping and infrastructure)

£25,000 Ticketing

Funds remaining NIL


Creative Scotland Strategic Projects Link (Appendix 4)

Strategic commitments/ payments made:

Literature Development £35,000 * Literature Development

Scottish Poetry Library Exhibition on tour £37,000 Literature DevelopmentRural Touring/Venue Development (Wee Stories Commission)

£30,000 Rural Touring

Year of Creative Scotland (D&G wide ‘Dancing in the Park’ community dance project)

£55,000 Year of Creative Scotland

Talent Hub Incubator project £25,000 Creative IndustriesTotal Creative Scotland Funding £182,000

* Place partnership funding £35,000

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Year 2012/2013

Strategic Funding Proposal DGC Creative Scotland Strategic Projects Link (Appendix 4)

Literature Development £20,000 * £25,000 Literature DevelopmentEnvironmental Art talk series 2012 * £8,500 Environmental ArtEnvironmental Art Festival planning and project development

£7,500 * £7,500 Environmental Art

Environmental Art Festival 2013 (to coincide with Year of Natural Scotland)

£17,500 * £21,500 Environmental Art

Youth Arts/Entrepreneurship project Stage 1

£10,000 * £10,000 Youth Arts/Youth Entrepreneurship

Interconnections (Arts Hubs) £27,500 * £7,500 Interconnections and Awareness Raising

Midsteeple Ticketing Service £36,000 TicketingRural Touring/Venue Development project pilot

£20,000 Rural Touring

What’s On /marketing development £10,000 Marketing/Audience Development

Visual Arts £28,500 Creative IndustriesEstimate of value of other projects supported in D&G region

** £200,000 Creative Industries

Total £177,000 £280,000


** Creative Scotland ‘open’ funding allocation – indicative figure – subject to application process

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Year 2013/2014

Strategic Funding Proposal DGC Creative Scotland Strategic Projects Link (Appendix 4)

Literature Development £20,000 * £25,000 Literature DevelopmentRegionwide Ticketing Service £20,000 TicketingInterconnections (Arts Hubs) £27,500 Interconnections and

Awareness RaisingRural Touring/Venue Development £25,000 £10,000 (via national

project)Rural Touring

Youth Arts/Entrepreneurship project Stage 2 @ £10k per area

£20,000 £20,000 Youth Arts/Youth Enterprise

Creative Industries Development £10,000 £10,000 Creative IndustriesD&G input to national Arts and Aging Festival @ £10k per area

£20,000 £20,000 (new strategic project)

Visual Arts £34,500 Creative IndustriesEstimate of value of other projects supported in D&G region

** £200,000

Total £177,000 £285,000


** Creative Scotland ‘open’ funding allocation – indicative figure – subject to application process

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Appendix 3

Creative Scotland Objectives Dumfries and Galloway Arts Strategic Objectives (Draft)

Dumfries and Galloway Single Outcome Agreement

Invest in Talent Establish Dumfries and Galloway as a region where the creative potential of our many artists, craftspeople, writers, performers and musicians can be realised and communicated to the greatest possible audience

We will support and stimulate our local economy

We will prepare our young people for adulthood and employment

Invest in Quality Artistic Production Encourage the highest possible quality and range of arts activity within Dumfries and Galloway


Invest in Audiences, Access and Participation

Encourage all residents of Dumfries and Galloway to participate in and enjoy the arts

Encourage the widest possible access to, participation in and appreciation of the arts by all

We will provide a good start in life for all our children

We will care for our older and vulnerable people

Invest in the Cultural Economy Maximise the social and economic impact of the region’s arts sector


Invest in Places and their contribution to a Creative Scotland

Develop the arts profile of Dumfries and Galloway to enhance both local and national perceptions of the region

We will protect and sustain our environment.


STRATEGIC ARTS PROJECTS SUMMARIES 2012 Appendix 4

CREATIVE INDUSTRIES

AIM OF PROJECT Build on the findings of the current CABN (Creative Arts Business Network South of Scotland) project to develop and maintain Dumfries and Galloway as a place where businesses in the creative industries are seen to be thriving.

Target support to help creative industry businesses become more sustainable and deliver maximum economic and social benefit within communities across the region.

SUMMARY OF THE PROJECT

The final shape of the project will depend on the recommendations that emerge from the CABN project, and the economic impact study currently being undertaken by EKOS. However it is likely it will feature the following:

CABN officer post (permanent Council post) continues, and facilitates information exchange between creative businesses, maintains web-based information service, creative business database and networks, and coordinates initiatives

Current CS/DGC funded devolved awards scheme for artists and makers expands to include all creative businesses

Support for key initiatives such as Spring Fling Facilitation of Youth Enterprise Scheme (see below)

WHY IS THE PROJECT NEEDED?

Builds on Council’s previous creative business development work dating from 1994, which evaluations show was successful. Follows CABN project, which itself was based on evidence of demand and will present evidence-based recommendations for future action.

HOW DOES THIS RELATE TO THE COUNCIL’S PRIORITIES AND CREATIVE SCOTLAND’S NATIONAL STRATEGIES?

DGC: We will support and stimulate our local economy; We will prepare our young people for adulthood and employment CS: Invest in Talent; Invest in the Cultural Economy

WHO WOULD BE INVOLVED?

CABN officer; creative industry businesses; schools and colleges; P&E Economic Development Team; Business Gateway; Scottish Borders CABN; Cultural Enterprise Office; Creative Scotland; Spring Fling and other relevant organisations

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HOW WILL IT BE DELIVERED?

See above – key elements are CABN post; database of creative businesses; creative business awards scheme; youth enterprise scheme

HOW WILL IT BE FUNDED?

CABN post is a permanent post within the CouncilCurrent CABN project budgets include set up of creative business databases and web-based information serviceIdeally creative business awards scheme would expand form visual artists and craft makers only to cover artists working across a full range of art forms

YOUTH ENTERPRISE/YOUTH ARTS

AIM OF PROJECT Establish a Youth Arts plan for Dumfries and Galloway that creates opportunities for young people to benefit from engagement with the arts.

Make use of practices and techniques common within the arts and creative industries to enhance the entrepreneurial skills of young people, helping to prepare them for the 21st century employment market.


This project will have a number of stages, the first of which will be to commission a D&G Youth Arts plan during 2012/13. This will link to the national Youth Arts Strategy currently being developed by CS.

It is envisaged that two strands of support may emerge – a Youth Enterprise scheme facilitated within the scope of the Creative Industries project (see above) and a Youth Arts support scheme that could be used to fund youth arts initiatives in the four Arts Hub areas. The Youth Enterprise scheme may include a paid internship scheme placing young people with arts business/organisation mentors.


A recent seminar on D&G youth arts identified the considerable benefits of youth arts for young people, but also that there is little known about what’s happening in youth arts across D&G and there could be much more coordination between organisations and individuals working in this area. This theme also emerged at the Dalbeattie stakeholder seminar. It fits with the emerging CS Youth Arts Strategy.

HOW DOES THIS RELATE TO THE COUNCIL’S PRIORITIES AND CREATIVE SCOTLAND’S

DGC: We will provide a good start in life for all our children; We will prepare our young people for adulthood and employment

CS: Invest in Talent; Invest in Audiences, Access and Participation; Youth Arts Strategy

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NATIONAL STRATEGIES?


Young people; CLD; youth theatres; creative businesses, arts organisations and arts services; CABN officer; active schools; Curriculum for Excellence team; schools and colleges, Princes Youth Business Trust; Hollywood Trust, Creative Scotland


See above – first stage is Youth Arts Plan, followed by Youth Enterprise and Youth Arts schemes – these will need to be long-lasting schemes to ensure that they have a positive impact.


Allocation for plan development (split CS/DGC) in 2012/13; funding for each scheme (Enterprise and Arts) split DGC/CS from 2013/14

ENVIRONMENTAL ART

AIM OF PROJECT To make the most of Dumfries and Galloway’s unique landscape environment, its track record of top quality artists working on public art projects in the region and forthcoming opportunities such as the Dark Skies Biosphere designation, the Gretna Landmark public art project and plans for a Land Art Centre on the Crichton campus to establish the region as a national centre of excellence in environmental art.


The project will have a number of stages, the first of which will be to draw up an environmental art action plan. Creative Scotland will be investing in a series of arts and environment talks to be organised by the Crichton Carbon Centre during 2012 and a feasibility study into an Autumn Environmental Arts Festival, linked to Spring Fling in 2013. Other milestones will also include developments linked to the Dark Skies park, the Gretna Landmark Project and the Land Art Centre plans for the Crichton campus.


D&G has an established track record in this field, research studies indicate the positive benefits of environmental art in the region and the Dalbeattie stakeholder seminar identified artists working in D&G’s natural environment as one of the region’s key strengths. There are a number of unique opportunities for D&G to excel in this area (Dark Skies, Gretna Landmark, high calibre of land artists with links to the area)

HOW DOES THIS RELATE TO THE COUNCIL’S

DGC: We will support and stimulate our local economy; We will protect and sustain our environmentCS: Invest in Talent; Invest in Quality Artistic Production; Invest in Audiences, Access and Participation;

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PRIORITIES AND CREATIVE SCOTLAND’S NATIONAL STRATEGIES?

Invest in Places and their contribution to a Creative Scotland


Artists; environmental art agencies including Wide Open; schools and college; Dark Skies Biosphere; Spring Fling; Scottish Natural Heritage; Forestry Commission; Crichton campus; Crichton Carbon Centre; arts organisations and arts services.


Stage 1 is to commission an environmental arts plan in 2012/13. 2012 will also see a series of talks funded by Creative Scotland at the Crichton Carbon Centre and feasibility work will be commissioned into an Environmental Arts Festival to happen Autumn 2013 in collaboration with Spring Fling. From 2012/13 seed-funding will be provided for a D&G based environmental art agent to develop and implement initiatives in line with the plan, including the festival (is this feasible?).


Seed funding to support a Public Art agency to be active in D&G will be split between CS and DGC. (How much is required?). Environmental Arts taster and 2014 Festival will be co-funded by CS and DGC, with input from Event Scotland and Hollywood Trust as appropriate.

RURAL TOURING

AIM OF PROJECT Develop a forum of touring venues, and facilitate inward touring of drama, dance and music performances across Dumfries and Galloway with a longer term aim of developing a South of Scotland Rural Touring Scheme.


This is currently subject to the outcome of Creative Scotland’s current review of touring theatre on a national scale, but it was originally envisaged that this project would employ a facilitator to coordinate the network and operate a venue incentive/guarantee against loss scheme to facilitate inward tours of high quality product to venues across the region, using the tried and tested methods used by PAN and NEAT, touring theatre networks in the Highlands and Aberdeenshire. The project will also encourage participative workshops in relation to each tour for young people and adults.


There is no currently no resident professional theatre company provision in Dumfries and Galloway, and individuals have to overcome major barriers in terms of transport availability, travel and accommodation costs, and time before they can access the wide choice of high quality productions available in cities such as Glasgow, Edinburgh and Newcastle. There is a network of excellent small theatres and venues across the region but most are run by volunteers and have little or no programming and marketing budgets, which means that they cannot afford to take risks on what they programme for local audiences. When subsidies have been

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available in the past through successful programmes such as Arts Live 2010 and the Homecoming 2009, local theatres and venues have been able to programme high quality productions. Without support the venues cannot afford to programme contemporary or cutting edge work. This project was identified as a priority at the Dalbeattie stakeholder seminar. It links to similar aspirations in the Scottish Borders.


DGC: We will provide a good start in life for all our children; We will care for our older and vulnerable people; We will support and stimulate ort local economyCS: Invest in Quality Artistic Production; Invest in Audiences, Access and Participation; Invest in Places and their contribution to a Creative Scotland


Theatres and venues across Dumfries and Galloway including village halls; national touring companies; Wee Stories (commissioned by CS to develop touring in the South of Scotland during 2011/12); youth theatres; schools and colleges; arts organisations and services; performing arts practitioners based in D&G.


The project could support venues to attend showcase events (such as Emporium) to select productions; provide incentives/subsidies against cost for touring product; help venues to facilitate linked programmes of audience development activity and provide co-ordinated marketing support. This project will link closely to Ticketing and Marketing.


An initial bid was submitted to CS £68,000 split between DGC and CS for 2012/13. We now know that CS investment will not be available in 2012/13, but may be forthcoming thereafter depending on the outcome of the national touring theatre review. We need to decide how best to spend any DGC monies that might be available in 2012/13 to get the best value from this investment for the short and long term.

TICKETING

AIM OF PROJECT To make it possible for audiences to have easy access to ticket sales for events of their choice across the region both in person (through local ticket sales points) and online

To maintain a ticket sales outlet in the centre of Dumfries and Galloway, selling tickets for a wide range of venues and events across the region

To make it possible for venues across Dumfries to cross-sell tickets for other venues and events To enable venues and events to access a wide customer database in order to proactively market events

SUMMARY OF THE The first stage will be a short scoping exercise to work out the ‘spec’ of what is needed.

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PROJECT We will then need to invest in hardware and software for the various venues and online ticket sales points – options will range from investing in a ticketing/customer relationship management (CRM) software package to be used by multiple users across the region, to giving venues across the region the wherewithal to access an existing national ticket service such as ‘Ticketweb’.

We will also need to consider the resources required to support both ‘what’s on’ facilities and the proactive marketing of tickets for venues and events across the region and beyond


There are many ticketed arts events organised across the region that are of great potential interest to local and visitor audiences, but many are organised by volunteer groups who have little or no paid staff or ticket sales infrastructure (i.e. no computerised ticket sales systems or online ticket sales facilities). There is also a need for local ticket sales outlets for events coming into the region from national companies (such as SCO and RSNO). DGArts established an online ticket sales system, events website and marketing service, which operated from the Midsteeple and were successful in generating sales for a range of venues and events. This service was very valuable for a range of local and national event promoters and following DGArts’ demise this service has been continued in the short term by the Council while longer term solutions are found.


DGC: We will provide a good start in life for all our children; We will care for our older and vulnerable people; We will support and stimulate our local economyCS: Invest in Audiences, Access and Participation; Invest in Places and their contribution to a Creative Scotland


The venues involved in the Rural Touring forum, plus non-venue based festivals and events promoters. Village halls promoting occasional events, performers, touring companies and audiences will be beneficiaries.


Undertake scoping; invest in infrastructure; invest in staffing/marketing resources


DGC has earmarked the funds to maintain the ticket sales service at the Midsteeple for 2012/13 and may have some funds for investment in infrastructure. At the moment this project does not appear to be a priority for CS investment so we will need to establish a funding model that is sustainable long term, and which maximises earned income.

MARKETING AND AUDIENCE DEVELOPMENT

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AIM OF PROJECT Increase access to high quality arts experiences across the region for local residents (including hard to reach and disadvantaged groups) and visitors

Increase the number of attendances at arts events across the region


Ensure that arts events and activities across the region are included in a ‘What’s On’ that is effective in reaching local and visitor audiences

Facilitate a better understanding of audiences for the arts in D&G and assist venues and event promoters to use this knowledge to target their marketing effectively and efficiently

Assist venues and event promoters to develop programming and marketing strategies to increase access for hard-to-reach and disadvantaged audiences to high quality arts experiences


The need for a What’s On was voiced at the Dalbeattie seminar and at the arts hub meetings, as was the need to increase arts audiences to include a wider range of people, including groups that are currently under-represented.


DGC: We will provide a good start in life for all our children; We will care for our older and vulnerable people; We will support and stimulate our local economyCS: Invest in Audiences, Access and Participation; Invest in Quality Artistic Production; Invest in Places and their contribution to a Creative Scotland


Arts organisations and practitioners across the region; arts hubs; other non-arts event and programme providers (for the What’s On); Destination Dumfries and Galloway; Visit Scotland


This would require: resources to maintain and disseminate ‘What’s On’ information (unless this is done by self-access online) resources (including software) to record and interpret customer information and trends on ticket sales resources to help venues and event organisers to make the most of this information.

It would make sense to link this to Ticketing and Rural Touring projects. HOW WILL IT BE FUNDED?

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LITERATURE DEVELOPMENT

AIM OF PROJECT Provide the widest possible range of literary experiences in order to make a significant contribution to the cultural life, health and well being of the people of Dumfries and Galloway

Improve the diversity, quality and access to literary activities across the region


Wigtown Festival Company (WFC) has been commissioned to provide creative leadership in the literary arts sector and employ a Literature Development Officer (LDO).

WFC will provide a transparent and representative management structure for monitoring and evaluating literature development across the region and LDO activities will include: a professional development programme for literature professionals supported by LDO activities (linked to the CABN Creative Industries project); support to Wigtown book festival; a regional strategic plan for children and young people to engage with literature; literary activities targeted to support health and well-being programmes where appropriate; writers in residence programmes linked to Dark Skies, Gretna Landmark and Peter Pan Moat Brae projects; a directory of literary resources for the region; Southlight published as D&G’s literary magazine.


The post of Literature Development Officer has been in place within the region for over 10 years and was originally placed within DGArts. It is viewed as a model of best practice by CS and other agencies across Scotland and the UK. The current work plan is based on a Literature Development Study carried out by Liz Niven in 2010.


DGC: We will provide a good start in life for all our children; We will care for our older and vulnerable people; We will support and stimulate our local economyCS: Invest in Talent; Invest in Quality Artistic Production; Invest in Audiences, Access and Participation; Invest in Places and their contribution to a Creative Scotland


Writers and other relevant creative practitioners, readers and audiences for spoken word literature; WFC, LDO; CABN; local and national agencies; schools and colleges; library service.

HOW WILL IT BE Commission for WFC to deliver as outlined in summary above

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DELIVERED?HOW WILL IT BE FUNDED?

CS Place Partnership, DGC and WFC funding package agreed until March 2013.

YEAR OF CREATIVE SCOTLAND

AIM OF PROJECT To enable one of five UZ Arts ‘Out of the Box’ projects, devised for 2012 and funded by CS, to take place in Dumfries and Galloway

To increase awareness of and participation in a variety of dance forms for audiences in communities across Dumfries and Galloway

To forge links between UZ Arts and D&G based practitioners and promoters that will lay the groundwork for collaborative projects in the future


The project will work with a range of community dance groups across the region, helping them to work with professional dancers and other creative professionals and come together to participate in high profile celebratory events attended by a wide ranging audience.


Dance is one of the most under-developed art forms in the region and yet is accessible to a range of audiences. It is popular among young people, but is also practised by older people. Participation in dance is proven to have a number of benefits, including health benefits. This project will help raise the profile of the arts in Dumfries and Galloway for local and visitor audiences during the Year of Creative Scotland.


DGC: We will provide a good start in life for all our children; We will provide a good start in life for all our children; We will care for our older and vulnerable people; We will support and stimulate our local economyCS: Invest in Audiences, Access and Participation; Invest in Quality Artistic Production; Invest in Places and their contribution to a Creative Scotland


Community dance groups across Dumfries and Galloway, D&G based dance practitioners and other creative professionals; audiences; venues for dance performances; schools and young peoples’ group

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This project will be delivered by UZ Arts, working closely with D&G based artists and community groups


Funds for this project have already been committed from 2011/12 budgets by DGC and funding is in place from CS. UZ Events have also approached the Holywood Trust.

INTERCONNECTIONS AND AWARENESS RAISING

AIM OF PROJECT Raise awareness of issues specific to the arts sector (locally and nationally) among DGC officers, senior managers and elected members

Strengthen relationships between D&G arts sector, Council and Creative Scotland Raise awareness of local government agendas among local arts sector


1. Area Arts Hubs bring together local arts organisations and individuals, local elected members and Council officers in joint mapping exercise and development of Area Arts Plan

2. Chamber organises/commissions annual Arts conferences to bring together D&G arts organisations and individuals, local elected members, Council officers, relevant agencies and Creative Scotland representatives

3. Other ideas…WHY IS THE PROJECT NEEDED?

Identified as a need at Dalbeattie Stakeholder seminar, and by DGC senior managers and Creative Scotland


DGC: Enables greater understanding of how the arts can help deliver on the Council’s priorities CS: Contributes to the Dumfries and Galloway Place Partnership


Arts hubs and Chamber; arts organisations and services, practitioners and interested individuals, DGC officers, elected members, Creative Scotland officers, invited speakers and representatives of partner agencies/services


1. Each Area Arts Hub to lead on local mapping and development of Area Arts Plan, inviting local elected members in planning sessions and reporting on findings at Area Committee/during new Member induction

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2. Chamber to lead on annual arts conference, this might be general in 2012, then linked to key areas of interest thereafter (Year of Natural Scotland 2013 – link to tourism sector; Year of Commonwealth Games 2014 – link to Environmental Arts Festival/UZ Arts event) etc


Allocation from DGC and CS budgets for 2012/13

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report - dumgal and galloway councilegenda.dumgal.gov.uk/aksdumgal/images/att693.docx · web...

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