"Music Strategy Summary of Recommendations - implementation plan"
Common Chords A Music Strategy for the City of Edinburgh 1999 “In a time of significant change for Edinburgh and its cultural partners, I am delighted to welcome „Common Chords,‟ a music strategy for the city of Edinburgh. This strategy highlights the significant commitment from the Council and the diverse musical communities in the city to music development and celebration. „Common Chords‟ is the outcome of a substantial period of consultation with colleagues involved in the musical life of our city. As a result the document offers up a series of recommendations, and I look forward to working with our partners to implement these over the next three years.” Councillor Steve Cardownie This Strategy was written by Judith Ackrill, based on research and initial drafts by Judith Ackrill and Nod Knowles, independent consultants, in association with Recreation Department and Education Department staff of the City Council and in consultation with local and national organisations. It was commissioned and funded by The City of Edinburgh Council with financial support from the Scottish Arts Council and Lothian and Edinburgh Enterprise Ltd. It addresses and supports the seven key areas of The City of Edinburgh Council activity set out in the City Strategy 1999 to: provide quality services promote the city nationally and internationally develop the city's economy reduce poverty and disadvantage promote a healthy and sustainable environment communicate and consult effectively develop the organisation and staff 1 contents Preface Summary of Recommendations and Implementation Plan Introduction Summary Table Key to Summary Table Implementation Structure preface Many of the best known and most attractive cities in the world have immediate musical associations: Vienna - Strauss; New Orleans - jazz; Rio de Janiero - Carnival; Liverpool - the Beatles. For millions of people world-wide the response to „Edinburgh‟ would be „Festival‟. Whereas many cities throughout Europe have spent a decade and millions of „ECUs‟ on establishing a level of immediate recognition for themselves, Edinburgh had the vision to back this invaluable asset fifty years ago, and has a head start on its competitors on which to build and consolidate. Edinburgh takes justifiable pride in its performing arts programme. As the opening of the Scottish Parliament comes nearer it will want to ensure that major music performing and promoting organisations are secure, and that its famous concert hall reopens refurbished to take its place in the European cultural network. As the next millennium approaches there is a call for international celebration and reflection, and opportunities abound for Edinburgh to participate. The Council‟s enlightened Cultural Policy is intended to lead to the formation of a Cultural Partnership, bringing together a range of cultural organisations and groups to achieve a common set of priorities. Among ten cultural objectives for the city of Edinburgh is „to enable all of Edinburgh‟s citizens and visitors to participate in, and enjoy, the widest cultural experience, including targeting initiatives to combat social exclusion.‟ Through the wide consultancy process for this Music Strategy, the two clearest messages emerging reinforce the real significance of this objective. On one hand, maintaining investment in the existing music infrastructure is essential if it is to continue to have enormous beneficial impact on the lives of individuals, on tourism, jobs, and the position of the city as a desirable place to live, a thriving metropolis. Failure to make this investment at this time will seriously endanger all of these advantages. On the other hand, whilst music is a universal, all pervasive language, attracting attention to Edinburgh on an international scale, it is also an intensely personal and 2 individual experience. Making or appreciating music can transform an individual, draw together different sections of a community, or reinforce a group‟s cultural identity. If social exclusion is really to be addressed through the arts, access to music-making by the communities of Edinburgh needs stronger strategic support from the Council and other partners. These are arguments for ongoing - and enhanced - investment by the Council in music. Edinburgh has an infrastructure on which it can to build to ensure it gets maximum value from the great range of activity and talent in the city. With Best Value a key indicator, there is every incentive to consolidate an international reputation and the internal cultural economy. It should be noted that the current concept of Best Value for councils requires that „everyone with an interest or stake should feel some degree of involvement‟. The city is in a position to facilitate an effective musical infrastructure for all its citizens. However, at a time of dwindling resources, the City Council can only reach for this goal by seeking collaboration: with the city‟s communities in addressing social exclusion and access to music; with the private and commercial sectors in training initiatives, capital developments, and marketing networks; with the musicians and promoters of Edinburgh in establishing a stronger creative dialogue and sharing of information, resources and ideas; and between its own departments, bringing together pockets of activity and expenditure in a focused and effective way. Such partnerships would be welcomed by the music „constituencies‟ of Edinburgh. The one hundred (and more) individuals and organisations consulted for this Strategy showed an impressive level of willingness to engage with a consultation process if it might lead to better communication between Council (at all levels) and themselves. While a plea for extra funds was part of their message, they were equally keen to begin a focused dialogue, a process in which they could participate as partners themselves. The very process of developing the Strategy has raised expectations which the Council will need to meet by allocating officer time and careful attention to the next steps. Specific areas identified as priorities for investment (research, officer time, and in some cases funding) within the Music Strategy include: A longer-term strategy for supporting community-based music activity, ensuring that funding, training, provision of equipment and facilities, and continuity of provision are available in the community and in formal and informal education sectors. The future of the Usher Hall as a great European concert hall, and the development of other Council-owned venues including the Ross Theatre and the Leith Theatre. Music-making by young people, and the availability of expertise and equipment in music including rock and pop, traditional music and jazz. 3 Increased networking between musical organisations and Council Departments, to tackle ongoing practical frustrations over issues including fly-posting, licensing, and venue hire charges; and to generate joint initiatives in marketing the city and its musical life. Assistance for promoters with innovative ideas, across all forms of music. Rebuilding the grant base for the classical music „national companies‟ and the Edinburgh International Festival; increasing the funds available for new initiatives by promoters, and providing clear information about sources and criteria for all Council grants to the arts. A single point of contact in the Council for all the music constituency, with the remit to work for music across departments and beyond, and the ability to access database information about venues, contacts, and other aspects of music in Edinburgh. While the city cannot resource all such recommendations itself, this agenda can be used to attract new funds through partnerships with other arts, government, and European funders, and could also form the basis of an application for New Directions lottery funding. Dundee has set the example in achieving a lottery grant towards its Music Strategy. The rewards of success will be the positive promotion of social inclusion to which the Council aspires, increased value (cultural, social and economic) to the city from the activity of the many people engaged but „struggling‟ in music in Edinburgh, and an ongoing contribution to quality of life and regeneration in a city with an international reputation to maintain and develop into the new millennium. Introduction Bringing together the great range and number of recommendations in the full Music Strategy document, the following summary of recommendations has been developed into an action plan with a timescale for implementation. All of the recommendations are included in this tabulated plan, numbered and ordered as in the full document. The Music Strategy‟s recommendations will initially be carried forward by designated Council officers. Once the city‟s Cultural Partnership has been established, its members will be asked to nominate a chair from the arts community to steer the next stage of the Music Strategy process. This will be the setting up of a working group representing the range of musical interests in Edinburgh. The group will take the Strategy forward in liaison with Council officers, as recommended in the Strategy itself. 4 Short-term special interest groups will also meet as outlined in the Strategy, to deal with specific issues. In addition, the wider for a recommended will be convened and their networking meetings may become regular features of Edinburgh‟s musical life. The Music Strategy Working Group will need access to resources including officer time, and new funds to implement some of the recommendations. It is intended that there should be an early bid for lottery funds from the Scottish Arts Council for appropriate areas of the Strategy, including the appointment of a contact person to work on developing the Strategy, as well as funds for some of the musical activity within the Strategy. The Music Strategy Working Group will monitor progress, if necessary recommending changes to the Strategy and its implementation in the light of any significant changes within the Council or elsewhere. Progress will be reported to the Cultural Partnership and the City Council, probably on an annual basis. The timescale set out in the summary which follows appears practical at the time of writing, but to be effective it must remain responsive Edinburgh and beyond. Recommendations have been cross-referred where these are similar or closely linked. 5 Music Strategy Summary of Recommendations - implementation plan Key to columns: Column 1 - Recommendations in numbers as they appear on the Full Music Strategy document Column 2 - Indicates whether the Council or Music Strategy Working Group leads on implementation Column 3 - Timescale - Timescale 1 = 2000-2001, Timescale 2 = 2001-2002, Timescale 3 = 2002-2003 Column 4 - Initial action proposed. Column 5 - Indicates Council resources required. Council Recommendation Lead/Music Timescale Action Resource Implication Working Group Lead A Common Concerns A1 Venues A1.1 The Usher Hall should be re-established as one Council 1 Appoint consultant. Council committed £8.3 of Europe‟s best concert halls and a major Develop business plan and million to upgrade of positive player in the capital city‟s cultural and prepare lottery bid to SAC. Usher Hall. civic life: Member/officer time Experience and expertise at the highest seeking additional level should be drawn into the process of external financial support. developing the specification for facilities, the programme and the new business and marketing plan for the Hall. The Hall should be managed by a skilled team possessing experience on a national and international level. A1.2 Detailed consultation about Usher Hall facilities Council 1 Consultation programme Officer time. should take place with regular users, most established. notably the RSNO and EIF; the SCO and independent rock promoters should also be involved. Liaison should take place with Apollo Leisure about the role of rock concerts at the Playhouse, in relation to future plans for the Usher Hall and the RossTheatre. A1.3 The Recreation Department should work with Council 1 Development of Plan and Officer time. the Queen‟s Hall and Hall users to agree a implementation schedule to 6 medium-term development plan for the Hall, be agreed. which addresses financial, technical, physical, programming, marketing and relationship elements, with particular focus on audience development. This should be monitored carefully by the Recreation Department as part of its funding agreement with the Hall. A1.4 The Queen‟s Hall should be supported in a bid Council 2 Arising from above. Officer time. Potential to the lottery New Directions programme for lottery bid, further work development of audience/marketing initiatives required. with users, and for complementary programme strands such as contemporary cross-over, world music, and cross-border tours, in collaboration with other promoters. A1.5 Cross-departmental activity in the Council, led by the Recreation Department in liaison with promoters, should include: consideration of the Assembly Rooms‟ Council 1 Nominate representative to Officer time. future role in music provision, including represent these areas of involvement of a music representative in interest. Assembly Rooms‟ working group discussions. special arrangements to accommodate any Council 1 Pursue amateur/FCT Officer time. amateur organisations disrupted by closure agreement. periods of the King‟s Theatre. review hire costs of venues for community Council 1 Establish short term cross- Officer time. groups. council group to review pricing policy. examination of current conditions for Council 1 Meet with relevant officers Officer time. entertainment licenses and alcohol licenses, from Licensing Dept. to find the best solutions for perceived problems, within the scope of existing legislation. exploration of the future use of the Ross Council 2 Pursue feasibility into future Officer time. Theatre as a complementary outdoor facility of Ross Theatre. for festival and other use, including 7 provision of audience weather protection. A1.6 A specific meeting should be arranged by the Council 1 Arrange initial meeting to Officer time. Recreation Department for promoters interested establish communication in new venues (or development of existing and future liaison/action. venues) to share aspirations and research findings. A1.7 Existing venue owners, including the Recreation Music 1 As 1.6 Officer time. Department, Education Department, University Strategy of Edinburgh, and venues for other artforms, Working should be consulted to establish the potential for Group existing facilities to meet needs. A1.8 In considering any proposals for new venues Council 1 onwards Consider any proposal in a Officer time. the City Council should have regard to the city context, offer advice and following criteria. Proposals should: support if criteria are met. offer new facilities for the use of the community, especially young people contain space that can be flexibly configured, and is suitable for events currently without a base in Edinburgh include a thorough study of audience displacement from other Edinburgh venues be a collaborative proposal between different sectors of the music community demonstrate that the performance programme will draw new audiences beyond the capabilities of existing venues. The Council, with its city-wide overview, should also study how such proposals may complement or impact on the existing network of city venues, artistically and economically. A2 Making Music in the Community A2.1 The Recreation Department should complement Council 2 onwards Research and develop this Officer time. Cultural its support of professional music organisations area, include information on Grants/Education Grants. with greater support for participative music, database and action through involving a longer-term strategic view of Funding Agreements. developments and priorities. Dependent on financial resources, the principle will inform future grant giving. 8 A2.2 The Recreation and Education Departments of Council 2 Contribute to Officer time. the Council should work with all interested development of parties, including young people, to devise an CEC Youth Strategy. action plan embracing skills and training, equipment and resources, networking and information sharing, funding and sustainability, and quality evaluation. Such development would ideally be linked with other artforms. A2.3 A purposeful, occasional forum with an agenda Music 2 Arrange initial meeting to Officer time. of real interest to „movers and shakers‟ should Strategy Establish communication be organised, at which those involved in music Working and future liaison/action. in the community, including Council officers and Group educationalists, can share information about the access they offer to the arts, and their work and plans, and establish the range of facilities and skills already available for this work. A2.4 All Council Departments should work together to Council 2 Following completion of Best Officer time. Cultural rd create an increased budget for arts participation Value review of Grants to 3 Grants/ Education in the community, which will: Parties, develop mechanism Grants/Voluntary Sectors address social exclusion within current grant budgets. Officers Group. draw government urban regeneration grants for community music (with early agreement between clients and Council Departments about exit strategies and potential alternative funding sources in the future) be applied as part of a co-ordinated development strategy, for which there should be an identified point of contact in the Council. A2.5 The „ladder‟ of grant giving should be flexible Council 2 onwards Noted. Difficult given current Cultural Grants/ enough to allow promising new organisations financial climate. This Education Grants. and initiatives on, others off, and others to move principle to inform future up the ladder. grant giving. A2.6 Particular priority should be given to funding Council 2 onwards Current Recreation grant Officer time. Cultural projects which develop longer-term relationships criteria require collaborative Grants/Education Grants. between different kinds of organisation. working between appropriate 9 partners. This will be maintained. A2.7 Support systems should be established Council 2 Identify funding sources or Officer time/ Music including: /Music help in kind. Pursue via the Strategy Working Group. a database of venues and their availability Strategy Voluntary Sector Officers for use by community groups Working Group and with relevant the regular production of a networking Group. service departments. Music leaflet for sharing news and resources Working Group to pursue information about the sources and purposes newsletter. See A1.5. of Council grants for arts participation negotiable lower rates for hiring Council spaces for rehearsals and workshops. A2.8 The Recreation Department should formulate a Council 1 Draw up policy Officer time. simple policy statement on voluntary and statement. amateur music groups. This should be made available along with a list of services and useful contacts. A2.9 A training programme should be investigated by Council 2 Establish meeting between Officer time. the Education Department, through links with interested parties to Scottish universities and colleges, and with progress. the SAC, for community education and youth workers, teachers, and community arts workers Develop training and interested in developing music programmes. evaluational programme. This should include experience of good practice, Identify funding for and focus on quality of activity and evaluation. A programme i.e. Lottery, training service for artists and animaters LEEL. working in the community should also be investigated. A2.10 The Recreation, Education, and Corporate Council 1 Bring relevant officers Officer time. Millennium Service Departments should work together and together to budget. with arts representatives to ensure that pursue. Millennium and Parliament celebrations include a „big idea‟ with significance for ongoing arts development. They should aim to increase showcasing of local performers and the diversity of 10 opportunities to take part in music in the city, when planning high profile events. A3 Education and Training A3.1 The music services provided by the Council play Council On-going. Noted. Officer time. a vital and respected role in Edinburgh; they Education Budget. should be maintained, and if possible enhanced. A3.2 The Arts Unit of the Education Department Council On-going. Noted. Officer time. should remain the bridge between formal and Education Budget. informal education and the arts sector, continuing to support projects in schools involving professional artists. A3.3 The Council should develop and publicise long- Council 3 Options to be explored for Officer time. term strategies for professional musicians implementation in year working in schools, offering continuity of funding three. for projects and a network of opportunities to schools. A3.4 Networking between those involved in music in Music 2 Work with Music Strategy Officer time. education, including music organisations, Strategy Working Group as A2.7. should be encouraged, in conjunction with those Working involved in community music. A networking Group/ newsletter, like Glasgow‟s Artnet, should Council be produced by a member of the network or the Council. A3.5 The Council should continue to study projects in Council 2 Identify projects and seek Officer time. Education the UK and abroad which bring education SAC funding for budget/ Recreation authorities into productive contact with rock and Continuing research. Pursue budget/Corporate other styles of youth music culture. The Council outcomes via CEC Youth Services budget. should devise and implement plans to work with Strategy. and support young people interested in these areas of music, in consultation with active promoters and practitioners in the city. These initiatives should also extend beyond the formal education sector where appropriate. 11 A3.6 A solution should be found to the continuing Council 2 Refer to Curriculum Officer time. problem of upgrading technological equipment Quality Teams Capital budget. and training teachers, if necessary by focusing (CQT). provision around particular schools. A3.7 Any proposal which might provide better Music 1 onwards Include in any review of Arts Officer time. facilities for large gatherings of pupils, such as Strategy and Education policy. the Saturday music school, should be seriously Working Include on agenda of considered. It should be included in the debate Group/ meeting proposed as in with promoters, arts organisations, and others Council A1.6. mentioned in this report as interested in a new central facility. A3.8 Means of increasing tuition in traditional music Council 1 Dependent on resources. Departmental budget. in schools should be pursued with urgency. A3.9 Efforts should be made to maximise the impact Council 1 Continue on-going Officer time. of publicity for adult education classes. improvements. A4 Promoters and Programming A4.1 A dialogue with a forum of music promoters Council/ 2 Combine with key actions Officer time. should be maintained across Council Music and meetings from A1.5 to Departments. Subjects raised, such as access Strategy A1.6. to LEEL funding, tourism income, ticketing Working systems and Council promotional activities, Group should be sympathetically considered by a Council working group. A4.2 Co-ordinated feedback should be given by the Council/ 1 Pursue possible model for Officer time. Council to promoters on issues such as fly- Music Edinburgh, based on other posting, so that the ongoing sense of frustration Strategy examples, including Dundee. is alleviated. Fly-posting is one of the biggest Working problems for commercial and club promoters; Group initiatives from the music sector to suggest solutions have not yet been acknowledged; the example of Dundee in providing sites should be examined. A4.3 Council support should be maintained for the 2 Pursue through client Officer time. Fringe Festival so that it can continue to help Funding Agreements. 12 independent initiatives and experiments by music groups and promoters, and provide work opportunities for Scottish musicians. A4.4 Greater involvement of the Recreation and 1 Raise with Corporate Officer time. Education Departments in the arrangements for Services. Hogmanay should be introduced, with the particular aim of increasing complementary showcasing of local performers and of the diversity of opportunities to take part in Edinburgh‟s musical life. A4.5 When practicable, project funding should be Council - Resource requirements will Officer time/ Education/ made available for: be raised through Recreation budget. Creative initiatives in programme Committee and budget development outside festival periods, linking process. festival and non-festival promoters. Promoters introducing work under- represented in Edinburgh, particularly if they are drawing funds from other sources, such as the Lottery, Visiting Arts, or International Initiatives, into the city. A4.6 The Department of Culture, Media and Sport Music 1 Pursue in collaboration with Officer time/Music should be lobbied to review the restrictions Strategy TAB and SAC. Strategy Working currently placed on cross-border touring. Working Group. Group A5 Audiences for Music A5.1 Members of The Audience Business (TAB) Council 1 Discuss with TAB, build into Officer time. Maintaining should be encouraged to pass on its research Funding Agreement. cultural grant. findings and benefits to a broader arts constituency where appropriate; the agency‟s intention of providing a consultancy and advisory service to all organisations should be pursued. A5.2 Smaller and voluntary organisations which Council/ 1 SAC/LEEL to coordinate Officer time. cannot afford, or do not qualify for, agency Music with TAB on Audience membership should be included in other city- Strategy Development funds/training 13 wide marketing initiatives so that they build Working funds available. audiences alongside agency members. They Group should be encouraged to: Establish network for meet regularly to exchange information information in consultation about their programmes and plans, and with forum/group proposed collaborate on marketing initiatives in A1.6. suggest training opportunities; the City Council could liaise with TAB and the SAC to seek ways of offering marketing training to voluntary and smaller professional organisations contribute to a multi-venue broadsheet giving details of the city‟s music programme on a weekly or monthly basis. A5.3 The recommendations in the Theatre Strategy Council 1 Recreation‟s Social Officer time. Capital concerning accessibility of arts performances (onwards) Exclusion Group DDA Audit budget requirements will should continue to be pursued, and the need for will inform. be pursued through good physical access to buildings included. Committee and capital programme process. A5.4 In reviewing the Ticketline operation, the Council 1 Review is scheduled Officer time. Council should aim to ensure a high-quality, for 1999/2000. accessible and co-ordinated telephone sales system and service for arts events in Edinburgh, with links to other box office systems beyond the city and to tourist board packages. Principles of Best Value should be applied to management arrangements for such an enterprise. A5.5 The Council should work with the tourist boards Council 2 Pursue through Cultural Officer time. during the Edinburgh International Festival to Strategy Partnership and promote Edinburgh‟s year-round cultural TAB. Identify future plan on resources to visitors and the media. The completion of the Festival‟s Festivals should continue to develop each a Strategy. year-round presence, while the „city of culture‟ concept sold by the tourist boards should include promotion of the city‟s range of opportunities to participate in music. 14 B Diverse Activity B1 Western Classical Music B1.1 Despite current financial difficulties, the Council should seek to re-affirm the importance of the SCO, RSNO, Scottish Opera and Scottish Ballet to the musical and cultural life of Edinburgh: aiming to restore funding (for both Council 1-5 Review funding Officer time. Further work education and performance work) to at least arrangements as required. Quantify the 1997/8 levels, with clear agreements part of ongoing discussions resource implications and about accountability. with COSLA re the National report back on how they Companies. are to be met. working in partnership with COSLA and the Council 1 SAC to maintain continued support for the Continue to work with national companies. COSLA on future funding mechanism. B1.2 The Recreation and Education Departments Council 2 Establish agreed method Officer time should establish a method of negotiating jointly from 2000-2001 based on with each company over grants and funding the findings of the current agreements, and nominate one officer as the Review of Grants to 3rd co-ordinator of the process and prime contact Parties. for the company. B1.3 The SCO and the Recreation Department Council 2 Arrange meeting between Officer time. Council should explore ways in which they can underline Council departments and Corporate hospitality. and enhance SCO‟s status as the city‟s resident interested parties to Further work required. orchestra, including bringing other Council progress this item as per Departments into the process of commissioning B2.7. music for and performances by the SCO for special civic occasions; a promotional CD is another initiative not yet brought to fruition. B1.4 The BBC SSO should be encouraged to Music 1 Arrange meeting with Officer time programme any visits in liaison with the RSNO Strategy interested parties to and other regular promoters. Working progress. Group B1.5 The Recreation Department should help Council 2 See A.1.6 and A1.8. The Officer time establish a forum of classical music promoters initial meeting of the Music to: Strategy Working Group will 15 Develop better advance anti-clash / discuss the most appropriate complementary programming (including use method of implementing this of the diary of music events kept at the City objective with issues raised Library). under A1.6 and A1.8. Aim for a co-ordinated approach to Potential sub groups being programming, designed to hold existing established. audiences as well as attract new ones. Consider what steps they can take collectively to improve audience research, publicity and marketing for their promotions. Act as a consultation point about any plans to improve existing venues or create new ones. B1.6 The Recreation Department should explore Council 3 Arrange meetings Officer time. ways of supporting the promotion and with key organisation and Cultural Grants/ performance of contemporary music - perhaps the SAC to work up Education Grants. by seeking to co-commission new compositions proposals for future joint with leading groups and promoters. It should collaborations and encourage the Queen‟s Hall to work with new programmes. music promoters and the SAC to provide complementary programmes. B1.7 The Education Department should explore how Council 1 Already underway. Officer time. further to use chamber and new music groups in formal education situations. B1.8 The Council should support the Edinburgh Council 2 Review funding Officer time. Cultural/ International Festival at levels no lower than the arrangements. Pursue Education/City 1997/98 grant level. In recognition of the EIF‟s financial contribution from Development Grant. regular return to the City on its investment, its City Development through funding base should be broadened to include a budget process and report contribution from Council funds for city to Committee. development. Resultant savings in the Recreation budget should be re-applied to music projects recommended in this report. B1.9 The Recreation Department should work with Council 2 Schedule initial meeting to Officer time. the Festival in encouraging financial discuss implementation. contributions from other local authorities and 16 government agencies, in recognition of its wider role and impact. B1.10 The Education Department should encourage Council 1 Underway through Steering Officer time. the Festival to extend further its music Group. education programme into Edinburgh schools and community groups. B1.11 The more active amateur groups should be Council 1 Invite amateur groups to Officer time. encouraged to join the regular forum for initial meeting identified classical music promoters mentioned above, in B1.5. Music Library to and all should be encouraged to use the diary of advise all interested parties music events kept at the City Library. in use of and access to music diary. B2 Traditional and Folk Music B2.1 Traditional Scottish music and its future place in Council - Pursue involvement via Officer time. the modern world should be a prime concern of Music Strategy Working Scotland‟s capital city. The Council must Group. continue to support and encourage its promoters and practitioners, acknowledging their proven quality and their abilities of self- assessment and collaboration. B2.2 The Council should build on the presence of the Council 1 Establish information Officer time. Traditional Music and Song Association by exchange. involving its director in discussion about Millennium and Parliament opening plans. B2.3 ALP‟s concerns about licensing should be taken Council 1 Set up licensing/ venue hire Officer time. up by the Recreation and Education meetings and invite ALP to Departments as part of the process of attend. Also see A1.6. connecting music organisations with other Council departments, and ALP should be brought into any general discussions about venue hire charges and ideas for new premises (along with other traditional music promoters in Edinburgh). 17 B2.4 The Folk Festival should be encouraged in the Council 1 Folk Festival Officer time. development of its new strategy, and Funding Agreement Cultural/Education considered for 3-year funding status by the Reviewed 1999/2000. Grants. Recreation Department. Set up meeting to explore options and review. Links between the Festival and the Education Department should be developed, to maximise the potential of the „Seeds‟ education programme. B2.5 Means of increasing tuition in traditional music Council 1 Dependant on resources. Officer time. Education and instruments in the formal education system Department budget. should be pursued with some urgency by the Education Department. B2.6 As with promoters of other music, the Council Council 2 Liaise with International Unit. Officer time. Recreation/ should remain open to supporting interesting Resource requirements will Education/ International programming initiatives, in particular with a be raised through Unit budget. national or international bias. Committee and budget process. B2.7 The Council should consider the value of Council 2 Establish initial meeting with Officer time. Council‟s commissioning new music from resident interested parties and hospitality events. traditional composers and practitioners, to be funders, and progress as per performed at special or celebratory events. A B1.3. traditional musician in residence scheme should be considered, possibly a joint project with commissioning. B2.8 The Council should be sympathetic to the Council 2 Consider any proposal in a Officer time. concept of a traditional music centre and offer city context, offer advice and cross-departmental practical assistance if a support mif criteria are met. feasible plan is suggested involving more than See A1.8. one agency. B3 Jazz B3.1 The Recreation Department should encourage Council 2 Arrange meeting to discuss Cultural Grants/ all levels of jazz promotion in order to provide potential projects for future Education Grants. the broadest range of music for the Edinburgh support. audience. It should engage with Assembly 18 Direct and Edinburgh Jazz Projects to reassess ways in which they can be supported for an agreed programme of work. B3.2 The Recreation Department should consider Council 1 Contact to be made Cultural Grants/ how to assist the Jazz Touring Collective in with Jazz Touring Education Grants. bringing a diversity of jazz groups to Edinburgh Collective. if its activities re-emerge in future. B3.3 The Jazz Festival should continue its Council 1 Meet with client to discuss Cultural Grants/ transformation towards the wider vision and Implementation and Education Grants. reorganisation contained in the recent planning audience development. Further work required. and assessment report, and its work to attract Include targets in client Quantify resource younger artists and audiences. New Funding Agreement. implications and report developments by the Jazz Festival will need to back on how they are to be reflected in increased Council funding as be met. recommended in the report. B3.4 The Jazz Festival should pursue its remit for a Council 1 Meet with client to discuss Cultural Grants/ year-round education presence in the city by Implementation and Education Grants. liaising with other jazz agencies to contribute to programme development artists-in-education jazz work in formal and and include in Funding informal education; this direction should be Agreement. reflected in Departmental Funding Agreements. B3.5 The Education Department should discuss with Council 1 Meet with client to Officer time. Education Napier University and other city jazz promoters Discuss implementation, Grant implications. ways of using existing resources to develop jazz Programme development education beyond the schools system, including and audience the potential for a jazz school/orchestra to cater development. Include for school leavers. targets in client Funding Agreement. B3.6 Jazz promoters (including the Queen‟s Hall as a Music 1 Set up meeting between jazz Officer time. key venue) should establish a system of Strategy promoters and TAB to collaboration on publicity and marketing, pooling Working discuss system. information and contacts in order to reach Group current audiences and attract new ones. 19 B3.7 The City of Edinburgh should consider adopting Council 1 Arrange meeting between Officer time. Further work the Scottish National Jazz Orchestra and/or Council departments and required. Quantify Scottish Jazz Composers Ensemble as a interested parties to resource implications and resident orchestra; provision could be made for progress this item as per report back on how they assistance to the orchestra in cash or kind. B2.7. are to be met. The Recreation Department should examine ways in which the special relationship could be extended across a number of Council departments, exploiting resources available for, say, special civic occasions, as well as taking the best advantage of the orchestra‟s skills and qualities. B3.8 The Recreation Department should aim to Council/ 2 To be pursued via Music Officer time. develop the services of information and advice it Music Strategy Working Group. can offer to jazz promoters (especially those Strategy working on a club scale), in order to help them Working improve the standard of available equipment Group (including advice in seeking lottery grants). B4 Rock and Pop B4.1 The City Council should recognise the rock and Council/ 2 Ensure SAC involvement in Officer time. pop scene as a major part of the musical and Music existing work. Pursue economic life of the city, signifying this by Strategy awareness via Cultural ensuring that overall Council policies are fully Working Partnership. inclusive of this area of music. Group B4.2 The Recreation Department and organisations Council/ 1 onwards Ensure Rock and Pop Officer time. from other music sectors should encourage Music practitioners consulted on contact and dialogue with rock and pop Strategy Usher Hall developments practitioners on issues of mutual concern, Working and engage via A1.6, including the future of existing venues, and Group A1.7 and A1.8. particularly the Usher Hall. B4.3 A Council working party should be established Council 1 Establish a short term Officer time. to consider the problems faced by rock and pop working group to address promoters (e.g. fly-posting, venue licensing, issues and identify the way problems in using the Ticketline box office forward. system) across its departments, seeking solutions that reflect the positive 20 benefits of the rock scene to the city. B4.4 A Council working party should be established Music 2 Music Strategy Working Officer time. to consider the problems faced by rock and pop Strategy Group to establish meetings promoters (e.g. fly-posting, venue licensing, Working Schedule with key partners problems in using the Ticketline box office Group to progress. system) across its departments, seeking solutions that reflect the positive benefits of the rock scene to the city. B4.5 Comprehensive information should be gathered Council/ 2 Establish methods for Officer time. and made available on the rock and pop sector Music information gathering and in Edinburgh as a starting point for further policy Strategy feed findings into A3.5, development. Working into Music Strategy data Group base and Music Library. B5 Music of Other Cultures B5.1 The Recreation and Education Departments Council 1 onwards Continue to support the Mela Officer time. Cultural should continue to offer advice and assistance within current grant Grants. to promoters from ethnic minority groups, and resources. The Mela should continue to be supported. B5.2 The Recreation Department should be aware of Council 1 onwards Encourage promoters Officer time/ Recreation the lack of „roots‟ concert or club promotions bringing forward “roots” department budget. and encourage the development of such work if concerts or club promotions. an appropriate promoter emerges. The future Also see A4.5. use of the Ross Theatre could include such concerts. B5.3 The SAC should assist and advise promoters Music 2 Establish dialogue with SAC Officer time. about the range of funds available for bringing Strategy to develop Newsletter of overseas artists to Scotland (and also for Working information. touring them elsewhere in the UK), and about Group the schemes and circuits into which they may tap to benefit from subsidised touring groups. C The Role of the Council C1 A Lead Body C1.1 The City Council should place the Music Council 1 Cultural Partnership Officer time. Strategy within the overall framework of the nominee for Music Strategy Cultural Policy for the city. chair to lead on 21 implementation of Music Strategy. C1.2 The Recreation Department should be entrusted Council 2 Pursue via Cultural Officer time. with maintaining the Council overview of music Partnership/Music Strategy in Edinburgh and instigate, implement, Working Group. coordinate or enable city-wide or national initiatives in order to maintain the strength, quality and diversity of the city‟s music scene. C1.3 In pursuing broad strategic objectives in respect Council 1 onwards Refer to document and Officer time. of music and the arts, all Council Departments monitor progress. should refer back to the practical detail contained in consultations and recommendations of the kind represented by this study. C1.4 The Recreation Department should encourage a Council 1 Pursue via Cultural Officer time. collaborative culture, in which the Council can Partnership/Music Strategy be valued by the music community in its role as Working Group. lead body. C2 An Advocate for Music C2.1 The Recreation Department, with an overview of Council 1 Develop dialogue between Officer time. the city‟s musical life, should be charged with Cultural Partnership and arguing within and outside the Council for the other departments and value of music and the arts in individual, social external parties. and economic terms. C3 A Point of Contact C3.1 The Council should identify a single initial point Council 2 Develop application for Officer time. of contact for all music interests in the city - and three year post to SAC if possible appoint a staff member to work lottery. Explore alternative specifically with and for the music scene. The options for managing brief should include cross departmental dedicated post in association initiatives and liaison, as well as representation with Music Strategy of Music Strategy interests among other arts Working Group. strategies and developments commissioned by the Council. 22 C3.2 A small working group should be established to Music 1 onwards Establish Music Strategy Officer time. pursue, monitor and evaluate the Strategy Working Group and implementation of the Music Strategy with this Working monitoring process. officer. Group C4 A Funder C4.1 Council Departments should improve communication about grant funding by: Identifying a single point of contact for Council 2 On completion of Service Officer time. applicants. Review on Grants to 3rd Shaping the application process (and its Parties, establish generic mechanisms, including forms) into a application and information common format which is as approachable sheet. Combine (where as possible. feasible) application Communicating changes in funding criteria process, ensure regular and strategies to those receiving or seeking dialogue between funds. funding departments. Issuing information - ideally a single sheet - to identify the different funds available through the Recreation and Education Departments, and any other possible sources of funds. Liaising across departments about funding intentions to ensure a consistent approach by the Council. Liaising across departments about funding and funding-linked developments from outside sources; music organisations should be helped to make successful applications. C4.2 There should be liaison between the SAC and Council 1 Continue dialogue with SAC Officer time. the Council about co-funded clients, approaches through formal meetings. to funding and assessment procedures. C5 An Advisor, Enabler and Information Source C5.1 The Council should encourage the Council/ 2 Identify funding services or Officer time. establishment of advisory and information Music help in kind. services and databases to inform itself and all Strategy those connected with the music scene. Working 23 Group C5.2 The Recreation and Education Departments Council/ 1 Pursue via Music Strategy Officer time. should act as catalysts to bring groupings Music Working Group. together (either in regular meetings or ad hoc Strategy forums) to discuss, share or resolve any issues Working of mutual concern. Group C5.3 The Council should make facilities and certain Council 2 Noted - see C5.2. See C5.2. supporting resources available to music organisations to assist the development or resolution of ideas and issues through meetings, conferences, seminars etc. C5.4 The Council should pursue a consistent cross- Council/ 2 Establish method for Officer time. departmental approach (served by inter- Music information sharing between departmental communication) to music Strategy members of Cultural organisations on issues that concern more than Working Partnership and associated one department. Such collaboration and use Group strategy groups. of Council contact networks for the benefit of music in the city should also extend to the SAC, other public bodies and to other local authorities. C5.5 International links, with twin cities and Council/ 2 To be pursued by Cultural Officer time. elsewhere, should be pursued for cultural Music Partnership and International exchanges and opportunities to showcase the Strategy Unit working with full range of music in the city. Working international partners. Group C6 A Provider of Services C6.1 The Council should: Continue to take forward proposals for Council 1 Develop Lottery Capital bid. Officer time. redeveloping the Usher Hall, including consideration of future financial and management structures. Review the benefits that the Assembly Council/ 1 Undertake review with ref. to Officer time. Rooms, Leith Theatre, and community halls Music A1.5 and A1.7. could bring to music organisations and Strategy audiences, in collaboration with potential Working users. Group 24 Take an active role in developing any Music 2 Through Music Strategy Officer time. shared use of resources by arts Strategy Working Group ensure best organisations. Working usage of financial resources, Group equipment and information. Continue the review of its Ticketline Council 1 Undertake review. Officer time. operation. Continue to initiate Hogmanay, and other Council 2 Incorporate into Events Officer time. special celebratory promotions or civic Strategy consultation. events, whether directly promoted or outsourced. Continue to operate the cultural grants Council Noted. Officer time. programme. Continue to run an arts development team, Noted. Officer time. possibly with restructured roles. Continue to run music services in schools. Noted. Officer time. Maintain the role of the Arts Unit in the Noted. Officer time. Education Department. Continue to operate the arts in education Noted. Officer time. grants programme. Maintain the Edinburgh specialist music Noted. Officer time. school. C7 Recommendations for further work C7.1 The Council should consider drawing up a youth Council 3 Based on above audit and Officer time/ arts strategy, following this research and other other research findings, Departmental Education consultation with young people. Review and revise youth and Recreation budgets. strategy. C7.2 The Council should make a bid for New Council 1 Following adoption of Officer time. Directions funding from the Lottery and SAC Strategy by Council, pursue core budgets to underpin developments outlined Application. in the Music Strategy. 25 abbreviations Group list (in alphabetical order) based on initials. Initials Name in Full LEEL Lothian and Edinburgh Enterprise Limited MSWG The Music Strategy Working Group SAC The Scottish Arts Council VSOG Voluntary Sector Officer Group Abbreviation Department C DEV City Development CORP Corporate Working Group (Usher Hall) CORP S Corporate Services EDC Education ENV Environmental and Consumer Services REC Recreation ALP Adult Learning Project BBC SSO BBC Scottish Symphony Orchestra CD Compact Disc CEC City of Edinburgh Council COSLA Convention of Scottish Local Authorities DDA Disability Discrimination Act EIF Edinburgh International Festival FCT Festival City Theatres RSNO Royal Scottish National Orchestra SCO Scottish Chamber Orchestra TAB The Audience Business UK United Kingdom 26