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TRANSCRIPT
Business & Marketing Plan 2015 to 2017
Findhorn Bay Arts Festival – Business Plan September 2012
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Table of Contents
Executive Summary 3
Background 4
Vision and Aims 7
Current Projects 8
Marketing Review 12
PEST, SWOT and TOW 14
Marketing Plan 26
Delivery Mechanism 35
Stakeholders and Partners 37
Financial Plan 41
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Executive Summary
Findhorn Bay Arts (FBA) is a non-‐profit organisation and company limited by guarantee, which aims to connect creativity, people and place by: delivering accessible, high quality arts events and projects; nurturing and showcasing the creativity of the people of Moray; and celebrating and promoting Moray as a place for outstanding arts. FBA recognises that a robust and well-‐executed marketing plan and business plan, which takes into account all aspects of the organisation, is essential in achieving this aim. This plan aims to clarify FBA’s direction between 2015-‐2017 and results will be measured through a variety of methods. Kresanna Aigner Director Findhorn Bay Arts
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Background
Founded in 2012 as a non-‐profit organisation and company limited by guarantee, Findhorn Bay Arts (FBA) is passionate about celebrating and promoting this beautiful part of Scotland as a place for outstanding arts, by nurturing and showcasing the creativity of the local community and through the delivery of accessible, high quality arts events and projects. The Forres area is situated around the stunning Findhorn Bay in Moray. A place rated at eleventh place by the prestigious National Geographic Society’s Travel magazine, ahead of the Dalmatian coast, the shores of Bermuda and the Antarctic Peninsula. In addition to its stunning natural heritage, Forres is a creative place where traditional expressions of popular culture are complemented by new work and fresh initiatives by the arts and creative sector. The Findhorn Bay area comprises of the historic market town of Forres, the coastal villages Findhorn and Kinloss, the villages Rafford, Dallas, Dyke, Brodie and Alves and the surrounding hinterland. This represents a local area population of approximately 14,349 (2011) and is part of Moray, a region with the fastest growing population within Scotland. Increasing by more than five times the national average between mid 2012 and mid 2013 The area has an active and engaged community with a strong sense of identity One of the area’s most important assets is its Cultural sector. With a rich Cultural sector, Forres is home to an enormous range of visual and performing artists and artisans who work and/or live here. An example of this includes our craft collective, vibrant new and traditional musicians, dance producers, theatre makers, photographers, novelists, storytellers, poets, circus performers, illustrators and fine artists. Connections beyond the Cultural sector Communities from across the Forres area are determined to develop the potential of tourism and culture. Forres Arts Community Trust (FACT) has produced a number of key reports that highlight the opportunities that exist for the town. The town has key heritage sites in the Falconer Museum, Whisky Museum and Nelson’s Tower, all of which have played a pivotal role in Culture Day and Findhorn Bay Arts Festival.
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Findhorn Bay Arts is an account managed organisation, under the support of HIE, who recognise and value the role of Culture in bringing economic, social and cultural wealth to Forres and Moray. One of Findhorn Bay Arts’ key strengths is the support of HIE, the Local Enterprise Body, who have played an active role in supporting both Culture Day and Findhorn Bay Arts Festival and helped to secure investment from HIE of £60,000 and Moray Council of £10,000 for the 1st Findhorn Bay Arts Festival. HIE led in the development and publication of both Moray’s Culture Strategy (We Make Moray) and Moray’s Tourism Strategy both of which recognise and action the partnership between these sectors. The Forres community has a track record of working together to deliver successful projects that offer cultural and economic benefits to the town, such as Scottish Week, Vintage Car Days, Highland Games, Culture Day, 1st Findhorn Bay Arts Festival and Piping at Forres. Local businesses support these events through volunteering, participation and by being part of planning groups. In addition there is a newly formed Town Centre Working group (supported by Forres Area Community Trust) who come together to consolidate and maximise opportunities. Facing the challenges and grabbing hold of the opportunities Individual members of the creative sector are responding to challenges by embracing change. As such, there is an opportunity to garner the collective strength and experience of the creative sector locally. Local evidence shows the huge results achieved by working in partnership. The local community has recently been faced with the Local Authority's decision to cut their budget for Arts and Culture by 100%. The response from the local community, as well as Cultural sector, has created new ways of working. Partnership and joint initiatives have occurred with great impact, with strong visitor numbers being recorded by festivals and events. As a result, the Local Authority (particularly through the local Economic Partnership), are engaging again with the Arts Sector and see Culture as having benefit across budget areas, particularly economic development. Where the local Cultural Strategy, We Make Moray, highlights the need for leadership it also clearly recognises Forres as a hub of cultural activity and participation. In addition, since the writing of the strategy Findhorn Bay Arts has established itself as a leading organisation not only in Forres, but across Moray, with its strong track record, high capabilities, wide connections and great leadership qualities. A clear action plan has also been drawn together by the local Cultural sector in partnership with HIE and MEP. This clearly demonstrates an active role, and willingness to participate by many Forres cultural organisations, not least Findhorn Bay Arts and those with whom it works in partnership. It is now essential for Forres to be able to respond to these opportunities in a timely and responsive manner in order to further embed arts and cultural into the thinking of the local community and deepening opportunities for partnership working. The future return on this level of investment is huge; not only in cultural terms, but also in terms of economic and social benefit to Forres. With the Forres area community determined to develop the potential of tourism and culture, and individual members of the creative sector responding to the challenge by embracing change, there is an opportunity to garner the collective strength and experience of the creative sector in Moray, connect with communities and business and to form innovative partnerships and collaborations which will raise awareness of Moray as a thriving cultural hub resulting in an increase in tourism and a richer experience for visitors.
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The Board of Directors of the Findhorn Bay Arts feels that this is an ideal time to establish a year round programme of arts and cultural activity and a biennial arts festival – ‘a time for change, and creative thinking’. Findhorn Bay Arts will showcase the very best of Moray’s arts and cultural sector, alongside a high quality national and international programme of events, which will attract local audiences and visitors to Moray – providing a platform to celebrate our arts and cultural assets and the beautiful natural surroundings. In developing our aspirations for our programme and events we draw inspiration and confidence from the aspirations of the We Make Moray Cultural Strategy, Moray Economic Strategy, the area tourism strategy, the work of Moray Speyside Tourism and Forres Area Community Trust priorities of Creative Scotland, Event Scotland, and Highlands and Islands Enterprise.
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Vision & Aims
Findhorn Bay Arts connects creativity, people and place by:
Delivering accessible, high quality arts events and projects Nurturing and showcasing the creativity of the people of Moray Celebrate and promote Moray as a place for outstanding arts
Findhorn Bay Arts connects …
Mission Element Broad Objective
Creativity By delivering accessible, high quality arts events and projects
o Curate a biennial arts festival, including a main performance event that involves professional artists and community involvement
o Curate Culture Day as a standalone annual event. o Bring high quality artists and productions to the area.
People Nurturing and showcasing the creativity of the people of Moray
o Get local people participating in performances at our events and through projects.
o Engage local audiences by fostering an understanding and appreciation of the arts and by delivering as many free and accessible events as possible.
o Encourage artists with Moray links to return to the area to participate in our events.
o Offer networking opportunities for practising artists and those working in the arts in and around Moray.
o Support and nurture the creativity of Moray’s children and young people,
Place Celebrate and promote Moray as a place for outstanding arts
o Base our projects and events in Moray, with the biennial arts festival specifically set against the backdrop of the Findhorn Bay area.
o Enhance the artistic reputation of Moray through the delivery of our events and projects, and by creating and supporting partnerships with others.
o Deliver our vision and aims in line with relevant local, regional and national strategies, including the Moray Culture Strategy.
o Protect the local environment by delivering our vision and aims in an environmentally and socially responsible manner, as set out in our CSR policy.
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Current Projects
IGNITE: MORAY YOUTH ARTS HUB Dates: Sept 2014 – Sept 2016 (culminating at FBAF 2016) Funding: Funded as part of Creative Scotland’s Time of Shine strategy iGNITE: Moray Youth Arts Hub is one of nine Youth Arts Hubs supported by Time to Shine, Scotland’s Youth Arts Strategy for young people aged 0-‐25, which is administered by Creative Scotland. Its core purpose is to enrich young people’s lives through arts and creativity. Scotland’s young people are leading the development of Time to Shine, creating an environment in which each and every person can thrive. iGNITE will open up a range of exciting and bang up to date routes for children and young people to connect with creativity and explore arts in Moray. Through a partnership approach, we will work with local and national agencies, as well as young people, to IGNITE, shape, devise, enhance, promote and deliver a comprehensive programme of visual and performance arts activities in Moray for early years, primary and high school students, plus young people aged 16-‐25. iGNITE aims to:
• Engage with children and young people, harnessing their views and providing a space for their voice, placing them at the core of how, what and why we do things.
• Embrace local and national partnerships and create a framework for collaboration through networking and shared learning opportunities.
• Foster participation and encourage participation in the arts from an early age by removing barriers to participation and producing accessible arts activities.
• Enhance existing arts activity in Moray and identify the gaps and space for improvement and sustainable approaches for the long term benefit of children and youth arts provision in Moray.
• Draw on the expertise of Moray arts providers and our national partners to deliver a programme of exceptional quality.
• Connect educators and the arts with a programme of arts activity that underpins the aims of the Curriculum for Excellence.
• Taking place over 2 years and culminating at the 2016 Findhorn Bay Festival, iGNITE’s programme of arts activities includes: Out and About The Out and About programme aims to raise awareness of current arts provision in Moray, whilst finding out what children and young people would like more of through a programme of professionally led taster arts sessions held at venues across Moray. Young Artists Mentoring Programme Our Young Artists Mentoring Programme will include the formation of four youth arts groups in partnership with youth organisations and Moray Council. These groups will come together to explore and chose their own course of creative development through a supported programme of mentoring, workshops and training. The programme will also support a number of local and national visits by young people to Festivals, events and arts workshops.
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Youth Arts Ambassadors (Digital Media) As part of our Youth Artist Mentor Programme, iGNITE digital media partners will work with Youth Arts Ambassadors to explore innovative new ways to develop digital media communications and creative content. Networking and CPD Events iGNITE will also facilitate a number of networking and CPD events for creative professionals, children’s service providers and young people. CREATIVE PLACE PROJECT Dates: June 2015 -‐ March 2017 Funding: Creative Place Award FBA is the lead organisation in the Forres area Creative Place Programme, following the town’s win in the £100,000 category at Creative Scotland’s 2015 Creative Place Awards in June 2015. The Forres area Creative Place Programme aims to build on the strength that is the town’s vibrant and diverse Cultural Sector through 4 key activities: • Culture Café networking events: July 2015 -‐ March 2017 • Culture Day: 26 September 2015 • Project Arts : October 2015 -‐ November 2016 * detail on page 10 • Findhorn Bay Festival: 21 to 26 September 2016 The Creative Place funding specifically supports local artists and community participation as part of Culture Day and Findhorn Bay Festival – it does not provide the core operating costs of the events and the fund purpose is to enhance the local activity and enhanced national marketing. In addition, the Creative Place Project will be supported by strong marketing and audience development campaign that will build the visibility of the Forres area as a Cultural Community and destination; increasing tourism and participation through meaningful community engagement. CULTURE DAY 2015 Dates: 26 September 2015 Funding: Creative Place; Highland & Island Enterprise; Moray Towns Partnership; MYAH In September 2013, Findhorn Bay Arts presented Scotland’s first ever Culture Day -‐ a carnivalesque celebration of arts and culture – around the Findhorn Bay. The event returned to Forres town centre in 2014 as part of the Findhorn Bay Arts Festival and is now planned as an annual event, which could potentially be rolled out to other towns in Moray e.g 2017 could see Culture Day Elgin. This free, one-‐day cultural extravaganza sees over a hundred artists join hands with creative businesses and community groups from across Moray, to throw open their doors and invite people of all ages to see what they do all year round through fun, interactive activities. Returning on Saturday 26 September, Culture Day Forres 2015 will see the streets, cafes, shops and civic buildings of Forres come alive with a brilliant mix of street theatre, performance, art, music and dance, plus lots of ‘have a go’ activities.
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The Creative Place programme provides a small pot of additional funds for local artists to develop small pieces of work and for enhanced marketing enabling us to distribute programmes out with Moray and along the A96 (Aberdeen to Inverness) FINDHORN BAY FESTIVAL 2016 Dates: 21-‐26 September 2016 Funding: Creative Place; additional applications not yet completed; income from ticket sales &
merchandise; sponsorship The biennial Findhorn Bay Arts Festival is a spectacular multi-‐day celebration of arts and culture, taking place at the heart of Moray and showcasing artists of national and international renown. This unique event brings together artists from Moray and beyond to entertain audiences with a vibrant mix of theatre and performance, exhibitions and live music, fine-‐art and photography, talks, tours and lots of free activities, including Culture Day, which aim to make the Festival accessible to all. Following the success of the inaugural event in 2014, the Festival will return in 2016, Scotland’s Year of Innovation, Architecture and Design, with a vibrant and dynamic programme. CULTURE CAFÉ Dates: Ongoing Funding: Creative Place Award Designed as a meeting place for the local arts community, Culture Café brings together people who work in the arts to share ideas, make new contacts, develop partnership and build new collaborations, provide peer support and enjoy excellent local food and drink. Jointly founded and coordinated by Findhorn Bay Arts and Bodysurf Scotland, each event is hosted by a different arts organisation, in partnership with a local venue. There have been over 10 Culture Café events since the start of the initiative, hosted by a range of individuals and organisations across Moray. Culture Café has been used to launch projects, establish sector-‐wide strategies and introduce partners from health and social care, business and education. Creative Place Award will support six Culture Café networking events in the Forres area between Sept 2015 and March 2017. Purpose of the events is to bring the arts and cultural sector together with business and community to further explore how to maximize benefits for arts and cultural activity for all. Administration and marketing of Culture Café is primarily carried out by Bodysurf Scotland and in partnership with Findhorn Bay Arts. PROJECT ARTS Dates: October 2015 – November 2016 Funding: Creative Place Award Project ARTS is a supporting fund, which aims to support the creation of a wide range of public art and creative work, which connects with local businesses and the community in the Forres area. A call will be put out for new creative work that is connected with and developed alongside a Forres area community group or business. All work must be accessible to the public -‐ whether through
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positioning of performance or installation or the site-‐specific nature of the work or its presentation in a publicly accessible way. Funding will begin in October 2015. The total Project ARTS budge is £20,000 and a small advisory group will consider applications between £200 and £2000.
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Marketing Review
Marketing resources In 2012-‐2013, Helen Beveridge was employed as Marketing & PR Officer for 2 days a week to carry out FBA’s marketing function. In May 2014, Emma Blyth took over the role at 1.5 days per week to cover FBAF 2014. From December 2014, Emma’s contract was reduced to 1 day per week to focus on Ignite. In 2015, FBA plans to employ a Marketing Assistant on a freelance basis, to work across funded projects that will be supported by a Marketing Manager/Consultant. Attendance numbers Culture Day 2013 achieved an audience of approx. 3000, whilst FBAF 2014 achieved a total attendance of 13,395. 16% of the FBAF 2014 audience was from outwith Scotland, which fell short of the original target of 30%. This could be an area for development for future events. Income Although the majority of FBA’s activity is supported by a variety of funders, FBAF 2014 achieved a total ticket income of £26,410, exceeding the original target of £22,000. Pricing In an effort to maximise accessibility, many of FBA’s projects and activities are FOC to users. FBAF is the exception to this rule, with tickets varying from £3 to £25 for festival events. Ticket prices were kept low in 2014 to ensure accessibility. Distribution FBAF tickets were sold through Eden Court box office in 2014 at a charge of 20% to Eden Court, which presented both opportunities and challenges. FBA plans to establish it’s own online box office facility for the 2016 Festival in order to build our customer database and maximize ticket income. Marketing activity/approach The following shows the primary marketing activities/approaches used by FBA on projects in the last 2 years, along with data from Culture Day 2013 showing where people heard about the event. Homecoming Scotland carried out the event evaluation; we do not have data showing which techniques were most successful for FBAF as this was not part of the Homecoming Scotland evaluation and survey. Little promotional activity has been carried out to date for IGNITE, so we do not have data for this aspect of FBA’s activity. Culture Day FBAF % of mktg budget % of audience % of mktg budget Advertising -‐ print 23% 9% 23% Advertising -‐ non print 6% 6% Design/website (John) 16% 2% 8% Print -‐ programme -‐ -‐ 17% Print -‐ leaflet 17% 28% 7% Print -‐ posters 3% 11% 2% Print -‐ other 3% n/a
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Signage/banners 6% 7% 3% Distribution 11% 14% Media Launch -‐ -‐ 2% Documenting (film/photo) 9% 4% Volunteer merchandise 6% -‐ Social media 2% Press/media (relations) 8% 13% Word of Mouth 28% We can see from the above that (aside from Word of Mouth) distribution of the event leaflets was the most successful promotional activity for Culture Day and Posters also achieve a strong result. For both of the events there was relatively little investment in Social Media or Websites, which are areas to consider for future development. Results for Advertising seems to fall short of the % of the budget which was invested in it, so this is perhaps an area to consider reducing investment in, although we know from experience that advertising often enables enhanced opportunities for editorial. We also know that press/media relations worked well, in terms of achieving editorial, for both events. The monetary worth (or advertising value equivalent) achieved for Culture Day was £8,652 and for FBAF £21,657.01 Social media audience At June 2015 the FBA social media audience is as follows: Facebook: 1,040 Twitter: 697 Databases FBA is currently developing an audience database, with all contact giving permission for email contact. Data is currently held on spreadsheets and in MailChimp lists. FBA has a press/media database of approx. 200 contacts. Data is currently held in a spreadsheet. FBA has an artist’s database of 158 contacts. Data is currently held in a spreadsheet. Various other contacts and data are held in a number of spreadsheet and there is some duplication. Data storage and usage is recognised as an area requiring future development.
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PEST Analysis POLITICAL ECONOMIC o Moray Cultural Strategy (launched in March
15) o Scottish Government Youth Arts Strategy
(Time of Shine) o Moray Speyside Tourism Strategy o Community Learning and Development Plan o Moray Social Enterprise Strategy o Lack of arts funding in Moray o Recent general election – continuing austerity
o 69.4% of the Forres population aged 16-‐74 economically active.
o Impact of government cuts on spending o Interest rates continue to be low o Reduction in budgets resulting in increasing
competition for funding/sponsorship o Untapped potential in Moray tourism o Local economy: small market towns serving
large rural area with predominantly SMEs
SOCIAL TECHNOLOGICAL o Forres has an aging demographic (20% and
rising is 65+; 27% and rising is 45-‐64) o Lack of ethnic diversity in Moray (99% white,
73.4% white Scottish) o Relative high level of unemployment in Forres
(3.4% and 5.4% amongst 16-‐24 year olds). o High level of young people leave Forres after
education o Local area is rich in creative and cultural
diversity o Strong, connected creative community (e.g.
Culture Café network) o Rural area with dispersed population o Limited transport links (no Sunday or late
night bus services)
o HIE rural fibre broadband rollout o Increased usage of mobile devices o Poor mobile data network in local area
(compared to cities) o Google’s recent prioritisation of
responsive/mobile friendly websites in search results
o Increased usage of video content and streaming on/via internet
o Social media usage continues to grow
FBA recognises that the Cultural sector in Moray is responding to local and national budget cuts by pulling together and finding new ways of working. This partnership working is demonstrated in strategies such as the Moray Cultural Strategy. Through our projects and events, FBA aims to address some of the economic and social challenges identified above, by having a positive economic impact on the area and inspiring new creative industries and opportunities. In addition, FBA aims to monitor and utilise new technologies to keep up with trends and widen accessibility.
Competitor/Collaborator Analysis ORGANISATION/EVENT STATUS BASIS FOR STATUS/APPROACH
Piping @ Forres Collaborator Paid for event in early summer, focusing only on piping. Reciprocal advertising and volunteering opportunities.
Enchanted Forest, Cluny Hill
Competitor Planning to hold event at similar time to FBAF 2016 – not currently open to partnership.
Findhorn Foundation Annual Conference
Competitor Annual conference held at same time as FBAF leading to competition for venue
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space, however could provide new, international audience for festival, offering local entertainment outwith conference programme.
Nairn Book and Arts Festival
Competitor/Collaborator Local, paid for arts festival in same month as FBAF, however reciprocal advertising opportunities are available and we ensure liaison over programme development to avoid clashes and retain individuality.
Speyside Whisky Festival
Competitor Local, paid for festival on same weekend as FBAF, however potential for collaboration to extend the Moray offer.
XpoNorth Collaborator Highland based creative industries festival. Partnership in programming and joint marketing
Bodysurf Scotland Uprise Dance Festival
Competitor/Collaborator Local dance festival taking place same month as Culture Day 2015, however events will be linked through Moray Youth Arts Hub work.
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Marketing SWOT and TOWS Analysis Strengths Weaknesses
o Skilled / experienced team o Committed and experienced
board of directors o Clear organisation
vision/mission o Strong branding o New responsive website o Scottish National Opera and
National Theatre of Scotland on board for 2015/2016 events
o Strong, highly-‐skilled partner network
o Quality of programming and production
o Lead organisation in Creative Place Project
o Accessible/free events o Experience of running
successful arts events
o Lack of core funding = inconsistent marketing budgets
o Limited staff resources (e.g. marketing currently 1 day per week)
o Change in marketing staff planned for 2015
o Lack of organised data o Low audience numbers
from outwith Scotland o Perception of link to
Findhorn Foundation o External box office used for
FBAF 2014
Opportunities Strategies that use strengths to maximise opportunities
Strategies that use opportunities to minimise weaknesses
o Creative Place Award win for Forres Area (Creative Place Project)
o Moray Cultural Strategy o High level of quality creative
talent in local area o Possible core funding from
Creative Scotland o Increasing availability and
use of new technologies e.g. mobile
o Support from local businesses
o Growing community involvement
o Local press interest o Untapped tourism in Moray o Opportunity to grow events
across Moray o Consultancy
1. FBA lead organisation in Creative Place Project
2. Use Creative Place Project and national companies to encourage participation from high quality local creative talent
3. Use programming and nationally recognised orgs to achieve press coverage.
4. Encourage additional community participation through programming and accessible prices.
5. Production of marketing toolkit for use by partners etc. to ensure consistent use of branding and help to raise profile.
1. Integrate box office function into new responsive website.
2. Pursue potential for core funding through Creative Scotland for future years.
3. Justify employment of additional marketing assistant to assist with Creative Place Project.
4. Explore possibility of partnering with local business to improve data storage/usage (e.g. develop CRM system).
5. Work with VisitScotland, Moray Speyside Tourism and Forres Tourism Group to tap into underutilised Moray tourism market and increase visitor numbers from outwith Scotland.
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Threats Strategies that use strengths to minimise threats
Strategies that minimise the effects of weaknesses and threats
o Increasing number of potentially competitive festivals/events
o Lack of understanding from some local funders
o Lack of arts funding in Moray
o VisitScotland doesn’t recognise Moray
o Poor local transport networks
o Weather can create an issue for events
o Relatively low rural population
o Public perception of ‘arts’ being elitist
1. Use promotion of events/projects to put Moray on the map and draw audiences from further afield
2. Where possible collaborate and partner with other events.
3. Key partners, local councillors and board members to work on improving FBA’s image with key figures within local funders.
4. Work with Moray Speyside Tourism to build a relationships with VisitScotland about Moray’s status.
5. Programme wide range of accessible art forms to suit all.
1. Funding will continue to be sought from a variety of sources
2. Innovative transport solutions to be considered for all events
3. Wet weather alternatives to be considered for all events
4. Improve box office facilities to help combat accessibility issues for people living in rural situ.
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The Creative Place Awards is for smaller communities across Scotland, outside of the main cities, to enable them to enhance and promote the creative activities and programmes in their area. The awards recognise the communities’ ambitions in using the arts for the benefit of both local residents and visitors to their area. Run by Creative Scotland and supported by EventScotland the awards encourage cultural organisations, community groups and/ or local authorities to represent their village, town or other community, and bid for an award to further develop their creative programme and profile. Aims & Objectives of Creative Place award
• Bring about a positive change in the perceptions of their community, by both its residents and visitors
• Create a shared understanding between local arts organisations, and other partners, of the artistic strengths and creative resources within the community
• Support or enhance partnerships between the arts and other sectors • Support artists and art workers to become recognised as confident community leaders • Allow information and learning about the arts and creative activity you're doing to be more
widely shared -‐ both within the community and through wider networks or with other groups and places.
As part of our bid for the Forres area Creative Place 2015 award Findhorn bay Arts carried out a SWOT analysis with local arts and development partners. Contributions to the SWOT through one to one meetings, group discussions and email included: Findhorn Bay Arts, Highlands and Islands Enterprise, Bodysurf Scotland, Forres Area Trust, Moray Speyside Tourism, Moray Art Centre, Glasgow School of Art, members of Forres Community Council, Universal Hall, Rightlines, House of Automota and local freelance artists STRENGTHS
WEAKNESSES
Community & Infrastructure Culture is valued by local residents Strong community spirit Track record of community engagement Existing community-‐led and focused festivals
Need for better and more accurate information Lack of joined up marketing and promotion from Cultural Sector, central reference point Community perception and value placed on culture means they are very pricing sensitive. amongst some members of the local community, there are assumptions made
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outwith the Cultural Sector: • Forres in Bloom • Moray Walking Festival • Forres Footpath Trusts
around what cultural provision is; and some people, as a result, are reluctant to engage with activity as they perceive it as ‘not for them’ Local transport poor -‐ especially at night Communication between different sectors can be lacking due to everyone being so busy -‐ and no/little core funding for activities.
3rd Sector and Volunteering Strong voluntary and community sector led by Tsi Moray. Strong social enterprise established in arts and culture -‐ very much supported by HiE and TSi Moray. Strong Support from local community council New local funds becoming available. (wind farm funds etc)
Reliance on a limited pool of volunteers Some cultural organisations do not identify with 3rd sector, and miss support opportunities.
Business and Enterprise. Proactive support from local organisations and business Moray Economic Partnership recognises the importance of arts and culture Strong Support for and recognition of the role of Culture in developing economic/social benefits for the area -‐ particularly from FACT, HiE, MEP etc Traditional Music sessions taking place in a number of local, Forres pubs Local Business, e.g high street retailers , Benromach etc support local festivals and events.
Sporadic understanding by whole business community of the economic, social and community benefits created as a result of Cultural Activity Key organisations lack resources (in staff terms) to attract sponsors and build deeper/wider relationships with local business
Education Track record of schools and community engaging with cultural activities
Schools who struggle to bring students to Major Venues due to high travel costs and
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Moray Art School based in Elgin offering Degree and Masters courses Glasgow School of Art in Forres with strong Design innovation centre with , financed, current expansion plans.
lack of transport. Role and reputation of Art School still growing outwith Moray Some misunderstanding of role/function of GSA in Moray
High Quality, Professional Arts/Artists Strong commitment to working in partnership Moray Youth Arts Hub Culture Day Findhorn Bay Arts Festival Strong engagement with community through community based arts and participation Rich variety of artist/sculptors living locally Strong, established cultural organisations/individuals
• Findhorn Bay Arts • Bodysurf • Forres Craft Collective • Rightlines
variety of galleries and local artists studios Events & Festivals such as Piping @ Forres, Forres in Bloom, Findhorn Bay Arts Festival Culture Day 26 Sept 2015 Successful new biennial -‐ Findhorn Bay Arts Festival Culture café provides a forum for networking, sharing ideas and building partnerships Moray is about to launch its Culture Strategy which has committed support from the arts and culture sector within Forres, all of which are committed and active in its implementation
Need for better and more accurate information about arts and cultural opportunities Lack of promotion Local of funding support from Local Authority Small number of artists and cultural organisations securing funds No applications for regular funding from Moray Cultural sector. Poor Evidencing of outcomes/Demonstrating value Low paid wages
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Strong history of community choirs The Feis Fionn, and strong commitment to traditional music History of Carnival (Elemental Community Arts) Artist trail in Findhorn Promotion of existing cultural provision through low cost channels such as social media and building strong relationships with regional/national media. Moray is about to launch its Culture Strategy which has committed support from HiE and has strong commitment from all sectors who are active in its implementation Key Cultural organisations, Enterprise Body and individuals have strong and meaningful relationships with Creative Scotland Place Fastest Growing population in Scotland. Stunning Natural Resources / Environment Great spaces that can operate as venues ranging from Forres Town Hall, Moray Art Centre, Universal Hall to Village Halls Forres has a network of footpaths that have been established and waymarked by the Forres Footpaths Trust in recent years Shakespeare's play Macbeth locates Duncan's castle in Forres, and the Three Witches meet on a heath near the town in the third scene of the drama. Macbeth's castle was located at Inverness. Strong Links with the ‘real’ Macbeth, Bonnie Prince Charlie and James IV of Scotland. Hugh Falconer, Scottish geologist, botanist, palaeontologist, and paleoanthropologist was a notable resident of Forres
Some Small Town politics Occasionally parochial attitudes to Cultural Sector LACK of 3G in Forres area not encouraging for tourists. Ageing population Moray is dwarfed by The Highlands & Aberdeenshire and is often overlooked by tourists and visitors Moray is best known for its Whiskey. Footfall smaller than other parts of Scotland. For example Inverness. Venues need upgrading Poor profile of Arts activities across the area Some partnership opportunities with Cawdor/Highland require cross-‐Council
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High number of heritage buildings/sites: • Nelsons Tower • Mercat Building • Tolbooth • various churches • falconer museum etc. • Sueno’s stone
Provision of community transport for cultural events. Well recognised and loved food & accommodation providers Proximity of Brodie Castle as NTS building, Cawdor & Nairn
thinking/support between Highland & Moray.
OPPORTUNITIES
THREATS
Delivery, in partnership more Forres area Culture Café networking events that connect arts, community and business Community & Infrastructure Strong opportunities to demonstrate how cultural events and creative industries can make a difference and growth to a community in both social and economic terms ability to utalise existing knowledge of new technology to signpost people to events and activities Strong opportunities to engage with visitors and tourists. Opportunity to develop new audiences through projects, marketing and audience development Local choirs work together to develop Festival of song Develop the growth of traditional music and song through a coordinated approach to workshops and sessions with local Fiess Fionn collective, Forres Pipe Band and the Forres Heritage Group Promote local cultural events and activities
There is some devaluing of the Arts and cultural activity in time of “austerity”
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in one place listing 3rd Sector and Volunteering Build on the current momentum and desire of build the cross sector capacity by brokering relationships with business, voluntary and community Potential for cultural social enterprises to increase trading income Opportunity to develop new audiences through projects, marketing and audience development
Needs to establish strong financial base for growth. High expectation of partnerships for low financial investment. There is some devaluing of the Arts and cultural activity in time of “austerity”
Business and Enterprise Ability to work in partnership to achieve wider audience engagement through streaming and digital media Build capacity of the sector by brokering relationships with business, voluntary and community Start evidencing impact and demonstrating economic and social value of cultural activity within a local context Commitment from GSA to explore impact and benefit of any place investment secured in Forres Increased social and economic benefits to Forres as a result of Cultural activity and Cultural Place Award. Opportunity to develop new audiences through projects, marketing and audience development
Wider economic effects of the current changes within the Oil Industry is likely impact on Moray There is some devaluing of the Arts and cultural activity in time of “austerity”
Education Opportunities to work with community transport providers to ensure wider educational outreach Opportunities to take cultural sector and ‘events’ into schools Curriculum for Excellence
There is some devaluing of the Arts and cultural activity in time of “austerity”
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High Quality, Professional Arts/Artists Opportunity to enhance creative activity through expansion/development of Culture Day and Findhorn Bay Arts due the strong partnerships involved and that can be developed. Partnerships/collaborations with cultural providers in the wider Moray region Strengthen engagement with national cultural organisations Build on the pilot project of the Artist Trail to include all galleries and studios situated around the Findhorn bay (Logie Steading, Falconer Museum, Nicholson Gallery, Bakehouse etc) Opportunity to develop new audiences through projects, marketing and audience development Strong opportunities to engage with visitors and tourists. Opportunity to develop new audiences through projects, marketing and audience development Delivery, in partnership more Forres area Culture Café networking events that connect arts, community and business Local choirs work together to develop Festival of song Develop the growth of traditional music and song through a coordinated approach to workshops and sessions with local Fiess Fionn collective, Forres Pipe Band and the Forres Heritage Group Promote local cultural events and activities in one place listing
Lack of funding secured means that organisations are not as stable as they would like to be There is a Lack of small injection funding to ignite new pieces of work. Impact of cuts on arts and our partners Arts organisations financial insecurity & reliance on grant funding.
Place Opportunity to enhance creative activity Growth of the cultural sector and increase in
• • Still feeling impact of the closure of RAF
Kinloss closure •
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the number of events in the Forres area Provision of community transport for cultural events. To work with other sectors and other non arts organisations like Moray Walking Festival, Forres Footpath Trusts , Forres In Bloom Utilise built and natural heritage for site specific/responsive work
• Local art gallery closures (Cordy Hedge) and recent threat to Moray Art Centre
• • Lack of commitment from Moray Council
discourages other funders
Priority Activities
• Build on success of Culture Day and Findhorn Bay Arts Festival highlighting local artworks and performances thereby enhancing planned activity
• Delivery, in partnership, more Forres area Culture Café networking events that connect arts, community and business
• Local choirs work together to develop Festival of song • Develop a public art projects that bring visual artist together with community groups to develop site
specific public works • Need to map, track and map impact of arts and culture on health & well being, business and
tourism, education and community – build refreshed and local case for arts and culture. Work with GSA to do this
• Promote local cultural events and activities through strong marketing and communications plan that is informed by partners.
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The Creative Place SWOT, PESTS, TOWS have helped to inform our Creative Place programme and development of FBA Business and Marketing Plan Marketing Plan The principle of access underpins the Festival and it is our aspiration to promote participation from the widest walks of life, and audiences comprise people of all ages, and backgrounds in Moray, Inverness, Aberdeenshire, the Highlands, and national and international visitors who come to Moray. The emphasis of our marketing strategies should be very much on delivering results from a small marketing budget.
Pricing Strategy Where possible FBA’s projects/events will be offered free of change to ensure accessibility, however where ticket pricing is necessary, prices will be kept as low as possible whilst keeping in line with similar local events (e.g. Nairn book and Arts festival, Blas, Spirit of Speyside etc.).
Distribution Strategy As some FBA events (e.g. FBAF 2016) are ticketed, in 2016, FBA plans to improve the ticketing process by integrating a box office system onto its website so that ticketing can be carried out directly without the need to involve a third party. This will enable FBA to deal with issues as they arise and ensure that the process is as convenient as possible for consumers. It will also be possible to obtain tickets via phone and, in some case, on the door of events or from partners. Payment for tickets will be via debit/credit cards, cheque, and cash.
Specific Marketing Objectives
1. Achieve an audience of 3,000-‐5,000 for Culture Day 2015 2. Sustain and build on total attendance for FBAF 2016, including audiences from outwith
Scotland. 3. Build on sales target for FBAF 2016 4. Build an audience database / Customer Relationship Management (CRM system)
Marketing and Communications Delivery
Branding In 2015 Q1/Q2, creative consultancy, think.in.form, was appointed to develop new branding and logos for IGNITE, Findhorn Bay Arts and the Findhorn Bay Arts Festival. During this process, it was agreed that Culture Day and other standalone event do not need logos of their own, but that typography and good design should instead be used.
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The FBA logo has been designed around the following brand statements:
o Confident o Passionate o Accessible / community focused o Quality / professionalism o Contemporary o Exciting o Versatile / multi-‐arts o Leaders / Collaborators o Area focused o Creative
The IGNITE logo has been designed around the following brand statements:
o Exciting o Up to date / modern o Youthful o Collaborative o Quality
This will enable us to produce a Marketing Toolkit with Brand Guidelines for use by partners, artists etc. for IGNITE and future Festivals. The FBAF logo is still to be developed and should be completed by Q1 2016. During this process it has been agreed to rebrand the Findhorn Bay Arts Festival as Findhorn Bay Festival. Findhorn Bay Arts presents Findhorn Bay Festival
Brand Promise For those with an interest in the arts Findhorn Bay Arts, one of the most innovative, driven and community-‐focused arts organisations in Scotland, offers accessible, high quality arts events and projects within this beautiful, rural area , which is often overlooked by other arts organisations, national artists and companies.
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Target Audiences The principle of access underpins FBA’s objectives and it is our aspiration to promote participation from the widest walks of life, with audiences comprising of people of all ages, and backgrounds in Moray, Aberdeenshire and Highland, as well as national and international visitors to Moray. Not all of the target audiences mentioned below will be suitable for all events/projects. Local and Regional Audiences
o Forres area community, plus other Moray communities, including:
§ Pupils and students targeted through primary and secondary schools, local colleges -‐ Moray and UHI colleges
§ Young people with an interest in the arts or who already participate in arts activities. § Artists and arts groups § Families (including those of community participants, students etc.) § Retired
o Audiences from throughout Highland and Aberdeenshire who are interested in quality local productions on their doorstep rather than a central belt journey.
o Artists, companies and groups throughout North East Scotland who will be actively targeted to attend or participate.
Other Audiences o Audiences from throughout Scotland and UK with an interest in the arts who are prepared to
travel to experience quality arts events as part of a short break. Likely to be engaged in the arts and with a reasonable level of disposable income. Visit Scotland figures state that the main UK markets visiting the Highlands and Moray are: § Scotland § North East England § South East England § South West England § Midlands
o Visitors to Scotland from Overseas, with an interest in visiting The Highlands/Moray, or those who are highly engaged in the arts and would include a trip to Moray specifically to attend an arts event. VisitScotland figures indicate that the key overseas markets are: § Germany § USA § France
o Professional artists and companies, particularly those with a connection to the Findhorn Bay
area or Moray – with a view to them participating.
o Fans of big name professional artists.
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Key Audience Messages FBF Findhorn Bay Festival is Scotland’s newest arts festival, a spectacular celebration of arts and culture taking place at the heart of Moray on the last weekend of September, showcasing artists of national and international renown. IGNITE Ignite: Moray Youth Arts Hub supports an innovative programme of arts and creative opportunities for children and young people. It aims to enrich lives by nurturing and celebrating ambition, enthusiasm and talent. Ignite: Moray Youth Arts Hub is one of nine hubs being set up across the country as part of the National Youth Arts Strategy, Time to Shine, supported by Creative Scotland. Findhorn Bay Arts is working in partnership with local and National arts organisations, children and youth service providers in Moray to create Ignite. CULTURE DAY
A carnivalesque celebration of arts and culture – this free, one-‐day cultural extravaganza sees over a hundred artists join hands with creative businesses and community groups from across Moray, to throw open their doors and invite people of all ages to see what they do all year round through fun, interactive activities.
Communications Tactics Websites A single FBA website, incorporating and giving prominence to all key projects and events has been developed in 2015. The website is responsive to ensure optimal viewing experience on all devices, WordPress-‐based to enable quick and easy amendments by team members, content is optimsed for search and design is clean, simple and easy to navigate, whilst placing imagery at the fore. The website will be used not only to target local artists, businesses and community groups to encourage their involvement in FBA projects, but it will also target audiences, through the provision of information about the events. The website will continue to be improved and updated throughout 2015/16 and, in particular, integration of a box office/ticketing system is planned prior to FBAF 2016. In addition, as part of the Creative Place Project, FBA will work with partners and existing web infrastructure to develop Forres Web website highlighting the diverse and vibrant cultural activity taking place in Forres area. Social Media Social media will be used to enhance FBA’s profile, extend reach and enable promotion of projects and events. It should provide an environment where audiences feel engaged and listened to, allowing us to respond quickly to feedback. It also enables us to connect with artists and to share/retweet reviews etc.
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Facebook and Twitter have been identified as the most suitable platforms for FBA projects and the following page/profiles have been established to date:
o Findhorn Bay Arts – Facebook and Twitter Platforms will be used for general FBA news and to promote FBA projects/events only. The FBA pages will be used for all FBAF and Culture Day communications.
o IGNITE – Facebook and Twitter Platforms will be used for Ignite news and to promote any creative opportunities available to Moray‘s children and young people.
In addition, Vimeo is used to host/share video content. In future years, a blog might be considered to reach audiences, but this is not a current priority. To ensure a consistent tone of voice and to avoid overlap in posts, the Director and Marketing & PR Officer will primarily manage and maintain FBA accounts. Part of the Ignite project is based around young people creating and managing the project’s social media accounts, with assistance from Canary Dwarf and FBA Marketing & PR Officer, and this is something that will be moved forward in 2015 As part of the Creative Place Project, FBA will work with administrators of established social media accounts (e,g, We Heart Moray) to develop a social media campaign which attracts and engages artists and target audiences and keeps them informed of latest developments surrounding the project. Creative Place Digital Content In order to bolster our social media content, entice audiences, create assets and provide a legacy of the project, FBA will work with partners and local film-‐makers and sound makers to digitally capture the creative energy of the Forres Area. We will establish a YouTube and Soundcloud channel and/or use Vimeo; create a Spotify playlist, all of which can be used by partners, participants and as a vital part of our audience development, social media and marketing plans. We will also work with the local museum to ensure that this piece of document making is appropriately archived and accessible to all in the near and distant future. Email Marketing FBA have identified that more regularly, targeted communication with its audiences would be beneficial and development of an e-‐newsletter is planned for 2015/2016. A mailing list is currently being developed though people signing up via FBA website, at events etc. and once this is established, we plan to use MailChimp to send targeted news of projects, events etc, directly to opted in contacts. FBA will also work with partners to develop a mailing list of contacts with an interest in the Creative Place Project. New and information around the CPP and associated events/activity will be sent. Press/Media (PR) Building on the national and local contacts, goodwill and networks built to date, PR campaigns will be launched and delivered around key dates and activities surrounding IGNITE, Culture Day 2015 and Festival 2016. The Creative Place Award will be mentioned in all relevant press releases.
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Editorial in two major airline magazines, EasyJet Traveller and FlyBe’s Flight Time, has already been secured for FBAF 2016 and this will target visitors from Europe and those on domestic flights into the region. A highlights media launch in Spring 2016 will create a buzz about the Festival 2016 and with several Festival artists in attendance, will provide fantastic photo opportunities for press. In addition, development of a strong preview film is planned for Festival 2016, which tells people “this is for me” and can be shared with press and online. The full Festival programme will be launched in Summer 2016 FBA hopes to establish an official media partner for Festival 2016. Print/Screen Advertising Advertising will be placed in local/regional, national and airline publications as appropriate, to attract key target audiences for Ignite, Culture Day 2015 and Festival 2016. Advertising in some local/regional publications (which rely heavily on advertising revenue) will be used to secure additional editorial, which might otherwise be unavailable. Screen advertising will also be used at Inverness and Aberdeen Airports, which are key entry points to the north of Scotland. Poster and Outdoor Advertising A3/A4 posters will be distributed locally and nationally to attract the attention of key audiences as required for all FBA projects. For Culture Day 2015 and Festival 2016, AA signage on main arterial routes into Forres area and banners and A-‐frame signs will be displayed at key locations and Festival venues on main routes into Forres area. Listings Using a newly established arts listings database, we will utilise relevant listings sites and listings publications to promote Culture Day 2015 and Festival 2016, including Event Scotland, VisitScotland, VisitBritain, National Trust for Scotland, Guardian Guide, The List, etc. Events and Walkabout Performers To promote Ignite, Culture Day 2015 and Festival 2016 in an engaging and innovative way, stiltwalkers, unicyclists and our popular popcorn machine will attend selected relevant and popular family events, such as Piping @ Forres and the Scottish Traditional Boat Festival for Festival, Elgin Food and Drink and Cawdor Castle Food and Drink for Culture Day 2015 and will have a presence in Inverness/Aberdeen city centres at key times. This will provide an opportunity to distribute leaflets and engage directly with people about these events.
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Promotional Print and Distribution For Culture Day 2015, a comprehensive folded leaflet will be produced and distributed to key outlets along the A96 corridor from Inverness-‐Aberdeen. This programme/leaflet will include a map and listings of Culture Day activities and will also be utilised during the event itself. For Festival 2016, a tri-‐fold leaflet (c. 30,000) will be produced for distribution throughout Scotland and a comprehensive festival brochure (c.10,000) will also be produced for local distribution (including schools) and for use throughout the event. In Spring 2015, postcards were been produced for Ignite for distribution in Moray schools, to promote the project to children and young, Where relevant, printed literature will celebrate the Forres Area Creative Place Award. Photography and Filming High quality imagery plays an important part in FBA’s communications and we will therefore ensure that photography and filming is commissioned to cover all relevant FBA events. Images will be added to the FBA image library and used for a variety of purposes including social media, press and media, online, promotional print etc. As mentioned previously, a strong preview film will be commissioned for FBAF 2016, Partnerships / Sponsorship Collaborations are a key part of FBA’s marketing activity and all relevant opportunities should be explored with partners in order to deliver the marketing objectives. These include: o Promotion through partner networks. o Liaison with artists regarding promotion to their audiences. o Develop relationships with other festivals (see marketing position) and identify opportunities
for collaboration. o Attract relevant event sponsors, possibly for event costumes such as Sandra Murray or
Johnston’s of Elgin, or food and drink suppliers, such as Macbeth Butchers. We know from Hi~Arts research that there is a strong correlation between local/quality food and drink and festival/event/heritage visitors.
o Establishment of an official media partner for Festival 2016. o Development of a marketing toolkit, including brand guidelines, images, content and links so
that partner organisations can easily promote events within their own communications activities.
Networking and Development Local audience development is at the core of FBA activity. In the months leading up to Culture Day 2015 and FBAF 2016, FBA’s Audience Development & Outreach Manager will work to develop relationships with schools, colleges, local community groups and businesses to facilitate their involvement in the events.
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Database / CRM Lack of an effective audience database or CRM system is recognised as a weakness and FBA aims to develop this during the period of this marketing plan. It may be possible to develop this in line with the internal box office system. Potential funding for this as a standalone project should be explored. In the meantime, all data, including spreadsheets containing audience, press contacts, artist contacts etc. should be reviewed, cleaned/updated and, if possible, integrated into this system. Bulletin Boards Due to our rural location and low broadband speeds we recognise the importance of print and offline communications. FBA will work with partners to provide local arts and cultural venues, galleries, museums and artists studios which are open to the public with a Creative Place bulletin board, a space for all arts and cultural print and ‘what’s on’ information to be displayed.
Measurement and evaluation Marketing and promotional activity will be measured through a number of tools including: Google analytics, social media analytics, media monitoring, email marketing tracking, participant surveys, box office and participant data. A priority should be to establish via event feedback forms how audiences found out about an event.
Marketing Budgets There is currently no core-‐marketing budget for FBA, so marketing budgets are established for each project. Below are draft budgets for Ignite and Culture Day 2015. A budget for FBAF 2016 has not yet been agreed. Ignite Marketing Budget: £14,500 Description Total Budget £ Advertising 500 Print 4,000 Distribution 1,500 Documenting (film/photography) 1,500 Social Media 7,000 Total £14,500 Culture Day 2015: £7,870 Description Total Budget £ Design (leaflet, map, web updates) 1,500 Printing (leaflet, posters, map) 2,230 Banners 600 Distribution 1,500
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Advertising 2,040 Total £7,870
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Delivery Mechanism – making it happen
Findhorn Bay Arts succeeds due of the passion and expertise of our participating artists and the energy and enthusiasm of our partners, volunteers and the local community. We are very much a collaborative venture and proud to be so.
The Festival Team
Board of Directors
Director
Outreach & Audience
Development
Volunteer Coordinator
Finance Administrator
Marketing Manager
Marketing assistant
Event & Production Manager
Volunteers and Students from Moray College
UHI
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Our Board of Directors The Board has liability of the Company; liability of each member is £1.00. All Board of Directors are responsible for the management of the Company’s business, all policies and procedures and the direction of the Festival. The Board of Directors at this time, and their key responsibilities are: Bob Kenny Bob Kenny brings 37 years experience of working in education and community arts involvement. He remains passionate about the potential for the arts to inform and enhance our lives. Having been part of a large and diverse number of groups over the years, he values honesty, openness and the power of chocolate. Diane Smith Diane is our business brain and also our all round trouble shooter. She brings to the table a wealth of experience in identifying funding opportunities and forging links with local and national businesses. She also lends us a hand with our photography and can be relied upon to sort out most IT issues. Maria Start Maria is a business woman running two diverse companies, one arts based in the specialised field of automata and the other a property investment business. She has a wealth of experience and skills ranging from art restoration and exhibiting to business law and accounting. But most of all she brings to the board a great deal of common sense. Kresanna Aigner Kresanna holds the vision for Findhorn Bay Arts in safe keeping, and in developing all programmes and events ensures the aims of Findhorn Bay Arts are realised. Our project team At the heart of this, there is a small, dedicated team. The FBA team is currently engaged on a freelance basis and from project to project. It is our aspiration to secure the company with core funding and staff. Kresanna Aigner – Director Kresanna provides the vision, the ideas, and the drive. More prosaically, she is also responsible for the day-‐to-‐day running of the organisation and coordination of the team, overseeing and managing the programme of events, developing partnerships and projects, devising PR and marketing strategies Gill Bird – Outreach & Audience Development Gill connects our work with the local community through our outreach and audience development programmes. She coordinates volunteers, engages with young people and students, liaises with artists and workshop providers, and manages our schools and community engagement programmes.
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Emma Blyth -‐ Marketing & PR Emma supports our marketing and PR aspirations – she makes sure you all know about our events and projects! She pulls together our marketing plans and strategy, takes care of local press and media relations, deals with social media and manages all our advertising. Liz Egan – Finance Liz Egan is an experienced book keeper and financial administrator. Liz develops robust bookkeeping and accounts ensuring that our budgets run according to plan. Volunteers Volunteers will work across our projects in areas such as Front of House, ticket sales at events, information, artist liaison and event assistants. The nature of events and festivals is that the organisational structure and numbers will change as the events approach, and projects and programme is developed. Event Management plans will look at identifying all tasks from set up to event shut down, determine how many people are required to complete the tasks and in what order and inform forming the work force.
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Stakeholders and Partners
One of Findhorn Bay Arts team’s defining characteristics is our commitment to work with other organisations, and to develop meaningful partnerships. Strong support networks, across business, community, artists, arts promoters and providers, cultural and heritage organisations, hospitality and tourism sectors and community organisation and local business have been forged. Our partners Findhorn Bay Arts has an overarching aim to work in partnership and in collaboration with our partners, supporting the growth of the Festival and to help us to reach our intended outcomes, present a programme of excellence and maximize the success for the community as a whole IGNITE: MORAY YOUTH ARTS HUB
Findhorn Bay Arts are working with a number of local, regional and national partners to help realise the aims of IGNITE including: Electrolabs, Moray College UHI, Aberlour Youth Trust, Eden Court, Scottish Opera, Youth Theatre Arts Scotland, Moray Council, Touring Network, Elemental Community Arts, Highlands and Islands Enterprise, tsi Moray, Wildbird, Right Lines Productions, Screen HI, Bodysurf Scotland, Out of the Darkness Theatre Company, Knockando Woolmill. IGNITE is funded by: Time to Shine through Creative Scotland.
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CREATIVE PLACE
The Lead Partner in the Forres area Creative Place bid is Findhorn Bay Arts. As a result, the Creative Place programme will be managed and monitored by FBA, utilising the current project team, its Board of Directors and volunteers. Agreements have been put in place with: Forres Area Community Trust (FACT) who will manage:
• the design, and implementation of Creative Place noticeboard and logo placement Bodysurf Scotland who will manage:
• the delivery of Forres area Culture Cafes. Note: Each Culture Café will be hosted by a local cultural venue and organistion stimulating extended partnership working
It is very much the ethos of the organisation to build networks and work in partnership with cross sector support, as a result the collaborations and partnerships for this project will include: Forres Area Community Trust (FACT), Bodysurf Scotland, Highlands & Islands Enterprise, Forres Community Council, Forres Web, tsi Moray, Moray Speyside Tourism, Moray Economic Partnership, Glasgow School of Art, Forres Area Forum, Timespan, Universal Hall, Falconer Museum Creative Place is funded by: Creative Scotland In kind contributions from: FACT, Glasgow School of Art, Bodysurf Scotland and HIE CULTURE DAY 2015 Culture Day is a free event established to promote Moray wide arts and cultural activities, events and opportunities. Partnership working is at the core of the success of Culture Day and includes a mix of community, venue, business and arts partners: FACT, Falconer Museum, Bodysurf Scotland, Nicholson Gallery, Canary Dwarf, Mosset Tavern Culture Day is funded by: Moray Towns Partnership, MYAH, HIE and Creative Place FINDHORN BAY FESTIVAL 2016 The Festival has the support of a number of individuals and organisations working together in the development of the Festival and to achieve its aims and to maximise benefits for business and community, including:
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MarrKerr Communications, Bodysurf Scotland, Bike Revolution, Eden Court, Moray Speyside Tourism, Forres Area Community Trust, Universal Hall, Forres Town Centre Tourism group, Moray Chamber of Commerce, Findhorn Heritage Centre, National Trust for Scotland, Royal Architects Incorporation Scotland, Collective Architects Potential funding partners include: Event Scotland, Creative Scotland, Moray Council, Moray Towns Partnership, Berryburn Windfarm, Royal Architects Incorporation Scotland and MYAH
Funding Partnerships for our projects have included: Homecoming Scotland 2014 In 2014 Scotland welcomed the world to Scotland! Findhorn Bay Arts Festival was been named as one of the key events to receive national funding as part of the Homecoming Scotland 2014 programme for its plans for a modern celebration of both the myth and reality of Macbeth – Mormaer (Earl) of Moray and King of Alba. Highland and Islands Enterprise (HIE) FBA is an account managed client with HIE. Andrew Anderson, Head of Partnerships at HIE Moray, has said "Highlands and Islands Enterprise sees that this event has potential to build capacity among creative industries in Moray, and will result in a memorable celebration of local arts and history which will build the area’s attractiveness to tourists from the UK and overseas.” Creative Scotland Creative Scotland supports our ideas, projects and events. We worked with Creative Scotland in developing our plans for 2014. We secured funding support towards of our Homecoming Scotland plans, and made an application to support our Public Engagement activities. Event Scotland Findhorn Bay Arts Festival received support from the National Events programme in support of our Picnic Tours, Festival shuttle bus service and marketing. Moray Council match funding was required. National Trust for Scotland Brodie Castle and the National Trust for Scotland partnered Findhorn Bay Arts in presenting Macbeth: the Red King at Brodie Castle. The National Trust promoted the event on their website, at their properties and in their members magazine. Findhorn Bay Arts and Brodie Castle are developed a business case in support of the use of the grounds as support in kind. Moray Council Findhorn Bay Arts worked with the Moray Council, Moray Economic Development Department and the MEP Culture and Tourism group to develop our ideas and opportunities for the people of Moray. Moray Council contributed £10,000 towards the inaugural Festival which levered a further £180,000 cash support and economic benefit to the people of Moray. FBA will make a business case for financial support remaining at the same level towards Festival 2016. Community and business partners include:
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Forres Area Community Trust (FACT) A community development trust, recently completed a community consultation exercise regarding the priorities for growth in the area. The development of tourism, including support for the Findhorn Bay Arts Festival and the exploitation of Moray’s status as home to the real Macbeth, is a high priority and FACT’s local development officers are providing assistance with project development. Artists Networks Promotion of events, opportunities for participating will be promoted through established networks such as Culture Café network, Forres Craft Collective, Moray Arts Club, Moray Makers, NEAT, The Touring Network and XPO North. Businesses FBA is keen to include local businesses in all levels of the events. We hope to encourage businesses to take a key role in hosting events, welcoming visitors to the area and helping to promote the events ensuring the Festival economic benefits reach a wide range of businesses in the local area. Cafes, Public Houses and restaurants Local café, pubs and restaurants will be used as venues. Local food and drink businesses will play an important part in delivering a ‘rounded’ experience to our festival audience and we are developing relationships with a range of suppliers. Schools and youth organisations We are committed that all ages are encouraged to be involved on our programme and events and all local schools to be part of our events. FBA offer incentives for school groups, children’s services and youth groups, students from Gordonstoun, Drumduan Upper School and Moray Steiner School and Moray College students to attend Festival events. Media Local media will be important in the effective promotion of the event. FBA will make strong links with all local media emphasising how these events will help to boost the local economy, and provide opportunities for community participation. It is a key priority for 2016 to work with a media partner.
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Financial Plan 2015 to 2017
Financial Growth Summary
2015
§ IGNITE: MORAY YOUTH ARTS HUB Funded by Creative Scotland to support the Moray Youth Arts Hub programme of delivery, which runs until Sept 2016. Project team include; Ignite Coordinator and Project Manager (3 days per week), finance administration (1 day per week), Marketing Manager (1 day per week) and the budget supports a programme of arts activity across Moray
§ CREATIVE PLACE Funded by Creative Scotland to support a 17 month progamme of delivery and includes support to increase hours of freelance staff and projects as previously outlined.
§ CULTURE DAY FORRES The nature of Culture Day being a free event makes it a challenge to secure regular financial support long term. In the future, FBA intend to produce Culture Day Forres as an event within the biennial Festival, whilst also developing Culture Days across Moray. This will open up new opportunities for communities across Moray to celebrate their cultural assets and to draw in new funding partners to support local events too
2016
§ IGNITE: MORAY YOUTH ARTS HUB Funded by Creative Scotland to support the Moray Youth Arts Hub programme of delivery, which runs until Sept 2016.
§ CREATIVE PLACE Funded by Creative Scotland to support a 17-‐month programme of delivery and runs until March 2017
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§ FINDHORN BAY FESTIVAL § FBA have secured £30,000 towards the Festival via the Creative Place programme. This
money will specifically enhance local arts and community participation and extend the marketing reach of the Festival. We are an account manage client of Highlands and Islands Enterprise who are committed to assisting us to develop FBA and our events whoch offer numerous social and economic impacts. Royal Incorporation of Architects (RIAS) is producing a ‘Festival of Architecture’ to run throughout Scotland in 2016. FBA are working in partnership with RIAS to develop an event that will feature in our Festival and their programme too. Applications and bids will be made to Event Scotland, Berryburn Windfarm and Moray Towns Partnership
2017
§ CREATIVE PLACE Funded by Creative Scotland to support a 17 month programme of delivery and runs until March 2017
§ CULTURE DAY / NIGHT ELGIN FBA will work with arts, cultural and community and business partners to develop a Culture Day / Night in Elgin.
§ IGNITE: MORAY YOUTH ARTS HUB Creative Scotland will confirm if further funding for the National Youth Arts Hubs will be made available through Scottish Government in 2017. If funding is available to continue the youth arts hubs FBA will lead on this application
Income & Expenditure
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Economic Impact Assessment for Findhorn Bay Arts Festival 2016 For FBAF 2014, we anticipated a total attendance of 7,000, and an economic benefit in the range of £950,600 to £1,307,600 depending on the length of stay. Research carried out by The Moffat Centre for Travel and Tourism Business Development, showed that the Festival achieved a total attendance of 12,721 spectators and an economic contribution of £648,600. Their analysis demonstrated that the Festival received strong support locally, with 56% of the audience being drawn from Moray, whilst also attracting 39% of attendees from the rest of the UK and 5% from overseas. 50% of those surveyed, who are not resident in Scotland, stated that the Festival was important or very important in their decision to visit Scotland. In 2016, FBA aims to sustain and improve on these attendance figures, which far exceeded 2014 targets. We also aim to build on the economic impact by increasing length of stay and attracting more visitors from outwith the local area and Scotland.
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Management and Business Policies and Controls
Policies Findhorn Bay Arts Festival Ltd has the following policies in place:
• Child Protection Policy • Volunteer Policy • Health and Safety • Equal Opportunities Policy
Event Management Plan Event Management plans are and will be created for major events such as Culture Day and Findhorn Bay Festival.
EVALUATION REPORT
Findhorn Bay Arts 3 Bank Lane
Forres IV36 1NU
+44 (0) 1309 673137
[email protected] www.findhornbayarts.com Connecting creativity, people and place
CONTENTS
CONTENTS
INTRODUCTION
AUDIENCE EVALUATION
OUTREACH AND EDUCATION EVALUATION 6
BUSINESS EVALUATION 10
VOLUNTEER EVALUATION 14
CULTURE DAY EVALUATION 25
MARKETING REPORT 30
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INTRODUCTION
Findhorn Bay Arts is a non-profit organisation that connects creativity, people and place by
delivering accessible, high-quality arts projects and events that nurture and showcase the
creativity of the Moray community and bring first-class artists and arts productions to this
rural area of Scotland.
On the 24th September 2014 Findhorn Bay Arts opened the doors to the 1st Findhorn Bay
Arts Festival. Over the course of five days, the Festival saw over 60 free and ticketed
events held all around the area of the Findhorn Bay, Moray, including Forres, Findhorn,
Brodie and Kinloss. The invited programme of local, national and international artists saw
theatre, dance, literature, music and comedy sitting alongside family and young persons
events, talks and tours. This made for a vibrant and dynamic mix of events, with historic
monuments, natural surroundings, cafés, existing venues, churches, museums and castles
providing the canvas on which events were staged. Many events sold out or exceeded
expected ticket sales.
Partners and stakeholders were encouraged to participate and a strong emphasis was
placed on building these relationships in order to support the development, promotion and
legacy of FBAF, whilst raising the profile of the Festival in order to increase awareness in
future years.
One of the Festival’s aims was to become known to local, national and international
audiences for its unique production of Macbeth, Macbeth the Remix, which celebrated
both Shakespeare’s Macbeth and the real Macbeth – King of Alba. The Macbeth
connection has appeal globally to international audiences through not only the
Shakespeare play, but also the chance to experience the performance in the real
Macbeth’s homeland.
AUDIENCE EVALUATION
How we evaluated our audience?
As a Homecoming Scotland 2014 event, the Festival was allocated an evaluation team
from the Moffat Centre for Travel and Tourism Business Development at Glasgow
University who were commissioned by Event Scotland to undertake the Economic Impact
Assessment. This evaluation team, supported by Festival volunteers, attended various
events throughout the Festival to carry out face-to-face surveys with audience members.
It was decided, due to the thorough and extensive nature of this survey, that Findhorn Bay
Arts would not carry out a separate audience evaluation and instead worked with the
Moffat Centre to finalise survey questions and gather responses.
In addition to the Homecoming survey, Findhorn Bay Arts used box office records and
people counting to measure audience numbers.
Evaluation Findings
Audience Numbers
The Festival attracted a total audience of 13,395. It should be noted that this figure
reflects the total attendance of spectators, staff, participants/performers, volunteers,
media and VIPs across all events and does not refer to unique visitors. A breakdown of this
attendance is shown below:
Spectator 12,721
Media 4
Staff 12
Volunteer 300
VIP 58
Participant/Performer 300
Geographic Origin
The Moffat Centre findings show that although the majority of the Festival’s audience was
drawn from the Local Authority Area, a significant proportion (28.3%) was from the Rest of
Scotland and 5.1% from Overseas. A breakdown of the geographic origin of the Festival
audience is shown in the chart above.
Local Authority Area (56.1%)
Rest of Scotland (28.3%)
England (8.3%)
Wales (0.3%)
N.Ireland (1.9%)
Overseas (5.1%)
OUTREACH AND EDUCATION EVALUATION
The 1st Findhorn Bay Arts Festival reached out to local communities in a variety of ways,
particularly through community involvement in ‘Macbeth the Remix’, volunteer
involvement in all aspects of the Festival and through engagement with local businesses
and the creative people who took part in Culture Day 2014 as part of the Festival.
Findhorn Bay Arts engaged with over 240 Moray-based community groups regarding the
opportunities and events available at the 1st Findhorn Bay Arts Festival.
The Outreach and Audience Development Manager attended meetings and networking
events with Third Sector Interface Moray, Forres Area Forum, Forres Area Community
Trust, Culture Café and Moray College to publicise and promote events and opportunities
within the Festival. She also contacted all Moray primary and secondary schools, along
with secondary schools in Nairnshire and Highland.
420 primary school children from 6 primary schools took part in ‘Macbeth and All That’ with
Allan Burnett, and the Walking Theatre Company version of ‘Macbeth’. 24 children from
Craigellechie primary school attended both events.
97 secondary school children from 4 schools attended performances of ‘Macbeth the
Remix’ at Brodie Castle.
Education Evaluation
Representatives of 11 school groups completed an evaluation to enable us to gauge their
experience at the Festival from an educational point of view. An overview of the key
findings is shown below:
1. How, in general, would you rate the activities that your group took part in
100% of respondents rated the activities they took part in as either good or excellent.
2. How would you rate the individual or group leading today's activities?
63% of respondents rated the group leader as good or excellent. The remaining 36%
refers to school groups who attended ‘Macbeth the Remix’ so there was no group leader.
3. Did the activities promote further classroom discussion?
73%
27%
0% 0% 0
1
2
3
4
5
6
7
8
9
10
Excellent Good Average Poor
18%
45%
0% 0%
36%
0
1
2
3
4
5
6
Excellent Good Average Poor Not applicable
Yes (82%)
No (18%)
82% of respondents stated that their school groups used the experience as a vehicle for
classroom discussion back at school.
4. Would your group be interested in hearing from Findhorn Bay Arts regarding similar
future events or activities?
100% of respondents said they would be interested in any future events put on by
Findhorn Bay Arts.
Below are a few additional comments added by respondents:
• Really enjoyed The Remix - it far surpassed our expectations.
• It was wonderful to see such high quality drama so close to home.
• We were amazed at the whole thing - the children loved the projections, firey motorbikes,
fight scenes and outdoor market.
• The kids loved the themed market as well as the play
• We had a really lovely experience at the “Macbeth Remix” performance. Of the 40 young
people who signed up to go to the performance, 35 pupils turned up on the evening. We
loved the themed market and the performance was very professional in spite of the fact
that there were high winds that evening which carried the voices of the actors away from
time to time. The projections onto the walls of the castle were great and the costumes,
special effects and staging were fantastic. Thanks for providing the necessary incentives
to ensure that we could get involved and please keep us posted about future Findhorn Bay
Arts Festival projects. We intend to have a photo wall of the event in our Lower School
English Concourse and I will ask one of my pupils to write up the experience for our
newsletter/local press
Yes (100%)
No (0%)
Conclusion
Overall the feedback from school groups has been very positive and the above results
show that they were satisfied by their experience at the Festival.
BUSINESS EVALUATION
Findhorn Bay Arts worked hard in the run up to the Festival to engage with local business
and encourage their involvement in relevant events.
Event Impact Questionnaire
26 local businesses completed Event Impact Questionnaires to enable us to assess the
impact and benefits of the Festival. Below is an overview of the key findings:
1. Did your business directly engage with the 1st Findhorn Bay Arts Festival?
If you answered YES, please explain in more detail your activity:
Businesses hosted live music 19%
Provided a related activity 7%
Organised a special window display 4%
Provided accommodation for event artistes 4%
Provided a launch venue part of the event 4%
The above shows that although many of the respondents (40%) felt their business had
engaged directly with the Festival, there is room for improvement and we would hope to
engage with a larger proportion of businesses at future events.
Yes (40%)
No (60%)
2. What benefits do you think the Festival brought to your business?
The above indicates that a large number of respondents felt that the Festival was
beneficial in one way or another to their business. 81% of respondents felt that it was
successful in bringing them new customers and 77% felt that the Festival increased their
sales. Over half of respondents also felt that the Festival provided promotional
opportunities (58%) and opportunities for community involvement (54%).
3. Can you specifically tell us how the Festival contributed positively to your business
from the 24th to the 28th September?
Increased sales
0%-10% increase: 50%
11%-20% increase: 19%
21%-30% increase: 31%
Increased footfall
0%-10% increase: 48%
11%-20% increase: 12%
21%-30% increase: 40%
The Festival has brought the community together and developed better working
relationships between organisations, business and the community.
Agree: 73%
Mostly Agree: 23%
Mostly Disagree: 4%
81%
58%
77%
54%
23%
0
5
10
15
20
25
New customers Promotional opportunities
Increased sales Community involvement
Other
The Festival helped to promote my business.
Agree: 62%
Mostly Agree: 15%
Mostly Disagree: 23%
It is very positive to see that 50% of respondents reported an 11%-30% increase in sales
during the Festival. Additionally, it’s very positive to see that 62% of respondents reported
an 11%-30% increase in footfall. The above findings also show that the vast majority of
respondents (96%) agreed or mostly agreed that the Festival brought the local community
together, and also that over three quarters (77%) agreed or mostly agreed that the
Festival helped to promote their business.
4. Do you want to be involved in future events?
The findings above show that 85% of business respondents stated that they would like to
be involved in future Findhorn Bay Arts events, which we believe to be a positive outcome.
Below are a selection of additional comments made by business respondents:
• “Parking needs consideration; event would have more impact if concentrated by area
instead of all at once”
• “Went well”
• “Tell great stories all year”
• “All of us need to be entertained”
• “Approx. 200 people through the door on culture day”
Yes (85%)
No (15%)
• “Feedback form too long –Event Scotland”
• “Great event for the area”
• “Will offer more workshops as could have filled them again
• “Lots of positives with working together”
• “Happy to help”
• “More information please before event”
• “When is next event-very interested”
• “Push more things towards this end of high street”
• “Very positive, daughter very interested in future events”
• “Just event was great”
• “Nice to have live event here”
• “People go to where there is action”
• “Good word of mouth”
• “Good follow up sales led to more workshops”
• “Better turnover on day”
Conclusion
The above findings seem to show a positive response to the Festival from local
businesses. They suggest that the Festival helped to bring new customers to local
businesses, whilst increasing sales and footfall. It is encouraging to see that the majority of
respondents felt that the Festival brought the community together and would be keen to
get involved in future events, however Findhorn Bay Arts would aim to increase the feeling
of direct engagement in the future.
VOLUNTEER EVALUATION
Volunteers were integral to the running of the 1st Findhorn Bay Arts Festival and were
recruited through several means, including word of mouth, visits to established
community groups, contacting volunteers from last year’s Culture Day, visits to schools
and colleges and advertised briefings. Many people of varying ages came forward to offer
their skills, expertise and lifelong learning, in order to support local talent, culture and skills.
From art gallery invigilation through to participation in Macbeth the Remix, each and every
Festival volunteer was integral to the function and delivery of the event.
Other volunteers were involved through more permanent positions with established
groups, such as church hall volunteers and key holders for the local Tolbooth. Again, the
support of these volunteers was crucial in the running of the Festival.
Volunteer Numbers
Over 300 volunteers worked throughout the Festival week, which can be broken down as
follows:
• 120 involved specifically with Macbeth the Remix at Brodie Castle, including National
Trust volunteers.
• 18 assisted with Time & Tide held at Findhorn Village.
• 40 Front of House Stewards across 60 events. Please note this is the total number of
steward positions and that some volunteers helped out at multiple events.
• 20 permanent local volunteers including those based at halls, Churches, the Tolbooth,
the Falconer Museum; key holders; cleaners; and trustee/board members.
• Other volunteers helped on Culture Day (figures separate to this document), such as
39 Army Engineer Regiments. Groups and community organisations involved
specifically with Culture Day helped set up and run stalls, held a carnival and helped
recruit new members.
Volunteer Evaluation
P a rt ic ip a t io n M o n it o r in g F o rm
96 forms were returned in total (90 paper and 6 electronic).
The Participation Monitoring Form was completed anonymously to capture the evidence
of those we work with, ranging from performers to Front of House staff. Volunteers self-
completed these forms and were asked to tick whichever boxes applied to them, for
example, ‘people on low income’ may also have ticked ‘single parent’. Not all volunteers
completed these forms, so unfortunately there isn’t a comprehensive representation of all
volunteering staff, however…
The largest response indicated that we were working with people on low incomes (23%)
and with more young people (18%) than older people (16%).
Although it must be considered that 11% of respondents selected ‘prefer not to answer’, it
is important to note that 5% of the volunteers surveyed put themselves in the LGBT
demographic. We believe we may have had a better response to this and other more
sensitive categories, such as “People with mental illness” or “People affected by
addictions”, due to the monitoring form being anonymous.
0% 0% 1% 1% 1% 1% 2% 2% 2% 3% 3% 5%
6% 6%
11%
16% 18%
23%
0
5
10
15
20
25
30
35
40
T h e V o lu n t e e r R e v ie w S u r v e y
74 Forms were returned in total (54 paper and 20 electronic).
The Volunteer Review Survey was designed to gauge how the volunteers were feeling post
Festival, how the experience contributed to their personal development and how the team
worked together. Anonymity was provided to enable a safe environment for feedback to
be expressed and to encourage the inclusivity of comments.
Survey results were gathered from a cross section of respondents, from members of
volunteer staff supporting invigilation, to front of house staff working at event such as
Macbeth the Remix or Shooglenifty.
For the most part comments were positive, but there were a few that were not and we
have looked at those individually and either responded directly to the respondent or to a
group as a whole
1. Did you enjoy your volunteer work here with us?
Out of the 74 surveyed volunteers, 73% very much enjoyed the experience. Detail in the
sections below outlines positive comments and reasons given as to why volunteers
enjoyed the experience so much.
26% felt that the experience was ‘alright’ but did not elaborate on this. 1% felt they didn’t
enjoy the experience due to the geographical spread of activity specifically related to
Very much (73%)
Alright (26%)
Not really (1%)
Culture Day: “Because I was on the park (next to the post office) and there’s were no activities.
I was bored that day (not many people).”
In future we will ask for as much elaboration as possible to gather more feedback.
2. Did you feel like a valued member of the Findhorn Bay Arts team?
More than half (55%) of the respondents said they felt like a valued member of the Festival
team and many of the comments given related to a friendly and welcoming atmosphere. A
few other comments are listed below:
• “The need for volunteers and their importance for the success was stressed throughout.”
• “Kept informed, issues raised were listened to and acted on where possible, positive
feedback.”
• “I definitely felt like I was able to make a positive contribution and use some of my skills.”
• “Everyone working together.”
35% respondents felt ’alright’ about being a valued team member and 9% didn’t really feel
like a team member at all. Some of the comments below outline their reasoning:
• “I wasn’t part of the actual Macbeth performance, just in the market place before it.”
• “We were involved but we were not some of the more important people in the
performance.”
Very much (55%)
Alright (37%)
Not really (8%)
In the future, we will aim to ensure that all members of the Festival team understand that
each and everybody’s role is equally important, by covering this subject during volunteer
briefings.
3. Do you feel that you gained new or built on current skills, experience and knowledge
through your volunteer work?
If yes, please indicate in which area(s) you felt you gained experience:
Other included:
• “Problem solving”
• “Taking personal responsibility for learning song parts and words and being present and
prepared for the practices”
Yes (85%)
No (15%)
16%
3%
12% 16%
23%
51%
5% 4%
11% 14% 12%
15%
30%
5%
0
5
10
15
20
25
30
35
40
45
• “I work almost full time in the Voluntary Sector as a volunteer. When I was in full time paid
work before retirement I worked in the Voluntary sector so I was just doing what I have
being doing for very many years. “
It is very positive that 85% of respondents felt they gained new or built on existing skills.
This clearly shows that volunteers gained positively from the experience and from the
support they received.
4. Did you partake of any additional training events or workshops during your time with
Findhorn Bay Arts?
If yes, what training, workshops or briefing was this?
Customer Care 7%
Child Protection 1%
First Aid 7%
Other (see below) 42%
Singing 4%
Pipe band 1%
Training evenings/briefings 3%
Circus performing 7%
Drama 15%
Tang soo doo 9% (met frequently to train/rehearse)
Yes (47%)
No (50%)
From the above responses, it would appear that most respondents (50%) did not partake
in additional training events or workshops during their time with FBA, however we believe
this data is incorrect due to the question being misunderstood. Two briefings for FOH
volunteers were organised and well attended, and we believe that some of the
respondents did take part in these sessions, but did not recognise them as training
events/workshops. Furthermore, many did attend other workshops and rehearsals, such
as band practice, circus performance and Tang soo doo, but again we believe they did not
recognise this as training. It was identified that this may have been because it is something
a respondent already takes part in i.e. when existing community groups were utilised.
5. Do you feel that Findhorn Bay Arts team used your volunteer time wisely?
It is very positive to see that 96% felt their time was used wisely. Even though there was a
minority who felt they weren’t part of the team, people still felt we used their time wisely.
We believe the respondents who said they didn’t feel their time was used wisely may have
felt that way due to adjustments made to the timetable and personnel during the Festival.
We have noted this and will ensure that at future volunteer briefings the need for
adaptability to changes is covered.
6. How did your volunteer role compare with your original expectations?
• “It was more professional than I envisaged.”
• “It was much more fun than I expected and I learnt a lot more than I thought I would.”
• “It was much better than expected as there was such a strong feeling of team work and
community.”
Yes (96%)
No (4%)
• “More enjoyable than I thought it would be.”
• Although one person commented that ” It was not as big a role as I originally expected our
role would be”
The quotes above show that the role of many of our volunteers exceeded their original
expectations.
7. Would you ever desire to return as a volunteer or recommend others to volunteer
with Findhorn Bay Arts?
95% agreed that they would return as a volunteer or recommend others, which supported
the overall positive response from volunteers. A few comments relating to this question
are listed below:
• “It is a good experience where you were involved with a number of different people.“
• “I really enjoyed the experience and I would like to do it again.”
• “I enjoyed working as part of a team working on an event that made a huge difference to
the local area.”
• “A valuable community event – for community cohesion, tourism & personal
development.”
• “Great experience as a performer in a successful event. Stretched singing skills.”
• “Good for meeting other clubs and groups in the area.”
• “Great to assist on bringing such a super cultural event to a small community.”
Yes (5%)
No (95%)
We believe that factors outwith FBA’s control may have influenced the opinion of some of
those respondents who answered ‘no’. For example, one reason giving was that the
volunteer was now feeling “too old”.
8. What other opportunities did volunteering with Findhorn Bay Arts Festival give you?
Other included:
• “Very valuable”, “enjoyable experience”
27% of volunteers felt they met new friends through the Festival and this was the category
with most responses. 21% of respondents felt they had developed self-confidence, with
16% reporting a sense of price and development of team working skills.
9. Has volunteering with Findhorn Bay Arts assisted you in gaining any of the following?
27%
16%
21%
8% 10%
16%
2%
0
10
20
30
40
50
60
Meet new friends
Sense of pride Develop self confidence
Develop social networks
Sense of place Develop team working skills
Other
13%
45%
13%
29%
0
2
4
6
8
10
12
14
16
Employment/self employment
Training Education Other volunteering
45% of respondents said that volunteering with FBA assisted them in gaining further
training, with 13% saying it assisted them in gaining some form of education.
10. Has the festival introduced you to elements of the Arts you would not have normally
accessed and as a result has it sparked creativity in you?
Finally, we asked volunteers if their creativity had been sparked through their involvement
in the Festival and although 57% answered ‘Yes’, what seems like a disappointing 43%
didn’t feel that it had sparked creativity. Upon looking at the responses more carefully,
however, it would appear that many of the respondents who answered ‘no’ are already
involved in creative groups, such as drama at school or in bands, and may therefore feel
that the were already creative:
• “Through school I do creative/drama projects anyway so it was a good experience.”
• “Sorry , but been involved with drama since a child, now 67.”
Below are some of the additional comments added by volunteers:
• “I would happily take part in something like this again. It was outside my normal singing
experience which is in a small group. I liked being part of a larger group and combining
creative skills. I thought this was great and would love to do something in the next festival -
whatever comes up. Whole Community involvement - like this - is vital to the Moray Firth
area. We shouldn't have to trek to cities for arts and culture - please keep this up.“
• “The music itself was great. Working with a composer was both fascinating and frustrating
at times. Andy has a musical and vocal knowledge far in excess of most people I know, and
he couldn’t always explain things clearly because he wasn’t aware of the level of experience
Yes (57%)
No (43%)
people were coming from! It was also frustrating that the music was being
finished/tweaked/changed quite a long way into the rehearsals; I feel overall it would have
been better to require the music to be fixed before rehearsals started. I know of one
person who left the choirs because of this frustration.”
• “I am looking forward to the next Findhorn Bay Art events.”
• “As mentioned above it was fun and great to be part of. I liked that I had the opportunity to
give something to the community.”
Conclusion
Overall the comments and results have been very positive. We can see clear development
in our volunteering staff and seen a strength grow and begin to develop into a stronger
community, especially where the young people are concerned.
CULTURE DAY EVALUATION
Introduction
Culture Day took place throughout Forres town centre between 11am and 4pm on
Saturday 27th September 2014.
As part of the 1st Findhorn Bay Arts Festival, Culture Day consisted of free family-focused
arts and cultural events and activities. The event featured over 100 local artists, creative
businesses, organisations and community groups, throwing open their doors and bringing
the streets alive with an even mix of exhibitions, have a go taster sessions, performances
and street entertainment with one or two one off events such as a coffee morning,
promotional videos and interactive storytelling. From historical walks to face painting,
contemporary dance and pipe bands, there was something for everyone to enjoy on
Culture Day.
Events took place along the main High Street of Forres and spanned from Grant Park to
Tesco. Audience numbers varied from each location with some participants estimating
that 0-20 audience members visited their event and some estimating that 300-500
audience members visited their event. The smaller venues appeared to have the lowest
estimates, but venues in the centre of the town including venues such as The Tolbooth
experienced the highest numbers. Participants in Grant Park estimated that between 60-
100 hundred audience members visited their events. The amount of money Participants
spent on their Culture Day presentations also varied, with one organisation spending
between £500 and £1000 whilst the rest spent up to £200 with half the organisations
spending £0-£50. On Culture Day participants had between 1 and 13 volunteers helping
with the majority of participants putting 0-60 volunteer or staff ours into their event.
Culture Day Evaluation
An evaluation survey was sent out to Culture Day participants to collate information
regarding the success of the day. Some of the key feedback from this survey is shown
below:
1. How did you find out about Culture Day?
The majority of participants found out about Culture Day by word of mouth, direct contact
from the Findhorn Bay Arts team or being involved with Culture Day 2013. A very small
number found out about Culture Day via the media or advertising.
2. Why did you choose to take part on Culture Day?
There were a number of reasons local businesses and organisations wanted to take part in
Culture Day 2014, with more than half wanting to connect with the local community. The
second most popular reason was to attract new members and also to connect with arts
and culture. Other reasons were to reach new audiences, new performance platform,
conduct market research and provide a service for Findhorn Bay Arts.
7% 7%
53%
13%
60%
0
2
4
6
8
10
12
Newspaper or media features
Advertising Word of mouth Email correspondence
Presentation other
20% 27%
40%
80%
33% 33%
0
2
4
6
8
10
12
14
New audience New promotion
platform
Attract members
Connect with local
community
Connect with arts & culture
Other (please specify)
3. Did you achieve any of the following?
The outcome of what each business and organisation felt they achieved was also varied.
Three quarters of participants believe they connected with local community, one third
connected with arts and culture, one thirst attracted new members and one third created
new audiences.
4. What did you enjoy most about Culture Day?
• Sense of fun
• Seeing other groups also performing and the high street busy
• The opportunity to engage with and talk to the local community, and see the enthusiasm
for dance and find out what people want in terms of workshops and performances. We
recorded contact details of interested parties, which is invaluable for the promotion of our
activities.
• Helping to explain a small sample of science engineering and technology to the general
public. Plus comments like “Well I never!”; “How does it do that?”; “Stone me!”; “That's
amazing!”.
• How it brought the community together.
• Meeting and talking to people, the café (I was in the same area) and introducing our
pottery to new people.
• Spontaneous singing in High St.
• Really nice buzz, but as we were busy in the Town Hall, we didn’t get to see much of it.
• Interaction with children and parents and showing them new creative crafts.
• The great vibe of a festival atmosphere in town was brilliant. I loved the community samba
drumming band especially, but all the buskers were really great.
53%
20%
7%
47%
107%
53%
0
2
4
6
8
10
12
14
16
18
New audience New performance
platform
Media & PR coverage
Attract members
Connect with local
community
Connect with arts and culture
Other (please specify)
• Engagement with those who visited my “tent”.
• Wide range of activities coming and going.
• I loved having the chance to realise a dream of bringing memory lane alive, celebrating the
artisan-ship of those who have lived and worked there and bringing people together to
share memories and stories. I loved the amazing mix of people who came and the very
warm and friendly atmosphere, with a fire and a kettle on the go.
• Being involved with the wider community and ALL ages groups and abilities. Seeing smiles
as people ‘achieved’.
• The Musicians in the Church
• Great atmosphere, everyone in a really good mood, good to see the town so busy with
lots of new faces in the shop & has led to further business
• We enjoyed getting parents / children participating in the same activity (dancing on the
green screen)
The positive feedback from participants highlights the success of the event with
participants commenting on the buzz, vibe, and atmosphere and describing it as fun,
engaging, and that it brought the community together.
5. What could we do better?
• Possibly less venues, but more central.
• Condense performance space to increase audience as sites were too numerous and
spread out.
• Our venue dropped out last minute so a closer relationship and communication with the
venues would also be good.
• If we could have charged adults £1, children free, we would have received £200 - £300,
which would have helped us purchase materials for a children's “Hands on Technology”
Summer School that we are hoping to run in 2015. Any income we receive in this way is
doubled by The British Science Association.
• We think you did really well and could not answer this question as we thought you could
see the commitment shown by the Findhorn Bay Arts team and this made it a wonderful
festival and I honestly could not think of anything.
• There was confusion in calling this event Culture Day as a number of people turned up at
our Studio in the Park, Findhorn expecting the same event as last year. That is, they were
expecting a hands on participation afternoon.
• Stalls in Grant Park were quite isolated
• Thought it was excellent (of what I saw) but organisationally it was first class.
• Perhaps more signposting to different areas.
• Organisation – presence of personnel at beginning of day to advise about set-up /
location etc.
• More stalls in each area.
• I thought you all did a really phenomenal job!!!
• Our venue looked a bit like it was a private function though the volunteers outside did well
to drum up support. We did have a big poster outside but maybe we should have had a
volunteer from our own group outside too.
• More food events.
• Better map would help.
Participants thought that the ways in which Findhorn Bay Arts could improve for future
events were to have less venues more central, more stalls at each venue, more food, less
spread out, better communication, more signposting and a better map. However some
participants could not fault the day at all.
MARKETING REPORT
Marketing Objectives
Our key marketing objectives for FBAF 2014 were as follows:
1. Achieve an audience of 7,000 for the inaugural FBAF in 2014, including 30% from
outwith Scotland.
2. Encourage participation and build relationships with partners and stakeholders in
order to support the development, promotion and legacy of FBAF.
3. Raise profile of FBAF in order to increase awareness of the festival for future years
(get the name out).
4. Achieve total sales of £22,000 across all Festival events.
How did we do?
1 . We achieved an audience of 12,721 spectators. Total Attendance was 13,395
including media, staff, volunteers, VIPs and participant/performers. It should be
noted that these figures are based on Total Attendance rather than Unique Visitors,
Of this audience, 2,089 were from outwith Scotland which is 16% of Total
Attendance. Although this falls short of our original target, we feel that this is
something we can build on in future.
2 . We worked with various partners throughout the festival
3 . A total of 74 pieces of media coverage were generated for FBAF 2014 and
regionally, we achieved an Advertising Value Equivalent of £21,657.01 for the event.
Social media followers increased by 72% on Facebook (from 528 at 1/5/14 to 906 at
10/12/14) and by 241% on Twitter (from 141 at 1/5/14 to 481 at 10/12/14). We
also received 3,079 plays of two videos on Vimeo between 17/7/14 and 10/12/14
4 . A total ticket income of £26,410 was achieved.
How did we measure our results?
Findhorn Bay Arts used the following methods to measure marketing results:
a. Box office records
b. In-house record keeping
c. Online analytic tools
Campaign Evaluation
O n l in e C o m m u n ic a t io n s
W e b s i t e
A dedicated Festival website was set up with the URL www.findhornbayartsfestival.com.
Google Analytics were added at the end of July and show that the website had
approximately 2,550 unique visitors between 29 July and 21 October 2014. The
percentage of new visitors over this period was approximately 75%.
In the same period, Google Analytics showed that the following websites produced the
greatest number of referrals:
eastgrange.co.uk 153
findhorn.org 63
Facebook 51
forresweb.net 38
visitscotland.com 30
Twitter 11
whatsonhighlands.com 11
S o c i a l m e d i a
Social media played a large part in promoting the 1st FBAF, with Facebook, Twitter and
Vimeo all being used to connect with visitors, artists, partners and community groups.
Users were encouraged to interact through Liking and Sharing FBAF posts in an effort to
help increase our audience and reach. The increase in Likers/Followers from the start to
the end of the campaign are shown below;
01/05/2014 21/10/14 % Increase
Twitter 141 481 241%
Facebook 528 906 72%
In addition, two promotional videos were produced in the run up to the Festival and shared
on Vimeo. The reach of these videos is shown below:
R e le a s e d a t e
T o t a l V ie w s
(t o 2 1 / 1 0 / 1 4 )
One Big Picture 16/09/14 834
FBAF 2014 Promo 17/07/14 2,152
Partners and artists also reported an increase in social media activity during the week of
the festival. For example, National Trust for Scotland’s Brodie Castle reported a 76%
increase in social media activity.
O n l i n e l i s t i n g s
In addition to the above, Findhorn Bay Arts utilised local and national online listing sites to
promote the Festival. The following are just some of the websites we were listed on:
visitscotland.com
creativescotland.com
www.nts.org.uk
list.co.uk
banffshire-journal.com
forres-gazette.co.uk
highland-life.co.uk
northern-scot.co.uk
greaterspeyside.com
eastgrange.co.uk
logie.co.uk
findhorn.org
forresweb.net
whatsonhighlands.com
welcometoscotland.com
insidemoray.co.uk
P re s s & M e d ia (P R )
In the months leading up to the 1st FBAF an emphasis was put on building strong
relationships with key press and media contacts to develop the FBA press and media
database and ensure maximum editorial coverage. This database now holds contact
details of approximately 200 press contacts.
Despite a competitive year for media coverage - with the Glasgow Commonwealth
Games, the Edinburgh Festival and the Scottish Referendum all taking place within a few
weeks of the FBAF - a range of local and national press/media coverage was gained for the
1st FBAF between December 2013 and October 2014.
“Bringing Macbeth Home to Moray” as part of the Year of Homecoming 2014 proved to be
a popular story, particularly with local and regional publications, as did the story of the
diaspora returning to Moray for the Festival. Press releases about Festival highlights, the
programme launch, the Festival’s music programme and Culture Day received good
coverage, as did our professional “One Big Picture” photo shoot. Articles and interviews
featuring several headline acts also proved popular. In addition, we were pleased to note
that Festival funders and partners were mentioned in a number of articles; for example, the
National Trust for Scotland’s Brodie Castle was mentioned in at least 25 press articles.
The majority of editorial coverage was gained in local and regional newspapers, however
we were also pleased to feature in a travel article on The Independent website, as well as in
several regional and Scottish national magazines. The readership of these magazines al
has been identified where possible to give an idea of potential reach:
Publication or Source Readership
ICA What’s On Highland 78,000
Spotlight (unknown)
Executive Magazine 30,000
Highland Life (unknown)
Scottish Field 101,245
Scots Heritage Magazine (unknown)
Scotland in Trust (NTS) (unknown)
In addition to coverage in magazine and newspapers, the Findhorn Bay Arts Festival also
received some radio coverage. The Festival was included as a news item on Moray Firth
Radio on 24 September, the first day of the festival, and also earlier that week was
mentioned on The Culture Studio with Janet Forsyth on BBC Radio Scotland as part of an
interview with Festival artist, Neville Gabie.
For a full list of media coverage, see separate spreadsheet.
A d v e r t i s i n g V a l u e E q u i v a l e n c y o f L o c a l / R e g i o n a l P r e s s C o v e r a g e
In order to establish the Advertising Value Equivalency of local/regional coverage, the
monetary worth of each newspaper cutting has been calculated to inform how much it
would cost to place an advertisement in the same space.
The following calculation was used to find the monetary worth of each cutting:
L e n g t h o f c o lu m n (c m ) x s in g le c o lu m n c m ra t e (S C C ) x n o o f c o lu m n s =
a d v e r t is e m e n t c o s t
The following SCC rates were used to measure cost of advertising:
Northern Scot/Inverness Courier = £4.90 (10 columns)
Forres Gazette = £3.88 (8 columns)
Press & Journal Moray = £3.40 (7 columns)
The total monetary worth of Findhorn Bay Arts Festival 2014 local/regional press coverage
is £ 2 1 ,6 5 7 .0 1
It should be noted that this AVE figure does not take into account: the increased credibility
of editorial rather than advertising; the tone of the coverage; the positioning of the
coverage; web based coverage, etc.
The readership of the above editorial has also been identified below to give an idea of the
potential reach of our campaign:
Forres Gazette 6,016 (x 13 inclusions = 78,208)
Northern Scot 8,240 (x 2 inclusions = 16,480)
Press & Journal 136,44 (x 5 inclusions = 682,200)
Moray Firth Radio 108,000
T O T A L : 8 8 4 ,8 8 8
A d v e rt is in g
In the months leading up to the FBAF, an extensive advertising campaign was carried out
to maximise our chances of reaching our target audiences within our budget. In an effort
to reach an International audience, advertising was carried out at Inverness Airport, in
inflight magazines and in magazines with International audiences (including The List in
August, when Edinburgh Festival visitors are at a peak), In addition, a National audience
was reached through advertising in other Festival brochures and also in magazines. A
detailed list of publications is as follows:
Publication or Source Readership
Moray Walking Festival brochure 3,000
Rise Dance Festival brochure 5,000
Nairn Book & Arts Festival brochure 3,000
Scots Magazine 237,000 (18% of circulation is outside of UK)
Aurora Magazine 1,297,676 passengers passed through 11 HIAL
airports in 2012/13
Hebridean Celtic Festival brochure (unknown)
The Stooshie Over 160,000 free copies of launch issue sampled.
Distributed through news agents and train and bus
stations across Scotland
Traveller Magazine (EasyJet Inflight) 5,000,000+
Portsoy Boat Festival (unknown)
Uncovered Magazine (Flybe Inflight) 1,250,000+
Scots Heritage Magazine (unknown, but readers are based mainly in
Australia, New Zealand, Canada and the USA)
ICA Magazine 78,000
Press & Journal x 3 855,000 (285,000 x 3)
In addition, a campaign of non-print tactics was undertaken, including: screen/banner
advertising at Inverness Airport,
For Culture Day, AA signage and banners were displayed on main arterial routes into
Forres, and banners were also displayed at key venue sites. Pop up banners were used in
key positions within event venues throughout the Festival.
D ire c t M a rk e t in g
P ro m o t io n a l P r in t e d M a t e r ia ls & D is t r ib u t io n
Promotional print was at the forefront of the 1st FBAF marketing campaign. The following
items were produced and distributed throughout Scotland.
1. Festival Leaflet
30,000 DL folded leaflets were produced, with 22,000 being distributed throughout
Scotland by Landmark Press. The remaining leaflets were distributed to local businesses,
schools, visitor attractions, venues etc. by FBA team members.
2. Festival Programme
10,000 A5 brochures were produced and distributed throughout Scotland FBA team
members.
3. Festival Posters
1,000 A4 and 250 A3 posters were produced and distributed throughout Scotland by
Landmark Press and FBA team members.
4. Culture Day Maps
Scottish Provincial Press x 2
Northern Scot,
Banffshire Journal
Inverness Courier
28,468 (14,234 x 2)
8,800 (4,400 x 2)
21,380 (42,760 x 2)
Forres Gazette x 3 8,889(2,963 x 3)
The List Magazine 66,500
Universal Hall Good Gig Guide (unknown)
3,000 A3 Culture Day maps were produced and distributed throughout the local area by
FBA team members.
Although Findhorn Bay Arts engaged Landmark Press to undertake some distribution, we
felt that FBA team members were most effective in ensuring that targeted outlets were
reached and had a complete understanding of the event through face-to-face
conversations. We also feel this personal approach increasing enthusiasm and
understanding of the Festival’s local benefits and initiated word of mouth promotion.
E v e n t s a n d W a lk a b o u t P e r f o r m e r s
FBAF had a presence at various customer and business facing events in the months
leading up to the Festival, including Castle Fraser Roman Chariot Event and Brodie Castle
Accommodation Providers Event. Stilwalkers and unicyclists were also employed to
distribute leaflets/brochure at events such as Portsoy Boat Festival and Elgin BID Food and
Drink Festival, as well as in town centres at peak times. These times and events were
chosen to coincide with early season and summer visitors as well a local demographic with
the aim of encourage return visits to the area for the Festival.
P a rt n e rs h ip s / re la t io n s h ip s
Collaboration with Festival artists and partners was at the heart of the 1st FBAF marketing
campaign, in order to support the development, promotion and legacy of the Festival, and
also to raise the profile of the event and increase awareness in future years.
In addition, it was recognised that relationships with other key groups could provide good
promotional opportunities. To this end, contact was made with Shakespeare groups both
in the UK and internationally and we aim to develop these relationships in future years.
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ECONOMIC DEVELOPMENT APPLICATION FOR FINANCIAL SUPPORT
(This information can be made available in other languages and formats upon request.)
1. Please provide details of the organisation making the application
Name of Organisation: Findhorn Bay Arts Ltd
Organisation Address: 3 Bank Lane Forres Moray
Postcode: IV36 1NU
Telephone No. 01309 673 137
e-‐mail: [email protected]
Type of Organisation: (e.g. charity, trust, association, etc)
Company Limited by Guarantee / Social Enterprise
Charity Number / Company Registration Number (if applicable):
SC413997
Date established: January 2012
Please supply a copy of your organisation’s constitution.
2. Please provide details of the contact for the organisation
Contact Name: Kresanna Aigner
Address for correspondence: 3 Bank Lane Forres Moray
Postcode: IV36 1NU
Telephone No. 01309 673 137 or Mobile 07968 739 429
e-‐mail: [email protected]
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Position in Organisation: Director
3. Please provide details of the project for which you are applying for support
Project: Findhorn Bay Festival 2016
Key dates: 21 to 26 September 2016
Description of project:
The biennial Findhorn Bay Arts Festival is a spectacular multi-‐day celebration of arts and culture, taking place at the heart of Moray and showcasing artists of national and international renown.
This unique event brings together artists from Moray and beyond to entertain audiences with a vibrant mix of theatre and performance, exhibitions and live music, fine-‐art and photography, talks, tours and lots of free activities, including Culture Day a free one day ‘open doors’ arts day inviting the public to find out more about Moray wide arts and cultural offerings.
Following the success of the inaugural event in 2014, the Festival will return in 2016, as part of Scotland’s Year of Innovation, Architecture and Design, with a vibrant and dynamic programme.
In celebration of the cultural energy and talent within Moray and in particular the Forres area Findhorn Bay Arts (FBA) will engage with, and excite the residents, workers, visitors and tourists of the area through artistic-‐led activity, performance and exchange as part of the 2nd Findhorn Bay Festival.
All activity is delivered in order to facilitate positive change, and is for the cultural, economic and social benefit of its town and people.
FBA will build on the strength that is the town’s vibrant and diverse Cultural Sector. The town, the surrounding area, its people, businesses and visitors are at a vital point in their cultural development. We are home to a wide and diverse range of artists, companies and performers -‐ both professional and amateur. We have been the first Scottish town to host Culture Day an international framework / event that takes place across European cities including Copenhangen, Dublin and Belfast. We have delivered this twice, alongside the incredibly successful innagural Findhorn Bay Arts Festival in 2014. Through all of this, we have ignited the vital spark of interest and engagement amongst the local community. Residents, businesses, visitors and tourists are keen to engage and build on
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these success stories. Now is the time to harness this energy and support and to further develop the biennial Findhorn Bay Festival (formerly known as the Findhorn Bay Arts Festival * see Business and Marketing plan for rebranding detail and explanation)
We are a community that still feels the effects of the loss of RAF Kinloss, its people and economic benefit. Our High street is struggling. Across the country communities are facing budget cuts.
However, the Creative Community in Moray has responded by coming together and by working together in partnership. This project is an extension of this unity, and responds to the cuts through positive and new ways of working together striving to secure sustainable cultural activity and events in an ever changing economic climate.
Whilst being grounded in the Community, the Festival will showcase high quality, professional, visual and performing arts -‐ from the small, right up to the large scale. It builds the capacity of the sector by seizing on the momentum and energy created to date, and both widens & strengthens partnerships by working closely across and with the third and voluntary sector as well as community, tourism, council and business sectors.
The Festival will delight, enthuse and engage a wide range of new and existing audiences -‐ whether resident, visitor or tourist -‐ to the cultural, social and economic benefits of the area.
The Festival is supported by strong marketing and audience development campaigns that focus around digital opportunities and delivery. Our plan reflects the intended outcomes of local and national stratetgies including We Make Moray Cultural Strategy, Moray Economic Development Plan and Moray Tourism Strategy, Visit Scotland Tourism strategy, Community Development Plan and the Time to Shine Youth Arts Strategy. It will build the visibility of the Forres area and Moray as a Cultural Community and destination; increasing tourism, participation and learning opportunities through meaningful community engagement.
The potential, energy and professionalism of the sector in Moray is recognised by Highlands and Islands Enterprise (HIE), as well as Moray Economic Partnership (MEP) who, in partnership, commissioned ‘We Make Moray’, the local area’s Cultural Strategy. More than a document, the policy gives voice to the sector, and sets out an ambitious action plan; which is being embraced and delivered -‐ not
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only by creatives, but also the tourist, third and business sectors.
The project will build networks, partnerships, knowledge and infrastructure to ensure that the legacy of the project extends well beyond the Festival
Background:
Building on the success of the inaugural Findhorn Bay Arts Festival, Findhorn Bay Arts (FBA) will produce a high quality biennial arts festival for 2016. The Moray Council funding will support the costs associated with producing and marketing the Festival Programme.
Festival 2016 will engage a wider audience, using the natural and built environment of the Forres area as its stage. The spotlight is placed on small outer villages, castles, beaches, forests, historical locations and buildings as well as the ancient Scottish Royal Burgh of Forres. Through The Festival, FBA provides a platform for local creative talent as well as an opportunity for this to be programmed alongside high quality national and international artists/productions. It celebrates the assets of the Forres area and re-‐imagines them.
Due to the high number of young people that leave Forres and the surrounding area, FBA seeks to engage with former residents as well as the artistic diaspora -‐ in order that they might return home and either present, or engage with, locally inspired work. We believe that in doing so we highlight the enhanced opportunities for living and/or working in the area as well as inspiring a new generation of creative industries.
In order to build on the huge success that was Findhorn Bay Arts Festival 2014, we will utilise the knowledge and understanding that has been gleaned as a result, ensuring that as an evolutionary organisation we are able to make Festival 2016 stronger, and one that has a wider and deeper impact on audience development/engagement.
In 2014, FBA produced the hugely successful Macbeth the Remix as part of the Year of Homecoming Scotland 2014, a feature event in our programme – the night time illumination performance event at Brodie Castle attracted an audience of 2000 and participation of 120 local volunteers supported by a professional cast. Through this opportunity:
• Professional artists and performers created a site specific
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performance at Brodie Castle • Over 120 local community artists and performers took part in
chorus, battle scenes and costume making, or as performers in our themed market and live music.
Responding to the outstanding reviews/participation and reception received for MacBeth the Remix 2014, we will produce two similar major events for 2016.
The Guerilla Lighting Tour
This event will embrace the Year of Architecture, Design and Innovation and the Festival of Architecture 2016 (see supporting letter from RIAS) by bringing together professional lighting design that will be accompanied by words, live music and soundscapes especially created by the local community to illuminate the natural and built heritage and place a spotlight on our natural and built assets
The Guerilla Lighting event will take place in Forres, Findhorn, Kinloss Dallas and Dyke.
Buke of Howlatt
Building on the success of Dark Wood – a night time illumination event created by Vision Mechanics and produced by FBA as part of the 1st Culture Day in 2013 and Macbeth the Remix at Brodie Castle as part of Findhorn Bay Arts Festival 2014 FBA will produce an illumination performance in partnership with National Trust for Scotland and Frozen Charlotte Productions – The Buke of Howlat.
An ancient Moray poem with a definite political edge was given new life by the Scottish Books Trust more then 500 years after it was penned. The legendary The Buke of Howlat is set within the grounds of Darnaway Castle and is thought to have been written in 1448.
The poem is a harmless children’s story warning of the dangers of vanity, some historians are convinced it’s actually a political satire aimed at King James II.
FBA will produce a nighttime illuminated story event and involve school children, young people and the local community in the performance supported by a professional cast
Circus, aerial, live music, projections and illuminations will bring The Buke of Howlatt to life in the walled garden of Brodie Castle for all the family to enjoy.
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The Festival programme will feature a broad mix of talks, performances, exhibits, music events and comedy – featuring local artists and well known names -‐ something for everyone and to suit all ages
It is the aim of the project to truly connect the local community and business with professional artists through the development of the Festival and its programme
In conclusion the Findhorn Bay Festival will:
• Bring in new audiences to the area • Define the Forres area and Moray as a Cultural destination • Allow Findhorn Bay Festival 2016 to achieve its ambitions • Imbed arts into the local community and business • Bring strength and sustainability to the Cultural sector within
the Forres area and Moray • Enhance current marketing to:
o increase visibility o increase community engagement o increase tourism o increase participation
• Work to deliver cultural, economic and social benefits to the Forres area and to Moray.
Findhorn Bay Festival celebrates our people and our assets. It allows us to articulate clearly that the Forres area and Moray is Creative place with strong cultural activity. It enhances the traditional offerings for visitors of whisky and golf, and firmly establishes it as a culturally alive region with a spotlight on its arts, creative practice & participation as well as its cultural assets.
Are you applying for Grant funding? (Yes) Amount £10,000
Underwriting? (/No)
Limit £
Please provide details of status of other funding applied for which is pending, has been secured or rejected Creative Place award £30,000 (confirmed) Highlands & Islands Enterprise £35,000 (confirmed in principal pending final business plan and proposal) Moray Youth Arts Hub £5000 (confirmed) Event Scotland Year of Architecture, Design and Innovation £20,000 (pending) Berryburn Windfarm £15,000 (pending) Royal Institure Architects and Design £10,000 (pending / letter confirming intention to support)
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Support in kind i.e. non-‐cash support that has a monetary value (please specify) National Trust for Scotland £3000
Please submit a Business plan in support of your application, to include the information required in sections 4 and 5 of this form.
4. Please provide details of how your project will contribute to economic development
• The geographical area which you expect will benefit
The project will benefit the whole of Moray, and directly benefit local business and residents in Forres catchment area including; Kinloss, Findhorn, Brodie, Logie, Dallas … (IV36).
In addition services, facilities, equipment and materials will be contracted and / or purchased from businesses throughout Moray and specific business based in Forres, Alves (IV36), Nairn (IV12), Kinloss, Findhorn and Elgin (IV30)
• An estimate of the number of people who you expect to benefit
Culture Day 2013 achieved an audience of approx. 3000 +, whilst FBAF 2014 achieved a total attendance of 13,395. 16% of the FBAF 2014 audience was from out with Scotland. Local particaiption included 300 + volunteered as part of performances, event stewards and as part of Culture Day and Macbeth the Remix at Brodie Castle. FBA aim sustain and to build on the level of audience attendance and participation for the 2016 FBA aims to:
• Widen and enhance community participation and volunteer involvement (est 400) • Wider and enhanced arts and programming partnerships (est 20) • Greater involvement of local venues with particular focus on High Street business (est 25) • Greater involvement of local hospitality, community and 3rd sector partnerships • Deeper business engagement partnership • Greater involvement of schools participations and attendance through our education and
outreach programme (est 500 +) • Greater attendance (14,000) • Enhanced marketing and audience development plans
Target Audience The principle of access underpins FBA’s objectives and it is our aspiration to promote participation from the widest walks of life, with audiences comprising of people of all ages, and backgrounds in Moray, Aberdeenshire and Highland, as well as national and international visitors to Moray. Local and Regional Audiences
o Forres area community, plus other Moray communities, including: § Pupils and students targeted through primary and secondary schools, local
colleges -‐ Moray and UHI colleges Young people with an interest in the arts or who already participate in arts activities.
§ Artists and arts groups
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§ Families (including those of community participants, students etc.) § Retired
o Audiences from throughout Highland and Aberdeenshire who are interested in quality local productions on their doorstep rather than a central belt journey.
o Artists, companies and groups throughout North East Scotland who will be actively targeted to attend or participate.
Other Audiences
o Audiences from throughout Scotland and UK with an interest in the arts who are prepared to travel to experience quality arts events as part of a short break. Likely to be engaged in the arts and with a reasonable level of disposable income.
o Visitors to Scotland from Overseas, with an interest in visiting The
Highlands/Moray, or those who are highly engaged in the arts and would include a trip to Moray specifically to attend an arts event.
o Professional artists and companies, particularly those with a connection to the
Findhorn Bay area or Moray – with a view to them participating.
o Fans of big name professional artists. This is further explained and substantiated in our Business and Marketing Plan as well as how we will aim achieve our targets
• The length of time the benefit is expected to last
FBA will engage with community and business from Autumn 2015 and develop our Education and Outreach programmes which will run from March through until Sept 2016 Findhorn Bay Festival will leave a lasting legacy through our event and the positive media generated because of the Festival for the Forres area and Moray attracting year round visitors with a hunger for cultural activity The aims of Project Arts are to:
• Create sustainable and lasting partnerships between artists/creatives and local business/community organisations
• Brings in new audiences to the area – year round • Defines the Forres area and Moray as a Cultural destination • Imbeds arts into the local community and business • Brings strength and sustainability to individual artists and the wider Cultural sector within
the Forres area and Moray • The positive PR of the Festival will achieve the following lasting legacy for Forres, Moray:
o increase visibility o increase community engagement o increase tourism o increase participation
• Deliver cultural, economic and social benefits to the Forres, Moray.
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• The evidence you have to suggest that economic development will result
from your project For FBAF 2014, we anticipated a total attendance of 7,000, and an economic benefit impact in the range of £950,600 to £1,307,600 depending on the length of stay.
Research carried out by The Moffat Centre for Travel and Tourism Business Development, showed that the Festival achieved a total attendance of 12,721 spectators and an economic contribution of £648,600. Their analysis demonstrated that the Festival received strong support locally, with 56% of the audience being drawn from Moray, whilst also attracting 39% of attendees from the rest of the UK and 5% from overseas. 50% of those surveyed, who are not resident in Scotland, stated that the Festival was important or very important in their decision to visit Scotland.
• How the benefits will be achieved In 2016, FBA aims to sustain and improve on these attendance figures, which far exceeded 2014 targets. We also aim to build on the economic impact by increasing length of stay and attracting more visitors from outwith the local area and Scotland.
• How you will measure the impact your project has had Marketing and promotional activity will be measured through a number of tools including: Google analytics, social media analytics, media monitoring, email marketing tracking, participant surveys, box office and participant data.
A priority should be to establish via event feedback forms how audiences found out about an event.
In 2014 the Moffat Centre for Travel Tourism Business Development carried out an Economic Impact Assesment on behalf of Homecoming Scotland 2014.
We hope that Visit Scotland will allocate a similar evaluation as part of Year of Architecture, Design and Innovation.
In addition we will work with partners Glasgow School of Art and HIE to develop a robust audience, artists, volunteer and business evaluation so that we can asses the economic impact and the growth from the first festival.
• Any risks you have identified for your project
• The structure and distribution of the target population; a widely dispersed rural population
where transport links between major centres are comparatively poor. No Sunday bus service, or late night buses The Festival will make available Festival shuttle bus service whoch will run from early
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evening until midnight across key festival locations e.g Findhorn to Forres to Brodie to Kinloss
• Weather issues Majority of events will be undercover as we will utilize new locations outdoor events will be produced in such a way that unless severe adverse weather they can go ahead providing shelter for audiences at events and umbreallas for tours etc
• Funding and Economic downturn resulting in reduction in non-‐statutory budgets and fierce competition for sponsorship. A number of funding souces will be applied for and backing has already been secured through Creative and FBA are an account amanged client of HIE and it is HIE’s intetntion to support the development of Festival 2016. In addition, FBA will lever a range of in kind support through partnership working
• Volunteers are in demand across community prijects and events across Moray. FBA will address these issues by engaging a volunteer coorindator who will work with tsiMORAY, Moray College UHI, local groups and schools to recruit new volutneers. Our programme will offer a range of opportunities to upskill, mentor and gain new experiences to entice new volutneers. In addition we offer incentives such as free tickets, volunteer awards and expenses for travel.
A full SWOT, PEST and TOW analysis is included in our Business and Marketing plan
• Any relevant experience your organisation brings to this project Findhorn Bay Arts have a strong track record of delivery in relation to:
o Leading and producing Culture Day 2013/14 o Leading and producing Findhorn Bay Arts Festival 2014 o Acting as the lead partner in the Ignite: Moray Youth Arts Hub
• Wide and varied contacts across creative networks and amongst individuals both within and outwith the Forres area. FBA work with a number of local and national partners including Scottish Opera, National Theatre of Scotland, tsiMORAY, FACT, Glasgow School of Art and Bodysurf Scotland
• In depth local knowledge
The Findhorn Bay Festival will utilise the current project team, its Board of Directors and volunteers. As a project funded organisation, it is important to note that FBA do not have any positions that are fully funded or seen as core. Its team members are freelance and work on a project to project basis.
To ensure that a continuity of skills and knowledge are harnessed, funding will be used to extend current team members work agreements, (and weekly hours), in order that they are able to deliver clearly articulated roles and responsibilities associated with the delivery of the Findhorn
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Bay Festival 2016
In addition, FBA will engage with external expertise and project support where required, and collaborate with partners in order share skills, knowledge and resources. Where this occurs, all will be given Letters of Agreement and/or Partnership Agreements and will directly report to FBA against these. This collaborative approach will ensure that the the delivery of outcomes and key tasks are achieved in a timely and appropriate manner.
The FBA Board of Directors and team are detailed in the accompanying Business and Marketing plan.
5. Please provide details of how you will finance the project
Include: • A copy of your most recent audited / independently examined accounts
Attached • If you are a new organisation, projected cash flow from the set-‐up of the
organisation to date with any back-‐up management accounts • A budget / projected income and expenditure account for your project
Attached • Clearly identified sources of funding for the project, indicating the status of
these: intend to apply; have applied and awaiting results (when expected); successfully applied; match funding required; and restrictions on use of grant funding; own funds already raised; fund raising programme planned and details; fees / other income generated by project etc. Part of budget attached
• Clearly identified assumptions used to cost the project, with reasons given for using these assumptions FBA are experienced in producing events and have records of tenders, quotes and align our fees to Scottish Artist Union, Equity rates and guidance from
APPENDIX 3
April 2015
Creative Scotland • Cash flow issues (e.g. if grant funding is received in arrears) • Support in kind committed i.e. non-‐cash support that has a monetary value • If the project is for more than one year: how will you achieve reducing
reliance on public funds and in particular from the Moray Council over the lifetime of the project that is, how will the project move towards being self-‐sustaining The Festival is a biennial celebration and we aim to increase audience attendance and ticket sales as brand awarenss and confidence grows – making it a regular attraction on the cultural trail as well as attract new sponsors and funding to our programmes. In addition FBA will integrate our own box office system for 2016 enabling us to maximise imcome from sales and build on our merchandise. This is further explained in our Business Plan
6. Please note the conditions of any grant awarded by the Moray Council
• The organisation will supply a report demonstrating that the project has substantially achieved the economic outcomes identified under section 4 of this application
• Reports shall be supplied within a period of four months from the completion of the project
• If the project is for more than one year, interim reports shall be supplied within two months of each anniversary of the project start date
• Any annual profit or surplus made on the project must either be reinvested in the project in the case of multi year projects, or for single year projects, that profit (up to the level of Council funding but no more) be reimbursed to the Council
• Any publicity for the project will include the Moray Council logo in acknowledgement of sponsorship from the Council
• The Council reserves the right to seek repayment of funding provided if these conditions are breached
Signed:
Position: Director
Name: Kresanna Aigner Date: 26 June 2015
Feb
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INCOME Apr-15 Status / Notes
Grants HIE 35,000 Pending final application *FBA account amanged client
and HIE have indicated support.Creative Scotland 50,000 Pending application Aug / SeptCreative Place 30,000 ConfirmedMYAH 5,000 ConfirmedMoray Council 10,000 PendingEvent Scotland =Year of … 20,000 Pending application July 2015BerryburnWindfarm 15,000 Pending application Nov 2015RIAS 10,000 Pending July 2015Sub total 175,000
Commercial incomeSponsorship £15,000 Pending: Moray Estates, Springfeild Homes, LDN ArchitectsArts and Business £10,000 Match for new sponsorsBox Office - other events NET 20,000Traders and food vendors 1000Donations / collections (at free events) 1000Merchandise 500Advertising 1,000In kind 3,000Commision from artworks 500Sub total £52,000
INCOME £227,000
Sub-total
EXPENDITUREStaffFestival Director 30,000 50 weeks £16 p/hFinance officer £5,600 50 weeks £14 p/h 1 dayAudience Development & Outreach £9,000Event & Production Manager £4,000Volunteer Coordinator £2,000Festival Assistant (inc PR) £12,000 £10 p/h 50 weeks, 3 days Sub-total 62,600
Running CostsRent (inc electricity) £3,000Telephone/internet/mobile £1,000Stionanery/admin/membership £1,000Postage £250Accountant £720Employers and Office Ins £539Tickets and box £0Sub-total £6,509
General Production CostsEvent Licesencing 500Venue Hire general £1,000Public Liability 1700Sub-total 2700
Project CostsProgramme and Production Costs 27,000Additional crew (sound / Light / drivers) £2,500Volunteer Costs & expenses £1,500Accommodation (hosts, hotels and B&B) £3,500Artist trans / vehicle hire £500
Artist Hospitality & PDs £1,000Buke of Howlatt 20,000Strandbeast 7,000Guerilla Lighting 15,000Residency 5,000Living Scultpture 6,000Sub total 89,000
MarketingMarketing & Media consultant £10,000Design £3,091Print brochure and posters 10,500Media Launch 500Distribution 5000pre event pr flashmobs, walk about 2000Advertising Local, national and International (inc banners, teardrops, pop ups)£8,000Evaluation/ photos and film / Reports £3,000Marketing total £42,091
Transport inc. buses, rickshaws, bikes etc x 3 4100
Contingency 20,000TOTAL 227,000
Report of the Directors and
Unaudited Financial Statements for the Year Ended 31 January 2014
for
Findhorn Bay Arts Festival Ltd
Findhorn Bay Arts Festival Ltd
Contents of the Financial Statementsfor the Year Ended 31 January 2014
Page
Company Information 1
Report of the Directors 2
Income and Expenditure Account 3
Balance Sheet 4
Notes to the Financial Statements 5
Report of the Accountants 7
Detailed Income and Expenditure Account 8
Findhorn Bay Arts Festival Ltd
Company Informationfor the Year Ended 31 January 2014
DIRECTORS: K AignerC J LewinD A SmithC S Taylor
SECRETARY: E Egan
REGISTERED OFFICE: Abbotshill FarmDykeForresMorayIV36 2TL
REGISTERED NUMBER: SC413997 (Scotland)
ACCOUNTANTS: Faith SimpsonChartered Certified Accountants26 Bain AvenueLinkwoodElginMorayIV30 6GB
Page 1
Findhorn Bay Arts Festival Ltd
Report of the Directorsfor the Year Ended 31 January 2014
The directors present their report with the financial statements of the company for the year ended 31 January 2014.
PRINCIPAL ACTIVITYThe principal activity of the company in the year under review was that of the provision of arts festivals.
DIRECTORSThe directors shown below have held office during the whole of the period from 1 February 2013 to the date of thisreport.
K AignerC J LewinD A SmithC S Taylor
All the directors, being eligible, offer themselves for election at the forthcoming first Annual General Meeting.
This report has been prepared in accordance with the special provisions of Part 15 of the Companies Act 2006 relatingto small companies.
ON BEHALF OF THE BOARD:
........................................................................K Aigner - Director
Date: .............................................
Page 2
Findhorn Bay Arts Festival Ltd
Income and Expenditure Accountfor the Year Ended 31 January 2014
Notes £
TURNOVER 85,289
Administrative expenses 83,531
OPERATING SURPLUS 2 1,758
Interest receivable and similar income 14
SURPLUS ON ORDINARY ACTIVITIESBEFORE TAXATION 1,772
Tax on surplus on ordinary activities 3 -
SURPLUS FOR THE FINANCIAL YEAR 1,772
The notes form part of these financial statements
Page 3
Findhorn Bay Arts Festival Ltd (Registered number: SC413997)
Balance Sheet31 January 2014
Notes £ £FIXED ASSETSTangible assets 4 2,039
CURRENT ASSETSDebtors 5 8,789Cash at bank 4,270
13,059CREDITORSAmounts falling due within one year 6 13,326
NET CURRENT LIABILITIES (267)
TOTAL ASSETS LESS CURRENTLIABILITIES 1,772
RESERVESIncome and expenditure account 7 1,772
1,772
The company is entitled to exemption from audit under Section 477 of the Companies Act 2006 for the year ended31 January 2014.
The members have not required the company to obtain an audit of its financial statements for the year ended31 January 2014 in accordance with Section 476 of the Companies Act 2006.
The directors acknowledge their responsibilities for:(a) ensuring that the company keeps accounting records which comply with Sections 386 and 387 of the Companies
Act 2006 and (b) preparing financial statements which give a true and fair view of the state of affairs of the company as at the end of
each financial year and of its surplus or deficit for each financial year in accordance with the requirements ofSections 394 and 395 and which otherwise comply with the requirements of the Companies Act 2006 relating tofinancial statements, so far as applicable to the company.
The financial statements have been prepared in accordance with the special provisions of Part 15 of the Companies Act2006 relating to small companies and with the Financial Reporting Standard for Smaller Entities (effective April 2008).
The financial statements were approved by the Board of Directors on ............................................. and were signed onits behalf by:
........................................................................K Aigner - Director
The notes form part of these financial statements
Page 4
Findhorn Bay Arts Festival Ltd
Notes to the Financial Statementsfor the Year Ended 31 January 2014
1. ACCOUNTING POLICIES
Accounting conventionThe financial statements have been prepared under the historical cost convention and in accordance with theFinancial Reporting Standard for Smaller Entities (effective April 2008).
TurnoverTurnover represents net invoiced sales of services, excluding value added tax.
Tangible fixed assetsDepreciation is provided at the following annual rates in order to write off each asset over its estimated usefullife.
Plant and machinery etc - 33% on cost
Deferred taxDeferred tax is recognised in respect of all timing differences that have originated but not reversed at the balancesheet date.
2. OPERATING SURPLUS
The operating surplus is stated after charging:
£Depreciation - owned assets 1,004
Directors' remuneration and other benefits etc -
3. TAXATION
Analysis of the tax chargeNo liability to UK corporation tax arose on ordinary activities for the year.
4. TANGIBLE FIXED ASSETSPlant andmachinery
etc£
COSTAdditions 3,043
At 31 January 2014 3,043
DEPRECIATIONCharge for year 1,004
At 31 January 2014 1,004
NET BOOK VALUEAt 31 January 2014 2,039
5. DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR £
Trade debtors 8,789
Page 5 continued...
Findhorn Bay Arts Festival Ltd
Notes to the Financial Statements - continuedfor the Year Ended 31 January 2014
6. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR £
Trade creditors 500Other creditors 12,826
13,326
7. RESERVESIncome
andexpenditure
account£
Surplus for the year 1,772
At 31 January 2014 1,772
Page 6
Findhorn Bay Arts Festival Ltd
Report of the Accountants to the Directors ofFindhorn Bay Arts Festival Ltd
As described on the balance sheet you are responsible for the preparation of the financial statements for the year ended31 January 2014 set out on pages three to six and you consider that the company is exempt from an audit.
In accordance with your instructions, we have compiled these unaudited financial statements in order to assist you tofulfil your statutory responsibilities, from the accounting records and information and explanations supplied to us.
Faith SimpsonChartered Certified Accountants26 Bain AvenueLinkwoodElginMorayIV30 6GB
Date: .............................................
This page does not form part of the statutory financial statements
Page 7
Findhorn Bay Arts Festival Ltd
Detailed Income and Expenditure Accountfor the Year Ended 31 January 2014
£ £TurnoverGrant Income 76,579Ticket Sales 2,710Other Grant Income 6,000
85,289
Other incomeDeposit account interest 14
85,303
ExpenditurePrinting 5,331Telephone 20Post and stationery 1,392Advertising 4,706Motor expenses 406Licences and insurance 1,205Memberships 170Accountancy 1,096Depreciation of tangible fixed assets 1,004Evaluation costs 1,480Distribution costs 2,575Hospitality costs 230Event transport 2,946Volunteer expenses 1,057Lights, sound & room hire 5,750Box office fees 968Signage costs 1,361Artists fees 12,237Directors fees 25,500Marketing officer 4,000Production co-ordinator 3,350Designer fees 3,000Events Manager 1,697Crew costs 2,050
83,531
NET SURPLUS 1,772
This page does not form part of the statutory financial statements
Page 8
THE COMPANIES ACT 2006
PRIVATE COMPANY LIMITED BY GUARANTEE
ARTICLES OF ASSOCIATION
of
FINDHORN BAY ARTS FESTIVAL LTD
PART 1
INTERPRETATION AND LIMITATION OF LIABILITY
1 Defined terms
(1) The regulations contained in the Model Articles for Private Companies Limited by Guarantee set out in Schedule 2 of TheCompanies (Model Articles) Regulations 2008 (SI 3229/2008), shall not apply to the Company.
(2) In the articles, unless the context requires otherwise:
"the 2006 Act" means the Companies Act 2006;
"articles" means the Company’s articles of association;
"bankruptcy" includes individual insolvency proceedings in a jurisdiction other than England and Wales orNorthern Ireland which have an effect similar to that of bankruptcy;
"chairman" has the meaning given in article 12;
"chairman of themeeting"
has the meaning given in article 25;
"Companies Acts" means the Companies Acts (as defiled in section 2 of the Companies Act 2006, in so far as theyapply to the Company;
"director" means a director of the Company, and includes any person occupying the position of director, bywhatever name called;
"document" includes, unless otherwise specified, any document sent or supplied in electronic form;
"electronic form" has the meaning given in section 1168 of the 2006 Act;
"member" means the person whose name is entered in the register of members as a member;
"ordinaryresolution"
has the meaning given in section 282 of the 2006 Act;
"paid" means paid or credited as paid;
"participate" in relation to a directors’ meeting, has the meaning given in article 9;
"proxy notice" has the meaning given in article 33;
"specialresolution"
has the meaning given in section 283 of the 2006 Act;
"subsidiary" has the meaning given in section 1159 of the 2006 Act; and
"writing" means the representation or reproduction of words, symbols or other information in a visible formby any method or combination of methods, whether sent or supplied in electronic form orotherwise.
5 Jan 2012 15:40Articles of Association - 1 -
Unless the context otherwise requires, other words or expressions contained in these articles bear the same meaning as in the2006 Act as in force on the date when these articles become binding on the Company.
2 Liability of members
The liability of each member is limited to GBP1.00, being the amount that each member undertakes to contribute to theassets of the Company in the event of its being wound up while he is a member or within one year after he ceases to be amember, for:
(a) payment of the Company’s debts and liabilities contracted before he ceases to be a member,
(b) payment of the costs, charges and expenses of winding up, and
(c) adjustment of the rights of the contributories among themselves.
PART 2DIRECTORS
DIRECTORS’ POWERS AND RESPONSIBILITIES
3 Directors’ general authority
Subject to the articles, the directors are responsible for the management of the Company’s business, for which purpose theymay exercise all the powers of the Company.
4 Members’ reserve power
(1) The members may, by special resolution, direct the directors to take, or refrain from taking, specified action.
(2) No such special resolution invalidates anything which the directors have done before the passing of the resolution.
5 Directors may delegate
(1) Subject to the articles, the directors may delegate any of the powers which are conferred on them under the articles:
(a) to such person or committee;
(b) by such means (including by power of attorney);
(c) to such an extent;
(d) in relation to such matters or territories; and
(e) on such terms and conditions; as they think fit.
(2) If the directors so specify, any such delegation may authorise further delegation of the directors’ powers by any person towhom they are delegated.
(3) The directors may revoke any delegation in whole or part, or alter its terms and conditions.
6 Committees
(1) Committees to which the directors delegate any of their powers must follow procedures which are based as far as they areapplicable on those provisions of the articles which govern the taking of decisions by directors.
(2) The directors may make rules of procedure for all or any committees, which prevail over rules derived from the articles ifthey are not consistent with them.
5 Jan 2012 15:40Articles of Association - 2 -
DECISION-MAKING BY DIRECTORS
7 Directors to take decisions collectively
(1) The general rule about decision-making by directors is that any decision of the directors must be either a majority decision ata meeting or a decision taken in accordance with article 8.
(2) If:
(a) the Company only has one director, and
(b) no provision of the articles requires it to have more than one director,
the general rule does not apply, and the director may, subject to articles 8(3) and 15 take decisions without regard to anyother of the provisions of the articles relating to directors’ decision-making.
8 Unanimous decisions
(1) A decision of the directors is taken in accordance with this article when all eligible directors indicate to each other by allymeans that they share a common view on a matter.
(2) Such a decision may take the form of a resolution in writing, copies of which have been signed by each eligible director or towhich each eligible director has otherwise indicated agreement in writing.
(3) References in this article to eligible directors are to directors who would have been entitled to vote on the matter had it beenproposed as a resolution at a directors’ meeting.
(4) A decision may not be taken in accordance with this article if the eligible directors would not have formed a quorum at sucha meeting.
9 Calling a directors’ meeting
(1) Any director may call a directors’ meeting by giving notice of the meeting to the directors or by authorising the Companysecretary (if any) to give such notice.
(2) Notice of any directors’ meeting must indicate:
(a) its proposed date and time;
(b) where it is to take place; and
(c) if it is anticipated that directors participating in the meeting will not be in the same place, how it is proposed thatthey should communicate with each other during the meeting.
(3) Notice of a directors’ meeting must be given to each director, but need not be in writing.
(4) Notice of a directors’ meeting need not be given to directors who waive their entitlement to notice of that meeting, by givingnotice to that effect to the Company not more than 7 days after the date on which the meeting is held. Where such notice isgiven after the meeting has been held, that does not affect the validity of the meeting, or of any business conducted at it.
10 Participation in directors’ meetings
(1) Subject to the articles, directors participate in a directors’ meeting, or part of a directors’ meeting, when:
(a) the meeting has been called and takes place in accordance with the articles, and
(b) they can each communicate to the others any information or opinions they have on any particular item of thebusiness of the meeting.
5 Jan 2012 15:40Articles of Association - 3 -
(2) In determining whether directors are participating in a directors’ meeting, it is irrelevant where any director is or how theycommunicate with each other.
(3) If all the directors participating in a meeting are not in the same place, they may decide that the meeting is to be treated astaking place wherever any of them is.
11 Quorum for directors’ meetings
(1) At a directors’ meeting, unless a quorum is participating, no proposal is to be voted on, except a proposal to call anothermeeting.
(2) The quorum for directors’ meetings may be fixed from time to time by a decision of the directors, but it must never be lessthan two, and unless otherwise fixed it is two.
(3) If the total number of directors for the time being is less than the quorum required, the directors must not take any decisionother than a decision:
(a) to appoint further directors, or;
(b) to call a general meeting so as to enable the members to appoint further directors.
12 Chairing of directors’ meetings
(1) The directors may appoint a director to chair their meetings.
(2) The person so appointed for the time being is known as the chairman.
(3) The directors may terminate the chairman’s appointment at any time.
(4) If the chairman is not participating in a directors’ meeting within ten minutes of the time at which it was to start, theparticipating directors must appoint one of themselves to chair it.
13 Casting vote
(1) If the numbers of votes for and against a proposal are equal, the chairman or other director chairing the meeting has a castingvote.
(2) But this does not apply if, in accordance with the articles, the chairman or other director is not to be counted as participatingin the decision-making process for quorum or voting purposes.
14 Conflicts of interest
(1) If a proposed decision of the directors is concerned with an actual or proposed transaction or arrangement with the Companyin which a director is interested, that director is not to be counted as participating in the decision-making process for quorumor voting purposes.
(2) But if paragraph (3) applies, a director who is interested in an actual or proposed transaction or arrangement with theCompany is to be counted as participating in the decision-making process for quorum and voting purposes.
(3) This paragraph applies when:
(a) the Company by ordinary resolution disapplies the provision of the articles which would otherwise prevent a
director from being counted as participating in the decision-making process;
(b) the director’s interest cannot reasonably be regarded as likely to give rise to a conflict of interest; or
(c) the director’s conflict of interest arises from a permitted cause.
(4) For the purposes of this article, the following are permitted causes:
5 Jan 2012 15:40Articles of Association - 4 -
(a) a guarantee given, or to be given, by or to a director in respect of an obligation incurred by or on behalf of the
Company or any of its subsidiaries;
(b) subscription, or an agreement to subscribe, for shares or other securities of any of the Company’s subsidiaries, orto underwrite, sub-underwrite, or guarantee subscription for any such shares or securities; and
(c)arrangements pursuant to which benefits are made available to employees and directors or former employees anddirectors of the Company or any of its subsidiaries which do not provide special benefits for directors or formerdirectors.
(5) For the purposes of this article, references to proposed decisions and decision-making processes include any directors’meeting or part of a directors’ meeting.
(6) Subject to paragraph (7), if a question arises at a meeting of directors or of a committee of directors as to the right of adirector to participate in the meeting (or part of the meeting) for voting or quorum purposes, the question may, before theconclusion of the meeting, be referred to the chairman whose ruling in relation to any director other than the chairman is tobe final and conclusive.
(7) If any question as to the right to participate in the meeting (or part of the meeting) should arise in respect of the chairman, thequestion is to be decided by a decision of the directors at that meeting, for which purpose the chairman is not to be counted asparticipating in the meeting (or that part of the meeting) for voting or quorum purposes.
(8) Where the number of non-conflicted directors is less than the quorum for the purposes of approving a resolution authorisingany situation or transaction constituting a conflict as anticipated by the Companies Acts, the quorum shall be all thedisinterested directors
(9) When all the directors of the Company are conflicted, the Company shall pass the conflict to the Company’s members forapproval by ordinary resolution.
15 Records of decisions to be kept
The directors must ensure that the Company keeps a record, in writing, for at least 10 years from the date of the decisionrecorded, of every unanimous or majority decision taken by the directors.
16 Directors’ discretion to make further rules
Subject to the articles, the directors may make any rule which they think fit about hour they take decisions and about howsuch rules are to be recorded or communicated to directors.
APPOINTMENT OF DIRECTORS
17 Methods of appointing directors
(1) Any person who is willing to act as a director, and is permitted by law to do so, may be appointed to be a director:
(a) by ordinary resolution, or
(b) by a decision of the directors.
(2) In any case where, as a result of death, the Company has no members and no directors, the personal representatives of the lastmember to have died have the right, by notice in writing, to appoint a person to be a director.
(3) For the purposes of paragraph (2), where 2 or more members die in circumstances rendering it uncertain who was the last todie, a younger member is deemed to have survived an older member.
18 Termination of director’s appointment
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A person ceases to be a director as soon as:
(a) that person ceases to be a director by virtue of any provision of the 2006 Act or is prohibited from being a director
by law;
(b) a bankruptcy order is made against that person;
(c) a composition is made with that person’s creditors generally in satisfaction of that person’s debts;
(d)a registered medical practitioner who is treating that person gives a written opinion to the Company stating thatthat person has become physically or mentally incapable of acting as a director and may remain so for more thanthree months;
(e) by reason of that person’s mental health, a court makes an order which wholly or partly prevents that person frompersonally exercising any powers or rights which that person would otherwise have;
(f) notification is received by the Company from the director that the director is resigning from office, and suchresignation has taken effect in accordance with its terms.
19 Directors’ remuneration
(1) Directors may undertake any services for the Company that the directors decide.
(2) Directors are entitled to such remuneration as the directors determine:
(a) for their services to the Company as directors, and
(b) for any other service which they undertake for the Company.
(3) Subject to the articles, a director’s remuneration may:
(a) take any form, and
(b) include any arrangements in connection with the payment of a pension, allowance or gratuity, or any death,sickness or disability benefits, to or in respect of that director.
(4) Unless the directors decide otherwise, directors’ remuneration accrues from day to day.
(5) Unless the directors decide otherwise, directors are not accountable to the Company for any remuneration which they receiveas directors or other officers or employees of the Company’s subsidiaries or of any other body corporate in which theCompany is interested.
20 Directors’ expenses
The Company may pay any reasonable expenses which the directors properly incur in connection with their attendance at-
(a) meetings of directors or committees of directors;
(b) general meetings, or
(c) separate meetings of the holders of debentures of the Company;
or otherwise in connection with the exercise of their powers and the discharge of their responsibilities in relation to the Company.
PART 3MEMBERS
BECOMING AND CEASING TO BE A MEMBER
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21 Applications for membership
No person shall become a member of the Company unless:
(a) that person has completed an application for membership in a form approved by the directors, and
(b) the directors have approved the application.
22 Termination of membership
(1) A member may withdraw from membership of the Company by giving 7 days’ notice to the Company in writing.
(2) Membership is not transferable.
(3) A person’s membership terminates when that person dies or ceases to exist.
ORGANISATION OF GENERAL MEETINGS
23 Attendance and speaking at general meetings
(1) A person is able to exercise the right to speak at a general meeting when that person is in a position to communicate to allthose attending the meeting, during the meeting, any information or opinions which that person has on the business of themeeting.
(2) A person is able to exercise the right to vote at a general meeting when:
(a) that person is able to vote, during the meeting, on resolutions put to the vote at the meeting, and
(b) that person’s vote can be taken into account in determining whether or not such resolutions are passed at the sametime as the votes of all the other persons attending the meeting.
(3) The directors may make whatever arrangements they consider appropriate to enable those attending a general meeting toexercise their rights to speak or vote at it.
(4) In determining attendance at a general meeting, it is immaterial whether any two or more members attending it are in thesame place as each other.
(5) Two or more persons who are not in the same place as each other attend a general meeting if their circumstances are suchthat if they have (or were to have) rights to speak and vote at that meeting, they are (or would be) able to exercise them.
24 Quorum for general meetings
The quorum for a general meeting shall be determined according to section 318 of the 2006 Act and no business other thanthe appointment of the chairman of the meeting is to be transacted at a general meeting if the persons attending it do notconstitute a quorum
25 Chairing general meetings
(1) If the directors have appointed a chairman, the chairman shall chair general meetings if present and willing to do so.
(2) If the directors have not appointed a chairman, or if the chairman is unwilling to chair the meeting or is not present within tenminutes of the time at which a meeting was due to start:
(a) the directors present, or
(b)(if no directors are present), the meeting,must appoint a director or member to chair the meeting, and the appointment of the chairman of the meeting mustbe the first business of the meeting.
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(3) The person chairing a meeting in accordance with this article is referred to as "the chairman of the meeting".
26 Attendance and speaking by directors and non-members
(1) Directors may attend and speak at general meetings, whether or not they are members.
(2) The chairman of the meeting may permit other persons who are not members of the Company to attend and speak at ageneral meeting.
27 Adjournment
(1) If the persons attending a general meeting within half an hour of the time at which the meeting was due to start do notconstitute a quorum, or if during a meeting a quorum ceases to be present, the chairman of the meeting must adjourn it.
(2) The chairman of the meeting may adjourn a general meeting at which a quorum is present if:
(a) the meeting consents to an adjournment, or
(b) it appears to the chairman of the meeting that an adjournment is necessary to protect the safety of any personattending the meeting or ensure that the business of the meeting is conducted in an orderly manner.
(3) The chairman of the meeting must adjourn a general meeting if directed to do so by the meeting.
(4) When adjourning a general meeting, the chairman of the meeting must:
(a) either specify the time and place to which it is adjourned or state that it is to continue at a time and place to be
fixed by the directors, and
(b) have regard to any directions as to the time and place of any adjournment which have been given by the meeting.
(5) If the continuation of an adjourned meeting is to take place more than 14 days after it was adjourned, the Company must giveat least 7 clear days’ notice of it (that is, excluding the day of the adjourned meeting and the day on which the notice isgiven):
(a) to the same persons to whom notice of the Company’s general meetings is required to be given, and
(b) containing the same information which such notice is required to contain.
(6) No business may be transacted at an adjourned general meeting which could not properly have been transacted at the meetingif the adjournment had not taken place.
VOTING AT GENERAL MEETINGS
28 Voting: general
A resolution put to the vote of a general meeting must be decided on a show of hands unless a poll is duly demanded andacted upon in accordance with these articles and sections 321 and 322 of the 2006 Act.
29 Errors and disputes
(1) No objection may be raised to the qualification of any person voting at a general meeting except at the meeting or adjournedmeeting at which the vote objected to is tendered, and every vote not disallowed at the meeting is valid.
(2) Any such objection must be referred to the chairman of the meeting whose decision is final.
30 Poll votes
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(1) A poll on a resolution may be demanded:
(a) in advance of the general meeting where it is to be put to the vote, or
(b) at a general meeting, either before a show of hands on that resolution or immediately after the result of a show ofhands on that resolution is declared.
(2) A poll may be demanded by:
(a) the chairman of the meeting;
(b) the directors;
(c) two or more persons having the right to vote on the resolution; or
(d) a person or persons representing not less than one tenth of the total voting rights of all the members having theright to vote on the resolution.
(3) A demand for a poll may be withdrawn if:
(a) the poll has not yet been taken, and
(b) the chairman of the meeting consents to the withdrawal.
(4) Polls must be taken immediately and in such manner as the chairman of the meeting directs.
31 Content of proxy notices
(1) Proxies may only validly be appointed by a notice in writing (a "proxy notice") which:
(a) states the name and address of the member appointing the proxy;
(b) identifies the person appointed to be that member’s proxy and the general meeting in relation to which that personis appointed;
(c) is signed by or on behalf of the member appointing the proxy, or is authenticated in such manner as the directorsmay determine; and
(d) is delivered to the Company in accordance with the articles and any instructions contained in the notice of thegeneral meeting to which they relate.
(2) The company may require proxy notices to be delivered in a particular form, and may specify different forms for differentpurposes.
(3) Proxy notices may specify how the proxy appointed under them is to vote (or that the proxy is to abstain from voting) on oneor more resolutions.
(4) Unless a proxy notice indicates otherwise, it must be treated as:
(a) allowing the person appointed under it as a proxy discretion as to how to vote on any ancillary or procedural
resolutions put to the meeting, and
(b) appointing that person as a proxy in relation to any adjournment of the general meeting to which it relates as wellas the meeting itself.
32 Delivery of proxy notices
(1) A person who is entitled to attend, speak or vote (either on a show of hands or on a poll) at a general meeting remains soentitled in respect of that meeting or any adjournment of it, even though a valid proxy notice has been delivered to theCompany by or on behalf of that person.
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(2) An appointment under a proxy notice may be revoked by delivering to the Company a notice in writing given by or on behalfof the person by whom or on whose behalf the proxy notice was given.
(3) A notice revoking a proxy appointment only takes effect if it is delivered before the start of the meeting or adjourned meetingto which it relates.
(4) If a proxy notice is not executed by the person appointing the proxy, it must be accompanied by written evidence of theauthority of the person who executed it to execute it on the appointor’s behalf.
33 Amendments to resolutions
(1) An ordinary resolution to be proposed at a genera meeting may be amended by ordinary resolution if:
(a)
notice of the proposed amendment is given to the Company in writing by a person entitled to vote at the generalmeeting at which it is to be proposed not less than 48 hours before the meeting is to take place (or such later timeas the chairman of the meeting may determine), and
(b) the proposed amendment does not, in the reasonable opinion of the chairman of the meeting, materially alter thescope of the resolution.
(2) A special resolution to be proposed at a general meeting may be amended by ordinary resolution, if:
(a) the chairman of the meeting proposes the amendment at the general meeting at which the resolution is to be
proposed, and
(b) the amendment does not go beyond what is necessary to correct a grammatical or other non-substantive error in theresolution.
(3) If the chairman of the meeting, acting in good faith, wrongly decides that an amendment to a resolution is out of order, thechairman’s error does not invalidate the vote on that resolution.
34 Means of communication to be used
(1) Anything sent or supplied by or to the Company under the articles may be sent or supplied in any way in which the 2006 Actprovides for documents or information which are authorised or required by any provision of that Act to be sent or suppliedby or to the Company.
(2) Every notice convening a general meeting shall comply with the provisions of section 307 and 325 of the 2006 Act as to thelength of notice required for the meeting and the giving of information to members in regard to their right to appoint proxies;and notices of and other communications relating to any general meeting which any member is entitled to receive shall besent to the directors and to the auditor for the time being of the Company.
(3) Any notice or document to be sent or supplied to a director in connection with the taking of decisions by directors may alsobe sent or supplied by the means by which that director has asked to be sent or supplied with such notices or documents forthe time being.
(4) A director may agree with the Company that notices or documents sent to that director in a particular way are to be deemedto have been received within a specified time of their being sent, and for the specified time to be less than 48 hours.
35 Company seals
(1) Any common seal may only be used by the authority of the directors.
(2) The directors may decide by what means and in what form any common seal is to be used.
(3) Unless otherwise decided by the directors, if the Company has a common seal and it is affixed to a document, the documentmust also be signed by at least one authorised person in the presence of a witness who attests the signature.
(4) For the purposes of his article, an authorised person is:
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(a) any director of the Company;
(b) the Company secretary (if any); or
(c) any person authorised by the directors for the purpose of signing documents to which the common seal is applied.
36 No right to inspect accounts and other records
Except as provided by law or authorised by the directors or an ordinary resolution of the Company, no person is entitled toinspect any of the Company’s accounting or other records or documents merely by virtue of being a member.
37 The directors may decide to make provision for the benefit of persons employed or formerly employed by the Company orany of its subsidiaries (other than a director or former director or shadow director) in connection with the cessation ortransfer to any person of the whole or part of the undertaking of the Company or that subsidiary.
38 Rules
(1) The directors may from time to time make such rules or bye laws as they may deem necessary or expedient or convenient forthe proper conduct and management of the Company and for the purposes of prescribing classes of and conditions ofmembership, and in particular but without prejudice to the generality of the foregoing, they may by such rules or bye lawsregulate:
(a)
the admission and classification of members of the Company (including the admission of organisations tomembership) and the rights and privileges of such members, and the conditions of membership and the terms onwhich members may resign or have their membership terminated and the entrance fees, subscriptions and otherfees or payments to be made by members;
(b) the conduct of members of the Company in relation to one another, and to the Company’s servants;
(c) the setting aside of the whole or any part or parts of the Company’s premises at any particular time or times or forany particular purpose or purposes;
(d) the procedure at general meetings and meetings of the directors and committees of the directors in so far as suchprocedure is not regulated by the Articles;
(e) generally, all such matters as are commonly the subject matter of company rules.
(2) The Company in general meeting shall have power to alter, add to or repeal the rules or bye laws and the directors shall adoptsuch means as they think sufficient to bring to the notice of members of the Company all such rules or bye laws, which shallbe binding on all members of the Company. Provided that no rule or bye law shall be inconsistent with, or shall affect orrepeal anything contained in, the Memorandum or the Articles.
39 Profits not to be distributed
The income and property of the Company shall be applied solely towards the promotion of the Company’s objects andactivities and no part shall be paid or transferred, directly or indirectly, by way of dividend, bonus or otherwise by way ofprofit, to members of the Company, and no Director shall be appointed to any office of the Company paid by salary or fees orreceive any remuneration or other benefit in money or money’s worth from the Company: Provided that nothing in thisdocument shall prevent any payment in good faith by the Company:
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(a)
of the usual professional charges for business done by any Director or member of the Company who is a solicitor,accountant or other person engaged in a profession when instructed by the Company to act in a professionalcapacity on its behalf: Provided that at no time shall a majority of the Directors benefit under this provision andthat a Director shall withdraw from any meeting at which his or her appointment or remuneration is under discussion;
(b)of reasonable remuneration to any person holding office as an event or fund raising organiser or manager for workundertaken whilst holding that office, notwithstanding that he/she is a Director or member of the Company:Provided that any Director withdraws from any meeting whilst his/her remuneration is being discussed;
(c) of reasonable and proper remuneration for any services rendered to the Company by any member, officer orservant of the Company who is not a Director;
(d) of interest on money lent by any member of the Company or director at a reasonable and proper rate per annum notabove the published base lending rate of a clearing bank to be selected by the Directors;
(e) of fees, remuneration or other benefit in money or money’s worth to any company of which a Director may also bea member holding not more than 1/100th part of the issued capital of that company;
(f) of reasonable and proper rent for premises demised or let by any member of the Company or a Director;
(g) to any Director of reasonable out-of-pocket expenses. Provided that no payment to a member or Director shall beeffective unless passed at a quorate meeting of the Directors.
40 Dissolution
If the Company is wound up or dissolved and after all its debts and liabilities have been satisfied there remains any propertyit shall not be paid to or distributed among the members of the Company, but shall be given or transferred to some othercompany or companies, society or societies (whether charitable or not) having activities similar to those of the Company atthe time of dissolution which prohibits the distribution of its or their income and property to an extent at least as great as isimposed on the Company by article 39 above, chosen by the members of the Company at or before the time of dissolution.
DIRECTORS’ INDEMNITY AND INSURANCE
41 Indemnity
(1) Subject to paragraph (2), a relevant director of the Company or an associated company may be indemnified out of theCompany’s assets against:
(a) any liability incurred by that director in connection with any negligence, default, breach of duty or breach of trust
in relation to the Company or an associated company,
(b) any liability incurred by that director in connection with the activities of the Company or an associated company inits capacity as a trustee of an occupational pension scheme (as defined in section 235(6) of the 2006 Act),
(c) any other liability incurred by that director as an officer of the Company or an associated company.
(2) This article does not authorise any indemnity which would be prohibited or rendered void by any provision of the CompaniesActs or by any other provision of law.
(3) In this article:
(a) companies are associated if one is a subsidiary of the other or both are subsidiaries of the same body corporate, and
(b) a "relevant director" means any director or former director of the Company or an associated company.
42 Insurance
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(1) The directors may decide to purchase and maintain insurance, at the expense of the Company, for the benefit of any relevantdirector in respect of any relevant loss.
(2) In this article:
(a) a "relevant director" means any director or former director of the Company or an associated company,
(b)a "relevant loss" means any loss or liability which has been or may be incurred by a relevant director in connectionwith that director’s duties or powers in relation to the Company, any associated company or any pension fund oremployees’ share scheme of the Company or associated company, and
(c) companies are associated if one is a subsidiary of the other or both are subsidiaries of the same body corporate.
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