CARMARTHENSHIRE COUNTY COUNCIL.
LEISURE DIVISION.
ARTS DEVELOPMENT STRATEGY. 2008 – 2013
Carmarthenshire County Council. Leisure Division Arts Strategy August 2008 1
DRAFT ARTS DEVELOPMENT STRATEGY. 2008-2013.
0. INTRODUCTION
The purposes of this strategy is to maintain the momentum established by the 2003-08 Arts Strategy, to align the arts and cultural
planning to the timetable of that established by the ‘Leisure Vision’, and to recapitulate the development of an inspiring and useful
cultural infrastructure for all residents.
The County’s Leisure Vision aims to ‘put Carmarthenshire on the map’ by celebrating and promoting its ‘unique culture’, including
the prominence of the welsh language.
We believe the County Council’s role in arts contributing to this vision is to encourage activity across the geographical area.
We want to engender a sense, based on actual support, of a shared agenda with the voluntary and professional arts sector,
audiences, education and the wider society.
We want to continue to feel proud of living in a county where people value their culture and working for a County Council widely
recognised as valuing cultural activity.
We want to live in a county where a thriving arts and culture scene make a significant contribution to the economy and social
cohesion and where artists want to live and work.
By the end of this strategy we would like to see clear route ways for people to enjoy their arts and greater opportunities for them to
do so within a strengthened physical infrastructure of cultural facilities.
0.1 Our vision is clear: Everyone across the county area enjoying and sharing their arts.
0.2 And our mission is simple. We want to broaden opportunities for more to engage and enjoy a wide range of arts and
cultural activity. We want our services to provide the best possible quality enjoyment of arts and culture for Carmarthenshire
Carmarthenshire County Council. Leisure Division Arts Strategy August 2008 2
0.3 We want our values to inform our dealings with each other and with those we deal with:
We value ensuring the best possible opportunities are available for everyone to enjoy and progress in the arts and the latest
in the arts and entertainment.
We value striving for excellence in arts and believe the arts are for everyone.
We value the cultural effervescence and heritage of Carmarthenshire and its bi-lingual culture.
We value what we do and being professional in our approach: cultivating teamwork and shared ‘ownership’.
We value artists, our colleagues and customers
0.4 And our strategic aims are clear:
Keep Carmarthenshire on the map as an area of vibrant and unique cultural values.
Directly or indirectly, seek the best possible facilities and services are developed
Make a real contribution to the social and economic regeneration of the area.
Make a real contribution to the cultural life of Carmarthenshire and Wales as a whole.
0.5 We are achieving these goals by:
Becoming a collaborative service. Encouraging joint approaches wherever possible with others in the arts sector, with
neighbouring local authorities, community councils, community groups, those providing for education and training and with
other departments of the council.
Being a continuously developing service. Questioning and reviewing what we do.
By advocating a county with improved cultural facilities. Seeking to ensure appropriate provision across the county area
for cultural activity.
0.6 We can measure progress in this direction by measuring improving satisfaction with cultural provision across the county
area standing in 2007 at 75% and satisfaction with our services at our directly managed venues standing at 76%.
0.7 The methodology behind writing this strategy.
Carmarthenshire County Council. Leisure Division Arts Strategy August 2008 3
We developed this strategy from a number of informal interviews with colleagues from the arts and education sector, both within
and external to the Council. We read and interpreted current regional and national policies and data regarding the public sector
interest in culture. We were able to draw upon the extensive community consultation that lay behind the County bid for a ‘Living
Landmarks’ application in 2007 to fund a purpose built cultural village in Llanelli: The ‘Works’ scheme. Lastly, through a series of
workshops drawn from across the staffing within the Arts Services we knitted this information, our knowledge from customer
surveys, and our own understanding of needs into a strategic approach that, when implemented, would develop our ability to
deliver an improved and more responsive service.
1 CURRENT SERVICES
The current dedicated arts provisions are delivered through two themes:
Theatres Services delivering stage and screen provisions at Llanelli Entertainment centre, Lyric Theatre and Miner’s
Theatre. These three provisions ensure that 90% of the County’s residents live within a short travel time of a professionally
programmed, promoted and managed theatre facility.
Arts Services deliver the community participation agenda through targeted interventions, such as supporting the local youth
theatre umbrella organisation, LLAIS, Carmarthenshire Arts Forum, Night Out support for professional theatre in the
community. This section also line manages the Oriel Myrddin Trust Gallery as a specialist applied arts gallery and centre of
excellence, Dylan Thomas Boat House, and St Clears Craft Centre which was returned to the County Council from the local
regeneration agency.
At Oriel Myrddin we are in a valued regular revenue client partnership with both the Carmarthen Town Council and Arts Council
Wales and Carmarthenshire County Council.
All our services receive project support from Arts Council Wales including, historically, a stream of Lottery support for small to
medium scale capital improvements.
We believe that we have made considerable advances in both the comprehensiveness of the services offered and of their cost
efficiency, which are attributable to the success of the 2003 – 2008 Arts Strategy and the Council’s commitment to its delivery.
Carmarthenshire County Council. Leisure Division Arts Strategy August 2008 4
During 2006 – 2007 the service had 249,552 direct users compared to 143,084 during 2003 – 2004. An approximate increase of
74%. The council financial support to the services increased during the same period by approximately 43% and trading income
rose by 48%, showing, we believe, the economies of scale. It is also worth noting that during this period we developed non-venue
based services such as grants for cultural activity, provisions for young people for which no immediate income is generated.
We remain a venues focussed service with spending at directly supported venues amounting to approximately 86% of our gross
expenditure. Our venues are recognised as essential in our arts development programme. For example 70% of our theatres’
performances are in partnership with local organisations, schools and colleges; Oriel Myrddin deals with up to 3000 annual
participants in it’s education and social participation activities that run alongside the exhibition programme.
Across Wales Local Authority expenditure per capita varies considerably (the average for 2006-2007 given by Arts Council Wales is
£11.04). Our per capita net spend in the arts of £5.18p in 2006-07 (based on the 2001 census population figure of 172,000). This
probably reflects a high position in the lower quartile and a substantial move up this quartile from our position in 2003.
1.1 In our own research on customer satisfaction at our venues we found.
Our audiences and artists value the services we provide.
Our staff are our most appreciated asset. Appreciated by 95% 0f our users.
We need to address the condition of our premises.
We have been increasing and developing audiences and need to continue their development.
2. DELIVERY OF 2003 – 08 STRATEGY.
The 2003-08 Arts Strategy firmly made the case for both the intrinsic and extrinsic values for arts and their role in the wider
economic and social agendas of the County Council. It sought to establish a continuing development of the Council’s provisions for
arts and cultural activity.
The strategy identified a hierarchy of activity that sought to ensure the touch and reach of the County, in providing appropriate
support and that intervention for cultural engagement, was felt across the county area. This ‘pyramid’, or hierarchy of opportunity, in
turn informed an approach to developing the necessary infrastructure which led from grass – roots facilities and access to
recognisable centres of excellence and bases for providing for, and nurturing, the creative industries.
Carmarthenshire County Council. Leisure Division Arts Strategy August 2008 5
The strategy was partly informed by developing partnerships, and in particular strengthening partnerships with the local
practitioners, colleges and Arts Council.
The delivery of the strategy was ensured by uplift in Council funding and the availability of European and government (Lottery)
funding.
All of the 20 Action points were fully or partially delivered. The unexpected transfer of management of both the Lyric and Miner’s
Theatres meant a diversion of some of the financial uplift to facility management and we were unable to progress support for
traditional culture and for pro-active generic arts development as much as the strategy originally envisaged. We believe a balanced
and correct decision was made under the circumstances.
The aspect of community arts development outlined in the strategy also sought to create a pyramid from grass roots engagement to
showcasing and opportunities for excellence. It is now clear that although we are now able to make effective interventions this goal
cannot be fully achieved without a substantive increase in resources and external funding, both unlikely in the medium term.
We therefore need a slight shift in emphasis towards arts development our venues can provide and strengthening our community
arts development activity of the last 5 years. To do this we need to encourage the growth of effective networks and hubs of other
providers and ourselves.
We believe the strength of the County’s Arts Strategy 2003 - 2008 made a significant contribution to the decision by Theatr
Genedlaethol Cymru to locate within the County and it’s subsequent partnership with Trinity College in Carmarthen.
Infrastructural improvements in the county, linked to the County’s ‘03-‘08 Arts Strategy, included the building of the Cultural
Enterprise Centre at Trinity College, the 1st phase renovation of the Dylan Thomas Boat House and Writing Shed, the complete
renovations and changes to the Oriel Myrddin Gallery and a programme of public art. The largest of these ambitions though had
been the County’s bid to the BIG Lottery Fund for the Llanelli based Cultural and Media complex, ‘The Works’
The 2005 Citizen’s Panel revealed that:
89% residents believed it was important to enjoy cultural activity.
Carmarthenshire County Council. Leisure Division Arts Strategy August 2008 6
95% residents believed theatres and galleries were important community spaces.
75% residents are now satisfied with cultural provisions within the county area.
(We consider this represents an impact of the Arts Strategy. The 2001 Best Value Review measured this as 45% although a
true comparison cannot truly be made due to different methods of collection and size of sample)
75% users are generally satisfied with the County’s direct provisions.
These figures show an improvement on the research results conducted for the 2000-01 Best Value Review of Arts.
We need to build on the momentum established by the 2003- 2008 Arts Strategy but anticipating a period of financial
constraint in the public sector.
3 KEY ISSUES.
Our research and discussions identified nineteen issues that we believe are fundamental in their need to be addressed if we are to
develop our mission.
We want to broaden opportunities for more to engage and enjoy a wide range of arts and cultural activity. We want our
services to provide the best quality enjoyment of arts and culture for Carmarthenshire
These nineteen issues distribute themselves into 5 Themes.
3.1 THEME 1. ISSUES OF STRENGTHENING
3.1.1 BUILDING ON THE 2003 – 2008 ARTS STRATEGY.
The previous strategy was successful in extending the County’s provision for arts across the County area and having additional
impacts nationally.
We need to build on the momentum established by the 2003- 2008 Arts Strategy anticipating a period of financial
constraint.
Carmarthenshire County Council. Leisure Division Arts Strategy August 2008 7
3.1.2 CONTINUING INFRASTRUCTURE DEVELOPMENT
With outstanding capital developments for the Lyric Theatre in Carmarthen and the disappointment of not receiving the
Llanelli ‘Works’ funding, the hierarchy of main arts spaces in the primary towns still needs completing. These two theatre
based projects are becoming more urgent, because, more positively, we confidently expect private sector cinema provisions
in both Llanelli and Carmarthen creating greater emphasis on our ensuring robust theatre provisions when no longer needing
to provide for cinema.
Good mixed use spaces exist in our tertiary settlements either through renovated halls or community schools such as
Pontyberem Hall, or Ysgol Y Bedol at Glanamman. Cross Hands and Neuadd Tymbl. We now need to ensure that there is
an adequate network of appropriate provision, through community schools or halls that can accommodate local needs for
arts provision and its promotion at strategic ‘secondary’ settlements l such as Llandovery area, Llandeilo area, Whitland
area, Kidwelly area Llanybydder, Newcastle Emlyn.
On cultural tourism we need to complete the second phase of the Dylan Thomas Boat House Restoration with a target end
date of
2014.
At Trinity College both Y Llwyfan cultural enterprise centre and the recently created studio theatre may add significantly to
the available infrastructure and will probably be extended.
Live music in accessible public spaces has been encouraged.
We need to continue our progress to the coherent provision of a network of facilities appropriately equipped for their
needs and related activity
3.1.3 WHAT OUR CUSTOMERS VALUE.
Our customer feed back conducted during 2007 showed a generally high degree of satisfaction at our points of delivery. In
particular our staff were highly valued by 95% of our visitors.
Yet people also wanted to see better maintained and comfortable facilities for both participating and watching their arts and
entertainment, and more workshop sessions.
We need to ensure our staff, which are our main assets, are able remain motivated and proud of their services.
Carmarthenshire County Council. Leisure Division Arts Strategy August 2008 8
3.1.4 THE VISUAL ARTS
The visual arts are appreciated by 26% of the adult population (source Arts Council Wales 2006) and by 74% of the young
population (source Audiences Wales August 2007. Comic Book Project). 8% of the adult population enjoy visual arts activity
as a challenging pastime. Additionally the two colleges and community education provide many courses at several levels of
training in visual arts. The area itself is attractive to artists and makers contributing to our tourism industry.
The Council provides for public art projects, for a nationally recognised centre of excellence for applied arts and education
service, a fine provincial arts collection, community exhibition spaces in libraries and a project funded exciting public art
programme.
Much of these provisions are provided as part of larger services with little funding or dedicated staff resourcing. Where there
is specific resourcing, such as for Oriel Myrddin and the public art this funding is dependent on targeted external support.
We therefore recognise at this stage the strategy cannot yet provide for a funded strategic framework for providing for the
visual arts as it does for film and screen.
Located in the north of the County is the National Museum of the Woollen Industry
The background circumstances for Swansea, Carmarthenshire and Pembrokeshire should provide a regional provision for
the visual and applied arts of considerable potential. Collectively we have good collections, a range of exhibition spaces, a
large contemporary practice and several college courses.
During the life of this strategy we will work towards forming the basis will enable the Council and others to provide for
a co-ordinated strategic approach for visual arts provision.
3.1.5 WELSH LANGUAGE
We believe that Carmarthenshire is in a strong position to make significant regional and national contributions to the
advancement and use of the welsh language in culture given the correct challenges and support.
With 50.1% welsh speakers within the County the Council’s provisions for arts can have a significant role in underpinning
the daily use and development of the welsh language and in celebrating it’s heritage.
The production home of Theatr Genedlaethol Cymru is in Carmarthen.
Carmarthenshire County Council. Leisure Division Arts Strategy August 2008 9
The County Council provides support for a strong network of Mentrau Iaith encouraging the daily use of the language, often
through encouraging cultural activity and social enterprise.
We need to continue to assert, as we did in the bid for funding of ‘The Works’ project, Carmarthenshire can provide a
natural focus for the production and mediation of the arts using the medium of welsh language.
3.1.6 NATIONAL ASSEMBLY POLICY.
The terrain for the national expectations on arts will change during the life of this strategy. We will need to be agile and
flexible in our approach to be able to constructively respond to changes.
The post 2007 election administration will create a new policy but, taking a lead from the ‘One Wales’ document we would
expect to see a continuing emphasis on
Participation and inclusion.
The implementation of the Stephen’s Review with its emphasis on the ‘Dual approach’ with both Welsh Assembly
Government providing a strategic lead and with the Arts Council Wales sharing direct responsibilities for supporting the arts
and for a Strategic Board and regional planning to drive co-operation.
An ‘entitlement’ to young people for activity and free admission to nationally funded cultural bodies.
By April 2010 it is the intention to ensure a cultural statutory duty on local authorities.
The National Assembly will be completing the national strategy for cultural tourism during the life of this strategy.
We will contribute to the national debate on cultural development and ensure Carmarthenshire’s voice is heard in the
officer forums.
3.2 THEME 2. ISSUES OF DEVELOPMENT
3.2.1 THE SCOPE FOR COLLABORATION
During our preparation for this strategy and our discussions with stakeholders we began to notice that a dominant theme was the
scope for serious collaboration across the board.
Carmarthenshire County Council. Leisure Division Arts Strategy August 2008 10
Collaboration would ensure greater impact, a more targeted and efficient use of resources and effort and a sharing of priorities.
We were also conscious that collaboration must not be an end in itself and must have a purpose. Rather than list a series of
collaborative projects in our action plan, which could then be proscriptive we believe the best way forward is to establish robust
frameworks to facilitate co-operation.
We will seek to create robust frameworks to facilitate collaboration where collaboration is advantageous to all parties.
3.2.2 CONVERGENCE FUNDING
European Convergence funding will be available during the life of this strategy. Convergence funding will differ from Obj 1 funding
in three important respects:
Fewer projects schemes will be funded.
Reference will need to be made to regional and national planning and regional, national initiatives
The outcomes will need to show a visible impact on the economy
For the arts and cultural development to benefit from convergence funding we will need to initiate or successfully
collaborate in relevant wider projects.
3.2.3 THEATR GENEDLAETHOL CYMRU
Theatr Genedlaethol Cymru are now resident in their production base at Y Llwyfan at Trinity College and will be looking to develop
their outreach and educational programmes.
The company has been resident in the County for 4 years (2008) and are now in a position to make their presence felt and develop
their local activity base.
We need to ensure that the County takes full advantage of the presence of the Theatre Genedlaethol Cymru.
Carmarthenshire County Council. Leisure Division Arts Strategy August 2008 11
3.2.4 PREPARING FOR DYLAN THOMAS 2014
The centenary of Dylan’s birth will be celebrated in 2014. We need to mark it with educational and community activity and
capitalise on the attention these celebrations will bring to Carmarthenshire.
Planning for Dylan Thomas commemorations in 2014 will need to begin by 2009.
3.2.5 ARTS AND THE ECONOMY
The private sector and public sector provisions for the arts both feed off each other.
The 2003- 2008 emphasised the economic and social importance of the arts as a justification for cultural development to lie
at the heart of the Council’s regeneration strategies. In Wales the cultural industries are of particular importance.
These justifications still exist:
In Wales 140,000 (12% of the workforce) people are employed in the creative industries
In Wales cultural tourism is worth £140m per annum.
In Wales 90% of our overseas visitors visit a cultural heritage site.
In the UK as a whole the creative industries account for 1.8m jobs
In the UK as a whole the industry has expanded at 5% pa 1997 – 2004 against a national economic expansion of 3%
In the UK as a whole 7.3% of the value added economy and 4.3% of exports are from the creative industries.
In Wales 78% people feel the arts should receive public funding
In Wales 20% population participate in arts activity, i.e. producing art in clubs, societies etc;
In Wales 20% of the population have volunteered at some stage in the arts.
The arts are at the heart of the economic and civic life of the County and the nation.
Carmarthenshire County Council. Leisure Division Arts Strategy August 2008 12
3.3 THEME 3. ISSUES OF ACCESS
3.3.1 TARGETED AUDIENCE DEVELOPMENT.
We are subscribing to the ‘Knowledge’ Wales wide scheme of audience analysis for theatres. In time this will feed an
understanding of our audiences and where our strengths and weaknesses lie.
An increasing awareness of our audiences and those we are failing to reach will inform our actions at business
planning.
3.3.2 ARTS MARK
National awards for a school’s arts delivery will be introduced during the period of this strategy and an increasing diversity of arts
education available.
We will need to be prepared for an increased demand from schools for the arts services to contribute in some manner to
their arts curriculum
3.3.3 ARTS AND HEALTH
Arts benefits to health and well-being are now being generally recognised and entering mainstream policy planning. The County
benefits from being the home of Arts Care, one of the first and most respected arts and health agencies.
Arts Care will receive additional funding from the Arts Council to underpin their services.
We will champion the specialist inclusion services provided by Arts Care and advocate their expansion.
3.3.4 CULTURAL TOURISM
The contemporary arts, such as theatre or galleries, and our cultural heritage, such as the Dylan Thomas Boat House in Laugharne
play a significant part in making the county attractive to visit and stimulating to live in. Cultural tourism and the related cultural
industries are fast growing sectors of the economy and the private sector and public sector have a symbiotic relationship feeding off
each other.
Carmarthenshire County Council. Leisure Division Arts Strategy August 2008 13
Cultural Tourism includes both internal and external visitors and it would be true to state that cultural tourism is not only important to
our local economy and with a strong multiplier effect but also helps subsidise our more socially inclusive projects and social pricing.
Our strategy will inherently contribute to the development of cultural tourism and benefits to cultural tourism will be
found thoughout our intended actions as well as specific operations within services we provide.
3.4 THEME 4. ISSUES OF ARTS PRODUCT
3.4.1 ARTS IN CARMARTHENSHIRE.
Participation in arts in Carmarthenshire appears healthy:
The county provides a good level of representation in the national youth arts companies. Brass, silver bands, local choirs,
painting clubs, eisteddfodau bro, drama and music societies, orchestras and local arts societies are all seemingly able to
renew themselves.
There are professional companies in the county area and companies seeking to become established within the county.
There are increasing numbers of professional visual and applied artists and private galleries.
Trinity College and Coleg Sir Gar have invested in cultural courses development and student recruitment is healthy.
And with support and exposure to new ideas audiences are able to renew.
However many of these artists, societies, and newly forming companies and galleries exist on the edge and are vulnerable
to even slight changes to their membership or economic conditions.
We need to maintain support and encouragement for organisations and artists and seek to increase their
opportunities, promotion and collective profile.
3.4.2 ARTS COUNCIL OF WALES.
Over the last 40 years the public sector provision for arts has transformed in Wales.
Carmarthenshire County Council. Leisure Division Arts Strategy August 2008 14
This is largely been enabled by the excellent partnerships between the Arts Council of Wales and Local Authorities.
The Arts Council Wales seek to encourage access and excellence with an emphasis on artists and audiences and will do so
through promoting:
Excellence in production
The support of the welsh language
Targeting communities first areas and areas of deprivation and low take up
Encouraging touring work
Promoting arts education and arts for the young
Arts Council Wales will have to work within considerably diminishing lottery resources
We will continue in partnership with the Arts Council and contribute to their priorities all of which mirror our interest
3.5 THEME 5. ISSUES OF BEING PART OF A WIDER ORGANISATION
3.5.1 CORPORATE GUIDING THEMES OF THE CARMARTHENSHIRE COMMUNITY STRATEGY 2004 - 2020
A Better Place. Encouraging people to live work, visit and enjoy themselves in the unique culture of Carmarthenshire
Feeling Fine. Getting people healthier and more active, physically and socially within their communities.
Opening Doors. Helping people to take opportunities, perform, develop and excel.
Investment and regeneration. Providing quality facilities and increasing the spend on leisure and arts by working in
partnership and improving the economy.
Feeling Secure. Helping people feel safe and part of an active community.
We need to ensure that arts play a roll in the quality of life of the county by providing well-managed facilities, relevant
programming and good marketing.
Carmarthenshire County Council. Leisure Division Arts Strategy August 2008 15
3.5.2 LEISURE DIVISION
The services within the Leisure Services have all agreed to divisional aims of increasing participation through programming
and effective pathways.
Community spirit
Quality management of facilities
In all 15 actions and sub actions. (See appendix 1)
We will contribute to the Leisure Division’s overarching aims of involvement in our communities and quality
programming and management and deliver the 15 given actions.
We will contribute our expertise and experience in arts delivery towards the County Council’s capital strategy for the
development of Leisure facilities
3.5.3 CORPORATE ADMINISTRATION.
The corporate administration aims to continuously improve the organisation’s performance across all areas of its internal
affairs and in its community planning and dealings with others.
We will need to continue to benefit from corporate initiatives
3.5.4 CONTRIBUTING TO THE COUNCIL’S EFFECIENCY PROGRAMME.
Along with all other Council Services we need to make year on efficiency savings to increase productivity and to ensure new
and pressing initiatives can be taken.
The arts services are providing for strategic levels of service and we need to avoid cutting a service point.
We aim to make our contribution to efficiency savings without rationalising services.
.
4. ARTS STRATEGY 2008 - 2013
Carmarthenshire County Council. Leisure Division Arts Strategy August 2008 16
These nineteen key issues can be addressed by major actions that fall within four main drivers. These in turn will require sub
actions but the intention is to keep within manageable and realistic parameters to ensure progress.
If the strategy is successful then these actions and their emphasis will change as the strategy is achieved and the actions and sub
actions will need to be reviewed on an annual basis.
Those actions are shown on two levels.
Level 1 are actions that can be achieved within current resources.
Level 2 actions are legitimate aspirations for the Council that would require uplifts in funding that would take us to the levels
of local authority average spending on arts if they are to be achieved.
Actions marked * are fundamental, that if individually achieved would contribute to all our aims.
Actions marked ** indicate actions that, in themselves, would be significant steps to our overall provisions.
5. ARTS STRATEGY 2008 – 2013 ACTIONS.
5.1. A STRENGTHENING SERVICE
ACTION PURPOSE SUB ACTIONS OR TARGET DATE. LEVEL AND
NARRATIVE. PROGRESS AND ADDITIONAL
REVISIONS. RESOURCES
REQUIRED
5.1.1. Deepen our We will continue in 5.1.1.1. Continue our campaign Continuous. Level 1
relationship with Arts partnership with the Arts for recognition for what
Council Wales Council and contribute Carmarthenshire does for the
to their priorities all of arts.**
which mirror our interest
(3.4.2) 5.1.1.2. Continue our campaign September 2009 – 2012 Level 1
[Leisure Vision] for recognition that
Carmarthenshire County Council. Leisure Division Arts Strategy August 2008 17
Carmarthenshire is ideally
placed to be a focal area for the
arts and welsh language.**
5.1.1.3. Continue promoting Continuous Level 1
Oriel Myrddin as a centre of
excellence for dissemination of
applied and fine arts.**
5.1.1.4. Seek the best possible Continuous Level 1
levels programme support to
extend our programmes and
marketing.
5.1.1.5. Consolidate Local April 2009 Level 1 but
Authority Capacity Building requiring
Grant funded scheme at Oriel consolidation
Myrddin education programme of £10,000
and direct into audience from the
development in theatres.** development
budget.
5.1.2. Seek recognition We will continue in 5.1.2.1. Maintain an arts Continuous until 2011 Level 1
from Arts Council partnership with the Arts development programme
Wales for Significantly Council and contribute focussing on 6 main areas:
improving arts to their priorities all of 1. Craft and visual arts
development delivery which mirror our interest development including
over a 5 year period. (3.4.2) promotion.
[Leisure Vision] 2. Education partnerships.
Carmarthenshire County Council. Leisure Division Arts Strategy August 2008 18
3. Village hall touring.
4. Community arts
networks and support.
5. Extra curricula Youth
theatre and young
people unable to engage
with arts through the
youth services or
schools.
6. Using the memory of
Dylan Thomas.
5.1.2.2. In partnership with March 2010 Level 1
Carmarthenshire Arts Forum,
introduce ‘Carmarthenshire
Achievement in Arts’ Awards
5.1.2.3. Double the amount of End of strategy period. Level 2
funding available to award £11,000
community initiatives and
activity.**
5.1.3. Accommodate We need to build on the 5.1.3.1. Look for year on year Continuous Level 1. Cost
Priority Based momentum established cash savings of £10,000 pa by approximately
Budgeting without by the 2003- 2008 Arts identifying increased income -£10,000 pa.
losing the service Strategy anticipating a through areas of non-social
gains of the last 4 period of financial pricing to exploit and reducing
years. constraint. facility costs.
(3.1.1)
Carmarthenshire County Council. Leisure Division Arts Strategy August 2008 19
We aim to make our
contribution to efficiency
savings without
rationalising services.
(3.5.4)
5.2. A DEVELOPING SERVICE
ACTION PURPOSE SUB ACTIONS OR PROGRESS AND PRIORITY
NARRATIVE. REVISIONS. LEVEL AND
ADDITIONAL
RESOURCES
REQUIRED
5.2.1. Increase the We need to ensure our 5.2.1.1. Insure all staff have April 2009 Level 1
allocation to training staff, which are our main personal Development Plans.
to at least 1% or assets, are able remain
equivalent of total motivated and proud of 5.2.1.2. Look internally and Dec 2008. Level 1
staff costs. * their services. regionally to skills exchanges.
(3.1.3)
5.2.1.3. Consider all options for Continuous Level 2
training methods. £5,000
5.2.1.4. Look for additional Dec 2012 Level 1
efficiencies to support the target
of 1% staff budget allocated to
training.
Carmarthenshire County Council. Leisure Division Arts Strategy August 2008 20
5.2.2. A strategic We need to continue our 5.2.2.1. Resolve theatre and September 2011 Level 1
approach to progress to the coherent cinema provision in Llanelli.
developing an provision of a network of (See Council’s
infrastructure.* facilities appropriately 5.2.2.2. Begin re-development April 2009 capital and
equipped for their needs of the Lyric Theatre to enable inward
and related activity. greater use as a theatre. investment
(3.1.2) strategies for
5.2.2.3. Re-configure and re- July 2009 indicative
We will contribute our launch West Wales St. Clear’s costs)
expertise and Craft Centre
experience in arts
delivery towards the 5.2.2.4. Complete phase 2 of Dec 2012
County Council’s capital the restoration of Dylan
strategy for the Thomas Boat House and
development of Leisure 1950’s garden.
facilities
(3.5.2) 5.2.2.5. Advocate upgrading Continuous
appropriate venues in
[Leisure Vision] secondary settlements targeting
the more isolated communities
in north Carmarthenshire.
5.2.2.6. Advocate the growth of Continuous
Facilities for social enterprises Level 1
in culture at Y Llwyfan in
Carmarthen and a centre in
Llanelli.
5.2.2.7. Advocate three local Dec 2012
recurring arts specific festivals
Carmarthenshire County Council. Leisure Division Arts Strategy August 2008 21
that have potential for greater Level 1
profiling including Llandeilo, the
Small Nations Music Festival
and the Laugharne Weekender.
Facilitate across county craft
fairs. Level 1
5.2.2.8. Public Art. Continue the Dec 2008
drive to promote public art and
prepare a governing policy
5.2.3. Recruit to vacant We need to ensure our 5.2.3.1. Appoint Senior March 2009 Level 2.
and unfunded posts.** staff, which are our main Programming and Promotions £25,000
assets, are able remain Officer vacant in Theatres
motivated and proud of establishment
their services.
(3.1.3) 5.2.3.2. Appoint the two 1 x March 2009. Level 2.
[Leisure Vision] outstanding education and 1 X March 2011 £65,000
outreach officers as outlined in
the 2003 –08 Arts Strategy,
with budgets.
5.2.4. Quality We need to ensure that 5.2.4.1. All service points to Continuous Level 1
Management of arts play a roll in the seek Arts Council Wales
Services* quality of life of the programme support.
county by providing
well-managed facilities, 5.2.4.2. Theatres to subscribe When launched. (Possibly Level 2
relevant programming to ‘QUEST’ management. 2010). £1,000
and good marketing.
Carmarthenshire County Council. Leisure Division Arts Strategy August 2008 22
(3.5.1) 5.2.4.3. Add St Clear’s Craft 2010 Level 1
Centre to our Visit Wales
Quality Assurance Accreditation
5.2.5. Participate in the An increasing 5.2.5.1. Interpret and use the Dec 2009 Level 1
‘Knowledge’ and other awareness of our Knowledge data regarding
emergent audience audiences and those we audiences to develop
research projects. are failing to reach will
inform our actions at 5.2.5.2. Test audience Target 2013
business planning. development programmes and Level 2.
(3.3.1) administration £10,000
5.2.6. Explore the During the life of this 5.2.6.1. Identify and agree a November 2012 Level 1
creation of a strategy we will work strategic approach to
southwest Wales towards forming the presentation of collections and
museums and basis will enable the temporary exhibitions.
galleries visual arts Council and others to
group.** provide for a co- 5.2.6.2. Their associated November 2010 Level 1
ordinated strategic education and outreach
approach for visual arts programmes.
provision.
(3.1.4) 5.2.6.3. Their associated cluster November 2010 Level 1
promotion.
5.3. A COLLABORATIVE SERVICE
ACTION PURPOSE SUB ACTIONS OR PROGRESS AND PRIORITY
NARRATIVE. REVISIONS. LEVEL AND
ADDITIONAL
Carmarthenshire County Council. Leisure Division Arts Strategy August 2008 23
RESOURCES
REQUIRED
5.3.1. County Council We will seek to create 5.3.1.1. Look towards During 2009 Level 1
Cultural Contact robust frameworks to synergising with museum
Group and external facilitate collaboration services, library services and
networks. where collaboration is sports development on shared
advantageous to all agendas such as the Cultural
parties. Olympiad, dance
(3.2.1) development.**
5.3.1.2. Facilitate and During 2009 Level 2.
encourage hubs and networks £5,000
where they are central to our
services and would have a
clear purpose.
5.3.1.3. Champion the During 2009 Level 2
specialist inclusion services £5,000
provided by Arts Care and
advocate their expansion and
representation within hubs.
(3.3.3 – Arts and Health)
.
5.3.2. Local Authority For the arts and cultural 5.3.2.1. Seek regional funding September 2008 to be Level 1 at the
Regional cultural development to benefit from Convergence Funds and implemented September beginning of
group.* from convergence from ‘Making the Connections’ 2010 the process.
funding we will need to for;
initiate or successfully Introducing a regional ‘plan for
collaborate in relevant service provision Developing
Carmarthenshire County Council. Leisure Division Arts Strategy August 2008 24
wider projects. cultural facilities.
(3.2.2) Improving access and
[Leisure Vision] education at cultural facilities.
Co-ordination and clustered
promotion of assets.
5.3.3. Programming We will need to be 5.3.3.1. Ensure a continuing Continuous Level 1
with schools in mind prepared for an dialogue with the schools
for our business and increased demand from advisory services
cultural planning.** schools for the arts
services to contribute in 5.3.3.2. We will need to Continuous Level 1
some manner to their programme with schools in
arts curriculum mind across all the venues.
(3.3.2)
5.3.3.3. Continue with the Target 2010 Level 2
discreet visual arts education £10,000
programmes.
5.3.4. Identify The arts are at the heart 5.3.4.1. Facilitate the Date of arts award? Level 1
opportunities for the of the economic and Carmarthenshire Arts Forum
arts services to civic life of the County and Crafts from
contribute directly to and the nation. Carmarthenshire.
the promotion of the (3.2.5)
cultural industries.** 5.3.4.2. Provide opportunities at Continuous Level 1
Our strategy will our venues for artists to present
inherently contribute to their work and to conduct
the development of workshops and contribute to
cultural tourism and education programmes.
benefits to cultural
tourism will be found 5.3.4.3. Work closely with the Continuous Level 1
throughout our intended colleges in training and
Carmarthenshire County Council. Leisure Division Arts Strategy August 2008 25
actions as well as education packages and
specific actions within opportunities for students to
services we provide. showcase.
(3.3.4)
5.3.4.4. Develop clustered September 2009 Level 2
We need to maintain promotion of niche cultural £2,000
support and tourism.
encouragement for
organisations and artists 5.3.4.5. Begin advance January 2010 Level 1
and seek to increase Planning the centenary of Dylan
their opportunities, Thomas’s birth in 2014 and look
promotion and collective for partnerships. (3.2.4 –
profile Preparing for Dylan Thomas
(3.4.1) 2014))
5.3.4.6. Signpost new Continuous Level 1
companies with advice and
advocate the creative industries
in business development
5.3.5. Benefit from the We need to ensure that 5.3.5.1. Bi-monthly liaison September 2008 Level 1
presence of Theatre the County takes full meetings between the company
Genedlaethol Cymru** advantage of the and officers of the County
presence of the Theatre Council
Genedlaethol Cymru.
(3.2.3) 5.3.5.2. Facilitate a Countywide May 2009
network to assist the company
in making contacts and
establishing an effective
outreach.
Carmarthenshire County Council. Leisure Division Arts Strategy August 2008 26
5.4. A SERVICE PARTICIPATING IN A WIDER ORGANISATION
ACTION PURPOSE SUB ACTIONS OR PROGRESS AND PRIORITY
NARRATIVE. REVISIONS. LEVEL AND
ADDITIONAL
RESOURCES
REQUIRED
5.4.1. Be a committed We will contribute to the Divisional Actions Continuous An
unit within the Leisure Leisure Division’s overarching
Services* overarching aims of aim is the
involvement in our Council’s
communities and quality legitimate
programming and aspiration to
management and bring it’s per
deliver the 15 given capita
actions of the leisure spending on
Vision. arts and
(3.5.2) leisure in line
with Local
Authority
averages.
5.4.2. Quality We need to ensure that 5.4.2.1. Seek to ensure Oriel Continuous Level 1
Management of arts play a roll in the Myrddin is a valued member of
Facilities* quality of life of the the Arts Council Wales
county by providing Revenue client portfolio.
well-managed facilities,
relevant programming 5.4.2.2. Fully integrated theatre January 2013 Level 2
and good marketing. service with an integrated box £6,000. To
(3.5.1) office upgrade lines
Carmarthenshire County Council. Leisure Division Arts Strategy August 2008 27
[Leisure Vision]
5.4.2.3. Maintain Visit Wales Continuous Level 1
Quality Accreditation.
5.4.2.4. Implement QUEST When launched. (Possibly Level 2
based management systems in 2010). £3,000 (further
theatres once Quest for Arts is to the licence
agreed and available. costs £1,000
shown above
in 5.2.4.2.
5.4.2.5. Create effective Target 2013 Level 2
maintenance and renewal £80,000.
budgets for all venues
5.4.2.6. Locate annual running April 2010 Level 2
costs subsidy for Craft centre, £40,000
St. Clears Craft Centre after
2010**
5.4.3. Be represented We will contribute to the 5.4.3.1. Review and rationalise Annual Level 1
on relevant bodies and national debate on current representation to
networks. cultural development ensure relevance and results.
and ensure
Carmarthenshire’s voice 5.4.3.2. Increase representation Annual Level 1
is heard in the officer on emerging networks such as
forums. Health and Well Being.
(3.1.5)
Carmarthenshire County Council. Leisure Division Arts Strategy August 2008 28
5.4.4. Contribute to the We will need to continue Corporate Actions. Continuous
Investors in People to benefit from corporate
Programme. initiatives.
(3.5.3)
5.4.5. Contribute to the We need to continue to 5.4.5.1.Increasing the September 2009 – 2012 Level 1
bi-lingual culture assert, as we did in the promotion and programming
bid for funding of ‘The range of welsh language
Works’ project, that product.
Carmarthenshire can Level 2.
provide a natural focus 5.4.5.2. Become a focus area Target 2013 £30,000 +
for the production and for welsh language product and £10,000
mediation of the arts mediation including support for Eisteddfodau
using the medium of eisteddfodau Bro and the Bro Fund.
welsh language. traditional arts.**
(3.1.5)
[Leisure Vision]
New resources to deliver Actions at Level 2 of this strategy would amount to £308,000, or approximately £1.81p Aggregated
per capita increase (based on a population of 170,000) and taking us out of the lower quartile of Welsh local spend for
authority spending on arts. Priority Level 2
£308,000
Wherever practical external funding will be sought for Level 2 and continuing certain Level 1 Actions.
Carmarthenshire County Council. Leisure Division Arts Strategy August 2008 29