Theatre Touring Strategy 2006-2011 TOURING
Contents Foreword 1 Context 2 Purpose and remit of the strategy 3 Action plan 6 Glossary 15 2007 Scottish Arts Council No part of this publication may be reproduced in any format without prior written permission of the Scottish Arts Council. Equal opportunities The Scottish Arts Council operates an equal opportunities policy. Our offices have disabled access. Certain publications can be made available in Gaelic, minority ethnic languages, in large print, Braille or audio format.
Foreword The Scottish Arts Council s Theatre Touring Strategy behind the corporate language lies the unique experiences that distinguish the theatre arts. Each performance on a different day, in a different setting, with a different audience, creates the alchemy that can excite, challenge, entertain and inspire. In a world of increasingly personalised cultural consumption the collective live experience has something unique to offer. This moveable feast appears in increasingly diverse guises. This of course is one of the challenges for us all to have a range of work that represents the range of artistic practice and audience interest physical theatre, work for children, street theatre, and much more. This strategy will help us make the right connections and the best use of talent and resources, and working with the theatre community the Scottish Arts Council will continue to encourage a dynamism and flexibility in the range and type of work that will be on tour. We would like to thank the many individuals and organisations that have contributed their time, thought and energy to help us create the Theatre Touring Strategy. Jim Tough Acting Chief Executive Scottish Arts Council 1
Context The touring sector and theatre in general have many challenges and opportunities within a changing cultural climate. It is important to remember that we also have much to celebrate regarding the quality and range of work being delivered across the country to the public. The Scottish Arts Council recognises the strengths of touring Scottish theatre and its artists and the development of a Theatre Touring Strategy will help us to deliver strategic support to this vital part of the nation s cultural life. The Scottish Arts Council has undertaken an overall strategic review which has meant changes in our relationships with the arts sector, which we are continuing to implement. As part of the strategic review the Scottish Arts Council decided to prioritise its corporate aim of support for artists. The support for and development of the touring infrastructure necessarily relies on increased support for artists and companies, as the means of delivering high quality work to the public thus meeting our corporate aim of increasing participation. It should be noted that activities associated with touring can be a method of enabling our third corporate aim of placing the arts, culture and creativity at the heart of learning. Companies we support are now funded in three ways: Foundation, Flexible Funding and Flexible Funding (Project.) The majority of the traditional touring companies are now supported through Flexible Funding or Flexible Funding (Project) although we anticipate that a number of the new Foundation Organisations will incorporate touring into their annual schedules. This is expected to have impact on the touring sector due to the scale and the geographic spread of the work that Foundation Organsiations are likely to present for touring. A specific strategy for theatre touring is especially important since the advent of the National Theatre of Scotland (NTS) and its impact on touring patterns. To date the NTS has worked closely with many co-producing partners in the theatre sector to deliver productions that have toured the length and breadth of Scotland. NTS Ensemble and some of the work of NTS Learn have placed particular emphasis on reaching rural areas. The creation of this Theatre Touring Strategy is also in response to demand from the sector. It has been informed by meetings with representatives from venues, promoters, touring companies, artists, membership organisations and Scottish Arts Council colleagues. This is a five year strategy. The sector will undergo further significant changes within this time. It is likely that the new organisation for the arts in Scotland, Creative Scotland, will be formed and we anticipate that it will consider the effect of the Theatre Touring Strategy in its plans for this area of the arts. The forthcoming Culture Bill, which details plans for Creative Scotland and includes an expectation that local authorities will lead on the delivery of cultural rights and entitlements may also significantly change the landscape of touring in Scotland. The bill will charge local authorities to offer adequate provision of cultural activity and to consult directly with local populations to identify what these cultural activities should be, with the intention of stimulating interest and participation in culture through direct engagement. By developing links with COSLA and supporting the theatre sector as they work with Cultural Coordinators, Creative Links Officers, Quality Improvement Officers and Education Officers will ensure that theatre is more than adequately supported by Scotland s local authorities. 2
Purpose and remit of the strategy The strategy: focuses on areas of the theatre sector with which the Scottish Arts Council engages directly (ie it will not cover parts of the sector with which we have no connection, for example strictly commercial theatre) covers the whole country (rural, urban, city) covers all styles of touring theatre covers all scales of touring theatre The strategy s purpose is: to feed into the implementation of the results of our strategic review regarding any change to Scottish Arts Council support for touring theatre (as and when appropriate) to feed into the decisionmaking processes on any funds that support the theatre touring sector to clarify Scottish Arts Council s thinking and priorities about touring to the sector to act as a communication tool between the Scottish Arts Council and the sector The strategy is a practical document, the success and impact of which will be assessed annually by the Scottish Arts Council Drama Department, which will allow us to modify and adapt its actions in response to a changing cultural climate. The overall aim of the Scottish Arts Council Theatre Touring Strategy is to ensure that high quality theatre of all types is available to as large a number and as broad a range of people across Scotland as possible. The Scottish Arts Council Drama Department will work proactively to deliver the Theatre Touring Strategy s four key aims, which will enable us to achieve the overall aim. 3
Aim 1 To improve communication between all areas of the sector (every combination of producers, presenters, venues and funders and through this complicated interface communication between producer and the audience) To provide a means of information exchange accessible to all parts of the touring sector. To facilitate forums and meetings, in partnership with sector organisations, which will encourage promoter/producer communication. To encourage producers and promoters to work with local authority Cultural Co-ordinators. To support existing and encourage new relationships between promoters and producers. To ensure that the productions the Scottish Arts Council supports meet public demand. Aim 2 To support producers (companies and artists) To support the development of a broad range of high quality work. To support and develop initiatives that encourage resource sharing and mentoring, to increase skills and expertise and offer better value for money. To encourage best practice and enhance knowledge and skills. To support producers to deliver a high quality audience experience in small venues. To support the development of creative producers. To encourage cultural exchange, including international collaboration. To increase the availability of international high quality commissioned street theatre. Aim 3 To support promoters and venues To support venues/promoters to programme additional drama. To undertake pilot projects the evaluative results of which will feed into the programming fund and the touring and production fund. To support and develop regional promoters networks. To support promoters/venues to enhance their programming knowledge. To encourage best practice and enhance knowledge and skills in technical, stage management, front of house and box office provision. To support a wider range of international drama available to the public. To encourage promoters to programme non-scottish work that appears at the Edinburgh Fringe. To support a range of high quality touring product. 4
The aims Aim 4 To encourage a larger number and broader range of people to attend and participate in touring theatre (all of these actions delivered in conjunction with the Scottish Arts Council Audience Development Department) To support better practice and enhance skills in data collection and analysis. To develop and support initiatives that encourage best marketing planning and practice and encourage resource sharing. To contribute to research into audience development needs. To develop new and existing audiences. 5
Scottish Arts Council Theatre Touring Action Plan 2006-2011 Each key aim has objectives and specific actions. We have included details where possible of the SMART measures we will use to assess the effectiveness of each action. Some of these actions are dependent on the results of current pilot projects, some require some research and some will be delivered in conjunction with other Scottish Arts Council departments. Timescales are attached, but may be dependent on the extent of funds available. Sector Research Some research is necessary to better determine how Scottish Arts Council will define some actions and to identify SMART measures of success. We are aware that many promoters and producers are collecting and analysing data about their audiences and in some cases contextualising this against wider market intelligence. There are several organisations collating market intelligence Theatre Management Association, National Theatre of Scotland, Federation of Scottish Theatre/The Audience Business/Glasgow Grows Audiences etc. We aim to work with them to ensure that there is no unnecessary duplication of effort. Baseline Unless otherwise indicated, the first baseline for research is 2004/05, for geographic spread, audience numbers and quality of work (assessed through the Scottish Arts Council s performance evaluations). The baseline for range of work is drawn 2004/05-2006/07. TOURING 6
Aim 1 To improve communication between all areas of the sector (every combination of producers, presenter, venues and funders and through this complicated interface communication between producer and the audience) Outcomes Objectives Actions Timeline 2006/07 Examine most practical way to develop the Touring Exchange (in-house, outsource) as part of the overall Scottish Arts Council implementation of the strategic review To provide a means of information exchange accessible to all parts of the touring sector Establishment of the Touring Exchange which will be an information exchange facility between all parts of the sector 2007/08 Depending on this: define the Touring Exchange remit and (possibly) define brief for consultant The Touring Exchange may include a clash diary, including educational/outreach work and will have sufficient resources, ideally a minimum of one post. As part of its remit we will examine the potential for a web-based facility (using the results of Scottish Arts Council Touring Development Project) 2007/08 Establishment of touring exchange SMART measure to be defined as part of remit and will involve survey of all areas of the sector Facilitate formal forums between producers and promoters (including marketing and education personnel and programmers) to discuss product choices Work with NTS and sector representatives on touring exchanges twice a year To facilitate forums and meetings, in partnership with sector organisations, which will encourage promoter/producer communication Better knowledge of other players within sector, more informed product choices, improved knowledge of product and venues Work with FST to develop two market days annually, possibly to be defined by scale Coherent plans from all producing touring companies SMART measure will involve survey of all areas of participants in forums and reports from partner organisations Avoidance of clashes Work with Scottish Arts Council Education Department to increase awareness of Cultural Co-ordinators within the sector and of potential partners to Cultural Co-ordinators To encourage producers and promoters to work with Cultural Co-ordinators Better value for public money, more effective sector SMART measure to be established with the Scottish Arts Council Education Department 7
8 Aim 1 To improve communication between all areas of the sector (every combination of producers, presenter, venues and funders and through this complicated interface communication between producer and the audience) Outcomes Objectives Actions Timeline Continue and develop key touring venues and development venues for touring Foundation Organisations and Flexibly Fixed Term Funded Organisations where appropriate to their work To support existing and encourage new relationships between promoters and producers Core funded touring product available across the country, in response to demand from promoters/venues SMART measures evaluate via funding agreements, audits, research with venues/promoters, CFOs
Aim 2 To support producers (companies and artists) Outcomes Objectives Actions Timeline Implement new drama open fund new work development (amalgamation of seed and new writing funds) To support the development of a broad range of high quality work Broad range of high quality work available to public SMART measures increase the number of productions, quality of product (via performance evaluations, research with promoters/venues) Implement revised drama open fund touring and production criteria (formerly known as drama projects ) To ensure range of high quality touring product is available across Scotland Broad range of high quality touring work available to public 2006/07 Clarify and publicise methodology for decisions SMART measures increase in number of productions, geographical range of product, (numerical), quality of product (via performance evaluations, research with promoters/venues) Identify areas of the sector to be developed and prioritise (only when the projects meet all of the other fund criteria) For example only: Physical/total theatre Culturally diverse theatre Street theatre Gaelic theatre SMART measures ongoing, once targets have been set assess whether targets are being met. Actions to be determined when they are not being met 2007/08 Continue support of Vanishing Point Shared Resources Project. Evaluation of project will inform work on creative hubs To support and develop initiatives that encourage resource sharing and mentoring, to increase skills and expertise and offer better value Greater efficiency and value for public money 2007/08 SMART measures via Vanishing Point Shared Resources final report More effective delivery of product, better value for public money (With Scottish Arts Council Dance Department) Set up other shared resources projects/creative hubs (action to be informed by evaluation of Vanishing Point Shared Resources Project) Flexibility in models necessary 2007/08- Encourage building-based Foundation Organisations and Flexible Fixed Term Organisations to mentor/host smaller companies and artists (encouragement could have financial element). Examine potential to resource for this 9
10 Aim 2 To support producers (companies and artists) Outcomes Objectives Actions Timeline 2007/08 Set up resource banks of touring equipment for small scale touring to poorly equipped venues (seating, lighting, etc) (In conjunction with Scottish Arts Council Capital Department) To support producers to deliver a high quality audience experience in small venues Higher quality experience for audiences SMART measures via focus groups including attendees regarding quality of experience; producers using equipment; promoters Facilitate best practice seminars, to encourage information-sharing and mentoring To encourage best practice and enhance knowledge and skills More effective delivery of product, better value for public money Work with organisations on practical projects with national reach eg FST, ITC Improve training opportunities through working with existing training providers SMART measure through survey of attendees 2006/07 Run pilot creative skills creative producer bursaries scheme to develop the individuals professional expertise and practice (with the Scottish Arts Council Dance Department) To support the development of creative producers More effective delivery of product, better value for public money 2006/07 Facilitate meetings/discussions between creative producers 2007/08 SMART measures evaluative report undertaken as part of pilot. The results of this to inform the future roll-out of scheme, planned for 2007/08 Encourage and support attendance by Scottish artists and programmers at international showcases/conferences (via professional development fund) To encourage cultural exchange, including international collaboration Enhanced knowledge and expertise of programmers SMART measures final reports from grant recipients Numbers of international collaborations Numbers of international productions programmed and audience figures Enhanced knowledge of international practice by artists Increase of international collaborative work Support a Scottish-based organisation to participate in In Situ To increase availability of high quality international commissioned street theatre Public has access to international work SMART measures - numbers of performances, numbers of audiences. Range of audiences (if possible to determine this.) Report from the organisation
Aim 3 To support promoters and venues Outcomes Objectives Actions Timeline Set up distinct performing arts programming fund to which promoters/venues, festivals and consortia could apply. This includes Foundation and Flexibly Fixed Term Funded Organisations. It could help address the imbalance of fees between Scotland and the rest of the UK. Key criteria is the additional programming of performing arts, including non-scottish work To support venues/promoters to programme additional theatre Wider range and/or more theatre available to the public SMART measure increased range of product and/or amount of product. Reports from grant recipients. 2007/08 Continue funding Scottish Arts Council Magnificent 7 Pilot Project. The evaluative results from the project will be fed into the continuing development of the programming fund To continue pilot projects, the evaluative results of which will feed into the programming fund and the touring and production fund Wider range and/or more drama available to the public SMART measures Statistical (number of productions, audience numbers, range of work) Qualitative (via performance evaluations, survey of Magnificent 7 members) Via final report from the macrobert Enhanced expertise and knowledge of programmers/promoters. Resource and skills sharing/exchange leading to greater efficiency 2006/07 Continue funding Scottish Arts Council STTC commissioning project. The results will be fed into the continuing development of the programming fund, touring and production fund To empower the ability of promoters to make informed product choices SMART measures via final report from STTC Continue support and development of NEAT To support and develop regional promoters networks Wider range and/or more theatre available to the public Continue support and development of PAN Consider support and development of other networks that have developed organically Enhanced expertise and knowledge of programmers/promoters SMART measures to be determined by the Scottish Arts Council drama lead officer and to be measured via reports to the Scottish Arts Council lead officer, numbers and range of theatre programmed Resource and skills sharing/exchange leading to greater efficiency 11
12 Aim 3 To support promoters and venues Outcomes Objectives Actions Timeline Encourage, facilitate and support promoters to see work (especially voluntary promoters) via professional development fund To support promoters/venues to enhance their programming knowledge Knowledgeable and experienced programmers SMART measure via end of project report by grant recipients Best Practice Seminars/Training for promoters. Subjects include technical and stage management provision; front of house and box office provision, including family friendly initiatives To encourage best practice and enhance knowledge and skills in technical, stage management, front of house and box office provision Knowledgeable and effective promoters/venues Consider targeting specific venues by scale or type for example mid-scale local authority venues or small-scale promoters (including voluntary) Higher quality experience for audiences SMART measures survey of attendees of training; producers visiting their venues Implement revised Scottish Arts Council Drama Touring and Production fund. (see under Aim 2) To ensure range of high quality touring product is available across Scotland To ensure range of high quality touring product is available across Scotland Facilitate meetings between promoters/venues and non-scottish companies appearing at the Fringe To encourage promoters to programme non-scottish work that appears at the Edinburgh Fringe Public has access to international work Develop relationship between the Scottish Arts Council and Edinburgh Fringe International Development Officer 2006/07 SMART measure relates to numbers of non-scottish productions, audience numbers baseline 2004/05
Aim 3 To support promoters and venues Outcomes Objectives Actions Timeline Ask for recommendations and indications of interest from promoters/venues regarding which projects should be supported To ensure that the productions the Scottish Arts Council supports meet public demand Broad range of high quality touring work available to public SMART measure monitor number of venues/promoters responding to Scottish Arts Council, baseline is 2006 July deadline for Touring and Production Fund; October 2005 for New Work Development Fund 2007/08- Set targets that Scottish Arts Council Drama Department will support a range of styles of work which will include a minimum of 20 new work productions and two classics productions a year (via open funds and revenue funded organisations). Targets to be revised annually SMART measure monitor grants awarded, funding agreements 13
14 Aim 4 To encourage a larger number and broader range of people to attend and participate in touring theatre Outcomes Objectives Actions Timeline Work with the Scottish Arts Council Audience Development Department, GGA, TAB, FST, UDAK and other national organisations on practical national projects To support better practice and enhance skills in data collection and analysis Improved data collection and analysis against wider market intelligence Improve training opportunities through working with existing training providers Consider targeting specific venues by scale or type, for example mid-scale local authority run venues and small-scale promoters, including voluntary SMART measures survey of attendees of training plus to be determined with Scottish Arts Council Audience Development Department 2007/08 Support shared marketing co-ordinator post pilot project To develop and support initiatives that encourage best marketing planning and practice and encourage resource sharing Improved marketing planning and practice leading to a better served public 2007/08 Consider rolling out the project to be determined by evaluation of current pilot project Work with the Scottish Arts Council Audience Development Department, GGA, TAB, FST, ADUK and other organisations on practical national projects Improve training opportunities through working with existing training providers SMART measures survey of attendees of training plus to be determined with Scottish Arts Council Audience Development Department 2006/07 Contribute to the implementation of Beyond The Central Belt study into audience development needs (commissioned by the Scottish Arts Council Audience Development Department) To contribute to research into audience development needs. Improved marketing planning and practice SMART measures to be determined by the Scottish Arts Council Audience Development Department 2007/08- Support for residencies (especially for styles of work that are new to the promoter/venue) To develop new and existing audiences. To provide audiences with an opportunity to access a broader range of work SMART measures statistical by numbers of outreach activities, productions, styles of work. Qualitative measures by audience/promoter/producer survey or focus group
Glossary ADUK COSLA CFO Classic Audience Data UK Confederation of Scottish Local Authorities Core Funded Organisations, these receive revenue funding from Scottish Arts Council until the end of 2006/07 A play written at least one generation ago that transcends its time. (For the purposes of this definition a generation is taken to be 25 years.) Flexibly Funded These will receive revenue funding from the Scottish Arts Council from 2007/08 Fixed Term Organisation for up to two years to 2008/09 Flexibly Funded Project Organisation Foundation Organisation FST GGA ITC NEAT New Work NTS PAN SMART STTC TAB TMA Tour Urban Venue These will not receive revenue funding from the Scottish Arts Council and can apply for support on a project to project basis These receive revenue funding from the Scottish Arts Council/Creative Scotland for up to five years to 20011/12 Federation of Scottish Theatre Glasgow Grows Audiences Independent Theatre Council North East Arts Touring A production that is being presented to the public as a finished piece for the first time National Theatre of Scotland Promoters Arts Network Specific, Measurable, Achievable, Realistic, Timebound Scottish Touring Theatre Consortium The Audience Business Theatre Management Association For the purposes of this strategy, any production that is performed at more than one venue is classified as a tour and therefore falls within the remit of this strategy Non-rural town Place where theatre is presented to the public, including theatre buildings and non-traditional performance space, for example found spaces or site specific 15
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Scottish Arts Council 12 Manor Place, Edinburgh EH3 7DD Telephone 0131 226 6051 Facsimile 0131 225 9833 Help Desk 0845 603 6000 (local rate) E-mail help.desk@scottisharts.org.uk Website www.scottisharts.org.uk ISBN 13: 978 1 85119 150 5 ISBN: 1 85119 150 x March 2007