Recommendations for the Development of an Arts and Culture Strategy for the University of
Exeter 2008 – 20121.
Context: Arts and Culture has developed in a piecemeal way in the University, relying on the
enthusiams of individuals and not according to a well thought-out strategy. This has meant that
progress has faltered and overall direction is not clear. In terms of music, literature, the visual
and performing arts and cross-School cultural events of many kinds, Exeter has no clear brand
recognition, and looks unevenly-served and lacking in coordination and organisation.
Teach-out of Music programmes from 2004 entry obliged us to consider how music making
would be preserved and strengthened in the University community, but there has been no
parallel scrutiny of how the literature and the performing arts like drama and theatre, in which
we have a strong research reputation, and fine arts in which we have modest, but high quality
collections, should be similarly developed. While there has been some ad hoc oversight (e.g.
Fine Arts Group), there has been no committee superstructure. The new Dual Assurance
framework therefore presents us with an opportunity to plan in a strategic way how Arts and
Culture should develop. Under Dual Assurance, the aim of this paper is therefore to produce a
brief strategic plan that can be carried forward, developed and subsequently implemented.
A key question is whether a vibrant Arts and Culture scene is a necessary indicator of a Top 10
University: can we be Top 10 without it? While this question will require further research and
analysis, it is clear that several of our Top 10 competitors (e.g. Warwick, Nottingham and Bath)
have already recognised that a vibrant arts and culture portfolio contributes enormously to their
distinctiveness and excellence. In an environment in which every penny must count, we have to
be clear what we must do that will make us distinctive, and not an imitation, especially not a
pale imitation, of our competitors. Spaces for Arts and Culture initiatives should aim to be of at
least as high a standard as other provision in the region.
We contend that our distinctiveness lies in effectively combining two strands: building arts and
culture on our research strengths, and developing a strong presence in arts and culture that
have a strong external demand (eg. from potential applicants and staff, as well as groups and
individuals in the region – especially in view of Dartington’s move to Cornwall and its and
University College Falmouth’s ambitions to achieve Specialist Arts University status by 2012).
As indicated, there is a need to devise a cultural framework that gives real substance to Exeter
as a regional cultural player and which is rooted in the distinctiveness of a University as a place
of teaching and research in the Arts and Humanities, as well as in the unique nature of academic
activity at the University across its campuses.
In order to ensure the most effective and strategic outcomes in support of the wider
institutional ambitions of the University, it is timely following the success of the review of
scientific activity and the launch of the Science Strategy, to produce in parallel with the Arts and
Culture review, a strategic plan for the future of Arts and Humanities teaching and research in
the University.
1
Helpful and supportive comments on this paper have been received from Roger Kain, Rick Rylance, Jonathan Barry
and Helen Taylor
2
The rationale for this goes beyond support for the future quality and vibrancy of extra-curricula
cultural activity at the University. Arts and Humanities have historically been a strength of
Exeter and have made a major contribution to its reputation. They have the the power to
continue to do so, and have potentially a particularly important part to play in developing the
institution's global standing at relatively modest cost.
We should be clear, however, that Arts and Humanities will not be able to make the optimum
academic and reputational contribution unless we chart a clear and distinctive path forward in
an increasingly competitive environment in which it is not enough to provide more of what the
competitors are providing across an academic and extra-curricula platform. A two-pronged
strategy is therefore vital to address the Top 10 Agenda.
Recommendations:
1. That University funded ‘extra-curricula’ initiatives are drawn together under a single Arts and
Culture banner, supported by an Arts and Culture Board.
2. That the A&C Board has senior representation from key subject areas on all campuses (e.g.
English, Drama, Film), key postholders (e.g. Director of Music, Fine Arts), key city, regional and
national stakeholders.
3. That the A&C Board considers what it will develop and promote to create a distinctive and
vibrant Arts culture for the University, staff, students and alumni in an Arts and Culture strategy.
The strategy must be cross-campus and cross-counties. Links with the national scene must be
promoted.
4. That part of this objective will be to focus on how synergies can be created between
performance and research and teaching strengths in humanities and arts.
5. That in parallel with the work of the A&C Board, a review of research in the Arts and
Humanities should be undertaken with a view to producing a (separate) Arts and Humanities
strategy2.
6. That the A&C Board considers its relationship with the City’s provision as part of the
University’s corporate social responsibility.
7. That the University’s relationship with the Northcott Theatre is included in strategic
discussions between Drama and the theatre.
8. That the long-term location or locations of A&C are determined and included in the
Infrastructure strategy as necessary, and that master planning for the estates, and in particular
for the Forum should take sufficient note of the need to provide flexible multi-use space for high
grade A&C facilities.
9. That in the short term, practice facilities for music are identified and secured.
2
The review might explore how an Arts and Humanities strategy might interact with an Arts and Culture strategy, and
enhance interdisciplinarity across subjects, Schools and campuses. How it might operate has been discussed with
Roger Kain, Rick Rylance, Jonathan Barry and will be taken forward by them and others.
3
10. That a strategy for fundraising is developed in combination with DARO.
11. That consideration should be given to how prestigious alumni in the Arts can be involved in
the development and delivery of strategy.
12. That funding for a business fellow to develop regional and national funding opportunities is
secured.
13. That an audit of the University’s and Guild’s arts and cultural activities is carried out to set
the context for the strategy.
14. That the University should consult widely to determine the services and facilites required to
deliver a ‘top 10’ arts and culture experience for both students and staff. This should be
explicitly connected to the Education Strategy.
15. That a branding exercise is considered and a communications strategy developed.
Janice Kay, Marc Jordan
Dual Assurance Arts and Culture Leads
May 2008