6 - Future Paisley 6 month progress Leadership Board June 14
Renfrewshire Council · 14 June 2023
Back to Leadership Board — 14 June 2023 and its agenda
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_________________________________________________________________________ To: Leadership Board On: June 14, 2023 _________________________________________________________________________ Report by: Chief Executive _________________________________________________________________________ Heading: Future Paisley Programme 6-monthly progress update _________________________________________________________________________ 1. Summary 1.1 This Report updates Leadership Board on Future Paisley progress since December 2022 including delivery of the Future Paisley Evaluation Framework, and continues our spotlight on programme activity, with an overview of activity and projects contributing to Step Change 3 - Paisley will be recognised for its cultural innovation and Change 4 - Transform Paisley into a vibrant town centre. _________________________________________________________________________ 2. Recommendation 2.1 Members are asked to note the report. _________________________________________________________________________ 3. Background 3.1 Following Paisley’s Bid for UK City of Culture, Renfrewshire Council agreed resources to deliver a bid legacy action plan and further embed the Paisley Partnership’s approach to cultural regeneration, building on the momentum and profile created through the bidding process. The Future Paisley programme was created and covers several commitments, originally expected to be delivered during a year of City of Culture, spread over the period 2018 to 2021 and extended to April 2024, due to the impact of the Covid19 pandemic.
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4. Programme Update 4.1 Since the previous update to Leadership Board in December 2022, the team has continued to monitor the performance of programme projects including delivery of CHEF projects and CODF commitments from 2022/23. The team has secured an additional £50,000 from Creative Scotland to top up investment in the Creative Scotland Renfrewshire Place Partnership. Several projects were successfully delivered including Paisley Book Festival, The Other Side of the River, and Castlehead Creativity Week in partnership with Glasgow School of Art. 4.11 Paisley Book Festival, delivered by OneRen, and now in its fourth year, brought together more than 50 authors, poets, and event hosts to Paisley, and welcomed over 1,800 attendees across 38 events over four days. This year’s Festival adopted a pay-what-you-can model reflecting the cost-of-living crisis. The Festival’s schools programme, funded by Future Paisley brought events to 33 primary, secondary and ASN schools and reached more than 1,000 pupils. 4.12 Round 2 of small grants funding was delivered by CAHSC (Culture Arts Health and Social Care) Group. The small grants funding incorporates the Creative Wellbeing Fund (supporting initiatives that reduce loneliness, isolation and improve mental health through participation in arts and cultural activities) and Making Arts and Culture Accessible Fund (supporting organisations and groups to remove physical and social barriers to enable participation in arts and cultural activities). 4.13 Future Paisley supported In Motion Theatre to deliver The Other Side of the River, a Play that tells the story of the impact of negative place publicity on a community. Co-designed by Lisa Nicoll, In Motion Theatre and members of the Ferguslie Park community over 3-years, the story examines how condemnation of a place undermines community wellbeing. The Play premiered in April at the Tannahill Centre before touring to 7 locations across Scotland, performed in community venues, with support from local theatres. An advance programme of community engagement was delivered in each location prior to the show, including cookery workshops to provide audiences with a meal during each performance. Workshops were held by local journalists for secondary school pupils ahead of each performance offering ways to encourage young people to think about careers in writing and journalism. Pupils attended the Play and were supported to write a review, to be published by Future Paisley, OneRen and In Motion Theatre. 4.14 The Future Paisley funded partnership between Castlehead High School and The Glasgow School of Art (GSA) delivered the school’s second Creativity Week in May. The event is used to promote creative thinking across the school curriculum and offers pupils in S1 – S3 an insight into creativity as a core skill, creative subjects and further and higher education and/or career paths. Guest speakers from industry and business attended the event to demonstrate how art and creativity benefits Renfrewshire’s wider industry sectors. This included representatives from Scottish Leather Group, Daydream Believers [Creative
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Thinking Course and Qualification], Barclays Life Skills and Graham Construction. The schedule for the week included: - GSA workshops with 110 S3 pupils based on Architecture, Design and Fine Art. - A full day event for 138 S2 pupils (off timetable) to participate in Castlehead Creative Challenge Day’ which includes Escape Room, Problem- Solving Quiz (using Barclay Life Skills resource), Theme Park Design (using Daydream Believers Resource), and an Engineering Challenge (hosted by Graham Construction). - A programme of activities for S1 pupils including Artists Workshops on sculpture and jewellery, Sma’Shot Day workshops (funded by Renfrewshire Council Events Team) and Gaelic Celebration Workshop led by Grant McFarlane of Fèis Phàislig (funded by Renfrewshire Council Events Team). 4.2 Over the next 6 months, committed Future Paisley activity includes: • £400,000 of investment to support OneRen deliver venue brands, marketing activity and opening programme for Paisley Town Hall and Paisley Central Library, Paisley Art Centre, and Paisley Museum. • The launch of Round 13 of the Culture Heritage and Events Fund (CHEF) in June, following £200,000 of cultural reserve funding, agreed as part of the Council’s budget commitments for 2023/24, and a fourth round of CODF (Cultural Organisation Development Fund), also launching in June with a fund value of £200,000. • Through Renfrewshire Health and Social Care Partnership and the CAHSC (Culture, Arts, Health, and Social Care) Group, delivery of a monthly Culture, Health and Arts Training programme for health and arts professionals and partner organisations to encourage incorporation of creative techniques in service delivery and to support artists to make their practice more accessible. In October, delivery of the Renfrewshire programme for Scottish Mental Health Arts Festival (SMHAF), showcasing how cultural participation improves mental health. • Support to deliver the Centre for Culture, Sport, and Events (CCSE) annual symposium, part of Future Paisley’s partnership with University of West of Scotland (UWS), as part of the programmes part-funding of CCSE. Understanding & Measuring Value in Culture, (Sport) Events and Tourism will take place on June 8. Places can be booked at Understanding and Measuring Value in Culture, (Sport) Events & Tourism Tickets, Thu 8 Jun 2023 at 13:00 | Eventbrite • Ongoing delivery of Castlehead School of Creativity, The Promise and Art Boss programmes supporting care experienced children and young people, Cultural Champions network across primary schools, development of Percent of Art and
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ongoing delivery of Renfrewshire’s Place Partnership Activity with the Place Partnership Officer transferring to the Future Paisley team. • Management of Paisley.is, Paisley brand evaluation and review, and visitor marketing linked to the council’s events programme, micro-adventures, outdoor attractions, and cultural venues. And match-funding for delivery of the Royal National Mòd schools’ engagement programme and Mòd Phàislig Fringe Programme and Paisley Halloween Festival. • Ongoing monitoring and evaluation of the Programme with recommendations on projects for consideration for longer-term funding. 4.3 The Team continues to raise the profile of Future Paisley through the programme’s digital channels and local and national media. February to May highlights include: Creativity Week • BBC Radio Scotland Interview on Lunchtime Live (51.00) : https://www.bbc.co.uk/sounds/play/m001lr5q • The Gazette - https://www.the-gazette.co.uk/news/23513149.school- creativity-paisley-delivers-amazing-results/ • Paisley.org - Scotland’s first ‘School of Creativity’ delivering positive results for young people - Paisley Scotland • https://www.tes.com/magazine/news • 'How our school fits art and creativity into a busy timetable' https://t.co/8OlP7ga3c3 @CastleheadHS @tes (https://twitter.com/TesScotland/status/1659593946228572166?t=sV9gpPoX bq7Hej34MyHzhA&s=03) The Other Side of the River • The Afternoon Show with Michelle McManus – 39:20 – 53:43 - https://www.bbc.co.uk/sounds/play/m001lbjj • https://www.scotsman.com/arts-and-culture/theatre-and-stage/theatre- reviews-sean-and-daro-flake-it-til-they-make-it-the-other-side-of-the-river- 4107350 Joyce MacMillan Review • https://www.bbc.co.uk/sounds/play/m001jt33 The Sculpture House - The List – May Issue - https://list.co.uk/news/43354/meet-the- innovative-minds-behind-sculpture-house Programme evaluation 4.4 The team have designed and published The Future Paisley Evaluation Framework (Appendix 1), which connects the very high-level Step Changes to the projects, activity, and events underway. This has enabled the Future Paisley team to define and test what success of the Future Paisley programme will look like, reflecting on the original programme ambitions, accounting for a post-covid environment and considering how projects on the ground are evolving. This has included accounting for an extended
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programme to April 2024, and the changing priorities of Partners, the cultural sector, and local communities. 4.5 To help make the link between the Step Changes and the breadth of projects that make up the programme, a set of strategic objectives and sub-outcomes or outputs have been identified under each step change. These provide the critical link/golden thread between projects and Step Changes, based on intended impact. The Framework is user-friendly, enabling Project Leads to select sub-outputs and outcomes relevant to their project, and review and reflect on data collection and evaluation. In addition, a question bank has been created, combining data produced nationally to enable Project Leads to compare their data with national benchmarks e.g., Scottish Household Survey and Creative Scotland Omnibus Survey. 4.6 Supplementing the evaluation framework, are commissioned Future Paisley Evidence Reviews to inform policy development, thinking and analysis long-term. The evidence reviews will be used to inform what Projects may continue post Programme funding: • The Role of Arts and Culture in Lifting Communities out of Poverty: A Review of Evidence. • The Social Value of Community Events: A Review of Literature. • Measuring Wellbeing. Gauging (Mental) Wellbeing Benefits of Arts & Cultural Participation: Insights & Approaches. • The Impact of Co-Production on Community Wellbeing: A Review of Evidence (underway with final title TBC) 4.7 Where projects have delivered multiple or less tangible impacts across several strategic outcomes, case studies are being used to capture and explain impact, and these will include Glen Cinema Memorial, Art Boss, Young Minds Matter, children and young people’s co-design of Paisley Halloween Festival and Paisley Museum co- production. 4.8 The overall programme evaluation will also draw from three Policy Insight Reports, developed as part of Future Paisley’s PhD programme: • Telling the Untold Story: Discourses, Cultural Regeneration and the Hybridity of Cultural Regeneration in Paisley undertaken between 2019 and 2022 • Arts and Health in a Context of Cultural Regeneration • Assessing the value of arts and culture to Paisley’s creative economy; Economic and Social Impact of Culture Sector 5. Spotlight on Step Change 3 - Paisley will be recognised for its cultural innovation 5.1 Through annual Future Paisley funding, we have grown cultural workforce across public services to contribute to and embed cultural strategy and policy. This has increased resource in OneRen, Renfrewshire Council and Renfrewshire Health and Social Care Partnership. We continue to review and align Future Paisley funded posts and how they contribute to cultural strategy delivery, the long-term business strategy of our cultural venues and services such as housing, health and social care, children’s
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services and community learning and development. Several posts are temporarily funded, and over the course of the next 12 months we will review the impact and scope of funded posts and what opportunities exist to consolidate or extend activity, through mainline budgets across the Partnership. 5.2 Future Paisley continues to challenge perceptions that cultural and creative activity is considered ancillary or additional to core services by giving it equitable relevance in making real and long-lasting social, economic, and environmental impact. A continuing priority has been investment in Renfrewshire’s cultural sector to support cultural organisations and groups, creative freelancers, and collectives to build capacity, think innovatively, explore new projects, and deliver cultural activity that engages local people in meaningful and impactful ways. Through the Culture, Heritage, and Events Fund (CHEF), Cultural Organisation Development Fund (CODF), and Renfrewshire’s Cultural Recovery and Renewal Fund (RCRRF), cultural funding of just under £2.8 million will have directly supported organisations, groups and artists who are part of Renfrewshire's cultural ecology, to build a sustainable sector, increase participation and deliver new work. As the Future Programme draws to a close in April 2024, a priority is to identify sustainable funding opportunities for the sector long-term. 5.3 Since the UK City of Culture Bid, cultural and creative networks have emerged/been nurtured with the purpose of creating more opportunities for collaboration, exchanging knowledge, and creating a support base for the many freelancers, collectives, organisations, and companies involved in delivering cultural and creative activity. 5.31 As part of the Place Partnership programme, a Creative Network Promoter has been appointed and assigned to work with Creative Renfrewshire for 6-months to expand and develop the network more fully. 5.32 Arts Connection (recipients of the Cultural Organisation Development Fund) continues to be a foundation stone within Renfrewshire’s cultural ecology. Arts Connection combine 11 cultural organisations delivering high quality cultural and creative activity and experiences across Renfrewshire, who have the experience and capacity to deliver a wide programme of commissioned activity on behalf of Partners. 5.33 Through CAHSC and Engage Renfrewshire, the Renfrewshire Community Wellbeing Network – formerly the Social Prescribing Network, was established, acting as a catalyst to direct third sector organisations towards recovery referral funding and to build the ALISS database where a range of support activities and programmes can be found. 5.34 In addition, Future Paisley funds the Cultural Champions programme which is a network of named champions in all primary schools in Renfrewshire. The role of the cultural champion is to share information about the wider cultural offer in region with the aim to deliver on children’s cultural entitlement. This is achieved by connecting children, families, early years settings and primary schools with an accessible and co-ordinated cultural offer. A Cultural Champions Co- ordinator has been appointed to package the cultural offer, identify barriers to
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access, develop audience engagement strategies and encourage further uptake. 5.4 Awareness of Future Paisley’s cultural regeneration approach has grown and through the area’s profile and connections we are seeing the more freelance artists and organisations building bases and developing studio space in Paisley and wider Renfrewshire. This is increasing work produced in Paisley, and creating new networks and collaborations, opportunities for community engagement and increased participation, and opportunities for employment. A priority for Future Paisley has been to deliver the right conditions to make Paisley an attractive base for artists to work, to support communities of professional practice to emerge, and to trial different support models that enable artists and cultural organisations to be sustainable. 5.41 The Sculpture House is a new cultural asset in Ferguslie Park and studio base for The Sculpture House Collective - artists Laura Aldridge, Nick Evans, and James Rigler, and three further cultural tenants Michael Fullerton, Kate V Robertson, and Laura Spring. The model supports artists pursue cultural outreach activity, socially engaged practice through a public facing community base, whilst combining studio space for personal work and commissions and rent. 5.42 William Street Music Hub (Loud n’ Proud) brings industry professionals, music tuition and music production facilities under one roof. This includes a programme (and the facilities) of music tuition classes across all genres, permanent studio space and production studio rental within one creative space. Through Future Paisley support, Loud n ’Proud are delivering a Capital Appeal to secure funding to complete Phase 2 of the project. 5.43 Paisley Film and Digital Media Space - Through the Creative Scotland Place Partnership, 9 filmmakers and digital artists have established a Community Interest Company (CIC), Refractive, to manage a film and digital media space for Renfrewshire film makers and digital artists, based within the Hugh Smiley Building on Storrie Street, Paisley. The facility will include an accessible film exhibition space, dark rooms, film makers production area for networking and meetings, and will include the development of a film archive for Renfrewshire. 5.44 Johnstone Textile Space - Following an Options Appraisal, the former TSB bank at 2 Rankine Street Johnstone has been identified as the location of a new textile hub, bringing together a collection of textile makers, who will deliver a public programme of exhibitions and workshops. The consortium of partners includes Johnstone Historical Society, Johnstone Business Consortium, ReMode, and individual artists and makers including Mhairi McMullan, Chris McEvoy Barton, and Susan MacInnes. 5.5 Paisley Halloween Festival is recognised for cultural innovation, socially engaged practice and for removing barriers to participation, especially for children and young people. A commitment to accessibility and inclusiveness has helped to drive overall local and national audience growth with event attendance figures of 50,000.
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Programming is developed through partnership working with Youth Services, Renfrewshire Learning Disability Service, Disability Resource Centre, Zero Waste Scotland, Kibble School, Renfrewshire Young Carers, Engage Renfrewshire, and many others. By working in this way, it has ensured the widest range of access points and opportunities in the creative programme, supported by significant showcase opportunities in the event itself. From 2018 – 2022, 1,780 local people have engaged in the co-design of Paisley Halloween Festival, developing creative skills and confidence, and displaying their talents, while more than 150 volunteers have been supported across the programme. A partnership with Renfrewshire Learning Disability Service (Gateway) and Disability Resource Centre and ongoing engagement with attendees, has driven improvements to accessibility and inclusiveness at Renfrewshire Council events, with the provision of autism friendly ‘quiet space,’ fully accessible toilets, and inclusion of performers with a disability across the programme. 5.6 Popular theatre productions have been delivered through Future Paisley funding, building audience and trialling venues culminating in sell out productions. This includes Thread, a co-production between Kick the Door and OneRen, Renfrew Town Hall, which attracted 430 over 5 nights and Underwood Lane, a co-production between Tron Theatre and OneRen in July 2022, which ran in Johnstone Town Hall and the Tron Theatre, attracting audiences of 4,593. The Other Side of the River, outlined in Section 4 the Report, is delivering a combined theatre, food, song, bingo, and a karaoke experience, on a ‘pay what you can’ model. 5.7 The Future Paisley Artists and Residents programme has been delivered in Seedhill and Gallowhill, with the purpose of developing social impact through participation and engagement through arts and creativity and pursuing co-design opportunities with residents. Artist and Residents Seedhill has partnered with CIRCLE (Continuing in Recovery Changes Lives Entirely), working with clients who are in recovery from using alcohol and drugs to create The Bothy, a project that has created a physical space in the grounds of CIRCLE Recovery Hub where meetings, workshops, and events, co- designed by service users, can take place. Future Paisley investment is building a programme of activity designed by The Bothy Project Steering Group, consisting of 4 people in recovery, and OneRen. The Bothy Project will be part of the Scottish Mental Health Arts Festival in October 2023 to increase engagement beyond Seedhill and across Paisley and Renfrewshire. The aim of the Gallowhill project is to co-design with residents an arts programme that builds connections, confidence and skills and embeds culture activity within the locality, which is disconnected from the wider town. The objective is to build capacity of Gallowhill based groups and organisations, so they can work together to deliver projects that respond to community needs and interests. Working with STAR Project, Scottish Book Trust and St. Catherine’s Primary School, the programme has delivered Musical Storytelling Workshops, Mindful Art Workshops and Food and Family Workshops, engaging with both young people and adults. The Artists and Residents team are currently working with Youth Services to deliver a cultural roadshow event to encourage the design and delivery of cultural-led activity.
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6. Spotlight on Step Change 4 - Transform Paisley into a vibrant town centre 6.1 Step Change 4 is focused on the physical transformation of Paisley, particularly Paisley High Street and Town Centre, identified as barriers to positive place perceptions. Activity also includes Future Paisley investment to animate the Town Centre across the year, generating economic and social impact, demonstrating the Town’s capacity to host events, and positioning the Town Centre as an outdoor event stage. This links directly to Future Paisley’s investment in Renfrewshire Council’s events programme and the event strategy since 2018 to build audience and attract visitors to the town to experience cultural events and performance, during the closure of the town’s main cultural venues. The Council’s cultural investment programme - Paisley Town Hall, Paisley Learning and Cultural Hub (Paisley Central Library), Paisley Arts Centre and Paisley Museum, revitalisation of Abbey Quarter public realm and delivery of Townscape Heritage and Conservation Area Regeneration Scheme 2 (TH. CARS2) has been key to the delivery of Step Change 4. 6.2 Future Paisley funding has specifically driven community engagement activity linked to Paisley’s physical regeneration. This has included: • An extensive creative learning programme to support Paisley Museum community engagement and co-production. Over 25 partners, stakeholders and individuals are involved in shaping the new approaches. This has involved working with a pilot group of 3 primary schools to explore stories and content that maps potential curriculum links within Paisley Museum’s story displays. Overall, there have been 74 sessions to date, reaching 314 children and young people, to create Scotland, The Pattern, The World and Beyond the Pattern. • What if…?/Scotland exhibition as part of the Scotland partnership at the Venice Biennale 2020 (How Will We Live Together), which considered how architects can work more closely with the people who use the buildings and spaces they create. 25 architects and designers were matched with 25 citizens from five communities across Scotland: Wester Hailes, Paisley, Annan, Elgin and Lerwick. The Exhibition was shown at the V&A Dundee and featured at the Future Paisley Exhibition. • The Future Paisley Exhibition (2022 and in lite form 2023), included a digital exhibition, community engagement and events programme, and shared the story of Paisley’s cultural regeneration journey, setting Paisley’s vision for the future and asking local people to help shape how the town will respond to society’s big challenges and opportunities. Over 1,500 people contributed ideas relating to arts and culture, shopping, food and drink, green spaces, transport and history and heritage. 6.3 In addition, Future Paisley funding has driven animation of the High Street through an annual outdoors event programme that delivers social, economic, and cultural impacts. The programme includes visitor events – Paisley Food Festival, The Spree, Doors Open Day and Paisley Halloween Festival, and local events Sma Shot Festival and Paisley’s Christmas, and has the following objectives:
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• Encourage more people to spend time in Renfrewshire by offering a year-round programme of high-quality event experiences • Maximise co-design, participation, and volunteering opportunities by embedding socially engaged practice through event design and delivery • Understand and remove barriers to participation so everyone in our communities can access events • Develop partnerships that strengthen the capacity of our cultural and creative sectors and create opportunities to promote/work with local talent • Strengthen emotional connection between local people and their place by illuminating stories and issues that are important to Renfrewshire • Support local businesses to fully maximise the benefits of supply opportunities and publicity and footfall generated by events • Incorporate new event trends and technologies ensuring the programme continues to diversify and remain relevant • Investigate how events can help work towards net zero Renfrewshire and raise awareness of climate change among attendees and participants The introduction of Paisley Book Festival, funded by Future Paisley and delivered by OneRen, has added to, and enhanced the annual programme, with the town’s reputation as an event host growing nationally, enabling new events to be delivered in partnership with Renfrewshire Council and Future Paisley on a year-by-year basis. 7. A further Programme update will be provided to Leadership Board in December 2023, to update on progress of Round 13 CHEF and Round 4 CODF and to provide a final Programme Spotlight on Step Change 5, develop a sustainable and resilient creative economy in Renfrewshire. _________________________________________________________________________ Implications of the Report 1. Financial – none 2. HR & Organisational Development – none 3. Community/Council Planning – Council Plan PLACE (Demonstrating that Renfrewshire is a great place to live, work and visit) - delivering Future Paisley, our far-reaching cultural regeneration programme, harnessing the power of the arts, heritage, and culture for social and economic change. 4. Legal – none 5. Property/Assets – none 6. Information Technology – none
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7. Equality & Human Rights - The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. 8. Health & Safety – none 9. Procurement – none 10. Risk – none 11. Privacy Impact – none 12. Cosla Policy Position –not applicable Author: Louisa Mahon, Head of Marketing and Communications, T: 0141 618 7546 E: louisa.mahon@renfrewshire.gov.uk
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Evaluation Framework
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Introduction In 2015, Paisley announced the decision to bid for UK City of Culture 2021 and remains the only town to be shortlisted for the title. The campaign for City of Culture unlocked a civic conversation with over 34,000 people in the town and delivered a people-powered bid that captivated audiences far beyond Paisley’s boundaries. Over 200 business supporters backed Paisley’s bid. St Mirren FC renamed their football stadium the Paisley 2021 stadium. The town had its own Paisley 2021 Taxi, a Paisley 2021 lion and Paisley 2021 Johnnie Walker whisky! Up and down the country branded lorries and vans shared our message—Paisley for UK City of Culture. The Paisley 2021 Partnership Board provided stewardship for the bid, and drew local and national representatives from cultural, community, academic, business, and creative sectors, Chaired by Renfrewshire Council. This continues today as the Future Paisley Partnership Board, directing, shaping, and investing in Paisley’s cultural and creative future.
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Paisley continues to be ambitious for its future and is prioritising culture and creativity to achieve, with partners and communities, long lasting social and economic change. Many of the commitments made in the bid continue today. We retain a sharp focus on Paisley as a driver for cultural regeneration, whilst expanding our view so it’s Renfrewshire wide and all communities’ benefit. Through Future Paisley—a programme of over 80 projects and activities funded by Renfrewshire Council and supported and delivered by a network of partners, we are continuing to define our own model for cultural regeneration and aim to establish Paisley as a centre for excellence and a leader for creative towns. Paisley’s shortlisting as part of the UK City of Culture journey was a defining experience for the town. The foundation of the bid was the town’s rich heritage, its radical and entrepreneurial spirit, its long history of creativity, innovation, making and industry. Between 2015 and December 2017, thousands of conversations created a shared vision for Paisley place, with culture at its heart. Paisley’s bid had an authentic public mandate— co-produced and co-created and nourishing ‘a do it with others culture’. The journey boosted confidence in the town and envisioned new possibilities for Paisley’s future, and we are continuing this through Future Paisley, with a commitment to: • promote collective commitment and confidence to deliver together and seek new partnership opportunities • use culture as a catalyst for change and to bring greater prosperity, opportunity and wellbeing • achieve the step changes we agreed together and maintain ambition in the longer term • engage communities in conversations about their future so people still believe ‘this is our time’ • maintain and increase engagement with colleagues and partners (locally, nationally, internationally) • tell the story of change and illuminate the transformation taking place and make tangible the aspirations and ambitions for Paisley’s future.
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How to use the Future Paisley Evaluation Framework The Evaluation Framework uses the Future Paisley Step Changes and Strategic Outcomes, linked to over 80 projects and activities, delivered by Project Leads and partners. Underneath each strategic outcome, we have considered projects which are funded by Future Paisley, and what appropriate project-level outputs and outcomes might look like. This will bridge the gap between projects on the ground, and the wider ambitions of the Step Changes and Strategic Outcomes. The project-level material is identified either as: 1. An output, which is a direct and immediate result of the project or activities 2. An outcome, which might be a less direct and longer- term effect Under some of the outputs and outcomes, we have suggested Sub-Outputs and Outcomes/Indicators, which help to break things down to the next level. When reporting Future Paisley funded activity, everyone is asked to provide some information as standard and this includes output figures, e.g., the number of people participating. We also know different projects and activities are achieving different kinds of things, and that Project Leads are collecting data and reflecting on the learning in lots of different ways. Projects and activities will be contributing to the strategic outcomes and step changes in different ways from each other too.
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You are completing a quarterly report as part of the Future Paisley programme, and you will be asked about your learning against Sub-Outputs and Outcomes/Indicators. To make use of the Evaluation Framework, to help share your contribution to achieving Future Paisley ambitions and to support evaluation of the programme as whole, we are asking you to: • Select from the Framework the outputs and outcomes which are relevant and meaningful to your project/activities. ⚪ You may end up with outputs and outcomes from more than one Strategic Outcome area or Step Change, or your work may be concentrated under just one. ⚪ Some projects/activities may have more outputs and outcomes than others. ⚪ Some projects/activities may contribute to part of an output or outcome, but not all of it. The important thing is that you identify the outputs and outcomes which align with the aims of your project/activities. • Reflect on your data collection and evaluation approach. Are you able to evidence what you want to under these output or outcome areas? If there are areas where you would like to collect data or provide reflection, but you don’t currently, think about how to do that. The Future Paisley team are here to help Project Leads with their thinking. • Organise reporting using the outputs and outcomes. This means getting data, analysis and reflection organised to tell the story of each project and activity on the reporting forms—and in any additional material you want to share— about how your project/activity is contributing to a particular area. It’s important we learn about what does and doesn’t work, and we want Project Leads to share what hasn’t worked and/ or what’s been difficult to achieve. Using the outputs and outcomes as themes for grouping evaluation material will help tell your story.
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A Worked Example The Project A project is working with a specific community in Renfrewshire, to co-create a piece of narrative theatre which reflects on topics which the community will choose. The project will include local artists who will work with the community and will be supported to reflect on and develop their practice collectively. The project will culminate in a performance in an outdoor public space in Paisley. The project has selected the following sub-outputs/ outcomes from the Framework as relevant to the project. The cultural offer builds on Renfrewshire’s cultural assets and celebrates the heritage and diversity of Renfrewshire’s communities • Cultural programming reflects the diversity of Renfrewshire’s communities and heritage Communities and professional artists/cultural organisations work together to co-design arts and culture events, so that local people contribute to the shaping and decision-making of cultural events • Opportunities for co-design • Number of communities/breadth/reach involved in co-design opportunities • Value of co-design (from individual projects)— what did communities get out of it Greater community cohesion—people identify shared values, aspirations and common ground through arts and cultural activities • Participants feel positive about their communities as a result of participating • Participating feel able to explore and express positive values as a result of participating • Participants express enthusiasm to engage again in other activities Freelancers able to continue and build their practice • Opportunities for freelancers through the programme
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The Reporting Template Sub-Output/Outcome Freelancers able to continue and build their practice What is your project contributing in this area? Tell us about the evidence and learning you have which explains how your project is contributing in this area. It might include formal and informal feedback, survey data, data you’ve collected directly, etc. What do you think the data tells you about the impact the project is making in this area? If you have lots of data and learning, you might want to append any written evaluation material you have, and give us the headlines here. We have recruited freelance artists from the Renfrewshire area to lead on this work with community X. When we recruited the artists, we asked them to tell us about what they wanted to get from working on the project, and what kinds of development and support they need at the moment. Artists told us that they wanted: • Time to share and reflect on their processes of working with communities • The opportunity to observe each others’ work • Time at the end of the process to hear feedback from participants and contribute to the evaluation The project is now partway through, and all the artists have had built-in to the schedule a quarterly session together, and the chance to the paired with another artist and observe their work. We asked them to tell us about how they found this, and the results of our short survey are attached to this report. The headlines are that: • Artists appreciated the time to get together to reflect • Artists are already making connections across their work, and it’s enabling the project to do different things than we expected and artists to try out new things with confidence, and develop their own practice. • Artists are making connections beyond this project: two artists have already pitched together and won a commission for community-based work elsewhere, and they had never worked together previously. Has anything you’ve learnt here affected your planning for the next stage of the project? Tell us about how you’ve reflected on the data you told us about above, and whether it’s changing or informing how the project will go forwards. We are partway through the project; as a result of connections which artists were making early on, we facilitated an exchange between two of the artists working with different groups in the community, to allow both groups to experience different art forms and to enable the artists to have that experience. We are already planning a wider, facilitated post-performance session which several of the artists will support with members of the community afterwards, to reflect on the project together.
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Map of Outcomes and Activities
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Step Changes Strategic Outcomes 1. Radically change Paisley’s image and reputation in Scotland, the UK and internationally • Increased civic pride • Paisley positioned as a destination of choice • More people visit Renfrewshire attractions and events 2. Raise prosperity and increase wellbeing in our communities • Cultural participation contributes to enhanced mental health and reduced loneliness in our communities • Children and young people thrive through everyday access to arts and culture • The cultural offer is dispersed and accessible across Renfrewshire, enhancing wellbeing in our communities 3. Paisley will be recognised for its cultural innovation • Renfrewshire has a thriving, resilient and diverse cultural sector • Innovation in Paisley’s programming leads to wider engagement by local and national audiences • Community-led production and programming increases cultural participation and activism 4. Transform Paisley into a vibrant town centre • Paisley town centre is revitalised through the opening of major cultural venues and attractions • Paisley’s town centre is revitalised through improvements to public realm • Paisley town centre is animated by cultural production and participation 5. Develop a sustainable and resilient creative economy in Renfrewshire • Organisations and sole traders working in Renfrewshire’s creative economy develop sustainable and resilient business models • Pathways into employment and progression routes in Renfrewshire’s tourism, cultural and creative sectors are being supported • The tourism and the cultural and creative sectors in Renfrewshire are vibrant and employment opportunities are developing
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Step Change 1. Radically change Paisley’s image and reputation in Scotland, the UK and internationally Strategic Outcome 1: Increased civic pride Sub-Outputs Sub-Outcomes We share consistent positive messages about Paisley via town spokespeople (official and unofficial) • A range and volume of positive messages is shared about Paisley locally • A range of different spokespeople are attached to those messages There is high local awareness of positive developments taking place, and local people and local businesses understand how they will benefit—socially, culturally, and economically • Local people are aware of positive developments • Local people associate a range of benefits with those developments OTSH something positive about Paisley in the media, help to reinforce why Paisley is a place for a good life • Local media covers Paisley positively— moving on from negative press • Local media covers developments positively, associate them with a range of benefits for local people/places Local people and businesses confidently welcome visitors to the town • There is visible tourism-friendly activities/ messaging—town readiness • Local people/businesses see tourism as positive People feel pride in Paisley and are optimistic about the town’s future • Local people are proud about Paisley/specific things in the town/area • Local people are optimistic about living in Paisley and what it has to offer them Local people champion Paisley, are advocates for the town and contribute to shaping the town’s future • Co-design of the Paisley Vision, including the Future Paisley Exhibition • Local people encourage friends and family to visit, and speak highly of Paisley to those from outside the area • Local people engage in consultation activities
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Step Change 1. Radically change Paisley’s image and reputation in Scotland, the UK and internationally Strategic Outcome 2: Paisley positioned as a destination of choice Sub-Outputs Sub-Outcomes Paisley has a vibrant brand which local stakeholders buy into and use, and which engages visitors • Local people and stakeholders contributed to and were consulted about a new brand (Paisley Is) and a major public campaign (What’s Our Story) • Local stakeholders are making use of the brand • The Paisley Pattern is a key part of the brand, with clear messaging and brand package and locals and stakeholders recognising and using it The destination website has been established and is updated and used regularly • Digital metrics on website Paisley has an active network of influencers and place champions driving work of mouth recommendations • The network is set-up • Evidence of use of different influencers/ place champions • Media metrics/outputs Seasonal visitor campaigns leading to increased visitor numbers and event attendees • Spread/reach of seasonal visitor campaigns Visitors are aware of, engage with and are motivated by new brand, marketing, and improved information to explore Paisley • The brand gets visitor recognition • Evidence of seasonal visitor campaigns driving visitor numbers/event attendees Sustained, positive media commentary about Paisley and high awareness of the town’s transformation • Non-local media coverage of Paisley is positive and highlights attractions and visitor experiences, and includes improved images and stories Paisley Pattern is reconnected with the town • Visitors recognise the town brand, and associate the Paisley Pattern with the town • Other external stakeholders (media, non/ potential visitors, partners) recognise the town brand, and associate the Paisley Pattern with the town Paisley ranks as a cultural destination amongst other destinations in Scotland/UK (explore data with Visit Scotland/Creative Scotland)
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Step Change 1. Radically change Paisley’s image and reputation in Scotland, the UK and internationally Strategic Outcome 3: More people visit Renfrewshire attractions and events Sub-Outputs Sub-Outcomes Numbers and profile of visitors to Paisley’s new venues and attending cultural events • Attendances at events—see specific targets • Visitors at venues—see specific targets Numbers and profile of visitor numbers to Paisley and Renfrewshire attractions • Visitor numbers Numbers and profile of visitors to Renfrewshire’s great outdoors • Visitor numbers Local spend and economic impact in Paisley and Renfrewshire • Evidence of visitor/attendee spend where possible • Increased footfall in Paisley?
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Step Change 2. Raise prosperity and increase wellbeing in our communities Strategic Outcome 4: Cultural participation contributes to enhanced mental health and reduced loneliness in our communities Sub-Outputs Sub-Outcomes Renfrewshire’s professional arts and cultural sector is equipped to work as active agents in health and social care service delivery • Arts, culture, health, and social care professionals work cross-sector to commission combined arts and health and wellbeing initiatives • Local cultural organisations are health and social care service delivery providers • Freelance arts and cultural practitioners are equipped to lead work with health and social care related outcomes • Cultural activities and cultural venues are referral ready, building capacity in the social prescribing system • New networks are formed and shape cultural provision • Local communities influence decision-making on arts and cultural activities to enhance health and wellbeing Adults who have poor mental health or are experiencing loneliness are referred to cultural activity Social and cultural prescribing activities meet participants’ needs and support target groups into participating alongside wider communities Barriers to cultural participation for marginalised groups are removed in venues and groups specifically funded to do so Arts and culture become sustainably embedded within service delivery of mental health support at Renfrewshire HSCP and its service delivery organisations and partners • The CAHSC Co-ordinator works strategically within the HSCP to embed arts and cultural activities within this area of service delivery, with plans in place to mainstream this from April 2024 onwards • Mainstreaming arts and culture within service delivery from April 2024 onwards is supported by the arts, culture and creativity becoming embedded within relevant HSCP, Council and partnership policies, informing strategic planning (e.g., Community Plan, Social Recovery Plan, Health, and Social Care Plan) • An expanded, sustainable model of social prescribing (involving the HSCP, GPs and Community Link Workers, One Ren, and other partners) is established by April 2024 • CAHSC Group member organisations working in mental health support embed arts and cultural activities within their own individual service delivery models • Adults accessing Self-Directed Support have increased choice of arts and cultural activities to access independently with their individual budgets People who take part in cultural activity feel less lonely and some may have formed new friendships • Targeted activities have a positive effect on the connections which participants make • Participants continue to engage in activities which help them to connect Marginalised groups build confidence and transferable work skills through cultural participation Participation in the arts and culture supports recovery from addiction for people who use drugs and alcohol • Regular participation in arts and cultural activities helps to positively change participants’ weekly routines, supporting recovery • Participation in arts and cultural activities enhances participants’ wellbeing, through positively changing participants’ self-perception and creating/reinforcing connections in the community that support recovery Choice and participation in arts and cultural opportunities facilitates independent living amongst older and/or disabled people in receipt of SDS, reducing loneliness and enhancing wellbeing Older people accessing arts and cultural opportunities via Renfrewshire HSCP and its partners’ services report enhanced wellbeing
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Step Change 2. Raise prosperity and increase wellbeing in our communities Strategic Outcome 5: Children and young people thrive through everyday access to arts and culture Sub-Outputs Renfrewshire has a coherent, diverse, and accessible cultural offer for children and young people, which meets their needs • A wide range of cultural activities are available to young people in and out of school settings • Schools and nurseries are connected to professional arts and cultural providers • People working with children and young people in a range of settings know about cultural opportunities available to them • Feedback from children and young people on how they access cultural opportunities • Feedback from children and young people on whether cultural activities meet their needs Renfrewshire’s cultural offer is accessible to and meets the needs of the most disadvantaged children and young people • Practical barriers to the arts and culture for young people are removed • Future Paisley programmes and venues meet the needs of disabled young people, enabling their participation • Future Paisley programmes facilitate the participation of care experience young people and young carers New opportunities are generated for family learning and engagement in the arts, culture, and heritage The cultural offer engenders agency in children and young people as active decision-makers Participation in the arts and culture by the most disadvantaged children and young people is sustained • Participatory projects that end have exit strategies tailored to each young person’s needs • Pathways and progression routes are established from and through funded programmes, enabling disadvantaged young people to develop their talents Sustainable mechanisms are established to deliver children and young people’s cultural entitlement in formal learning, connecting cultural organisations and practitioners with schools and nurseries Progression routes are in place for children to grow and develop their creative talents Creative learning provision in schools is enhanced • Quality of provision is improved • Young people are able to access a broader range of qualifications in creative subjects
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Step Change 2. Raise prosperity and increase wellbeing in our communities Strategic Outcome 5: Children and young people thrive though everyday access to arts and culture Sub-Outcomes Taking part in arts and cultural activities on a regular basis enhances young people’s mental health and wellbeing, social skills, and relationships, and builds their readiness to learn in school Schools-focused Future Paisley programmes lead to raised attainment in young people Young people develop new skills, both arts and culture-focused skills and transferable skills Young people involved in the Future Paisley programme progress to positive destinations Young people’s involvement in decisions that affect them within Future Paisley projects leads to enhanced wellbeing Future Paisley investment builds a culture of family engagement in (cultural) education in participating nurseries and schools Schools and nurseries report increased involvement of families in school activities • Schools and nurseries build better relationships with local families • Families feel more involved in their children’s learning on arts, culture and heritage in school and nursery • Families better understand the benefits of arts and cultural learning activities for their children School and nursery staff involved in the Future Paisley programme have an increased awareness of cultural opportunities available to their pupils Disadvantaged young people have developed their social and cultural capital through participation in the Future Paisley programme Young people have raised aspirations as a result of participation in the Future Paisley programme Young people have greater ‘ownership’ of the arts and culture through participation in the Future Paisley programme • Young people feel that the arts and culture are for them, that they belong and that they have greater ‘ownership’ of the arts and culture locally
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Step Change 2. Raise prosperity and increase wellbeing in our communities Strategic Outcome 6: The cultural offer is dispersed and accessible across Renfrewshire, enhancing wellbeing in our communities Sub-Outputs Sub-Outcomes The cultural programme takes place in towns and villages across Renfrewshire • The programme planning is informed by data and insights at ward level • There is an expanded cultural offer where people live • Activities are planned across Renfrewshire The cultural offer builds on Renfrewshire’s cultural assets and celebrates the heritage and diversity of Renfrewshire’s communities • New cultural assets are developed for the benefit of communities in places across Renfrewshire • Established cultural assets are developed for the benefit of communities in places across Renfrewshire • Cultural programming reflects the diversity of Renfrewshire’s communities and heritage Targeted investment in arts and cultural providers increases the accessibility of the cultural offer for marginalised groups in towns and villages across Renfrewshire Children and young people across Renfrewshire are able to access a wide range of arts and cultural activities where they need them, within and beyond formal learning spaces Renfrewshire residents have access to high quality cultural experiences at all stages of life Communities have an enhanced sense of civic pride in the towns and villages across Renfrewshire where they live • The development of new cultural assets enhances civic pride and wellbeing • The development of established cultural assets enhances civic pride and wellbeing • Arts and cultural programming and projects reflecting the heritage and diversity of Renfrewshire’s communities enhance civic pride and wellbeing • Young people have an enhanced sense of civic pride in the towns and villages across Renfrewshire where they live, enhancing their wellbeing Shared cultural experiences connect people in towns and villages across Renfrewshire, enhancing community cohesion and wellbeing • Communities from across Renfrewshire are active participants in co-created programmes • Local residents’ feedback on the extent to which cultural programme activity delivered across Renfrewshire is meaningful to them • Local residents feel socially connected to others through cultural programmes and events
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Step Change 3. Paisley will be recognised for its cultural innovation Strategic Outcome 7: Renfrewshire has a thriving, resilient and diverse cultural sector Sub-Outputs Sub-Outcomes A rebalanced sector where public institutions are less dominant and the gap with grassroots organisations and artists is narrowed • Evidence of artists and grassroots organisations moving to/setting up in the area • Proportionally, more Council funding is distributed (or plans for it to be distributed) than used for delivery in-house • Evidence of positive and supportive interaction between public institutions and the independent sector Independent networking within the sector supporting CPD and creating new partnerships • Number of networks • Value of support for networks • Number of new partnerships • CPD opportunities Freelancers able to continue and build their practice • Opportunities for freelancers through the programme Volunteer organisations building their professionalism and increasing their capacity • Value/outcomes from specific programmes to support the volunteer sector • Increase in capacity? Possibly some case studies? Increased studio and flexible cultural spaces— co-owned or independently owned, across Renfrewshire • Increase in number of studio/visual arts spaces • Take-up of spaces is good Public institutions commission locally where possible and creating opportunities and partnerships for local artists and cultural organisations • Public institutions have a range of ongoing partnerships and commissions, in which local artists and independent organisations are engaged in shaping and making decisions • Meaningful opportunities for local artists and independent cultural organisations are generated by the programme Power and leadership in cultural organisations, services and production is distributed equitably • Organisations, services, and production have policies and processes in place which support a wide range of voices in shaping and decision- making, including independent and voluntary organisations, freelancers, and communities
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Step Change 3. Paisley will be recognised for its cultural innovation Strategic Outcome 8: Innovation in Paisley’s programming leads to wider engagement by local and national audiences Sub-Outputs Sub-Outcomes New cultural space and programming investment enables new and original work to be shown in Paisley • No of premiers/original commissions shown in Paisley • Audiences National tours are secured for Paisley’s venues, putting Paisley’s venues on the map • No of national tours • Audiences National audiences are drawn to visit, due to national and international partnerships and exciting programming • No of visitors from different segments (e.g., outside Paisley, 60-minute drive time, beyond) who attend • Awareness of these activities by visitors (e.g., is a driver for visiting) Paisley collection is digitised, copyrighted and licenses support a range of commercial partnerships and access to researchers • Digital textile catalogue • Range/reach of commercial partnerships has grown • Range/reach of non-commercial interest has grown Local people feel ownership of new venues and are emotionally connected, ‘first to see’ new programme • Local people aware of new venues • Local people associate new venues with positive development • Local people plan to go/interested to go and see new programme Cultural venues and programmes are fully accessible to audiences and participants who have been historically marginalised • Any standards which have been met in building works to ensure accessibility • Any standards which have been met in staff training/procedures/visitor welcome which ensure accessibility • Local people feel positive about new venues, and confident to access them and feel welcomed Local stakeholders and town centre businesses understand and respond to opportunities presented by new venues and are champions • Specific programmes/work undertaken to build stakeholder knowledge and awareness • Specific programmes/work undertaken to connect the visitor offer • Local stakeholders/businesses are aware of the venues and what they offer • Local stakeholders/businesses are positive about the venues and what they offer
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Step Change 3. Paisley will be recognised for its cultural innovation Strategic Outcome 9: Community-led production and programming increases cultural participation and activism Sub-Outputs Sub-Outcomes Communities and professional artists/cultural organisations work together to co-design arts and culture events • Opportunities for co-design (e.g., content for the museum) • Number of communities/breadth/reach involved in co-design opportunities • Value of co-design (from individual projects)— what did communities get out of it We have a shared definition of socially engaged practice and co-design is valued by policy makers, beyond the cultural sector • Evidence of a clear articulation and shared language around co-design across different organisations, commissioners, and communities • Evidence of co-design as a key concept in future planning by commissioners and others Increased participation in arts and cultural activity and more opportunities for communities to come together • Key activities (e.g., Hallowe’en, Literature Festival) see growing audiences and activities because of the FP funding, including the investment in Council events team Local arts and cultural infrastructure are strengthened • Local sector has meaningful, long-term relationships with communities • Local sector has meaningful, long-term relationships with commissioners • Other sustainability indicators Greater community cohesion—people identify shared values, aspirations and common ground through arts and cultural activities • Participants feel positive about their communities because of participating • Participating feel able to explore and express positive values because of participating • Participants express enthusiasm to engage again in other activities • Possible evidence of greater community collective action going forwards (e.g., communities leading their own work) Marginalised groups feel part of their community. • Participants from marginalised groups feel positive about their participation experiences • Participants from marginalised groups feel that they have connected with and are valued by their communities as a result of participating That communities are supported by the programme to examine complex challenges and work together to determine what solutions they want for their areas and their communities • Opportunities to tackle complex challenges through culture-based practice with communities • Opportunities to develop meaningful solutions and responses through culture-based practice with communities • What communities tell us about the value of this work
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Step Change 4. Transform Paisley into a vibrant cultural town centre Strategic Outcome 10: Paisley town centre is revitalised through the opening of major cultural venues and attractions Sub-Outputs Sub-Outcomes New venues open on time • Venues are open • Venues are functional, with a range of programming • Early audience/visitor figures • Activities Paisley is full of life and busy as more people visit the town centre to experience new attractions and events—inspired by exciting programming • Footfall • Attractions/venues as a driver to visit • Public transport numbers/usage Economic benefits from different segments of visitors and locals. • Increased spend in the local area Strategic Outcome 11: Paisley’s town centre is revitalised through improvements to the public realm Sub-Outputs Sub-Outcomes New public spaces are delivered on time (not for FP to measure) • Public spaces are open • Footfall New/expanded events are hosted in the town centre as a result of improved outdoors space • Events programme shows ambition • Increased visitors attracted to events (pre-Covid baselines) More people congregate and dwell in the town centre—local people and visitors • Change/rise in number of in-Renfrewshire visitors/visits to town centre • Change/rise in number of out-of-Renfrewshire visitors/visits to town centre • Change/rise in number of people living in town centre/options to live in town centre • Confidence and increased sales amongst local businesses (possibly reporting via a survey)?
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Step Change 4. Transform Paisley into a vibrant cultural town centre Strategic Outcome 12: Paisley town centre is animated by cultural production and participation Sub-Outputs Sub-Outcomes Annual signature events animate Paisley town centre through cultural production and participation, involving professional arts and events practitioners, local residents and visitors • Events programme • Attendance figures • Who participates in delivery Major arts partnerships produce one-off theatre events leading to mass participation in Paisley town centre, whether as performers or audiences • Events programme • Attendance figures • Who participates in delivery • Other indicators of success Vacant spaces become ‘meanwhile spaces’ for culture, animating shopping centres and Paisley High Street • No of meanwhile spaces • Visitors where measurement is possible • Footfall against previous baseline • Visitor/resident responses/perceptions A memorial sculpture, co-created with the local community, is produced to commemorate the Glen Cinema disaster • Sculpture is created • Evaluation of participants experience of engaging—feedback and possible case study • Awareness/response of town centre users Paisley’s independent cultural sector lead and develop activity in Paisley town centre, building place-based agency within the local professional arts community • Greater presence by the independent sector, whether meanwhile or more permanently • Specific developments to house arts organsiations/individuals/studios Paisley’s heritage attractions professionalise and deliver a quality visitor experience • Evidence of key steps taken to professionalise heritage attractions—new posts, accessibility measures, other things • Good feedback from visitors about the visitor experience to heritage attractions
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Step Change 5. Develop a sustainable and resilient creative economy in Renfrewshire Strategic Outcome 13: Organisations and sole traders working in Renfrewshire’s creative economy develop sustainable and resilient business models Sub-Outputs Sub-Outcomes The investment creates a range of meaningful opportunities for organisations and sole traders to develop their business models that consolidate their governance, financial viability, and management • Opportunities to get involved in delivering programmes/activities locally for Renfrewshire, nationally and internationally • Benefiting from any policies to procure/ employ local talent/delivery partners • Specific business development opportunities are well taken up, and participants suggest they are useful • Specific needs are identified (e.g., fundraising, appropriate space, etc) and supported • Expansion of viable cultural networks to support the sector in Renfrewshire Local organisations become recipients of regular funding and/or strengthen their business case for ongoing financial support • For local organisations to receive regular funding from Creative Scotland, access trusts and foundations and other sources of funding including sponsorship Local cultural organisations to be seen as a valuable asset that can deliver programmes and projects on behalf of the local authority Towards the end of the investment period organisations and sole traders are well-placed to lead and/or contribute to future programming and activities • Planning and commissioning processes involve organisations and sole traders in meaningful ways that utilises those organisations and sole traders as clear assets for Renfrewshire • Specific plans/follow-on programmes are in place, to continue meaningful work and grow the sector so it can be sustainable • Organisations and sole traders feel positive about the future of their work in Renfrewshire The critical mass is helping to attract other cultural organisations and sole traders to move into Renfrewshire and build the cultural ecology The sector is developing its visibility, and this yields greater opportunities to work in partnership locally, nationally, and internationally Local artists and organisations operating on a more stable footing • Organisations and artists able to plan for the future • Clear range of ongoing work which involves a range of individuals and organisations • Feasible fund-raising plans/capabilities for the medium-term Local organisations are creating more opportunities for freelancers, young practitioners, and volunteers as a result of having more/some regular funding • Number of opportunities for freelancers, young practitioners and volunteers increases (would require a baseline) • Types of opportunity
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Step Change 5. Develop a sustainable and resilient creative economy in Renfrewshire Strategic Outcome 14: Pathways into employment and progression routes in Renfrewshire’s tourism, cultural and creative sectors are being supported Sub-Outputs Sub-Outcomes There are projects which support participants to develop an interest in working in tourism, cultural and creative sectors Work is ongoing to join up different opportunities and routes into training and employment in tourism, and the cultural and creative sectors Young people feel positive about training and employment in tourism, cultural and creative sectors in Renfrewshire, see it as a viable option and understand what the routes into employment are Strategic Outcome 15: The tourism and the cultural and creative sectors in Renfrewshire are vibrant and employment opportunities are developing Sub-Outputs Sub-Outcomes The investment creates some direct employment, via new venues, new commissions and other additional new areas of activity and programme • New jobs available in these sectors • Types of jobs • Status of jobs (permanent, fixed term, etc) There is evidence of wider investments and interest in Paisley and Renfrewshire following the positive town developments and the raised profile of the tourism and cultural offer
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