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FORWARD - Exeter City Council

VIEWS: 7 PAGES: 40

									Arts & Media Strategy 2004-2006




January 2004
                                                             Arts & Media Strategy 2004-2006




      CONTENTS


       Foreword                                                                    3
1      Corporate Strategic Framework                                               5
      1.1 Exeter Vision – The City‟s Community Strategy                            5
      1.2 A Cultural Strategy for Exeter                                           5

2      Rationale: How the Arts Can Contribute to the Delivery of the               7
       City’s Strategic and Cultural Objectives
       2.1   A Prosperous City                                                     7
       2.2   An Accessible City                                                    8
       2.3   An Electronic City                                                    9
       2.4   A City of Strong Communities                                          10
       2.5   A City Where Everyone Has A Home                                      11
       2.6   A City Where People are Healthy and Active                            11
       2.7   A City Where the Environment is Cared For                             12
       2.8   A Safe City                                                           12
       2.9   A Learning City                                                       13

3      The Broader Context for the Arts                                            15
      3.1    National Developments                                                 15
      3.2    Regional Developments                                                 15
      3.3    Local Developments                                                    16

4      Analysis of the Current Position of the Arts in Exeter                      17
       4.1   Arts Providers and Organisations Operating in the City                17
       4.2   Arts and Events Best Value Service Review                             20
       4.3   2002 Exeter Arts Audit                                                20

5      The Arts and Media Strategy                                                 23
       5.1   Strategic Priorities for the Arts and Media                           23
       5.2   Revised Objectives                                                    23

The Arts and Media Strategy Action Plan: 2004 – 2006                               25
       1     Develop the Arts and Media Infrastructure                             25
       2     Improve the Quality and Diversity                                     26
       3     Increase Access and Participation                                     28
       4     Support the Involvement of Artists to Give Added Value                31
             to Places And Spaces
       5     Support City‟s Creative Industries                                    32
       6     Support Exeter as a Learning City                                     33
       7     Contribute to Strong Communities and Social Inclusion                 34
       8     Maximise Existing Cultural Investment in the City                     35
             and Increase External Funding


Appendix 1             Definition of Terms                                         37
Appendix 2             Arts and Events Best Value Review                           38




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    Arts & Media Strategy 2004-2006




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                                                                     Arts & Media Strategy 2004-2006




FOREWORD

Exeter City Council last produced an Arts, Media and Cultural Strategy in November 1998, and it
has served the city well for five years.

This new Arts and Media Strategy, produced in 2003, sits within a hierarchy of new corporate
strategies: it takes as its starting point the strategic objectives set out in Exeter Vision – The
City’s Community Strategy, as well as the Cultural Strategy for Exeter, both also published in
2003.
The Arts and Media Strategy will provide the City Council with a framework for the next three
years and will be reviewed in 2006.

Section 1 provides an overview of key corporate strategies that inform priorities for development of
the arts in the city. Section 2 sets out how the arts contribute and can be developed to assist in
delivering the city‟s strategic objectives. The third section outlines the external environment for the
arts: the national, regional and local context in which the city‟s professional and voluntary arts
activities operate.

Section 4 outlines the current situation in the context of the current major arts providers and
organisations in the city, the 2001 Best Value review of the arts, and the Exeter Arts Audit
completed in 2002. The final section presents a series of revised objectives for arts development
for the three-year lifespan of this document, actions to deliver those objectives, and a timetable.

Definitions of the terms arts, media, culture, cultural and creative industries, and cultural planning,
as used in this document, are given in Appendix 1.




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    Arts & Media Strategy 2004-2006




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                                                                 Arts & Media Strategy 2004-2006




1     CORPORATE STRATEGIC FRAMEWORK

1.1   Exeter Vision - The City’s Community Strategy

      The purpose of Exeter‟s Community Strategy is “to set down clearly where we want to be
      in 20 years time and how, together, we can get there”. Exeter‟s strategy is based upon
      and makes a clear commitment to partnership working and encompasses the economic,
      environmental and social issues that matter to Exeter. It has been based on extensive
      consultation with residents, the business community and voluntary, community and public
      organisations.

      The Community Strategy embraces other departmental and service strategies existing or
      being developed within the Council as well as informing their development, as is the case
      with the arts strategy.

      Exeter Vision restates the city‟s mission statement – "to enhance Exeter as the regional
      capital and to work in partnership to improve the quality of life for all people living in,
      working in and visiting the city" - its determination to be the regional capital of the South
      West, and to achieve “a confident city providing employment, services, and cultural and
      leisure opportunities to people both in the city and surrounding areas”.

      Exeter Vision identifies ten inter-related themes, which provide a framework for action to
      enable the city to achieve its twenty-year vision.

      These themes are-
            a prosperous city
            an accessible city
            an electronic city
            a cultural and fun place to be
            a city of strong communities
            a city where everyone has a home
            a city where people are healthy and active
            a city where the environment is cared for
            a safe city
            a learning city

      Within each of these themes, a broad aim has been set, key issues are articulated, and a
      three-year action plan is set out.


1.2   A Cultural Strategy for Exeter

      In 1999, central government, through the Department for Culture, Media and Sport
      (DCMS), signalled its intention that all local authorities should have a Local Cultural
      Strategy in place by the end of 2002.

      The purpose of the Local Cultural Strategy is to “reflect the local community‟s overall ways
      of life, its experiences, activities, choices, values and uniqueness”. In terms of scope,
      „culture‟ as defined by the DCMS is intended to include arts, sports, libraries, museums,
      heritage, archaeology, archives, architecture, crafts, children‟s play, reading, parks,
      tourism, countryside recreation etc. Other activities such as entertainments, design,
      fashion, food, media, visiting attractions and informal leisure pursuits might also form part
      of some Local Cultural Strategies.




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                                                              Arts & Media Strategy 2004-2006


As Exeter City Council was producing its Local Cultural Strategy alongside its Community
Strategy, the Government announced plans to make cultural strategies an explicit
component of the more overarching Community Strategy.

In addition to its relationship with other corporate policies, the Local Cultural Strategy
relates to the policies of other regional and national agencies as well as neighbouring local
authorities. In Exeter‟s case, this includes Culture South West and its component
agencies – Arts Council England South West, South West Museums, Libraries and
Archives Council, South West Tourism, Sport England and English Heritage as well as
Devon County Council

In addition to restating the Council‟s overarching objective to enhance Exeter as the
regional capital and to work in partnership to improve the quality of life for all people living
in, working in and visiting the city, there is the explicit cultural objective – “for Exeter to be
a major cultural and leisure centre in the region, increasing the vitality of the city for the
enjoyment of both residents and visitors”.

The Local Cultural Strategy begins to provide a series of actions to further each of the
themes set out in Exeter Vision – The City’s Community Strategy.




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2     RATIONALE: HOW THE ARTS CAN CONTRIBUTE THE DELIVERY OF
      THE CITY’S STRATEGIC AND CULTURAL OBJECTIVES

      The following section identifies how the arts can contribute to the ten strategic objectives
      set out in Exeter Vision – the city’s community strategy and to the Exeter Cultural
      Strategy.


2.1   A Prosperous City

      Exeter Vision’s aim is “to promote sustainable investment and maximise opportunities
      enabling all people to achieve their full potential”.

      Cultural Strategy Objectives:

         establish a cultural quarter in the city, around the area between the Castle, the Royal
          Albert Memorial Museum, the Phoenix Arts Centre, the Central Library and Gandy
          Street, aiming to build a critical mass of cultural attractions and creative industries,
          including space and outlets for artists and craftspeople

         carry out a feasibility study for the development of a new, multi-purpose venue in the
          city centre

      The arts have a powerful economic value in that they are, with heritage, amongst the most
      important means of redefining a city‟s or region‟s image. They are instrumental in
      attracting inward investment and powerful generators of wealth and creativity.

      The arts and cultural activity have become increasingly important in urban regeneration in
      Britain, though the emphasis is now shifting from capital investment to focusing on people.
      Wealth creation, social cohesion and quality of life all ultimately depend upon confident,
      imaginative citizens who feel empowered to fulfil their potential.

      Research has demonstrated that access to cultural facilities and opportunities to take part
      in creative activities and to live and work in pleasing surroundings are increasingly
      important factors in the location of businesses.

      The arts contribute to the wealth of activities that attract tourists to Exeter, a sector worth
      £85.6 million per annum to the local economy. South West Tourism predicts growth of
      60% in the value of tourism to the region by 2020. Their research indicates that 6% of
      visitors to the South West see a performing arts event and 5% visit an exhibition or
      heritage site during their stay in the South West.

      The 2002 Exeter City Arts Audit fully endorses the Cultural Strategy objectives to create a
      cultural quarter and to carry out a feasibility study for the development of a new, multi-
      purpose venue in the city centre. The provision of adequate facilities for creating,
      exhibiting and presenting the arts in Exeter is an extremely important issue, if not the most
      important for those working in the sector. The Arts Audit identified that 70% of voluntary
      arts organisations are operating in inadequate facilities - rehearsal, workshop, exhibition
      and performance spaces that do not meet their needs. There is a need for more and
      better local facilities.

      Over half the responses from voluntary arts organisations, which possibly represent the
      largest constituency of arts-goers in the city, identified new facilities capable of receiving
      national touring, West End type productions, pop concerts, and large orchestral concerts
      as a key issue for the arts. There is an opportunity to address both these issues in the
      feasibility study for the proposed new multi-purpose venue, with the viability and
      deliverability of such a venue being the main elements of the brief.


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                                                                   Arts & Media Strategy 2004-2006




      The arts and cultural industries are worth £1 billion per annum to the South West region.
      In February 2000, there were 90,000 people – 5% of total regional employment – working
      in the sector, which grew by over 9.9% over the ten years to 2001.

      In terms of their economic value to Exeter, eighteen organisations provided information for
      the Exeter City Arts Audit indicating their total annual turnover was approaching £5 million
      based on 2001/02 figures, and 68% predicted an increase in turnover.

      The Festivals Mean Business report, published by British Arts Festivals Association in
      2001, confirms the measurable contribution made by arts festivals to the cultural and
      economic wealth of the country. The survey of 137 festivals found that they provide well
      over 5,000 events per year, 101 festivals spent £37.4m, resulting in spending elsewhere in
      the economy in excess of £90m. 137 festivals employed 3,387 staff excluding thousands
      of self-employed artists, technicians who deliver the programme. The festivals also
      provide opportunities for thousands of volunteers, the average festival employing 52
      volunteers.

      Thriving cultural industries including the arts provide new opportunities attractive to young
      people, in new technologies, music and design especially, as well as benefiting the wider
      community. Small and medium sized arts and cultural enterprises are particularly
      important as they can help keep money within the locality whereas bigger business may
      divert profits outside the area. The Arts Audit identified that one third of individual artists
      and craftspeople are also working in inadequate spaces.

      A Cultural Quarter or another location could provide studio, exhibition and retail
      opportunities, but the rents would need to be affordable. Money kept and spent locally
      stimulates other local business, and the benefits of encouraging this sector can be
      considerable. Exeter‟s developing reputation as a film and media-friendly city provides
      considerable potential for economic growth in this sector. The positive spin-off effects on
      both the local economy and the local skills and experience base resulting from such
      cultural regeneration schemes is well documented.

      National partnerships such as those with Arts Council England, Museums Council and
      English Heritage, enjoyed by Exeter‟s arts and media organisations and museum, are
      significant in supporting the regional identity of cultural activity in the city.


2.2   An Accessible City

      Exeter Vision’s stated objective is to improve accessibility for all and to promote and
      extend alternatives to car use, and the Cultural Strategy relates this to cultural facilities
      and activities and, in particular, to promoting Exeter‟s night-time economy.

      Cultural Objective:

         better public transport to make services, facilities and activities throughout the city
          more accessible, with particular reference to the night-time economy

      The arts sector has adopted a broader definition of ‘access’ to include not only increasing
      accessibility to the arts through improved public transport, but the whole range of issues
      which exclude people from participating and enjoying the arts. Addressing social inclusion
      has been one of the Arts Council‟s five strategic priorities since 2000, and is one of the
      key concerns throughout the national arts funding system and amongst arts organisations
      and cultural providers who recognise the ability of the arts to inspire, challenge, empower
      and engage people.




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                                                                 Arts & Media Strategy 2004-2006




      Barriers to participation, beyond access to transport, are those of physical and intellectual
      access and can include:
       economic deprivation, both individual poverty and deprivation of identified
          communities
       age, including the difficulties experienced by many elderly people in accessing
          appropriate services including the arts
       physical and mental disability, which includes overcoming physical barriers to all kinds
          of arts activities as well as increasing accessibility to targeted activities and events
       social exclusion, for example lack of crèche facilities, or ethnic communities who have
          historically been excluded

      In the arts, social inclusion has been most successfully achieved through forming
      partnerships with a broad cross-section of public, private, community and voluntary sector
      partners offering a wide range of expertise to excluded individuals and communities.
      Exeter arts organisations such as Magic Carpet and Double Elephant Print Workshop
      have good track records in developing regular arts activities and short-term projects for
      people with learning difficulties or physical and sensory disabilities, excluded adolescents,
      at risk people and the elderly. In particular, the Wren Trust and the Council‟s Community
      Outreach team utilise arts activities to reach a wide range of socially disadvantaged young
      people and adults.

      All the Council-funded arts venues - Exeter Phoenix, the Northcott Theatre, Spacex
      Gallery, and Royal Albert Memorial Museum and Art Gallery (RAMM), are committed to
      providing physical and intellectual access to facilities in order to make their work fully
      accessible. The Council through its direct services, festivals, events and outreach
      projects, and funded organisations such as Wren Trust, Theatre Alibi, Bournemouth
      Symphony Orchestra, all similarly endeavour to use fully accessible venues. The Northcott
      Theatre and Exeter Phoenix have taken a lead in providing signed and described
      performances. The Common Players and Theatre Alibi perform in parks, schools and
      community centres, taking their work to local audiences. All Council-funded arts venues
      have outreach policies to increase audience access and participation. Equata, the
      regional agency charged with training in equality and accessibility in the arts, has an
      important role to play in providing guidance on best practice in this area.

      Clearly, daytime and night-time accessibility must be priorities in developing transport
      linkages and in the siting of new arts facilities.


2.3   An Electronic City

      In aspiring to be an “electronic city”, the Exeter Vision aim is to encourage people,
      business and other organisations to fully embrace the latest technology and use it to
      improve the way we work and live.

      Cultural Objectives:

         develop a city partnership to use Information and Communications Technology (ICT)
          to promote access to cultural opportunities, including electronic booking and
          information services

         develop the quality of cultural provision on the web

         all cultural services should consider their potential for providing learning and seek to
          exploit it by digitisation and web enhancement

      In Bristol, Watershed Media Centre provides a perfect example of the arts contributing to
      developing the electronic city. A founder member of the Bristol Creative Technology




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                                                                  Arts & Media Strategy 2004-2006




      Network, the Watershed has developed new skills and content by working in partnership
      with the full spectrum of creative activity in the city, including artists, schools, Further and
      Higher Education, community groups and media companies. Watershed‟s work has a
      strong emphasis on social inclusion and lifelong learning, with projects and outreach work.
      The Guardian referred to Watershed in describing Bristol as marrying new technology
      and creativity with its industrial heritage.

      Exeter similarly has the potential to use the arts and media as a tool to engage people of
      all ages in new technologies. Exeter Phoenix Media Centre, the Animated Exeter Festival
      and the Museum provide these opportunities alongside schools, colleges and local
      creative industries. Development plans for Priory School to become a media centre of
      excellence and Exeter College‟s expansion in media studies provide increased
      opportunities for partnership working and collaborative projects.

      By expanding the active role already being taken in promoting emergent technology, such
      as broadband internet, the City Council has the potential to provide further support and
      information to arts and media initiatives.

      For Exeter to realise its potential as a regional capital there is a need to develop cultural
      marketing strategies within the city and beyond. Greater use of electronic media and city
      centre plasma screens are obvious methods to achieve this. With the relocation of the
      Council‟s Tourist Information Centre within the new city-centre Princesshay development
      there is an ideal opportunity to establish a one-stop marketing and ticketing solution for a
      whole range of arts and media events and activity. The digital and communications
      technology for electronic “what‟s on” information for automatic emailing of brochures and
      for “electronic” ticket sales exists, and the necessary partnerships have already been
      identified and could be exploited. These developments would not only provide better
      marketing for cultural events and activities but also improved customer services and public
      access to information.


2.4   A City of Strong Communities

      The Exeter Vision aim is to be a city where every resident is able to play a full and active
      part in its social, economic, political and cultural life.

      Cultural Objectives:

         promote social inclusion by ensuring that all services and initiatives consider how they
          will provide for parts of the community not traditionally engaged with those services

         create a proactive grants system which has at its root the intention of equalising
          access to all cultural services and activities

         invest in capacity building within community groups to enable them to create and
          manage their own programmes, supporting them with facilities where appropriate

      Successful arts initiatives can develop a sense of community identity and increased self-
      esteem. There is a long history of people being empowered to take an active role in
      shaping their communities through initial involvement in community arts initiatives such as
      those being developed by community arts organisations such as the Wren Trust. Another
      community arts organisation, Magic Carpet, was a winner of The Guardian Charity of the
      Year Award, 2001.

      The city‟s amateur arts organisations are vital to the maintenance and growth of
      community cohesion and spirit, make a significant contribution to the artistic vitality of the
      city, and provide important opportunities for people to participate in arts activity. However
      there are some gaps in provision which merit attention.



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2.5   A City Where Everyone Has A Home

      Exeter Vision stated aim is to ensure that there are enough well-designed, maintained
      and affordable homes, properly managed in an attractive and safe setting for the people of
      Exeter. As the strategy states “the worst symptom of housing need – homelessness –
      needs to be tackled and prevented as far as possible”.

      Arts activity strengthening individual self esteem and sense of family and belonging can
      help prevent the causes of homelessness.

      Roger Dean‟s „Sculptures‟ integrated into the Wonford housing estate are an example of
      art contributing to well-designed and attractive housing in the city. Such projects help
      develop a sense of community and pride of place, especially when residents can
      contribute to the design and final outcome by working with the artist.


2.6   A City Where People are Healthy and Active

      Exeter Vision states that the aim is to promote well-being and prevent ill-health for all, so
      that every citizen is able to live their life as fully, actively and independently as possible.

      Cultural Objectives:

         ensure that everyone in the city, regardless of their age, neighbourhood or economic
          position has good access to appropriate exercise facilities, both physical and mental,
          with a good range of options, and that those facilities are promoted vigorously

         help to promote good physical and mental health by offering all residents of the city
          active and absorbing activities which teach and maintain physical and mental skills
          and provide social interaction

      There is a correlation between the health of communities and their access to a range of
      cultural facilities and activities that improve health and well-being, and raise self-esteem
      and community pride, the single largest inclusive physical activity being dance. As well as
      participation in the arts themselves being particularly beneficial to personal and community
      development, the arts provide an ideal medium in which to deliver a range of health
      education projects, utilising a variety of art forms – theatre, puppetry and visual arts –
      conveying information about issues from sexual health to healthy eating.

      Participatory arts projects can address health issues such as sex education or drug
      awareness for those who might be resistant to traditional health education programmes.
      Reminiscence work with elderly people, projects working with those having problems with
      alcohol, and projects with disabled people can all contribute to achieving the Exeter
      Vision objective.

      Many arts projects have been operating in the city over a number of years with very
      successful results. They include Turning Point Theatre, who develop projects for people
      with special health needs and are now based in a new Healthy Living Centre in the city.
      Magic Carpet, an independent community arts organisation, currently based in the City
      Council‟s Play Training Resource Centre, works with people having both learning and
      physical disabilities. Double Elephant Print Workshop recently received Arts Council
      England South West funding for work with people with disabilities.

      The focus of Exeter Health Care Arts, based at the Royal Devon and Exeter Hospital, is
      on improving the health and well-being of hospital users and their visitors. In recent years,
      the Bournemouth Symphony Orchestra, in partnership with Exeter Health Care Arts and
      the City Council, has worked with children in the hospital‟s Acute Care Ward. Future work
      being planned with BSO includes collaboration with Exeter Primary Health Care Trust.



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2.7   A City Where The Environment Is Cared For

      The Community Strategy sets as its aim to protect and enhance Exeter‟s environment so
      that it makes a major contribution to quality of life, supports balanced economic growth,
      and makes a positive contribution to the global environment.

      Cultural Objectives:

         conserve and enhance the countryside areas of the city, and encourage community
          ownership of all green space

         preserve and enhance Exeter‟s historic environment and safeguard its archaeological
          heritage

         promote good design in all developments

         encourage the use of the work of artists and craftspeople in public places

      The arts have a contribution to make to both the natural and built environment. Exeter City
      Council has adopted a Public Art Strategy that recognises the value of involving artists
      and craftspeople and integrating their work in a range of settings.

      Good design in architecture and the built environment and landscaping and art in public
      places can enhance the value – and the economic viability – of developments for many
      years. Other projects such as sculpture trails can bring new life to disused,
      underdeveloped areas. Artwork along cycle trails can offer an additional dimension. A
      number of existing public art projects developed by the City Council have provided
      employment for local artists working with community groups including children and have
      made a good contribution to developing local distinctiveness and a sense of place. There
      are opportunities to engage artists on environmental and conservation projects providing
      educational content.

      The involvement of nationally recognised artists in several high profile initiatives will help
      to generate civic pride and can contribute to Exeter achieving an image of quality and local
      distinctiveness. Public art programmes are currently being led by Land Securities in its
      development of Princesshay, and by the Met Office in its new national headquarters in
      Exeter. The City Council is undertaking a major public art project to create a „gateway‟ to
      the city, and the commissioned artists, Sutherland & Hussey, have been shortlisted for the
      prestigious 2003 RIBA Stirling Prize. The City Council‟s major refurbishment project for
      the Royal Albert Memorial Museum will also include a high profile public art programme.


2.8   A Safe City

      Exeter Vision aim is to achieve and maintain the position of being the safest city in the South
      West.

      Cultural Objectives:

         create a climate where the range of activity and participation opportunities
          discourages any tendency towards crime

         invest in capacity building within community groups to enable them to create and
          manage their own programmes, supporting them with facilities where appropriate

         develop a diverse late night economy in the city, to offer a range of facilities for a
          variety of audiences in a safe and well-serviced environment



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      The Department for Culture, Media and Sport in its 1999 report to Government‟s Social
      Exclusion Unit (The Policy Action Team 10 or PAT 10 Report) highlighted the role which
      sports and the arts could play in enabling Local Authorities to improve on their
      performance in the four „key indicators‟ of crime, health, education and employment and
      cited some excellent examples where targeted arts projects have significantly reduced
      anti-social behaviour and crime within identified neighbourhoods. The report refers to the
      frequent complaint expressed by young people in many communities that there is “nothing
      to do and nowhere to go”. It recommended that local authorities work with the statutory
      and voluntary sector youth services to develop and promote programmes to promote
      creative and sporting opportunities for young people.

      The Probation Service, amongst many agencies, has used arts projects to engage with
      young clients to reduce incidents of anti-social behaviour. Wren Trust, Exeter Phoenix,
      Spacex Gallery, the Northcott Theatre, the RAMM, and many other arts organisations
      working within the city have developed projects for young people and after-school clubs.
      There are opportunities for more collaboration between agencies concerned with the
      needs of vulnerable young people, artists and arts organisations.

      Engaging with young people‟s interest in popular and urban culture can instigate a series
      of diversionary activities that may provide a steer away from anti-social behaviour and
      crime. New festival developments include events targeting youth culture and increased
      youth participation. The City Council could work in partnership with commercial operators
      such as The Cavern and other clubs in the city by pursuing positive peer pressure as a
      vehicle to promote Exeter as safe city for everyone to experience, including its night-time
      economy.


2.9   A Learning City

      Exeter Vision states its aim to generate a culture of learning in Exeter, raising the quality
      of education and training for everyone in order to maximise personal achievement,
      promote social inclusion and support economic development.

      Cultural Objectives:

         ensure all cultural services are integrated into the learning city culture, and that their
          potential is exploited, to create accessible ways into learning

         build links with schools and colleges and other institutions, to ensure that informal
          learning opportunities are available to complement and enhance formal learning

         use cultural activities of all kinds to build skills, self-confidence and the ability to learn
          in individuals so that they can take advantage of all the opportunities available to them

      Research undertaken by Comedia in 1997 indicated that 37% of adults said that
      participating in the arts had encouraged them to take up new training or educational
      courses. The Arts Council of England recognises, and encourages local authorities to
      recognise, the valuable opportunities that arts organisations and artists can make to
      education and lifelong learning. Organisations funded by the City Council, Arts Council
      England South West and South West Screen must have a clear lifelong learning policy,
      including working with schools, and the City Council‟s Service Agreements with all
      annually funded arts organisations include an obligation to have a lifelong
      learning/education policy.

      Theatre Alibi particularly focuses on working with schools and parent groups to bring
      theatre to audiences who might not otherwise see live professional performances at other
      venues in the city.




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Animated Exeter, the city‟s annual animation film festival is delivered in partnership with
schools, Further and Higher Education and provides a wide range of professionally led
workshops using industry-standard equipment for children and young people, (both in and
out of school time), families, adults and professionals wishing to develop their skills. It
provides learning opportunities for complete beginners, amateur enthusiasts, students of
animation and those working in the profession. The Animated Exeter Careers Day
provides links with the film and media training institutions, colleges and universities, and
the industry operating beyond the city and the South West region.

South West Screen, the region‟s film and media development agency, has identified
Exeter as a „media hub‟ in its 2002 – 2005 Moving Image Education Strategy.

New festivals-and-events plans include greater involvement with schools and colleges,
and more out-of-school activity, participatory workshops and projects for all ages and
sectors of the community. The reorganisation of Exeter schools taking place over the next
three years provides new opportunities to create stronger links for developing arts
activities, including public art initiatives.

Devon Arts in Schools Initiative (DAISI) works in partnership with the LEA to deliver high-
quality arts experience in schools and strengthen school communities. The City Council
and other organisations in the City benefit from their expertise in developing collaborative
projects and disseminating information and good practice .

Promoting access and supporting formal and informal learning by people of all ages
underpin the work of the RAMM. This includes arts activities, and some projects are also
developed in conjunction with the LEA Advisors. The appointment of three qualified
teachers (autumn 2003) will enable the museum to extend and develop this area of work
following consultation with schools.

The RAMM‟s involvement in learning activities is supported by its membership of the
South-West Hub, one of five „centres of excellence‟ recognised by Government and
supported by additional DCMS and DfES funding. Both Government Departments make
learning a priority in their funding of regional museums.




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3     THE BROADER CONTEXT FOR THE ARTS
      This section summarises external factors that impact upon the priorities for a new Arts
      and Media Strategy.

3.1   National Developments

      In April 2002, the ten Regional Arts Boards were amalgamated with the Arts Council
      England to form a single, new national development agency for the arts, Arts Council
      England. The new organisation‟s commitment is to enable people throughout England to
      experience arts activities of the highest quality, and that access to the arts goes hand in
      hand with excellence.

      The Arts Council England March 2003 publication Local Government and the arts
      states: “The partnership between local government and Arts Council England is the
      bedrock of the arts in England”. Four jointly agreed priorities are the creative economy,
      healthy communities, vital neighbourhoods and engaging young people.

      South West Screen, the strategic body leading the promotion of film, television and digital-
      content industries in the South West aims to improve the competitiveness and
      sustainability of the sector, developing a dynamic and innovative culture where creativity
      flourishes and businesses thrive, and which is strengthened by being inclusive and
      diverse.

      Arts Council England and South West Screen are key partners in the funding of strategic
      arts and media organisations and initiatives with the City Council.

      The 2001 Report to Government Renaissance in The Regions resulted in the creation of
      regional hubs, in the South-West Hub consisting of museum and art galleries‟ services in
      Truro, Plymouth, Exeter, Bournemouth and Bristol. This has created a regional framework
      that supports the city‟s aspiration as a regional centre.

      In addition to recent structural changes to the funding system and the growth of funds for
      the arts, there are shifts in trends in arts consumption – attendance at arts events and
      participation in arts activities.

      In Autumn 2002, Arts Council England published a major piece of national research
      entitled Arts in England: attendance, participation and attitudes in 2001. The
      information provided as a result of this survey reveals how people are engaging with the
                    st
      arts in the 21 century and is intended to be useful for those involved with cultural
      planning, audience development, increasing access to the arts, and marketing. The
      research will enable the Council to benchmark arts and media activity in the city and will
      identify strengths and weaknesses, and will help determine its priorities.

      The voluntary sector has always played an important role in the delivery of Government
      social objectives, and there is now a Government target to increase voluntary and
      community sector activity, including increasing community participation, by 5% by 2006.
      Government departments including the DCMS are being encouraged to develop new
      policies to support the voluntary arts sector.


3.2   Regional Developments

      At a regional level, one of the more significant developments having an impact on the arts
      has been the arrival of Culture South West, one of eight regional cultural development
      agencies created by the DCMS. Its mission is “to provide strong strategic leadership to
      people interested in the region‟s cultural development and work with partners to celebrate,
      champion and increase cultural opportunities across the South West”.


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      Culture South West advises the South West Regional Development Agency, the Regional
      Chamber, the various lottery distributors, and any future Regional Assembly on cultural
      issues and the creative industries.

      Of the 25 actions identified by Culture South West to further its strategic themes, the
      majority cite the region‟s Local Authorities as being potential partners. The five Actions
      having particular relevance to Exeter include encouraging stronger links between cultural
      activities and local regeneration; improving upon the assessment of the economic impact
      of the Creative Industries; encouraging and supporting the development of Local Cultural
      Strategies; supporting the promotion of Public Art initiatives; and supporting the
      development of cultural tourism initiatives.


3.3   Local Developments

      The RAMM redevelopment, which will primarily provide new gallery spaces also has the
      potential to stimulate cultural development of the Castle Quarter and provide significant
      opportunities for the existing cultural venues such as the Phoenix and Central Library as
      well as creating new cultural spaces, outlets and attractions, thus raising the profile of
      cultural activity in the city as a whole.

      Although most of the City Council‟s emphasis in providing arts and media opportunities
      focuses on informal learning and leisure opportunities, and takes place outside formal
      education institutions, the Council through its direct services and the arts and media
      organisations and events it funds works closely with the formal education sectors.
      Schools and the further and higher education sectors are a vital component in the city‟s
      cultural planning.

      The impact of the changes taking place as a result of the schools reorganisation and the
      associated major new build and refurbishment will create new opportunities for arts
      development projects and create potential new spaces for professional arts events to take
      place and voluntary arts groups to meet. These new facilities and opportunities will need
      to be factored in to new plans and could affect uses of existing community and non-arts
      spaces.

      Priory School is bidding to become a media centre of excellence and this provides
      opportunities to develop its role as an Exeter and Devon Media Hub member and to
      strengthen its links with the Animated Exeter Festival and other Media Hub members
      across the city. Exeter College‟s plans to become a new „Centre for Creative Industries‟
      involves significantly expanding its media facilities and developing new media courses,
      and this has already resulted in joint projects being developed with Animated Exeter. Both
      of these developments will raise the profile and skills base of media and digital
      technologies in the city. Exeter College‟s outline new building plans could also include the
      development of a 160-seat performance studio space.

      The University of Plymouth‟s Fine Art Department based in Exeter has undoubtedly
      contributed to the vitality and sustainability of the arts in Exeter and the proposed
      relocation of the faculty to Plymouth signals a significant loss to the arts and media
      community. The University has worked in partnership with arts organisations such as
      Spacex Gallery, and RAMM, and has initiated community-based arts projects. In part as a
      response to this move, Spacex Gallery is itself undertaking a review of its future direction
      and possible relocation within the city.

      The possible future of Poltimore House as a Centre for Contemporary Art and the Natural
      World, even though not within the city boundary, would also have a significant impact on
      the cultural make up of the city and its regional cultural profile.




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4       ANALYSIS OF THE CURRENT POSITION OF THE ARTS IN EXETER
        It is through considering the previous three sections of this document and considering the
        current position that the future strategic priorities for the arts can be identified.

        The ten themes of Exeter Vision, developed through widespread consultation and
        providing a framework for where the city wants to be twenty years from now, provide a
        corporate context for the arts, and the priorities for arts development. The following
        section demonstrates how in Exeter the arts can and do contribute to achieving the ten
        themes.


4.1     Arts Providers and Organisations Operating in the City

        The arts infrastructure of the city is made up of a range of professional, semi-professional
        and voluntary organisations, facilities and venues that provide a mix of creative
        opportunities for the public to participate and perform as well as to be part of an audience.
        Regional arts agencies such as Arts Council England South West, Public Art South West,
        and Culture South West are based in Exeter, and some agencies based in Bristol, such as
        Arts & Business, have satellite offices or officers based in Exeter.

4.1.1   CITY COUNCIL-LED SERVICES, FACILITIES, FESTIVALS AND EVENTS

        Royal Albert Memorial Museum & Art Gallery and Community Outreach
        The Royal Albert Memorial Museum was established in 1867, in its present building. Part
        of Exeter City Council for over 100 years, it is recognised as one of the country's major
        regional museums, and is now part of the South West Hub - a nationally funded scheme
        which is developing the potential of regional museums.

        The World Cultures collection has national Designated Collection status, and other
        significant collections include fine and applied art, archaeology and natural history.

        The RAMM attracts over 200,000 visitors a year, many to its programme of temporary
        exhibitions, a large proportion of which are devoted to visual art. Its associated
        Community Outreach team, part of the Leisure and Museums Unit, organises arts-based
        activities both in the museum itself and around the city, using performing, visual arts and
        literature to complement the work of the museum. RAMM also has an education unit.

        Festivals and Events
        Exeter Festival is a popular, well established, annual general arts festival promoted by the
        Council, taking place in July, with a mix of classical concerts, rock and pop, jazz and world
        music, ballet, opera, comedy and light entertainment and street parties. The festival not
        only brings to the city artists and shows not otherwise touring, but also provides a focus for
        local arts organisations to promote events around the city.

        The City Council launched „Animated Exeter‟, an animation film festival targeting children
        and young people, in February 2000. This is now an annual two-week event, including a
        Schools Week preceding the main festival that takes place during the February half-term
        holiday. The festival includes international film screenings, exhibitions, participatory
        workshops, master classes, a careers day, illustrated talks and events.

        With support from the City Council, Exeter Phoenix and other partners, the festival‟s
        calendar is now being developed by independent organisers coming together to promote a
        writing festival (tEXt Festival) in May, the Respect Festival in July, the Fringe Festival in
        July/August and the Off The Wall Comedy Festival in October.




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4.1.2   CITY COUNCIL -FUNDED STRATEGIC ARTS ORGANISATIONS

        The City Council also supports the arts and media, and significant arts development
        activity, through its investment in major professional arts facilities (arts centre, theatre and
        gallery) based in the city, plus a small portfolio of other professional arts organisations
        working in the city (theatre and community music companies and orchestra) as listed
        below:

        Exeter Phoenix
        The refurbished Exeter and Devon Arts Centre re-opened in February 1999 as Exeter
        Phoenix. It promotes a mixed art form programme of live performances, screenings,
        exhibitions, classes and projects. Exeter Phoenix Media Centre provides facilities for
        professional and non-professional use, a comprehensive media workshop programme and
        bursaries for filmmakers, and promotes the Two Short Nights film festival. Exeter Phoenix
        provides a focus for a range of arts development initiatives delivered in partnership with
        other statutory agencies and arts organisations and professionals such as Magic Carpet.

        Exeter Phoenix promotes a wide choice of musical events all year round and is a centre
        for music participation from Breton music and dance to Taiko Drumming. The centre acts
        as a catalyst for professional and amateur artists to develop initiatives.
        Exeter Phoenix and the Media Centre receives its major funding from Arts Council
        England South West, Exeter City Council, and Devon County Council, and also attracts
        external project funding.

        Northcott Theatre
        The Northcott Theatre, located on the University of Exeter campus, opened in 1967. It is
        primarily a producing theatre, with at least 30 weeks of performances produced in-house
        or as co-productions. The theatre currently enjoys a successful and varied programme of
        in-house and toured work, including classical, period and contemporary drama, musicals,
        pantomime, opera and dance, playing to full houses and drawing on a loyal audience. The
        theatre‟s youth and educational programme and community play encourage wider access
        and community involvement. The annual outdoor Shakespeare season in Rougemont
        Gardens creates a city-centre presence. The constraints imposed by the auditorium
        capacity restrict the scale of touring companies.
        The Northcott Theatre receives its major funding from the University of Exeter, Arts
        Council England South West, Exeter City Council and Devon County Council.

        Theatre Alibi
        Theatre Alibi, „contemporary story tellers‟, create new work for young people and adults.
        The style of their work is physically and visually inventive, using the actor as storyteller
        and integrating music, film, photography and puppetry. They tour their children‟s shows in
        Exeter primarily in schools and community centres, and their shows for young people and
        adults are premiered at the Exeter Phoenix. They tour regionally and nationally to around
        20,000 people a year.
        Theatre Alibi receives its major funding from Arts Council England South West, Exeter City
        Council and Devon County Council and also attracts funding for national tours.

        Spacex Gallery
        Spacex Gallery is Exeter‟s contemporary gallery, curating and exhibiting new work by
        regional, national and international artists. The gallery also promotes artist talks and
        events and in partnership with other organisations presents „off site‟ artworks in spaces
        outside the gallery. An integrated outreach programme with community groups supports
        the exhibitions, and the Gallery runs regular clubs and activities for children and young
        people.
        Spacex Gallery receives its major funding from Arts Council England South West and
        Exeter City Council and attracts additional exhibition funding from a range of trusts and
        public funding agencies.




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        Bournemouth Symphony Orchestra
        The BSO is acknowledged as the region‟s primary professional orchestra and provides a
        concert series of at least ten classical concerts at the Great Hall on the University of
        Exeter campus. The BSO also provides a limited workshop programme to accompany its
        work in the city.
        BSO receives its major funding from Arts Council England South West and Exeter City
        Council for the Exeter Concert Series. The orchestra is also funded by other local
        authorities and attracts other funding for its regional, national and international work.

        Wren Trust
        The Wren Trust is an arts organisation based in Okehampton that actively develops the
        vernacular music and cultural traditions of Devon by promoting community participation in
        singing. Musicians and artists work with community groups, schools and the general public
        in Exeter developing singing groups, folk choirs and public performances.
        The Wren Trust receives its major funding from Arts Council England South West, Devon
        County Council and Exeter City Council for the Exeter based projects. The Trust is also
        funded by other local authorities and attracts other funding for its other areas of work.

        Exeter Arts Council
        Exeter Arts Council distributes funds on behalf of the City Council to small arts initiatives
        taking place in the city. It is made up of a cross section of arts professionals drawn from
        the arts and media organisations, promoters, venues and educational institutions based in
        the city.


4.1.3   THE PROFESSIONAL, SEMI-PROFESSIONAL AND VOLUNTARY ARTS INFRASTRUCTURE

4.1.3.1 Live Performance
        There is a well-established amateur drama scene in the city, mainly operating in
        community buildings. The Barnfield Theatre is a focus for the amateur dramatic groups.
        The theatre is run by volunteers and hired on a regular basis by voluntary groups, as well
        as being available for semi-professional and professional promotions. There are also other
        performance spaces around the city, attached to the university, schools and colleges,
        which are used by the community to promote professional, semi–professional and
        amateur events. Exeter University, in addition to its academic arts activities and support
        for the Northcott Theatre, supports several voluntary student arts organisations, including
        theatre, opera and musical groups.

        Professional theatre companies such as The Common Players based and working in the
        city, perform here as well as touring regionally and nationally. Turning Point, based in a
        Healthy Living Centre just outside the city boundary, specialise in theatre addressing
        health and other social inclusion issues. Cygnet Training Theatre are a drama training
        school and promote public performances from their own theatre.

        The Cathedral and the Great Hall, together with smaller churches and venues, are
        available for hire for concerts and recitals, but there is no lead organisation with
        responsibility for overall music programming. The Great Hall on the University of Exeter
        campus is home to the Bournemouth Symphony Orchestra Exeter concert series. Also, as
        part of Exeter Festival, national orchestras and soloists are promoted in the Cathedral and
        the Great Hall.

        The Cathedral and the wealth of local orchestras provide a range of opportunities for the
        public to perform and enjoy high-quality classical and choral music. The Cathedral and
        these groups have formed a promoters group, including Exeter Festival, to coordinate
        programming and marketing for concerts at the Cathedral.

        The Great Hall is one of the most important venues in the south west, not only for classical
        concerts but also for pop, rock, folk and jazz. And Westpoint, the County Showground, just



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        a mile outside the city boundary, is the biggest arena venue in the south of England
        outside London.

        Jazz, folk, rock and blues are also promoted in pubs, clubs and halls and there is a lively
        club and youth music scene. The Cavern is the only permanent rock venue, promoting
        bands most nights each week. The university supports a range of music societies and
        promotes public concerts. The Lemon Grove run primarily for students also promotes gigs
        to the wider public. Large pop acts are also promoted at Westpoint, The Matford Centre
        has considerable potential for very large rock or dance events.

4.1.3.2 Visual Arts
        There are a small number of commercial art galleries selling original work, such as The
        Great Bear, Polka Gallery, Turner Gallery and Whale Contemporary Art, and studio
        workshops such as Double Elephant, who run public workshops in printmaking. The
        University of Plymouth Fine Art Department is based in Exeter and a significant number of
        professional and student artists are based in the area. There are also a significant
        number of professional artists and craftspeople from several disciplines living and working
        in based in Exeter.

        The Royal Albert Memorial Museum and Art Gallery has a permanent visual arts collection
        as does the University of Exeter, which also has a public art trail on the university campus.
        Exeter Health Care Arts, based at Royal Devon and Exeter Hospital has a well-
        established public art and exhibitions programme.

        Temporary exhibitions are regularly programmed at both RAMM and Exeter Phoenix. In
        addition, temporary non-gallery spaces have been made available in the city where local
        professional and semi-professional artists have curated exhibitions for the public. Recent
        city centre redevelopment projects and other significant new developments have created a
        number of public art opportunities.

4.1.3.3 Film and Media
        Exeter Picture House, opened in 1996, promotes a mix of art-house and mainstream films
        and is closely allied with the Digital Media Education Centre run by Devon County Council
        for Devon schools. The Odeon is a converted 1930s multi-screen cinema. Plans for a
        purpose-built multiplex cinema, appropriate to Exeter‟s size and catchment area, are
        under development.

        The Bill Douglas Centre, on the University of Exeter campus, houses an extensive library
        of film and film artefacts. There is also the University of Exeter Cinema Society. Exeter
        Phoenix is where both the Media Centre and Exeter Film Society are based.


4.2     Arts and Events Best Value Service Review

        A summary of the key findings of The Arts and Events Best Value Service Review
        undertaken in 2001 is set out in Appendix 4. The review focused on the Council‟s delivery
        of its arts service based on objectives set out in the 1998 Arts, Media and Cultural
        Strategy. The review recognised that the City Council has a vital role to play in “bringing
        together both the development aspirations of existing arts organisations and, through
        public user and non-user consultation, identifying gaps in provision and the cultural needs
        and aspirations of the community at large”.

        The Best Value Review included an Action/Improvement Plan and its recommendations
        have been included in the Action Plan which follows.


4.3     2002 Exeter Arts Audit

        In September 2002, the City Council commissioned an audit of arts and media activity
        taking place within the city. The purpose of the audit was to -



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               identify key arts and media providers, both individuals and organisations
               secure data on the nature of their work and the value and volume of their activities
               understand key issues for those working in the arts and media sector in Exeter.

        A survey based on various databases was undertaken and 111 completed questionnaires
        were returned, representing a return rate of 47%. The following table sets out, in terms of
        broad definitions of artforms, how the questionnaires were distributed and the response
        from artform areas. The performing-arts group includes theatre, drama, music and dance;
        the visual-arts groups includes those working in public art, painting sculpture, crafts,
        photography, film, video and new technologies. The remaining organisations and
        individuals work in disciplines such as storytelling, writing and publishing, sound recording,
        history, heritage and combined arts.

                        Total Distribution    Replies from 33       Replies from 47       Replies from 31
                              of 242           Professional            Voluntary            Individuals
                         Questionnaires        Organisations         Organisations
         Performing        145 (60%)            10 (31%)              31 (66%)               8 (26%)
         Arts
         Visual Arts        61 (25%)             15 (45%)              10 (21%)              14 (45%)

         Combined           36 (15%)             8 (24%)                6 (13%)              9 (29%)
         Arts & Other
         Disciplines

        The audit identified five key issues that were of concern to all three sectors surveyed -
        professional and voluntary organisations, as well as to individuals working in the arts –
        though different sectors had different priorities. The five issues were grouped as follows.

4.3.1   RAISING THE PROFILE OF THE ARTS, IMPROVING QUALITY OF LIFE
        Professional organisations and individuals were concerned that the City Council should
        work towards raising the profile of the arts in the city, and give greater recognition to what
        currently exists. The audit also identified that the arts can contribute to the City Council‟s
        ambition to make Exeter a regional capital given sufficient investment in activities and
        facilities.

        The arts are important in delivering a good quality of life for people living in the area. A
        number of professional arts organisations and individual practitioners commented on the
        need for more community arts activities, and all three sectors cited the need for more arts
        activities for young people in particular.

4.3.2   FACILITIES, INFRASTRUCTURE
        Each sector had its own priorities with regard to facilities to meet their organisations‟
        needs. Over half of the comments coming from voluntary organisations related to the
        need for new facilities - for a new, large-scale facility for the performing arts, such as the
        Plymouth Theatre Royal capable of housing national touring, West End type productions,
        and pop concerts, and/or a large concert hall to increase access to high-quality music.
        The viability of such a proposition would of course require careful appraisal.

        A range of shortcomings of Exeter‟s existing medium-scale performing arts facilities - the
        Northcott Theatre, St. Georges Hall, The Phoenix and the Barnfield Theatre - were also
        raised. It was difficult to identify common concerns, though comments tended to be that
        they were too small, too inflexible or not appropriate for certain promotions.

        The shortage of rehearsal/teaching/studio and workshop space was identified as a major
        issue by all three sectors – from the Northcott Theatre with its turnover approaching £1.5
        million, to the individual artist/craftspeople working at home or in isolated studios, and
        including many of the voluntary organisations who are meeting in inadequate facilities.




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        With regard to the visual arts and crafts, all three sectors highlighted the need for more
        exhibition space. There was a desire to be able to see more national and international
        work locally, as well as a desire to present more work by local artists, both amateur and
        professional. Greater provision of or access to workshops and studio space across a
        number of disciplines would help to sustain a local community of artists.

4.3.3   ARTFORM ACTIVITY, ACCESS AND ARTISTS
        A number of individuals highlighted the need to ensure that the arts were accessible, and
        one comment added “bolder, more imaginative and inclusive . . . promoting Exeter as a
        creative and culturally diverse city”.

        The opportunities offered by encouraging public art were raised by a number of
        individuals and professional organisations, from the comment that Exeter is „crying out‟ for
        ambitious, quality public art – innovative sculpture, water features etc. - to highlighting the
        very positive benefits of involving local communities in public art/environmental projects.
        Public art was seen to provide opportunities for local artists and craftspeople.

        A critical mass of activities and opportunities would sustain a community of artists living
        and working in Exeter. This could be achieved by-
         developing public art
         developing artists studios and workshops
         encouraging greater networking amongst artists and within the arts community.
         supporting community arts initiatives.

4.3.4   THE EXETER FESTIVAL
        The Exeter Festival attracted comments from all three sectors of the survey; the one
        recommendation common to all sectors was that the Festival should promote more local artists
        and organisations. These comments are not surprising as the aim of the Festival to date has been
        to provide a platform for a mix and quality of performances that would not otherwise happen in the
        city. The issue of local participation has yet to be addressed. There were three broadly critical
        comments from the Arts Audit suggesting the Exeter Festival‟s role and success in promoting and
        developing the arts in Exeter should be examined.

4.3.5   FUNDING AND PROMOTION
        There were a number of requests that the Council‟s funding for the arts be maintained, if
        not increased, and that the range of organisations supported be broadened to include both
        large and small groups and projects, amateur and professional, as well as individuals.

        There is a suggestion that existing funding provided by the City Council through various schemes
        such as the Individual Talent Scheme, Exeter Arts Council, etc. is made more accessible by better
        promotion, guidance and advice relating to the grants that are available for arts activity. There
        were also requests for access to advice on other sources of funding, including European money,
        and finance and training for business development.

        The City Council should be promoting the many opportunities for the arts to contribute to
        social and economic development projects.




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5     THE ARTS AND MEDIA STRATEGY
      The over-arching aim of the Arts and Media Strategy is to contribute to the Council‟s
      mission to secure Exeter‟s status as the regional capital of the South West, and to work in
      partnership to improve the quality of life for all people living in, working in, and visiting the
      city.


5.1   Strategic Priorities for the Arts and Media

      In this review of the previous Arts Strategy in the context of the new themes identified in
      Exeter Vision Our City Our Future and in A Cultural Strategy for the City of Exeter,
      the contribution of the arts and media to achieving Exeter‟s position as a cultural and fun
      place to be are very clear. The review also identifies the contribution that the arts and
      media can make to all ten themes.

      The new Arts Council England recognition that “the partnership between local government
      and Arts Council England is the bedrock of the arts in England“ signals a convergence of
      local authorities‟ priorities in developing the arts and those of the national arts funding
      system.

      At a regional level, the strategic themes being promoted by Culture South West and the
      Regional Development Agency also provide new opportunities for local authorities where
      priorities are shared.

      The 2002 Arts and Media Audit identified as priorities strengthening the infrastructure
      and improving the profile and marketing of the arts and media. The two key issues
      identified through the 2001 Best Value Review focused on strengthening partnerships
      and improving services for the arts.

      This analysis has led to revised objectives being identified for the years 2003 to 2006:


5.2   Revised Objectives
      The original objectives identified in the 1998 Arts, Media and Cultural Strategy have been
      revised to reflect the priorities highlighted in Exeter Vision: the need to both enhance the
      vibrancy and range of activities and to improve the quality, diversity and accessibility of
      cultural facilities to secure Exeter as a major cultural centre at the heart of the region. The
      revised objectives are to:
       develop the arts and media infrastructure in order to establish Exeter as a county and
          regional cultural centre;
       improve the quality and diversity of arts and media activity in the city;
       increase access to and participation in arts and media activity;
       support the involvement of artists and their work to give added value to places and
          spaces in the built and natural environment by investing them with character, social
          relevance and visual stimulation;
       support the city‟s creative industries and maximise the economic benefits;
       support Exeter as a learning city through the development of arts and media activity
          that increases cultural appreciation and access to learning and skills;
       support arts and media activity that contributes to strong communities and social
          inclusion;
       maximise existing cultural investment in the city and increase external funding for arts
          and media activity and facilities.

      These eight objectives are now developed within the following three-year Action Plan that
      provides a framework for the City Council to develop the arts and media, setting out the
      tangible outcomes, the lead responsibilities within the Council, and the resources required
      in order to achieve the strategy by 2006. The Action Plan will be subject to annual review.


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     Arts & Media Strategy 2004-2006




24
                                                                                                                 Arts & Media Strategy 2004-2006


THE ARTS AND MEDIA STRATEGY ACTION PLAN: 2004 - 2006

1       DEVELOP THE ARTS AND MEDIA INFRASTRUCTURE IN ORDER TO ESTABLISH EXETER AS A COUNTY AND
        REGIONAL CENTRE

1.1     Support the development of a cultural quarter within Exeter

OBJECTIVE/OUTCOME                         ACTION                                                         LEAD   TIMESCALE
Ensure artists, craftspeople and those    Undertake consultation with artists, craftspeople and           CB      December
working in the creative industries are    those working in creative industries                            AC        2004
fully engaged in the development of the
Cultural Quarter Strategy

A strategy for incorporating exhibition   Explore the options for developing exhibition spaces           CB      December
space within the Cultural Quarter or      within the city – for national and international visual arts   CH        2004
other locations in the city               and crafts work as well as that of local professional and
                                          amateur artists; consider the role of a Feasibility Study
                                          with potential partners such as Spacex Gallery, the
                                          Devon Guild and others

                                          Work with Culture South West to explore opportunities
                                          for linking arts development and local regeneration

                                          Work with partners to identify and develop opportunities
                                          for temporary and occasional exhibition space across
                                          the city
Ensure that redevelopment plans for       Liaise closely with Economy and Development                    AC      Duration of
RAMM and art galleries integrate with                                                                    JR       project
the proposals for a cultural quarter




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1.2     Support the development of new and enhanced cultural facilities

OBJECTIVE/OUTCOME                              ACTION                                                      LEAD      TIMESCALE
Contribute to Feasibility Study for a          Undertake detailed consultation with stakeholders/users
                                                       Medium Term                                          RB
potential, new, multi-purpose venue for                     multi-purpose venue including amateur and
                                               of potential2006/08                                          CB
the city centre that reflects the identified   professional organisations and festivals in all of the
needs of professional and voluntary arts       performing arts – music, theatre and dance
organisations, artists and potential
audiences                                      Undertake market research on potential audiences to
                                               support new venue and likely impact on other venues in
                                               the city.



Through realising plans for development        Work with Heritage Lottery Fund in their assessment of        AC       December
of RAMM and art galleries maximize             Exeter‟s submission in connection with RAMM‟s                 CB         2004
potential of existing assets and its role      development proposals.
as an arts venue
                                               Involve an inclusive range of stakeholders in the
                                               development of Stage II Plans


2       IMPROVE THE QUALITY AND DIVERSITY OF ARTS AND MEDIA ACTIVITY IN THE CITY

2.1     Review annual programme of arts and media festivals

OBJECTIVE/OUTCOME                              ACTION                                                      LEAD      TIMESCALE
Annual programme of arts and media             Implement agreed areas for improvement and                   DW         December
festival activity revised to provide greater   development                                                               2005
diversity, improved quality and new
partnerships                                   Review potential for new arts and media festivals within
                                               available resources

Appropriate Performance Indicators are         Implement and develop Performance Indicators                 CB        December
in place for all arts and media festival       approved in Best Value Review                                            2004
activity led or funded by the City Council

Representation of local artists and arts       Set up appropriate representative consultative groups        DW        December
organisations within the festivals             with clear roles and objectives                            AC/DL/CB      2004
programme reviewed


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2.2     Quality must be a priority for all grant-aided arts and media organisations

OBJECTIVE/OUTCOME                           ACTION                                                       LEAD      TIMESCALE
All strategic arts organisations (grant-    Service Agreements will identify clear targets to ensure      CB         December
aided through Service Agreements) must      arts and media organisations are delivering artistic                       2004
demonstrate a commitment to continuous      quality
improvement of the quality of their work
and evidence of artistic evaluation

Exeter Arts Council must demonstrate a      Monitor the quality of work supported through Exeter          CB        December
commitment to continuous improvement        Arts Council                                                              2004
of the quality of work it funds, and
evidence of robust evaluation methods



3       INCREASE ACCESS TO AND PARTICIPATION IN ARTS AND MEDIA ACTIVITY

3.1     Increase access to the arts and media amongst Exeter residents

OBJECTIVE/OUTCOME                           ACTION                                                        LEAD     TIMESCALE
An increase in communities engaged in       Through use of Government Indices of Deprivation for           CB        November
arts and media activities taking place in   Exeter, identify and prioritise communities who are not     AL/CH/DW       2005
the city                                    currently engaging with arts and media activities. Joint
                                            development, promotion and delivery plans for events
                                            teams.

                                            Patterns of usage to be researched with grant-aided
                                            arts and media organisations and festivals operating in
                                            the city

                                            Use national research into attendance, participation
                                            and attitudes to the arts and local information on users
                                            and non- users to identify gaps in provision and
                                            priorities for development both in professional provision
                                            and voluntary activity

                                            Review Arts and Media Audit in 2005




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                                                                                                                       Arts & Media Strategy 2004-2006



OBJECTIVE/OUTCOME                              ACTION                                                      LEAD      TIMESCALE
Identify levels of usage and non-usage of      Undertake monitoring on a bi-annual basis through the        CB        2004 & 2006
overall grant-aided and directly provided      City Council‟s residents‟ survey
arts and media activity in the city,
including festivals

Arts and media organisations receiving         Service Agreements will identify clear targets to ensure     CB        December
grant aid must be implementing clear and       arts and media organisations are working to increase                     2004
agreed policies to meet the needs of           access
communities under-utilising arts and
media activity in the city

All grant-aided and directly delivered arts    Service Agreements will identify clear targets to ensure     CB        December
and media projects must demonstrate            that grant-aided arts and media organisations are                        2004
strategies to secure new audiences             working to increase access and develop new
                                               audiences for their activities
Provide additional exhibiting                  RAMM to include the work of artists and designers/           CH         April 2004
opportunities within the city for a range of   makers within its programme
visual arts work



3.2     Raise the profile and improve the marketing of the arts and media

OBJECTIVE/OUTCOME                              ACTION                                                       LEAD     TIMESCALE
To achieve a „brand‟ to promote Exeter         Develop work with arts and media organisations, artists       GB        June 2004
and its arts and media activity as a           and South West Arts Marketing (SWAM) to implement          CB/RR/DW
cultural centre for the region                 shared marketing priorities

All strategic arts organisations (grant-       Through the Arts Promoters Forum/Partnership,                           On-going
aided through Service Agreements) as           encourage participation in a city-wide integrated             GB
well as Exeter Festival and Animated           electronic events diary                                    CH/CB/DW
Exeter to be providing accessible
electronic information regarding
programme and services, independently
and through the integrated events diary

All strategic arts organisations including     Work with SWAM to provide training and support for           DW        December
festivals to be providing online ticket        arts organisations willing to develop marketing through      CH          2005
booking services                               electronic means websites, improved databases etc.

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                                                                                                                    Arts & Media Strategy 2004-2006



     OBJECTIVE/OUTCOME                           ACTION                                                   LEAD    TIMESCALE
     Exeter Arts Booking and Information         To continue negotiations with the Northcott Theatre to    RB       September
     Centre is successfully relocated in the     achieve development of improved services for the         CB/VH       2007
     Tourist Information Centre within the new   public and arts organisations
     Princesshay development to provide a
     fully integrated local arts and events
     booking and information service

     Provide access to an electronic database    Work with Devon local authorities to create an            CB       May 2004
     of artists and arts and media               integrated Devon-wide arts and media database
     organisations in the city



     3.3     Improving the coordination and promotion of arts and media activities

     OBJECTIVE/OUTCOME                           ACTION                                                   LEAD    TIMESCALE
     Achieve a more collaborative approach       Through consultation, establish an Exeter arts forum      CB       April 2004
     to long-term planning for the arts          that will represent the range of arts and media
                                                 constituencies

     Increased awareness of arts and media       Creation of a single marketing and information source     GB       April 2004
     activities within the city                                                                           AC/CB
                                                 Establish a calendar of events and anti-clash diary      DW/CH
RR
                                                 Promote opportunities for the arts and media to engage
                                                 with the city‟s social and economic developments



     3.4     Public transport has a role to play in making the arts and media more accessible

     OBJECTIVE/OUTCOME                           ACTION                                                   LEAD    TIMESCALE
     Those organising arts and media events      Encourage arts organisations to engage with city and      CB       On-going
     should promote the use of public            County Council transportation policies and transport
     transport, where available.                 providers

                                                 Liaise with appropriate agencies and transport
                                                 providers to develop clear sign-posting to venues



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                                                                                                                Arts & Media Strategy 2004-2006



4       SUPPORT THE INVOLVEMENT OF ARTISTS TO GIVE ADDED VALUE TO PLACES AND SPACES

4.1     Encourage implementation of the city’s Public Art Policy

OBJECTIVE/OUTCOME                           ACTION                                                    LEAD    TIMESCALE
Promote the Public Art policy to all        To produce a user-friendly document presenting the         TG       April 2004
potential private sectors developers        policy and benefits of public art, commissioning
                                            guidelines, and a mechanism for distribution

The City Council is represented in all      Raise awareness of the Council‟s role in any potential     CB       On-going
major public art projects planned for       public-sector and private-sector public art initiatives
Exeter

Public Art programme incorporated           Work in partnership with Planning and Leisure and          CB        2006/08
within Museum and Castle Quarter            Museums to identify and develop opportunities              AC
development



4.2     Promote public art to achieve corporate and departmental objectives

OBJECTIVE/OUTCOME                           ACTION                                                    LEAD    TIMESCALE
Arts activities to be used to promote the   Identify opportunities where arts and media activities     CB       On-going
city‟s public open spaces and parks         can be included to promote greater public use of open     DW/AL
                                            spaces and identify proposals for Heritage Lottery Fund    AC
                                            Parks bid for Northernhay and Rougemont

Public Art is used to enhance children‟s    Work with Planning, and Leisure and Museums                TG       On-going
play areas and achieve attractive           Services to jointly identify opportunities                AC/CB
communal spaces within new housing
developments




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                                                                                                                Arts & Media Strategy 2004-2006



5       SUPPORT THE CITY’S CREATIVE INDUSTRIES

5.1     Support the growth of creative industries

OBJECTIVE/OUTCOME                           ACTION                                                    LEAD    TIMESCALE
Produce a strategy to support the growth    Review and update the Creative Industries Audit to         PO       Nov 2004
of the city‟s small and medium-sized        identify the infrastructure needs – studio, rehearsal,    CB/DW
enterprises (SMEs) working in the arts      teaching and workshop facilities – of the city‟s SMEs
and creative industries, as a contributor
to local economic development and local     Engage with Culture South West research projects and                On-going
prosperity                                  utilise findings relevant to Exeter

                                            Research models of best practice that provide                      December
                                            opportunities for those working in arts and media, to                2004
                                            include retailing, exhibition, and clusters supporting
                                            arts, media and crafts production

                                            Increase employment opportunities to achieve a critical             Linked to
                                            mass of activity sufficient to sustain a community of             development
                                            professional artists and crafts people within the city             of Cultural
                                                                                                                 Quarter
                                                                                                                2006/08


5.2     The creative industries contribute to Exeter as an electronic city

OBJECTIVE/OUTCOME                           ACTION                                                    LEAD    TIMESCALE
Encourage arts and media organisations      Establish a forum of those working in/with electronic      CB       On going
to develop and promote digital/electronic   media to develop projects
media projects
                                            Pursue funding from South West Screen Devon &
                                            Exeter Hub

                                            Research models of best practice such as the Creative
                                            Technology network developed in Bristol

                                            Develop opportunities within Animated Exeter to better
                                            promote Exeter as an electronic city




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                                                                                                                  Arts & Media Strategy 2004-2006



6       SUPPORT EXETER AS A LEARNING CITY THROUGH THE DEVELOPMENT OF ARTS AND MEDIA ACTIVITY

6.1     The arts contribute to a culture of learning, maximising personal achievement and acquiring new skills

OBJECTIVE/OUTCOME                           ACTION                                                      LEAD    TIMESCALE
All strategic arts organisations (grant-    Service Agreements will identify clear targets to ensure     CB       December
aided through Service Agreements),          arts organisations are working to deliver lifelong          CH/DW       2004
festivals, events and RAMM to have an       learning objectives
education policy setting out lifelong
learning objectives in relation to formal   Programme of lectures, workshops and activities based        AL      April 2004
and informal education provision in         at RAMM, supporting learning about the arts
Exeter

Voluntary arts organisations are            Promote the range of arts and media activities               CB      December
supported in their delivery of lifelong     available through improved arts marketing and links          RR        2004
learning opportunities                      with leading providers

Partnerships with statutory and             Encourage the development of partnerships with               PO       On-going
voluntary- sector agencies are developed    schools, further and higher education, and workforce-
to promote lifelong learning in the arts    training sectors
and media
                                            Through the Learning City Partnership, create alliances      AC        2004
                                            to ensure that adult and community learning agencies
                                            and ECC cultural teams co-operate to maximise the
                                            effect of their resources

                                            Set up joint subgroup for cultural learning with Learning
                                            City and Cultural Partnerships




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                                                                                                                  Arts & Media Strategy 2004-2006



7       SUPPORT ARTS AND MEDIA ACTIVITY THAT CONTRIBUTES TO STRONG COMMUNITIES AND SOCIAL INCLUSION

7.1     To promote safer communities, young people need access to relevant activities including the arts and media

OBJECTIVE/OUTCOME                            ACTION                                                     LEAD    TIMESCALE
Establish baseline information on levels     In partnership with Leisure and Community, undertake        CB       June 2004
of participation in the arts amongst young   research                                                   AC/CH
people living in Exeter

Greater emphasis within festival             Review programme content of Exeter Festival and             DW      November
programmes on engagement with                Animated Exeter to identify opportunities for engaging                2003
children and young people                    with children and young people

All strategic arts organisations (grant-     Encourage partnerships between arts organisations           CB       April 2004
aided through Service Agreements),           and youth groups to create arts opportunities for          AC/CH
festivals, events and RAMM to have a         children and young people, particularly within their own
policy setting out objectives to meet the    communities and neighbourhoods, and for those who
needs of children and young people           may be vulnerable

The number of arts and media based           Promote awareness of the schemes to arts and media          CB      November
applications submitted by children and       groups and agencies working with children and young         RR        2004
young people to the City Council‟s           people
Individual Talent and Youth Project Fund
is increased

Develop closer links with schools            Create opportunities for collaborative projects             CH       April 2004
                                             developed in conjunction with the LEA, LEA Advisors,        AL
                                             DAISI and individual schools/teachers based on the
                                             RAMM exhibition programme




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                                                                                                                Arts & Media Strategy 2004-2006



7.2     Work in partnership to promote arts and health initiatives

OBJECTIVE/OUTCOME                           ACTION                                                    LEAD    TIMESCALE
Promote the contribution that the arts      Work with Exeter Health Care Arts to develop projects      CB       On going
make to good mental and physical health     with the health sector including Primary Health Care
                                            Trusts.

                                            Support the Off the Wall Comedy Festival in its aim to
                                            improve mental health.

Improved physical health to be measured     Work with the new South West National Dance, Devon         CB       December
through Health Domain Ranking               Dance Agencies to identify opportunities to develop                   2005
                                            participation in dance in target wards



7.3     Target resources to encourage social inclusion

OBJECTIVE/OUTCOME                           ACTION                                                    LEAD    TIMESCALE
Working jointly with Leisure and            Identify resources and opportunities to support those      CB        2004/05
Museums, increase access to resources       working with excluded communities                         AC/AL      Cultural
and opportunities for excluded                                                                                   Strategy
communities to promote participation and    Provide advice on arts and media projects and sources               Action Plan
community capacity building                 of funding                                                              5.5

                                            Support the development of the Exeter Respect
                                            Festival

All strategic arts organisations (grant-    Encourage arts and media activity that targets socially    CB       April 2005
aided through Service Agreements),          excluded people                                           AC/CH
festivals, events and RAMM to have a
policy setting out objectives to meet the   Encourage Exeter Arts Council to prioritise its support
needs of socially excluded people           for disadvantaged groups




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                                                                                                                        Arts & Media Strategy 2004-2006



8       MAXIMISE EXISTING CULTURAL INVESTMENT IN THE CITY AND INCREASE EXTERNAL FUNDING

8.1     Maximise the City Council’s resources for the arts and media

OBJECTIVE/OUTCOME                            ACTION                                                      LEAD        TIMESCALE
The allocation of all City Council           Review all Service Agreements in light of Council policy     CB           April 2004
resources reflects Council policy and
agreed reviews of arts and events


8.2     Increase resources for the City’s arts and media

OBJECTIVE/OUTCOME                            ACTION                                                      LEAD        TIMESCALE
Enable arts and media projects to            Provide information and advice on other sources of           CB           April 2004
develop a broad funding base                 funding for the arts

Secure Partnership Agreement with Arts       Work with Devon County Council and all other Devon            CB           2004/05
Council England South West                   District Councils

Secure new funds for new and existing        Meet with Culture South West, South West Regional             CB           On-going
arts and media projects, for City-Council-   Development Agency, ACESW and SW Screen to                 GB/AL/AC
led initiatives                              develop funding strategies that include European
                                             funds, independent trusts, and the private sector.

                                             Develop external funding strategy to secure additional
                                             resources for festivals



CB     Catherine Bailes    City Arts Officer                        DL     David Lewis        Manager Halls & Events
RB     Richard Ball        Head of Economy & Tourism                AL     Alan Lukehurst     Community Outreach Manager
GB     Gerri Bennett       City Marking Officer                     MM     Michael Miller     Community Safety Officer
AC     Alan Caig           Head of Museums & Leisure                PO     Philip Oldfield    Principal Economic Development Officer
TG     Theo Goodall        Development & Design Manager             RR     Ruth Randall       Marketing Manager
CH     Camilla Hampshire   Museums Manager                          JR     John Rigby         Director, Economy & Development
VH     Victoria Hatfield   Tourism Development Manager              GS     Gay Smith          Community Development Officer
                                                                    DW     David Whitelock    Festivals & Events Manager




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     Arts & Media Strategy 2004-2006




36
                                                                     Arts & Media Strategy 2004-2006




                                                                                         APPENDIX 1



DEFINITION OF TERMS

Arts - The arts include, but are not limited to, music (instrumental and vocal), dance, drama,
painting, sculpture, photography, creative writing, graphic design, folk art, crafts, industrial design,
fashion design, architecture, motion pictures, sound recording, radio and television. The arts also
include those activities and skills related to the presentation, performance, execution and exhibition
of these major art forms, and the study and application of the arts to the human environment.

Media - Media is defined as „the moving image‟ created through film video, television and digital
technology, its production and exhibition.

Culture - In broad terms culture is defined as „a way of life‟. It ranges from the arts, media, the
crafts, fashion and design to sports, recreation, architecture and townscape, heritage, tourism,
eating and entertainment, local history and folk lore and the characteristics of an area‟s public
realm and social life, its identity and external image.

Cultural sector or Cultural industries - The resources in the area involved in the creation and
preservation of the arts and media such as painting, live music, live theatre, creative writing,
cuisine, sculpture, design etc and the resources involved in the dissemination of the arts and media
such as broadcasting, museums and galleries, heritage centres, arts festivals, publishing etc.

Cultural planning - The strategic and integral use of cultural resources in urban, rural and
community development.




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                                                                    Arts & Media Strategy 2004-2006



                                                                                        APPENDIX 2



ARTS AND EVENTS BEST VALUE SERVICE REVIEW

As part of Exeter City Council‟s Best Value Service Review Programme, the Arts and Events
Service was reviewed in Spring 2001. The review did not include the Royal Albert Memorial
Museum or the Community Outreach core activities. The review focused on the Council‟s delivery
of its arts service based on objectives set out in the 1998 Arts, Media and Cultural Strategy, which
were to:

    1. establish Exeter as the cultural centre for Devon and the South West peninsula thereby
       maximising the economic benefits and job-creation opportunities;
    2. retain economic benefits within the city by building on local creativity and distinctiveness,
       enhancing the environment, ambience, vitality and cultural image of the city;
    3. support the development of a cultural infrastructure that is relevant to the aspirations and
       needs of Exeter‟s citizens and meets the expectations of a county and regional centre;
    4. encourage a diverse range of cultural opportunities that contribute to social regeneration
       and pride of place in communities in the city;
    5. support Exeter as a city of learning through the development of educational and
       participatory cultural programmes that increase cultural appreciation and access to skills
       and learning;
    6. maximise existing cultural investment in the city, and investigate and secure external
       funding for cultural development.

These objectives had been identified through consultation with arts organisations and other
stakeholders and were to be achieved through the City Council working in partnership with others.

In terms of arts policy development, the review recognised that it was the City Council that was
best placed to have the overview required to determine a city wide arts policy, and that the City
Council has a vital role to play in “bringing together both the development aspirations of existing
arts organisations and, through public user and non-user consultation, identifying gaps in provision
and the cultural needs and aspirations of the community at large”. The review also recognised that
the Council is “uniquely placed to draw on the cultural agencies with a regional remit to develop
policy and activity that meets the elements of the Council‟s objectives based on the regional
positioning of Exeter”.

The City Council provides grant aid for six professionally run arts organisations operating in the
city: The Phoenix Arts Centre, Northcott Theatre, Spacex Gallery, Theatre Alibi, Wren Trust, and
Bournemouth Symphony Orchestra. These organisations are also funded by the Arts Council
England South West in recognition of the quality of their work, and their regional significance. The
Barnfield Theatre, primarily home to the voluntary performing sector, and Exeter Arts Booking
Information Service, the city centre box-office run by the Northcott Theatre, are also supported by
the City Council. Exeter Arts Council receives Council funds, which it allocates on behalf of the
Council to smaller arts initiatives and individuals in the city.

The principle of delivering the arts and media primarily through third parties has been reviewed and
endorsed. The system of Service Agreements was highlighted for development, with „in principle‟
three- year funding agreements recommended. This will enable the arts organisations to better
deliver the Council‟s objectives. In line with new national arts funding policies, this approach is
seen as critical to supporting arts organisations in taking a longer-term view of artistic development
and innovation.

Partnership working is a priority recognised in the Best Value review. The major arts initiatives
delivered directly by the City Council – Exeter Festival and Animated Exeter – have developed in
different ways and through different kinds of partnerships, with the private, public and voluntary
sectors. In increasing the year-round programme of arts events and activities, the City Council will
encourage and support partnerships, with other arts and non-arts organisations taking a lead.



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                                                                  Arts & Media Strategy 2004-2006




The Best Value Review and the Cultural Strategy recommend the use of fora as a means of
consultation to complement the Council‟s leadership role. An arts forum would enhance co-
ordination, promotion and marketing of existing arts provision and activity within the city.

The Best Value Review included an Action/Improvement Plan, and its recommendations have been
included in the Arts and Media Strategy Action Plan.




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