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Spectacle Theatre's Response to the Drama Strategy for Wales
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The Management Council of Spectacle Theatre have read and discussed the proposed draft strategy. We regret that we are unable to support this draft strategy and hold major concerns about its potential impact on Drama in Wales if implemented.
We wish to strongly endorse the Theatrical Management Association’s response to this document.
Our major concerns are:
The impact on theatre provision to the valley communities and schools of South Wales if resources are concentrated in the four building based companies.
The timetable for real consultation and the management of change is unrealistic
The eradication of the network of eight TIE/Community Theatre Companies and replacement with a vague and unspecified idea for a network of four Theatre for Young People Companies.
The scaling down of support for Community Theatre from revenue to sporadic project funding.
How new writers and new writing will be aided, in particular how the proposed TYP franchise structure will strengthen new writing for TIE and Community Theatre?
The ending of revenue funding support for ‘Theatre’ in Wales and replacement by ‘time limited franchises’.
This draft strategy must be held in abeyance until wider consultation has taken place. The timetable for this consultation needs to take into account the Assembly. This Arts Strategy must be debated in the assembly before implementing any of the proposed changes.
The Board of Management would also like further discussion to take place in order to resolve the additional concerns:
How theatre provision is to be maintained at an accessible and inclusive level in the valleys. Such discussion must include debate about making the valleys a special case for theatre provision.
The replacement by the eight-community/ theatre in education companies by four less well funded TYP companies. Is this new model appropriate? Why are we seeking to perform to fewer people in 2002 than the current system reaches?
The change over to ‘time limited Companies’ and its impact on the available skill base of Artists in Wales.
The timetable of change from the present situation to the proposed one. The provisional financial amounts set aside to fund TIE/Community companies for nine months, does not reflect either current cash flow or Artistic planning. Five year funding for franchises offers more scope for such a major change in the funding pattern.
Are these provisional amounts of funding for full Artistic activity based on proposed year plans or monies for winding down companies?
The present TIE/Community companies must be awarded at least one-year revenue funding over a financial year to avoid the potential chaos the proposed strategy suggests.
The impact of project funding on sustaining a quality community theatre provision.
A clear strategy for development of the new writers and new writing, particularly for community and young peoples theatre. |
Spectacle Theatre
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Monday, March 1, 1999 |
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