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5 DUNDEE CITY

Project Background and Rationale

Background

5.1 Dundee City Council's Cultural Pathfinder project was designed to develop an understanding of culture from the perspective of those living and working in community regeneration areas. Involving, empowering and understanding local communities lay at the heart of the project, which aimed to close the gap between cultural agencies in the City and those living in regeneration areas.

5.2 Understanding the nature of the City's under-represented groups and their relationship with cultural offerings was a vital part of the project and it sought to link planning for cultural provision with Community Planning as well as other Council services. At a strategic level, the Pathfinder was intended to forge links and close gaps between the Council, the community and the cultural sector in Dundee.

5.3 The Dundee Pathfinder project was primarily an action research project which combined research with community capacity building, cultural engagement and work with artists in order to meet its overall aims and objectives. Community engagement was a fundamental aspect of the approach. The project was built on partnership principles to encourage and promote community engagement and community learning.

5.4 One of the key influences on the Dundee Pathfinder project was the concept of 'cultural planning'. This is reflected through the evaluation process which was based on Comedia's Performance and Impact Measurement Indicators as outlined by Francois Matarasso (1997).

Aims and Objectives

5.5 The aims and objectives of the project were specified in the Evaluation Plan submitted to the Scottish Government following confirmation of Pathfinder support for the project.

5.6 The aim of the project was "to close the gap between 'mainstream' cultural agencies and those living and working in the North West and West of Dundee, thus impacting positively on the lives of those in the target communities through interactive cultural engagement."⁵

5.7 The Evaluation Plan detailed further aims as being to:

• explore the notion of cultural entitlement further;
• encourage people to exercise their entitlement;
• take forward the concept of cultural planning;
• increase understanding;
• address perceived barriers; and
• promote learning and empowerment.

5.8 The final three aims listed above are unclearly expressed. It is assumed that these aims relate to increased understanding of culture, to addressing perceived barriers to participation in cultural activities and to promoting learning and empowerment through culture.

5.9 The key element of this Pathfinder was a piece of action research and its aims, as detailed in the final report provided by Dundee City Council, were to:

• establish a baseline of the current cultural interests of groups and individuals in the target areas, with the aim of developing a better understanding of their cultural choices and aspirations;
• examine the notion of 'culture' that exists amongst the general public within these wards;
• raise awareness of cultural opportunities at local and city wide levels for both the residents and Cultural Agencies Networks;
• examine the impact that participation in cultural activities can have on those taking part; and
• provide the findings to inform future planning, resourcing and working practices.

5.10 The activities and processes of the Pathfinder project were designed to meet the aims of the action research projects.

Funding

5.11 The total cost of the project was £218,556. This was made up of the Cultural Pathfinders contribution of £97,556, Cultural Agencies in Dundee (£87,000) and Awards for All (£14,000). An additional £20,000 was provided by the Scottish Arts Council early in 2008 to allow the project to be extended by three months.

Strategic Fit

5.12 The project was developed in line with national cultural policy guidance at the time (e.g. Scotland's Culture) as well as national social justice and community development policies (e.g. Better Opportunities in Scotland: Closing the Gap, Working and Learning Together to Build Stronger Communities etc).

5.13 In particular, the project was developed with a strong focus on cultural entitlements and cultural planning. At a strategic level, Dundee City Council was interested in exploring the concept of cultural entitlements and of exploring how joining up across the cultural sector in Dundee could deliver these entitlements. At a community level, there was also an expectation that greater input into communities by the cultural sector would help the sector understand what culture means for communities.

5.14 The Cultural Pathfinder project fitted well with the Council's Cultural Strategy 2001-2006 and its commitment to improving access and participation in a range of cultural activities in order to encourage active citizenship and social justice. ⁶ The project also fitted with the Dundee Community Plan 2005-2010 which presents a commitment to develop Dundee for culture and tourism. ⁷

5.15 Overall, the Cultural Pathfinder project was well aligned with national and local strategic priorities for cultural provision and also, for community engagement and community development in terms of attempting to reduce or eliminate the barriers to participation. Whilst the project had a good strategic fit, it was largely a grass-roots, community-based project supported by key strategies and structures including the Cultural Agencies Network and Dundee Partnership ( CPP).

Activities and Processes

5.16 The Dundee Pathfinder project proposal was initially prepared by a sub-group of the Cultural Agencies Network and was endorsed by the Dundee Partnership Management Group (Community Planning Partners).

5.17 A project steering group was set up following the initial project proposal. Representatives on this group included:

• Dundee Partnership;
• Dundee City Council;
• Dundee Contemporary Arts;
• Dundee Industrial Heritage Trust;
• Dundee Rep Theatre;
• Scottish Arts Council;
• Scottish Dance Theatre;
• The Space @ Dundee College; and
• Camperdown Wildlife Centre.

5.18 Two project officers were appointed to deliver the project and they reported to the steering group.

5.19 The two areas - Dundee North West (Ardler/Kirkton) and Dundee West (Lochee/Charleston/Menzieshill) - became the key areas for the Pathfinder project and community members were invited to participate in a number of research and culturally based activities.

5.20 To meet the action research objectives (outlined above), the research methodology included primary and secondary research activities. These were:

• a literature review;
• a questionnaire circulated to members of the public in each of the target areas and at public events;
• collation of feedback from participants on activities offered;
• focus groups with community members;
• case studies with artists and community members; and
• reflective and reflexive journals recorded by project staff.

5.21 The questionnaires and focus groups encouraged participants to provide their thoughts on culture, leisure activities and barriers to participation in culture.

5.22 The feedback forms were designed to gather participants' views on cultural experiences or visits. A number of activities and events including local exhibitions and trips to cultural venues were arranged as part of the Pathfinder project. These were often jointly arranged with steering group members. Whilst mixed views were expressed by participants on these activities, the visits were found to be successful in removing some of the perceived barriers between specific cultural venues and the communities. These activities were additional to any other community outreach work that the cultural organisations were carrying out across the city.

5.23 Focus groups were used to explore the questions of culture and engagement in culture in more depth and 62 participants contributed to these.

5.24 Three case studies with artists were developed and these are detailed in the final report. These case studies, recorded by the project officers, enabled local communities to experience and engage with local artists. For local artists, it offered an opportunity to become involved with local communities, explore new approaches and to have their work exhibited.

5.25 Approximately 6,122 people engaged with the Cultural Pathfinder project though consultation, participatory activities, attending events/exhibitions, focus groups/forums and networking. Fifty-two activities were arranged and thirty-seven events were supported by partners. The project was evaluated by an external consultant.

Achievements and Impacts

5.26 The achievements and impacts presented are mainly those outlined in the final report and other associated documents.

5.27 In line with the Evaluation Toolkit, the Evaluation Plan for the Dundee Cultural Pathfinder identified indicators in relation to Activities, Participation, Satisfaction, Impacts and Value for Money.

Activities

5.28 In the Evaluation Plan, a number of activity based indicators were identified and the project has achieved these.

5.29 The activities of the Pathfinder project - questionnaires, focus groups and participatory activities raised the awareness of local communities of cultural provision in Dundee and 587 people participated in activities and over 5,000 had access to local exhibitions.

5.30 A reported outcome in the Pathfinder report was that the Pathfinder activities have increased people's confidence and sense of self-worth. This relates to both community members and artists who exhibited within the communities. The exhibitions attracted a wide audience who provided positive feedback about the experience and encouraged other locally based artists to express interest in exhibiting their work in future.

5.31 The Cultural Agencies Network was involved in the Steering Group and worked with the project officers to organise visits and events in which community members could participate. Visits to local cultural venues were arranged through the Steering Group members although some were more involved than others.

5.32 The Final Pathfinder Report suggests that the interaction with cultural agencies has given participants greater confidence to access services and venues in the future.

5.33 A clear understanding of current position of cultural activities in targeted communities and an understanding of the notion of culture in the target areas were both identified as key outcomes from the Pathfinder project. The primary research - questionnaires and focus groups - enabled an extensive investigation of current cultural trends in the target areas.

5.34 The Pathfinder Report concludes that the research has established a baseline of the current cultural trends in the target areas and allows an understanding of the choices and aspirations of those living in the target areas. Feedback from project partners suggests that the baseline information, though largely qualitative, this has informed Dundee's Single Outcome Agreement

Participation

5.35 The project set out specific indicators in terms of participation with target levels of participation set as follows:

• seek to obtain in-depth information from 15 females relating to experience of participation in Pathfinder project;
• seek to obtain in-depth information from 15 Young people relating to experiences in Pathfinder project;
• seek to obtain in-depth information from four community groups relating to their experience of Pathfinder project; and
• seek to obtain information from five cultural agencies.

5.36 Feedback from project partners suggests that these indicative targets were exceeded, however, participant data was not disaggregated by gender and age.

5.37 From the levels of participation in the project it may be assumed that females and young people were engaged as part of general community engagement in the target areas. One of the case study projects with local artist Graeme Halliday engaged twenty young people in creative workshop sessions. Without clear reporting and evidence of the participation and engagement of young people, females and community groups, it is difficult to ascertain what the specific experiences of the Pathfinder project has been for these groups.

5.38 Four community groups were involved in the project - Charleston Community Centre Management Group, Ardler Complex Management Group, Menzieshill Community Centre Management Group and Kirkton Community Centre Management Group. In addition, six community representatives were also involved.

5.39 From consultation feedback and the Pathfinder Report it is clear that five cultural agencies were involved in the project. Cultural agencies were represented on the project steering group and several were more heavily involved during the delivery of the project activities.

5.40 The project worked jointly with a number of organisations and developed opportunities for community members to engage with the project. Visits to exhibitions and performance events and group excursions were organised throughout the Pathfinder year. Three groups were also established within the local communities and these met weekly to engage in specific activities.

Satisfaction

5.41 According to the information in the Pathfinder Report, the project broadly met its targets in terms of satisfaction.

5.42 The project aimed to increase the awareness amongst community members of cultural activities, events and venues within Dundee. From the Pathfinder Report it is evident that community members are more aware of cultural activities, local cultural events and cultural resources.

5.43 The action research approach taken by the project encouraged ongoing consultation and feedback from participants. A questionnaire gathered views on cultural awareness and participation in cultural activities. Participant feedback forms, distributed to those who took part in a range of activities including visiting exhibitions and attending local venues provided information on perception, enjoyment and the Pathfinder project.

5.44 In total, 587 direct opportunities for individual access to cultural services were provided and feedback forms were distributed to participants. A total of 392 feedback forms were returned by participants indicating a response rate of 67%. Feedback indicated that 67% enjoyed their experience, 21% would participate again, 14% found it interesting and 9% were disappointed. When asked if the experience was good, 87% of participants reported that it was. The cultural experience combined with meeting new people provided a positive experience for many participants. Feedback also indicates that 47% if participants felt that the experience was out of reach financially and that discounted tickets would encourage them to return. The feedback indicates that although the majority enjoyed the experience and thought it was good, only a small number would participate again. Whilst the reasons for this are not explored in great depth in the report, it is suggested that financial barriers prevent participation, that some people didn't enjoy the experience and others viewed it as a 'one-off' activity as part of the Pathfinder.

5.45 The action research project also sought feedback on participants' satisfaction with the Pathfinder project, and feedback was positive with participants happy with the project and the supported activities. Participants indicated that attending events and visiting cultural venues helped them explore new activities, meet new people and do something new and different.

Impacts

5.46 The Pathfinder hoped to impact on cultural agencies, including venues and other delivery bodies, community groups and individuals living in disadvantaged communities and it has achieved this.

5.47 Evidence suggests that the cultural agencies involved in the Steering Group and working with communities through participatory events have raised their profile within communities. Encouraging individuals to attend events and exhibitions has helped to remove some of the barriers between local communities and cultural agencies and made the agencies more visible in local areas.

5.48 At the strategic level, cultural agencies have worked together with other steering group members to shape and deliver the Pathfinder project. Evidence indicates that the cultural agencies have benefitted from a greater insight into perspectives of culture and cultural aspirations of two geographic communities in Dundee. It is unclear at this stage whether this will result in a change in practice, but Dundee has highlighted the objective of extending participation in its Single Outcome Agreement.

5.49 At the community level, the project aimed to achieve improved usage of facilities and resources and this has been achieved. Engaging local artists and local community centre management groups with the project has led to exhibitions and events being hosted within the community centres. This has been successful in terms of using local facilities and resources but also in delivering cultural activities and experiences within communities, further reducing the barriers to participation.

5.50 Further impacts of the project have been:

• community groups have been supported to apply for future funding and continue to access cultural opportunities;
• community members of all ages have worked together and shared experiences;
• perceptions and expectations about what is possible and what is desirable have been developed and it is expected that this will encourage individuals to become involved in new cultural experiences; and
• capacity building - two community representatives have undertaken further training/education following their involvement in the Pathfinder project and wish to continue to develop their skills to work with communities more effectively.

Value for Money

5.51 From the evidence available it is unclear whether this project achieved its indicators in relation to value for money. These indicators, listed below, are not appropriate indicators for value of money and focus on efficiency, effectiveness and project spend.

• cost of event;
• cost of staff and resources;
• cost of training;
• commitment of partners;
• improved use of facilities/venues; and
• stronger healthier communities.

5.52 Project partners are satisfied that the project achieved value for money given the number of participants that were consulted and engaged with, the number of activities and events implemented and the work with artists.

5.53 More fundamentally, the project demonstrated to all partners that it is possible to 'square the circle' or close the divide between cultural agencies and peripheral communities, but that it requires a commitment on the part of the agencies, an openness on the part of community groups and individuals and workers who can animate and facilitate the interaction and development of opportunities.

Contribution to Strategic Objectives

5.54 We have identified a number of key strategic objectives to which each of the projects would be expected to contribute. Here we provide an assessment of the extent to which the Dundee Pathfinder project has successfully:

• engaged under-represented groups in arts/cultural activities;
• encouraged collaborative working within and/or across authorities;
• engaged CPPs and other partners/stakeholders;
• delivered effective consultation with communities;
• delivered something that is truly new and additional; and
• considered and ensured the sustainability of its impacts.

Engaging Under-Represented Groups

5.55 From the project report and consultation feedback, it is clear that the Pathfinder successfully engaged under-represented groups in project activities and in cultural activities more broadly. Regeneration Priority Areas were invited to present a bid to become involved in the Pathfinder project and two geographic communities in Dundee North West (Ardler/Kirkton) and Dundee West (Lochee/Charleston/Menzieshill) were successfully selected by representatives from Community Regeneration Fund areas and cultural agencies in Dundee. Detailed analysis of target groups and representation within these communities was not carried out.

5.56 The early stages of the Pathfinder successfully engaged other communities across Dundee. This process of selecting the Priority Regeneration Areas for inclusion in the Pathfinder increased the awareness of the Pathfinder project across a number of communities in the City. Further, during initial project discussions, the concept of comparing access and attitudes to culture in a disadvantaged area with an affluent area was explored. However, it was felt that working within two areas of disadvantage would offer greater insights and inform new projects and activity.

5.57 During the project, a questionnaire exercise with community members, feedback forms following participation in events and visits and focus groups sessions encouraged local residents to provide their views on culture and enabled many to enjoy (or not) new experiences.

5.58 The questionnaire findings indicate that visiting exhibitions, cultural events and cultural venues was a new experience for many of the community participants who provided a questionnaire response. Reasons for this included: lack of awareness, apathy, cost and availability of transport, previous negative experiences and a lack of motivation.

5.59 The focus group participants had a different experience of culture and from the reported discussions, it is clear that the majority of participants had previously engaged or participated in cultural activities and visited the cultural venues within Dundee. This suggests that in terms of cultural engagement, the focus group participants were not under-represented.

5.60 Visits to exhibitions and cultural venues by community members were facilitated by the Pathfinder project and information reported from the feedback forms indicates that many of those who visited exhibitions and venues had not done so previously. In addition, exhibitions held in local community centres were open to everyone in the communities and project partners feel that these were very successful in reaching a wide audience.

5.61 Overall, the Pathfinder project helped to engage under-represented communities in cultural activities by providing the opportunity to visit exhibitions within the local area and across the City. It also sought the views of a broad section of both communities and the majority of participants, with the exception of those who attended the focus groups, had little or no experience of participating in cultural activities.

5.62 The Pathfinder project made connections between disadvantaged communities and cultural organisations in Dundee and helped to highlight the barriers to access for many individuals. Prior to the Pathfinder, assumptions had been made regarding what those barriers might be, for example, cost. However, by engaging with communities and attempting to understand their motivation for cultural participation (or lack thereof) cultural agencies and the Council developed a better understanding of the communities and their responses and approaches to cultural activities. Whilst cost was a consideration for many people, other factors preventing participation included transport, apathy, health, times of performances and lack of awareness.

5.63 From feedback it is suggested that the two project officers worked hard to engage as many participants in cultural activities as possible from the under-represented communities. The approach of the project officers worked particularly well. They engaged with individuals and groups directly and approached individuals within communities and asked them to participate. The project officers became well known within the two communities and established relationships with community representatives, community groups, local people and the local community centres. This helped them to establish themselves and the project within the communities. An effect of the level of engagement and interaction with communities by the project officers did lead to raised expectations and feedback suggests that the project officers tried to deliver too much.

Collaborative Working

5.64 The Dundee Pathfinder Project was not designed to work across local authorities but to encourage joint working and collaboration between the Dundee Partnership, the Council, cultural agencies and local communities.

5.65 The project steering group represented a partnership of cultural agencies and the Council. From feedback, the steering group was well attended and participants engaged well with the project. There was greater involvement from some agencies than others. The steering group was led by the Dundee Partnership signalling a strong commitment from Community Planning at the strategic level.

5.66 Partnership and collaborative working were built into the project from the outset. The key criteria for selecting areas for participation in the study required evidence that there were a range of groups within communities for the project to network with and that there was evidence of inter-agency co-

5.67 During the project, the project officers worked well with local communities and developed relationships with local agencies, local artists and community representatives.

5.68 Partner organisations at the community level included:

• Sensation;
• Ardler Village Trust;
• Chalmers Ardler Church;
• Community Family Support Project;
• Dundee United Football Club;
• Dundee Healthy Living Initiative;
• Charleston Community Centre Management Group;
• Ardler Complex Management Group;
• Menzieshill Community Centre Management Group; and
• Kirkton Community Centre Management Group.

5.69 Working with artists and the development of case studies is highlighted as a key area of activity in the Pathfinder report. Project workers worked with locally based artists who were interested in participating in the project. Collaborative working with these artists enabled project workers to hold events for local people who had the opportunity to drop-in to exhibitions and look around. These events provided local artists with a platform to exhibit their work and become better known locally but also provided local people with an opportunity to engage with visual arts in their local community (as these exhibitions were held in the local community centres). Feedback suggests that taking exhibitions and events into local communities worked well in engaging a wider audience and future events are planned for the community centres in each area.

5.70 Collaborative working with artists within local communities has produced many outcomes for the project. This element of the project appears to complement the other activities of the Pathfinder and provided access to cultural activities. This element of the study contributed to engaging disadvantaged communities in arts and culture with exhibitions in local community centres reaching potential audiences of over 5000.

Engaging Community Planning Partners

5.71 Dundee Partnership was involved at a strategic level throughout the Pathfinder project. The steering group was chaired by the Partnership. However, the Pathfinder report has few references to Community Planning and feedback from consultees which suggest a mixed picture of involvement.

5.72 Developing an understanding of what culture means for people in communities has been useful for Community Planning; however, it is unclear how this will be used in developing future strategy. A more direct link into Community Planning would have been welcomed by some consultees who felt that future progress will depend on how culture feeds into the Community Planning cycle. It is acknowledged that whilst the vision was there to engage Community Planning at the 'grass roots' level, this was not as successful as expected at the outset. It is not clear from reports and consultations whether local Community Planning partners were involved with the project. In contrast, other consultees felt that planning for culture is rooted in the Community Planning process in Dundee and this flowed through the project.

5.73 From evidence, Community Planning (Dundee Partnership) was engaged at a strategic level and led the project from the proposal to reporting stage. Project partners reported that the Pathfinder project managed to deliver activities that Community Planning could not due to lack of resources.

Effective Consultation with Communities

5.74 From the Pathfinder report and discussions with project stakeholders, it is clear that consultation with communities provided the foundation for the Dundee Pathfinder. The action research process was designed to consult widely and to capture views using a range of techniques.

5.75 Questionnaires, feedback forms and focus groups were used to consult with the community to find out their views and needs in relation to culture. The consultations were designed to establish a baseline of trends in the target areas and to reveal the perceived barriers or issues preventing participation.

5.76 The methods of consultation worked well. Questionnaires were completed at several public events to enable project officers to reach a wide audience. Feedback on activities was collated using a short feedback form which was distributed to participants who provided feedback on the specific activity or venue they had experienced.

5.77 Focus groups used participatory methods to encourage discussion of ideas and to reduce any barriers such as literacy problems, getting in the way of the sessions.

5.78 The consultation exercise has provided steering group members with a valuable insight into what people in disadvantaged communities think about culture and how they engage with culture. A key finding from the project is that culture is a broad based notion that goes beyond a narrow definition. Within the target communities, choice was found to be the main factor in considering whether to participate in cultural activities and also, which types of activity to participate in.

5.79 Feedback from strategic partners suggests that the consultation exercise was very ambitious and hard to deliver at times. With two project officers working across two areas it was a challenge to meet the high expectations of communities.

Additionality

5.80 The Dundee Pathfinder Project facilitated a relationship between disadvantaged communities and cultural agencies in Dundee. Whilst cultural agencies had existing outreach activities and goals to work with communities, the Pathfinder provided a new opportunity for cultural agencies to understand the needs of disadvantaged communities and the barriers faced in accessing culture. Consultation feedback suggests that making connections between disadvantaged communities and cultural activities and organisation worked well.

5.81 Feedback indicates that cultural agencies in Dundee have a real appetite for engaging with communities but resource constraints act as a significant barrier. The Cultural Pathfinder Programme provided agencies with the resources (through the work of project officers) and the scope to work with communities, in terms of providing opportunities, seeking views and giving support.

5.82 Working with artists and providing communities with direct contact with artists was reported as a particular benefit of the project and something that would not have happened without the project officers driving this interaction and engagement.

5.83 Consultation feedback indicates that some activities would have happened within the two communities without the Cultural Pathfinder project. A local programme of activities was already in place however, the Pathfinder meant more activities could be provided. Without the Pathfinder, it was felt that the full programme of activities, learning and capacity building would not have been realised. Learning from project officers in the form of multi-media and written diaries has helped to shape future activity and understand the learning from a delivery perspective. The capacity building activities included building the capacity of individual community members to engage with the arts or with cultural activities, building the capacity of community organisations (three of which have applied for future funding for cultural activities) and building the capacity of local artists who had not previously worked with communities.

Sustainability and Legacies

5.84 There are two main aspects to sustainability and legacy: strategic level and community level. At the strategic level, consultations suggest that it is difficult to say at this stage how the Pathfinder will impact on key strategic guidance affecting activity at the local level such as the Cultural Strategy or Single Outcome Agreement.

5.85 At the community level, the project officers employed by the Pathfinder project are no longer in post and consultation feedback indicates that this is a disappointment both at a strategic and community level. The short-term nature of the project was viewed negatively by those who participated in consultations.

5.86 The Dundee Pathfinder project has not addressed the issue of sustainability. From evidence it is clear that this project was viewed as a one-year pilot project with no plans at the strategic level to build on the outcomes or continue the activities. Project stakeholders suggest a lack of resources has constrained future plans; however, stakeholders criticised the short-term nature of the Pathfinder programme suggesting that one-year funding was inadequate.

5.87 This Pathfinder project set out to bridge the gap between cultural agencies and disadvantaged communities in Dundee. It is unclear whether the project has achieved lasting change in terms of service delivery by the CPP Community Planning, Dundee City Council or the cultural agencies. However, there is an increased awareness of the barriers facing under-represented individuals from engaging with cultural activities. Without clear direction and leadership to take the lessons from the Pathfinder forward, it is difficult to understand how the Pathfinder will influence and impact planning for cultural provision in the future.

Overall Assessment and Key Lessons

5.88 The Dundee Pathfinder project had an overall aim to connect disadvantaged communities with cultural agencies in Dundee. Understanding people's view of culture, cultural participation and cultural awareness was fundamental to this project which used an action research approach to engage and consult with two disadvantaged communities in Dundee. Overall, the project was successful in achieving its aims and helped to develop understanding of communities' needs in terms of culture and also helped bridge the gap between communities and the cultural sector in Dundee.

5.89 This project engaged and consulted with a large number of community members including those who do and do not participate in cultural activities on a regular basis.

5.90 The Cultural Agencies Network was involved at a strategic and operational level and this worked particularly well for the agencies and the communities involved. The cultural agencies, through consultation findings and involvement in the steering group, gained insight into communities' motivation for engaging in culture and their views about culture and this will help with future audience development and outreach. By facilitating visits to events and exhibitions, the cultural agencies worked directly with community members and introduced people to some activities for the first time. It is envisaged that this work will strengthen and inform the cultural agencies community outreach work.

5.91 Although Dundee's CPP was involved at a strategic level through the steering group, it is not clear whether Community Planning staff were involved at the local level. Feedback suggests that there is still much to do in Dundee to include culture in Community Planning activities at the community level although feedback from project partners indicates that the findings from the Pathfinder project have informed Dundee's SOA.

5.92 Exploring culture and the notion of culture within the two disadvantaged communities helped develop the understanding of the Cultural Agencies Network, Dundee City Council, the Dundee Partnership and the project officers, and the baseline of current cultural trends in these areas will inform future strategies and activities. In this project, cultural participation provided an effective tool for community development.

5.93 Wider achievements of this Pathfinder project include: stimulated interest and confidence in arts and cultural activities, increased confidence within communities and network development and joint working.

5.94 Overall, the Dundee Pathfinder project achieved what it set out to. Community members from the two communities have approached the Council and have requested that some activities from the Pathfinder be repeated. The project partners feel that this indicates a successful outcome and evidences a change that the Pathfinder initiated between the Cultural Agencies Network and the disadvantaged communities. However, in terms of future work and sustainability, it is unclear what contribution the project will make without additional funding from the Dundee Partnership or Dundee City Council.

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