Cultural Strategy 2011-2016

CUL
TUR
AL
STRATEGY
Perth and Kinross
2011-2016
“Arts and culture is central
to all aspects of our lives.
The Government’s aim is to
encourage participation in a
diverse cultural life to bring
real benefits for communities
and individuals.”
Scottish Government’s
statement of intent
CONTENTS
Page
Foreword3
Introduction7
Strategic Context9
Our Vision13
Key Objectives and Actions
15
How we will work to achieve the vision
34
How will you know we are successful?
34
Appendix One
Report back on the Cultural Strategy 2005
36
Theme 1: Identity, Celebration and Awareness
36
Theme 2: Leadership, Co-ordination and Partnership
40
Theme 3: Inclusion and Entitlement
42
Theme 4: Resources and Facilities
44
Theme 5: Vibrancy and Innovation
46
1
2
FOREWORD
Perth and Kinross is a unique area where local
people and visitors can enjoy vibrant and dynamic
contemporary culture, a rich heritage and
traditional arts and crafts, set in some of the most
stunning landscape in the country. Our cultural
resources are a significant part of what makes
this such a successful place to learn, to live and
to work in and visit. We are proud of our culture
and heritage, and of the successful investment we
have made in it over the past five years of our first
Cultural Strategy. Having worked closely with our
partners on the creation of this updated strategy,
I am confident that the next five years will be
equally successful.
Councillor Liz Grant
Chair
Lifelong Learning Partnership
We recognise the major contribution that cultural
participation can make to help promote learning,
enhance individual health and wellbeing and
strengthen community cohesion and inclusion. We
have made great strides over the last five years in
working constructively together with colleagues
from agencies across the Community Planning
Partnership and in the voluntary and independent
sectors to ensure that the people of Perth and
Kinross get the most from the rich range of cultural
services and facilities in the area. The sector
locally is strong, so that, even in times of economic
challenge, we are confident in setting out a new
five year strategy which is ambitious and bold.
John Fyffe
Executive Director
(Education & Children’s Services)
3
4
A Literature Review of the Evidence
Base for Culture, The Arts and Sport
Policy, Scottish Executive, 2004
Participation in cultural and sporting activities
has been shown to result in gaining new
skills, improve informal and formal learning,
increase self-confidence, self-esteem and a
feeling of self-worth, improve or create social
networks, enhance quality of life, and promote
social cohesion, personal and community
empowerment, improve personal and local
image, identity and a sense of wellbeing.
For young people in particular, participation
can reduce truancy/bad behaviour at school,
reduce the propensity to offend and lead to
better educational/employment prospects......
and for disabled people, participation can
reduce isolation, increase social networks and
enhance quality of life.
5
6
INTRODUCTION
Perth & Kinross Council’s first cultural strategy
was published in 2005, as a partnership
document which brought together the
main public agencies and the voluntary
and independent sectors to plan jointly the
development of policy and service delivery. We
summarise later in this document the major
achievements of the last five years under that
strategy.
For the last year the cultural partners have been
engaging with communities, and talking with
the lead national bodies in the sector, with a
view to reviewing the cultural strategy to make
it fit for a further five years.
The strongest message from this dialogue was
a recognition that the area benefits from a rich
array of cultural and heritage facilities - run by
public authorities but also, crucially, a vibrant
and dynamic voluntary and independent
sector.
This strategy:
celebrates that diverse range and seeks
to strengthen further the communication
and co-operation between partners;
ensures, during challenging times, that
the cultural sector achieves the greatest
economic impact for the investment
made by the partners locally;
focuses particularly on individuals and
communities who will benefit most from
our services.
The partners share an understanding that
cultural participation is a key part of quality of
life for individuals and for the communities in
which they live - whilst at the same time having
a major positive impact on their health and
wellbeing, the strength of the local economy
and our capacity for learning.
7
8
STRATEGIC CONTEXT
The Cultural Strategy is overseen by Perth and Kinross’s Community Planning Partners - these are
the main public agencies working locally (including Perth & Kinross Council, the NHS, Perth College
University of the Highlands and Islands and Scottish Enterprise). Together the partners agreed
with the Scottish Government on the local and national outcomes, and signed a Single Outcome
Agreement (SOA). The strategy sets out how cultural participation can contribute to achieving the
outcomes set out in the SOA, summarised in the table below.
National Outcome
Outcome 4:
Our young people are successful
learners, confident individuals,
effective contributors and responsible
citizens.
Outcome 3:
We are better educated, more skilled
and more successful, renowned for our
research and innovation.
Local Outcome
Local Outcome 5:
Our people will be well
skilled and trained.
Local Outcome 6:
Our young people will
attain, achieve and reach
their potential.
Cultural Strategy Aims
We will use culture to
help build stronger
learning and
knowledge-based
communities.
9
National Outcome
Outcome 11:
We have strong resilient and
supportive communities, where people
take responsibility for their own
actions and how they affect others.
Outcome 13:
We take pride in a strong, fair and
inclusive national identity.
Outcome 8:
We have improved the life chances for
children, young people and families
at risk.
Outcome 12:
We value and enjoy our built and
natural environment and enhance it
for future generations.
Outcome 1:
We live in a Scotland that is the most
attractive place for doing business in
Europe.
Outcome 2:
We realise our full economic potential
with more and better employment
opportunities for our people.
10
Local Outcome
Outcome 8:
Our communities and
people experiencing
inequalities will have
improved quality of life,
life chances and health.
Outcome 11:
Our communities will be
vibrant and active.
Cultural Strategy Aims
We will create more
vibrant and sustainable
local communities which
promote wellbeing and
community spirit.
Outcome 13:
Our area will have a
sustainable natural and
built environment.
Outcome 1:
Our area will have a thriving
and expanding economy.
Outcome 3:
Our area will have a positive
image locally, nationally
and internationally.
We will contribute to
a growing and diverse
local economy by
supporting creativity
and tourism.
National Outcome 15 and Local Outcomes 12
and 15 underpin all the aims and objectives of
this strategy:
NO15: Our public services are highquality, continually improving, efficient
and responsive to local people’s needs.
LO12: Our communities will have access
to the services they need.
LO15: Our services will be responsive, of
high-quality and continually improving.
The Single Outcome Agreement specifically
identifies increasing cultural participation
as one of its objectives, and a new measure
was created in 2010/11 to act as a proxy
indicator of levels of activity. This measures
people taking part in classes and workshops
as well as people attending concerts, plays,
and exhibitions or using libraries. Some of
the area’s major independent and voluntary
cultural organisations, who capture this kind
of data already, provide performance data for
this measure along with the services directly
managed by the Council. For the year ending
March 2011, there were 1,341,282 cultural
sessions/usages, an increase of 15% on the
baseline figure of 1,165,650 established the
previous year.
The strategy is in line with the Scottish
Government’s statement of intent:
“Arts and culture is central to
all aspects of our lives. The
Government’s aim is to encourage
participation in a diverse cultural life
to bring real benefits for communities
and individuals.”
The new cultural body for Scotland, Creative
Scotland, published its corporate plan in March
2011 in which it outlines its vision, which is in
line with the objectives and actions within the
strategy:
“That Scotland is recognised as
a leading creative nation - one
that attracts, develops and retains
talent, where the arts and the
creative industries are supported
and celebrated and their economic
contribution fully captured, a nation
where the arts and creativity play a
central part in the lives, education and
wellbeing of our population.”
11
The Strategy draws on the expertise of national
sectoral bodies, including Museums Galleries
Scotland (particularly their publication,
‘How Museums Can Help You - Government
Summary’ and the ongoing work developing
a national strategy for museums) and the
Scottish Library & Information Council.
Throughout the Action Plan we reference
partners’ strategies to show how the key
actions represent an integrated, multi-agency
approach to maximising the benefits locally
and nationally of our joint investment in
culture.
We have committed to using a Cultural
Planning approach to planning and delivering
services, and the development of this strategy
has benefited from a number of important
cultural planning activities which have engaged
with key stakeholders and communities. By
‘cultural planning’ we mean using different
methods to encourage the widest range of
people to consider the range of broad issues
which affect them, their families and their
communities, and then to ask how this strategy
can help address those issues. As part of this
process we undertook three main pieces of
work:
A cultural mapping of Perth city recognising the importance of the
Perth 800 celebrations, we employed
a renowned international figure, Lia
Gilhardi, to undertake a series of
workshops and interviews with key
12
cultural organisations and individuals,
and to write up a set of personal
reflections based on the evidence she
collated during her research.
We invited a film maker to gather the
thoughts of local people about their city
and the good and less good points about
living here.
We commissioned an ‘urbanist study’ of
Perth. This was an exhibition undertaken
by an academic who specialises in the
work of Patrick Geddes. Geddes, who
studied in Perth, was a pioneer in the
field of town planning, and the impact
of place and planning on communities’
sense of place and wellbeing.
The outcomes from these pieces of work are
available via the ‘Culture Matters’ website.
There has also been wider community
engagement in local areas which has fed in to
the Strategy’s development. The Strategy’s
development, and its implementation, has
been overseen so far by a Cultural Partnership,
with representatives from a broad range of
partners, organisations and individuals.
We believe this co-operative development has
produced a strong and useful strategy, which
will have real impact on how organisations
support and use culture.
Our Vision
We will be one of Scotland’s best cultural
locations to learn, to live and to work and visit.
To achieve this vision we have identified the
following three main aims.
To Learn…
We will use culture to help build stronger learning and knowledge-based communities.
To Live…
We will create more vibrant and sustainable local communities which promote wellbeing
and community spirit.
To Work and Visit…
We will contribute to a growing and diverse local cultural economy by supporting creativity
and tourism.
“Think Global
Act Local”
Patrick Geddes
Renowned 19th Century
Pioneer of Town Planning,
educated at Perth Academy
13
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KEY OBJECTIVES
AND ACTIONS
To learn...
Objective One:
we will build stronger
learning and knowledgebased communities by
delivering the following
objectives:
We will support creative
learning throughout
people’s lives
The public library, the local
gateway to knowledge,
provides a basic condition for
lifelong learning, independent
decision-making and cultural
development of the individual
and social groups.
What does this mean?
We believe that cultural participation helps
people learn, whether towards a specific goal or
for pleasure. At the same time, evidence shows
that taking part in creative activities promotes
a broad range of personal skills including selfconfidence and self-esteem, thinking and
communication skills and team-working. This is
a powerful tool for people of all ages. Creative
Learning covers a range of activities such as
undertaking specific study at home using online
library resources, visiting a museum exhibition,
participating in therapeutic art work or
attending a theatre play. We have also called
this, ‘Learning Without Walls.’
UNESCO Public Library Manifesto
15
What difference will this make?
We believe that prioritising creative learning will provide more ways for people of all ages to have
access to a range of informal and formal creative learning opportunities at home and in their
community. As a result, we will help more people to achieve more of their goals, to become more
confident and to gain skills for life and work.
Key Action
How will we
know we are
achieving this?
Who will deliver
this?
What are the key
strategic links?
We will support learning by
providing specific, community-based
opportunities in libraries, museums
and theatres and at cultural events
and activities.
Increase
attendances by
5% by 2016.
Cultural &
Community Services
Community Learning
& Development
Strategy
We will support people to learn in their
homes and communities by providing
and promoting online resources and
community-based classes.
Increase usage
of online
resources by
10% by 2016.
Cultural &
Community Services
We will help people access learning by
co-ordinating and jointly promoting
the opportunities available to local
communities.
Attendances
and online
usages, as
above.
Cultural &
Community Services
16
Voluntary Cultural
Sector
Voluntary Cultural
Sector
Voluntary Cultural
Sector
Community Learning
& Development
Strategy
Economic Strategy
Community Learning
& Development
Strategy
Objective Two:
We will support the development and implementation
of the Curriculum for Excellence
What does this mean?
Curriculum for Excellence (CfE) marks a significant shift in how teachers teach and young people
can learn. It aims to develop a range of skills and attributes in all young people, enabling them to
develop the four CfE capacities, eg being a responsible citizen. We believe culture has a major role
in education. It can be an effective tool for stimulating, inspiring and enriching learning, particularly
for young people who are disengaged from more-formal learning. For example, in the opening
weeks of Breadalbane Community Campus, the school used the creative design of a fireworks
display to help pupils learn about chemistry.
What difference will this make?
Young people have a better chance of achieving their full potential.
Key Action
How will we
know we are
achieving this?
Who will deliver
this?
What are the key
strategic links?
We will support learning across the
curriculum by encouraging creativity
as a lifelong habit; and we will engage
with all young people in line with
Getting it Right for Every Child.
Develop
targeted
programmes for
young people.
Cultural &
Community Services
Curriculum For
Excellence
Education Services
Getting It Right For
Every Child
Voluntary Cultural
Sector
Early Years Strategy
Perth & Kinross
Integrated
Children’s Services
Plan (PKICSP)
17
Key Action
How will we
know we are
achieving this?
Who will deliver
this?
What are the key
strategic links?
We will help young people at risk of
exclusion by supporting the provision
of additional curricular activities and
opportunities for wider achievement.
Develop
targeted
programmes for
young people.
Cultural &
Community Services
More Choices, More
Chances
Education Services
Getting It Right For
Every Child
Voluntary Cultural
Sector
Curriculum For
Excellence
Additional Support
for Learning
legislation
PKICSP
18
Objective Three:
We will provide clear pathways to achievement and
excellence.
What does this mean?
By pathways to achievement we mean providing opportunities which encourage the widest range
of people to try participating in cultural activities, and ‘signposting’ the range of opportunities
available to them from a variety of organisations to develop their skills as far as they choose. For
example, the Music Service works with schools to support a young person learning to play a musical
instrument and then provides a range of performance opportunities, which may help them decide
to go on to attend a conservatoire.
What difference will this make?
People will be able to discover aptitudes and interests and find a route to pursue them to the level
they choose. People have the opportunity to fulfil their potential.
Key Action
We will support people to reach the
highest levels of achievement and
excellence by encouraging them
to discover interests and talents in
creative activities, providing clear
routes for them to grow their skills,
and developing a range of ways to
recognise and celebrate achievement.
How will we
know we are
achieving this?
Who will deliver
this?
What are the key
strategic links?
Development
of integrated
system for
recording
achievement.
Cultural &
Community Services
Raising Achievement
Strategy
Education Services
Voluntary Cultural
Sector
19
To live...
Objective Four:
we will create more
vibrant and sustainable
local communities which
promote wellbeing and
community spirit by
delivering the following
objectives:
We will support the rich
network of voluntary
cultural organisations and
civic societies.
Local cultural activities
and a variety of community
organisations serve as the
foundation for social sustainability
by creating confidence and trust
between people.
‘Culture in a Sustainable Society’
Swedish Association of Local Authorities
and Regions
20
What does this mean?
We believe that getting involved in local
community organisations can help people’s
sense of belonging and wellbeing, as well
as helping enrichen their communities by
increasing the amount of cultural activity.
As a result there will be a wider range of
opportunities for people to participate and get
involved in. For example, a local community
developing their own festival such as the StART
Festival in Eastern Perthshire. By voluntary
cultural organisations we mean organisations
such as Perth Arts Association, and by civic
societies we mean organisations such as Royal
Scottish Geographical Society.
What difference will this
make?
People and communities will be empowered
to develop opportunities and activities for
themselves and their communities.
Key Action
How will we
know we are
achieving this?
Who will deliver
this?
What are the key
strategic links?
We will create opportunities for people
to take part in their local culture by
providing training and development
for people to run their own activities.
Number
of people
accessing
development.
The Environment
Service
Community
Planning Partnership
Economic Strategy
We will enable local cultural
organisations to grow and develop by
supporting them to access funding.
Number of
organisations
accessing
support.
Cultural &
Community Services
Community Learning
& Development
Strategy
Number of
recorded cultural
volunteering
opportunities.
Cultural &
Community Services
Volunteering Policy
Number of
organisations
taking part
in network
opportunities.
Cultural &
Community Services
We will support the sustainability
of local cultural organisations
by promoting volunteering and
supporting volunteers.
We will encourage co-operative
working and planning by developing a
range of opportunities and networks
for cultural agencies and professionals
to share ideas and contribute to
co-ordinated development and service
delivery wherever this will benefit users.
Cultural &
Community Services
Community Learning
& Development
Strategy
Voluntary Cultural
Sector
Voluntary Cultural
Sector
21
Objective Five:
We will promote health and wellbeing by focussing
on services which support vulnerable individuals and
families.
What does this mean?
We believe that cultural activities are particularly effective at helping people overcome exclusion.
For example, people experiencing mental health difficulties can participate in arts activities at the
Culture Club; participants report a reduced reliance on formal mental health services. The Healthy
Community Collaboratives supports older people to develop and participate in meaningful activities
with the objective of promoting wellbeing.
What difference will this make?
People in marginalised communities will have more opportunities to participate and learn. People
will have an increased sense of wellbeing.
We will increase opportunities
for vulnerable and excluded
communities by encouraging
and supporting professional
practitioners and artists to
develop skills in the field of arts,
health and wellbeing.
22
Key Action
How will we
know we are
achieving this?
Who will deliver
this?
What are the key
strategic links?
We will support vulnerable families by
providing family learning activities.
Increase in
5% of families
participating.
Cultural &
Community Services
Parenting Strategy
Increase in 10%
of targeted
participants.
Cultural &
Community Services
We will reduce social exclusion by
targeting our activities to support
minority groups and to address issues
such as poor health, low literacy levels,
rural isolation.
Early Years Strategy
Inclusion Strategy
Community Learning
& Development
Strategy
NHS Tayside
Children’s Services
Plan
Perth & Kinross
Adult Mental Health
Strategy
We will increase opportunities for
vulnerable and excluded communities
by encouraging and supporting
professional practitioners and artists to
develop skills in the field of arts, health
and wellbeing.
Number of
practitioners
and artists
accessing
development.
Cultural &
Community Services
Community Learning
& Development
Strategy
Perth & Kinross
Adult Mental Health
Strategy
23
Objective Six:
We will celebrate what is unique and distinctive about
our community’s heritage and culture.
What does this mean?
By cultural heritage we mean the events and stories about a local area that make it unique and
distinctive and frequently explain why aspects of the place’s past have shaped the way people lived
there. For example, the Stampede Project celebrated Crieff’s historic position in the Drover’s trade.
In Perth city centre the Black Watch Regimental Museum brings the regiment’s past to life and
celebrates its local ties.
What difference will this make?
People will be able to enjoy and creatively engage with their local cultural heritage and communities
will be more cohesive and safe.
24
Key Action
How will we
know we are
achieving this?
Who will deliver
this?
What are the key
strategic links?
Number of
participants
in targeted
activities.
Cultural &
Community Services
Community Safety
Strategy
We will support local communities
to explore their cultural identity by
ensuring facilities and resources reflect
local interests and needs, and are
accessible.
10% increase in
usages.
Cultural &
Community Services
We will sustain our local identity by
supporting and encouraging our
traditional arts and music heritage.
5% increase in
attendances at
targeted events.
We will encourage young people
to understand and celebrate their
heritage by supporting a range of
local activities, particularly those
which promote inter-generational
understanding and working.
Placemaking Vision
Local Development
Plan
Voluntary Cultural
Sector
Community Learning
& Development
Strategy
Placemaking Vision
Local Development
Plan
Cultural &
Community Services
Perth and Kinross
Gaelic Plan
We will sustain our local
identity by supporting and
encouraging our traditional
arts and music heritage.
25
Objective Seven:
We will promote the connections between our vibrant
city centre and our rural towns and villages, celebrating
the landscape and the benefits of ‘slow living’.
What does this mean?
By ‘slow living’ we mean activities and lifestyles which focus on quality of life - the best quality
food, local sourcing, taking time for living and contributing to local life; and that this is the most
environmentally sustainable way of living. We believe that Perth and Kinross is particularly strong
in ‘slow living’ and that this is reflected by initiatives such as Cittaslow and the Highland Perthshire
Ltd partnership. One of our unique qualities is the close link between the landscape and cultural life,
from T in the Park to Pitlochry Festival Theatre, Innerpeffray Library and the Crannog Centre on Loch
Tay.
What difference will this make?
This will support the development of a thriving and expanding community. People will enjoy
a stronger sense of place, healthier lifestyles and communities will benefit from long-term
sustainability.
26
Key Action
How will we
know we are
achieving this?
Who will deliver
this?
What are the key
strategic links?
We will ensure that we maximise the
benefits of ‘slow living’ by working
with initiatives such as Cittaslow, and
promoting the ‘green’ and sustainable
future it represents to our young
people.
Number of
young people
participating
in identified
activities.
Cultural &
Community Services
Community
Planning Partnership
Environmental
Strategy
We will celebrate our natural landscape
and heritage by encouraging
appropriate cultural activities which
take place in the environment and
support our health and wellbeing.
Number
of people
participating
in identified
activities.
Cultural &
Community Services
The Environment
Service
Sport & Active
Recreation Strategy
Sports & Active
Recreation Service
Perth and Kinross
Heritage Trust
Perth and Kinross
Countryside Trust
We will celebrate our natural
landscape and heritage by
encouraging appropriate
cultural activities which take
place in the environment
and support our health and
wellbeing.
27
To work & visit…
Objective Eight:
we will contribute to a
growing and diverse local
economy by supporting
creativity and tourism, by
delivering the following
objectives:
We will develop our
cultural venues, facilities,
events and activities in a
co-ordinated way.
For each £1 invested
[in culture] there is a
£14 social return on
investment.
The SPARR Cultural Planning Social
Return on Investment Report
28
What does this mean?
There are a huge range of cultural venues
and events in the area, with local groups and
organisations working to sustain and develop
them. We believe that it’s best for the area
if we build on this co-operative working
and planning. For example, there has been
significant investment in cultural facilities,
including a new music centre and four major
new libraries as part of the development of
the community campuses, and local partners
are working currently towards a £13 million
refurbishment of Perth Theatre. The £2.75
million refurbishment of St John’s Kirk is part of
the Town Centre Regeneration Fund.
What difference will this
make?
People will have access to a wider range of
opportunities and will have a better experience
of cultural buildings and activities.
Key Action
How will we
know we are
achieving this?
Who will deliver
this?
What are the key
strategic links?
We will make best use of our buildings
by developing a co-ordinated asset
management plan.
Production of
plan.
Cultural &
Community Services
Asset Management
Strategy
We will offer the best programme
by co-ordinating our planning and
marketing.
Programming
forum
developed.
Cultural &
Community Services
Tourism Strategy
We will develop our Community
Campuses as cultural and creativelearning centres by programming a
range of cultural activities in them.
5% increase
usage.
Cultural &
Community Services
Community Learning
& Development
Strategy
Resource Services
We will develop our
Community Campuses as
cultural and creative-learning
centres by programming a
range of cultural activities in
them.
29
Objective Nine:
We will encourage and support people working in the
creative industries.
What does this mean?
The creative industry sector in Perth and Kinross particularly includes individual visual artists, crafts
people and musicians, people working in digital media, and small enterprises such as craft shops
and galleries. For example, Perthshire Open Studios is a highly successful event raising the profile of
local visual artists, promoting cultural tourism and encouraging additional trade for participants.
What difference will this make?
People will find it easier to succeed in the creative industry sector and businesses will be supported
to develop.
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Key Action
How will we
know we are
achieving this?
Who will deliver
this?
What are the key
strategic links?
We will help practitioners to share
skills and experience by providing
programmes of classes, workshops and
skills-swaps.
Number of
practitioners
accessing
development.
Cultural &
Community Services
Community Learning
& Development
Strategy
We will encourage the development of
cultural enterprises by supporting the
creative industries, and individuals and
artists who work in the sector.
Number of
people working
in specific
creative
industries
sectors.
Cultural &
Community Services
Creative Scotland
Corporate Plan
The Environment
Service
Scottish Enterprise
Business Gateway
‘Growth, Talent,
Ambition’ - Scottish
Government
Community
Planning Partnership
Economic Strategy
Scottish Government
Economic Strategy
Cultural Enterprise
Office
We will encourage the
development of cultural
enterprises by supporting
the creative industries, and
individuals and artists who
work in the sector.
31
Objective Ten:
We will work to maximise the wider economic benefits
that the cultural sector provides to the area.
What does this mean?
People visiting the area to enjoy our cultural activities make a big contribution to the local economy.
There are a huge range of cultural events and facilities which people can only enjoy and experience
in Perth and Kinross, and which are exciting and unique. In challenging economic times we need to
sustain and develop that contribution. For example, Perth Festival of the Arts, Perth Concert Hall’s
unique music festivals such as ‘Southern Fried’, and Pitlochry Festival Theatre’s Summer Season
bring large numbers of visitors into the area, particularly for sustained stays. We also know that we
can use cultural resources to help provide additional skills for people, helping them back in to work.
What difference will this make?
People will have a clearer idea of what Perth and Kinross has to offer, and, locally, will have better
job opportunities. This will support the development of a thriving and expanding community.
Almost ¾ of the Scottish
population take part in
cultural activities
32
The SPARR Cultural Planning Social
Return on Investment Report
Key Action
How will we
know we are
achieving this?
Who will deliver
this?
What are the key
strategic links?
We will encourage tourism to the
area by promoting our unique cultural
strengths and by developing our profile
as a high-quality festival, conference
and event destination.
Increase in
number of
people visiting
for cultural
tourism reasons.
Cultural &
Community Services
Economic Strategy
The Environment
Service
Events Strategy
We will support people back into work
by providing tailored development
activities in the cultural sector,
particularly within the arts, library and
museum services.
Number
of people
accessing
development.
Cultural &
Community Services
Employability
Strategy
We will ensure that Perth and Kinross
benefits from key national events by
being active participants in the Year
of Creativity (2012), the bid for City
Status (2012), the Cultural Olympiad
(2012) and the cultural legacy of the
Commonwealth Games (2014).
Number of
participants
in identified
activities.
Tourism Strategy
Economic
Development Service
Cultural &
Community Services
Sports & Active
Recreation Service
Tourism Strategy
Events Strategy
Sports & Active
Recreation
Framework
33
How we will work to achieve the vision
We will provide clear leadership in culture and engage with our communities.
We will work in partnership whenever this benefits local people.
We will evaluate and measure the impact our activities have so that we know
how effectively we are improving people’s quality of life.
We will work to continually improve our services and to make our facilities
and activities as ‘green’ and sustainable as possible.
How will you know we are successful?
The Strategy is designed as a working document, to be used by partners in other public
agencies, but also easily accessible for local organisations and individuals to use to see
how they can contribute to, and benefit from, it. In line with the green and sustainable
core value, the Strategy will not be printed and distributed en masse. Instead it will be
primarily e-published, using the latest magazine-style technology piloted by the corporate
communications team, and in line with the objective to develop a modern, informationbased economy. It will also be interpreted with additional video, images and audio material
online, for example, using the Culture Matters website which was used so effectively as part
of the cultural planning campaign.
Monitoring the strategy’s effectiveness will be supported by a Cultural Partnership. The
e-magazine and website will be regularly updated with case studies, data and evaluative
evidence and will become one of the key public reporting channels for the strategy.
34
35
Appendix One
Report back on the Cultural Strategy 2005
In 2005, Perth and Kinross Lifelong Learning Partnership published its first Cultural Strategy. We used the
term ‘culture’ as an inclusive concept embracing a wide variety of activities, places, values and beliefs which
contribute to a sense of identity and wellbeing for everyone. The reputation of Perth and Kinross as a place
where things happen has grown over the five years and has been underlined by the stimulating celebrations
within the Perth 800 programme.
Theme 1: Identity,
Celebration and
Awareness
Priority 1
Work with national bodies to develop the profile of
Perth and Kinross.
Major Achievements
The collections housed and cared for by Perth
& Kinross Council’s Heritage Service have
been recognised as being a collection of
national importance by Museums Galleries
Scotland.
Horsecross Arts has won many prestigious
national awards including a Thistle Award for
leadership.
Perth & Kinross Council selected by the
Scottish Government and HMIe as the pilot
authority for a new, national quality model,
How Good Is Our Culture & Sport?
36
The Wild Rovers project for the opening
of Strathearn Community Campus was
celebrated with an exhibition at the National
Gallery of Scotland in Edinburgh.
Perth & Kinross Council was selected by the
Scottish Government and the Tate to host
an Andy Warhol exhibition as part of the
national Artists Rooms programme.
Perth & Kinross Council has been selected to
explore new ways of working with the new
national cultural agency, Creative Scotland,
as part of its ‘Place’ agenda.
Priority 2
Priorty 3
Support the cultural strengths of the area by
increasing investment in cultural activities.
Provide information and education for people to
enjoy the natural environment of Perth and Kinross.
Major Achievements
Major Achievements
Perth & Kinross Heritage Trust, with support
from Perth & Kinross Council’s Libraries and
Heritage Services, mounted the prestigious
Perth 800 Conference, Perth: A Place in
History in September 2010.
The first Perthshire Open Studios event was
created in 2008 and continues to grow
across Perth and Kinross with more than 150
artists showing and selling work across the
region in 2010.
Continuing development of Natural History
collection, eg installation of the Osprey
webcam in Perth Museum, showing nesting
ospreys at Loch of the Lowes. Programme of
complementary exhibitions, eg Hide & Seek,
which presented professional natural history
photographs alongside the work of local
photographers.
Treasures of the AK Bell published 2008.
Keekin for Kin published 2009: the project
won the Provost’s Award at the Securing the
Future Awards in 2009.
William Soutar Walk established in 2007 with
supporting leaflet.
The Sports Development Outdoor Centres
provide a base for those enjoying outdoor
activities. Use has increased by over 50%.
Significant Outdoor Learning resources have
been developed by Sports Development for
school staff.
37
Priority 4
Priority 6
Provide more activities aimed at introducing new
cultural and active leisure experiences.
Celebrate the achievements of local individuals who
achieve personal goals within cultural activities.
Major Achievements
Major Achievements
A day celebrating Polish culture and heritage
was held in the AK Bell on 5 July 2008.
The stART Festival in Eastern Perthshire has
flourished and brings new arts activities to
the area in its biennial festival.
Priority 5
Develop and support links between communities
and local cultural activities.
Major Achievements
Programmes of Family History Days have
been developed in Libraries.
Successful development of the Friends of
the Archives group leading to various talks,
outings and volunteer support
By actively engaging with volunteers,
Blairgowrie Library has supported the
establishment of a local genealogy centre.
The stART Festival in Blairgowrie in 2007
worked with the National Galleries of
Scotland to celebrate the stories of our
Travelling Folk, focussing on the ‘Stewarts of
Blair’.
38
Seven young women from Perth and Kinross
represented the region in Delhi for the
handover of the Commonwealth Games flag.
The six-book Reading Challenge is now well
established across the library service. This
gives literacy learners an achievement record
of their reading journeys.
39
Theme 2:
Leadership,
Co-ordination
and Partnership
Priority 7
Ensure that these areas are given the highest
possible priority in political and civic life.
Major Achievements
The Scottish Culture Minister Fiona Hyslop
opened the Skin and Bone exhibition of
Medieval Perth to officially launch the
celebrations for Perth 800.
Priority 8
Develop strategic cultural fora which will allow
policy workers and leaders to come together to
meet, identify priorities and resolve common issues.
Major Achievements
Perth 800 brought together all of the cultural
agencies and organisations within Perth for a
year of celebration and joint working.
A year of engagement through cultural
planning in 2009/10 informed the review of
the cultural strategy.
40
Priority 9
Offer training and networking programmes to
support artists, community groups and workers in
developing the necessary skills to support a vibrant
cultural sector.
Major Achievements
Perthshire Visual Arts Forum has 250
members with a yearly forum with more than
120 professional artists attending.
A training course to develop artists skills in
community engagement work is offered
annually by Arts Development.
Arts Development supports Perthshire Open
Studios, which showcases over 100 venues
and 150 artists.
Priority 10
Produce an effective framework within the
Community Planning structure to ensure continuous
development of this cultural strategy.
Major Achievements
In 2010 Perth & Kinross Council ran a pilot
of How Good is Our Culture and Sport?
(HIGIOCS) for the Scottish Government
which demonstrated the impressive impact
that culture makes in the lives of the people
in Perth and Kinross.
A year long cultural planning exercise
provided a vibrant range of opportunities
for users and practitioners to discuss cultural
priorities.
41
Theme 3: Inclusion
and Entitlement
Priority 11
Improve, invest in and sustain the development of
cultural provision to ensure activities are inclusive
Major Achievements
The stART festival worked with travelling
people around Blairgowire. The resulting
Stewart family story was told over 3 days to
‘sell-out’ audiences through stories, songs
and film portraits of the older generations.
Support the development of local cultural
programmes and encourage grass roots
involvement.
Major Achievements
A range of cultural identity projects worked
with local communities to explore local
stories and interpret them using a variety of
art forms, including Stampede in Crieff and
the Dye Works at St John’s Academy.
New public art works at each Community
Campus are led by a community steering
group.
Lets Dance, an inclusive dance project for
people with additional support needs, started
in 2009 in partnership with Scottish Dance
Theatre.
Priority 13
The Culture Club, a visual arts group
for people experiencing mental health
difficulties, is providing health and wellbeing
support with participants referred through
the Move Ahead project at Murray Royal.
Major Achievements
All libraries and museum venues have
been adapted to facilitate easier access for
people with a disability, including automatic
doors, passenger lifts and induction loops
and touchscreens. A range of innovative
accessible stock has been made available
through libraries including ‘play aways’
and large range of audio books on CD to
complement existing stock.
42
Priority 12
Increase the number of young people participating
in cultural activities.
Digital Ambassadors project at Perth
Museum & Art Gallery piloted work with a
youth steering group to use new technology
for peer education.
Chatterbooks reading groups established
in all full-time libraries. Summer reading
challenge promotions are held annually to
encourage reluctant readers.
Bookbug family literacy work takes place
across the service and with partners including
Rhymetimes, Bookbug Pack Gifting, Baby
Steps Packs, Gaelic Rhymes.
43
Theme 4:
Resources and
Facilities
Priority 14
Advocate an increase in public funding to meet the
aims of this strategy.
Major Achievements
Priority 15
Ensure that integrated community schools
support National Priorities in Education in offering
appropriate cultural opportunities.
Major Achievements
Four new Community Campuses were
opened in 2009 and 2010 with an impressive
array of cultural facilities.
There have been a number of cultural
projects working to embed Curriculum for
Excellence, such as the Fire & Ice project in
Aberfeldy.
The Scottish Arts Council funded a Creative
Links project to develop the work between
Culture and Education, amongst other
success this has led to the development of
the Creative Learning Network with 140
members.
Priority 16
Museums Galleries Scotland have made
major investments in the Heritage Service to
help us care for our collections of national
significance and open access to our visitors.
Major Achievements
Esmee Fairbairn have funded an Entomology
Officer for Perth Museum & Art Gallery
because of the importance of the insect
collection.
Support development which encourages active
and healthy lifestyles in the home, workplace and
community.
Lapsac resources available in libraries to
support family health. Play@home which
supports the physical development of
babies and young children is distributed via
Bookbug packs.
Books on prescription and Beating the Blues
projects at AK Bell are delivered through
a partnership with the NHS to support
wellbeing.
Perth Youth Orchestra was commissioned to
record incidental music for the Enchanted
Forest at Pitlochry.
44
Priority 17
Priority 18
Focus resources on establishing links and pathways
from Foundation to Excellence for identified target
sports.
Give priority to developing programmes where
opportunities for further participation and
development already exist.
Major Achievements
Major Achievements
The Dance Leadership Project trains girls
between the ages of 14 and 18 to lead
dance projects in the community.
The Perth and Kinross Accredited Sports
Excellence Scheme (PACES) was launched
with over 50 sports clubs achieving
accreditation at one of the 3 levels.
Performance Squads have been developed in
9 sports across Perth and Kinross for talented
athletes.
Community Sports Partnerships have been
created to develop lifelong participation in
sport.
A comprehensive Coach Development
Scheme is being delivered in partnership with
sports governing bodies and sportscotland.
The Sports Development Team developed
an Athletics Run Jump and Throw session
for P6/7 children to supplement and feed
into the provision offered by Perth Strathtay
Harriers Athletics Club. This session attracted
between 15-20 new participants, the
majority of whom have now joined the club.
Priority 19
Ensure provision of innovative and relevant venues
and facilities which support this strategy.
Major Achievements
Four Community Campuses host a range of
cultural facilities, including libraries, recording
studios, drama studios and auditoria.
Commitment to a major refurbishment of
Perth Theatre.
Development of St John’s Kirk as part of the
Town Centre Regeneration Fund programme.
45
Theme 5: Vibrancy
and Innovation
Priority 20
Encourage providers to develop traditional as
well as ground-breaking and challenging cultural
experiences.
Major Achievements
Dougie Mclean’s Amber Festival has become
established as one of Scotland’s premier
music festivals.
Wordfest, a partnership between schools and
library services to run a poetry competition,
linked to Curriculum for Excellence and Perth
800. Categories in English, Scots and Gaelic
attracted 145 entries from 8 schools and 2 pupils
from Perth Grammar School helped with the
judging as part of their personal development.
Priority 21
Exploit new technology.
Major Achievements
A pilot project in north Perth was developed
with invitations to cultural events being sent
to the residents of North Perth using SMS
messaging.
The MOICHT texting project in 2010 used
young people’s texting culture to create
a new piece of artwork for the Wave at
Horsecross.
46
In 2005 the Libraries Catalogue was
made available online. Developments are
underway to digitise the catalogue in the
Museums and Archives services.
Libraries provide a range of online
information resources such as Encyclopaedia
Britannica and online newspapers accessible
through the Council’s website.
The Council ran a pilot project for Web 2.0
technologies using Flickr and Twitter to
provide additional services to and engage
with libraries users. The Digital Ambassadors
project used Facebook to engage young
audiences with the Museum’s Warhol
exhibition.
Priority 22
Develop relationships with the independent sector
in pursuit of the aims of this strategy.
Major Achievements
A range of independent organisations,
including Horsecross, Pitlochry Festival
Theatre, Birnam Arts Centre and Perth
Festival of the Arts, have Service Level
Agreements or other support agreements
with Perth & Kinross Council to support and
enhance the cultural offer within the region.
The Museum Heritage Service provides
professional advice and support to three
independent museums locally, helping them
to attain the national quality standard,
Accredited Museum status.
Priority 23
Priority 24
Focus on the needs and aspirations of young
people as a key priority in developing an active and
cultural life.
Broaden the appeal of Perth and Kinross as a
cultural destination.
Major Achievements
Youth Council now has a Culture SubCommittee. The chairperson represented
young people in the region by addressing the
guests at the launch of Perth 800.
A Confucius classroom has been established
in Perth High School as a resource for the
region in partnership with Learning Teaching
Scotland and the Confucius Institute.
The Warhol exhibition at Perth Museum &
Art Gallery created excellent opportunities for
young people to access and create work in
response to the exhibition.
Perth Youth Orchestra, which celebrated its
50th anniversary in 2012, is supported by the
activities of the Music Service. Perth Youth
Orchestra won the first of the prestigious
Elgar awards for the best performance of an
Elgar piece at the National Association of
Youth Orchestras festival.
Major Achievements
The Council accepted the bequest of
the Margaret Morris Archive, which, with
the J D Fergusson collection produces a
unique resource which has an international
importance and profile.
Perth Youth Orchestra continues to develop
its national and international profile. Recent
projects include ‘Side by Side’ performances
with the Royal Scottish National Orchestra,
accompanying world-renowned Brazilian
percussionist, Nana Vasconcelos, and a
successful tour to Germany in 2010.
Perth Museum & Art Gallery has hosted an
Artist Rooms exhibition of work of Andy
Warhol with education and outreach work
involving over 250 young people in exciting
digital art workshops.
The William Soutar Writing Prize is
established as a national annual competition
attracting around 200 entries each year from
as far afield as France and Canada.
Cultural activities were one of the three
themes of the Perth 800 programme,
which was a major tourism initiative. Perth
Symphony Orchestra provided live music to
accompany the River Tay Fireworks as part of
LightNight.
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48
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