|
Studies & Reports 4 of 38
"Its purpose is to examine the competitive position of the eleven festivals belonging to Festivals Edinburgh and the extent to which that
position is likely to be affected by:
- the burgeoning number of festivals, both in the United Kingdom and overseas, that are competing for artists, audiences and funding;
- the increasing use of cultural programming (festivals and events) as strategic devices to promote tourism and to build the brand-identity of the cities or regions where they are located; and /or any other factors.
The report is informed by extensive desk research and interviews with stakeholders; a comparison of Edinburgh’s festivals with a number of international competitors; and an analysis of longer term environmental, economic and an analysis of longer term environmental, economic and social trends. This work,which included scenario planning workshops, took place during the second half of 2005.
Following a fuller account of the methodology of the study and a summary of recommendations, below, Section One of the report looks at the overall attributes of leading festival cities and the challenges that established festival cities such as Edinburgh face. In Section Two, Edinburgh’s own position is analysed and a recommended course of action discussed.
Festivals Edinburgh is presently made up of eleven festivals that are held on an annual basis in Edinburgh. These festivals are:
- Bank of Scotland Children’s International Theatre Festival (Imaginate);
- Edinburgh Art Festival;
- Edinburgh Festival Fringe;
- Edinburgh International Book Festival;
- Edinburgh International Festival;
- Edinburgh International Film Festival;
- Edinburgh International Jazz and Blues Festival;
- Edinburgh International Science Festival;
- Edinburgh Mela;
- Edinburgh Military Tattoo; and
- Edinburgh’s Winter Festivals (Hogmanay and Capital Christmas).
This report does not address the quality of programming of individual festivals but focuses on the collective capacity of the festivals to maintain their international competitive edge. However, it is reasonable for stakeholders and funders to expect that their individual responses to the challenges identified should take the form of robust and coherent business plans that articulate individual strategies for competitive, artistic and programmatic excellence and long term financial viability; and the benchmarks by which those successes can be measured or at least judged by third
parties."
|
|
Creator(s)
|
AEA Consulting
|
Source Location
|
International
|
|
|
Date Published
|
2006-05
|
Language
|
French
|
URL
|
http://www.sac.org ...
|
Copyright Holder
|
AEA Consulting
|
Le texte suivant provient d'un organisme qui n'est pas assujetti à la Loi sur les langues officielles et il est mis à la disposition du public dans la langue d'origine.
The following material originates with an organization not subject to the Official Languages Act and is available on this site in the language in which it was written.
|
These items have similar materials
|
|