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Cheshire Dance plan 2010 Master

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					      Cheshire Dance
      Business Plan 2010 - 2016

      July 2010




      Create, Learn, Experience




‘Stir’ Performance, Watergate St, Chester (Part of Chester Performs ‘Roam the Rows’)
Cheshire Dance
Business Plan 2010 - 2016
July 2010


Create, Learn, Experience


Table of Contents

1   Executive Summary                                                                         1

    1.1    Mission                                                                            1
    1.2    20 Past 12                                                                         1
    1.3    Sustain and Grow                                                                   2
             Dance and Young People                                                           3
             Dance and Health                                                                 4
             Continuing Professional Development (CPD)                                        4
             Performance Projects                                                             5
             New Base                                                                         6

2. Background & Context                                                                       7

    2.1    Benefits of Dance                                                                  7
    2.2    Benefits of partnership                                                            8

3. Artistic Programme                                                                         9

    3.1    Dance and Young People                                                             9
    3.2    Dance and Health                                                                  12
    3.3    Continuing Professional Development (CPD)                                         15
    3.4    Performance Projects                                                              18
    3.5    A NEW Base and Organisational Development                                         20
    3.6    Summary Performance Indicators (12 month periods)                                 23

4. Marketing & Income Generation Plan overview                                               24

    4.1    Marketing the Artistic Programme                                                  24
    4.2    www.cheshiredance.org                                                             26

5. Finance & Resources Plan (Money, Human & Physical) overview                               27

    Appendix 1 - Partner Organisations/Consultees and Shared Objectives                      30
    Appendix 2 - Dance in Education Programme                                                32
    Appendix 3 - Marketing Actions Review                                                    33

This plan contains a clear vision and strong evidence of and a continued case for growth in
dance in Cheshire, contributing to local, regional and national agendas. It will be reviewed and
refocused as required. The contents of this plan are very much about stimulating dialogue.
Anyone reading this plan is welcome to contact Adam Holloway on 01606 861770,
adam@cheshiredance.org with any feedback, news, questions and proposals.
Cheshire Dance
Business Plan 2010 – 2016, July 2010
Create, Learn, Experience


1       Executive Summary

1.1     Mission

             Cheshire Dance leads the artistic provision and support of dance across
          Cheshire and the sub-region. It aims to fully awaken the art form of dance as
          inspiration to create, learn and experience. Working in partnership, Cheshire
         Dance is committed to increasing access and transforming lives through dance.


1.2     20 Past 12
        (see www.cheshiredance.org/2012)

        13,155 people (full breakdown on the website) performed between 2nd & 5th July 2010 in
        117 different locations around the Cheshire and Warrington sub -region. The aim was to
        :-
            Raise awareness of the 2012 Games, known locally as ‘Embrace the Games’
            Encourage participation in dance and increase physical activity levels

        Additionally, and possibly more in the background, the aim was to build capacity in the
        dance/arts network through:-
            Sparking a significantly more ambitious debate for the Cultural Olympiad. 20
               Past 12 was delivered with a cash budget of £3,000 and plans for 2011 have
               already begun.
            Achieving the impossible – For the first time in Cheshire Dance’s 34 year history
               of working at a relatively hidden, grass roots level we have been able to uncover
               a significant enough proportion of the dance network, to raise awareness
               amongst the following groups of just how strong and widespread the network
               actually is:-
                   o All the performers themselves and their immediate networks
                   o The vast network of professionals Cheshire Dance engages with in the
                       sub-region and more widely across the country specifically amongst arts
                       professionals.
                   o Policy-makers, the media and the wider public
            Developing confidence throughout the professional network in hosting very
               ambitious and linked mass participatory events
            Setting a target to beat year on year whilst using it as a platform to raise the
               collective voice of the dance, arts, cultural and physical activity network.
            Working with a diverse and organised partnership of supporting organisations ,
               which this year included:- Cheshire and Warrington School Sport Partnership
               Consortium, Cheshire East Council, Cheshire West & Chester Council,
               Warrington Borough Council, Arts Council England, Central & Eastern Cheshire
               PCT, Chester Festivals and Visit Chester & Cheshire.
            Beginning the creation of a 2012 Dance Legacy




Cheshire Dance Business Plan 2010 - 2016                                                Page 1
                                                 County High School Leftwich performing 20 past 12
                                            (less than half the size of the largest participating group)

1.3     Sustain and Grow

        Cheshire Dance has grown its local authority funding base going into 2010/11 whilst the
        majority of other arts organisations in the sub-region have received cuts. It has been
        successful in securing new revenue income from Youth Dance England and looking
        forward the organisation is planning a growth in its artistic programme over the next 6
        years. It does so with a sense of vision and ambition to span this current period of
        austerity.

        Outreach
         Dance & Young People
              In community and education settings, including NEETs
              11,660 to 16,860 participant sessions per year (45%)

           Dance & Health
              Including adults, older people, early years and people with disabilities/learning
              difficulties
              7,420 to 9,020 participant sessions per year (22%)

           Continuing Professional Development
              For professionals dance artists locally and nationally as well as teachers and
              youth/care/health staff locally
              2,120 to 2,920 participant sessions per year (38%)

           Performance Projects
               Innovative site-based projects celebrating the best of professional and
               participatory work, including beating the 20past12 target of 13,155 performers.

        A New Base
             To take charge of an existing building, possibly in partnership with other
             organisations delivering complimentary programmes, and grow a hub of new
             activity to the benefit of all stakeholders of the organisation
             Residential:           16,000 participant sessions (76% growth from 09/10 figures)
             Non-Residential:       7,000 participant sessions (33% growth from 09/10 figures)



Cheshire Dance Business Plan 2010 - 2016                                                     Page 2
        Cheshire Dance’s Business Plan 2010 provides clear evidence of how previous
        investment in more concentrated areas of Cheshire led to an incredible growth in
        demand for dance provision (from 1,000 to 9,000 ‘experiences’ per year). It also lays
        out a clear strategy for further growth in provision through partnership working,
        attracting new investment and generating income.

        Appendix 1 shows our existing and potential partners in the delivery of this plan along
        with our shared objectives.




        Dance and Young People
        Cheshire Dance has been successful in attracting new inward investment into Cheshire
        via Youth Dance England and matching this commitment in partnership with Cheshire
        West and Chester and Cheshire East Councils as well as extending the partnership to
        include both Halton and Warrington Borough Councils.

        Growth Objectives
        To grow frontline services in response to demand enabling many more young people
        across Cheshire to create, learn and experience dance. In so doing, uphold the
        exceptionally high standards of dance delivered in schools and throughout the
        community in the sub-region.




                                                   Young dancers performing at the Crewe Lyceum




Cheshire Dance Business Plan 2010 - 2016                                              Page 3
        Dance and Health
        The health and wellbeing of members of our community is a key priority. The Chief
        Medical Officer states - ‘Dance can have a surprisingly deep impact on peoples’ health’,
        as the cost of physically inactivity is circa £8.2b/yr. The Department for Health is
        supporting the Dance Champions group and it is essential that in Cheshire and more
        broadly across the region, a stronger infrastructure and programme of activity is
        established in order to respond to the likely increase in demand for quality assured
        dance activity.

        Growth Objectives
        Build upon Cheshire Dance’s successful programme of participation amongst early
        years, adults, older people and people with disabilities and learning difficulties by
        demonstrating that we are a commission-ready organisation, enabling more people to
        lead healthier lives both physically and mentally, through creating, learning and
        experiencing dance.




                                    Adult dance session and Cheshire Dance Integrated Group in full flow




        Continuing Professional Development (CPD)
        In order to deliver high quality services Cheshire Dance insists that anyone involved in
        delivering dance engages wholeheartedly in their own Professional Development. The
        community dance sector in the UK will soon undergo structural growth for the benefit of
        dance professionals and their practice as well as non-dance professionals from health,
        sport, education and other community sectors in terms of purchasing or referring onto
        quality provision. This, the most significant development of the sector since its inception

Cheshire Dance Business Plan 2010 - 2016                                                      Page 4
        more than 40 years ago is being lead by the Dance Training and Accreditation
        Partnership (DTAP)

       Growth Objectives
        To raise standards through supporting the quality of artistic practice and safeguarding
        amongst staff, independent artists, teachers, youth, care and health workers as well as
        teachers in the private sector who facilitate dance. Respond positively to the
        forthcoming burgeoning demand for CPD and qualifications in community dance
        practice as National Occupational Standards are developed and rolled-out.




                                Professional Development – creative development and debate with artists




        Performance Projects
        Cheshire Dance recognises the need to respond proactively to a shared stakeholder
        need to celebrate our collective passion for dance. Whether through school and
        community events that involve hundreds if not thousands of people performing in
        arts/civic venues or in specially commissioned outdoor performance projects.

        Growth Objective
        To capitalise on previous high profile projects and deliver a truly outstanding Cultural
        Olympiad project across the sub -region. Increase demand for further commissions in
        and strengthen Cheshire Dance’s ability to deliver ever more ambitious projects.
        Additionally and specifically, beat the target of 13,155, the number of people performing
        at 20past12 in future years.


Cheshire Dance Business Plan 2010 - 2016                                                     Page 5
          Site-based performances. ‘Stir’ on Watergate Street, Chester; Torifune Butoh at Tatton
                                          Park and ‘Station Stationary’ on Crewe Railway Station



        New Base
        Given everything that Cheshire Dance delivers it really should be operating from a base
        that is more than a former store cupboard in a library, especially in this period of
        austerity.

        Cheshire Dance delivers the vast majority of its programme (young people, health,
        performances and professional development) as outreach, working with more than 100
        groups in a vast array of different locations across Cheshire and the sub-region and with
        dance artists from across the North West and rest of the UK. In order for the company
        to maximise its impact amongst its priority groups through a single strategic initiative , it
        aims to realise a new residential base. Although it may not be possible to achieve the
        residential element immediately, the new base will at least have the potential for
        development or be local to accommodation supply.

        Growth Objectives
        Increase the capacity of Cheshire Dance to deliver its priorities and the shared priorities
        of its key stakeholders, both current and future.


Cheshire Dance Business Plan 2010 - 2016                                                   Page 6
2.      Background & Context

        In the dance sector across the globe ‘Cheshire Dance’ is synonymous with the
        beginnings of the community dance movement, a movement that now boasts fi ve million
        participants a week in the UK.

        Cheshire Dance is a registered charity and social enterprise with a track record over 30
        years delivering everything from seated movement sessions with the frail elderly to hip
        hop with large groups of young people. We work extensively with children and young
        people, pupils in more than 100 schools, community groups in a wide range of civic
        spaces, women in prisons, people with mental and physical health concerns, and older
        adults. Two thirds of our work focuses on tackling issues of inequality of opportunity,
        and all of our work has mental and physical health benefits. We are a nationally
        recognised training organisation, delivering Continuing Professional Development with
        emerging and established artists, with school teachers, youth, care and health workers
        as well as student populations.

        Cheshire Dance is a regularly funded organisation of Arts Council England and both
        Unitary Authorities of Cheshire. We work in partnership with an extensive network of
        other organisations locally, regionally and nationally to deliver shared priorities for the
        benefit of communities of Cheshire and the wider region. Our experience ranges from
        producing large scale theatre-based and outdoor performances for hundreds of people
        as well as sustainable dance activities with targeted priority groups in the community.
        Some of our classes have been running now for more than 20 years! In September
        2008 Cheshire Dance was recognised as an exemplary organisation by the North West
        Cultural Olympiad team.


2.1     Benefits of Dance
        Health – According to the Chief Medical Officer, dancing can bring a wide range of
        physical and mental health benefits:
            healthier heart and lungs
            stronger muscles
            stronger bones and reduced risk of osteoporosis
            better coordination, agility and flexibility
            improved balance and enhanced spatial awareness
            increased physical confidence
            improved body image
            improved mental functioning, releasing feelings
            reduced stress levels
            increased energy expenditure can help counteract unwanted weight gain
            increased sense of fun, enjoyment, entertainment and happiness

        Learning - The creative and collaborative nature of dance can bring further benefits:
            greater self-confidence, self-esteem; dance can be transformative
            increased self discipline
            increased trust and empathy
            supports multi-sensory learning
            effective pre-education for those who find formal education difficult
            better understanding of risk-taking, decision-making
            better social skills and team working


Cheshire Dance Business Plan 2010 - 2016                                                   Page 7
               for communication with or without the need for language
               as a discipline in its own right but also as a cross -curricular tool
               as a career path or as transferable skills for other career paths
               improved creative skills for inquiry, innovation and problem-solving
               improved artistic skills for art-making, collaboration and communication
               improved sense of aesthetic
               improved community cohesion through participation and performance
               reduced social isolation and exclusion, reflecting and tackling issues
               perpetuating, modifying and creating culture for young and old alike


2.2     Benefits of partnership
        Investing in community dance activities can have significant and measurable social and
        economic benefits. The broad appeal of dance is evidenced by:
            Dance is the fastest growing of all the a rt forms and is genuinely inclusive
               (Source: ACE Dance Mapping Report 2009)
            Each year, nearly five million people take part in dance activity in their
               communities. (Source Foundation for Community Dance)
            In a recent Physical Education School and School Club Links (PESSCL) survey,
               dance was shown to be second only to football as the most popular activity.
               Dance also showed the largest increase in the number of school club links
               created
            A survey of over 50,000 Year 9 pupils in over 700 schools in the North West of
               England showed that dance was the top activity for girls outside school and that
               demand for dance was greater than the opportunities available
            The proportions of young people taking dance GCSE rose by 120% between
               2001 and 2005 (Source: Youth Dance England)
            Dance contributes to wide range of other strategies, policies and agendas with a
               clear range of benefits. Dance can be used to tackle issues in highly accessible
               ways in community, education, health, regeneration and creative industry
               contexts.
            Dancers make great community champions with a very positive image

        Cheshire Dance runs a service of high quality and good value
           A specialist service delivered by a specialised organisation with well qualified and
              highly experienced staff
           A commission-ready organisation that specialises in its bespoke, person centred
              response
           Has a strong brand developed over 30 years
           Is extremely well networked locally in community / education / health as well as
              professional dance, performing, visual and participatory arts across the country
           The only strategic dance development service in Cheshire and is well connected
              regionally and nationally.
           Annual Funding Agreements with Arts Council England, Cheshire West and
              Chester Council, Cheshire East Council and Youth Dance England
           An artist-led organisation. Cheshire Dance bucks the trend amongst dance
              agencies nationally by employing an practicing artist in the lead role of Dance
              Director, working alongside the Business Director
           Regularly attracts external resources to the benefit of all investors
           Experienced in partnership working and support
           Runs an extensive professional development programme

Cheshire Dance Business Plan 2010 - 2016                                                   Page 8
3.      Artistic Programme

3.1     Dance and Young People




                 Part of ConfiDance, Teacher Training and Workshop Demonstration in Primary Schools


        Cheshire Dance has been successful in attracting new inward investment into Cheshire
        (via Youth Dance England) and matching this commitment in partnership with Cheshire
        West and Chester and Cheshire East Councils as well as extending the partnership to
        include both Halton and Warrington Borough Councils. Cheshire Dance has recruited
        for a Youth Dance Development Officer to work across the sub-region.

        This enables Cheshire Dance:-
            to consolidate its partnership working with the arts, local authority, sport, health
               and youth sectors with an emphasis on young people.
            to set up and deliver new programmes of work led by young people.
            to support young peoples’ voice both within the beyond the organisation,
               following Cheshire Dance receiving a ‘Hear by Right’ award.
            to support the delivery of the regional Youth Dance England business plan,
               ensuring opportunities are available to young people locally and that young
               people are represented in national youth dance mapping exercises and future
               plans.
            to uphold the exceptionally high standards of dance taught in schools and
               support the 88% of teachers delivering dance in schools who do not have a
               dance qualification.




Cheshire Dance Business Plan 2010 - 2016                                                 Page 9
        Growth Objective
        To grow frontline services in response to demand enabling many more young people
        across Cheshire to create, learn and experience dance. In so doing, uphold the
        exceptionally high standards of dance delivered in schools and throughout the
        community in the sub-region.

        Scenario 1 (with residential)                   Scenario 2 (without residential)
                       Attendances                                        Attendances
        Current              11,660                                             11,660

        Growth
        Outreach                16,860                                          16,860
        Residential              6,900                      Non-Residential      2,700
        Total                   23,760                                          19,860

        Achieved by:
               Sustaining the Youth Dance Development Officer post to lead the development of
                Youth Dance in the sub-region and contribute proactively to regional youth dance
                development. Sustain and extend the partnership currently involving Youth
                Dance England, Cheshire West and Chester and Cheshire East Authorities as
                financial contributors, as well as Warrington and Halton Borough Councils.
               Working alongside Youth Dance England, The Lowry and the North West Centre
                for Advanced Training to support the delivery of the North West Youth Dance
                business plan.
               Ensuring broad awareness of the need to support the teaching of dance in
                Cheshire Schools and in FE. Identify gaps in provision (see Appendix 2) and
                prioritise support accordingly.
               Delivering Dosage, a Family Health and Dance project and explore potential of
                expanding the project across the sub-region.
               Expand provision of community classes and After School Clubs, whether led
                directly by Cheshire Dance or by other providers, ensuring learning pathways are
                inclusive to all as well as progressive for those who are committed and/or
                talented.
               Investigate the available opportunities to develop existing partnerships with
                School Sport Partnerships, Education Improvement Partnerships, Connexions
                Cheshire and Warrington, Cheshire and Warrington Sports Partnership and
                others in the education and health sectors. Developing opportunities for both
                outreach and residential delivery.
               Utilise Cheshire Dance’s extensive network both locally, regionally and nationally
                to open up opportunities for Cheshire’s young people to perform and participate
                in festivals and events e.g. Cheshire East and Cheshire West & Chester
                community dance showcases, Cheshire Gardens of Distinction programme,
                Tatton Park Biennial, Cultural Olympiad/Embrace the Games, Youth Dance
                England Platforms and the Centre for Advanced Training .
               Continue to strengthen the culture of personal and creative empowerment across
                the programme, following achievement of ‘Hear by Right’ recognition.




Cheshire Dance Business Plan 2010 - 2016                                                   Page 10
        Current Position
        Cheshire Dance sustains 25 youth dance groups and after school clubs, concentrated in
        parts of Cheshire. It creates and partners on more than 20 performance opportunities
        for young people every year and is bought in by numerous other organisations to deliver
        high quality dance. It supports more than 100 schools in delivering curriculum dance
        and offers training to artists, youth/care/health workers and teachers who work with
        young people.

        Cheshire Dance supports young people to see professional dance by signposting high
        quality work, supporting visits in the region, and progressing partnership with venues
        and organisations presenting dance e.g. Rural Touring, Mini-net, Chester Performs,
        Manchester Metropolitan University, Youth Dance England/The Lowry, Urban Moves
        (Manchester), and Leap Festival (Liverpool).




         Three youngsters from Jam’d taking a break from tech rehearsals at the Cre we Lyceum




Cheshire Dance Business Plan 2010 - 2016                                              Page 11
3.2     Dance and Health




                                             Stephen O’Brien, MP joins a Parent & Toddler Session

        The health and wellbeing of members of our community is a key priority. The Chief
        Medical Officer states - ‘Dance can have a surprisingly deep impact on peoples’ health’,
        as the cost of physically inactivity is circa £8.2b/yr. The Department for Health is
        supporting the Dance Champions group and it is essential that in Cheshire and more
        broadly across the region, a stronger infrastructure and programme of activity is
        established in order to respond to the likely increase in demand for quality assured
        dance activity.

        This will involve:-
            working with health and education commissioners following a successful
               ‘Dosage’ pilot, Continuing Professional Development (CPD) and Family Dance
               and Health residential (similar to MEND), including attracting new Big Lottery
               funds to develop the activity and evidence base of ‘Dosage’.
            continued involvement in the Get Active in Cheshire and Warrington partnership,
               bringing together many of the organisations involved in physical activity.
            a more co-ordinated programme across the agency network in the region.
            working with the Wear Purple partnership to attract funds focused on older
               people.
            working with Cheshire’s Mini-network to develop the skills base of artists’ and
               early years practitioners in dance, movement and play.

        Our aim is to engage partners in the delivery of dance on referral services and tackle
        more effectively the identified health inequalities across the geography of the sub-
        region, including obesity, the health of older people , mental health and disability.


Cheshire Dance Business Plan 2010 - 2016                                               Page 12
        Growth Objective
        Build upon Cheshire Dance’s successful programme of participation amongst early
        years, adults, older people and people with disabilities and learning difficulties by
        demonstrating that we are a commission-ready organisation, enabling more people to
        lead healthier lives both physically and mentally, through creating, learning and
        experiencing dance. (See also 4.1 Dance and Youth People)

        Scenario 1 (with residential)                  Scenario 2 (without residential)
                       Attendances                                       Attendances
        Current               7,420                                             7,420

        Growth
        Outreach                 9,020                                           9,020
        Residential              6,900                    Non-Residential        2,700
        Total                   15,920                                          11,720




                                Flamenco Group performing at the Cheshire East Dance Showcase

        Achieved by:
           With the support of partners, expand the delivery of sustainable dance classes
            amongst these groups, targeting gaps in provision across the full geographic, age
            and ability spectrum in with local authority partners.



Cheshire Dance Business Plan 2010 - 2016                                                  Page 13
           Develop bespoke dance and health programmes in dialogue with the health
            professional networks, targeting specific local health inequalities with local authority
            and health commissioners both as part of and beyond ‘Change4Life’ and the ‘Dance
            Champions’ national initiative.
           Continue working partnership with Wear Purple (arts and older people) and More
            Dance! (disability contexts) and support fundraising activity to deliver an expanded
            programme.
           Complete the ‘Dosage’ pilot, Cheshire Dance’s version of the MEND programme,
            and engage partners interested in the model to roll out to other areas. ‘Dosage’ is
            currently being piloted in Ellesmere Port with the Ellesmere Port Education
            Improvement Partnership.

        Current Position
        Cheshire Dance delivers against many of the identified health priorities across the area,
        across specific age groups and often amongst people facing issues of isolation brought
        on by health concerns. Cheshire Dance is a commission-ready organisation, able to
        respond proactively and in a bespoke fashion to deliver specific and evidence based
        outcomes.




                                                              Chrysalis Dance Group at Stride 10.




Cheshire Dance Business Plan 2010 - 2016                                                 Page 14
3.3     Continuing Professional Development (CPD)




                                   CPD session with practitioners, recent graduates and under-graduates

        In order to deliver high quality services Cheshire Dance insists that anyone involved in
        delivering dance engages wholeheartedly in their own Professional Development. The
        community dance sector in the UK will soon undergo structural growth for the benefit or
        dance professionals and their practice as well as non-dance professionals from health,
        sport, education and other community sector in terms of purchasing or referring onto
        quality provision. This, the most significant development of the sector since its inception
        more than 40 years ago is being lead by the Dance Training and Accreditation
        Partnership (DTAP)

        As a nationally recognised provider of Continuing Professional Development and the
        lead organisation in a national research project into Creative Leadership in dance,
        Cheshire Dance is well placed to support :-
            the development of these standards as a member of the National Task Group
            the significant growth in demand from dance professionals locally and from
              across the country in their formal learning and continuing professional
              development including the development of new partnerships between Higher
              Education and the community dance sector.
            skill sharing between the founding practitioners of Contact Improvisation with
              artists and dance professionals in the community dance sector.
            a pilot and support for the roll-out of the national Register of Dance Professionals
              for the community dance sector.




Cheshire Dance Business Plan 2010 - 2016                                                    Page 15
       Growth Objectives
        To raise standards through supporting the quality of artistic practice and safeguarding
        amongst staff, independent artists, teachers, youth, care and health workers as well as
        teachers in the private sector who facilitate dance. Respond positively to the
        forthcoming burgeoning demand for CPD and qualifications in community dance
        practice as National Occupational Standards are developed and rolled-out.

        Scenario 1 (with residential)                     Scenario 2 (without residential)
                       Attendances                                          Attendances
        Current
        Outreach              2,120                                                  2,120
        Residential             480                                                    480

        Growth
        Outreach                  2,920                                              2,920
        Residential               2,280             Non-Residential                  1,380
        Total                     5,200                                              4,300




                  Jacqueline McCormick building trust in a CPD session with Chester University students


        Achieved by:
              Take a lead role regionally in the sector-wide development and role-out of
               National Occupational Standards and qualifications in community dance practice.
               In preparation, formalise a quality assurance procedure across the organisation’s
               programme.




Cheshire Dance Business Plan 2010 - 2016                                                     Page 16
              Support other quality assurance for dance across the sub-region, including formal
               relationships for maintaining and increasing standards in schools, link to the YDE
               NW Business Plan delivery.
              Strengthen links with Higher Education across the region to resource the
               freelance pool of practitioners entering the profession. Develop Cheshire
               Dance’s unique Dance Ambassadors model, developed in partnership with
               Chester University, a more intensive way of developing skills and supporting
               emerging graduates to be ready for work.
              Profile more fully and widely, Cheshire Dance’s lead artist ro le and the ongoing
               ‘state of inquiry’ and creative leadership research.
              Deliver an annual programme of professional development, involving dance
               artists, teachers (through the ConfiDance programme) and care/youth, and health
               professionals.
              Continue to develop a balanced programme of both accredited / non-accredited
               learning pathways as well as outreach / residential opportunities.

       Current Position:

       Cheshire Dance delivers an annual programme of CPD for artists nationally and
       teachers and other community professionals based locally. Cheshire Dance is an Open
       College Network approved centre. In terms of CPD delivery within a schools context,
       Cheshire Dance has conducted follow up research following the delivery of CPD to
       teachers in primary schools as part of its ConfiDance programme. From over 100
       responses teachers self-assessed their confidence in teaching dance, growing from an
       average of 3/10 to 7/10.




                                 Jacqueline McCormick sharing knowledge at a recent Artists Forum Meet

Cheshire Dance Business Plan 2010 - 2016                                                   Page 17
3.4      Performance Projects

         Cheshire Dance recognises the need to respond proactively to a shared stakeholder
         need to celebrate our collective passion for dance. Whether through school and
         community showcase events that involve hundreds of people performing in arts or civic
         venues or specially commissioned outdoor performances projects with dancers who
         either work professionally or through participatory contexts. Whilst performance work is
         received as ‘celebratory’ by audiences it is important to note the additional benefits of
         performing:-
              Achieving and creating positive memories
              Confidence building, feeling good with a positive self-image
              Meeting new people, journeying intensively and achieving a deeply ingrained
                sense of team
              The additional learning to perform in front of an audience
              Creative and artistic development




                                                          All ages, all abilities performing together in Stir
                                           If you were in this picture performing, would you ever forget?



      Growth Objective
         To capitalise on previous high profile projects and deliver an outstanding Cultural
         Olympiad project across the sub-region. Ensure the project increases demand for
         further commissions in the future and strengthens Cheshire Dance’s ability to deliver
         ever more ambitious projects. Additionally and specifically, beat the target of 13,155, the
         number of people performing at 20past12 in future years.




Cheshire Dance Business Plan 2010 - 2016                                                         Page 18
        Achieved by:
            responding to the brief issued and by fundraising with the sub-regional local
              authority partnership;
            ensuring mass participation as well as artistic content and product developed
              from intensive periods of investigation and rehearsal
            developing site and local networking partnership with each lead local authority;
            utilising the performance project model already developed by Cheshire Dance;
            forming a lead artistic and production team to deliver the project successfully;
            detailed planning and co-ordination of groups and realistic budgeting;
            good quality media coverage both high profile and amongst local networks

        Current Position
        Building on the Torrifune Butoh project, the Cheshire Year of Gardens ’08 ‘Station
        Stationary’ at Crewe railway station a nd more recently ‘Stir’ on Watergate Street in
        Chester, Cheshire Dance has been selected to deliver a strategic Cultural Olympiad
        project across the 3 boroughs of Cheshire West, Cheshire East and Warrington. By
        delivering 20past12 with 13,155 performers on the 2nd July 2010, Cheshire Dance has
        launched its 2012 dance programme that will deliver:-
             A 2012 project of real ambition, spectacle and reach
             A 2012 dance legacy that will last beyond the next decade and certainly beyond
               the current ‘austerity period’.




                                                                 Torifune Butoh-sha at Tatton Park




Cheshire Dance Business Plan 2010 - 2016                                               Page 19
3.5     A NEW Base and Organisational Development

        Given everything that Cheshire Dance delivers it really should be operating from a base
        that is more than a former store cupboard in a library, especially in this period of
        austerity.

        Cheshire Dance delivers the vast majority of its programme (young people, health,
        performances and professional development) as outreach, working with more than 100
        groups in a vast array of different locations across Cheshire and the sub-region and with
        dance artists from across the North West and rest of the UK. In order for the company
        to maximise its impact amongst its priority groups through a single strategic initiative , it
        aims to realise a new residential base. Although it may not be possible to achieve the
        residential element immediately, the new base will at least have the potential for
        development or be local to accommodation supply.




                                           Edward Cullinan, The Downland Gridshell, an example of ‘iconic’.

        Growth Objectives
        Increase the capacity of Cheshire Dance to deliver its priorities and the shared priorities
        of its key stakeholders, both current and future.

        It may seem unrealistic to be planning for a new home for Cheshire Dance in the current
        climate let alone an iconic residential base. We continue to plan for three reasons:
             The iconic residential route remains our strongest vision for the most cost
               effective way to grow the strategic impact of the organisation.

Cheshire Dance Business Plan 2010 - 2016                                                        Page 20
               Cheshire Dance is being actively encouraged to remain ambitious by both
                Cheshire Local Authorities as they continue to progress Leisure Asset Reviews.
               The plan is scalable. Whilst planning we remain open to:
                o engaging with other organisations seeking a new base (including
                   organisations from health, education, regeneration, training, arts and creative
                   industry sectors)
                o going down a non-residential route so long as there is potential for a phase 2
                   residential element.

        It is estimated an iconic residential base will generate:

                    Building:     - Annual rent / service (commercial equiv)                   £130,000
                                  - New Build (£5m max)
                    Programme Investment / Sponsorship                                          £60,000
                    (after growing to full occupancy)
                    Earned Income                                                              £380,000
                    Total turnover per annum                                                   £570,000

                    Dance participation rates per year (Youth, Health, CPD)                       16,000
                    Growth in participation on current levels                                       76%

        Achieved by:
            The first important step in securing a new base is to work with the local
              authorities to identify the most suitable location, likely to be an existing building,
              and then progress a feasibility study with our priority groups.




                                              BBC NW Tonight team visit Station Stationary rehearsals.
                                           A CYOG Project that was initiated through residential activity.




Cheshire Dance Business Plan 2010 - 2016                                                      Page 21
           Broaden the base of Cheshire Dance’s core investment partnership to include new
            revenue and earned income from the following sources
               o Investment targeting activity with young people
               o Investment targeting dance/health led activity
               o Investment targeting professional development activity
               o Investment targeting performance projects
               o Earned income, mainly for residential experiences but also across Cheshire
                  Dance’s outreach programme, whilst attempting to ensure there are no
                  financial barriers to participation for people on low incomes.
           Maximise opportunities for dance in Cheshire by leading or via representation on:
              o Dance Artists Cheshire (DACh) Forum (lead)
              o Local Authority Dance Steering Groups (lead)
              o Cheshire Dance and School Sport (lead)
              o Cheshire Youth Dance Network (lead)
              o Cheshire East, Cheshire West and Chester Youth Arts Steering Groups
              o Cheshire Mini Network (early years)
              o NW Youth Dance Network
              o NW Higher Ed Dance Network
              o NW Dance Agencies Network
              o NW Regional Dance Strategy Group (soon to be renamed)
              o Consortium of Participatory Arts Learning (NW)
              o FCD task group on National Occupational Standards
              o DanceVote2010 National Task Group

        Current position
        Cheshire Dance employs 8 staff including a young person supported through the Future
        Jobs Fund and also including most recently a new Youth Dance Development Officer
        post. Cheshire Dance also employs a wide range of additional expertise on an
        independent freelance basis. It works with a large number of other groups in many arts
        and civic spaces around Cheshire and is a well networked organisation locally,
        regionally and nationally. Cheshire Dance’s base adds very little to the organisation in
        terms of profile and our ability to work very intensively with participants and trainees.

        Cheshire Dance’s core investment partnership involves (2009/10) figures:
           Arts Council England £94.5k
           Cheshire East Council £38.5k
           Cheshire West and Chester Council £41.5k.
           Youth Dance England (YDDO Post)

        In the last 2 years, it has also received project investment from a wide range of sources:

            Arts Council England, Central and Eastern Cheshire Primary Care Trust, Cheshire
            West and Chester Council, Cheshire East Council, Cheshire Year of Gardens,
            Chester Performs, Connexions Cheshire & Warrington, Crewe & Nantwich,
            Ellesmere Port and Neston, Vale Royal Borough Councils, Ellesmere Port Education
            Improvement Partnership, Halton Borough Council, Morning Foods Ltd, National
            Offender Management Service, 3 x School Sport Partnerships (Ellesmere Port,
            Macclesfield and Vale Royal), Youth Dance England.




Cheshire Dance Business Plan 2010 - 2016                                                Page 22
3.6      Summary Performance Indicators (12 month periods)

SCENARIO 1: With Residential
   Outreach Participation Growth              2009/10   2010/11   2011/12   2012/13   2013/14   2014/15   2015/16    Growth
   Youth                                       11,660    14,260    16,260    21,060    16,860    16,860    16,860      45%
   Health                                       7,420     7,420     8,020     9,820     9,020     9,020     9,020      22%
   CPD                                          2,120     2,120     2,120     2,720     2,920     2,920     2,920      38%
   Sub-Total                                   21,200    23,800    26,400    33,600    28,800    28,800    28,800      36%

      Residential Base Participation Growth                                                      Opens
      Youth                                        0         0        300       300       900     2,700     6,900      New
      Health                                       0         0        300       300       900     2,700     6,900      New
      CPD                                        480       480        480       780       780     1,380     2,280      New
      Sub-Total                                  480       480      1,080     1,380     2,580     6,780    16,080      76%

      Total                                    21,680    24,280    27,480    34,980    31,380    35,580    44,880     107%

      Summary by Priority Group
      Youth                                    11,660    14,260    16,560    21,360    17,760    19,560    23,760     104%
      Health                                    7,420     7,420     8,320    10,120     9,920    11,720    15,920     115%
      CPD                                       2,600     2,600     2,600     3,500     3,700     4,300     5,200     100%
      Total                                    21,680    24,280    27,480    34,980    31,380    35,580    44,880     107%


SCENARIO 2: Town Centre Base Without Residential
   Summary by Priority Group
   Youth                                  11,660         14,260    16,560    21,360    17,760    18,660    19,860      70%
   Health                                  7,420          7,420     8,320    10,120     9,920    10,520    11,720      58%
   CPD                                     2,600          2,600     2,600     3,500     3,700     4,000     4,300      65%
   Total                                  21,680         24,280    27,480    34,980    31,380    33,180    35,880      65%

Local Authority note:
       Cheshire Dance’s programme will respond to the emerging priorities that are specific to each Local Authority partner. Crudel y
       speaking our aim is to ensure a balance approp riate to the level of investment made (currently and projected as 50:50 East/West). As
       usual, some activities (particularly information services and some projects) will span the whole sub -region and others might have a
       regional or national emphasis with local benefit.

Cheshire Dance Business Plan 2010 - 2016                                                                                              Page 23
4.      Marketing & Income Generation Plan overview
        See also Appendix 3 – Marketing Actions Review


4.1     Marketing the Artistic Programme
        Maximise the opportunities for dance promotion, development and income generation
        through:
         partnership working in the dance, culture, sport and leisure, community, health and
            education sectors;
         consulting with lead officers and governing bodies of existing and potential new
            partners, including raising the profile of the organisation at strategic levels ;
         raising the profile of Cheshire Dance, increasing the number of people involved, their
            depth of engagement and the regularity of their involvement in the artistic
            programme.

        Youth Dance / Education / Healthy Schools
        With Youth Dance England, Local Education Authorities, Connexions Cheshire &
        Warrington, Primary Care Trusts, School Sports Partnerships, Education Improvement
        Partnerships, Earned Income
         Market access supported by Partnership Development Managers and local
           education authorities.
         Competition/Partnership – Other providers do exist (independent practitioners and
           private dance schools). Cheshire Dance is the only organisation able to maintain an
           overview of dance development, work strategically with a broad range of partners as
           well as provide specialist services that would otherwise be unknown or inaccessible.
         Extension - increase crossover of young people participating in both school and
           community based activities.
         Penetration – increase number of school children participating.

       Classes
        Develop profile of individual classes through the press and web and across the
          board use of Cheshire Dance staff clothing / name badges and business cards .
        Utilise ‘bring-a-friend’ vouchers
        Competition – Cheshire Dance is not the only provider of dance classes. Our aim is
          to differentiate and partner with othe r providers.
        Penetration – Extend provision of classes to new geographical area in Cheshire.
          Classes are currently concentrated in particular geographic areas due to previous
          funding arrangements.

       Dance & Health
       With Local Authorities (Culture, Health, Healthy Schools, Social Services), Primary Care
       Trusts, Arts Council England, Trusts and Foundations
        Provision of specific services commissioned by partner organisations.
        Penetration – Engage those who would otherwise not participate, thereby addressing
          specific health inequalities.

        Continuing Professional Development
        With Foundation for Community Dance, Youth Dance England, Arts Council England,
        Learning & Skills Council, Earned Income
         Artists and community professionals accessed via 600 emailing list. Increase
           network reciprocals.


Cheshire Dance Business Plan 2010 - 2016                                                 Page 24
           Competition – National providers are stating they need regional delivery partners like
            Cheshire Dance. Also, universities are being encouraged to participate with an
            additional emphasis on work-based learning.
           Penetration – Maintain market share as demand for CPD amongst professional
            artists increases. Growing emphasis in sector for Teaching Standards. Cheshire
            Dance CPD needs to align with National Standards. Teachers accessed with
            support of Local Education Authorities, Partnership Development Managers and
            direct relationship with schools. Other community professionals accessed via
            partners.

        Residential Dance Activities
        With Arts Council England, Local Authorities (Cheshire West and Chester, Cheshire
        East), Environment Agency, Specific regeneration partnerships, e.g. Weaver Valley
        Regional Park, Primary Care Trusts and earned income.
         Penetration - Is it possible to test this market? Not as a unique offer delivered in a
           state-of-the-art iconic building. However, it will be possible and is intended to grow
           Cheshire Dance’s market share in delivering residential activities in preparation for a
           move to bespoke premises.

        Performance Projects
        With Cultural Olympiad project partners led by Local Authority partnership, Arts Council
        England, Regional? - North West Dance Agencies, HE Dance and Youth Dance
        Networks, Key strategic sites – e.g. Cheshire Gardens of Distinction, Existing networks
        of groups / schools and local partners.
         Competition – Cheshire Dance has been pre-selected to lead the project.
         Extension - To engage professional artists and community and school participants.
            To extend beyond the core project to inspire more local projects .




Cheshire Dance Business Plan 2010 - 2016                                                   Page 25
4.2     www.cheshiredance.org
        Sustain the growth in Unique Visits




        2009




        2010




                    Average 6500 unique visits every month. This has grown from 2,000 in March 2008.
                                                                        July 2010 - Incomplete month.


Cheshire Dance Business Plan 2010 - 2016                                                     Page 26
5.                                         Finance & Resources Plan (Money, Human & Physical) overview
                                                                                   Income & Expenditure over 5 Year Period
                                                                                   1 - Residential Base, 2 - Non Residential Base
                                     700

                                                                                                                                                                                      1
                                     600



                                     500
     Income / Expenditure (£'000s)




                                                                                                                                                                                      2

                                     400



                                     300



                                     200



                                     100



                                       0
                                      2009/10                    2010/11                    2011/12                      2012/13                  2013/14                       2014/15
                                                                                                           Year

                                                Premises & Core Costs      Youth Dance / Education     Dance & Health       Continuing Professional Development        Non-Residential


                                           Growth in Income / Expenditure
                                           £'000s Not Inflation Adjusted

                                           Income                                            2009/10       2010/11          2011/12       2012/13        2013/14          2014/15         2015/16
                                           Revenue
                                           Core                                                      100          100              100         100            130               150          160
                                           Cheshire Dance Base                                        10           10               10          10             10               130          130
                                           Youth Dance / Education                                    35           60               60          60             60                60           60
                                           Dance & Health                                              0            0                0           5              5                 5            5
                                           Continuing Professional Development                        30           30               30          40             40                40           40

                                           Projects / Earned
                                           Youth Dance / Education                                    45           50               55           95               70            100          170
                                           Dance & Health                                             25           25               35           50               50             80          150
                                           Continuing Professional Development                        10           10               10           25               20             40           70

                                           Total                                                     255          285              300         385            385               605          785

                                           Expenditure
                                           Salaries - Development                                     50           50               50           50               80             80           80
                                           Core Costs                                                 30           30               30           30               30             50           60
                                           Base Costs                                                 10           10               10           10               10            130          130

                                       Salaries - Outreach                                            90           115              115         130           130              130            130
                                       Projects/Activities - Outreach                                 65            70               75         135            85               85             85
                                     1 Residential Base                                               10            10               20          30            50              130            300
                                       Total With Residential                                        255           285              300         385           385              605            785
                                       Growth Year on Year                                                        12%               5%         28%             0%             57%            30%
                                       Cumulative Growth from 2009/10                                             12%              18%         51%           51%             137%           208%
                                       New Base

                                     2 Non-Residential Base                                           10            10               20          30            50                85           135
                                       Total Without Residential                                     255           285              300         385           385               460           515
                                       Growth Year on Year                                                        12%               5%         28%             0%              19%           12%
                                       Cumulative Growth from 2009/10                                             12%              18%         51%           51%               80%          102%
                                       New Base


Cheshire Dance Business Plan 2010 - 2016                                                                                                                                            Page 27
   Key assumptions, relating to graph and data above.

        Years:
        2010 growth mainly relates to Youth Dance development activity.

        2011 growth is across the youth / health / Continuing Professional Develop (CPD)
             programme

        2012 growth mainly focused on Cheshire Dance’s 2012 Cultural Olympiad project but
             also includes consolidating the Cheshire West and Chester Dance Development
             post and the Projects Co-ordinator post to fulltime as part of a 2012 Dance
             legacy.

        2013 is about sustaining momentum through our 2012 Dance legacy

        2014 growth mainly relates to activity at Cheshire Dance’s new base

        Scenarios:
        1     Move into Residential Base during 2014/15 working towards full occupancy by
              the following year. Spend on activity at base £300k by 2015/16 to the benefit of
              all priority groups. Sustained growth in outreach programme and commissioned
              services 40% over 6 year period (£155k to £215k pa).

        2       Move into Non-Residential Base during 2014/15 working towards full capacity the
                following year. Spend on activity at base £135k by 2015/16, to the benefit of
                priority groups based locally only. Sustained growth in outreach programme and
                commissioned services same as scenario 1, 40% over 6 year period (£135k to
                £215k pa)

        3       In scenario 3, Cheshire Dance is modelling 10% and 40% cuts in its funding base
                whilst generating new strands of income generation.

        Local Authority note:
               Cheshire Dance’s programme will respond to the emerging priorities that are
               specific to each Local Authority partner. Crudely speaking our aim is to ensure
               an East / West / Other balance appropriate to the level of investment made
               (currently and projected as 48:48:4).

                As usual, some activities (particularly information services, some projects and
                service delivery) will span the whole sub-region and others might have a regional
                or national emphasis with local benefit.

        1       In scenario 1 above, Cheshire Dance will be able to maintain specific and
                appropriate local authority delivery irrespective of where a residential base is
                located.

        2       In scenario 2, where a new non-residential base is likely only to benefit a local
                population, further partnership working will establish more than 1 dance hub,
                local to other areas. One of the hubs will have the potential to become the iconic
                residential location at some point in the future.

        3       In scenario 3, Cheshire Dance will remain committed to securing a much
                improved building base for its activities.

Cheshire Dance Business Plan 2010 - 2016                                                     Page 28
        Sustainability:
               It is assumed that growth is sustained into future years. For our Cultural
               Olympiad project, our aim is to work with partners to sustain peoples’ interest in
               dance as part of our 2012 dance legacy. While some elements of large scale
               celebration may not be sustainable after 2012, mass participatory initiatives like
               20 past 12 have every potential of surviving into a legacy programme albeit under
               a different guise.




Cheshire Dance Business Plan 2010 - 2016                                                  Page 29
Appendix 1 - Partner Organisations/Consultees and Shared Objectives
        Cheshire West and Chester Council
         Corporate Plan
              o Children and Young People
              o Safer and Stronger Communities
              o Adult Health and Wellbeing
         Culture and Regeneration Directorate Plan
              o Major regeneration programmes (Chester Renaissance, Ellesmere Port
                 Waterfront, Weaver Valley and the Rural Programme)
              o Access to employment, learning, community and personal capacity and
                 wellbeing
              o Provision of high quality arts services and facilities as part of the culture offer
                 and alignment to 2012 Olympics to increase economic impact.
              o An integrated Cultural Strategy
         Culture and Recreation Service Plan
              o Create stronger, safer, healthier communities. Be at the heart of the
                 community.
              o Cultural vitality, distinctiveness, greater sense of place and ownership
              o Increase opportunities for older people, children and younger people

        Cheshire East Council
         Corporate Plan
              o Safer and Stronger Communities
              o Children and Young People
              o Adult Health and Wellbeing
              o Tackling Exclusion and Promoting Equality
         Cheshire East Local Area Agreement
              o NI 8 Adult participation in active recreation
              o NI 56 Obesity in primary school aged children
              o NI 121 Mortality rate from circulatory diseases
              o Other potential contributions: NI 58, 111, 117, 120, 125, 135, 141, 163, 164

        PCTs and Other Commissioning Bodies (e.g. GP Consortia)
        Central and Eastern Cheshire PCT
         Strategic Needs Assessment
              o Physical Inactivity and Obesity
              o Tackling Cardiovascular Disease and Cancer through Healthier Lifestyles in
                  support of an ageing population
              o Diversionary (alcohol/drugs) Activities
              o Mental Health

        Western Cheshire PCT
         Transforming Health and Healthcare: Getting it Right
              o Physical Inactivity and Obesity
              o Tackling Mental Health, Cardiovascular Disease and Cancer through
                 Healthier Lifestyles
              o Ageing population
              o Diversionary (alcohol/drugs) Activities

        Arts Council England
         Great Art for Everyone 2008-11

Cheshire Dance Business Plan 2010 - 2016                                                   Page 30
               o Objectives: Excellence, Reach, Engagement, Diversity and Innovation.
               o Priorities: - Digital Opportunity, Visual Arts, Young People, London 2012
               o Participation in Achieving Great Art for Everyone consultation
           National Dance Mapping & Dance Agency Audit and the National Arts Strategy
           Member of Regional Dance Steering Group - NW Dance Strategy 2010

        Cheshire Childrens Trust / Connexions Cheshire and Warrington
         Children and Young Peoples’ Plan 2008-11
              o Be Healthy
              o Stay Safe
              o Enjoy and Achieve
              o Make a positive Contribution
              o Achieve Economic Wellbeing

        Youth Dance England
         NW Business Plan 2009-11
              o Partnership Working and Sub-Regional Dance Development Posts
              o Dance Links with Schools and other Workforce Development
              o NW Centre for Advanced Training and sub-regional outreach.
              o Increase Participation and Quality Performance Experiences (U.Dance)
              o Young Creatives, Stride, National Youth Dance Festival

        Department of Health National Initiatives
        Let’s Dance with Change4Life (possibly legacy activity) and Dance Champions Group
               o Healthy Lifestyles, tackling obesity, 2012 targets for active participation
               o Targeting specific age groups.
               o CPD and awareness raising




Cheshire Dance Business Plan 2010 - 2016                                                 Page 31
Appendix 2 - Dance in Education Programme

        To what extent is this programme being delivered beyond Cheshire Dance? Where
        gaps exist Cheshire Dance’s Youth Dance Development Officer will take the lead.


        Example Programme
        September                          SEN Music and Dance Festival (open to special schools)
                                           Secondary Subject Leader Day - KS3, KS4 & 5

        October                            Schools Dance Platform (West)
                                           October Dance Residential Inc. theatre performance

        November                           Schools Dance Platform (East)
                                           NDTA Conference, Laban

        January                            GCSE Year 11 and Years 7 & 8 residential

        February                           AS/A Level teachers & pupils day
                                           Junior Youth Group (JYG) Day

        March                              Primary Schools performance (West)
                                           Primary Schools performance (East)
                                           Boys Weekend
                                           Cheshire Specialist Arts Schools performance
                                           Easter School at the Place (Gifted and Talented)

        April                              GCSE / ‘A’ Level Showcase

        June                               GCSE Year 10 Residential
                                           Gifted & Talented weekend

        July                               Cheshire Schools Showcase
                                           Dance in Education Conference

        Programme does not include one-off schools work and ongoing projects. e.g.
                 ConfiDance in Primary / Special Schools
                 Cheshire Teachers Performance Group
                 Artist in Schools (Buy-in)

        Similarly, what are the gaps in provision in Youth Dance performance groups beyond
        Cheshire Dance’s existing groups and the Homegrown groups?




Cheshire Dance Business Plan 2010 - 2016                                                        Page 32
Appendix 3 - Marketing Actions Review
                                                                                                          Who                By When
Wildfire & Press Releases
Develop a rolling monthly programme for releases / articles, deadlines for copy and print                 QUAD               Apr 10 ongoing
Discuss use of smaller monthly newsfeeds in addition to Wildfire

April release for Crewe/VR classes at start of Summer term                                                BS                 End Mar 10
        Use ‘Press Release Template.doc’, with summary paragraph at top of each article                   SW                 End Mar 10
        Always accompany press releases with 2 photographs
        Distribute using :
        - ‘MasterPressMediaList.doc’ and build relationships through interview and events
        - Wildfire e-list and other e-databases

Wildfire on Website
Change e-wildfire to title + paragraph with link to rest of article on-line                               LAP (next issue)   Apr 10
Adapt Wildfire hosting, use of Wordpress to keep fresh and allow AH to delegate                           AH                 Apr 10

Classes
Put web address on front/back and timetable page                                                          LAP                Aug 10
Print generic flyers for youth, adults/older people, parents ready to overprint                           AH                 Aug 10

Branding
Focus on CD logo (two-tone blue) and website address on all online and printed materials.                 ALL                Immediate

Other Website Changes
Complete profile of core staff. Add profiles of all freelancers. Use photos.                              LAP collate        Apr 10
                                                                                                          AH website         Apr 10
E-lists
Centralise email contacts.                                                                                AH                 May 10
Email mass distribution solution that a) allows personalised mailings and b) can be sent one -at-a-time   AH                 May 10

Mission
Can it be even better? Kate-Ann to look at.                                                               KAK                ?


Cheshire Dance Business Plan 2010 - 2016                                                                                              Page 33