Projects 2009 /
Evaluation of FILM CLUB
Client: FILM CLUB
Two year evaluation of FILM CLUB - a national programme of school film clubs where pupils and teachers had the chance to explore the world of film through free weekly screenings, online reviewing, industry events and hands on support, funded by the Department for Children, Schools and Families (DCSF). The evaluation explored how FILM CLUB increased and broadened pupils' access to film culture as part of a landscape of creative learning, and also measured the contribution of FILM CLUB to educational, social and personal development.
Developing Sheffield’s UK City of Culture 2013 bid
Client: Sheffield City Council
Lead consultancy in support of Sheffield’s bid to be UK City of Culture 2013. This was an opportunity to showcase Sheffield’s culture and creativity to a national and international audience. It was also a major opportunity to develop a committed and open engagement with the Sheffield public so that the bidding process and an ultimately successful bid builded ownership, enthusiasm and confidence in the city as a place of culture, ambition and positive transformation.
A Cultural Strategy for Sheffield
Client: Sheffield City Council
Developing a refreshed and reinvigorated cultural strategy for Sheffield to reposition the city’s cultural asset base – its talent and infrastructure – as the critical parts of the city’s overall asset base – its economy, communities and identity. This involved reconnecting and repositioning the cultural asset base to engage the city’s multiple communities to participate; more effectively linking cultural production to cultural consumption, and creativity to innovation; and providing great places and spaces for cultural expression and more effectively building the narrative of the city’s cultural offer.
Creative Industries Development in the Northern Portugal Region
Leading the assessment of proposals for Creative Industries development projects in the Northern Portugal Region. The Creative Industries Regional Agenda, defined in "Development of a Creative Industries Cluster in the Northern Region - Macroeconomic Survey", moved forward with a 40 million Euro investment programme of Structural Funds for Competitiveness and Innovation.
Scoping Research Opportunities for a Joined-up Arts offer for Young People Across the Regions
Client: Arts Council England
Research to assess the current position of arts education provision in five sample regions: North West, East, East Midlands, West Midlands and London. This was in an ‘aerial view’ form to explore how the arts education offer operated in a joined up, integrated and partnership-driven way.
A Cultural Strategy for Young People in Northamptonshire
Client: Northamptonshire County Council
Developing a cultural strategy for young people in Northamptonshire aged 0-25. Working strategically across the county, the strategy explored opportunities for development and partnerships. Also taking advantage of the opportunity to move from a position of deficit in cultural provision to take the lead in cultural development and education for young people; and to establish the County’s changing and growing communities as expressive of the needs and aspirations of an increasingly youthful population.
Culture and Creativity in Harlow
Client: Harlow District Council
Developing a vision, strategy and action plan to establish a committed and coordinated approach to culture and creativity in Harlow and ultimately achieve Harlow’s goal as a ‘21st Century Town for cultural and creative opportunity and development’. This included identifying Harlow’s unique cultural and creative asset base; its ‘cultural USP’, and establishing a set of practical and actionable ‘smart moves’ for the town and its partners to achieve maximum value from the role of culture and creativity.
Evaluation of Arts Council England's Grants for the Arts
Client: Arts Council England
An assessment of the role and impact of Grants for the Arts, one of the major sources of arts investment in England. This explored the impact of the programme to date and scoped the strategic opportunity landscape for the programme to play a more innovative and enabling role across a set of wider strategic agendas.
Desire Lines: Opening Up Cultural Infrastructure
Short paper focusing on the next generation of cultural infrastructure. The paper explored the implications for cultural infrastructure built through bricks and mortar yet increasingly being required to display an architecture transcending the local and embracing the digital.
Developing a Creative Economy Hub in Norwich
Client: Norwich Writer's Centre
Developing a feasibility study and business plan for the development of a Creative Economy Hub in Norwich, by formulating an early stage options appraisal for the Creative Economy Hub, a site identification review and an outline business plan, likely budget and building footprint.
Developing an online service Mahout
Client: Business Assessment Ltd
Structuring and developing part of Business Assessment's online service - Mahout - an online publishing company providing analysis, recommendations, and a structured way of managing performance data to SMEs.
Faroe Islands Creative Economy Strategy
Clients: Mentamalaradid & SamVit (Faroe Islands Enterprise)
Developing a Creative Economy Green Paper for the Faroe Islands, involving mapping the dynamics of the cultural and creative ecology of the Faroe Islands through a Creative Industries & Cultural Planning workshops. The workshops aimed to develop a policy proposal and establish a framework leading to a Green Paper for Faroe Islands.
Visual Arts in Liverpool (VAiL)
Evaluation of VAiL - a collaboration between the leading visual arts organisations in Liverpool - to explore the programme’s impact on Liverpool and the North West's wider visual arts and creative economy, and consequently outlining options for VAiL's future development and potential collaborations with Liverpool and the North West’s creative economy.
Cornerhouse: Creative Economy Hub
Clients: Cornerhouse & Manchester City Council
This targeted research and business planning exercise identified how Cornerhouse, Manchester's international centre for contemporary visual arts and film, could build on its existing strengths and develop new partnerships and activity with a range of strategic bodies, projects and organisations. Underneath the overall theme of growing Cornerhouse as a creative hub, it included a detailed action plan for new research projects, investment in digital infrastructure and Cornerhouse’s role in attracting and developing talent in the creative economy.
A Business Plan for a UK-wide Network of Cross Art Form Venues
Clients: UK Film Council & Arts Council England
This business plan established a coordinated and networked approach to UK cultural and creative infrastructure across the UK. The Cross-art-form Venue Network featured ‘exemplar venues' that undertake boundary-crossing collaborative work and pioneer agendas in creativity and innovation. By working together, the venues developed new concepts and activities. The network was a recommended action from the UK Government's 'Creative Britain' report.
Cultural Investment Plan for North Northamptonshire
Client: North Northamptonshire Development Company
Building on our role in delivering similar work in West Northamptonshire, plus an audience baseline and development work for Corby Priority Place Partnership, this project aimed to join together agendas in cultural planning across Northamptonshire; providing the evidence base, delivery platforms and required actions for a coordinated and committed approach to culture across the County.
A Creative Cluster for Lebanon
Client: Partnership for Lebanon
A high profile cluster strategy and action plan for this distinctive country. This was based on an intensive consultation process with leading partners across the Lebanese creative economy, including a set of workshops and interviews. Brokered by the Professional Computer Association of Lebanon and Cisco Systems, the creative sector was positioned as a major provider of growth and competitiveness for the wider economy, with Lebanon increasingly operating as a creative hub and centre of content creation that connects the Middle East to the rest of the world.
A Culture and Heritage Strategy for Syria
Client: Syria Trust for Development
Long-term strategic consultancy and mentoring support aimed to establish a coordinated approach to culture and heritage in Syria. This included the design and management of a development programme for cultural leadership, feasibility work for new cultural facilities, and a wider creative economy programme. Tom Fleming Creative Consultancy worked in close partnership with the Syria Trust for Development throughout 2009-10.
Cultural Leadership for the Moving Image Group
Client: Moving Image Group (MIG)
Since being established in 1998, MIG begun to establish its reputation for creating a responsive, informed and accessible network and forum for growing, discussing and sharing debates around policy issues and challenges connected to developing the contribution artists and moving image make to the UK's creative industries. Partners include BFI, FACT, Portland Green, Animate Projects, Picture This and Onedotzero. Tom Fleming Creative Consultancy is supporting MIG to identify its development and skills requirements, including a programme of activities to support cultural leadership.
A Business Plan for Creative Exchange South Yorkshire (CE:SY)
Client: Sheffield Cultural Quarter Agency
Building on 2008 work to evaluate CE:SY and undertake a demand study for creative workspace; we supported the devlopment of a new business plan for CE:SY. This was part of a wider review of strategic priorities for the creative economy across Sheffield and South Yorkshire. The aim was to position CE:SY as a vital intermediary and broker of knowledge of exchange for emergent creative activity, connecting with the higher growth priorities of other sector development programmes.